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Home My WebLink AboutOrd 6346 11/07/2017 Adopting Envision Mount Prospect the official 2017 comprehensive planORDINANCE NO. 6346 AN ORDINANCE ADOPTING ENVISION MOUNT PROSPECT THE OFFICIAL 2017 COMPREHENSIVE PLAN FOR THE VILLAGE OF MOUNT PROSPECT PASSED AND APPROVED BY THE PRESIDENT AND BOARD OF TRUSTEES THE 7th DAY OF NOVEMBER, 2017 Published in pamphlet form by authority of the corporate authorities of the Village of Mount Prospect, Illinois, the 8th day of November, 2017. ORDINANCE NO. 6346 AN ORDINANCE ADOPTING ENVISION MOUNT PROSPECT, THE OFFICIAL 2017 COMPREHENSIVE PLAN FOR THE VILLAGE OF MOUNT PROSPECT WHEREAS, the President and Board of Trustees of the Village of Mount Prospect have determined a need exists to amend the Official Comprehensive Plan of the Village of Mount Prospect from time to time; and WHEREAS, the President and Board of Trustees of the Village of Mount Prospect did adopt the Official Comprehensive Plan for the Village of Mount Prospect on July 20, 1976, amending that Plan in its entirety on April 8, 1981, November 15, 1994; and June 5, 2007; and WHEREAS, the President and Board of Trustees of the Village of Mount Prospect have from time to time amended the Comprehensive Plan of 1994 pursuant to Ordinance No. 4711 passed March 15, 1995 amending the Land Use Map; Ordinance No. 4912 passed February 17, 1998 amending the Plan to include the downtown strategic plan; and Ordinance No. 4929 passed May 5, 1998 amending the plan to include the Rand Road Corridor Study; and WHEREAS, the President and Board of Trustees of the Village of Mount Prospect have determined that a need exists to amend the Official Comprehensive Plan of 2007, as amended, in its entirety; and WHEREAS, pursuant to 65 ILCS 5/11-12-7, the Planning and Zoning Commission of the Village of Mount Prospect held a Public Hearing on September 28, 2017 pursuant to legal notice being published in the Daily Herald on September 13, 2017, to consider the proposed amendment to the Official Comprehensive Plan; and WHEREAS, the President and Board of Trustees have considered the proposed amendment to the Official Comprehensive Plan of 2007 and have determined that the best interests of the Village would be served by adopting the Official Comprehensive Plan of 2017 for the Village of Mount Prospect ("Envision Mount Prospect"). NOW, THEREFORE, BE IT ORDAINED BY THE VILLAGE PRESIDENT AND BOARD OF TRUSTEES OF THE VILLAGE OF MOUNT PROSPECT, COOK COUNTY, ILLINOIS ACTING IN THE EXERCISE OF THEIR HOME RULE POWERS: SECTION ONE: The President and Board of Trustees of the Village of Mount Prospect do hereby adopt the Official Comprehensive Plan of 2017 for the Village of Mount Prospect ("Envision Mount Prospect"), a copy of said Official Comprehensive Plan is attached hereto as Exhibit "A" and hereby made a part hereof. SECTION TWO: The Future Land Use Map in Chapter 7 of Envision Mount Prospect, is declared the Official Map of the Village of Mount Prospect; and SECTION THREE: All previously adopted ordinances related to prior versions of comprehensive plans and approved official comprehensive plans are repealed, and the Official Comprehensive Plan of 2017, attached hereto as Exhibit "A", supersedes and takes the place of any official comprehensive plans attached to said repealed ordinances; and SECTION FOUR: The Village Clerk of the Village of Mount Prospect is hereby authorized and directed to file a copy of the Official Comprehensive Plan of 2017 with the Cook County Recorder of Deeds, as provided by the Statutes of the State of Illinois. SECTION FIVE: The Village Clerk of the Village of Mount Prospect is hereby directed to publish in pamphlet form, said Official Comprehensive Plan of 2017, pursuant to the Statutes of the State of Illinois made and provided. SECTION SIX: This Ordinance shall be in full force and effect from and after its passage and approval and publication in pamphlet form in the manner provided by law. AYES: Grossi, Hatzis, Hoefert, Rogers, Saccotelli, Zadel NAYS: None ABSENT: None PASSED and APPROVED this 7th day of November, 2017. Arlene A. Juracek Mayor ATTEST: G Karen Agoranos Village Clerk Mount Prospect; A ComprehensivePlan f �r� the Village e of Mowat Prospect ADOPTED on November 7, 2017 Ordinance Number: 6346 ,.: Celebrating 100 years and planning for the future! ion 1f y �( I O/I r%%/i%//; Thank you to everyone who participated in the Comprehensive Plan update. The Village of Mount Prospect wants to extend a special thanks to the following individuals who provided invaluable input throughout the process. Village Board (current and former members) Arlene A. Juracek, Mayor Colleen E. Saccotelli, Trustee Eleni Hatzis, Trustee John Matuszak, Trustee Michael A. Zadel, Trustee Paul Wm. Hoefert, Trustee Richard F. Rogers, Trustee Steven Polit, Trustee William A. Grossi, Trustee Planning & Zoning Commission Joseph P. Donnelly, Chairman Agostino Filippone Keith Youngquist Norbert Mizwicki Sharon Otteman Thomas Fitzgerald Walter Szymczak William Beattie Steering Committee Beth Jordan Chad Busse, Co-chair Cindy Adams Dawn Fletcher Collins, Co-chair Danny Chiao Jay Patel Maria Garstecki Maria Romero Michaele Skowron Nancy Kim Phillips Terry Gavin Tom Zander Village Staff Village Manager's Office Michael Cassady, Village Manager Nellie Beckner, Assistant to the Village Manager Alexander Bertolucci, Admin. Analyst Marianthi Thanopoulos, Public Information Officer Community Development Bill Cooney, Director Consuelo Arguilles, Deputy Director Malika Hainer, Long Range Planner Janet Saewert, Neighborhood Planner Jason Shallcross, Dev. Review Planner Carol Brobeck, Intern Public Works Sean Dorsey, Director Jeff Wulbecker, Village Engineer Police Department Tim Janowick, Police Chief Mike Eterno, Deputy Police Chief Edward Szmergalski, Commander Fire Department Brian Lambel, Fire Chief John Dolan, Deputy Fire Chief Human Services Department Julie Kane, Director Victoria Bran, Deputy Director Finance Department David Erb, Director Lynn Jarog, Deputy Director IIIIIUIIIIIIIIIIIIIIIIIIIIIIUIIUIIIUIIIUIIIIIIIIIIIIIIIIIIUMIViVII IViVVVNMUM IMMUNE, NE, I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I U I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I executive summary page 1 to a r, T'L community ideas page 3 vision and guiding principles page 7 part chapter 1 - built environment page 11 chapter 2 - mobility page 25 chapter 3 - community page 41 chapter 4 - health & safety page 51 chapter 5 - resiliency page 59 chapter 6 - economic vitality page 67 chapter 7 - future growth & opportunities page 73 chapter 8 - implementation page 85 appendix glossary page a-2 a. existing conditions summary page a-3 • who we are • where we live, work, learn & play • how we get around • our community b. community engagement summary page a-65 1 =4 ADT - Average Daily Traffic Community amenities - May refer to desirable or useful features of any resource (facility or service) provided or available in the community. Co -working spaces - A shared environment used by different people to work independently. Unlike in a typical office environment, those co -working are usually not employed by the same organization. Typical users of co -working spaces include work -at-home professionals, independent contractors, frequent travelers or freelancers. Community resources - Include the public library, community facilities like school and park district facilities, senior centers, cultural centers, places of worship, and other facilities that provide residents with a service or amenity. CMAP - Chicago Metropolitan Agency for Planning CMAP Region - CMAP's six county region of Cook, Lake, Kane, DuPage, McHenry and Will County. HOME - HOME Investment Partnerships Program (HOME) is a type of United States federal assistance provided by the U.S. Department of Housing and Urban Development (HUD) to provide decent and affordable housing, particularly housing for low-income households. NWSHC - Northwest Suburban Housing Collaborative, created in 2011 to help Arlington Heights, Buffalo Grove, Mount Prospect, Palatine, and Rolling Meadows develop regional solutions to address short and long-term housing needs. Public transit - or public transportation includes the service provided by the Pace buses, shuttles, vans, and Metra trains. It also includes transportation provided by other service providers in the community. Third Places -informal publicspacesseparate from thetwo primary environments of home ("first place") and the office ("second place"). They can be defined as any place one spends time other than work or home. The most common third placed identified was the public library. TOD -Transit Oriented Development Traffic calming - The use of physical design and other measures to improve safety for motorists, pedestrians and cyclists. Service providers - Includes non-profit and for-profit organizations that provide a service in the community. Examples include park and school districts, places of worship, hospitals, etc. SWMP - Storm Water Management Program Universal design - The design and composition of an environment so that it can be accessed, understood, and used to the greatest extent possible by all people regardless of their age, size, ability, or disability. USGBC - U.S. Green Building Council VMT - Vehicle Miles Traveled 7VYI�'�fi'WWQtl&�IM!�IWIUP�WN�ii�Vs'�SI�I��I Ihl'�IYIYII"' � Illlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll tmucutivei Context for planning A Comprehensive Plan guides planning and development policy in a community and is generally updated every ten years. As a community's primary planning document, it describes goals and objectives for existing and future development, as well as outlines the steps necessary to achieve these goals. The first Comprehensive Plan for Mount Prospect was adopted in 1965, revised in 1981 and updated in 1984, 1988, 1992, 1994, 1998 and 2007. These earlier plans have included ongoing, short term, as well as long term planning recommendations for land use, transportation, and community facilities through an action -oriented implementation program. Envision Mount Prospect - Planning our Future Together The 2017 endeavor represents an update to the Village's Comprehensive Plan (referred to as "the Plan"). With the intent of truly reflecting the community's voice, the Plan was called Envision Mount Prospect - Planning our Future Together, and included a comprehensive community engagement process. The Plan ties in closely with the vision and goals of the Village's Strategic Plan, and also aims at addressing issues, opportunities, and trends in the community today and those anticipated in the future. Six guiding principles form the framework of the Plan that jointly aim at achieving the vision developed for the community. Each guiding principle has a set of goals along with policies, strategies, and an action oriented implementation plan to achieve the goals. This Plan also includes a Future Growth and Opportunities Map and a Future Land Use Plan that provides direction for where and how the community can accommodate growth and change in the future. Together with the implementation plan, these maps and the Future Land Use Plan will guide growth in the Village in coordination with transportation and infrastructure decisions, and community amenity and service needs. Envision Mount Prospect reflects the Village's commitment to planning for its future on a continuing basis. envision °4w� !"� � �' 1' ,ya I I I I I I I I I I I I I I I I I I 111111111111 I I I I I I I I I I I I I 1111111111 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I 1111111111 I I I I I I I I 01 awr�r t"a�sup Planning process As comprehensive plans represent the voice of the community and are also grounded in data trends, the year long planning process included: a review of existing conditions in the community; feedback from residents and stakeholders on key issues and opportunities; a workshop to envision a desirable future for Mount Prospect; development of guiding principles, goals, policies, and strategies to achieve the vision; a future land use plan; and implementation plan. The key trends, issues, and opportunities, identified through the existing conditions analysis and community engagement process, as well as the Village's Strategic Plan contributed to the development of the vision and goals for the comprehensive plan. The key components of the planning process are included below: Existing conditions analysis • who we are - a snapshot of Mount Prospect's demographics • where we live, work, learn & play - an analysis of key aspects of community life • how we get around - an analysis of transportation infrastructure & services • our community - a summary of the pattern of development, growth and opportunities, facilities, infrastructure, and the many services that Mount Prospect has to offer Community engagement Envision Mount Prospect included a comprehensive community engagement strategy to maximize community input throughout the planning process. A list of all the engagement activities are included below: • Steering Committee - At the onset of the planning process, a steering committee comprised of residents, business owners, and key stakeholders was formed to help guide the development of the Plan. They met on a regular basis, reviewed the analysis, goals, and strategies, and provided feedback on the content of the Plan document. • Project website- www. envisionmp.org was created to provide information on the planning process, and upcoming engagement events and opportunities to provide feedback. It helped promote the community survey and the implementation survey, as well as access to the Plan document for public review and comment. w ,� v� �sPn OOV,O fl"A« . ,WA I y P%/l�Jy�,JIB/,�p¢!4,ip,Ml,X4112!p1�Yl��Jd,,�llAl/6iE'/l/,gl�((�ipp,1�9/LSI,�JIIk'�/W,'kN�idlrih'WlU7;dY�JN�G�NAI�(,if!��'JlGriiP��JNaNFI�eCNG7NM�P@Ms I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I f I I I I I I I I I I I I I I I I I I I I I I I I I f I I I11I I I I I I I I I I I I I I I I I I I I I I I I I I f I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I PART 1 02 • Community Survey -A survey was created to get feedback on key issues in the community; it was made available in both English and Spanish; and received 460 responses. Assuming a sample size of 20,290 households in Mount Prospect, the survey had a 95% level of confidence with a confidence interval of 4.6. • Informational Events - Throughout 2016, the update to the Comprehensive Plan was promoted and public feedback on issues and opportunities was solicited at public events and various open houses. Public events included the Bluesmobile Cruise Night, French Farmer's Market, Fall Festival, and the Halloween Meet and Treat events. Farmer's Market Bluesmobile Cruise Night e nv l s 101103 hhik# N" arr�uav • Open Houses - Open houses were held at the Mount Prospect Public Library, Robert Frost Elementary School, River Trails Middle School, and the Community Connections Center to encourage residents to fill out the survey, receive input on issues and opportunities in the Village, and participate in visioning exercises. • Key person interviews- Meetings were conducted with key community stakeholders and the Village Departments to summarize the existing conditions and opportunities in the Village. • Visioning Workshop -Aworkshop was conducted to engage the Steering Committee and Village staff in the development of the vision statement for the Comprehensive Plan. SWOT Analysis - An analysis of the Strengths, Weaknesses, Opportunities, and Threats was conducted as part of the Visioning Workshop to further inform the development of goals and strategies to achieve the vision for the Plan. • Joint Meeting - An interim draft document of the Plan was presented to the community at a meeting with the Village Board, Planning and Zoning Commission, and Steering Committee. This meeting was also attended by Village residents, and included group feedback sessions on each of the guiding principles and goals for the Plan, as well as a Big Ideas Workshop to note key opportunities in the Village. Implementation Survey - Select implementation strategies were included in a survey that residents took to prioritize based on how important they perceived the strategy to be. The results of the survey are noted in the implementation plan (Chapter 8) as high, medium and low priority for the different strategies. Qft71G�JYi/,Il/ZbG'I�,JGI�P(f�/1DY'IGI�'Gi �Jilll�'tUm7�Stl1��,0frll(„��f�I�R�.NrMlOD1�RMR�M7DIdN�iglV6ilf�W11?IJWIIIIfN�folk� I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I PART 1 04 Components of the Plan This Plan is organized into two parts and an Appendix. Part I includes a summary of the key ideas and findings identified through the existing conditions analysis and community engagement process. It also includes the vision and six guiding principles developed for the Plan. The guiding principles broadly cover six key topic areas that jointly aim at achieving the vision for the community. The six topics areas are as follows: • The built environment • Health and safety • Mobility • Resiliency • Community • Economic vitality These topic areas are addressed individually in Part II of the Plan. Each guiding principle is included in a separate chapter (Chapters 1 to 6) and includes a brief summary of what it addresses and how it relates to the Village's Strategic Plan. It also includes goals, policies, and strategies that will support the implementation of the vision for the community. The following graphic illustrates the framework for each chapter. Policies Provide direction as to how the vision established by the guiding principles & goals will be carried out as part of a daily decision-making process. STRATEGIES Recommended actions that support the implementation of the plan. Each chapter also includes a "Centennial Factoid", CENTENNIAL FACTo1D that lists a historical fact and/or comment as it relates to the content of the chapter. Chapter 7 describes the areas of future growth and opportunities in the Village, and includes the Future Land Use Plan which guides future development decisions in the community. An action oriented Implementation Plan is included in Chapter 8 which guides the Village departments to achieve the goals outlined in the Plan. The Appendix includes a summary of the Existing Conditions and Community Engagement that includes the community survey results. Community input received throughout the planning process is included in these summaries. envision smimllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll w rye WIDiM q^d'Mrotyhoplq „ e e 05 community ideas A summary of the key ideas received through the different community engagement activities are included below, while the results from the community survey are included separately in the Appendix. The following word diagrams represent the responses received from the public when asked about what they liked best in Mount Prospect. Note that responses that came up more frequently are displayed larger. The top things noted were community events, such as the Bluesmobile Cruise Night and Farmer's Market, Mount Prospect Public Library, schools and friendly people. Librar ° �.+Ysxzn R°rwn, rer,wi m�w'"a 16.}Cl OdAb Libra,r I •r,.� �� t Yk tw� �r ,� 1 .:. F {° Frmer`sMarKt "1pe r 4W'Wu �^ IXVnW%dMN,tiWwa�IN Y A'ri'a. The graphic below represents what the attendees expressed at open houses when asked what they would like Mount Prospect to be in the future. The key ideas included downtown as a destination, a safe environment for kids, and leadership in sustainability. Beautiful We Diestinati Downtown Vi raA(/Chi" Villpfi)IV11tow 11, WAdq,e k T �DiftA s °Elooh SustainabilltyLeader'ds I, iilli�"spirted SafeforKi The key ideas from the Visioning Workshop are included on the following page, along with results from the Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. The top ideas include a resilient, sustainable, fiscally prudent, environmentally conscious community, socially vibrant and safe community with sufficient housing options. The top strengths were the schools, public services, and access to Metra, and the top weaknesses included the limited 001� �irlr�11111 PART 1 06 Enter tainmen tDestina tion I �tii� asl i�I� N(rFil�llcl �tiiUes tt� d � aw Engaqed 4'4a,xi�N� [I I.,irlIllc��S��`l�"�rant ��fe � SWOT Analysis results: Strengths Schools Access to Metra Public services (human services) "Village" engagement support, Events Community driven/involvement Transportation access, tollway Location (O'hare, Chicago) Library Clean and well-maintained Safety (low crime) Infrastructure Driven elected officials, staff Parks/recreation Friendly Property values Housing variety Lower tax levy Balanced budget/low debt Randhurst Village, KBC Mature urban forest Partnerships Fiscally responsible Opportunities Downtown redevelopment Growing diversity Annexations Randhurst corridor business opportunities Golf Plaza II Capitalize on environmental commitments School district consolidation Downtown residential density Pedestrian connectivity Green infrastructure Pervious land Adopt an improved transportation plan Train tracks Vacancies Illinois 83 interchange New properties Younger community involvement New vision for community Weaknesses Public transportation (north -south) Land locked and built out Bike/pedestrian paths Limited rentals downtown No attractions -theater, museum, arts venue Senior housing options Isolation between north and south areas Aging infrastructure Affordable housing Physical structures for community gathering Connectivity for seniors -social Neighborhood watch Street lighting Downtown traffic No downtown grocery store Pedestrian amenities at big roads Lack of healthcare facilities Stormwater management Train tracks Reduced state and fed revenue Taxes (cook county) Increased traffic Politics Economy State liabilities Impact of population increase on schools Environmental Unfunded mandates Train tracks Lower wage jobs don't provide adequate income to support families Amenities in other communities Demographics of other communities �� °� Ir �r� �rVllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllfllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll ��e�p Prpapwu�e �r�me 07 public transportation between the north and south, and the limited vacant sites available for development. The top opportunities included annexations of adjacent unincorporated property, redevelopment of downtown sites, and growing diversity, while the threats identified included cutbacks to the state and federal revenue, increase in taxes, and increased traffic. The maps below indicate the areas of Mount Prospect identified as areas of concerns and as opportunities sites. The map labeled "issues" identifies intersections in the community that have concerns that need to be addressed. The major intersections identified as having issues included the downtown intersections of Main Street and Northwest Highway, Kensington/Rand/Elmhurst, Central/Rand/Mount Prospect, and Golf and Busse. These intersections were identified as areas of concern primarily due to traffic delays and difficulty in pedestrian navigation. The "opportunities" map identifies areas/locations for potential improvements, development or other opportunities. A list of each of these issues and opportunities is listed in the Appendix. The top opportunity site noted was the downtown intersection of Main Street and Northwest Highway. Issues opportunities NORMA yGlYll��,G(1A0ONrl,00'I11AVd,fN/XIAJ/GIIOA�Y(�ll@�'�///ki�IIYIE'1�W,Y(4�f0l�PL'f IYGPrv13f�m�Nl�,p� R,VVI7f?1A9CPiE�I I I I I I I I I I I I I I I I I I I I I I I I I I I f I I I I I I I I I I I I I I I I I I f I I I I I I I I I I I I I I I I t I I I I I I I I V I! I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I! I I I I I I I I I I I I I f I I I I f I I I I I I I I I I! f I I I I I I I I I I I I I I f I I I I I I I I I I I f I I I PART 1 08 10 0 s10 Is vision & qui in�g principles Based on input received from the visioning workshop and other community erlgagement ac v,vi es, the Village's Strategic Plan, and best practices for -SustainablEa !�ornprehowlMe,, Kiris, the following vision for the Village's Comprehensive Plan was developed: vision statement: "Mount, .e a In order to achieve this vision and address all the issues and opportunities identified in this planning process, a set of six guiding principles were also developed as follows: Guiding Principle 1: A livable built environment Ensure that the mix of land uses, density of buildings, transportation access, and infrastructure work together to meet the needs of present and future generations while fostering a vibrant sense of place and contributing to the well-being of the community. Guiding Principle 2: Mobility through an accessible, integrated, and resilient transportation system Ensure that the transportation system is well connected, provides alternate modes of transportation, promotes an active lifestyle, and is adaptable to the mobility needs of the community. Guiding Principle 3: Providing for and protecting the needs of the community Ensure that housing options, services, amenities, and resources are accessible and address the needs of all residents. envision F6Mmw�ti N�rwvd µrAk'� 09 Guiding Principle 4: A community that improves the health, safety and welfare of its residents Ensure that public health needs are recognized and addressed through equitable access to care, services, recreation, and healthy foods. Guiding Principle 5: Responsible use of our environment that promotes resilience Ensure that the value of our natural resources is recognized; and efforts are made to preserve and promote their benefits to the community to improve public health. Guiding Principle 6: Economic vitality through support, innovation and collaboration Ensure that the community's economy is able to thrive and adapt to changes in the market through innovation and building on local and regional assets. The following chapters address each of the guiding principles, followed by the Future Land Use and Implementation Plans. a�t��r��ru�amm�rnou�r��ioi��u+U�n��rw�mr��U��arun�rem��m�m�ai�r�� uunnuuiwuuuiiuuiuunuuiuuuuuuuiuuinuiuuiuuiuuiuunuwuuiuuiuiuinuuuiuuuuuiuiuiuuiuuuuuuuuuuuinnuunuiuu 10 PART I chapter bu*lt environment that su► its livability 11 What a livable built environment means A "livable" built environment is one that provides a diverse mix of uses so that residents can live close to where they work, learn or shop. It provides convenient access to community resources such as parks in the neighborhood; encourages an active and healthy lifestyle by supporting a walkable and bicycle friendly environment; and creates a desirable sense of place through the character of the community. Given that Mouint Prospect has limited ability to increase its borders, growth in the future will need to be accommodated within the community in areas that can support change. By enhancing the livability of the built environment, a high quality of life for residents can be supported, while also adapting to the changing needs of the community. Relation to the Village's Strategic Plan THE VILLAGE OF MOUNT PROSPECT'S STRATEGIC PLAN FOR 2020 includes key objectives related to the built environment. These include the following: • improving access and walkability; • balancing preservation, revitalization and growth, • providing a mix of uses; • strengthening the housing stock; and • creating a unique and vibrant sense of place. Encouraging, future development and improvements in the Village to support livability is consistent with goals in the Strategic Plan, For example, improving access and walkability can be achieved by providing a complete and accessible sidewalk network and more public transportation options for travel within the community. Encouraging infill development or redevelopment of under utilized/vacant buildings provides opportunities for revitalization and growth, while preserving existing neighborhoods in the community. Providing a mix of uses and a variety of housing options would give residents the choice of remaining in the community and aging in place over time. As the Village looks towards, the future, it is important to recognize how the community has changed over time - both in terms of the physical built environment and demographic trends. This will help to plan for the future and ensure that the community continues to be a desirable place to live, work, learn, and play. Some of the key trends, issues, challenges and opportunities that were identified by the community are included on the following pages. illi J I I III f J III I J 111f I I I I J I I J I I I I , I , i I I I I I I I I I j I J i J , J J I J I I I I I 111 I11 , JI ; J J I , J I J I j , I I i I J J I I I I I I I I I I I J j I J I I J J, I I J J I I j I J I JI J j11 1 J , CHAPTER 1: BUILT ENVIRONMENT 12 Location and connectivity: Mount Prospect is well connected to the Chicago region via major roadways and two Metra train lines. This transportation network provides access to the community, but also contributes to challenges in terms of traffic congestion, intersection safety, and physical barriers. In addition, there are also gaps in the pedestrian network and north -south public transportation connectivity in the Village. 4 gl,ka I n. Figure 1.1: Existing land use map Source- Village of Mount Prospect Village of Mount Prospect Municipal Boundary (August, 2017) Interstate 83 U.S. County Route H Major roadways 12 U.S. State Route .it Metra railway line & Station #�pMrtuW Wnu s'�m� 13 Existing Land Uses - Single Family Institutional ` Townhomes Open Space/Parks Multifamily & Recreation Mixed -Use Other (Parking/ Commercial Stormwater/ Utilities) Office Vacant Light Industrial/Cffice Research General lndustrW/Manufacturing 0 � 4 Figure 1.1: Existing land use map Source- Village of Mount Prospect Village of Mount Prospect Municipal Boundary (August, 2017) Interstate 83 U.S. County Route H Major roadways 12 U.S. State Route .it Metra railway line & Station #�pMrtuW Wnu s'�m� 13 CHAPTER 1: Bulu ENVIRONMENT 100 19% 23%26% Two or More Races 80 Some Other Race Asian African American 60 f 4 % 0 4% � White 20 ! 1 p� -- 2000 U.S. 2010 U.S. 2011-2015 Census Census ACS Figure 1.3: Demographic change in Mount Prospect Source: U.S. Census Bureau; 2011-2015 American Community Survey As per the American Community Survey for 2011-2015, seventy-four percent (74%) of the community's population identifies as white and twenty six percent (26%) identifies as Asian, African American, two or more races, or some other race. Additionally, sixteen (16%) percent of the total population identifies as Hispanic or Latino (includes residents of any race). Buildings and infrastructure: The community has an older housing stock and would benefit from providing more variety in housing types to meet the needs of the changing population. Older commercial areas in the community provide opportunities for infill and redevelopment. 30% 0 Mount Prospect 25%. 2096: 1596 10% 096@ 131 131 01 m mcli OO O O w O O O m Ln C9 2 8 Q1 a -I N rl rl .i N N -V :5 -M -:5- co m m m m m m m Figure 1.4: Age of housing units in Mount Prospect Source: U.S. Census Bureau, 2010-2014 American Community Survey 5 -Year Estimates t*➢'GyB�� Alm ff 11 Y I'V 15 Pattern of development: From a commuter town developed around a train station to a suburban community with a diverse economic base, Mount Prospect has responded well to market changes. The major commercial and employment areas are along the arterial roadways, downtown, the Kensington Business Center, and the industrial areas to the south. The community today is almost fully built out with just a few undeveloped parcels. Hence, future growth in the community will likely be in the form of infill development and redevelopment of functionally obsolete properties. Senseof place: Opportunities exist to improve the aesthetic and functional appeal of some corridors in the community. There are also opportunities to improve access to community resources, such as parks and services in the community. The guiding principle and goals that follow will help the Village achieve its vision of having a livable built environment that fosters a vibrant sense of place. ti i 11valble built invi iii iii Ensure that the mix of land uses, density of buildings, transportation access® and infrastructure work together to meet the needs of present and future generations while fostering a vibrant sense of place and contributing to the well-being of the community. Promote a sustainable mix of uses and densities along major corridors that encourage a healthy lifestyle, and promote the ,community's amenities as local and regional destinations. Policy 1.1 - Strive for a balanced mix of residential, commercial, industrial, educational, recreational and other uses that encourage residents to live, work, shop, learn, and play in the community. 1.1.1. Support mixed-use redevelopment as a way of revitalizing centers, corridors, and employment areas. Implementation Strategy 1-1 CHAPTER 1: BUILT ENVIRONMENT 16 1.1.2. Review and amend the zoning districts in the zoning code and map for consistency with the future land use plan. Implementation Strategy 1-1 1.1.3. Review and amend the zoning map to allow for a horizontal and vertical mix of land uses that are in balance with the surroundings. Implementation Strategy 1-1 1.1.4. Encourage pedestrian and transit friendly developments. Implementation Strategy 1-1 1.1.5. Continuetoprovide incentivestoencourage development inthe downtown area and along major commercial corridors. Implementation Strategies 1-11, 1-12 1.1.6. Continue and expand the marketing of existing destinations, festivals and events in the community. Implementation Strategy 1-8 Policy 1.2 -Support infill development and adaptive reuse or redevelopment of underutilized properties. 1.2.1. Identify underutilized sites and buildings in the community. Implementation Strategies 1-17,1-12 1.2.2. Provide Incentives for the development of underutilized and infill sites, and explore the feasibility of public-private partnerships. Implementation Strategies 1-9, 1-11, 1-12, 1-17 1.2.3. Encourage the consolidation and assemblage of properties to improve their development potential. Implementation Strategies 1-11, 1-12, 1-17 1.2.4. Continue to ensure that new developments are compatible with their surroundings. Implementation Strategy 1-9 1.2.5. Encourage shared parking agreements where possible. Implementation Strategy 1-1 Policy 1.3 - Encourage walkability through the built environment. 1.3.1. Continue to implement design standards for all downtown development to provide a unified pedestrian environment and enhance the character of downtown. Implementation Strategy 1-1 1.3.2. Continue to encourage design standards for all new and rehabbed retail and employment areas to provide for the safety and accessibility of pedestrians, bicyclists and transit users. Implementation Strategyies 1-10,1-11 1.3.3. Review opportunities to illuminate sidewalks to provide a safe passage for pedestrians to community amenities. Implementation Strategy 2-12 i q �,1,", Policy 1.4 - Encourage transit oriented developments that support a broad mix of higher density uses while providing for pedestrian and bicycle connectivity and safety. 1.4.1. Support Transit Oriented Development in proximity of the Metra stations and bus routes that encourages a mix of uses and housing types. Implementation Strategy 1-10 1.4.2. Encourage transit supportive developments that accommodate pedestrian and bicycle connectivity. Implementation Strategy 1-10 Policy 1.5 - Provide opportunities in the built environment to build community and a sense of place. 1.5.1. Encourage the development of outdoor areas that provide opportunities for the community to gather like plazas, sidewalk cafes, and pop-up parklets. Implementation Strategies 1-4, 3-8 1.5.2. Identify locations for community events in areas that are under served. Implementation Strategy 1-4 Policy 1.6 - Support the continued revitalization of downtown and key commercial and industrial corridors as community and regional destinations. 1.6.1. Support the development of key sites in the community as identified in the Village's Strategic Plan. Implementation Strategy 1-12 1.6.2. Encourage the attraction and retention of businesses in the community that build on and strengthen the mix of uses at the Kensington Business Center, downtown, the commercial centers, and industrial areas. Implementation Strategy 6-6, 6-7 1.6.3. Study the impact of the new full interchange at Elmhurst Road and 1-90 and capitalize on it. Implementation Strategy 1-3 CHAPTER 1: BUILT ENVIRONMENT Goal 2 centers, while also up�porting fl,m,� �,jijI�,.H, p auid Policy 2.1- Promote growth in existing commercial and employment centers. 2.1.1. Continue to market underdeveloped or vacant sites. Implementation Ongoing, Strategies 1-12, 1-17, 6-13 2.1.2. Prioritize and market key sites for development throughout the community. Implementation Strategies 1-17, 6-13 2.1.3. Support the reinvestment in older commercial and industrial buildings. Implementation Strategies 1-17, 6-12 2.1.4. Continue to work with Mount Prospect Entrepreneurs Initiative (MPEI) to host regular workshops that help small business owners improve and promote their businesses. IImplementation Strategy 6-5 2.1.5. Simplify the permitting process to support reinvestment opportunities. Implementation Strategies 1-1, 6-1 19 Gh,Support a variety of housing options and encourage 0 � nrehabilitation of older housing stock. malntenace/ Much of the existing housing stock in the community was built prior to 1980 and is somewhat functionally outdated by today's standards. Many of these homes have very small footprints, single car garages, limited number of bedrooms, and are not conducive for younger families looking to locate in the community. The Village continues to review its codes to ensure that they allow for and encourage re -investment in its neighborhoods. Policy 3.1 - Provide a variety of housing options to cater to the changing needs of the Village's population. 3.1.1. Encourage the development of a range of housing types, sizes, prices and densities based on the market demand. Implementation Strategies 1-17,1-22, 3-9 3.1.2. Actively work with the private sector to promote the construction of housing types that are missing or in short supply in the community. Implementation Strategies 1-12, 3-9 3.1.3. Promote development opportunities in the Village for a full range of housing for seniors. Implementation Strategies 1-22, 3-2, 3-14 3.1.4. Ensure that new housing is compatible with the character of the surrounding neighborhoods. Implementation Strategy 1-9 Policy 3.2 - Encourage the maintenance of residential properties. 3.2.1. Review our codes and policies to identify and eliminate possible barriers to reinvestment in older housing stock throughout the community. Implementation Strategies 1-1, 1-9 3.2.2. Consider incentives to residents and builders/developers to encourage tearing down obsolete homes and constructing new homes to increase the value of our housing stock and add new customers for our downtown and commercial corridors. Implementation Strategy 1-10 3.2.3. Provide information to multi -family property owners/managers about available resources for improving energy efficiency, fair housing, affordability, and property maintenance. Implementation Strategy 1-20 3.2.4. Continue to implement the Crime Prevention Through Environmental Design (CPTED) Audit as part of the Village's Crime Free Housing Program. Implementation Ongoing 3.2.5. Provide information to homeowners and renters on existing energy efficiency resources. Implementation Strategies 1-20, 5-17 3.2.6. Continue to support the Handyman Program for seniors and disabled residents. Implementation Strategy 1-19 3.2.7. Actively enforce property maintenance regulations throughout the community. Implementation Ongoing CHAPTER 1: BUILT ENVIRONMENT 20 Goal 4 Further inter -governmental relationships with surrounding communities and other regional encies to fi% better the Policy 4.1 - Support the inter -governmental planning and coordination of land use, transportation projects, parks, schools, and other community facilities. 4.1.1. Continue to cooperate with neighboring jurisdictions on issues and initiatives of mutual interest, and periodically review and update intergovernmental agreements that recognize the comprehensive plans of each community. Implementation Strategies 1-21, 1-22 4.1.2. Continue to coordinate the activities of the Northwest Suburban Housing Collaborative on housing issues. Implementation Strategy 1-22 Policy 4.2 - Continue to pursue annexations of unincorporated areas adjacent to the Village. 4.2.1. Continue to pursue the annexation of properties adjacent to the Village to strengthen the tax base, provide more efficient services, and give the Village greater control over long-term redevelopment opportunities. Implementation Strategy 1-7 GO"ol 511, Strengthen the unique identity and,character of the community. Policy S.1 - Reinforce characteristics that are unique to Mount Prospect. 5.1.1. Implement design guidelines that reinforce existing and/or desirable characteristics in the community. Implementation Strategies 1-9, 1-10,1.20 5.1.2. Install the gateway and signage plan for the Village to better tie in the newly annexed properties with the older neighborhoods, downtown, and business and commercial centers. Implementation Strategies 1-3,1-6 5.1.3. Identify strategic locations for the integration of public art, historical markers, and gateway features into public projects and establish a dedicated funding mechanism for implementation. Implementation Strategies 1-3, 1-6 5.1.4. Encourage and sponsor programs and volunteer efforts that promote the beautification ofthe Village's public and private realm. Implementation Strategy 1-6 5.1.5. Promote the family friendly amenities in the community. Implementation Strategy 1-20 Policy 5.2 - Educate the community about existing Village ordinances to maintain the character of the Village. 5.2.1. Create Village newsletter articles and other informational campaigns to educate residents and business owners about property maintenance, signage, and other regulations that maintain the character of the community. Implementation Strategy 1-18 Policy 5.3 - Further the code enforcement efforts to address deteriorated properties. 5.3.1. Continue to evaluate and implement best practices to encourage the maintenance of buildings throughoutthe community. Implementation Strategy 1-2 5.3.2. Evaluate options to recognize well-groomed and attractive properties to encourage maintenance. Implementation Strategy 1-2 5.3.3. Evaluate optionsforthe maintenance of parking lots and common areas of individually owned apartment buildings that do not have a Home Owner's Association to ensure maintenance and upkeep. Implementation Strategy 1-2 5.3.4. Explore regulations that require continued investment by absentee landlords. Implementation Ongoing Policy 5.5 - Promote the Village's efforts to improve and maintain the character of the community. 5.6.1. Explore policies to regulate AirBNB and other room share services to maintain the safety and welfare of the community's residents. Implementation Strategy 1-15 5.6.2. Identify the locations for notable architecture or design at high visibility intersections to help give identity and a sense of place to centers, corridors, and neighborhoods. Implementation Strategy 1-12 5.6.3. Conduct a study to re-evaluate the locations of street furniture around community amenities and downtown and make a plan to fund and provide trash receptacles, benches, bike racks, etc. where they are needed. Implementation Strategy 1-15 CHAPTER 1: BUILT ENVIRONMENT 22 Goal6 ll:'iiuii courage walkability by, larovidhilig convenient access to Policy 6.1 - Provide convenient access to community resources. 6.1.1. Promote a geographic distribution of service and recreation oriented uses across the Village, and work with local Park Districts to identify and provide facilities in under -served areas. Implementation Strategy 1-21 6.1.2. Evaluate pedestrian and bicycle access to local schools, parks, and other community amenities and provide necessary improvements to improve access. Implementation Strategy 2-15 6.1.3. Promote the use of joint -use agreements between service providers to maximizethe useofexistingfacilities inthe community. Implementation Strategy 1-21 Policy 6.2 - Support arts, entertainment, and cultural activities to attract residents and visitors of all ages. 6.2.1. Continue to collaborate and support the organization of festivals, parades, and special events with the Chamber of Commerce, Downtown Merchants Association, and other community organizations. Implementation Ongoing 6.2.2. Identify a location on the south side of the community that can be used as a destination for community events. Implementation Strategy 1-4 Policy 6.3 - Provide Third Places throughout the community and access to spaces for public events. 6.3.1. Identify the locations for potential Third Places in the community within a reasonable distance of residential neighborhoods. Implementation Strategy 1-4 6.3.2. Promote community building events at Third Places in the community. Implementation Strategy 1-4 6.3.3. Identify locations for having arts and cultural programs throughout the Village. Implementation Strategy 1-4 N " 5r 0 fltil Wuml flrus rd a _ _ .PSE 23 G Ensure that all parts of the community are well served by infrastructure, and support their maintenance and needs enhanceuaen,#Q serve the future nof the community. needs Policy 7.1 - Provide, maintain and enhance the public infrastructure in the community. 7.1.1. Evaluate the water and sewer capacity needs in areas of growth as noted on the Future Land Use Plan. Implementation Strategies 1-3, 1-5 7.1.2. Evaluate infrastructure improvements and future needs for all areas recently annexed into Mount Prospect. Implementation Strategyies 1-3,1-5 7.1.3. Continue the maintenance of infrastructure to reduce long-term service costs. Implementation Ongoing 7.1.4. Continue to monitor and improve the stormwater system to minimize flooding throughout the Village. Implementation Ongoing 7.1.5. Continue to monitor all future plans for telecommunications facilities in the Village. Implementation Strategy 1-13 7.1.6. Encourage the replacement of obsolete infrastructure and place telecommunication and electric utilities underground where feasible. Implementation Strategy 1-13 7.1.7. Continue to promote sustainable development practices in redevelopment or new development of public facilities. Implementation Strategies 5-1, 5-2, 5-14, 5-23 7.1.8. Support the provision of WIFI service downtown and at all public facilities. Implementation Strategy 1-14 CHAPTER 1: BUILT ENVIRONMENT 24 25 CHAPTER 2: MOBILITY What the term "mobility" means For the purpose of the Plan, "mobility" refers to the different transportation services provided and modes of transportation available in the community. Providing transportation options for people of all ages, abilities and income levels is important to ensure that the transportation system fulfills the needs of all residents. This can be achieved by ensuring that the transportation network is accessible, safe, well-maintained, and encourages an active and healthy lifestyle. Relation to the "pillage's Strategic Plan A /0° a 'T'HE VIIIAGE OF MOUNT PROSPECT"S STRATEGIC PLAN FoR 21 providingcalls for the following mobility related goals: — r mitigating traffic congestion; making Mount prospect a walkable, pedestrian friendly community that is accessible for all; and coordinating with the County and State for transportation improvements and funding mechanisms. The Cook County Transportation Plan puts a greater focus on alternate modes of transportation and outlines strategies to support it. These strategies include: expedited bus service on arterial roads and expressways; assisting local governments with the design of streets; giving transit vehicles priority; implementation of complete street ordinances; adopting bicycle/pedestrian planning programs; and providing support for ride sharing, private shuttles besides the taxi industry, and transit agencies. By providing a robust, efficient, and integrated transportation system that includes all modes of transportation, Mount Prospect will be able to accommodate future increases in traffic, reduce traffic congestion, improve transportation mode choices, and encourage a healthier, more active lifestyle. Mount Prospect is well situated in the northwest suburbs of Chicago with access to roadways, rail, and airports in the region. Similarly to the surrounding suburban communities, Mount Prospect is auto dependent. Figure 2.2 indicates about 78% of the population drive to work. Only 6.6% of the population uses public transit as a mode of travel to work. Figure 2.1: Regional location map Source- Village of Mount Prospect 77.0% IMea"n t v. ei time to work is 9.296 6.6% 2.276 1.596 2.6% Figure 2.2: Mode of travel to work a Source- 2010 U. S. Census Bureau data for Mount Prospect i'�xi� r�Y yr.I'Glll.ttl�flll[IIIIIIIII IIIA III H I III I I I I I I I I I I I I I I n I I I IIHI I I I D I I I III II III I I I I I I I n I I I III I I I I III n u I I I I I III Ian I III HIM II IIIAIIfII I II(III I I I I I III A I I f I I I[IlfIIII IlHIIHI[III I I I l l 111 1 1 III III I I II II I I III IIIIII HIM IIIIIIIHIII IMH MOW pms [t 27doirro.ni��. x, 111,1h, Figure 2.3 indicates only 1,850 residents (8%) actually work in the community. Nearly 26,000 residents work in surrounding communities. 17. Mount 1"loffrnan Estates Figure 2.3: Where Mount Prospect workers live and where residents work Source- On the Map, Journey to Work data cusw� w�mu�orr�bsroeurdmoh�9��srsrm�uu�ma?w�i��om�r�s�r�i�r��,��t�raao+i�a� �� i � � � i � �; CHAPTER 2: MOBILITY Des Plaines (4%) Elk Grove Village (4%) Schaumburg (3,7%,l vmI!+ Glenview P,7� Wheeling (21%) Northbrookf?q� Skokie Skokie (1.7%) m w : o All Other Locations (49/J „ttn 1"loffrnan Estates Figure 2.3: Where Mount Prospect workers live and where residents work Source- On the Map, Journey to Work data cusw� w�mu�orr�bsroeurdmoh�9��srsrm�uu�ma?w�i��om�r�s�r�i�r��,��t�raao+i�a� �� i � � � i � �; CHAPTER 2: MOBILITY The key issues and opportunities with respect to transportation in the community are included below. Transportation infrastructure: • Roadways, railroads, sidewalks and other pedestrian amenities - While the system of roadways and railway lines traversing the community provide access to the region, they also contribute to traffic congestion at major intersections, especially during peak hours. The Village resurfaces 5% of its 136 A� �; Figure 2A Sidewalk gap analysis and pedestrian infrastructure feedback Source- Village of Mount Prospect Road Ownership- Feedback from the community survey (areas that swommsem State owned roads received a majority response are noted above) - s county owned roads L, Areas of pedestrian safety concerns Gaps in the sidewalk network Metra railway Cine & Statuaan Areas with inaccessible sidewalks ElStreet locations that received community 1894 Pedestrian bridge or underpass support for completion of sidewalk gaps ON�r�U#MP Pt�r9pa+aY 29 !� I7 tanii ��iduia mile road network annually, including replacing damaged sidewalk, curb, and structures associated with underground utilities. Many roads owned by the County and State continue to have gaps in their sidewalk networks. In 2012, the Village completed a Bicycle Plan for the community with a vision to create a safe, comfortable, and bicycle friendly environment in the community. Key recommendations from the plan included a bikeway network of 30 miles of on and off street facilities; bicycle friendly ordinances and policies; programming to support biking; and an implementation plan. The map in Figure 2.5 shows the system of on -street and off-street bike paths completed this far. It includes 16 miles of on -street bike routes in the Village and two miles of pavement markings in the Kensington Business Park. Implementation of the Bicycle Plan also includes the installation of approximately 350 signs throughout the Village. The map below also shows the existing and proposed bike network based on this plan. Figure 2.5: Bike path/trail connections map Source- Village of Mount Prospect Bike paths/trail connections- - - - - Potential bike path connections based Existing on -street bike path on community feedback Existing off-street bike path - - - - Proposed bike routes outside Mount Prospect Intersection improvements requested mono Proposed Northwest Municipal Conference through community feedback (NWMC) regional bicycle corridors MUM miwm a j j IP j ; I-, ,uA CHAPTER 2: MOBILITY 30 Public transportation: Mount Prospect has access to two Metra commuter train stations: one in downtown Mount Prospect (Union Pacific Northwest line) and the other on Wolf Road in Prospect Heights (North Central Service line). Opportunities exist to complete the first mile and last mile of trips to encourage transit ridership. Pace operates nine bus routes in Mount Prospect. It also provides para -transit services within three-quarters of a mile of existing bus routes. Figure 2.6: Public transportation service map, including transit desert locations Source- Village of Mount Prospect Village of Mount Prospect Interstate jz U.S. State Route MU.S. County Route p Metra railway line & Station Wheeling Township service area Elk Grove Township service area fAi "Transit deserts" - areas not served by public im transportation within a quarter mile distance OEED, Existing Pace bus routes mom Proposed Pace Pulse Route to O'Hare Airport m m m Public transportation connections needed - based on community feedback Ab1111 1111 ,I'IiIIIIHIIIII ;II I I I I II I II Iuu; ul l'-;ll,r a ;Su a i I I,I 1'111,1 I I JI M 1 1 II I I I L ril1 ,I,IJIIJ!JliIII I JJYI IJ1 III IIIa�ri iL ��,?h�brox7�1 M19uun8 Paaspertpeev 31 P011 [nnipi nLen wefl�in Ilptlma In addition, Elk Grove Township and Wheeling Township provide transportation services for seniors and those with a disability. However, these services have limited hours during weekdays, do not provide service on the weekends, and are limited in the locations the passengers can be taken to. As part of the Mount Prospect Public Transportation Plan (2009), a detailed service gap analysis was performed and noted the need for north -south bus service. It also noted the need for better service to key destinations in and around the Village and recommended route extensions, a new Call and Ride service area for all passengers, and direct service to O'Hare International Airport. This need for more efficient north -south public transportation connections was also highlighted as an issue through community engagement for the Plan. Looking towards the future The Cook County 2040 Transportation Plan, completed in 2016, highlights technological changes that have impacted transportation including: online shopping that has resulted in fewer trips to stores and an increase in truck deliveries; a growth in car sharing, ride sharing, and bike sharing; and a future of driverless cars. It also calls for addressing transit deserts - areas with a high demand for public transit but with limited access (i.e. access to transit over a quarter mile away). All these factors impact travel choice in the community and play an integral role in the efficiency of the transportation system. Other factors that influence how people travel within the community include convenience, accessibility, and cost. Providing convenient access to alternate modes of transportation is one way to encourage people to walk, bike, or take the train or a bus. Additionally, Mount Prospect has an aging population. Ensuring that the pedestrian infrastructure in the community is accessible and in good condition is important for safe travel. Thirty-five percent (35%) of occupied housing units in Mount Prospect have only one vehicle. This means that other householders would need to share or depend on other modes of transportation for travel. Typically, a household's largest expenditure after housing costs is transportation. The Housing and Transportation (H+T°) Affordability Index by the Center for Neighborhood Technology (CNT) provides a comprehensive view of affordability that includes both the cost of housing and transportation at the neighborhood level. Traditionally, housing affordability relates to housing being affordable if total housing costs are no more than 30% of the household income. H+T Index combines both housing and transportation costs and sets the benchmark at no more than 45% of total household income. This gives a broader understanding of location efficiency in the community. The adjacent map illustrates the areas of the community that have a H+T index over 45% and the table below breaks down the costs for different family types in Mount Prospect. Both the graphic and table illustrate the cost burden of housing and transportation expenses on typical households in that area. Providing alternate modes of transportation in the community would improve transportation affordability. CHAPTER 2: MOBILITY 32 Costs Median Income Low Income Single- Moderate Income Family Parent Family Retired Couple Housing Costs 30.6 ..., ee 52.4 ti 39.3 Transportation Costs 19.6 27.1 10.4 H + T Costs 50.2 79.5 49.7 Table 2.1: Housing and Transportation (H+T) Costs as a percentage of annual household income for Mount Prospect Source- CMAP, Location Affordability Index, U.S. Dept. of Transportation and U.S. Dept. of Housing and Urban Development �. �,�r�q ir.h�r nn C �Ahiamsnrp Figure 2.7: Map showing the Housing + Transportation costs in the area Source: Center for Neighborhood Technology (CNT) To address all the above transportation issues and opportunities in the Village, the following guiding principle was developed to improve mobility in the community. envislop 33 Provide an efficient, well-connected transportation system that improves access Goal 1 to.local & regionpl„destina ons, neighbor hgod,cen�ers,,ar1d neigF�bo�hoods . .,.. ,. Mount Prospect is well connected to the region via road and rail. However, there is potential to improve connectivity and safety by improving efficiency and decreasing congestion. Policy 1.1- Improve inter jurisdictional connectivity in the region. 1.1.1. Continue the coordination and collaboration among surrounding municipalities, Cook County, CMAP, and state and federal agencies to ensure the best connectivity along regional corridors in the Village; prioritize inter -jurisdictional transportation improvements; and develop coalitions to finance and implement needed improvements. Implementation Strategy 1-21 1.1.2. Continue to participate in the Elgin O'Hare Western Access Local Advisory Committee. Q� Implementation Ongoing 1.1.3. Evaluate public transit options to connect to O'Hare International Airport. Implementation Strategy 2-23 1.1.4. Promote Mount Prospect's proximity to the Chicago Executive Airport and O'Hare International Airport, while also promoting the hotels in the community.µ Implementation Ongoing Policy 1.2 - Provide a safe and efficient roadway system for all modes of transportation. 1.2.1. Continue to maintain and improve the roadway system for all modes of travel. Q� Implementation Ongoing 1.2.2. Maintain existing sidewalks and ensuretheyare accessible at intersections. Implementation Strategy 2-2 1.2.3. Continue the roadway resurfacing program. i�lk Implementation Ongoing 1.2.4. Encourage the use of the Village website to allow residents to report any service outages or improvements needed. ” Implementation ongoing 1.2.5. Continue to address traffic issues such as speeding in the community. ,Nl Implementation Strategy 2-28 1.2.6. Ensure that roadways are appropriately lit for vehicles, bikes, and pedestrians. Implementation Strategies 1-3, 2-12 Policy 1.3 - Improve pedestrian and automobile traffic movements throughout the Village. 1.3.1. Continue to evaluate and take advantage of technological advancements that enhance traffic signal operation and intersection efficiency. Q� Implementation Strategy 2-18 1.3.2. Study the feasibility of the jurisdictional transfer of County and State roads. i�k Implementation Strategy 2-15 1.3.3. Improve intersection crossing safety for pedestrians. �"3 Implementation Strategies 2-7, 2-8, 2-14 hidIIIII [ 1111 iiiiii1hiu I'l,11IIIIIIIIIIIIi iiiii[u11''111ii iiiiIIIIII Ii 11, 1111111111111 fii.;1n IIIII III iii ,iiIIJJI: 11 11111 iiiuiiiiiiiiiii CHAPTER 2: MOBILITY 34 Policy 1.4 - Invest in new technology to enhance transportation efficiency and improve safety. 1.4.1. Implement recommendations from the traffic studies conducted by Public Works to reduce congestion and improve the safety. 41` Implementation Strategy 2-3 �bm 1.4.2. Continue to improve congestion management. 11111.;1`% Implementation Strategy 2-3 Policy 1.5 - Improve the linkages between parks, schools, and regional destinations.. 1.5.1. Consider adoption of a Complete Streets policy with strategies to create and implement street improvement plans. Implementation Strategy 2-13 Policy 1.6 - Improve transportation efficiency through access management planning and implementation. 1.6.1. Identify the need for an Access Management Plan for downtown, major corridors, and commercial areas to enhance the efficiency and safety of the arterial street network and pedestrian access.,y; Implementation Strategy 2-4 Policy 1.7 - Improve and expand transit service in the community. 1.7.1. Work with RTA to evaluate public transit service in the entire community with a focus on improving north -south connectivity and service to employment centers and downtown. N Implementation Strategies 1-3, 2-10,2-18 1.7.2. Evaluate existing bus stops to identify locations for future stops and shelters. Implementation Strategies 1-3, 2-20 dI lil i I I I) i l I IDI I lI IiIIi I II I I I I I I I I I I IIIIIII(III.;IIIIIINII'. I I I I I I I I I I I I I I'.II[ I I I I I I I I I I I I IfI I I I I I I I t I I I I I'II[IIlIIIIIIII.IIIIII',I I I I I I II i I I 1 I I I I I I II i I I I I I I I I I I I I I I I I I I I IiIiI 11I 1iIII[II I I I i I I I II'I I I I I I I if I I 1 ,I I ISI I I I I.I II Mow Pmlpo 5'j Goal 2 Integrate land use and transportation planning to enhance the overall quality of (life fin the commnuliniity. , The physical environment should be inviting to encourage people to use alternate modes of transportation instead of driving alone. Some factors that discourage people from using transit include the distance to convenient parking and limited pedestrian connections. Pedestrian facilities include sidewalks, bus shelters, and benches along the route, street lighting to improve safety and signage to better direct pedestrians to their destinations. Such improvements have already been implemented in the downtown area but can be improved throughout the community. Additionally, when sidewalk connections exist to neighborhood community resources like schools, parks, and basic service uses, people are encouraged to walk to them. It is important to ensure that community resources are accessible for at least a half mile walking distance from the surrounding neighborhood. Policy 2.1- Provide connected and accessible pedestrian facilities in the community. 2.1.1. Continue to provide pedestrian infrastructure such as sidewalks within a Yz mile radius of the train stations and a % mile radius of bus routes, and around community amenities like schools, parks, and commercial centers. Implementation Strategy 2-15 2.1.2. Identify sidewalk gaps and needs for pedestrian crossings. Implementation Strategy 2-15 2.1.3. Pursue the provision of a pedestrian bridge across the train tracks to connect Melas Park and Meadows Park. .a" Implementation Strategy 2-21 Policy 2.2 - Improve access to the Metra stations. 2.2.1. Work with RTA to improve pedestrian access from the commuter parking lots to the Metra stations. m Implementation Strategy 2-8 2.2.2. Promote partnerships to provide shuttle service from employment centers to the Metra stations. Implementation Strategy 2-1 2.2.3. Evaluate the need for more Metra commuter parking in the future. y, „n Implementation Strategy 2-8 Policy 2.3 - Ensure that new and existing developments are served by a safe and convenient, multi- modal, transportation system. 2.3.1. Develop street connectivity standards that improve safety and accessibility. Implementation Strategy 2-16 2.3.2. Require traffic impact studies for new projects when appropriate to identify and mitigate adverse impacts on the surrounding transportation system Implementation Strategy 2-16 2.3.3. Evaluate pedestrian and bike access as part of the development review process. °" Implementation Strategy 2-16 Policy 2.4 - Preserve right-of-way for future connections and access. 2.4.1. Evaluate the future needs for right-of-way dedication for features like drop-off areas, transit stations, pedestrian bridges, underpasses, turn lanes, etc. Implementation Strategies 2-8, 2-9, 2-11 o��muuin��wumm��i�ro�iuui�r�as�u�i�nirin�ir�ia�r�utilumt�u�s�iw�a�rcKr�i�mioiu�irmui�imm�uuuHH;��o��ati�iwo��rr�o�u�u i i n n n n i i n n u i i n u n n i i i i i i u u u u i n u u n u i n u n i u u i u n i i i u n i i i n n i u n n u i n n i i n u n n u n n i n i n i n r i i n i i i i n n i i n n i i i i n i n n u i n u n i n n i u i n i i n CHAPTER 2: MOBILITY 36 Provide a transportation system that offers safe, healthy, and reliable forms of Goal 3 nnobiilliity faair, iraeoole of all aee.s.. iiirncaairne Revels.. and atxiliities.. Mount Prospect has a diverse, aging population that includes people across different income levels and household types. The public transit system (defined as the system of bus routes, train routes, van and other shuttle services) does not serve all parts of the community equitably and is limited for people who have special transportation needs. The policies and strategies below will help improve public transit access to residential areas, employment and retail locations within the community, and provide services for all types of households and incomes. Policy 3.1 - Provide multi -modal facilities that are inviting. 3.1.1. Continue to implement the streetscape standards to enhance the safety and comfort of roadways for all users ,q kw implementation Strategy 2-13 Policy 3.2 - Evaluate means to provide enhanced pedestrian and vehicular crossings along the rail lines into the Village. 3.2.1. Work with Metra to evaluate crossing improvements across the Union Pacific and North Central Railroads to improve pedestrian and vehicle user safety. „; Vie,' Implementation Strategy 2-9 3.2.2. Evaluate the location for ride -share signage and drop-off on both sides of the railway tracks downtown. „ Implementation Strategy 2-8 3.2.3. Evaluate the feasibility of providing additional pedestrian crossings across the downtown train tracks. "gym Implementation Strategies 2-8, 2-9 Policy 3.3 - Provide forsafe bicycle travel within the Village through the development and improvement of connected bicycle routes and facilities. 3.3.1. Work with IDOT and Cook County to ensure that bike and pedestrian improvements consistent with the 2011 Bicycle Plan are included as part of future roadway projects. ° Implementation Strategies 2-9, 2-12 3.3.2. Continue to implement the recommendations from the Bicycle Plan. -4.^ Implementation Strategy 2-26 3.3.3. Provide bicycle parking and bicycle sharing opportunities at key locations in the community to support bicycling as a viable means of active transportation h I �� Implementation Strategy 2-22, 2-29 3.3.4. Continue the pilot studies to evaluate where street lighting is deficient and improve it to provide a safe passage for bicyclists. Implementation ongoing 3.3.5. Create materials to promote the bicycle network and educational materials on sharing the road. Implementation Strategy 2-25 3.3.6. Continue to Implement a signage plan for the bicycle network. b,ww Implementation Strategy 2-26 3.3.7. Pursue grants to complete connections to the local and regional bicycle network. w;Wi. Implementation Strategy 2-12 3.3.8. Pursue provision of protected bike lanes serving schools and parks in the epy 37 pa�unr�uuuiiiwiuivaw� �w uiuuw �w u�uiuiiuiuiiiii uu u:uu,>>nuwiwnir�>>iw�uuiuiiuiuiiuwii�� urn nuiiwiiiiuuiw>>iiuiwii Hili �i �,uw�iiw�rniiiiu iii iNNn4vuGP II'"pryDpgmr;U neighborhood. e:a Implementation Strategy 2-12 Policy 3.4 - Ensure that public transit serves all the major neighborhoods in the Village. 3.4.1. Pursue creating north -south public transit routes to employment centers and Randhurst Village.,', Implementation Strategies 1-3, 2-10 3.4.2. Coordinate with Pace to create a call and ride service area in Mount Prospect that will provide a curb -to curb service for passengers. ?P;r° Implementation Strategies 1-3, 2-10 Policy 3.5 - Provide flexible public transportation options in the community. 3.5.1. Pursue funding for programs to assist income eligible residents to use public transit services." Implementation Strategy 3-6 3.5.2. Promote transportation service options for seniors and those with limited mobility in the community. Implementation Strategy 2-17 addressEnsure the adaptability of the transportation system to Goa 14 the -chop in;,mgbility needs,4'the : With electric cars and driverless cars on the horizon, the transportation network needs to be able to adapt to changes in technology and user behavior. It is important to ensure that the community is able to anticipate and accommodate future changes to continue to provide a safe passage for all users of the roadway, especially pedestrians. Policy 4.1- Use pilot projects and emerging technologies to enhance mobility in the community. 4.1.1. Continue to implement projects to assist in traffic calming and improve pedestrian safety. Implementation Strategy 2-14 Policy 4.2 - Promote the use of electric vehicles. 4.2.1. Encourage the provision of electric charging stations for vehicles downtown and in major commercial and employment areas. Implementation Strategy 2-5 4.2.2. Evaluate the need for a green fleet vehicles to replace Village owned vehicles. y, Implementation Strategy 2-27 Policy 4.3 - Plan for a future with driverless cars. 4.3.1. Study the potential impacts of driverless cars on the community and make recommendations for necessary infrastructure upgrades. Implementation Ongoing � b�� w ra o yam og wm�fliooa m �� i o� ��s aaiui �mi� wmm uml 1,111h i JI 1111111 i i 1 1 1111,11, 1 11, i I I I I I I IH P ]I I,, 1 1 1 11 1 � 1 1 1 1 1111111111 j, J 1 1 i i i II IIIIIIIII, III [ I H I 111111 1111111111 CHAPTER 2: MOBILITY 38 walkability and active living by providing Vool 5 Encourage Besides providing the means for alternate modes of transportation, it is equally important to promote and provide incentives in order to make people aware of it and encourage them to use it. The policies and strategies below address ways to encourage the community to use alternate modes of transportation. Policy 5.1- Encourage walking and biking to schools. 5.1.1. Continue to work with the school districts to evaluate organizing Safe Routes to School Committees and encourage developing/updating school travel plans to accommodate walking and biking to school. Implementation Strategy 2-14 Policy 5.2 - Provide options to complete transit users -'first and last mile connection gaps. 5.2.1. Identify and promote the use of ride -share and shuttle services/providers. Implementation Strategy 2-17 5.2.2. Provide education on the use of new technology to request rideshare services.�_ R Implementation Strategies 2-17, 2-25 Policy 5.3 - Promote the use of alternate modes of transportation to reduce congestion and improve mobility. 5.3.1. Work with employers to encourage employees to use alternatives to single -occupant vehicle trips by providing transit supportive benefits or incentives. Such programs could include RTNs Transit Benefit Program, car/van pools, preferential parking for hybrid/electric vehicles, carpools and bikes, shower facilities for bicycle users, etc Implementation Strategy 2-24 5.3.2. Work with local businesses and employers to implement Travel Demand Management (TDM) strategies such as ride -sharing, staggered work hours, alternative work schedules, and telecommuting for more efficient use of transportation resources -b Implementation Strategy 2-24 5.3.3. Promote and accommodate rideshare and bikeshare options as alternate modes of transportation.Implementation Strategy 2-24 5.3.4. Promote biking in the community through education. Q,M Implementation Strategy 2-25 Policy 5.4 - Encourage the use of transit service. 5.4.1. Continue to provide educational materials to promote transportation safety.Implementation Strategy 2-17. 5.4.2. Increase transit service usage by assisting Pace/RTA in the promotion of educational and marketing materials on using public transit. Implementation Strategy 2-25 5.4.3. Investigate the feasibility of free bus service and dedicated routes along we tlw� s,�� i �iini��nii�iiii� 11111 1111H11111,1iiiiin11111H, 111111111111111111111n iiiiiiiiiinin '1111H11111,uiiiiii11 i111iii,11111 1i 11111 r, 1111111111!iiiiiiiiiiiiiu111111iiiiii1111 iiiiii1MMIJ 331,�9 targeted corridors to encourage ridership, increase density, and support to commercial activities and community events. 61" Implementation ,WN Strategy 2-1 11,1111111 1 IIIIIIII'll I IIIIIIIIIIIIIIIM III[IIII[IIII[I I[IIIIIIIIIIIIIIIIIII ''IIIIIIIIIIIIIHIM11,11HIMI hI[ HIII I lIIII[I 1 11111111111 'IIIIIIIIIIIIHIII CHAPTER 2: MOBILITY 40 CENTENNIAL FACTOID 41 The population of Mount Prospect has become more ethnically diverse over the years, a trend that is consistent both regionally and nationally. The population has also become diverse economically, by household type, and by age. This diversity has translated into changes in the physical built environment and service needs of residents. As the community continues to become more diverse, it will be important to ensure that all residents have access to housing and transportation options, recreational and educational resources, and the social, health and human services they need to thrive and prosper. age Se Baby boomers Diverse Mount Prospect ancestry Figure 3.2: Ancestry ir'y' and country of birthQ for Mount Prospect residents Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates 0 income and housingi i1p ;v Renter occupied a Owner occupied Ln Ln Y o Y o Y } Ln Lnn o v0 0 0 ti 0 o Y Y Y Ln V n Y Y m n In o I" o N rigure s.s: uwners vs renters oasea on nousenoia income Source- 2011-2015 American Community Survey 5 -Year Estimates :' II°i IC° i"IIIII . Commwciy 42 t nic s 3% Chinese 3% Vietnamese 3% Other Asian 5% Korean 9% Filipino 10% Black or African American 29% Asian Indian 38% Some Other Race Non-white population in Mount, prospect Figure 3.4: Pie chart showing the non-white population in Mount Prospect, lanquages 8% All other languages 1% Korean 2% Other Slavic languages " 1% Italian 2% Other Asian languages 1/a ala 3°°...Gujarati .., ........ 57% English 10% Polish Spoken 14% Spanish _ ..... Languages Figure 3.5: Pie chart showing spoken languages in Mount Prospect. Relation to the Village's Strategic Plan THE VILLAGE OF MOUNT PROSPECTS STRATEGIC PLAN FOR 2020 calls for ensuring a continuum of housing opportunities to meet the evolving lifestyles of the community's residents, creating a cultural climate, and honoring history, heritage and diversity in the community. 113 1vYM'�emv:�f fd vuud orG�4'YJi11 it .., ". f Providing for and protecithe needs of the community Erasure that housing options, service's, amenities, and resources are accessible and address the needs of all residents. Am Ensure that there are a variety of housing options that meet boal 1 the needs of residents of all aged, abilities,,& income, levels_. The Housing section of the Community Profile report for the Plan (Appendix A) identified a number of gaps and opportunities to improve Mount Prospect's housing stock. They include a need for more types of senior housing, to preserve affordable housing, to provide a variety of housing types, as well as to rehabilitate and maintain the older housing stock. Housing affordability is defined as housing that costs no more than 30 percent of one's household income including utilities, insurance and taxes. The Homes for a Changing Region Report for Mount Prospect noted that 40% of renters and 35% of owners in Mount Prospect are cost burdened. This was a 10% increase in the number of cost burdened renters and a 13% increase for owners between 2000 and 2010. It is important that there is a variety of affordable housing types to meet the needs of residents in all age groups. When households are able to comfortably afford their homes, they have more disposable income to invest in the community. Some of the older housing stock may be in need of maintenance or improvements to suit household lifestyles today. Improvements may also be needed to make homes accessible for older residents or those with special needs. The policies and strategies that follow aim to address these housing needs in the community. Policy 1.1 - Ensure that there is a variety of housing options to meet the needs of all households in the community. IIS Owner occupied o Renter occupied 16,000 14,000 12,000 10,000 8,000 6,000 ......... 4,000 2,000 0 '_ W'UUItl._ IN OW/Ula , llUOUNN _....J11MUN11 WAR Figure 3.6: Preference of Mount Prospect residents to own or rent their unit over the years 1.1.1. Encourage mixed-use developments and multifamily housing in downtown. ,„Pfd,` Implementation Strategy 1-1 1.1.2. Provide incentives for developments that include affordable housing units. Implementation Strategy 3-9 Policy 1.2 - Encourage accessibility for residential units. 1.2.1. Support the maintenance and reinvestment in homes to expand uu�wH�Y,:fiVi'(IWAu�w11+11.,70'Iu1rN1!�i111111Mo-nndR✓//l9dfYlifid4�WAUWu1MkIIINU,fDD1r0Yll[fNVUDIlIaGttu'JlV7Y,�dGIYNWrWI'�V'NIWdU!`�1UY✓OJ YYfUGRWrtaW' PJBj u f u I u, l l, I I I I I u 1 I u, l I u I I 111, I w u I I, I I' u n I l 1111 I I u 1 u r u 1111111 111 I i u Ij 1 I I 1 1, I u I d 1, u I1 1 I I u 111 I u u 11 11 1 I 1 I 11111111111 tHIPTU nim COMMUNHY 44 accessibility through universal design, and provide the opportunity for personswithdisabilities orolder adults toageinplace. �� ,��Implementallon Strategies 1-1, 3-2, 3-12 Policy 1.3 - Promote programs to ensure the availability of housing options for all income levels. 1.3.1. Promote educational programs for first time home buyers to ensure successful transition and maintenance of home ownership. Implementation Strategy 3-7 1.3.2. Work with local and regional nonprofit groups to help provide a range of housing units that are affordable foreach income level,;,,Implementation Strategy 3-9, 3-12 1.3.3. Provide support and promote programs that assist people seeking housing options within their income level. Implementation Strategy 3-7, 3-10 r. a Policy 1.4 - Encourage housing stability. 1.4.1. Maintain partnerships with homeless prevention organizations and shelters to help prevent homelessness, assist in the development of transitional or short term housing, and provide stable long-term housing for the homeless population. %111, Implementation Strategy 3-15, 3-17 1.4.2. Evaluate options to provide outreach and counseling to residents who are vulnerable to becoming homeless.Implementation Strategy 3-17 Policy 1.5 - Support housing affordability for all household incomes in the Village. 1.5.1. Continue to implement housing rehabilitation programs for low and moderate income households. Implementation Strategies 3-12, 3-14 1.5.2. Continue to promote the First Time Home Buyer's Program provided by the Northwest Housing Partnership. Implementation Strategy 3-7 1.5.3. Update and adopt the Village's Consolidated Plan for Community Development Block Grant (CDBG) programming. Implementation Strategy 3-12 1.5.4. Continue to attract sales tax producing businesses to reduce the Village's reliance on property taxes. Implementation Strategy 3-10 Pinp,'bMsl m 45 Gl 21 Provide residents in Ill arts -thy Village access, o i unir resources. Ensuring that community resources are well distributed in the community and are able to serve current and future residents is key to ensuring that everyone has equitable access to them. Single family housing is the predominant housing type in Mount Prospect and is distributed throughout the community. However, much of the multi -family housing is concentrated in the southern portion of the community, which is also more diverse in terms of income and ethnicity. The fact that Mount Prospect is served by 6 school districts and 5 park districts, adds an additional level of complexity in terms of equitable access to community resources for all residents. The policies included below aim to achieve equitable access to community resources for all residents, to better serve their needs, and to contribute to their quality of life. Improving pedestrian access to community resources has the added benefit of improving the health of residents by encouraging a more active lifestyle. 11 Figure 3.7. Snapshot of Mount Prospect's housing units by type U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates Policy 2.1 - Provide convenient access to open space and recreational facilities. 2.1.1. Conb nue to cooperate with all the park districts in Mount Prospectto ensure that the recreational needs of residents are met t implementation Strategy 1-21 2.1.2. Work with service providers in the community to fill service gaps and expand or adapt recreational services and offerings to engage under- represented groups and changing populations such as teens, young adults, working families, seniors, people with disabilities, and people of different cultures. Implementation Strategies 1-21, 3-3, 4-14, 4-25 2.1.3. Ensure that all Mount Prospect households have access to recreational opportunities within a 1/2 mile walking distance of their homes. a Implementation Strategy 1-21 til dB,'R "IItI U''NHN�OI�l,7QIP+I�,NYJleJ);,�Th1�W�UIIiIttd1N$lY&Nf'iJGillUk�DJU/aY�4JY% l+bdli�if ANMOW!�6Y(GDAITfNW(i!�O/WIIN(i GB �1%lii.t'r! If r �p4rr(I llr IY,Ifpl ld! , mm ww MVV+mI. m 11l it I 1111111111 I 1 11111'. Ih 111111111151111 '.l Ihj 1111 11111111111 illl'.111111 CHAPTER 3: COMMUNITY 46 Policy 2.2 - Provide and promote accessibility to community resources. 2.2.1. Incorporate universal design features such as hard surface paths, ramps, frequent benches, restrooms, and lighting to community resources that improve the accessibility and usability for all users. QImplementation Strategy 1-3, 2-12 Policy 2.3 - Support the local park districts and school districts in their efforts to provide top rated service to the community. 2.3.1. Support the school districts in their delivery of high quality educational services. 0 Implementation Strategy 1-20 2.3.2. Support efforts by the local park districts to secure funds for the purchase or lease of open space and easements for recreational use. i;` Implementation Strategy 1-21 Figure 3.8: Moehling Park, Mount Prospect �� Rimy '�,��` t au �:iw w .. i,i u; :r .. rvawe rv�n�pax 47 Ensure s ci ll, heal- IIS, and hint in services acre accessible Goal 3and,cqintri,butetp tb ell -4 in�� it u, 9" The Human Services Department and a number of public, private, and non-profit organizations offer a wide range of health and social services to support the health and well-being of the community's residents. The Community Connections Center was opened in 2007 on the south side of the community to provide residents with easy access to social, medical, health, and other services. The Mount Prospect Public Library also developed the South Branch Library alongside this Center, to provide needed library services to this area. As the community grows and changes, the service needs of the population will also change based on their age, ethnicities and income levels. Ensuring that the social service needs of residents are well served will be vital to ensure their well-being and that of the community. The policies and strategies below aim to address some of the anticipated service needs in the community. Policy 3.1 - Promote health and human services programs that strengthen and support individuals, families, and neighborhoods. 3.1.1. Focus resources on early intervention and prevention services and programs u ^ to assist residents with varying levels of needs � :,�, implementation Strategy 3-15 3.1.2. Provide resources for crisis response and a continuum of services to assist residents in need.Implementation Strategy 3-16 3.1.3. Continue to fund service providers with Community Development Block Grants that broadens the scope of supportive services to residents. kM` Implementation Strategies 3-9, 3-12 3.1.4. Through the Northwest Suburban Housing Collaborative continue to investigate the health/housing connection that has identified home modifications as awaytoavoid hospital (re)admission. �1;11�Implementation Strategy 3-2 Policy 3.2 - Ensure facilities and services are accessible to all people needing assistance. 3.2.1. Continue support of the Community Connections Center to accommodate its growing services and the needs of the community. Implementation Strategy 3-5 3.2.2. Continue to coordinate among public, private, and nonprofit agencies that provide health and human services in Mount Prospect to determine more efficient and effective methods for delivering services to residents. ,�a?;� Implementation Strategies 2-1, 2-25, 4-15 Policy 3.3 - Encourage the establishment and promotion of affordable and flexible transportation services for those with restricted mobility. 3.3.1. Work with transportation providers, and health and human service providers to fund accessible and affordable transportation services for people with specialized transportation needs.Implementation Strategies 1-3, 2-10 3.3.2. Provide training/educational opportunities for the use of available services. ^, Implementation Strategies 2-17, 2-25 NEW IM4CNIA�IYA,HAuIAMI� WINIAt" WOMMIIPfGI1IPIINJIIRIIRRIC II IWIIIII11fWAAANU(fftil�rd((jl/%G�IAII�ff14A%%��mllf((((iiuff004000l illi l If If) t<<Mt P1 Mff(MIHI F. MIMI '[€fF Mil l (l i,I l l I i l I l l III H I I I'l l Il l l l l l l l l l l l I l l l l Ill l I l l l l l l l III 1 1 1 1 1 1 1 II lli iii l l l l I l l l l l l l l I[ I I I I[I I I I LII CHAPTER 3: COMMUNITY 48 Preserve the historic resources in the community & Goal 4 integrate art, culture, & learning opportunities to make the community a more vibrant place to live and work. Providing opportunities for residents to engage in the community is one way to create a sense of place and investment in the community. Mount Prospect already has a rich variety of community events. Continuing to support and expand opportunities for residents to engage in the community will make it a more vibrant and thriving place to live and work. Policy 4.1 - Support historical and cultural resources in the community. 4.1.1. Promote the preservation of historically significant buildings in the community. dF �implementation Strategies 1-10, 3-4 4.1.2. Continue to support and improve partnerships with the Mount Prospect Historical Society and other cultural organizations in the community. Implementation Strategy 3-13 Policy 4.2 - Continue to support community service providers and their programs. 4.2.1. Continue to support the Library, park districts, and other community organizations in their efforts to provide programs for community members to experience arts and culture Implementation Strategy 3-13 Policy 4.3 - Integrate art in public places. 4.3.1. Seek opportunities to incorporate art into public projects, such as buildings, parks, recreation facilities, streetscape enhancements, and other infrastructure improvements. Encourage the incorporation of art in private development a Implementation Strategies 1-10, 3-11 4.3.2. Continue to organize community events (such as the painting of fire hydrants during the centennial year) to engage residents. Implementation Strategy 3-11 Policy 4.4 - Engage youth in the community. 4.4.1. Promote local initiatives, activities, and volunteer opportunities to engage youth in the community. a�� Implementation Strategies 3-1, 4-16, 3-8 Policy 4.5 - Promote lifelong learning. 4.5.1. Support the Mount Prospect Public Library and other educational institutions that promote literacy programs and provide opportunities for learning throughoutall stages of life �� Implementation Strategy 3-13 Policy 4.6 - Improve the availability of community information to potential future residents and business owners. 4.6.1. Continue to provide information on school and park district boundaries and facilities, daycare facilities, and other amenities in the community on the Viilg,e's website Implementation Strategy 1-20 4.6.2. Update the informational materials available for new residents and business owners.Implementation Strategy 1-20 i1 tii Mum 9-,fQTPM1 .�.._49 P7Qoe ,�ufrrsid�ns,•. Mount Prospect's growing multi-ethnic population provides opportunities to engage residents in different ways to help foster a sense of place, as well as promote the diversity in the community. Policy 5.1 - Promote the cultural diversity in the community. 5.1.1. Maintain an ongoing commitment and leadership role in promoting an understanding of and appreciation for the cultural diversity of the community. Q� Implementation Strategy 3-3 5.1.2. Encourage and support cultural sensitivity, and the engagement of diverse groups of residents to promote inclusion in the community. Implementation Strategy 3-3, 4-13 Policy 5.2 - Citizen engagement- ensure that all residents have equitable access to resources and opportunities to participate in the community. 5.2.1. Provide a welcoming environment and encourage all residentsto participate in the Village government by serving on boards and commissions. Strive to achieve representation that is reflective of the population as a whole. O Implementation Strategy 3-3 5.2.2. Seek involvement of diverse groups in community events and Village sponsored activities. I ` Implementation Strategy 3-3 5.2.3. Evaluate ways to improve services for residents whose primary language is not English. i�k Implementation Strategy 3-3 5.2.4. Support the leadership development of residents of different cultures. Q� Implementation Strategy 3-3 PSC'��uUY7�01 vXW VNti�';YIidGI��iOSYlaRlUelB(GG41 ImGfi! R�! 111(YttG'Yitri7r9nP9Z�Pl1'�1PU45(IriAJ1M"r7�'1'S'�IIW1JUa49JGIVSPV!1M, 1��7LEJ,1Rdl i I I Hill C; I IIH I I I I I I ] I 11 f I i u 1 I ri ri u I ll n 11 I IIH I I I; I I III Iliu 1 I III I I III I I I I I I I II1 I I n n If I I I I III I I I I I I I I u I I I I I I I I III I rf P, I I u I I III I III I I IIH III III I I I I u 7 Ili l I I J u I I CHAPTER 3: COMMUNITY 50 CENTENNIAL FACTOID 51 The built environment has the potential to improve the health of residents and reduce the need for major hospital trips by encouraging an active lifestyle. The Human Services Department provides nursing and social services to improve the health and well-being of the community's residents, but there is opportunity to expand services to address other important community health issues and needs. The Cook County Department of Health recently completed a Community Health Assessment and Improvement Plan - WePlan 2020 that analyzed community health data across the county and developed priorities for communities to address. The key priority areas include: Health Equity, Chronic Disease, and Behavioral Health. The plan includes policy recommendations to be included in community comprehensive plans and also provides ways to track changes in the priority topic areas over time. we PLAN Relation to the Village's Strategic Plan THE VILLAGL 01MOUNT PROSPrCT'S STRA-rEGIC PLAN FOR 2020 supports "improvement and maintenance of systems for public health and safety". A healthy and safe community adds to the quality of Life in Mount Prospect and ensures that it continues to be a great place to live in. (I f4 f Alf( I. E Df P I I f flfI Rf i I IIII I I I If I f 1 {If II I i l l I l l I I l( I(df I I l f f I I: I kill f( f() IH I lk I ieiY t b i f 1I 11I f l I If[ I I f I f I I I f d I I I (Y I V f + IMI f f fit l fl CHAPTER 4: HEALTH AND SAFETY 52 colmmunility that, i iim II the healt1h, safety and welfareits resildents insure that Public health needs are recognized and addressed through equitable access to care, services, recreation, and healthy foods. GoalI Support iactive lifestylei people i - Encouraging an active lifestyle and improving the built environment of the community can have a positive impact on the health of the community. This can be achieved by ensuring that there is convenient access to community recreational resources, and encouraging people to use them. The underlying principle is to encourage people to walk for short trips instead of driving. The following policies and strategies are intended to encourage residents to make healthy and active lifestyle choices. Policy 1.1 - Inform, educate, and encourage a healthy lifestyle. 1.1.1. Support and collaborate with local organizations, schools, faith communities, businesses, and the medical community to promote a healthy lifestyle that is accessible to all populations. O Implementation Strategy 4-7 1.1.2. Encourage residents to use the pedestrian environment to meet their daily needs. Q Implementation Strategy 2-25 Policy 1.2 - Promote healthy and active living. 1.2.1. Provide pedestrian access to trails, parks, open spaces, and other recreational opportunities to encourage active living. Q� Implementation Strategy 2-15 1.2.2. Support joint -use agreements of easements and facilities in the community to improve access to recreational opportunities for residents. Implementation Strategy 1-21 Policy 1.3 - Monitor the community's health. 1.3.1. Support the objectives of Cook County Department of Public Health's WePlan202O to improve health equity, reduce chronic disease, and support and enhance behavioral health. Q� Implementation Strategy 4-21 1.3.2. Monitor the changes in health indicators for Mount Prospect by the metrics outlined in Cook County's WePLan202O. Q� Implementation Strategy 4-6 O'�OAr M6, 0 nem' d 53 Goal 2 Support the crga on,and,a+c+ ess to he. althy,food options,,,, Besides an active lifestyle, access to healthy foods is important to improve the community's health. While Mount Prospect does not have any food deserts (defined as census tracts that have both low income and low access to a large grocery store), improving healthy food access to community gardens can encourage residents to include more fresh foods in their diet over packaged foods. Mount Prospect has a farmers market during the warmer months that is well attended. The Human Services department also runs a Food Pantry. In addition, fresh food donations from the Farmer's Market are made available for seniors and families in need in the community at the Community Connections Center. The following policies will help expand the community's access to healthy food choices. Policy 2.1 - Promote and provide access to healthy food options. 2.1.1. Support and partner with community organizations to educate residents about healthy food options. Q� Implementation Strategies 4-8, 4-13 2.1.2. Continue to support the schools, the Village's food pantry, and local health and human services providers to address community nutrition needs and expand access to healthy, affordable, and culturally appropriate foods. Implementation Strategies 3-13, 4-3 2.1.3. Support the distribution of locally produced groceries and food products via a network of grocers and food retailers in the community, including the farmers markets, food pantry, and schools. i�k Implementation Strategy 4-18 2.1.4. Promote educational opportunities in the communitythat support healthy eating habits, such as nutrition and cooking classes, including programs for children. Q� Implementation Strategy 4-3 2.1.5. Support the location of farmers markets or farm stands in other locations in the community as well as options to house them indoors during the winter months. Q� Implementation Strategies 1-4, 4-4 2.1.6. Evaluate the feasibility of locating a grocery store in the downtown area. Q� Implementation Strategy 4-4 Policy 2.2 - Support local food production. 2.2.1. Support existing community gardens and identify locations for new community gardens and Community Supported Agriculture (CSA's). 0 Implementation Strategy 4-5 2.2.2. Review amending the zoning code to support local food production and green roofs. 0 Implementation Strategy 1-1 2.2.3. Support efforts to educate school -aged children about local food production by providing access to community gardens, bee keeping, etc. QImplementation Strategy 4-19 2.2.4. Continue to support and expand the availability of organic produce at the farmers market. 0 Implementation Ongoing 2.2.5. Support the creation of a regional distribution network for local food. Implementation Strategy 4-18 CHAPTER 4: HEALTH AND SAFETY 54 Provide efficient access to health and human services for all Goal 3 residents. Policy 3.1 - Provide convenient access to community health services. 3.1.1. Work with local and regional health care and human service providers, schools, and other partners on programs that increase awareness of available services and educate residents on the importance of making healthy choices. i�k Implementation Strategies 4-8, 4-15 3.1.2. Continue to provide, expand, and promote the Village's nursing/ health programming to cater to the changing needs of the community. 0 Implementation Strategies 4-17, 4-23 3.1.3. Provide awareness and access to mental health services and counseling for residents. Q� Implementation Strategies 4-9, 4-20 3.1.4. Increase opportunities for volunteering in the community to support the community's needs. Q� Implementation Strategy 4-16 3.1.5. Provide transportation access to improve access to services in the community. Q� Implementation Strategy 2-1 Policy 3.2 - Encourage placement of service facilities in locations where it is convenient for residents to access them. 3.2.1. Continue to provide and expand opportunities for the co -location of health and human services with other uses. i�k Implementation Strategies 4-14, 4-15,4-25 3.2.2. Offer mobile clinics to improve access for all residents. Implementation Strategy 4-1 3.2.3. Explore the potential for inter -generational services in the community. Implementation Strategy 4.2 Continue -to provide the highest quality public safety and Gi 0 a 14: emergency services. Mount Prospect's Fire and Police Departments are highly rated and provide exceptional services to the community. The Fire Department is over a 100 years old and provides Fire and Emergency Medical Services. The department also has a Fire Prevention Bureau and a Public Education Division that help reduce the community fire risk through inspections, education, and other programs. While the emergency service calls have remained relatively steady over the last five years, the emergency medical service calls have increased and currently make up about 70 percent of the Department's calls. As shown in figures 4.1 and 4.2, there has been a decrease in calls for service and crimes from 1998 to 2015. The decrease can be attributed in part to the Crime Free Housing Program. Based on the results from the 2016 Movi944mw9wro tl Village of Mount Prospect Figure 4.1: Annual volume of Northwest Central Dispatch System (NWCDS)* Community Survey, there calls for service. is a general perception of Source- Village of Mount Prospect safety in the community. _ )"NNa _ Nortlkwest central Dispatch 91% of the community a , '� WSystem calls for service o,.,... felt either "very safe" or It in the community of E z Mount Prospect, and 94% felt "very safe" or "safe" B Years in their neighborhood during the day. The *Northwest Central Dispatch System (NWCDS) is an intergovernmental Police Department also consolidated emergency dispatch system, providing 9-1-1 services for has a number of trust Arlington Heights, Buffalo Grove, Elk Grove Village, Hoffman Estates, building and public Inverness, Mount Prospect, Palatine, Prospect Heights, Rolling Meadows, education programs. The Schaumburg and Streamwood. community's changing population provides opportunities to expand Figure 4.2: Annual volume of NWCDS calls by service type. the community's public Source- Village of Mount Prospect safety services to cater to ftrsonalrquryCrashes—Part ICri % •wrlimt,iReA®resic their needs. -0- PraperlyDarnag4Only (fashm ---Part It Crimes Introduction of the Cringe Free Housing Progrann �. JA u, iitw^Y hrm: Z u �W ' „.w. a�M, „, Mww ��y..,,w 'u fiA,•' Hw»..wu'JN�„�^ tiwry .,i+ u W1 g Q C� R7 G1 w+i a,e ra ra me N r+k n� ry w+r ^'ti t•d m+a r+t `gears I IIIIIIIIIIII i ''HIIIuiiii reuiiir ii 11''Ilill, i iiiii i 1 1, 111111 111111,1 1 hIIIii 11111 ,11111 inIIIII i'111WHIII IIIII iiiiiiIII'l CHAPTER 4: HEALTH AND SAFETY 56 Policy 4.1- Continue to provide high quality police, fire, and emergency services to residents. 4.1.1. Continue to provide appropriate assistance, access to essential facilities, promotion of public safety information, and adequate response times for police, fire and medical emergencies, 0 Implementation Strategy 4-10 4.1.2. Evaluate the need for improved services to the newly annexed areas. Implementation Strategy 1-5 4.1.3. Evaluate service improvements to better serve Mount Prospect's changing population. Q� Implementation Strategies 1-3, 3-3 4.1.4. Workwith property owners and the police department to encourage CPTED (Crime Prevention through Environmental Design) principles in the design of streetscape, lighting, and landscaping on private property to eliminate problem spots for vandalism and other crimes, Q� Implementation Strategies 1-20, 4-10 4.1.5. Pursue a staffing allocation study to evaluate the service needs for the community. {Q Implementation Ongiong 4.1.6. Based on the space needs analysis, determine the need for a new or additional facilities in the community for police and fire services. Implementation Ongiong 4.1.7. Continue to pursue state and national accreditation for Fire, Police, and Public Works Departments. QImplementation Strategy 4-12 4.1.8. Prepare law enforcement and emergency responders for types of crime/ activities more prevalent today. 4Q Implementation Strategyies 3-3, 4-12, 4-24 4.1.9. Continue to explore new technology to improve public safety. Implementation Strategies 4-10, 4-11, 4-15, 4-24 Policy 4.2 - Encourage community involvement to improve safety. 4.2.1. Encourage resident involvement through neighborhood watches, Citizen Police, Fire Academies, and other grassroots efforts and expand these programs as feasible. i�k Implementotion Strategy 4-22 4.2.2. Continue law enforcement and fire safety events to engage residents. Q� Implementation Strategy 4-22 4.2.3. Support volunteer programming designed to build community stewardship and civic pride. i�k Implementation Strategy 4-16 4.2.4. Continue to support the Crime Free Housing program to reduce crime and improve the quality of life in neighborhoods. Q� Implementation Strategy 1-20 bA� 314tiAiuo�ounuunusiuinAuiuo6orduKuu�uAuuunonot�iiiu<<uuouuidouuuioouuuuioussu�sonu�iouFoiuou�ni000uuiuuu000uuiioinoo�u�iouu<<<uosouuuuu�uM�i�osno�ao�u�aiiio�ouui<<uuuo�uuououuuuuuuuuiduoiuiuio�ur�uuusuus��uunu MOU'd Nwpw I�� 7 ..'�.F d Jo'r. (Blank page to allow for double sided printing) CHAPTER 4: HEALTH AND SAFETY 58 59 The Village is committed to urban forestry and benefits from many tree - lined streets. This is one of the residents' most beloved features in Mount Prospect. The Village was named a 2015 Tree City USA by the Arbor Day Foundation in honor of its commitment to urban forestry management, marking the 3111 time the Village has received Tree City USA recognition. In 2013, the Village also completed an Urban Forestry Management Plan to help guide the ongoing management of the thousands of trees growing on Village parkways. The adjacent graphic from the plan quantifies the value of all Mount Prospect's parkway trees as having a $2.9 million worth of benefits annually. The wealth of tree canopies, school and park district facilities, bike paths, trails, and private recreational facilities provide residents access to recreational opportunities, as well as opportunities for green infrastructure. Value of parkway trees 24,000+ PARKWAY TREES Air Quality Improvement $153,881 Energy Savings 5482,343 CO2 Reduction $132,175 Sbum yttater 1W Burnt Reduction $1.132.380 `w vas Mount Prospect's Top 5 200 StrNt Tree Specks and at Oanotite Provided e h h Source- Urban Forestry Management Plan Aik a:�ewruw��uuuiu�::u:: uuum r „ n , ,J, , 1, 1H 11111j,j Pj jj:h1J1 ilij MIM j h I , uIM, , u,o � CHAPTER 5: RESILIENCE 60 The Village is also fortunate to have convenient access to the Cook County Forest Preserves located along the Des Plaines River. There are also a few creeks and storm water detention areas in the community — some of which have wetland designations. Wetlands are areas where water covers or is present near the surface of the soil all year or for varying periods of time during the year. They are important environmental resources in the community. Relation to the Village's Strategic Plan THE VILLAGE OF MOUNT PROSPECT'S STRATEGIC PLAN FOR 2020 supports "a connected community"."reliable infrastructure", "protection of vital community resources" and "private property„ Environmental degradation over time, natural disasters and other natural or man-made hazards have the potential to negatively impact the community. Creating a safe community requires to not only focus on prevention, but also on preparing for recovery and adaptation in the face of risk. There is opportunity to improve the natural environment by expanding and connecting the existing amenities locally and to the region. Gu*dhi 1 1 9 Principle 5, Responsibles r envilronment that promotes resilience Ensure that, the value of our natural resources is recognized; and el/,forts are made to preserve and ,promote their benefits to the community to improve public health, I11 1I Ii I 1 I,II'lI i I I II f I III j i I I -I I II I I I I I I I I I I I I I i I i 1111 1 III 1 I II ,II I I II I j I Ill ,l j l I111111Ili Ili 61 lIirwIIPeuc'�t alllrid coriserve Mciitilii'i"t'IVIirospec' fIIIii,iattuI,WI 111 sciitiirces and Goal III""wjro MIP"'ieiit. The Village is committed to providing services in an environmentally conscious way. The Village's Energy Strategy Plan sets forth goals and objectives for energy efficiency. The Public Works Department already provides a number of services from recycling to rain barrels for water conservation. In addition to the existing programs, the following strategies will help further protect and conserve the natural resources in the community. Policy 1.1 - Actively pursue the preservation of Mount Prospect's areas of environmental significance and create potential wildlife habitats. 1.1.1. Coordinate with neighboring jurisdictions to protect open space areas including, but not limited to, wildlife habitats, wetlands, and water bodies; work with water providers and surrounding communities to protect the quality and integrity of Village's water supply, including surface waters. Implementation Strategy 5-6 1.1.2. Support the creation of wildlife habitat and migration corridors within Mount Prospect and incorporate techniques to mitigate development impacts on wildlife and their habitat. Implementation Strategy 5-6 1.1.3. Encourage wetland preservation and minimize the development impact on wetlands by requiring appropriate mitigation measures. Implementation Strategy 1-1 1.1.4. Encourage the use of native plants in landscaping, as well as plaints that provide habitat, food, and other resources to wildlife . � implementation Strategy 5-11 1.1.5. Promote the preservation of waterways and reduction in waterway pollution. Implementation Strategies 5-11, 5-9 Policy 1.2 - Support and promote Mount Prospect's Tree City status. 1.2.1. Continue to preserve mature trees in the community. O Implementation Strategies 5-9, 5-11 1.2.2. Promote planting guidelines for native trees, plants, and prairie species in the community.°u Implementation Strategy 5-11 1.2.3. Support volunteer programs that promote appreciation for Mount Prospect's natural resources and trees, and create a sense of community pride. Implementation Strategy 4-16 Policy 1.3 - Expand the Village's commitment to sustainability. 1.3.1. Partner with other service providers in the community to further common sustainability goals and address environ menta Iissues.�-„implementation Strategies 5-7, 5-9 1.3.2. Strive to improve the air quality and reduce greenhouse gas emissions by f ?RtUON;fibl::' uVd:N :U IY::NO'b,wl'�VWk IIItlE Nf�N f�'1h: :ti �nLV96V:"L: V:fN,W G7�l�ld:IV I�flNVar�F�W'” : u n 11111111 11111111 1 111111, HH1,11,111111khO 11 1 III IJo u I I I I 1 I I I i I I u IIIIIIIIM 1 11 1111 1 10 IIIIIIIIIIWC1111111 1 11111 F I I I I I I I I I I I I I I I C 1111111111 111 11111 CHAPTER 5: RESILIENCE 62 increasing compliance with all applicable pollution standards, promoting efficientd'eveiopment patterns, and expanding multi-nodaltransportation orvY options „,k Implementation Strategies 1-1, 1-3, 2-9, 2-10, 5-7 1.3.3.. Educate the community about the economic, social, and environmental 11 benefits of energy, water, and waste reduction. Implementation Strategy 5-21 1.3.4. Consider a policy to use non-toxic, pesticide free options for maintaining landscaping and encourage service providers in Mount Prospect including the park districts and school districts to do the same �o Implementation Strategies 5-15, 5-11, 5-7 1.3.5. Consider adopting an anti-ilding policy for vehicles and promote awareness through appropriate signage in the community.` Vi;µ Implementation Strategy 5-16 1.3.6. Develop and implement a Village Sustainability Education & Public Outreach Program to encourage Village staff and the community to invest time and resources in sustainability programs Implementation Strategy 5-12 1.3.7. Establish a Village Sustainability Committee to advise the Village Board on all energy efficiency and conservation activities, educate the public, and " Implementation Strategy leadership in sustainability. 5-8 1.3.8, Encourage the use of public transportation, bicycling, walking, and other forms of travel to reduce the amount of vehicle miles traveled. " Implementation Strategies 1-3 2-10 2-12 2-15, 2-17, 2-20, 2-24 Policy 1.4 - Promote sustainability best practices to conserve energy and water use in the community. 1.4.1. Promote the conservation and efficient use of energy by engaging residents, businesses, and Village staff in developing and reaching energy efficiency goals, and promoting the use of renewable energy sources in both public buildings and operations, and in private development as well. w- Implementation Strategies 1-1, 5-1, 5-8, 5-9, 5-17 1.4.2. Promote water conservation in both the public and private sectors. Implementation Strategy 5-7 1.4.3. Conduct building energy audits for all Village facilities to identify and evaluate energy efficiency opportunities. SImplementation Strategy 5-1 1.4.4, Convert Village street Rights to LED or other energy efficient street lighting. s Implementation Strategy 5-10 1.4.5. Support the Village's existing Home Weatherization Program to improve energy efficiency in homes and reduce energy costs for Village residents. � Implementation Strategy 5-20, 5-17 01111 � V� nrniwii�uc,uuwwi»>rTwoiwiuii uiuuiiii »i �aw„ a ionuu�, u� I III I I i iw, i„ r n in,� I I �uiuir„r�„1,,iu,„o, u, um i i i i i u i i u i u i i i i u n I j I I I I i i i u ILII ,If u��i�ul fl�ul u`III II I r„IIi I f, l rlN w 63 d�ix�� a�a 1.4.6. Continue to provide information to homeowners and renters on existing enemy efficiency resources/programs Implementation Strategy 5-1, 5-20 1.4.7. Install building Energy Management Systems at major Village facilities to proactively manage and optimize energy usage a�ti�4 Implementation Strategy 5-1, 5-2 1.4.8. Adopt sustainable zoning and building codes, such as Leadership in Energy and Environmental Design (LEED) to encourage sustainable building �i practices. �',<,�Aa„ Implementation Strategy 5-23 1.4.9. Promote the implementation of renewable energy options at all public facilities. *' Implementation Strategies 5-1, 5-14 Policy 1.5 - Promote the reduction of solid waste in the community. 1.5.1. Through education, programs and initiatives, reduce the amount of solid waste produced in the community especially waste that is disposed of in a landfill. Wj Implementation Strategies 5-4, 5-24 1.5.2. Encourage the innovative reuse of green waste* and promote composting and mulching. °,? Implementation Strategy 5-13, 5-24 1.5.3. Consider adoption of policies to reduce plastic bag usage in the community. ��'µ Implementation Strategy 5-7, 5-23 1.5.4. Promote the usage of recyclable materials and expanded recycling and waste reduction programs at all Village facilities Implementation Strategy 5-24 Policy 1.6 - Aim to reduce the long-term costs of development by implementing sustainable best practices. 1.6.1. Encourage sustainable site design principles for stormwater management, tree preservation, reductions in impermeable surfaces, greater energy efficiency, etc. through regulatory incentives. Implementation Strategy 5-24 1.6.2. Promote free and low cost services that encourage efficiency and conservation like energy audits, incentives for efficiency improvements, and water saving improvements.b Implementation Strategy 5-24 *green waste - also called agricultural waste is biodegradable waste that can be composed of garden or park waste, such as grass or flower cuttings and hedge trimmings, as well as domestic and commercial food waste. 'Green' identifies it as high in nitrogen. I I 1 111111111 I I I I f l f f f f f I f I i I r, I I 4I, Il II fl. i, t I I " J GI J4f Yf I l I t t f 911 f f I I I I I, I I I I I I I I I I I I I II CHAPTER 5: RESILIENCE 64 I% Aft Expaind oin the irole of recreational facilities, parks, and tirails %Yual 2i 'tp,piiroirlote,cQmiimu,nity,he;i Natural resources in the community can also support the health of residents by expanding their access to recreational opportunities. Policy 2.1 - Promote access to recreational opportunities. 2.1.1. Consider partnering with other agencies, conservation organizations, and landowners to provide open space and conservation easements in accordance with the Mount Prospect Bicycle Plan. ° Implementation Strategy 1-21 2.1.2. Promote volunteer opportunities to provide environmental education opportunities for residents that foster a land stewardship ethic and a sense of place. -d„ Implementation Strategy 4-16 parks,Connect the Village's .espace,} 6 ou" 13 waiterw ys,to the'regio;nal, greeq, infrastructure network. The Chicago Metropolitan Agency for Planning (CMAP) GO TO 2040 Regional Plan defines green Infrastructure in two ways: Regional green infrastructure- 'an interconnected network of open space that provide ecological and societal benefits. Green infrastructure can provide a range of ecosystem functions, including stormwater management, recreation, water filtration, carbon sequestration, habitat provision, and air purification.' Site -scale green infrastructure- 'that which encompasses a suite of techniques that use vegetation, soils, and natural processes to mimic natural hydrology. Site-specific green infrastructure practices, such as bioswales and rain gardens, can serve as effective supplements or alternatives to traditional "gray infrastructure," such as sewer pipes, wastewater treatment plants, and other engineered systems.' CMAP also recommends that like other forms of infrastructure, green infrastructure would need to be managed, restored, and expanded. The regional plan for green infrastructure provides an opportunity for Mount Prospect to identify and create a green infrastructure network in the community and connect it to the region. Policy 3.1 - Promote the creation of a green infrastructure network. 3.2.1. Encourage the linking of greenways, parks, and recreational facilities neighborhoods, Village wide and to the re in nei Implementation g ion. g g� �,„waw Strategy 5-6 3.2.2. Enhance existing and future greenways to accommodate multiple functions, including stormwater management, water treatment, groundwater infiltration, wildlife habitat or corridors, and passive recreation. ^"r 1 Implementation Strategy 5-6, 5-11 3.2.3. Promote access to the recreational resources in the community and surrounding areas. w Implementation Strategy 5-11 ,V Sj0p,1 ii 1 i I I I I , Ijiri, iwiiiuIIIII nI ,I,IIIf iIIIIIIIIIIuii i jiiwI I I I I I I I I I ; I I ! I 1 11n i niir i IIII,I niiIuIIIj IIuii II,iiI j I I i j I I IIIA I riii i I I I I I III,II IIIII,Iiuiiiiiriiniiiuuiii ��w�R� 65 Goal4 Illl�u�� "� �� a��r'wugiuiga Illh°��e im1114�" ol��r�IIII disasteuu� auu uir� III iiia ilii r i i ill . , Policy 4.1 - Minimize the risks to property, infrastructure, and lives due to natural disasters. 4.1.1. Ensure the effective completion of Levee 37 to reduce flooding along the Des Plaines River. Implementation Strategy 5-3 4.1.2. Support the clean-up and stabilization of Higgins Creek to prevent flooding on adjacent properties. Evaluate locations throughout the Village that require stream bunk stabilization ,u end°4 implementation Ongoing and Strategy 5-18 4.1.3. Protect natural water retention and drainage where possible and ensure development does not have an adverse impact on flood control. „i Implementation Ongoing Policy 4.2 - Ensure that the community is prepared to recover from natural disasters and hazards. 4.2.1. Continue to ensure that residents, first -responders, service providers, and Village government are prepared to efficiently respond to and recover from natural and man-made disasters and other unexpected events. Implementation Strategies 1-13, 4-24, 4-25, 5-22 4.2.2. Improve public awareness of the safe shelters, informational kiosks, emergency preparedness and response procedures in the community. Implementation Strategy 4-23, 5-19 4.2.3. Promote strong partnerships with other governments and regional organizations to ensure that Mount Prospect is prepared to respond to natural and man made disasters and other unexpected events. Implementation Strategies 4-23, 5-22 Policy 4.3 - Facilitate the proper use and disposal of hazardous materials. 4.3.1. Minimize the exposure of the community to hazardous materials or other chemicals generally recognized to be harmful to human health. 4 Strate Implementation 5-5 p 9Y 4.3.2. Evaluate the opportunities to collect household hazardous waste in the community.; Implementation Strategy 5-5 CHAPTER 5: RESILIENCE 66 CENTENNIAL FACTOID M. Business Friendly Community The ViIIage continues tofocus on providing an environment that is conducive for businesses to succeed and thrive. From streamlining permitting and licensing processes to providing incentives to attract desired businesses, the Village is positioned to meet the needs of its business community. Coupled with its proximate location to regional highways and O'Hare International Airport, the Village is ideally positioned for continued economic growth. The Village benefits from a strong relationship with the Chamber of Commerce and the Downtown Merchants Association. The Village works with these agencies to offer programs and services to the business community and to respond to issues raised by local businesses. Both agencies are supported by their membership who volunteer their time to ensure that the needs of the business community are met and that the Village maintains a business friendly environment. The Village created the Economic Development Commission to encourage and facilitate economic growth. The Commission consists of local business people and their primary function has been to conduct business visits to ensure that the Village maintains open lines of communication with its business community. The Commission also reviews various incentive requests and makes recommendations to the Village Board. The Village offers several incentives and resources aimed at attracting and retaining businesses in the community. Available incentives include the Fagade and Interior Buildout Program, Tax Increment Financing District, Business District, Class 6b incentives, and more. The Village also markets development opportunities and available properties on its website and offers programs to encourage business start-ups such as the Mount Prospect Entrepreneurs Initiative (MPEI) and Experience Mount Prospect. MPEI is a partnership between the Village, the Mount Prospect Public Library, and the Mount Prospect Chamber of Commerce. MPEI was started in 2013 as the Entrepreneur's Cafe to help fill vacancies in downtown Mount Prospect by reaching out to aspiring entrepreneurs to encourage them to take the "first step" in starting a business. This program offers dozens of events annually on topics varying from business marketing/ social media to succession planning. The target audience has broadened to include all types of business owners — both aspiring and established. MPEI was honored with a bronze award for Entrepreneurship programs from the International Economic Development Council in 2016. Experience Mount Prospect is an online tool ..z that includes a website, calendar, and news on ;' NO business in the community. It gives a glimpse of E X P E R 16 N C r. what's going on and highlights local businesses and community events. The Village also produces ,. Illi 13 f f l III I I I f I%I1 VrY i SR€I fff I I I d9 f 11 I Yl f gff yy I I If,�l I I g t t I I[ r Y f f I J IY fRf fff f i if I J I II I I f f f k I I t! f f f I f lI I I I i I i D f flllli I I I f I fl.f ffi411 I I I I I I ( ( I II CHAPTER 6: ECONOMIC VITALITY 68 a TV show called Dish'n Out Mount Prospect that features, unique restaurants and eateries located throughout the I Village. It promotes these food establishments by taking viewers virtually to the small out-of-the-way establishments," that offer diverse cuisines. "' Annexation Efforts: The Village recently completed the annexation of nearly 200 acres of unincorporated properties located at the south portion of the community. These properties are primarily industrial or commercial and are located along the Algonquin Road, Busse Road, and Oakton Street corridors. These annexations increased the Village's equalized assessed value (EAV) by over $50 million and welcomed several sales tax producing businesses to the community. The recent annexations also included two residential developments, Lynn Court and Birch Manor Condominiums, adding approximately 500 new residents to the community. These annexations benefit the Village by adding to its tax base and providing greater control over long-term redevelopment of these areas. The Village continues to analyze the benefits of annexing the remaining unincorporated properties that are adjacent to its borders. Relation to the "il'lage's Strategic Phan �jTHE VILLAGE OF MOUNT PROSPECT'S STRATEGIC PLAN FOR 2020 has a big focus on the business community. It aims at "strengthening the local economy". "Supporting innovation, entrepreneurialism, and small businesses". and creating a "vibrant downtown and commercial areas". I xi Economilic vita 11ity i,hrough support, iiiinn tin and collaboration Ensure that the communitys communityeconomy is able to thrive and adapt t to changes In thea market through innovation and building an local and regional assets. m I IIII ?8944 114ellllll l l 111 hillIlli111111111111IIIIU11111111111111Ill 111 l l l llll 111 111 l 111 ll llllllll l Milli llll l ll l l 111 l till 111 ll 111 lHUHN HIM 1111111111 H11 JIIIIII11111 Hill11111 HIM HIII I I Ili HIHH l III III IIll I I III till 11 till 11 HIII 11 ��W� 69 Gool 1 C,pntinue to be lousiness friendlX +mrar4ty ,,. Policy 1.1 - Foster a business friendly environment. 1.1.1. Simplify the development process through development review team and pre -submittal meetings. Q� Implementation Strategies 6-3, 1-10 1.1.2. Provide resource guides in print and on the Village website. 0 Implementation Strategy 6-1 1.1.3. Continuetopromote resources availabletobusinesses. {lkImplementation Strategy 6-1 1.1.4. Continue business visitation efforts to ensure open dialogue with the business community. i�k Implementation Strategy 6-4 1.1.5. Provide on-line access to business licenses, building permits, and inspection requests. Implementation Strategies 6 Su�p�rt and jntegrate. bus�nQsses in tie CQmm�nity. Policy 2.1- Encourage the business community to be invested in the community. 2.1.1. Support the Mount Prospect Chamber of Commerce and the Downtown Merchants Association, Special Events Commission, Lions Club, Jaycees, and other organizations that organize community wide events. Implementation Strategy 6-4 2.1.2. Partner with local businesses to support community events. Implementation Strategy 3-13 2.1.3. Collaborate with the private sector and other housing providers to meet the housing needs of employees. Q� Implementation Strategy 1-20 2.1.4. Encourage employers to provide internships, training programs, and mentoring programs for students and adults in the community. Implementation Strategy 6-8 �IIIIIIIIIIIIIIfIIIIIIIIIII II I [ I I j I [ I II I III III I I I I I I I I I I I I IIIII,III I I I I I I I I II I 11 CHAPTER 6: ECONOMIC VITALITY 70 3 Goal Strengthen the identity,and mix of uses in the community. Policy 3.1- Continue to attract new businesses to locate in the community. 3.1.1. Actively market development opportunities and for sale and lease properties throughout the community at tradeshows and online. Q'1 Implementation Strategics 6-1, 6-2, 6-6, 6-15,1-12. 3.1.2. Encourage shopping center owners to invest in their centers 'so that they remain updated and competitive. i�k Implementation Strategies 6-11, 6-14,6-6 3.1.3. Further the MPEltosupport small business start-ups. {Implementation Strategies 6-7, 6-9, 6-6, 6-16 3.1.4. Strategically utilize incentives to attract targeted businesses and developments. Q� Implementation Strategies 6-6, 6-12, 6-13 Policy 3.2 - Continue to expand the sales tax base in the community. 3.2.1. Support local businesses in the community to improve their sales. 0 Implementation Strategies 6-10,1-6,1-8 3.2.2. Utilize the Facade and Interior Build Out Program to retain and attract sales tax producing retailers. i�k Implementation Strategy 6-14 Promote businesses in the community & provide opportunities GO a 14 for collaboration, innovation, & entrepreneuri,sm. Policy 4.1- Promote existing businesses in the community. 4.1.1. Support local businesses through programs like ribbon cutting ceremonies, banner programs, annual awards program, and marketing and promotion assistance. Q� Implementation Strategies 6-6, 6-7, 6-9 4.1.2. Offer special events and other programs to attract customers to the downtown district. il�k Implementation Strategy 3-13 4.1.3. Promote existing businesses and events in the community through the Experience Mount Prospect program and Dish'n Out Mount Prospect. Implementation Strategies 6-7, 6-9, 6-16 Policy 4.2 - Retain existing businesses. 4.2.1. Expand Economic Development Commission's business visitation efforts to focus on recently annexed businesses. Q� Implementation Strategies 6-5,6-6 4.2.2. Streamline the permitting process to encourage the expansion of existing businesses in the community. O Implementation Strategies 6-3, 1-10 BNu�:wunre 8"i�aua�uuraa71 4.2.3. Serve as a clearinghouse for collecting and disseminating information about funding sources and assistance available to businesses. Implementation Strategies 6-1, 6-9, 6-12, 6-13, 6-14, 6-15 Policy 4.3 - Support the needs of the business community. 4.3.1. Continue to partner with the Mount Prospect Chamber of Commerce, the Downtown Merchants Association, and Mount Prospect Public Library to provide resources which support the needs of local businesses. Implementation Strategy 6-16 CHAPTER 6: ECONOMIC VITALITY 72 chapter 7o* gir:owth, preservation & opportunifies This chapter aims to achieve a vision for future growth in the community through the built environment. Together with the strategies in the Implementation Chapter, the Future Growth and Opportunities Map and the Future Land Use (FLU) Plan provide direction for where and how the community can accommodate growth and change in the future. The Future Growth and Opportunities Map provides the framework for the key improvement recommendations that address the top opportunities and challenges identified through the community engagement process. The FLU Plan consists of the land use category descriptions and accompanying Future Land Use Map. The map takes into account existing land uses and provides a guide for future growth over the next 15-20 years in coordination with transportation and infrastructure decisions, and community amenity and service needs. The map includes the municipal service area of the Village of Mount Prospect and adjacent unincorporated Cook County parcels - within the 1.5 mile planning area of the Village. 73 Future Growth and Opportunities Map LOCATION OF FUTURE GROWTH AREAS (in addition to existing office, commercial and industiral uses): Potential Neighborhood Centers- Areas with opportunities to provide a mix of retail, restaurants, daycare, professional, service, or other commercial uses, as well as high density residential uses. Downtown area- Opportunities include providing pedestrian bridges across the Metra tracks, adding a splash pad, designating a farm stand or food truck location, location for community art and/or a theater, and a place to hold community/neighborhood events within the downtown. KEY OPPORTUNITIES (All the locations on the map are "potential" locations and are based on input received from the community engagement process.): wm Public transportation connections- Corridors along which public transportation could be expanded to improve access within the Village. Trail connections- Corridors which could provide pedestrian and bicycle access to nearby green spaces and/or regional trails. Bike Routes- Bicycle trail connections within the Village to surrounding regional connections. Pedestrian & corridor improvements- Corridors where pedestrian infrastructure improvements are needed to improve safety. Intersection crossing improvements- Intersections identified where crossing improvements are needed to increase safety for pedestrians. Community garden- Locations identified for community gardens to grow food. SIE Third place opportunity- Locations identified for community gathering spaces, beyond the home and place of employment. Community/neighborhood events- Alternate locations for community events other than Downtown. { Farm Stand or Food Truck location- Locations to improve access to fresh produce or food trucks. Pedestrian Bridge- Locations for pedestrian bridges to improve safety. ^ Future Parks- Locations of future parks, including current parks to be preserved and opportunity for more dog friendly parks. Potential Gateway Signage- Locations for future signage to orient and welcome people to the Village. Art/theater- Locations for community art spaces and/our performance theater. 14 Wayfi nding/Di rectory Signage- Areas where directional signage could be improved and directory signage can be added to better promote existing businesses. Splash pad- Locations for a children's play area with water features. Example ofa Splmh Pad , I II l i I,;i', f j i,ii,,n i i i.. Il 11 Ii In 1 1 1 I ii ,nein ,, i u, i i ii u i i jinnIn„I I I I I I I I in n^^,mini -I iu i u i i i i u I I i u i I IIaI VIII CHAPTER %: FUTURE GROWTH AND IMPLEMENTATION 74 Future Land use Flan The Future Land Use Plan establishes long-term targets for development in the Village, which are consistent with the community's vision for the future. It is specific enough to guide day-to-day development decisions, infrastructure improvements, and public and private investment, yet flexible enough to allow for modification and continuous refinement. The Future Land Use Plan contains four primary use types: 1. Residential uses; 2. Business and light industrial uses; 3. Commercial, industrial, and mixed-use developments; and 4. Community facilities, parks, and open space. Each of the land use categories under these four primary use types are consistent with previous Village plans and ordinances, with a few new categoriesthat create flexibilityto accommodate growth in the community. Together, the Future Growth and Opportunities Map and the FLU Plan ensure that Mount Prospect is an exemplary, livable, resilient, and socially vibrant community in the region. ILII h e l l IIIjfI I I j I II IIIII,IIIIIII I I I I I I I I j I , I I.IIj II I I I I I I I I I I I I I I I,<<<, I I I I III I, I I I I I I l l l l i I I l I I II I I i I II I I I U I I I I II Il I I I i I l l l j l l I l`III I I I I I I SI CHAPTER 7: FUTURE GROWTH AND IMPLEMENTATION 76 Land Use Categories LRESIDENTIAL USES Mount Prospect is predominantly a residential suburban community. The Future Land Use Plan aims at strengthening the existing residential areas while also making way for new residential developments compatible with the surrounding neighborhood. Single Family Use Primary uses: Single-family detached and attached residential uses, and townhome developments with densities as defined in the zoning ordinance. Secondary uses: Compatible uses such as parks, recreational facilities, community gardens, schools, places of worship, and other community amenities. Key characteristics: Provides low density single-family neighborhoods that are well served by community amenities like parks and recreational facilities, and have a connected sidewalk network, bike and trail connections and other infrastructure that promotes walkability. Townhome developments are encouraged to provide a transition of uses and densities between single family neighborhoods and higher density areas such as multi -family developments and commercial uses. Developments are sufficiently screened and buffered from other uses, of high quality, and compatible to the surroundings. Example of a single family home Primary uses: Multi -family Key characteristics: developments including senior Provides low to high density multi -family housing with appropriate densities developments including apartment buildings as defined in the zoning ordinance. and condominium complexes. Developments are compatible with surrounding uses, provide Secondary uses: Townhomes a transition between low density residential and and compatible uses such as non-residential uses, and are sufficiently screened parks, recreational facilities, and buffered. The site and streetscape design of community gardens, schools, the developments enhance the character of the places of worship, and neighborhood, and support walkability and access convenience commercial/service to recreation and community amenities. They uses that serve larger multi -family may also include service uses such as gyms, dry developments such as gyms and cleaners, and coffee shops, to support the high vrtt;p� dry �cleaners. density residential uses. Example ofa multi -family building 'UNI � �illrA�lliliil�r �lllli_��Ilil, 1111, 1111 51I',-1111 Iii .'.Ill. i. IIIIIIIIIIIIilli I IIII i IIII I.I'. 1111111111 1111 11h 11 111 1, 1111, 1111111111 ,111 118111111 111 11111111111111111111, 1111WI11,11IIIIllil C llilJ'l 1111,11111 1111 Mount Y"aAltlyNmeB 77 . , .11,, 11 2. BUSINESS AND LIGHT INDUSTRIAL USES This land use category defines the character of business office and light industrial uses in the Village. It builds on and promotes the existing character of the Kensington Business Center, while also supporting a walkable and vibrant pedestrian environment in these areas. The walkable environment is intended to support an active lifestyle for employees, while the mix of secondary uses is intended to improve access to services and amenities that foster a sense of place. Primary uses: Corporate office, research, light industrial, manufacturing, and warehousing uses that do not create an appreciable nuisance or hazard. Secondary uses: Entertainment and recreational uses, health services, training facilities, civic uses, food and beverage establishments, community amenities, as well as plazas, squares, and recreational trails. CHAPTER 7: FUTURE GROWTH AND IMPLEMENTATION Key characteristics: • Promotes a diverse mix of uses to meet the changing needs of existing businesses, entrepreneurs, and future employment opportunities, including co -working spaces. • Provides for the adaptive reuse of older industrial buildings and sites. • Encourages an active lifestyle for employees by providing a mixof recreational facilities within the area. • Promotes larger sites to accommodate large-scale employment facilities. • Encourages large sites to incorporate pedestrian amenities, plazas and landscape features that improve the support the pedestrian environment. • Buildings face the street frontage, are consistent with the quality and character of the area, and aim to achieve green building performance standards. Sites should include sustainability best practices for stormwater management, native plantings, and site design. • Includes streetscape that encourages walkability, is accessible for all users, and provides safe connections through parking lots, to adjacent uses, bus stops, trails and recreational resources in the area. • Provides drop-off/pick-up areas for ride -share services, electric vehicle charging stations, car or van pool parking, car share parking, bicycle share parking, and bicycle infrastructure. • Vehicular site access is well-defined and convenient while minimizing the impact on traffic congestion. • Provides adequate buffering of loading areas and transitions in building scale between uses and to adjacent residential neighborhoods. 78 (COMMERCIAL, INDUSTRIAL, AND MIXED-USE DEVELOPMENTS Mount Prospect benefits from a wide variety of commercial and industrial uses. Neighborhood shopping centers include business offices, and convenience and service retail that fulfill the daily commercial needs of residents. Corridor commercial centers serve both local and regional commercial needs. Besides the many business/light industrial uses in the Village, there are a number of heavy industrial and manufacturing uses as well. The land use categories in this section help further define the character of these different existing uses, while accommodating change and growth in the future, and preserving the residential character of the neighborhoods. "Although commercial strips are not going to disappear anytime soon, it's becoming increasingly clear that this form of retail is for the lost century," says Ed McMahon, senior resident fellow at the Urban Land Institute. "The future belongs to town centers, main streets and mixed use development." r Planning Magazine,April'Flipping r. Randall A. Primary uses: Large format retail, Corridor commercial uses include developments on predominantly large sites restaurants, and other commercial with large scale multi -tenant or stand alone type commercial uses that may uses, including all auto oriented also have outlots, and auto -oriented commercial uses such as gas stations or uses. drive-through establishments. These areas may also accommodate high density residential uses in certain circumstances. Secondary uses: Medical, entertainment, hotel, and office uses, high-density residential, as well as plazas, squares, parks, and other gathering spaces. Key characteristics: • Provides a mix of uses that serve the needs of residents, as well as attracts visitors from the region. • Encourages infill and redevelopment opportunities to provide a broader mix of uses. Also encourages lot consolidation as needed to provide development - ready sites. • Encourages walkability through well -integrated pedestrian infrastructure that is accessible for all users and provides safe connections through parking lots and to adjacent uses. • Accommodates the use of alternate modes of transportation. This includes ensuring that sites have the ability to be readily served by public transportation for uses along or proximate to public transit routes, drop-off/ pick-up areas for ride -share services, electric vehicle charging stations, and bicycle infrastructure. • Typically located in high visibility areas along major corridors, vehicular site access should be well-defined and convenient, minimizing the impact on surrounding roadways. The buildings should face the street frontage, be consistent with the quality and character of the area, and aim to achieve green building performance standards. • Encourages appropriate screening of buildings, parking areas and driveways with landscaping when abutting existing residential neighborhoods and also provides a transition in massing and height of the buildings. • Minimizes impervious surfaces via site design, and includes best practices for stormwater management, native plantings, and site sustainability. 'U� I# f �➢,h(49�4�11 I r I I I I I I I I I I I I U I I I I I I Inc 11111111111111111111. 1 11 11111111111111111 111111 111 II1lllu t I I I I I I n u � u nl I I I I I I I I III 11111111 111111111 J I I I I I In 111 1 J I I I I I I I I I n I I I II I I I I I I I I I I II II I I I I I I u I I IC 11 u I I I I I I I I u I I I I I I I I I i I I J 111 1 1 II 1III 71) �[jhI'l, Primary uses: A mix of business offices, small-scale retail, restaurants, daycares, professional, service, and other commercial uses. Secondary uses: Townhomes and low to medium density residential uses, senior housing, health services, community amenities, as well as plazas, squares, pocket parks, and other community gathering spaces. Euclid Crossing in Mount Prospect CHAPTER 7: FUTURE GROWTH AND IMPLEMENTATION Neighborhood center uses are relatively smaller sites that include a mix of business office, retail, and commercial service uses that benefit from being adjacent to neighborhoods, and help provide residents convenient access to uses and services. It may also include townhomes and low to medium density multi -family residential uses as part of a larger development. The goal of this use is to provide a better transition to surrounding single-family residential uses and also provide opportunities for future growth. Besides the mix of primary and secondary uses, neighborhood centers add to the quality of life of residents by promoting access to health and social services, arts and cultural centers, recreational opportunities, spaces for public and private events, and third places. Key characteristics: • Provides opportunities to expand single use developments to provide a broader mix of commercial, office, and residential uses over time. • Encourages residential uses that provide a variety of unit types, price ranges, and ownership and rental options, to enable residents to live closer to community amenities and services, and also provide an opportunity to create live -work environments (ground floor office with upper story residential use). • Includes a horizontal and/or vertical mix of commercial, office, residential and other compatible uses and services, and encourages infill and redevelopment opportunities to promote a broader mix of uses. For developments that have a vertical mix of uses that include multi -family units, the first floor should include the primary uses, with the residential uses on the floors above. • Encourages pedestrian, bicycle, and vehicular access; is consistent with the high quality streetscape and character of the community; and aims to achieve green building and site performance standards. • Includes streetscape that encourages walkability and provides safe connections to adjacent uses, outdoor cafes and dining areas, plazas, parks, community amenities, and other community gathering spaces, and is at a scale that relates to the pedestrian environment. • Provides accommodations to encourage the use of alternate modes of transportation overtime. This includes the abilityto be readilyserved by public transportation for uses along or proximate to public transit routes, drop-off/ pick-up areas for ride -share services, electric vehicle charging stations, and bicycle infrastructure. • Encourages appropriate screening of buildings, parking areas, and driveways with landscaping along adjacent residential neighborhoods and also providing transitions in massing and height of the buildings. • Site design minimizes impervious surfaces and includes best practices for stormwater management, native plantings, and site sustainability. 80 pfftffimi'. Primary uses: A diverse mix of This land use category supports the development of a vibrant downtown through uses including retail, specialty a viable mix of uses, and accommodates future growth in the community while shops, restaurants, bars, preserving the character of single family residential neighborhoods. Besides the coffee shops, business/office, mix of primary and secondary uses, provision of public gathering spaces like professional, service, cultural, arts Village Green and use of parking lots during off-peak hours in the downtown and entertainment, and civic uses area is important to provide opportunities for community events like festivals, characteristic of a downtown area.,parades, cultural events, and farmers markets. Secondary uses: Townhomes, Key characteristics: medium to high density Encourages the provision of high-density residential uses that include a multifamily residential uses, variety of unit types, price ranges, and ownership and rental options. This is to health services, community provide a range of housing options for residents who choose to live in a transit amenities, as well as plazas' supportive environment, with convenient access to community amenities and squares, pocket parks, recreational services and to also provide an opportunity to create live -work environments (ground floor office with upper story residential use). uses, community gathering spaces, Encourages preservation of buildings with historic significance and existing and parking to support transit low-density single-family usesthat are alongthe edge of the downtown mixed - ridership and community events use boundary. Provides appropriate buffering and transitions in building scale to these uses. • Encourages primary building entrances to be pedestrian -oriented with separate convenient access to vehicular parking and loading areas. • Encourages streetscape that is consistent with the downtown area and provides safe connections to adjacent uses, outdoor cafes and dining areas, plazas, parks, and other community gathering spaces. • Provides accommodations to encourage the use of alternate modes of transportation by providing access to the Metra train station and bus stop locations, providing drop-off/pick-up areas at larger sites for ride -share services, electric vehicle charging stations, and bicycle infrastructure. • Provides appropriate screening between the downtown area and neighboring low-density single family uses including a transition in massing and building height. t iui u i a ilii r i i i� u lullllu ill iu I I i � ,�HiJIni i I IJIJIi i ,.Ji, ��wi 1, 1 i,,i 1 1 , ;iiia J':iuiiui u i dVw�a mr Nr�+��n 'or, 0' �/o/ol�,o�000v��o�,/001��/�001/00�o,�///, ///��OX// fixed Us+e District u 10, '#� 10, a, le 10, 'r"r "Ow�' /"'0' Primary uses: Commercial, heavy This land use category helps define the character and mix of uses in the non- industrial, manufacturing, office, residential areas south of Dempster Street. It accommodates a mix of uses that research, solid waste handling, promotes a more cohesive environment to meet the changing needs of existing warehousing uses, and uses that and future uses in this area. It promotes corridor and streetscape improvements, benefit from the proximity to the provision of additional open space and access to recreation, and development 1-90 tollway. opportunities for tollway frontage properties. Secondary uses: Recreational Key characteristics: uses, health services, hotel, civic • Encourages the adaptive reuse of older buildings and sites. uses, restaurants, and screened • Encourages larger sites to allow for large-scale employment facilities, with outdoor storage. lot consolidation in areas that would benefit from redevelopment. Also encourages incorporation of pedestrian amenities, plazas and landscape features that improve the support the pedestrian environment. • Encourages a mix of recreational facilities/areas to provide access to recreation for neighboring multi -family residential uses, as well as promotes an active lifestyle for workers in this area. • Encourages buildings to face the street frontage, be consistent with the quality and character of the area, aims to achieve green building performance standards, and includes sustainability best practices for stormwater management, native plantings, and site design. • Provides adequate buffering of loading areas and transitions in building scale between adjacent uses. • Promotes well-defined and convenient vehicular site access while minimizing the impact on traffic congestion. • Encourages the provision of drop-off/pick-up areas for ride -share services, electric vehicle charging stations, car or van pool parking, car share parking, bicycle share parking, and bicycle infrastructure such as bicycle racks. • Promotes walkability by including streetscape that is accessible for all users and provides safe connections through parking lots, to adjacent uses, bus stops, recreational amenities and neighborhood centers that are within walking distance. • Promotes a cohesive corridor character through consistent signage design and placement. Example of an office buldin CHAPTER %: FUTURE GROWTH AND IMPLEMENTATION 92 4. COMMUNITY FACILITIES, PARKS, AND OPEN SPACE All the community resource opportunities in the Village like schools; parks, civic facilities and utilities are included in this group of land uses. Promoting convenient access to them is important to promote walkability and an active lifestyle in the community. Primary uses: Institutional uses including governmental, educational, and religious uses, and senior housing. Uses: Public parks, golf courses, swimming pools, community facilities, community gardens, and other open space uses or resources to serve the recreational needs of residents. Primary uses: Facilities such as electrical substations, water and wastewater facilities, utility right- of-ways, and other utility uses. Key characteristics: • Institutional uses generally include public, quasi -public, and private uses, such as governmental, educational, medical, religious, and university facilities. • Public and semipublic land areas, including public and private schools, municipal facilities and places of worship are distributed throughout the Village. Key characteristics: • Open space areas are intended to include all active and passive park lands, public recreation centers, and golf courses. Park and recreational areas can be found throughout the community. • The Open Space system consists of sites, facilities, and programs which perform several important functions. The most basic function isthe provision of recreational services to local residents. An effective system can also create opportunities for a wide range of leisure time experiences, help define and delineate neighborhood areas, and be an important visual feature in the community. An effective parks and recreation system is particularly important in a traditionally strong residential community like Mount Prospect. • Provides access to recreational resources including the Cook County Forest Preserve, regional trails, and golf courses. The Village contains numerous privately operated recreational facilities including an ice arena, swimming pools, tennis courts, and playgrounds which add to the recreational opportunities in the Villages. Key characteristics: • All utility uses should be adequately screened and integrated into the surrounding uses. • Right-of-ways for power lines should be well maintained and be used for recreational connections to trails in the community. IIIII I .IIij J:,'' JI I iiJJ,,',11JI j I i 1 ,IjIIj JI I I I d'.III 1 I j jr.IliIIII I I i i i I I II 1 j'IIII - I J I I it I 1I j j Ji Ji Ji IJrIj j I j 1 jj i I i i I J i Ijj PA iil11 Ino YY' 83 Future land Use Map4. 's eE ,, PROSPECT 4 HEIGHTS I .,r i p w flmo a ARLI NgTON HEIgHT9 IT r 0 V, C a miff m fi la f DES P L A I N E S f 1 Ff I M s FI' s' 4 Legend errud vrlerym or me,,,I P—p-1 MI ne.,„r.,y � vow P �IJr��.�Sf f-9eflcMbn pu,dG(—m.l<vJr vars I WCWIMS II.aImC9 4Ysers�� 1 , t Light III �l 1 I��'M'� �f�/ ! •�••�.�,�- � C, 'U rLom Here :l il6ghb. aurae C-t., D-111-11 Mw�9.u6e r �v 6 r mi m.0 rr c.d fl t ELK QR O V E J=1 Opsr ns ftcreenon 9 �grau, ara tweY VILLAGE eeo�nuN�ter dw��fl �x� ....,.,.. _. .� I 11 1, 1hill I i III IIII:IIIII 1 it CHAPTER 1: FUTURE GROWTH AND IMPLEMENTATION 84 CENTENNIAL FACTOID upw"�ter 890 Implementation The purpose of this chapter is to provide guidance to implement the Village of Mount Prospect's Comprehensive Plan. Implementation strategies have been provided to achieve the goals for the six guiding principles. Some strategies respond to multiple goals and guiding principles. These are noted as such under the strategy for easy reference. The strategies are grouped based on the recommended time frame for implementation as short term, long term, or ongoing, as defined below: Short term- To be acted upon within 5 years of the Plan adoption. Long term- To be acted upon within 5 to 10 years of the Plan adoption. Ongoing- To be acted upon during the life of the Plan. The responsible parties for implementation are also listed for each strategy: Lead- The lead department is identified to ensure that the strategy is acted upon. For some strategies, more than one department is listed with the intent that they will work as equal partners. Partners -A supporting department, organization, orgroup is also included thatwill supportthe implementation of the strategy. The implementation strategies are also marked as specific types based on the scope of the intended result and include an icon indicating how they were prioritized by the community. The strategy types include: Regulation- These strategies include improvements through regulations to help achieve the goals, and may also include revisions to the Village's Zoning Code. Program/Service- These strategies are in the form of programs or services that help fulfill different types of needs. They may be in partnership with other organizations. Project/Infrastructure Improvement- These strategies relate to specific projects or infrastructure improvementsto achievethe goals and vision forthe community. They may result in physical improvements or recommendations for improvements. Promotion- These strategies involve promotion of different programs or services in the community. Coordination- Some strategies require coordination with other jurisdictions and agencies to be effective. For example, completion of the sidewalk gaps in the community will involve ongoing coordination with Cook County for County owned roads in the Village. Community Priority: Residents were given an opportunity to weight in on the implementation strategies, by means of an online survey. There were 373 responses received that prioritized the strategies as high, medium, or low priority. Strategies that were 'ongoing' or already part of Village Department goals were not included in the survey. Based on a range of the weighted average for the survey results, the strategies are indicate if they are - High Priority, Medium Priority, or Low Priority 85 . Strategies to support a livable built environment The strategies in this section help support a balanced mix of land uses and growth in the community, infrastructure improvementsto support future growth, expand opportunities for mixed-use developments in neighborhood centers, improve walkability and community health, and encourage property maintenance and streetscape improvements to enhance the community character. Specific strategies also help build a sense of place and community through the creation of additional third places, expansion of programs and services, and promotion of all that Mount Prospect has to offer. IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY Short Term _ SEnsure that the Village's ZoningCode is consistent with the Future I LeadCommunity Regulation Land Use Map to sustainably accommodate future growth, support Development walkability, an active lifestyle, local food production, and enhance the character of the community. Responds to Goals 1 & 3, and also Goal 1 in 2 in and 5 in �. �... _.. 2. Create a program or process that encourages property maintenance _ ... ..., Lead: Community Program/Service of multi -family housing developments to improve and strengthen the Development character of the community. Responds to Goal 5. ....... 3. Conduct a study for South Mount Prospect to promote inclusive growth Lead: Community 1 Project/ while comprehensively addressing land use, economic development, Development, Village Infrastructure housing, streetscape and character, transportation, infrastructure and Departments Improvement services, recreation and walkability improvements. Partner: Pace, IDOT, Cook Responds to Goals 1, 5 & 7, and also Goal 1 & 3 in ', 2 & 3 in `j; 4 in County, Des Plaines and 1 in .... ...... ... ,. 4. Create an inclusive sense of place in the Village by identifying locations Lead: Community Project/ for additional Third Places, plazas, and community gathering spaces, Development, Human Services, Infrastructure arts and cultural programs, community events, art installations, and Communications Improvement historical markers. Pursue grants and other funding opportunities to Partner: Commissions, Mount implement them. Prospect Historical Society Responds to Goals 1 & 6, and also Goal 2 in 5. Evaluate the water and sewer capacity, infrastructure needs, emergency Lead: Public Works, Project/ services, and fire prevention needs for the newly annexed areas and Fire, Police, Community Infrastructure areas of future growth, so that they can be adequately served. Development Improvement Responds to Goal 7, and also Goal 4 in .. . ... m ®............... 6. Strengthen the identity and character of Mount Prospect through Lead: Community Project/ streetscape and signage improvements. Create a way -finding and Development, Public Works, Infrastructure directory signage plan for areas highlighted on the Future Growth Village Manager's Office Improvement and Opportunities Map (Pages 73 and 74) to improve access to andALL Low Priority promote existing businesses. Improve and expand the gateway signage, banner, and streetscape program to all major corridors to strengthen the identity and character of the whole Village. Responds to Goal 5, and also Goal 3 in 10. 7. Analyze annexation opportunities to strengthen the Village's tax base. Lead. Village Manager's Office,J Project/ Responds to Goal 4. Community Development, Infrastructure Village Departments Improvement CHAPTER 8: IMPLEMENTATION 86 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE &PRIORITY 8. Promote the Village as a vibrant place to live, work, and visit to attract Lead: Village Manager's Office, Promotion new residents and visitors, and further stimulate commercial activity. Community Development Responds to Goal 1, and also Goal 3 in #. 9. Evaluate changes to the development code to remove barriers to infill Lead: Community Regulation and redevelopment opportunities and develop parameters for the Development 21 Medium Priority adaptive reuse of older buildings, such they are consistent with the character of the surroundings. Responds to Goals 1, 3 & 5. 10. Evaluate changes to the development code, development review Lead: Community Regulation process and permitting process to ensure that Mount Prospect is a Development High Priority development friendly community, 11. Align the Village's Capital Improvement Program to ensure that key infill Lead: Public Works Project/ and redevelopment sites are adequately served by Village services and Infrastructure infrastructure to support future growth. Improvement Responds to Goal 1. 12. Evaluate improvements to key development sites in terms of lot Lead: Community Project/ consolidation and other development incentives to ensure that they are Development Infrastructure development ready and promote them as such. Improvement Responds to Goals 1, 2, 3 & 5, and also Goal 3 in Long Term 13. Coordinate with service providers to study the feasibility of placing Lead: Public Works Project/ telecommunication and electric utility infrastructure underground Partner: Service providers Infrastructure to improve resilience such as from power outages due to fallen trees Improvement, during storms. Coordination Responds to Goal 7, and also Goal 4 in Vi no Medium Priority 14. Study the feasibility of providing wifi hot -spots downtown and at Lead: Information Technology Project/ community centers to support the use of technology. Partner: Service providers Infrastructure Imp. Responds to Goal 7. 6-1 AL Medium Priority 15. Evaluate opportunities to provide businesses the option of requesting Lead, Public Works, Program/Service, street furniture, such as trash cans, benches, and bike racks, when Community Development Project/ needed to improve the streetscape and pedestrian environment. Infrastructure Imp. Responds to Goal 5. Low Priority 16. Evaluate regulating short term rentals such as AirBNB to maintain the Lead: Community Regulation neighborhood character and welfare of community residents. Development Responds to Goal 5. Ongoing 17. Continue to support the development of infill projects to improve Lead: Community Project/ investment and growth in the Village. Development Infrastructure Responds to Goals 1, 2 & 3. Improvement, Promotion 18. Continue to promote property maintenance and other regulations that Lead: Community Regulation, impact community character. Development Promotion Responds to Goal 5. 19. Continue to promote cost effective housing rehabilitation programs that Lead: Human Services, Program/Service, assist seniors and disabled residents. Community Development Promotion Responds to Goal 3. 1 1 m."m,m:,"ov",mmm.m.m.mo"mommmmmwmnmm"mmm.:..m..".m:.mm.mm,mmm..m",.."m"...^..nmxm, T311,o ~~pumpea 87 IMPLEMENTATION STRATEGIES 20. Continue promoting available resources and services that improve the quality of life of residents. This includes resources for home owners, renters, and multi -family property owners, that include information on grants/funds for energy efficiency improvements, fair housing, affordability, Crime Prevention Through Environmental Design (CPTED) guidelines, senior services, family friendly amenities, schools, and community facilities. Responds to Goals 3 & 5, and also Goals 2 & 4 in 4 in # and 2 in 21. Improve access to neighborhood recreational facilities by continuing to seek joint use agreements with public and private organizations to make efficient use of existing facilities. Responds to Goals 4 & 6, and also Goal 1 in $0, 2 in 1 in and 2 in 22. Continue to participate in the Northwest Suburban Housing Collaborative's initiatives to develop regional solutions to address short and long term housing needs of the Village. Responds to Goals 3 & 4. RESPONSIBILITY Lead: Human Services, Community Development Lead: Community Development Partner: School Districts, Park Districts Lead: Community Development Partner: Northwest Suburban Housing Collaborative TYPE & PRIORITY Program/Service, Promotion Coordination Coordination CHAPTER 8: IMPLEMENTATION 88 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY SShort Term _ --- --------------- � � ... . . . . . . ...... 1. Improve resident access to services, community events, and ..... A � � Lead: Village Manager's Office, _, w... ... Program/Service, employment centers by exploring shuttle -bus services as needed. Human Services, Community Coordination Responds to Goals 2 & 5, and also Goal in ,and 3 in Development " " Low Priority Partner: Business community ,. _. 2. Complete sidewalk accessibility improvements at all intersections to Lead: Public Works Project/ provide a safe passage for all users. Infrastructure Responds to Goal 2. _ ........ ..... , .. ,., ... Improvement 3. Identify traffic congestion management solutions to improve the flow Lead: Public Works, Police Project/ of vehicles. Infrastructure Imp Responds to Goal 1. Hig �t h Priority 4. Pursue Access Management Plans for downtown, neighborhood, and Lead: Community Development Project/ commercial centers to ensure safe vehicular, pedestrian, and bicycle Infrastructure access. Improvement Responds to Goal 1. 5. Accommodate changes in vehicular technology by encouraging Lead: Community Development .. Regulation, infrastructure such as charging stations for electric vehicles in the Partner: Development Promotion downtown area, neighborhood centers, and at major commercial community developments. Responds to Goal 4. 6. Promote RTA's public transportation trip planner application to Lead: Public Works, Program/Service, encourage the use of available transportation services. Community Development Promotion Responds to Goo15. Partner: Pace 7. Provide pedestrian walk -signal countdowns where feasible to Lead: Public Works Project/ improve pedestrian safety at intersections. Partner: IDOT, Cook County Infrastructure Imp. Responds to Goal 1. r High Priority 8. Encourage transit ridership by improving access to the Metra Lead: Community Project/ Stations, improving crossing safety, defining ride -share drop-off Development, Public Works, Infrastructure locations, and providing additional parking for Metra users. Police Improvement Responds to Goals 1, 2 & 3. Partner: RTA, Metra Low Priority 9. Improve access for pedestrians and emergency vehicles downtown Lead: Community Development, Project/Infrastructure by evaluating the feasibility of additional at -grade crossings across Public Works, Police Improvement the railway tracks. Partner: RTA, Metra 2 Medium Priority Responds to Goals 2 & 3, and also Goal 1 in w,,, ,,,, ,,,,,,,, _ - _. ®...®...... ... ® ®... 10. Conduct a public transit study to improve connectivity and Lead: Community Development Project/Infrastructure transportation service in the Village. Partner: Pace Imp. Responds to Goals 1 & 3, and also Goal 1 in Low Priority, 19%tiw�aieP G�r'u ^,'pae"eP 89 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY 11. Continue to identify future right-of-way utilization areas for roadway Lead: Public Works Project/Infrastructu improvements to accommodate pedestrian, ride share, and public their mobility. Improvement transportation opportunities. Partner: Pace 18. Implement modifications to improve traffic signal operation and Responds to Goal 2. ........., _ ........ ............. 12 Prioritize and implement the completion of bicycle network Lead: Public Works, Community Project/Infrastructu infrastructure to improve bicycle route connectivity in the Village and Development Improvement to regional networks. a High Priority Responds to Goals 1 & 3, and also Goal in 1 , 2 in f, and 1 in ....... ... ........ ................................................... ...................� „ .._,.,,..,, a,,,...... 13. Adopt a Complete Streets policy to ensure that the street network Lead: Community Development, Regulation is planned, designed, operated, and maintained to enable safe and Public Works convenient access for all users of the roadway, regardless of mode of transportation, age or abilities. Responds to Goals 1 & 3. j 14. Establish and promote safe routes around schools and parks to Lead: Human Services, Police Program/ encourage walking and biking, and decrease traffic congestion Partner: School Districts Service, Project/ around these facilities during peak hours. Encourage the use of traffic Infrastructure calming techniques like crossing islands and crossing flags to further Improvement, assist pedestrians to safely cross streets. Promotion Responds to Goals 1, 4 & 5. fit High Priority 15. Prioritize and implement the completion of gaps in the sidewalk Lead: Public Works Project/ network to provide safe pedestrian access throughout the Village. Partner: IDOT, Cook County Infrastructure Imp., Responds to Goals 1 & 2, and also Goal 6 in 1 , 1 in and 1 in a Coordination High Priority 16. Update the development review process to include review of bicycle Lead: Community Development,. Regulation and pedestrian infrastructure, and traffic studies as needed to Public Works ensure that developments are safely and well connected to existing networks. Responds to Goal 2. 17. Expand educational programs for seniors to include use of Lead: Human Services, technology for transportation services such as ride shares to improve Community Development their mobility. Partner: Pace, Metra Responds to Goals 3 & 5, and also Goal 3 in and 1 in �. Partner: Pace 18. Implement modifications to improve traffic signal operation and Lead: Public Works intersection efficiency to improve the flow of traffic throughout the I Development, Public Works Village. Responds to Goal 1. Partner: Pace 19. Investigate the feasibility of providing a free bus service along Lead: Public Works, dedicated routes to encourage ridership and support businesses. Community Development, Responds to Goal 1. Finance Partner: Pace 20. Prioritize and implement amenities and improvements at bus Lead: Community stop locations, including shelters, benches, lighting, and real-time I Development, Public Works information boards, to encourage ridership and improve safety and Partner: Pace convenience. Responds to Goal 1, and also Goal 1 in w. Program/Service Project/ Infrastructure Imp. 2 High Priority Program/Service, Promotion Project/ Infrastructure Improvement pw*fig Low Priority CHAPTER 8: IMPLEMENTATION 90 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY 21. Improve pedestrian access across the railway tracks by pursuing Lead: Public Works the construction of a pedestrian bridge between Melas Park and Meadows Park, and the feasibility of additional grade -separated crossings in the downtown area. Responds to Goal 2. Project/ Infrastructure Improvement A High Priority 22. Identify bike share opportunities to major employment and Lead: Community Development Program/Service, commercial centers to provide an alternate mode of transportation Partner: Local businesses Low Priority and reduce traffic congestion. Responds to Goal 3. ._,...,,., ............... 23. Improve public transportation options to O'Hare Airport by exploring Lead: Community Development Program/Service, opportunities to connect to the Pace Pulse Dempster Route at Des Partner: RTA, Pace Coordination Plaines Metra Station. Responds to Goal 1. Medium Priority 24. Encourage employers to support public transit ridership, transit demand management strategies, rideshare, and bikeshare programs. Responds to Goal 5, and also Goal 1 in ,& 25. Continue to provide educational materials to promote biking, safety, transit service, and walkability to encourage the use of alternate modes of transportation and reduce traffic congestion. Responds to Goals 3 & 5, and also Goal 3 in and 1 in 26. Continue to implement the Bicycle Plan and bike route signage program to provide a safe environment for biking in the Village. Responds to Goal 3. Lead: Community Development Program/Service, Partner: Chamber of Coordination Commerce, Downtown Merchants Association Lead: Community Development I Promotion Lead: Public Works 27. Continue to ensure that Village vehicles perform efficiently to reduce Lead: Public Works fuel consumption and pollution. Responds to Goal 4. 28. Continue to implement pilot projects to reduce speeding and cut- Lead: Public Works, through traffic, and improve pedestrian safety. Community Development Responds to Goal 1. ®.... ..... .......e... 29. Continue to identify locations for additional bicycle parking asLead: Public Works needed. Responds to Goal 3. Project/ Infrastructure Improvement _ ............. Program/Service Program/Service Project/Infrastructu Improvement Mount Prospect �,.� "- ,1 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY IJf 1. dnt�/exp7d youth programs 5 to mclude mentoring. Identify/expand Lead: Human Services Program/Service RespodstoOW! 2. Pursue access to the Health/Housing connection program through Lead: Community Program/Service, the Northwest Suburban Housing Collaborative (NWSHC) for home Development Promotion, modifications of seniors in the community to enable them to safely Coordination age in place via a safe physical environment at home. Responds to Goals 1 & 3, and also Goal 3 in i . ......................... . . . . . . . . .. 3. Explore opportunities to address diversity and inclusiveness in Lead: Human Services, Program/Service the community and continue to find ways to better serve and Community Development, communicate with the community's diverse population. Police, Responds to Goals 2 & 5, and also Goal 4 in 4. Identify historically significant buildings in the community and Lead: Community Program/Service promote their preservation. Responds to Goal 4. Development(a) Am Medium Priority 5. Conduct a needs analysis study to evaluate the need for more space Lead: Human Services Project/infrastructure to expand programs at the Community Connections Center. Improvement Responds to Goal 3. 6. Expand and promote the Emergency Financial Assistance Program Lead: Human Services Program/Service, that provides qualifying residents with rental and utilities assistance, Promotion medications, and even summer pool passes. Pursue increasing the funds that support the program through grants and donations. Responds to Goal 3 in (11. . ... .......... .............. . .. . .......... .......... .... ... . . .... ..... ..... ....... 7. Conduct or promote educational programs for first time home Lead: Community Promotion buyers. Responds to Goal 1. Development, Human Services 8. Support the organization of neighborhood events by creating Lead: Community Program/Service programs that can be repeated, provide equipment that can be Development, Village rented/borrowed for use, easy permit process, etc. Manager's Office Responds to Goal 4, and also Goal 1 in I . ..................... ..... .................. 9. Encourage developers to apply for HOME funds through Cook Lead: Community Promotion County for proposed developments that qualify based on HOME Development, Human qualifications. Responds to Goal 3, and also Goals 1 & 3 in i Services ....... .......................... ..................................... 10. Continue to attract sales tax producing businesses to reduce the ---, ... . ............... . ..................... Lead: Community Program/Service Village's reliance on property taxes. Responds to Goal 1. Development, Finance U)"'NAMEMUMIMM 11111111M 11. Organize programs to install art in the community similar to the Lead: Village Manager's Program/Service, painting of fire hydrants during the centennial celebrations. Office Promotion Responds to Goal 4. Low Priority CHAPTER 8: IMPLEMENTATION 92 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY list =11011 law 12. Through the Community Development Block Grant Program (CDBG): Lead: Community Program/Service, a. Continue to fund Public Services that address Homelessness and Development, Human Promotion a Continuum of Care and provide existing supportive services to Services residents with special needs. b. Continue to fund Rehab Programs that maintain/improve our existing housing stock, improve housing with supportive services, and improve public facilities that provide supportive services. c. Continue to fund Public Improvements like Sidewalk improvements, Public Parkway Tree replacement, and other Infrastructure improvements. Responds to Goals 1 & 3. 13. Continue to partner with and support programming opportunities for Lead: Village Departments Program/Service, all Mount Prospect residents. Partner: Local businesses, Coordination Responds to Goal 4, and also Goal in and 2 & 4 in Chamber, DMA 14. Continue to identify and support home improvement programs to Lead: Community Program/Service, expand accessibility. Development, Human Promotion Responds to Goal 1, and also Goal in 1 . Services 15 Continue to provide early intervention programs and services. I Lead: Human Services, Program/Service Responds to Goals 1 & 3. Police, Fire ,,. e.......... ,. _ ..., , , ._ s....................................4 16. Continue to provide crisis response service and a continuum of Lead: Human Services, ,,,,, ,,, ,,..,,. .. Program/Service services for residents affected by a crisis. Police, Fire Responds to Goal 3. .......... Partner: Relevant agencies - 17. Continue to provide outreach and promote resources available for Lead: Human Services Program/Service, homelessness. Partner: Northwest Promotion Responds to Goal 1. Compass, Journeys: The Road Home 16IjA1V9� Mow I PemtlP0# A 93 IMPLEMENTATION STRATEGIES RESPONSIBILITY 110 Inign lig TYPE & PRIORITY 1. Promote existing mobile clinic services to improve access to I Lead: Human Services I Promotion M7 residents. Responds to Goal 3. 2. Provide and promote intergenerational services/events. I Lead: Human Services Program/Service, Responds to Goal 3. Promotion 3. Conduct programs on healthy eating habits, such as nutrition and Lead: Human Services, Program/Service, cooking classes at different locations in the community including Community Development Promotion special programs for children. Development I j Responds to Goal 2. Partner: School Districts, Park Districts 4. Evaluate the feasibility of locating a grocery store or farm-stand Lead: Community Program/Service, downtown, food trucks at events, etc. Development Coordination Responds to Goal 2. Partner: Chamber, DMA High Priority ., ....... 5. Identify locations for new community gardens, farm stands, Lead: Community Program/Service, farmers markets, and opportunities for Community Supported Development Coordination Agriculture (CSR's). Partner: Park Districts, Schools, � Medium Priority Responds to Goal 2. Districts, Places of Worship 6. Monitor the changes in health indicators for Mount Prospect by Lead: Human Services, Program/Service the metrics outlined in WePlan202O. Responds to Goal 1. Community Development 7. Work with local organizations, schools, faith communities, Lead: Community . , Promotion, Coordination businesses, and the medical community to promote a healthy Development, Human Services lifestyle. Responds to Goal 1. Partner: Local organizations 8. Provide education on healthy food options, healthy choices, and Lead: Community Promotion active lifestyles. Responds to Goals 2 & 3. Development, Human Services .............................. 9. ., ., .. _, Create awareness on mental health issues and services _,.,-, Lead: Human Services Promotion Responds to Goal 3. 10. Establish neighborhood watches in residential areas, promote Lead: Police, Fire Program/Service, the use of technology for crime reporting, and continue to Partner: Resident groups, Promotion promote Crime Prevention Through Environmental Design neighborhood organizations, High Priority (CPTED) guidelines and public safety information to eliminate the home owners associations, environment for crime and improve the perception of safety. apartment rental companies. Responds to Goal 4. 11. Explore and invest in new technology such as drones to improve Lead: Fire, Police, Public Project/Infrastructure the quality of Village services provided. Works, Community Improvement Responds to Goal4. P Development PAU Low Priority ® Continue to pursue accreditation of Fire Department, Police ------� ....... Lead: Fire Program/Service i12. Department, and Public Works, and aim to achieve ISO-I rating for the Fire Department. Responds to Goal 4. 111111111111M11111111[11111n1iii1n11HIM1111111uu11n, CHAPTER B: IMPLEMENTATION 11 J11111 11 iM1111IIIIllllll1HIMI 1111111HI lrll 94 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY 13. Organize community events around ethnic foods. Lead: Community Program/Service, Responds to Goal 2, and also Goal in I$D. Development Promotion _ Medium Priority 14. Study the opportunities for co -location_ . of health and human Lead: Community Project/Infrastructure services with other uses in the community. Development, Human Services, Improvement Responds to Goal 3, and also Goal in fl). Police, Fire 15. Create community partnerships with groups, organizations that Lead: Human Services, Fire, Program/Service, show similar goals of medical, fire, and life safety issues. Police Coordination Responds to Goals 3 & 4, and also Goal 3 in �J. ... .........�., .,...... . _ _ 16. Increase volunteer opportunities for Village events and services. Lead: Village Manager's Program/Service, Responds to Goals 3 & 4, and also Goal in and 1 & 2 in ,%,k. Office, Human Services Promotion I Medium Priority 17. Evaluate the need to provide nursing/health services to respond Lead: Human Services Program/Service to the changing needs of residents. Responds to Goal 3. Lead: Human Services 18. Identify o s for locally produced groceries/food to be fy opportunities Lead: Human Services, Program/Service, distributed to residents in need. Community Development Coordination Responds to Goal 2. 19. Support educational programs for school aged children about Lead: Human Services, Program/Service, local food production by providing access to community gardens, Community Development Promotion bee keeping, etc. Partners: Community Responds to Goal 2. organizations, School Districts 20. Continue to provide mental health related services. Lead: Human Services Program/Service Responds to Goal 3. 21. Support the objectives of Cook County Department of Public Lead: Human Services Program/Service, Health's WePlan202O to improve health equity, reduce chronic Partner: Cook County Coordination disease, and support and enhance behavioral health. Department of Public Health Responds to Goal 1. 22. Continue and expand programs such as the Citizen Police 11 Lead: Police, Fire Program/Service, Academy, Coffee with the Cops, Fire Academies, and other Promotion programs to engage residents and build rapport. Responds to Goal 4. ............. „ 23. Continue to provide information, public education, and risk Lead: Fire Promotion reduction in the community. Responds to Goal 3, and also Goal 4 in d�"$�. 24. Continue to identify additional services and strategies to improve Lead: Fire Program/Service efficiency and effectiveness of emergence response, services and capabilities of the Village's Fire Department. Responds to Goal 4, and also Goal 4 in (. 2S. Continue to identify additional areas of shared response within Lead: Fir re, Police Program/Service the Village with other service providers. Responds to Goal 3, and also Goal 2 in and 4 in JIJiJ I I.i i Ir, l t I e I I I l Jt r-, fbfu, b',tt 1111 11,I I I I If II u I I I I I I I I I I I 11 1 1 I( I I I I[ I Ii[ I I I II I I I I I I I i Il I I u i I I I I I I I I I II I I II II I I i f I I I II 1 1 1 I I i I I, II I I i l I G I I I II i I i I I I I I n I ISI I I l I I (I I I I J I III 95 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY i�ioMilli Y 1. Conduct energy audits and recommissioning of all public buildings, Lead: Public Works, Project/Infrastructure implement energy efficiency improvements and track savings. Community Development, Improvement ..z....� Responds to Goal 1, and also Goal 7 in 1 . .......t....h.....e.......i..n.....s...t...a......l..l..a....t...i...o.....n........o.....f.....b.....u......i.l..d.....i..n.....g.......E.....n.....e.....r.g...y.......M........a....n...a.g....e...m....me_n_t__S....y...s..t..e..,m.s....a_.t.m. Village Manager's Office ,.L.ema_d Medium Priority Evaluate . Public Works Project/Infrastructure all Village facilities. Responds to Goal 1, and also Goal 7 in 1 . Improvement °Complete fM Medium Priority 3.... the Levee 37 project. Lead:... Public Works Project/InfrastructureResponds to Goal 4. ......... Improvement -- ..... 4. Establish a solid waste reduction program at all Village facilities. p g Lead: Village Manager's Program/Service Responds to Goal 1. Office, All Departments Am Medium Priority 5. Evaluate setting up a new service to collect household hazardous Lead: Public Works Program/Service waste and dispose of it. Responds to Goal 4. Partners: Republic Services I Medium Priority � 6. Connectp arks, greenways, and recreational facilities to the the Lead: Community Project/Infrastructure surroundings. Development, Public Works Improvement Responds to Goals 1 & 3. Partners: Park Districts, High Priority School Districts, ComEd 7. Partner with other service providers to further the common Lead: Community Program/Service, sustainability goals and address environmental issues. Development, Village Promotion, Coordination Responds to Goal 1. Manager's Office 8. Establish a Village Sustainability Committee to guide energy efficiency Lead: Community Program/Service, and conservation activities, educate the public, and demonstrate Development, Village Coordination leadership in sustainability. Responds to Goal 1. IM Manager's Office Medium Priority 9. Increase promotion of the preservation of natural resources, and anager's Lead7Human Promotion environmental programs. OfficServices, Responds to Goal 1. Publ Partners: MP Public Library 10. Convert Village street lights to LED or other energy efficient lighting. Lead: Public Works Project/Infrastructure Responds to Goal 1. Improvement .,........... .m _m.. - - ------ -- High Priority _ ... .....m.......... 11. Promote tree species diversity, use of native planting in landscaping, Lead: Public Works Promotion planting guidelines, preservation of waterways and pollution Partner: Park Districts, reduction methods, and tree preservation. Responds to Goals 1 & 3. School Districts CHAPTER S: IMPLEMENTATION 96 IMPLEMENTATION STRATEGIES RESPONSIBILITY 12. Develop and implement a Village Sustainability Education & Public Lead: Community Outreach Program to encourage Village staff and the community to Development invest time and resources in sustainability initiatives. Partner: Library Responds to Goal 1. 13. Establish a composting and mulching program. Responds to Goal 1. Lead: Public Works 14. Review installing renewable energy sources at all public buildings and Lead: Public Works facilities. Responds to Goal 1, and also Goal 7 in I . TYPE & PRIORITY Program/Service, Promotion, Coordination Program/Service Medium Priority Project/infrastructure Improvement iii► Medium Priority 15. Support the use of non-toxic treatments for landscaping and plants in Lead: Public Works Program/Service, Promo. public areas.Responds to Goal 1. Partner: Park Districts, Medium Priority _ School Districts 16. Promote awareness through appropriate signage of the Village's anti Lead: Publicg g g Works, Commu- Promotion, Regulation, idling policy for vehicles. nity Development Project/Infrastructure Responds to Goal 1. Improvement 17. Continue to promote current residential Energy Efficiency Programs -ComEd Home Energy Assessments for residential properties -Nicor Gas energySMART energy efficiency loans for homeowners -Income-Qualifying Programs: Low Income Home Energy Assistance Program (LIHEAP), Share the Warmth, Illinois Home Weatherization Assistance Program (IHWAP), Weatherization Assistance Program/ Multi -family Weatherization Assistance Program. Responds to Goal 1, and also Goal 7 in 1 . ........mmunity 18. Continue to maintain/clean-up creeks in the co .....wity. Responds to Goal 4. 19. Continue to create awareness about the safe shelters, informational kiosks, emergency preparedness, and response procedures in the Village. Responds to Goal 4. Lead: Community Development Lead: Public Works Partners: MWRD Lead: Fire, Community Development 20. Continue to implement the Village's Home Weatherization Program Lead: Community and Single Family Rehabilitation Loan Program. Responds to Goal 1. Development _._ _ ........ .................... 21. Conduct educational programs on the economic, social, and Lead: Public Works, environmental benefits of energy, water, and waste reduction Community Development programs. Responds to Goal 1. 22. Continue to update the Village's Emergency Operation Plan(EOP) Lead: Fire and Continuity of Operation Plan (COOP) that outlines the roles and responsibilities of Village departments and partner entities during large scale disasters and emergencies. Responds to Goals 1 & 4. Promotion Project/Infrastructure Improvement Promotion Promotion Promotion Project/Infrastructure Improvement, Promotion, Coordination 23. Continue to pursue green building certification for all Village Lead: Community Program/Service, buildings and encourage certification of new construction projects as Development, Public Works, Promotion well. Responds to Goal 1, and also Goal 7 in 1. Village Manager's Office 24. Continue to provide promotional materials for the community on Lead: Public Works Promotion solid waste reduction, recycling programs, and composting. Responds to Goal 1. IM,maiwt Mareyi+mxa97 IMPLEMENTATION STRATEGIES RESPONSIBILITY TYPE & PRIORITY ,, ,, �, r r , /✓sir// // �/,r / ��lf✓��r�,J�%/��c//,,.�///��.�r��r.�i,�r/</sir/,,....��% „ . i/ i ,, ..,a/��/��!W,��,✓i�/a 1. Market the Village through the development of a comprehensive Lead: Community Promotion website, increasing the use of social media, and participation at Development targeted conferences and trade shows. Responds to Goals 1, 3 & 4, and also Goal in }'. .....,,,,,— ®.... .... _. 2. Aggressively pursue redevelopment opportunities in the downtown -- — — Lead: Community Promotion, Coordination I, district as detailed in the Downtown Implementation Plan. Development Responds to Goal 3. Partner: Developers ............... 3. Review existing development codes and processes for opportunities to Lead: Community Regulation streamline the permit approval process. Development High Priority Responds to Goals 1 & 4. .. . 4. Collaborate with the Downtown Merchants Association and the Lead: Community Coordination Chamber of Commerce to maintain an open dialogue with the Development business community. Partner: Chamber, DMA Responds to Goals 1 & 2. _ ......... ... ... 5. Reach out to recently annexed businesses to welcome them to the Lead: Community Coordination community and to determine if they have unmet needs. Development oal 4, and also Goal 2/in . Respondsto Goal t�ne/ : P/r/ a , , rr r��r //// /Cr�ha��rm,/r ,bre/r, /rrr ,yrr, , , /� r �oEDC ii 6 Retain, expand, and attract businesses Village-wide, emphasizing Lead: Community Promotion, Coodination innovation. Development YYH Priority Responds to Goals 3 & 4, and also Goal 1 in 1 . �,,,...�....................... _...® ........., ..,... . .� ..e .. 7. Nurture entrepreneurship in Mount Prospect. Lead: Community Program/Service Responds to Goals 3 & 4, and also Goal 1 in 1;. Development High Priority 8. Create jobs and workforce training opportunities for residents in Lead: Community Program/Service, diversified business sectors. Development Coordination Responds to Goal 2. ®.. _m ..,._ ............. J&Medium Priority ......_ ............... 9.4 Promote Mount nt Prospect as an innovative and progressive place by Lead: Community Promotion reinforcing the strengths of our diverse community. Development Responds to Goals 3 & 4. �, ........ _........................ ...... ,.,,, .� 10. Ensure Village infrastructure supports the needs of the business Lead: Public Works, Project/Infrastructure community. Community Development Improvement Responds to Goal 4. �.... ........................ ..... ..... .. 11. Encourage mixed-use redevelopment of aging commercial centers Lead: Community Promotion throughout the community. Development High Priority Responds to Goal 3. 12. Utilize incentives to recruit targeted businesses, Lead: Community Program/Service, Res on s to Goa s 3 4 an also Goal �n 1 . p Develo men t p romotion CHAPTER 8: IMPLEMENTATION 98 IMPLEMENTATION STRATEGIES RESPONSIBILITY 13. Support requests for Cook County Class 6b incentives to encourage the Lead: Community attraction and retention of manufacturing operations in the Village. Development Responds to Goals 3 & 4, and also Goal 2 in i_ . 14. Provide matching facade and interior build -out grants to qualifying I Lead: Community businesses. Development Responds to Goals 3,-& 4. 15. Market available sites for sale and lease throughout the community. Lead: Community Responds to Goals 3 & 4. Development _. 16. Continue to support the Mount Prospect Entrepreneurs Initiative in Lead: Community conjunction with the Mount Prospect Library, Chamber of Commerce, Development, Village and Downtown Merchants Association. Manager's Office Responds to Goals 3 & 4. Partner: Mount Prospect Library, Chamber of Commerce, Downtown Merchants Association I1 fang6 f TYPE & PRIORITY Program/Service, Promotion Program/Service, Promotion Promotion Coordination j ippendl i x, A - existing conaivoins summary page, ,l pipe nid *x B - community survey summary page A-63 A-1 ADT -Average Daily Traffic Community amenities -May refer to desirable or useful features of any resource (facility or service) provided or available in the community. Co -working spaces - A shared environment used by different people to work independently. Unlike in a typical office environment, those co -working are usually not employed by the same organization. Typical users of co -working spaces include work -at-home professionals, independent contractors, people who travel frequently or freelancers. Community resources- Include the public library, community facilities like school and park district facilities, senior centers, cultural centers, places of worship and other facilities that provide residents with a service or amenity. CMAP - Chicago Metropolitan Agency for Planning CMAP Region - CMAP's six county region including the counties of Cook, Lake, Kane, DuPage, McHenry and Will HOME - HOME Investment Partnerships Program (HOME) is a type of United States federal assistance provided by the U.S. Department of Housing and Urban Development (HUD) to provide decent and affordable housing, particularly housing for low-income households. NWSHC - Northwest Suburban Housing Collaborative, created in 2011 to help Arlington Heights, Buffalo Grove, Mount Prospect, Palatine, and Rolling Meadows develop regional solutions to address the short and long-term housing needs. Public transit - or public transportation includes the service provided by the Pace buses, shuttles, and vans and Metra trains. It also includes transportation service provided by other service providers in the community. Third Places- informal public spaces separate from the two primary environments of home ("first place") and the office ("second place"). They can be defined as any place one spends time at other than work or home. The most common third placed identified was the public library. TOD - Transit Oriented Development Traffic calming - The use of physical design and other measures to improve safety for motorists, pedestrians and cyclists. Service providers - Includes non-profit and for-profit organizations that provide a service in the community. Examples include park and school districts, places of worship, hospitals, etc. SWMP - Storm Water Management Program Universal design - The design and composition of an environment so that it can be accessed, understood and used to the greatest extent possible by all people regardless of their age, size, ability or disability. USGBC - U.S. Green Building Council VMT - Vehicle Miles Traveled f 111{ f 1111111111 I. t f, f, i 1(111X11 4111 1} I ff l 1, f. f 1111 f l I f I f f f, f,Ifli i f,; f1 f I V I If. 5f f 11 f..'t!f j fI .;f 151 is➢.1 f 51' j If ifI f1 Il1 f,lf?Y f I 111 f j 1f if ifI 1r0,",, I APPENDIX A Existing Conditions Summary A-2 No appenaix AO., existing, conditions summary who we are page 5 a snapshot of Mount Prospect's demographics wherei� , work,page 11 learn & play an analysis of key aspects of community life aroundhow we get page 23 an analysis of transportation infrastructure & services our commun ty page 33 a summary of the pattern of development, growth and opportunities, facilities, infrastructure, and the many services that Mount Prospect has to offer A-3 APPENDIX A Existing Conditions Summary A-4 11"U'li !hI, 1 11 Ii, » A growing and aging population » Family friendly - highest percentage households with families and children as compared to neighboring communities » Recent increase in the median household income and educational attainment » A melting pot of languages and cultures that provide much to celebrate in the community A-5 J Since incorporation in 1917, Mount Prospect's population saw the greatest increase between 1950 and 1980 (Figure A-1), during which seventy-two percent (72%) of the housing stock was built (Figure A-2). The land area of the municipality also grew over time, as more land was annexed into the Village. Between 2000 and 2010, the population of Mount Prospect and that of the surrounding communities have essentially leveled off (Figure A-2). However, the Chicago Metropolitan Agency for Planning's (CMAP) GO TO 2040 Comprehensive Plan forthe CMAP region projects that Mount Prospect could see a fifteen percent (15%) increase in its population by 2040 (if the region changes as per the assumptions made for the projection). The growth is expected to generate a demand for approximately 125 households per year - an increase of 3,100 households. Besides increasing demands for housing, a growing population would also create a demand for additional educational, recreational, and other municipal services. As the community is nearly fully built out, it lacks the capacity to add this many residents without changes to the zoning code to provide flexibility for growth. 2015 Population 541710* 2040 Population Projection U� 71 1 * Source: U.S. Census Bureau (2011-2015) American Community Survey 5 -Year Estimates Figure A-1: Population growth of Mount Prospect Source: U.S. Census Bureau (2016) Retrieved from https://www.census.gov Incorporated as a vnunicipality N � N M i No O (n rn rn �� "i 0 oma' 0 C Ln O N kc,ko Ln O N m LA Ln LA Ln 1* Ln oLo ^ o 000 rn o rn rn rn rn rn cri 0 H r-1 c-1 r-1 �1 �1 N Projected population increase o N � o �� o 000 O Centennial year! Figure A-2: Population growth of Mount Prospect compared to the surrounding communities (Source- U.S. Census Bureau (2016) Retreived from https://www.census.gov) 80,000 70,000 60,000 r�. 50,000 40,000 ry 30,000 20,000 10,000 0 0 0 0 0 00 0) o —1 m rn 0 0 Year Arlington Heights Des Plaines —X-- Mount Prospect Elk Grove Village -I- Prospect Heights iI,JIIJ in3iinroiuniuini,iuiiiiuu i, IJIJ 11iiiniuIJIMI iinnii APPENDIX A - Who we are frit lfiiuuap i:u:uualirll'iuruus 5Iuuru°uurriwy A-6 Mount Prospect has an aging population. This is evident from the median age of the community's population and the shift in population from one cohort to the next between 2000 and 2010. In 2010, the median age in Mount Prospect had increased to 39.5 years from 37.2 years in 2000, higher than Cook County (35.9 years) and Illinois (37.3 years). Stabilizing birth rates and longer life expectancy, are contributing factors to an increase in the median age. Currently, eight percent (8%) of the population are seniors and seven percent (7%) are elderly. As the baby boomers and generation X which make up forty-one percent (41%) of the population age over the next 30 years, the number of seniors and elderly in the community will grow drastically. Ensuring that there are adequate housing options for these cohorts to age in place will be important, as will providing for the housing needs of the next generation of residents. Figure A-3: Mount Prospect's population pyramid Source- U.S. Census Bureau (2000, 2010) Census Summary File 1 it # 0 0 0 0 0 0 0 0 0 0 0 0 00 0 00 Ln Ln 0 0 00 Ln 0 00 Ln 0 N N � -i c -I r -I N N Figure A-4: Snapshot of Mount Prospect's age cohorts in 2010 Source- U.S. Census Bureau (2010) Census Summary File 1 Se Baby boomers Generat ,enation Z 4illennials IN 43.' a� rG ,," A-7 Mount Prospect has approximately 14,400 family households. Additionally, compared to the surrounding suburban communities, Mount Prospect has the highest percentage of households with children (Figure: A-5). Equipped with great schools, neighborhoods, and community resources, Mount Prospect was voted the "Best Place to Raise Kids" (Businessweek.com - 2009) and "Top 100 Places to Live" (Money Magazine, 2010). Income Median Household Income $69,52 The median household income in Mount Prospect has increased by eighteen percent (18%) between 2000 and 2015. Educational Attainiment Ninety percent (90%) of Mount Prospect residents are high school graduates or higher, while forty percent (40%) have a bachelor's degree or higher. This is a fifty-six percent (56%) increase between 2000 and 2015 for those who have a bachelor's degree or higher. Additional ways to further improve the skillset of the community's workforce is through training and development of skills that pay off in the labor market. This includes educational certificates or licenses, noncredit courses, on-the- job training, and apprenticeships. APPENDIX A - Who we are Total Families 1 , Total Households 20,290 Average Family size 3.26 Household size 2.69 Figure A-5: Percentage of Mount Prospect households with children as compared to neighboring communities Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates .............. 32% 'Anoi Arlington Des Plaines Elk Grove Mount Prospect Heights Village Prospect i Heights Figure A-7: Median household income compared to neighboring communities Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates $81,059 Arlington Des Plaines Elk Grove Mount Prospect Heights Village prospect Heights Figure A-8: Educational attainment of Mount Prospect residents Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates Graduate or 9'h to 12" Some College, no Bachelor's degrer Associate's deare no �1lilfll ill f Illilii lfl I I.I al;I I I I I I f I IJ fI ri7ff II IIS f.II lfpfl,Ill If t 9 f £ I Ifff II 7f f if I f f I I I Ir 14oltf £ffff t ffl -1 l f iff I I iif I1 I;f I It If kff I If Yl f;%I I I F I I ff-0f Existing Conditions Summary A-8 wmnnnr i ,=1111. Mount Prospect is a melting pot of languages and cultures. While fifty-seven percent (57%) of residents speak only English at home, fourteen percent (14%) also speak Spanish, ten percent (10%) speak Polish, followed by Gujarati, and other Asian and Slavic languages (Figure A-9). With respect to ancestry, sixteen percent of residents are Polish, fifteen percent (15%) are German, ten percent (10%) are Irish and eight percent (8%) are Italian (Figure A-10). Additionally, thirty two percent (32%) of the community's residents were born in a foreign land. Ten percent (10%) were born in Latin America, another ten percent (10%) in Asia, and nine percent (9%) in Eastern Euporel. With respect to race, Mount Prospect's non-white population increased from nineteen percent (19%) to twenty three percent (23%) between 2000 and 2010, and it was at twenty-six percent (26%) in 2015 (Figure: A-11). The pie chart in Figure A-11 shows the diverse mix of races within this population. Figure A-9: Languages spoken by Mount Prospect residents Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates 8%A11other languages 1% Korean 2% Other 2/ OtherAaiavic languages 1% Italian �.. ........... ..nlages ngua�, 1% Tagalog 11 mm....... 3% Gujarati 57°° English 10% Polish.Spoken 14% Spanish Languages Figure A-10: Map highlighting the top countries of ancestry and birth for Mount Prospect residents (country names are included in the adjacent paragraph) Estimates h Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Hispanic/Latino 16.5% Note: The Census Bureau lists Hispanic or Latino as a separate category besides race. This means that residents may identify as both Hispanic or Latino and white or another race. Figure A-11: Race distribution of Mount Prospect residents Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates 100 261 3%inse...m 80 .V etnamese 3% Other Asian 5% Korean 60 9% F 4074°/. White �® 77 9®' ¢ 10% Black or African � American - 29% Asian Indian dian .38Some dither Ria( 0 2000 U.S. 2010 U.S. 2011-2015 Census Census ACS I(��M WfkNJinoIIWI N➢N��1 1 I �� Iil�, � 111 11 1�.1i I VIII Vii- III I IIIA I ��,i"li III 1 II .." ll -il I 1 'il=ii i illl�i. 111 (��i Iff41 llll�.AAflllff l .it7'rSl1f A-9 Figure A-12: Distribution of diverse food and retail offerings in Mount Prospect Source- Village of Mount Prospect Mount Prospect's population has also become more ethnically diverse with respect to residents that identify as Hispanic/Latino- a trend that is consistent both regionally and nationally. This Latino population grew by forty percent (40%) between 2000 and 2010, which is twice the growth rate of the Latino population in Cook County. Ensuring that services provided in the community cater to the specific needs of this diverse population will be important to ensure inclusivity. Mount Prospect's diversity is not limited to its people. It also has a diversity of food establishments, retail offerings, and cultural centers. Figure A-12 shows the location clusters of these different types of ethnic commercial establishments in Mount Prospect. The chart in Figure A-13 shows the diversity of cuisines that these establishments offer - truly adding a multi-ethnic flavor to the community. Additionally, Mount Prospect is also home to cultural institutions such as the Turkish American Society, Hanul Family Alliance (Korean American Senior Center), and Bulgarian Traditions (cultural center). APPENDIX A - Who we are Figure A-13: Diversity of cuisines in Mount Prospect Source- Village of Mount Prospect 12.5% Bosman, Greek, tgyptian, Bulgarian, French, Thai mii , A,mm. 7% Indian 11% Italian 37.5% Saanish 11%JODonese 5% Chinese Existing Conditions Summary A-10 where we live, work, learn, & play aging housing stock preference for newer residents to rent versus own their units need for more condominiums to house millennials, younger suburban commuters, and empty -nesters need for more market rate units for seniors » opportunities exist to improve housing affordability rim a majority of residents work outside Mount Prospect, while local jobs are filled by non-residents a diverse mix of employers opportunities exist to reduce housing and transportation costs » well -served by public and private educational institutions Eftlaum most neighborhoods are well -served by recreational facilities, but there are opportunities to improve access to them A-11 Z M5 Mount Prospect is a predominantly Figure A-14: Age of units in Mount Prospect and surrounding communities single-family residential suburban Source- U.S. Census Bureau, 2010-2014 American Community Survey 5 -Year Estimates community. Some key housing trends are noted below: Age of housing Similar to most of the neighboring communities, eighty three percent (83%) of Mount Prospect's housing stock was built between 1950 and 1990 (Figure A-14). Given their age, some houses may be in need of upgrades or maintenance/ rehabilitation, especially with respect to making them more energy efficient and capable of accommodating an aging population. Distribution As the map in Figure A-15 illustrates, single family detached housing is the predominant housing type in the community at fifty seven percent (57%). Much of the townhome and multi -family units are located along major corridors and in the southern portion of the Village. The Homesfora Changing Region report completed by Chicago Metropolitan Agency for Planning (CMAP) in 2013, included a Housing Policy Plan for Mount Prospect. The report made a series of housing recommendations that included: addressing housing rehabilitation needs; dealing with the aftermath of foreclosures; creating more opportunities for senior housing; exploring development and redevelopment opportunities in southern Mount Prospect, including unincorporated areas; and creating initiatives to increase the energy efficiency of new and existing housing. While some of these recommendations are currently being addressed, there is opportunity to expand support for housing rehabilitation, energy efficiency initiatives, housing variety for seniors, and redevelopment opportunities. 30% - . ............. NArlington Heights 25% rt Mount Prospect 20% . ........ m ......................................... � Des Plaines 15% �a -_ w� Palatine 10% 17, _... 5% �. 0a/ o vii Lo 0r`1 0010 rn o a; rn N a)4 �1 °11 Qi °1 "11 0)-1 -1 O (O rq O O O O 1 L O O 0 Q) 1 Ln � o^ 0000 rn o 0 CO CO CO CO CO CO CO CO Figure A-15: Snapshot of Mount Prospect's housing units by type Source- U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates Single family 56% Townhomes i Multi -family units iJ �:,.I I.Illlllililllll ililllll II .. .... II it l..111 ... it......... I 1 u.... L .. .....il III V ',11ll' Il lilllllllli I ,i1, 111 III ��il�I IN 011 '' APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-12 Tenure (owned or rented) Ninety four percent (94%) of the single family homes in Mount Prospect are owner occupied, while only thirty one percent (31%) of multi -family units are owner occupied. This is attributable to much of the multi -family units being apartment buildings. An interesting trend is that a majority of the community's long-time residents own their units, while newer residents tend to rent their units (as shown in Figure A-18). Additional housing needs Recent housing studies that reviewed Mount Prospect's housing stock noted a need to expand the type of units available for a few different cohort populations in the community. The 2013 Senior Housing Needs Assessment Report prepared for the Northwest Suburban Housing Collaborative noted that there was a need to add more market rate units for seniors in Mount Prospect (Figure A-19). Additionally, a market study completed in 2017 noted that the Village lacks desired Class A type rental units, and that there was a demand for rental units in condo buildings downtown. The report also predicted a future need for condominiums to house millennials and empty -nesters. Figure A-16: Housing Profile Source- U.S. Census Bureau, 2010 Census Summary File QT -HS Figure A-17: Snapshot of housing units by type of occupancy Source: U.S. Census Bureau * Owner occupied o Renter occupied Single Family Townhome Multifamily Total housing units 21 1836 Occupied units 20,564 94.2% Owner occupied 14,893 72.4% Renter occupied 5,671 27.6% Vacant Units 1,272 5.8% Figure A-18: Historic preference of residents to own vs rent their unit Source: U.S. Census Bureau 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 v rn `m WW m m o 0 0 0 0 I W N H N H N N N N O Year moved in Figure A-19: Number of senior housing units needed in Mount Prospect by type of unit (Source Senior Housing Needs Assessment Report) The need for more senior housing In 2013, a Senior Housing Needs Assessment Report was prepared for the Northwest Suburban Housing Collaborative which represents the communities of Arlington Heights, Buffalo Grove, Mount Prospect, Palatine and Rolling Meadows. The report noted that there were 20 senior housing facilities with approximately 3,800 units within these communities. Of these, 503 units were in Mount Prospect in the form of affordable independent units at Mount Prospect Horizon, Huntington Towers, and Centennial North & South. The report stated the need for adding more market rate units as shown in the table below - Independent living Assisted Living Memory Care Market Rate 464 139 74 Affordable (139)* 179 58 Moderate Income 196 *Numbers in parentheses indicate excess supply. A-13 Housing costs The 2017 Market Study Report by Appraisal Research Counselors also noted that the net effective rent per square foot is higher in communities with higher detached housing prices. The median single family house sale price was $326,150 in 2016, which was a twenty two percent (22%) increase since 2013. This increase in property values might have also impacted rental prices in Mount Prospect. Additionally, given that the community does not have many vacant sites for new single- family houses, it is possible that the housing demand may exceed supply well into the future, further pushing housing prices upwards. Affordable housing is housingthat costs no more than 30 percent of household income (including utilities, insurance, and taxes). As per 2010 Census data, forty percent (40%) of renters and thirty five percent (35%) of owners in Mount Prospect are cost burdened. This was a ten percent (10%) increase for renters and thirteen percent (13%) increase for owners since 2000. This increase in cost burdened households however, is consistent with national trends. An analysis by Harvard University attributes this trend in general to declining incomes, slow employment growth, and more stringent credit requirements. % renters on % owners alre cos"111" builrdeined Median Monthly Household Income Housing Costs Owner occupied units $85,968 $1 r 580 Renter occupied units $46,526 Figure A-20: Owners vs renters based on household income Source- 2011-2015 American Community Survey 5 -Year Estimates 4000 3500 3000 2500 2000 1500 1000 500 0 Ln Ln O u1 O O Y .-r m Ln N O ui O 0 0 11 rn O� Ln O n O a--1 Pr Renter occupied is Owner occupied 11IIIIIII) 1111111111 I I I I I I I 111111111 I`JIIIIII 11111111 I I I i I l 1111 I:'. 111111 a I I I; 1 I I I I I I I t 11110 i if i', 111111111 ,1111U 111f L1 i ➢ I l:' Pi I I i 11 I I 111 I', I111f I II I II I l I I I L 1111111111 11f APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-14 r Commuting to work A majority of Mount Prospect residents work outside the Village. Only seven percent (7%) of residents live and work in the community (Figure A-21), while ninety-three percent (93%) work in the surrounding communities listed in Figure A-22. The majority of employees in Mount Prospect live outside the community. Figure A-23 lists the different communities these workers travel from'to get to their workplace in Mount Prospect. ioco of work The largest employers in Mount Prospect are listed below in Figure A-24. The largest employer is CVS Caremark. While industrial uses have the highest building square footage in the community, the retail trade industry had the highest share of jobs based on industry classification in 2015 (Figure A-25). Figure A-24: Mount Prospect's largest employers (Source: VOMq 2015 Comprehensive Annual Financial Report) Company Name Employees (approx.) f CVS Caremark 1,445 Robert Bosch Tool Corp 650 Cummins -Allison Corp. 391 Village of Mount Prospect 307 Rauland Borg 300 J School District 57 300 Carson Pirie Scott 291 Jewel Food Stores Inc 240 Township High School 225 District 214 Wal-Mart Stores, Inc 200 Figure A-21: Diagram showing Inflow/outflow of jobs Source: State of Illinois IDES„: Where workers Work 2016 Report �y�li�Jy� �Harww �b a01fl��tl�� G� � Job 9 Counts AB Jobs) !% i''D`,hpuo t t� a . 7 06 SOtrdkopq A",m �.r�Vu1^u'M �Nu 4e,�uw9mu.,�+ruu ,o pei�V ` Aw�d�ugau�u�a�,a�p��tl:�qu�u 5,0ti dap, A tsua Figure A-22: Chart showing where Mount Prospect's residents work Source: State of Illinois IDES: Where workers Work 2016 Report Elk Grove Village (4%) Figure A-23: Chart showing where Mount Prospect's workforce lives Source: State of Illinois IDES: Where workers Work 2016 Report Chic Mou nt Prospect %! Arlinatan Heiahts r Des Plaines (.%) Palatine (2.4%) Schournbur (2%) Hoffman Estates (1.5%) Wheehnq (.15%) Elgin (1.4%) Elk Grove Village (.1.4%) All Other Locations (58,1. ,,,, A-15 Industrial/Flex space 5 m 11111 ilii in s q. ft. Commercial space 3.2 ilii ilii n . fit. Office space 1111 m i Il l iiia . ft. Figure A-25: Mount Prospect's top employment industrial Source: Village of Mount Prospect 2015 Industry (NAICS*) Share of jobs h Retail Trade 27.6 % Manufacturing 11.2 % Professional, Scientific and Technical Services, and Management of 10.2% Companies and Enterprises Arts, Entertainment and Recreation, and Accommodation and Food 9.9% Services Wholesale Trade 9.0% ....... ....w.,, Finance and Insurance, Real Estate and Rental and Leasing 7.4% Educational Services, and Health Care and Social Assistance 6.9% Construction ®.. 5.9 % �I Services, except Public Administration IOther 5.1% Information 4.6% Transportation and Warehousing 2.3% *NAICS- North American Industry Classification System 111 I'J 111111 1 l r l l r I l'J 11 f i 1'. l 1 I 1 I I l it 11111 11 lit I l lli Il JIB+JIIIJIIII JI I Irl I I1 III l i .ill I allll III;I!J I[ „ I I I 1 1 1111 rt, Ill l 11 llll II I11IJ I I11 APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-16 Figure A-24 shows the different modes oftravel residents choose to get to work. According to the 2010 Census, thirty- five percent (35%) of occupied housing units in Mount Prospect have only 1 vehicle, requiring other householders to share or depend on other modes of transportation for travel. Typically, a household's largest expenditure after housing costs is on transportation. The Housing and Transportation (H+T®) Affordability Index by the Center for Neighborhood Technology (CNT) provides a comprehensive view of affordability that includes both the cost of housing and transportation at the neighborhood level. The H+T Index combines both housing and transportation costs and sets the benchmark at no more than 45% of the total household income. Figure A-27 illustrates the areas of the community that have a H+T index over 45%, signifying a cost burden of housing and transportation expenses on typical households in that area. Given the high percentage of workers who drive to work alone and the distribution of the H+T index, there is opportunity to improve access to publictransportation and alternate modes of transportation in the Village. Annual Transportation Costs $ 1 1 1827 Autos per household 1.65 1910 10 Average Household Vehicle Miles Traveled 8.10, tonneS Annual greenhouse gas emission per household Figure A-26: Mode of travel to work for Mount Prospect residents Source: U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates 77.6% Mean travel time to work 27.8 millnutes 9.2% 6.6% 2.2% 1.5% 2.6% 4 c b V `' Z � G a lu d 'o x % of occupied housing iiit have onlyIIhi III Figure A-27: Map showing the Housing + Transportation costs in the area Source: Center for Neighborhood Technology (CNT) I lousa ng II W& soirlllla d'omPC.o"nt:s%WnVCOIITR 24% � 24... 36% 3`6"4..Ai% 45 u'fY% 054-661% N66-78% W7Bre,,P3fi N87%Ir uitW� r.l m f[In If if It 111 611111111 l LIII1IIllll rn l 111h u l l I iiflT 1 1 1 III II I I I I I II ILJ II I U I I I i III I I I I I H III I I III IIT U I I I I I I I I I I I II 'I I n u I II III I I I III I I I I I I I I I I I I I I I I I I III I III I II IIIIIiI II H I I I I I III I I I I I I I [I I I I I I I I I I] I I I lII II IPIIIIIAII A-17 Mount Prospect residents are Figure A-28: A Snapshot of Mount Prospect's students served by six (6) elementary school Source: U.S. Census Bureau, 2011-2015 American Community Survey 5 -Year Estimates districts (Figure A-28). Township High School District 214 serves the whole i�0rlle eorGraduate Srhaal . community. While only Prospect High ;;... mmmPreschool School is located in Mount , Pros ect p �� itlr�cV'ergarte4(4.8) residents also attend John Hersey, Rolling Meadows, and Elk Grove High lerr�entarSchool 4 , "� Schools. The enrollment numbers for Eich School (21.9%) all the schools serving Mount Prospect are included in Figure A-30. The quality of educational institutions has always been a major factor in the quality of life in the Village. According to the Illinois District Report Card (http://iirc.niu.edu), all 6 school Figure A-29: Map of schools and district boundaries districts serving Mount Prospect Source- Village of Mount Prospect, 2016 produced test results above the state a average. However, enrollment is near capacity at most public schools and are 1� over capacity at a few schools. —w a � Higher educational institutions in the Village Limita �i��,,,„.� z �" � ii��" r area include Christian Life College in �%M°°i°°°`."""'d e rz Mount Prospect, Oakton Community - i*s College in Des Plaines, Harper College + ' in Palatine, and Roosevelt University in 4 l 'M1�00. Schaumburg. C 1 enrollment since 2012 N 9 10 11 — A r a (""(......Idlt......... I....ul 1 ... 1 ..... Ill Gllf Il Yfr ..... llf W.Il ftllkBfl f'rl flfpfff ;141f Illlll fll,lf kill ld ft�X f, li"iii 11 f`7,a r�„ dl fl lltl f3�4 ➢At=iltl�f Vt4)f APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-18 Figure A-30: Capacity and enrollment ofschools serving Mount Prospect ~souoeIllinois Report Card, ~^Sovrce xup://www.pnvate,chvo|emamcom/mnms School Name School pac" 2016 Student C" a ity E n, ro" I I m e"'n t Township High School District 214 Prospect High School 2,200 2,228 John Hersey High School (outside mp) NA 1,879 Rolling Meadows High School (outside MP) NA 1,985 Elk Grove High School (outside mp) NA 2,000 Robert Frost Elementary School 708 665 Oliver W Holmes Middle School (outside MP) NA 765 Prospect Heights School District 23 Macarthur Middle School (outside mp) NA 512 Anne Sullivan Elementary School (outside MP) NA 349 Betsy Ross Elementary School (outside MP) NA 330 Dwight D Eisenhower Elementary School (outside A4P) NA 396 Arlington Heights School District 25 Dryden Elementary School (outside MP) NA 524 River Trails School District 26 Euclid Elementary School 540 513 Indian Grove Elementary School 540 506 River Trails Middle School 660 465 MIN M Fairview Elementary School 540 528 Lions Park Elementary School 540 450 Westbrook Early Learning Center 480 516 Community Consolidated School District 59 Forest View Elementary School 600 457 District 59 Early Learning Center Holmes Junior High School 650 807 John Jay Elementary School 500 376 Robert Frost Elementary School 500 43;6 Private Schools ------------- St. Emily Catholic School 600 327 St. Paul Lutheran School 520 250 St. Raymond Catholic School 1,250 490 I Special Education School 8 Elementary Schools [PreK to 5" Grade) (Also served by 4 outside MP) (Also served by 2 outside MP) I High School /9" to 12" Grade) (Also served by 3 outside MP) 4 Private Schools [PreK to 81h Grade) 14 Private Daycare/Early Learning Schools OVER CAPACITY NEAR/JUST UNDER CAPACITY MORE THAN Z5%UNDER CAPACITY VERY LOW ENROLLMENT m"mmm.mvmn.mmm.n"mm.mm.owmmmmn"""/.m,,mmm.u"mn"nvmm"m/^.,""mmmm.,mmm"..ommn.mmm:m.mmmm"mo,."amxmmmm/ --- A-19 Parks ecru ion Five (5) Park Districts serve Mount Prospect residents as shown on the map in Figure A-32: Mount Prospect Park District River Trails Park District Des Plaines Park District Prospect Heights Park District • Arlington Heights Park District These five districts provide over 550 acres of park and recreation space within the Village. This includes two indoor recreation complexes, three community centers, five outdoor pools, two arts and visual arts studios, two golf courses, one driving range and miniature golf course, and a nature center. Besides park district facilities, the community also has access to the Cook County Forest Preserve to the east of the community along the Des Plaines river. There are also a few private recreational facilities in the community. The newest addition is the Mount Prospect Ice Arena at Kensington Business Park. The facility includes two regulation size sheets of ice, a full service restaurant, and pro shop. In addition to hosting many private teams and functions, the Mount Prospect Park District will also be offering programs at the arena. Figure A-31: Walkability to parks Indicates the areas served by parks within a quarter mile distance. 1 6 miles of trails 550 acres of park and recreation space Figure A-32: Map of parks and district boundaries APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-20 A"third p|oce" can be defined as any Figure A-33: Map mfThird Places inthe Village and what these places are place one spends time other than work ~` nr home that help create a sense of � place. Based onthe community survey, ` the adjacent mop shows the places ----------- respondents consider third places in the Village. While the locations of the third places are well spread out inthe community, there is a concentration 40� in the downtown area and at major commercial areas. There is an � opportunity to provide additional third � places in the community, especially in areas that have a higher residential density. | ' | -~ =number ofresponses m`/m Restau,rants/bars Gyms I *k Downtown Fortnmr's0&arket Shops/Grocery store I I %A I MIR Festiva Is/Events 0iketrm||m Churches � A 21 APPENDIX A - Where we live, work, learn&play Existing Conditions Summary A-22 ,ioiw we get arolun4 11111111 111 1 11111 LI `` �� 11� � 1 iN '" � close proximity to airports well -served by road and rail networks opportunities exist to reduce traffic congestion and roadway safety, especially at intersections and railroad crossings opportunities exist to complete sidewalk and bike trail connections, and improve safety served by a number of Pace bus routes well-connected by train (Metra) service » increase in the use of ride -share services to complete the first/last mile of transit commutes opportunities exist to improve the north -south service, and expand service flexibility for seniors and those with a disability A-23 Transportation netwrl Mount Prospect is well located as a northwest suburb of Chicago with access to roadways, rail, and air. This makes it an ideal regional center for commercial and residential uses. W CHICAGO EXECUTIVE AIRPORT 7 miles (<15 minutes) Take -offs and Landings/year: 148,486 • Charter Service Available • Private Storage Available • Private Maintenance Available Expansion of jet and private airplane traffic at the airport continues. It's proximity to Kensington Business Center is a plus, and a recent Master Plan recommends better integration of the airport site with local communities. O'HARE INTERNATIONAL AIRPORT 8.7 miles (15 minutes) Commercial Airlines: 47 Flights per day: 2,416 Passengers per year: 87 million • Busiest airport in the world for annual aircraft operations (2014)1 • 3rd busiest for annual passengers (2010)'and 18th busiest for air cargo' The Village benefits from its close proximity to O'Hare Airport. O'hare is currently executing the O'Hare Modernization Program (OMP) which includes reconfiguring its runways to a mostly parallel runway configuration that will improve safety. This change will have a positive impact on Mount Prospect, as the OMP final build anticipates areas of Mount Prospect to have a decrease in aircraft noise by around 3clB and greater.' Figure A-35: Regional location map Wportation Plan The County's long range transportation plan highlights new technological changes that are impacting the transportation system. One such example is an increase in online shopping that has resulted in fewer trips to stores and an increase in truck deliveries. Other impacts include a growth in car sharing, ride sharing, and bike sharing, with the future of driverless cars on the horizon. The plan also puts a greater focus on alternate modes of transportation and outlines the following strategies to support it: • Commitment to assist Pace in its efforts to provide expedited bus service on arterial roads and expressways, assisting local governments (including Mount Prospect) with the design of streets, sidewalks and bus stops while giving transit vehicles priority. • Provide funding focused on TOD to make it more convenient to walk, bike or take transit to destinations • Provide support to local governments in the implementation of complete street ordinances. • Assist local governments to adopt bicycle/pedestrian planning programs by identifying gaps and promoting pedestrian and bicycle trips. • Provide support for ride sharing, private shuttles besides the taxi industry and transit agencies. Source- 1 http://www.flychicago,corn/O[Iare/EN/AboutUs/Facts(Air-Traffic-Data.aspx 2 http://www..oharenoise.org/siterrredia/documents/resources/rnoderrrization/ORD%torrcrise%2.0changes%2.02015,06,09 pdf ) � II APPENDIX A - How we get around Existing Conditions Summary A-24 Freight Rail: NEAREST INTER -MODAL TERMINAL FOR UNION PACIFIC RAILROAD- East/West: Chicago (23 miles) North/South: Dolton (43 miles) Road: 31 Local freight carriers within 5 miles 3 Motor freight terminals within 5 miles Roadways Mount Prospect is connected to the region by major U.S. and State Routes. The Roadway and Average Daily Traffic (ADT) Map in Figure A-36 shows the functional classification of streets, their designations as major routes and the average daily traffic along different segments of the roadways. Functional classification is the process by which the Illinois Department of Transportation groups streets and highways into classes (major or minor arterials and collectors) according to the character of service they are intended to provide. These transportation corridors traversing the community provide convenient access to the entire region, but do create traffic congestion. The Village of Mount Prospect conducts an annual street resurfacing program to maintain its 136 mile road network. Five percent (5%) of all Village streets are repaved each year, as part of this 20 year program that prioritizes the streets to be resurfaced based on their condition. In addition to street resurfacing, the program also replaces damaged sidewalk, curb, and underground utilities. In 2015, the Village secured a grant from the Figure A-36: Roadway and Average Daily Traffic (ADT) map Source- Village of Mount Prospect; IDOT's 5 -Year Functional Class Township Maps 2015 �1I1lJlfr Village of Mount Prospect Interstate i2 U.S. State Route 83 U.S. County Route -— Metra railway line & Station Roadway Functional Classification - Interstate ownumosm Major Arterial nommoms Minor Arterial Major Collector -�_ Minor Collector XXXX Average Daily Traffic (ADT) Counts Mave mnaaii w U ��ui U7l P��Illiill Ililllli�ll�i ,�ill:llllili'illillihlll I�illl'�III,�INliir Illllllillil,".IIIIiII,i�Slllll.I�filillllllllllllillllilill.'lilllilllllllllll�l'i" II' iIIIIIiIIf�IIiIIIiIN�illlillii'illil,IlilJllllllllll III m,wunr..=vv A-25 Illinois Transportation Enhancement Program to improve several blocks along Northwest Highway with streetscape elements. Currently, pedestrian signal improvements are underway at Central Road and Arthur Avenue. Traffic calming improvements are also underway along See Gwun and Lincoln Street in the form of textured pavement, curb bump -outs, etc. The Illinois Department of Transportation recently upgraded the Elmhurst Rd/ 190 interchange to provide full east/ west access. This upgrade should have a positive impact on the south side commercial and industrial market. Traffic congestion Congestion specifically exists where north -south major arterial streets intersect east -west major arterial streets, and where Rand Road and Northwest Highway intersect with north -south and east -west major arterial streets. The most serious problems exist at the Northwest Highway/Main Street intersection, the Rand Road/Kensington/Elmhurst Roads intersection, and at the intersection of Mount Prospect/Rand/Central Roads. The map in Figure A-37 highlights the congested intersections and neighborhoods that have significant speeding issues, as identified through the Community Survey for this Plan. The Rand Road Corridor Plan completed in 2017, evaluated characteristics of the corridor and recommended potential improvements to improve connectivity, accessibility and efficiency for all users. In addition, the Village also performed studies to gauge vehicle queuing time at key intersections. A Neighborhood Traffic Study completed in 2016, reviewed 700 intersections and 130 miles of streets in its neighborhoods to improve safety. It included a Residential Speed Limit Program which involved reviewing the existing speed limit on each street Figure A-37: Map of traffic and pedestrian safety concerns in the community on Source- Village of Mount Prospect Community feedback from the survey - 0 Areas perceived to have traffic congestion ac. ,i„i Areas in need of pedestrian safety improvements Areas that experience drive through traffic Areas that experience speeding —., Metra railway line & Station UI(lh Village of Mount Prospect Areas that experience both speeding and drive through traffic ,I ., 11 1 ilil 1j I I jI j ; IJ IJ -i, APPENDIX A - How we get around Existing Conditions Summary A-26 to determine the appropriate speed limits, and The Residential Intersection Traffic Control Program to evaluate and determine the appropriate traffic control at each intersection under the Village's jurisdiction. This endeavor included follow-up studies to track the effectiveness of the implemented changes in terms of traffic volume, average speed, and accident rate. In general, it was noted that there was a decrease in the accident rate in nearly all the zones. At -grade crossings The Union -Pacific and North Central railroads bisect Mount Prospect. While an amenity for commuters, they do add to traffic flow disruption on the arterial system at the at -grade crossings. This is most prevalent during the morning and evening peak traffic periods when both vehicular volumes and train activity are at their highest. Truck traffic Given the proximity to O'Hare Airport, Mount Prospect has a number of designated truck routes through the community. The map in Figure A-38 shows the location of these routes and the average daily truck traffic. The new double diamond interchange, completed in 2017 at 1-90 and Elmhurst Road has further connected the community to O'Hare and the region. Digitally connected consumers, looking for lower prices, greater convenience and a seamless experience when buying, receiving and returning products, are forcing post and parcel companies to rethink traditional parcel delivery. This has impacted the number of delivery vehicles serving the community. Figure A-38: Map showing truck routes through the community - O w Source- Village of Mount Prospect; IDOT's 5 -Year Functional Class Township Maps 2015 � Village of Mount Prospect g P Interstate 12 U.S. State Route 83 U.S. County Route - ;- Metra railway line & Station Truck Routes - Class I Route Class II Route XXXX Average Daily Traffic (ADT) Truck Counts A-27 Pedestri a in Infrastructure Figure A-39: Sidewalk gap analysis and pedestrian infrastructure feedback Sidewalks The existing sidewalk gaps in the community are shown on the map in Figure A-39. As evident in the map, these gaps are primarily along State and County owned roadways. For sidewalks along roadways owned by the Village, the Resurfacing Program is used to bring the sidewalks into Americans with Disabilities Act (ADA) compliance. Based on input received from the Community Survey, the map also shows areas of the community that a majority of respondents noted as having inaccessible sidewalks, and pedestrian safety concerns. Specific road segments that residents wish to see complete sidewalk networks are also indicated on the map. illll I II I' I II II If I :Ilii I I. f,]I , f 1 1 U 1 f I f I 111 ,.,,ff l,f APPENDIX A - How we get around Bikepaths In 2012, the Village completed a Bicycle Plan for the community with a vision to create a safe, comfortable and bicycle friendly environment in the community. Key recommendations from the plan included a bikeway network of 30 miles of on and off street facilities; bicycle friendly ordinances and policies; programming to support biking; and an implementation plan. The map in Figure A-40 shows the system of on -street and off-street bike paths completed thus far. It includes 16 miles of on -street bike routes and two miles of pavement markings in the Kensington Business Park. Implementation of the Bicycle Plan also includes the installation of approximately 350 signs throughout the Village. The adjacent map also shows the existing and proposed bike network based on this plan. Figure A-40: Bike path/trail connections map Source- Village of Mount Prospect Village of Mount Prospect Bike paths/trail connections - Interstate Existing on -street bike path 12 U.S. State Route — Existing off-street bike path 83 U.S. County Route Intersection improvements requested Metra railway line &Station through community feedback —: �- Potential bike path connections based on community feedback Proposed bike routes outside Mount Prospect WWROWN Proposed Northwest Municipal Conference (NWMC) regional bicycle corridors A-29 ' IIII transportatioll Bus aind shuttle service Pace operates nine bus routes through Mount Prospect, providing connections to key destinations in surrounding communities. Scheduled for launch in 2019, Pace will have a new bus service called Pulse that will provide more frequent and reliable service along Dempster Street from Evanston to O'Hare Airport -via the Des Plaines Metra Station. With respect to service for seniors and people with disabilities, Pace provides para -transit services within three-quarters of a mile of existing bus routes. Elk Grove Township and Wheeling Township also provide transportation services for seniors and those with a disability within their boundaries (shown on the map in Figure A-41). Some of the other service organizations that also provide transportation service in the community include Alexian Brothers Spirit Van, American Cancer Society Hospital Transportation, Escorted Transportation Service (Northwest), Holy Family Medical Center Care -A - Van, Northwest Community Healthcare Courtesy Van, and "First Transit" Medicaid Client Transportation. Figure A-41: Public transportation service map, including transit desert locations Source- Village of Mount Prospect Village of Mount Prospect Interstate i2 U.S. State Route 83 U.S. County Route —jj,: Metra railway line & Station Wheeling Township service area Elk Grove Township service area bill bbl�� "Transit deserts" - areas not served by public transportation within a quarter mile distance 4H), Existing Pace bus routes we ■ n Proposed Pace Pulse Route to O'Hare Airport a, w o Public transportation connections needed - based on community feedback 1 I it 111. I I I II I I I I. I I II Ilii I I I j I I j 1 III ill 'lilt I I I I11 Ii l I; I II'. I I I 1111 II 11 III IIII',., ,IIIII 11I III I 1 i IllI uI II I II '11111 ,I I j I I I APPENDIX A - How we get around Existing Conditions Summary A-30 Service gaps • The Mount Prospect Public Transportation Plan (2009) performed a detailed service gap analysis for the community. It noted a need for north -south bus service, better service to key destinations in and around the Village, recommended route extensions, a new Call and Ride service area for the Village, and direct service to O'Hare International Airport. • 1 he north -south connection via public transportation is still a service gap today and was a noted through community engagement for this Plan. The average travel time to get to/from the south to employment centers in the north or vice -versa is around 1.5 hours by bus. • There are parts of the community (highlighted on the map in Figure A-41) that are transit deserts, i.e. not served by public transit within a quarter mile distance. • With respect to service for seniors and persons with disabilities, all the existing services have limited hours during weekdays, very limited service on the weekends, and are very restrictive in the locations the passengers can be taken to. Service time along the bus routes is also very limited on the weekend (Figure A-42). Figure A-42: Pace bus - route service (Source- Pace) .. . w ... Pace Routes F weekday Saturday Sunday Route 208 5:45an110 45pm 5.55am-10:30pm 7:40arri-9:35pm Route 221 5:10am-7:05pm -No Service- -No Service- Route 223 4:55am-1:05am 5:25am-12:30am 6:O0am-11:30pm Route 226 5:OOam-6:20pm -No Service- .......... -No Service- ,,,� ............. . . Route 230 6:05am-7:10pm -No Service- -No Service - Route 234 5:20am-6:50pm ...... .................................... 9:O0am-6:05pm -No Service- Route 606 5:10am-10:30pm . .............. .. ............. 6:OOam-11:30pm 6:20am-12:OOam Route 694 AM and PM Rush No Service -No Service Route 696 5:4. m -No Service- No Service--..... Note- the interval between stops along each route varies and is generally between 30 minutes and on hour. f I.l Ilkl1 1 '. 1 .II I 111111111 Illll111 Jli I'. '. 1 1 Ii Illll l', 1 1111 I l,iil 1 , j 1 IIiJ I!llll :'�JIIJJJI i 1 1!1111'111 11 1 1111 I j I 1'.I I llllliil Jllf ll;l �w, �rrnrwvl � A-31 Mount Prospect is also served by two Metra commuter lines; Union Pacific -Northwest (UP -NW) and North Central Service (NCS) lines. The Mount Prospect station along the UP -NW line is conveniently located in the heart of downtown. The Prospect Heights Station at 55 South Wolf Road is the closest NCS station to the Village of Mount Prospect. The plan to provide a Suburban Transit Access Route (STAR) Line which was to connect Mount Prospect to the Chicago area region (noted in the 2007 Comprehensive Plan) is no longer being pursued. The Mount Prospect Station has a larger volume of weekday boardings as compared to the Prospect Heights Station (as shown in Figure A-43). With respect to parking, the UP -NW Metra parking lots are nearly at capacity. Figure A-44 also shows a decrease in the percentage of people driving alone and an increase in carpooling between 1999 and 2014. In an effort to support biking to the Metra Station, the Village secured $135,000 in CMAQ funding along with a $38,000 RTA match to install bicycle racks around the station. The project will include shelters and pads to accommodate 60 new covered bicycle parking spaces. The prevalence of ride -share services like Uber and Lyft has been on the increase. In summer 2017, Metra signed a promotional agreement with Uber to encourage riders to use such services to complete the first mile/last mile of their trips. Accommodations need to be made on the south side of the downtown station to allow for a safe ride -share drop-off area. Figure A-43: 2014 Ridership and parking counts at the Metra stations serving Mount Prospect residents (Source- Metra/RTA website www.rtams.org) UP -NW NCS (MOUNT PROSPECT) (PROSPECT HEIGHTS) WEEKDAY BOARDINGS (average per day) 1,774 277 PARKING CAPACITY 668 spaces 328 spaces PARKING UTILIZATION 99% 46% Figure A-44: 2014 Mode of travel to Mount Prospect Metra Station (Source- Metra/RTA website www.rtams.org) NWalked zDroveAlone +hr Dropped Off wCarpool 60% o cco/ 60% 40% 30% 20% 10% 0% 1999 2002 2006 2014 a Bus [I I 111( f f l I C V i 6 E I I I I f f I J j I I I Ifl Ifl I { [ i [ 9 f C III if 11 f t I Olf Il l l I l I FIJIIff I fI I f111 ? t, IP fVIf IEII II IfI I fflff I I I I l lYJl I Iif IBJ � I f r flf 111'1lpt'.i (A f 111 lIf J l JY i H d4 APPENDIX A - How we get around Existing Conditions Summary A-32 Oftur cunity a summary of the following in Mount Prospect: r g & growth >> employment and revenue )> business services >> coimmuni >> infrastructure & services w natural r flood hazards A-33 The Village of Mount Prospect has a land area of close to 11 square miles. It comprises a variety of residential, commercial, office, industrial, open space, institutional and other land uses. As shown on the chart in Figure A-45, the community is approximately sixty percent (^'60%) residential, twenty-one percent (21%) employment, and the remaining nineteen percent (^'19%) is dedicated to institutional, recreational and other uses. The existing land use map in Figure A-47 shows the distribution of these different land uses in the Village. Pattern of development Originally a commuter town that developed along the railway line, today Mount Prospect is a suburban community with a diverse economic base. When Mount Prospect was incorporated in 1917, most of the non- residential uses were in the downtown area. As the community grew to the northeast and southwest, the development of Randhurst Mall, the Kensington Business Park, commercial uses along Rand Road and other major arterials, and the industrial uses on the south added to the community's wealth of land uses. The map in Figure A-46 shows the distribution of land uses in the Village and surrounding region. The recent annexations of Cook County properties will serve to further bolster the Village's economic outlook. APPENDIX A - Our Community Figure A-45: Land use distribution in Mount Prospect RESIDENTIAL - Single Family Townhomes Multifamily EMPLOYMENT - Mixed -Use Commercial Office Light Industrial/Office Research General Industrial/ Manufacturing I NSTITUTIO NAL/RECR EATI ONAL/0TH E R - institutional Open Space/Parks & Recreation Other (Parking, Stormwater, Utilities) I. Vacant s3fs Y; ; Business contributed h ;; l sustainability. Randhurst Village After redevelopment in 2009, from Amercia's first indoor mall to a vibrant, open-air mixed-use center, Randhurst Village today features nearly 40 stores and restaurants. Tenants include national and regional retailers, a 12 -screen state-of-the-art cinema, second -floor office space, and a 140 - room hotel in an inviting streetscape that is a popular destination for trade area residents and visitors alike. I'II, II I I II I1II 1I I jll i , lllll I 1 i ;I'.II III I I I II IIill IIliI IIII1 IIlll I II'.. IlI 1 I J,IIJ i I III j'.IUIII Existing Conditions Summary A-34 Figure A-46: Map of land uses in Mount Prospect and surrounding communities r" iiNUNN N� / UIUYS�W ri /i 1,, r11 `Aff16i1V, 12 'r2 ", 111,01's 01 00q irrrv'fi. rrl, / V SpVw �// Mi1W'HEERN.4arn� � a ZW r a vm f� r,,41, iro *w#�ilun rv. r a, / �r " /4 Ipi i � � , mrx s f'I RLPNrxrpN' 'r% TRIP 11 1 I �'' NORTHBROOK "i j/ r LAW 1 Qall LENVIEW i �zr I d�nt / Z MOUNT ,,Ig ,OM li / �f r� � �wurr //G/.rw �fU� PROSPECGCracce: G', II�wN ///ilii a o L i w 41�IP�u�. 'iiL fib, ..,,u�wu� /„ r MEa4OW'S "� /l%� ,�' �., � / /�/il r d �,� „✓/,� /�/�///�i ✓///ail mfr a L / // „,g � k uum" �„„ ar.. Iw ^ON PES PLAIwEs..,-�, V50 ARK11 E .. 1//fi .ro,.„ r rIff .mar I�1JcLc� G1 n ✓ii `„ I, ,a `/%/ /% 0// 15 � a1JJ 4L % a P t E AIRPORT aN r 1I � / GHICA40 USE ) ////i f Village of Mount Prospect boundary 1.5 mile buffer Miles O Existing Land Uses 0 0.5 1 2 Single Family Mixed -Use Office Open Space/Parks & Recreation to Townhomes Commercial Light Industrial/Office Research Other (Parking/Stormwater/Utilities) Multifamily Institutional General Industrial/Manufacturing Vacant l�9��*�r�l ,,lrll3lulllll ullrnlllll �uilnrinulll�lill�l uiillllill ru�lili �ii�ulilll �ulllnulllll �lllllll runar+ln hateu�riw wwaGl'0 ft,/,/",Y a „ A-35 Downtown Mount Prospect, Figure A-47: Existing land use map Randhurst Village, and Kensington Business Center have been epicenters of redevelopment and re -investment in the community. The recent and x''ax;fl continued success of these areas has greatly helped shape the Village's character. Proximity to O'Hare airport and the 1-90 interchange has 1 encouraged industrial companies to locate on the south side and is consistent with the other communities neighboring O'Hare Airport. ~r. Industrial vacancy is down ,'3.7%in2016, compared to 14% in 2014 x11,111 IIIIIIII IIII I I II I II I, II I I I I I I I f I I I I Il l I l f I I I I I I I I I I I I I l I 1 i I I I I I I f I I I I f`n'u n l I I I [ j I III, I I� I I I I I I I I I I I I I I III I ll I I I I I I I I I l I l I I I I I I I I I I I I I I I I I I I I I I II I I I I Illi I ll I I I I I l[ APPENDIX A - Our Community Existing Conditions Summary A-36 O . .. . .....................t.,MmMd Source- Village of Mount Prospect; IDOT's 5 -Year Functional Class Township Maps 2015 [::] Village of Mount Prospect Municipal Boundary (August, 2017) fe Interstate ® U.S. County Route H Major roadways 12 U.S. State Route ';r-- Metra railway line & Station Existing Land Uses - Single Family 0 Commercial 0 Institutional Townhomes � Office 0 Open Space/Parks & 01 Multifamily 0 Light Industrial/Office Research Recreation 41 Mixed -Use 0 General Industrial/Manufacturing Other (Parking/Stormwater/ Utilities) Vacant x11,111 IIIIIIII IIII I I II I II I, II I I I I I I I f I I I I Il l I l f I I I I I I I I I I I I I l I 1 i I I I I I I f I I I I f`n'u n l I I I [ j I III, I I� I I I I I I I I I I I I I I III I ll I I I I I I I I I l I l I I I I I I I I I I I I I I I I I I I I I I II I I I I Illi I ll I I I I I l[ APPENDIX A - Our Community Existing Conditions Summary A-36 The Village of Mount Prospect's commercial sector is not the only area that has thrived. Residents have invested heavily in the neighborhoods with a renewed focus on additions to single family homes and new residential construction both downtown and throughout the Village. Figure A-46 shows the type of residential construction in the Village, based on construction permits between 2011 and 2015. Zoning Illinois communities were first granted the power to adopt zoning laws in 1921, and the Village of Mount Prospect formally prepared its first zoning ordinance in 1923. Since then, the Zoning Ordinance has been updated and amended to meet the changing conditions in the Village. The zoning regulations will continue to be based upon the recommendations of the adopted Comprehensive Plan to promote the public health, safety, and general welfare of the Village. Today, there are 18 separate zoning districts. There are multiple districts for single- family residential, multi -family residential and commercial uses. The charts in Figure A-49 list the current composition of the zoning districts within the Village and Zoning Map (2016) is included in Figure A-50. Zoning Code update In 2017, the Village updated its Zoning Ordinance to address development trends and incorporate feedback from community stakeholders. The result of these updates was a clearer, simpler, and more organized ordinance for both staff and the development community. Figure A-48: Type of construction permits (2011-2015) 1 rJ �1�➢111, New SingieFamUy Homes i � � rm Figure A-49: Composition of zoning districts Business/Commercial Residential NUMEM ff R 4, f. , B5 (Central Commercial) ,vation Recreation Office: and Industrial B5C (Central Commercial Core) B4 (Commercial Corridor) R5 (Senior Citizen Residence) _ E asi A I Newf1 viulti-Family Units gill Is OR (Office Research) 13 (Solid Waste Handling) 11 (Limited Industrial) B2 (Neighborhood Shopping District) B1 (Office) B3 (Community Shopping District) RX (Single Family Residential) RA (Single Family Residential) R1 (Single Family Residential) R4 (Multi-Famil Development) R2 (Attached Single Family Residential) R3 (Low Density~"" " my 11I Residential) iw mlm�F� l ri m III,III. I111H H111:11 1 111111111 111111 I IIIIIIIIIIIIII1111" IIIIIIIII-IM I(1i(IIIIIIIIII.... 1,IIIII, (111111(11111111111111111;I(iM11111111111111X11 111(HII(IIIIIII1 II1111111IM111111111111111( IIID 111111111111111 fj%w,( 1G10kr rI) A-37 Figure A-50: Zoning map (2016) Rf ` " :M � AN -77 M 'Includes the total area of parcels in each district ^"x",".m':'.:.u,o,..m.a.'v"".'./m"^.n.,.a^..".".,.ex.".n""..v..."III ,,o"*,Ili '..w""..m.m..m� AN -77 M 'Includes the total area of parcels in each district ^"x",".m':'.:.u,o,..m.a.'v"".'./m"^.n.,.a^..".".,.ex.".n""..v..."III ,,o"*,Ili '..w""..m.m..m� Growth Since the last Comprehensive Plan update in 2007, the Village has annexed a large number of properties south of Golf Road - most of which was annexed during 2016 and 2017. These include residential properties at Lynn Court and Birch Manor, industrial uses along Addison Court, Busse Road, Imperial Court, Kenneth Drive, Nordic Road, Malmo Drive, and East Algonquin Road. One of the annexations also resulted in the creation of a new zoning district- 13 Solid Waste Handling District to allow for certain site and process specific requirements. In all, the annexations added approximately 200 acres and $50 million in new equalized assessed value to the Village. In turn, the Village will be able to strengthen and improve services to the newly incorporated areas resulting in more complete and efficient operations for key service providers like police and fire/paramedic services. There are also opportunities to annex some parcels in unincorporated Cook County adjacent to the Village and within the 1.5 mile distance from Mount Prospect's municipal boundary (shown in Figure A-51) and a few opportunities for infill and redevelopment in the downtown area and at commercial and employment centers along the arterial roadways. Figure A-51: Future annexation opportunities _ Miles /6 UNINCORPORATED COOK COUNTY 0 0,5 1 i „'ii FUTURE ANNEXATION OPPORTUNITIES A-39 Revenue Sources Annual Sales Tax Revenue Growth was 9.L% from 2012 to 2016 Figure A-52: Mount Prospect's Sources of Revenue The equalized assessed value (EAV) The Village of Mount Prospect has a Source: Mount Prospect Annual Budget Reports is the value of a property on which diverse revenue base comprised of 120,000,Uuo - investment income multiple sources. This helps reduce its A reliance on property taxes to finance �% 14U,O0G,WU - - - lfOther Revenue Village services and enables the Reimbursements Village to maintain its financial stabilityi Transfers/other during periods of economic change. 80,000,000 Financing Sources Fines and Forfeits As of 2016, sales tax receipts have declining during the recent recession Charges for replaced property taxes as the largest Fi0,O00 Dor) Services contributor to the Village's annual Intergovernmental revenue (Figure A-52). This revenue 40,001 Revenue growth is in part due to the successes Licenses, Permits in Randhurst Village and Kensington 20,000,000 & Fees Business Park. Other Taxes has been on the upward trend again I Property Taxes 0 , 2010 2011 2012 2013 2014 2015 2016 Property values The equalized assessed value (EAV) Figure A-53: Total annual equalized assessed value for Mount Prospect from is the value of a property on which 1993 to 2016 Source: Village of Mount Prospect the tax rate is applied. Analysis of the $2,100,000,000-�• A EAV is one method of measuring the economic health of a community. After declining during the recent recession $1,600,000,000 ®... , . (2010-2013), the Village's total EAV has been on the upward trend again $1,100,000,000 (Figure A-53). In 2016, the EAV had increased by nineteen percent (19%) compared to the previous year. The $600,000,000 i annexation of Cook County properties into the Village during 2016 added approximately $50 million in industrial $100,000,000.,.. property EAV alone. Other contributors m� Ln� � 00 a) 0 14 N m Ln� � 00 a) 0� N m a U) tD to the increase in EAV include the new rn M M rn0) rn 1-1 N 14 M M rn M 0 0 0 0 0 0 0 0 0 0 .4 rn M M 0)0 0 0 0 0 0 0 0 0 0 0 N ~ 14�4 N N N N N N N N N N N -1 H�4 ti N 0 0 0 0 0 0 N N N N N N commercial properties in the Village - specifically at Randhurst Village, Figure A-54: Top value properties in the Village that represent 8.7% of Village's Kensington Business Center, and other 2015 EAV Source: Cook County Clerk's office, 2015 EAV data retail centers, and improvements to Taxpayer Product ofService %of EAV the residential building stock. The table Randhurst Management Corporation, Shopping Plaza in Figure A-54 lists the top contributors Mount Prospect Plaza Shopping Plaza 1.49% as of 2015. United Airlines Operations Center 0.98% HolmelPropertiles Apartments _0.83%,, CRP 3 (Bosch Corp) ......, __�.. . N/A 0.81%... First Industrial Industrial Real Estate 0.61% Costco Membership Warehourse Club F 0.53% LIT Industrial N/A 0.52% Cummins Alison Coin, currency and check processing and ATMs 0.50% APPENDIX A - Our Community Hill Ili -;IIIIIJ11 Ili 1111 i'.elluJ Existing Conditions Summary ill 1 "..Wll 1 IJ f I IIJIIIJJJJ11111 Hill Ililr7Jll IIHI I Will iI I I.]illilIllihJI 1 1111111 A-40 Business services Mount Prospect is a business friendly community. The Village has several incentives and resources aimed at attracting new businesses and economic development opportunities while retaining and improving strong businesses and the talented labor pool that already exist in the community. These programs include facade and interior remodel grants, provision of market information, guidance through the development process, and programs such as Mount Prospect Entrepreneurs Initiative (MPEI) and Experience Mount Prospect. MPEI is a partnership between Mount Prospect,MountProspect Public Library, and the Mount Prospect Chamber of Commerce. MPEI was started in 2013 as the Entrepreneur's Cafe to help fill vacancies within downtown Mount Prospect by reaching out to aspiring entrepreneurs that were unsure about howtotakethe "first step". From about 4 events per year, this program now organizes a dozen events annually on topics varying from business marketing / social media to succession planning. The target audience has broadened to include all types of business owners — both aspiring and established. In 2016, this MPEI was honored with a bronze award for Entrepreneurship programs from the International Economic Development Council. Experience Mount Prospect is an online tool that includes a website, calendar and news on business in the community. It gives a glimpse of what's going on and highlights local businesses and community events. The Village also has a TV show called Dish'n Out Mount Prospect that features unique restaurants and eateries located throughout the Village. It promotes these food establishments by taking viewers virtually to the small out-of- the-way establishments that offer diverse cuisines. ,r r I T I ATI F` d,^x,ryFr ,r r ugs�ri m��✓� t,~*xPLFfIGNl C MOUNT rir!°as P a EL N, t EU , iY li itF o 11.4b1,iTF ,,. t1 i ,. i ..Y r 4Ei7 ,h, 4, d., ,., , 1.. .. wl f➢;Y ,fi' -r IY��L". „ sof o ,.,r w;9„ �'✓�8 a r v p.1 �,i l[ Mapshotof the WEIwebpa SHOP DINE ENJOY ON xOr roar bu, w014, Nft6V4", 0he&' Oe loy eau'.-duia «+sit k0 reg AU 4 A- 41 omt at 0"uKP�M7P`4.&IVraloELA..'ALSIyWkaGAL�E NEW° ;RGiPO'11"A, esu�a gyyp w k1:01 .�x,Oh4Na�rr met «rr Ppr�Ar 411y�ITTDiks��YakIZII.,". r r' t P e�rngiwaPa �a� w wemo d 5r�estast'rtsu ea�P�rr q xtaer at �uP°� dPtsast �rr�sd` �,'¢ptr AU 4 A- 41 11113 usiil in ss fincentilives Tax Increment Financing is a public financing tool that is used to spur development in a defined area. It allows the Village to re -invest incremental tax dollars in the defined area for a 23 - year period. Mount Prospect has had one TIF (Downtown TIF No. 1) that was retired in 2016 and a new TIF (Prospect and Main TIF) established in 2017. Downtown TIF No. 1 was established in 1985 and had three amendments: 1988, 1993, and 2006. Atthetime itwas created, the value of properties in the district equated to around $12 million. Properties in the district are worth over $30 million today. Improvement projects funded by TIF moneys over the last ten years include the Village's Faigade Rebate Program, Interior Build out Program, Downtown Streetscape Program, infrastructure improvements, and corridor furnishings. A timeline of TIF No. 1 is included in Figure A-55. Prospect and Main TIF was established in 2017 to provide the Village with an economic development tool to encourage development on several key parcels in the downtown area and to address many of the key recommendations from the Village's Downtown Plan. Six opportunity sites were identified in the downtown for redevelopment (shown in Figure A-56). In addition, the TIF will provide funds to stimulate private investment in existing storefronts through the Fagade Improvement Program, and a funding source for infrastructure and streetscape enhancements in this area. Cook County Class 6b This Class 6b classification is a a real estate tax incentive designed to encourage development of industrial facilities, rehabilitate existing industrial structures, re -utilize abandoned buildings, stimulate expansion, and Figure A-55: Timeline of TIF No. 1 r ° r u, 6, rr 1t ;, Figure A-56: Opportunity sites map from Mount Prospect's Downtown Plan LEGEND G i STUDY AREA PRIMARY CHARACTER CORRIDORS IMPRIMARY OPPORTUNITY SITES = OPPORTUNITY SITES BUILDING FOOTPRINT TRAIN STATION WALKING RADII 0 APPENDIX A - Our Community Existing Conditions Summary A-42 increase employment opportunities. Properties receiving Class 6b are assessed at ten percent (10%) of market value for the first ten years, fifteen percent (15%) in the eleventh year and twenty percent (20%) in the twelfth year. This constitutes a substantial reduction in the level of assessment and results in significant tax savings. In the absence of this incentive, industrial real estate would normally be assessed at 25% of its market value. The Village utilizes the 6b incentive to level our assessment ratio with that of surrounding counties. iuiiiiiiiiiiiiiiui nuu4,I � I,I IuIitfriruniI t uraEtinin 1 1 11tI � I nIf Iauuiiliiiniurj fiueiz,ia A-43 Community Resources Community resources in the Village include the public library, school and park district facilities, senior centers, cultural centers, places of worship and other facilities that provide residents with service. This may also include commercial and service related establishments. The map in Figure A-57 shows the location of key community resources within Mount Prospect. Figure A-57: Maps of community resources 1) " �K l I' a � T T h d °A T 1 O roxp f SCHOOLS PLACES OF WORSHIP 1...' WRiSITAH LIFE OOLA.E-GE'... 2"SOU LIO ELgM NTARY SCHOOL +, „u 1 CHICAGO ASSEMBLY OF 600... .mow ,.»;.,,w., x - 3-4AIRA VIEW ELEMENTARY SCHOOL ,'�.. ° " 2 CWH OF THE NAZARENE 4 FOREST VIEW ELEMENTARY $C"00- - 3 COMMUNITY PRESS'YTEATAN CHURCH 5 HOLMES JUNIOR HICdH SCHOON. 4 LITE COMMUNITY CHURCH 6INiDIAN GROVE ELEMENTARY $CH'COL T JOHN TAY ELEMEIATARY SCHOOp. 5 GRACE EVANGELICAL LUTHERAN CHURCH AgLINCOU+i MIDDLE SCHOOL. `• Ga"" I' 6 CM.RISTTAN LIFE CHURCH _...._ .... 9,JLTONF PARK ELEMENTARY SCHOOL......_ AMOUNT PROSPECT BIBLE CHURCH SG P'F1kIk1VT.EW Md7N7S'&SOR% " 3' HE LUTA;AN CHURCH OF MARGARET A MARY SI I2;PAM TRAILS MIDDLE PROSPECT HIGH SCHOOL, .... C ti 7I �, 9 NTHWEST ASSEMBLY OF 60D.. �LTI{KnL OR TS ROBERT FROST ELEMENTARY SCHOOL.. " .,� i 10 NORTHWEST COVENANT CHURCH 14ROURT FROST ELFAENTARY SCOL HO_ 9 a "" ea TT PEACE REFORMED CHURCH 15 AMNT,IOHd�N LUT'H'ERAN WW= 12 6IISAL PENTECOSTAL ASSEMBLY �... SAINT TALK. LUTHERAN SCHOOL p I IS P WI 17;SAiNT RAYMpND CATHOLIC SCHCMCM... ., 13'57 LEQLIA CATHOLIC CHURCH 18 SAINT EMILY CATHOLIC SCHOOL 14 ST EMILY PARISH 19"WESTBROOK ELEMENTARY SC9fOC,?C IB ST JOHN LUTHERAN CHURCH ......... ..... .... I6 EWER6REEN COMMUNITY CHURCH PUBLIC-SERVICE BUILDINGS 17 ST MARKT LUTHERAN CHURCH 1' PERE STATICWrN #14 ,,. ,,,,,, B PUBI:IC SAI^ETP hPCWLI4'E. STATION A FIRE STATION #13y IA ST PAUL LUTHERAN CHURCN'. 2 tja t STATION #'I2 9 REO PLENE 19 ST RAYMOND'S CHURCH.... 3 MBT'RA RAILWAY STATICNN TO YILLAGE PARKING STRUCTSdRE 2D SOUTH CHURCH . _. A MCOUNT' PROSPECT POST OFFICE. .,n I2 COMMU__� .SE I �.TE �,.��,.,..,.,,��.,.,..,, �,,,,,,,,,,,,, �� 4 M13U'NT PROSPECT HLSTORICAL S'OCTE'IY I S VILLAGE HAtl.LY.SENIOq CENTER °'"'"°'"'"""""'"""""""'"" 2I ST THOMAS BECKET NTTY CONINECTTC7N Cltl�'FITETk 6 N14O4JTWlT PROSPECT PUBLIC LIBRARY IS mcC T PROSPECT PARK DISTRICT 22 TRINITY UNITED METHODIST CHURCH _.R TR__......_.m.,-_..,-_�� i �rY4ti?MJNT PROSPECT PUBLIC WORKS 14 RIPER TRAILS PARK'. dISTRICT 23 RISSHO KOSQ-KAI OF CHICAGO BUDDHIST CHURCH PARKS I ASPEN TRAILS PARK 9 BLUETT PARA ,. 3 BURNING BUSH TRAILS PARK 4 RUSSE PARK A "eARYYATER PARK S COUNTRVSIDE PARK 7 EAST WEDGEWOOD PARK A EMERSON PARA' .. 9 EYFRGREEN TRAILS PARK.. 10, FAIRVIEW PARK %I GREGORY PARK.. 2O OWEN PARK 21 PROSPECT MEADOWS PARK._ U REDWOOD PARK 23 ROBERT FROST PARK 2A SUNRISE PARK 25 SUNSET PARK .... ... 26 SYCAMORE TRAILS PARK 27 TAMARACK PARK 28 TAMARACK TRAILS PARK... 29 WE•C.C7 'PARK . 38 WELLER KREEK 31 MOEHLING PARK 32 WOODLAND TRAILS PARK 33,CENTENNTA4 PARK ..... 34AOLLING GREEN COUNTRY 0;118 35: ALLISON. WOODS 36 LAKE AVENUEWOOD w• -WEST 37 CAMP PINE WOODS 3A DAM NO 2 WOODS WESTOAlOOK PARK ff SHOPPING T BRENTWOOD SCS,pARE 2,MARWOOD PLAZA 3'.COLONY COURT SHOPPING CENTER 4.. COLONY SQV,NARE A'COUNTRYSIDE COURT ,-MR' PKNS CENTER 6��'.CRYSTAL CA U4T SH6PPING CE"NT"ER,.... T: EUCLID MALL A -SDLP PLAZA, IT 0:..6W PLAZA.I ....._ 10 MOUNT PAOSPECT COMMONS I1%MOUNT PRd7SPECT PLAZA 12SRANo"URST VILLAGE'_.,.. IS;RANDMURST COMMONS I4�UNITED PLAZA IB DOWNTOWN SHOPPING DISTRICT 16'RAd'WIHURST CROSSIN$ Illlillll1111111111111111111illllli Ufllill:''.I IIIIII'.fllllil'�I�fi ICID�IIiII III i.'.11llllillilllltlllllll,111111111 Illlilllllllll'. ililf'�lilllllitllilll'�ifll APPENDIX A - Our Community Existing Conditions Summary A-44 Public Library The 101,000 square foot main branch building of the Mount Prospect Public Library is next to Village Hall, in downtown Mount Prospect. The Library also has a South Branch that is partofa 1,100 square foot facility along with the Community Connections Center in a shopping center on the south side of the community. This branch was established to provide better access to community residents. It has a full range of library services and staff who are bilingual in Spanish, Polish, and English. The library serves approximately 51,000 cardholdersand a collection of approximately 489,000 items, with an annual circulation figure of 967,000. The programs offered include - Main Library services include: • 3-D printing • ADA accessibility • Computers and wifi • Homebound Delivery • Interlibrary loan • Meeting rooms • Research assistance • School services • Voter registration • Wireless internet Events include: story -time, playtime for children and parents, reading programs, tech classes, book clubs, programs for all ages, movie nights, concerts and plays, business workshops, and job seeker programs. South Branch Library services include: • ADA accessibility • Computers and wifi • Interlibrary loan • Reader's advisory • Voter registration • Research assistance Events include: story -time, reading programs, and family programs. Fiscal Year 2016: 2,715ITEMS PER DAY TOTAL CIRCULATION OF ITEMS 921,99095% 44,560 5% Print and AIV downioadable media 1,430 PROGRAMS 36,534 PROGRAM ATTENDANCE World Language Collection Spanish, Polish, Korean, Gujarati, Russian, Japanese, Chinese, French and others Green initiatives Green Farmer's Market Healthy eating programs Homebound Delivery Service Provides free delivery to resident members that have a disability or long-term illness that prevents them from physically coming to the library. Public Art Permanent collection that promotes lifelong learning through the arts. Figure A-58: Types of programs offered by the Library .,, Adult programs Youth storytimes Youth programs Young adult Technology programs pannavaunity outreach Discussions Dior sessions branch programs cal programs (Adult & youth) Trends: • In 2016, total circulation was essentially unchanged from the prior year, supported in part by less restrictive circulation policies. • The most popular subjects for patron searches of the Library's electronic subscription resources are business, genealogy, and journal articles, generating a combined 70% of all searches. • Patrons for public meeting and gathering spaces at the library continues to grow, with expanded study rooms experiencing an average 668 reservations per month in 2016. • A newly constructed Teen Space was opened to the public in January 2016. • Science, Technology, Engineering, Arts, and Mathematics (STEAM) programming both in the library and at local schools has increased, in addition to related resources for checkout. Future direction/events: • Programs for new and emerging technologies. • More active learning opportunities that support literacy, Common Core standards, and STEAM. • Continued support for small businesses and entrepreneurs. • Investigate the need to expand off-site activities and services. w u�"""" �y �p�� bl�llllllllll��llllllll l'il�l(Ifllllllllll l�I lll[tllllllllllll.Illllllllllllllllllll �illllllli 11 llllll�l 11 fl llllllllll Fl�fl lfl ff [/f:trlilf[2F4f'f.(Fif it%4l��l tl °l El flf �c{lld,4l rflr(J rif(Il�llle%�Il�rl i,kiV �fl fl 11 LII IfPlr,11111 Vlru.;o�ii NFiA��ims!�wae�l;�o-f �ru�y A-45 Other Community Services SENIOR SERVICES The Community Room at Village Hall is used to host a number of senior citizen groups, meetings and events. The groups sponsor lectures, scrabble, cards, chorus, holiday parties, luncheons, and other events. The Human Services Department provides a monthly newsletter (The Senior Sentinel) and a schedule of activities and important information for senior residents. HANUL FAMILY ALLIANCE Established in 1999 as a suburban satellite office, Hanul is a Korean American Senior Center to meet the needs of primarily limited -English- speaking Korean elderly. Services and programs provided at this facility include senior service, family support, community health, legal and immigration services, and culture and education programs. MYER'S PLACE Located at Busse, Dempster and Algonquin, Myer's Place offers 21 one -bedroom and 18 studio units of permanent supportive housing for individuals with special needs. Many of the residents at this location are originally from Mount Prospect, Arlington Heights and Elk Grove Village.On-site case management and social work services are provided by the Kenneth Young center, one of our area's community mental health providers. YOUTH SERVICES DEPARTMENT, ELK GROVE TOWNSHIP Located in Mount Prospect, this department provides sliding fee based counseling services to Township youth and their families, while also offering "life skills" building groups through its Challenge Program. TURKISH AMERICAN CENTER Mount Prospect is also home to the Turkish American Society of Chicago (TASC) whose mission is to integrate the Turkish -American community in the Chicago area, and promote the Turkish culture. The society plans and executes cultural, inter -cultural, educational, religious, charitable, literary, sporting, and social programs and activities. I I , f, I I I I I I I;'. I I I I I, �'..... I"II,II Illi '1 I1„ III 'ill Illi:'II IllII'lll,I, lI I II I I, I I, I I I, II a III III II, II II III II,i I i i .'.., I I I I I I I I� II I I I I I I'. I I I I II APPENDIX A - Our Community Existing Conditions Summary A-46 CommunityI,,,andimairks Mount Prospect has a number of buildings in the community that are important pieces of the community's history. MOUNT PROSPECT HISTORICAL SOCIETY Located at the 1906 Dietrich Friedrich's house, - now a museum, the objective of the Mount Prospect Historical Society is to advance the discovery, preservation and dissemination of historical and current information related to Mount Prospect and the surrounding area. SCHOOL HOUSE Constructed in 1896, first moved in 1939, and moved a second time in 2008 to its current location, Central School was the first school building in Mount Prospect. This building was the location of many historic events in the community including the inception of the Fire Department, the incorporation of Mount Prospect as a Village, the first library building, and also community events like the first movie screening. It was rightly called a "Community Hall" and today is a part of Mount Prospect Historical Society's Museum Campus. CAPPANARI'S ICE CREAM SHOP Before being restored and moved to its current location, this was the Moehling General Store. The Mount Prospect Post Office was established at this General Store. �(ai 10, w a i f111111111111111111" 1111JI111IM11111 IMI l 11111 I l 1111111i,1i11i II I1.11111111;�ll llllllllilll 1111 li It l'.I 1111IJII,lfli{571111 11111 "i1 11111111 i 1111111111111111111111111111111111111111111111 1 IIji'. 11111 11 I.'. 1111111', 11 0'��o m!�ulikrni �lof N%1 11 yl;�.w�il n 4 Community Events The Village organizes a number of community events for residents to enjoy including concerts, farmers' markets, and holiday events. Some of the events co-sponsored by the Village include the Farmers' Market, Fridays on the Green, 4th of July Parade and Fireworks, Downtown Block Party, Tree Lighting, Fall Festival, Irish Fest and O kto be rfest. APPENDIX A - Our Community Existing Conditions Summary A-48 Public Safety andEirneirgency Services Mount Prospect's public safety departments are located downtown. The Police Department, Fire Department, and Fire Station #13 share the building. In addition, the fire department has a station (#12) on Golf Road and a new station (#14) on Kensington Road that was build in 2013. The map in Figure A-59 shows the locations of the police and fire stations that serve the community. POke and nre DepadmentbuNdin and Fire StoHanW1,., downtown n PWountptosmt Hilre Delpairfirrien'tn iir it firmcy Medical Services + Department staff: Seventy-two full- time sworn firefighters, sixty-nine of whom are paramedic certified. Thirty members are trained and certified in special rescue disciplines such as: hazardous material, confined space, below grade, high angle, and water rescue. In addition, the department is supported by thirteen Paid -on -Call firefighters, thirty-five Community Emergency Response Team members, as well as Mutual -Aid agreements with the surrounding communities. Fleet: 15 fire, emergency medical, and special rescue vehicles, including a tower ladder truck with full fire suppression capabilities, a 105 foot aerial ladder, and six fully manned and equipped Advanced Life Support vehicles. o Fire Prevention Bureau: Five full- time individuals specializing in plan review, fire investigation, community risk reduction, emergency management, and evacuation planning. o Public Education division: includes multiple fire and life safety programs and offers training in critical areas such as CPR, AED, and fire extinguisher use. Figure A-59: Map showing the Fire Station locations and service areas %:1;, 1';' "1I1 ,;,1&'; �v, f�rftllfi lkl1tllllll111lllllllllll11 l I 1 1 11 I I I i 1 11111 1 1 1 1 1 1 i 1; l l l l l l l l l l l l l l l l l l l l l l 11111111 i I l l l l l l l l l l l l l l l l l l l l l l l 11 l fl l l l l l l l l l l l l l l l l l l l l 81 1 1 fl 1 1 1 8 li 1 1 11111 1 f11 1 11111111111111111171711111111111111111111111111111 7 1111 111 1 11111 11 11 11 1 11 '11-,,10,,,,w,,1 A-49 Trends and achievements • Emergency service calls have remained relatively steady over the last five years. • Emergency medical service calls have increased and are nearly 70 percent of the Department's calls. • Response time has improved due to the mutual aid agreement with neighboring communities. • Developmentand implementation of an Active Shooter Program Future needs: Continue staff training, safety education for seniors, and public education efforts - in different languages as needed to communicate with Mount Prospect's diverse community. Ensure code compliance for all newly annexed properties in the Village. APPENDIX A - Our Community Figure A-60: Fire Department statistics and data for 2016, and prior year calls ISO 111 295 hours RATED FIRE DEPARTMENT AND In 2015, firefighters averaged over 295 hours of CELEBRATED 100 YEARS IN 2013 fire, EMS and career development training — a 3.5% increase in training hours compared to 2014! r 225' annual Open House FIRE INSPECTIONS 351h annual Children's Fire Safety Festival 15 415 32 FIRE INVESTIGATIONS PUBLIC EDUCATION ACTIVITIES PLAN REVIEWS CALLS FOR SERVICE BY STATION & VEHICLE 2500 22.73 2000 2,430 2,037 11s972 1,732 � 1500 1,6tlT3 TOTAL VEHICLE r2s2, RESPONSES l000 IA, .A. V 644 soo X41 f - . ° STATION 12 STATION 13 STATION 14 CALLS FOR SERVICE BY CALL TYPE i% z% 5 44 Rescue &Emergency 68.3% ✓/� �� Medical Calls TOTAL INCIDENT ,� • Service/Other Calls 17.4% RESPONSES o False Alarms 10.0% 0 Hazardous Situation Calls 3.0% fi i� Other Fires 0.9% iia o ii%�i,,, fr. • Structure Fires 0.4%(23) 2011 2012 2013 2014 �2015 Eire calls 11 76 76 76 76 81 MS ca 3 1 01+ Other clalls �.� _ m _ ,A 21500 �® 1857 ® 1875 _...._18 5 0 [ 180 ............................................. .I Total emergency calls 5929 J 5774 5879 5911 5944 J „�. 7 243 262 f ,377 Mutual aid received i 3030 f 300 30 0 I 342 otal mutual aid calls 536 535 557 585 639 Auto aidgiven 238 244 238 235 C 218 Auto aid received m 182 143 ®. 98 209 158 Notal auto aid calls 420 387 ff 336 1 444 376 . Mutual Aid Calls -Given --Calls for assistance from neighboring communities when their local/immediate emergency response capabilities are overwhelmed; Mutual Aid Calls -Received --Calls for assistance to neigh- boring communities when our local immediate emergency response capabilities are overwhelmed. Automatic Aid Calls -Given --Responses from Mount Prospect Fire Department to surrounding communities because of the close proximity of city limits; Automatic Aid Calls -Received --Responses from surrounding communities' fire departments to Mount Prospect because of the close proximity of city limits. iIiii.11u uu;,,ili„ I IIJIII'.1 , i II j I I ll I1 1 .. i , j L Ili! I ll I i UJ , 1 II ,I% Existing Conditions Summary A-50 IP o I i c e IIII iir t m le iii'it Perception of safety in the community (as per the 2016 Village Survey) - • 80 full-time employees and 2 part- time employees. 9 1 % felt either "very safe" or "safe" within the Village • 52 vehicles and 8 bicycles. • Currently pursuing a Tier I Illinois Law 94% felt "very safe" or "safe" in their neighborhood during the day Enforcement Accreditation. • Conducts a number of trust building Top public safety service improvements: and public education programs, • Increase the visibility of police in neighborhoods besides general services. • Improve efforts to prevent crime Trends: • Organize Neighborhood Watch in the community's neighborhoods • Northwest Central Dispatch public Safety and Education Programs Service calls have been in decline a Officer Friendly Programs * Community Town Hall Event (Figure A-61). • Crime Prevention Programming •Coffee With the Cops • Since the introduction of the a Crime Free HousingProgram • g Child Safety Seat Installation Crime Free Housing Program • Kicking It With the Cops • Social Media accounts in 2007, Mount Prospect has * National Night Out seen a 31% decrease in crime at apartment buildings. Part I and Part II crimes have also decreased Figure A-61: Number of annual calls recorded by NWCDS1 in general in the community. • As shown in Figure A-62, while°o,a,.x juvenile arrests have decreased, the annual number of these 4 rnn,oa arrests and vehicle crashes have been consistent since 2013.E "�-•� • In 2013/ Y near) one in five crashes (equaling 18% percent the U.S. �I"' i h ern (NINCDS) is an Intergovernmental consolidated emergency dispatch system, providing 9-1.-1 virest Central Datch SystIN of crashes) in which services for Arlington Heights, Buffalo Grove, Elk Grave Village, Ilof elan I skate,, Inver nc sr, Mount Prospect, Palatine, Prospect involved personal injury was due Heights, Rolling Meadows, Schaumburg and Streamwood - to distracted driving - an 11% increase since 2011.* Figure A-62: Historic data for crashes, arrests and crimes in Mount Prospect Future needs: The space needs analysis study will determine if 511 � ' \ Introduction of the Crime Free Housing Program a new facility is needed for the �0°� " department. With respect to 1F.300 resources, there is an interest '1500 in seeing more motorcycles and 30W h, ATVs, and purchasing automatic license plate readers. A manpower allocation study would need to be ac�ta� done in the future, if the Village'�'"� annexes a significant number of 1eAx) residential units. Active recruiting �;uu *; and employee retention are priorities now and in the future as a a well. * National Center for Statistics and Analysis, Distracted Driving: """'�""""C'er,uzn'wai IinioanlP CraKhea ^^,,,da, B 4afurues 2013 Data, in Traffic Safety Research Notes.. DOT HS 812 132, •� raeuapft��uty Naatma;ryt° 4]ut�ryy CAaar^4--W--pmP, $I Cris m,& April 2015, National Highway Traffic Safety Admin., D.C. �nm" ^lire" ^�inric, **VoMP 2016 survey results SII i"4r�iw r�r;10"M1 4, iJ11 � , Iv1�a'�IWrvo�llw„�JJ f ll ll ti1111iL i11 11111111 I JhIJjJJ Whi, I'. 1 I 11 'i'lli 1111 111d 1 Ill 1 111 I!'.il 11111i1ll 111 i Ililt ]Ili llL ll 1 I'.I I II11111"i:1 l HH11 N 7111 II 1 ll ii 11111 li til lilt "S 1, Community th and Wellness Healthcare & Meiiic l Services While there are no hospitals in the community, there are a number of immediate care facilities that serve Mount Prospect. These include Amita Health, Northwest Community Healthcare, and NorthShore Medical Group. Hospitals in the region include: Northwest Community Hospital 3 miles Presence Holy Family Medical Center 3 miles Advocate Lutheran General 5 miles NorthShore University Health System 6 miles Health & human services The Human Services Department of the Village of Mount Prospect and a number of public, private and non- profit organizations offer a wide range of health and human services to the community. The organizations include Elk Grove Township, Wheeling Township, Northwest Compass, Catholic Charities, Right at Home Mount Prospect, and Frisbie Senior Center; for domestic violence cases - Life Span, WINGS Program, and Northwest Center Against Sexual Assault; for mental health cases - Kenneth Young Center, Alexian Center for Mental Health, Journeys the Road Home, and National Alliance for the Mentally III. These organizations each focus on a specific issue or area of need, and the Human Services Department helps direct residents to related organizations for the services not provided by the Village. Carrrrmon?dy6ir +n ot8wsV&vs rtes rlin M , ni P t I I II I I I I I I I I I I I I[ I I I I i I I II I I II I I I I I II I I I I I I I I I I I I I I I l II I I I ll I I I II i I i I I ll I l` I I I I I II I I I I I I I I llll7I) I I I[ I( I I I I I I I I I I I I I I I I I I I I I l if I lIIII II I �1j II Ii j) Il I i I I I I l I i I I l ll Iif l l I I I ll II APPENDIX A - Our Community Existing Conditions Summary A-52 HUMAN SERVICES DEPARTMENT The Human Services Department provides nursing and social services to improve the health and wellbeing of the community's residents. Figure A-63 lists all the social services, community health and senior citizen programs provided. In addition, the Community Connections Center (CCC) was opened in 2007 on the south side of the community to provide residents with easy access to social, medical, health, and other services. In addition, the Mount Prospect Public Library developed the South Branch at this Center, which provides needed library services to this area. The other partner agencies that provide programs at the Center include School District 59 and WINGS. The Center receives grant funds from Elk Grove Township and a Community Development Block Grant (CDBG) to run some of its programs. Future service expansion opportunities: • Job training • Mental health counseling • Bus/van pool to take seniors to the Senior Center downtown from the south side/CCC • Use of CDBG funds to create new services (e.g.: job training), child care, substance abuse services, education programs, energy conservation, recreational services. etc. Figure A-63: Programs provided by the Human Services Department, including the Community Connections Center SOCIAL SERVICES PROGRAMMING: PUBLIC HEALTH NURSING: Community Social Services- • Case Management and Advocacy • Crisis Intervention • Informational Handouts • Information and Referrals • Notary Public • Outreach Social Work • Benefit Application Assistance • Latino Outreach • Program Enrollment Assistance Financial Assistance- • Family swimming pool pass • Food Pantry Program • Holiday Meal Basket Program • My School, My Choice Program Fire and police referrals- • Apartment and House Fire Calls • Police Social Services Food Pantry - To address diversity in the community, special focus groups have been conducted to understand the type of foods people would want to receive through the Food Pantry. Community Health Services- * Medical Equipment Lending Closet Health Screenings- • Blood pressure clinic • Cholesterol Screening • Health Education Classes and Seminars (e.g.: session on nutrition, public health awareness drives on the Zika virus) • Public Health Nurse Office Visit Health Screenings Outreach- • Community outreach nursing • Senior Subsidized Residence Health Screening Services Home Safety and Services- • Call Check • LifeLine Program • Special Needs Registry Public Health Coordination- • Medical Reserve Corps (MRC) • Senior health month SENIOR CITIZEN PROGRAMMING: • Income Tax Assistance • Senior Handyman Program • Donations of fruits and vegetables from the farmer's market Activities- • Club and Organization Meetings (e.g.: Senior walking club) • Monthly Newsletter Transportation • A Transportation Brochure • RTA Free Ride Card • Odd Job Listings Wellness • Senior Assessment Program I „i L 1141 I Ii '',ii I i J I 11111 ill ,Ili i JJ 1 J i ,J i,'JII 1H 1, ii., ilii JH Ji , ji JII; IJ'', , �JHJ ; A..! 3 Healthy IFood cress Food deserts The Food Access Research Atlas produces maps showing census tracts that are both low income and have low access to healthy food (Figure A-64). Low access to healthy food is defined as being far from a large grocery store. A census tract is considered to have low access if a significant number or share of individuals in the tract is far from a supermarket. Low-income census tracts where a significant number (at least 500 people) or share (at least 33 percent) of the population is greater than 1.0 mile from the nearest supermarket, supercenter, or large grocery store. This tool highlights areas that have a combination of low income, distance to supermarkets, and vehicle access that contribute to food deserts. Based on the adjacent map, there are currently no food deserts within Mount Prospect. But access to fresh foods can always be improved. Figure A-65 shows the food insecurity rate in the County which would could also be improved over time. The Village already has a Farmer's Market during the warmer months that is well attended. The Human Services department also runs a Food Pantry. In addition, fresh food donations from the Farmer's Market are made available for seniors and families in need in the community at the Community Connections Center. There are two community gardens in Mount Prospect that are privately managed. Figure A-64: Map showing the locations of food deserts Source- Food Access Research Atlas Low Income and Access at 1/2 mile Low Access at 1/2 mile $2.76 $354,679,000 APPENDIX A - Our Community Existing Conditions Summary A-54 rv,JI. 10 El l : nIIairiCallon g.¢�J��. $rFI .,_ti lu ru2 olW 1p f o, rd'fh�p iv ;41 a' P nJ4r P Yy � t N 11,4 Yi �Er Nti d Low Income and Access at 1/2 mile Low Access at 1/2 mile $2.76 $354,679,000 APPENDIX A - Our Community Existing Conditions Summary A-54 5% of the Village owned roads are repaved each year. Mount Prospect has an annual street resurfacing program to maintain the high quality road network and ensure safe travel. Other recent completed roadway projects include: • In 2016, the Village completed 36 streets / 6.96 miles of intermittent curb repair and asphalt resurfacing at various locations. • The Neighborhood Traffic Study included a traffic control analysis and implementation, resulting in a sharp drop in neighborhood traffic complaints. • Bicycle route signage project • 2016 new sidewalk program - included the installation of new sidewalk at the following locations: 1) The south side of Camp McDonald Road, between Burning Bush Lane and River Road; 2) The south side of Lonnquist Boulevard, between Elm Street and School Street. Elmhurst Road Interchange Project at 1-90. This $54 million project will provide a full access interchange at 1-90 and is scheduled to be completed in 2017. It included construction of a new ramps, as well as the bridge carrying Elmhurst Road traffic over the Jane Addams Memorial Tollway (1-90), reconstruction and widening of Elmhurst Road and improvements to the intersection of Elmhurst Road and Oakton Street. 136miles OF ROADS Lonnquist Boulevard in Mount Prospect �y, � A-55 Sewer System Sanitary and stormwater sewers Mount Prospect owns and operates sewer systems in the areas shown on the adjacent maps (Figure A-66). The remaining areas are served by systems owned by Illinois American Water and Elk Grove Township. The Village owned system consists of both combined and separate sewers. The older parts of the Village have a combined system that was constructed in the 1920s. In the 1960s, the first separate sanitary and storm sewers were constructed. Today, all newly installed sewers have separate sanitary and stormwater systems. Many older homes have a shared gravity sewer, subject to basement flooding. The Village attempted a program in 2010 to help homeowners install overhead sewers with no money down, butthe program only received 14 participants. From 2006 through 2013, approximately $7.43 million was spent to rehabilitate the combined sewers based on their condition. In 2015, the Village commissioned another program to determine the condition of all the combined sewers that had not been rehabilitated. The pie chart in Figure A-67 shows the condition of the remaining combined sewers and lists the rehabilitation schedule to fix the conditions by either lining the pipe segment or replacing the defective section of pipe. Figure A-66: Service area for separate and combines sewers in Mount Prospect 66% OF THE VILLAGE OWNED SYSTEM IS SEPARATE SANITARY AND STORM SEWERS 34% OF THE VILLAGE OWNED SYSTEM HAS COMBINED SEWERS Figure A-67: Condition of combined sewer system and the sewer rehabilitation schedule Gr: Grade 5, 12% SEWER REHABILITATION SCHEDULE: GRADE 5 2016-2017 GRADE 4 2018-2019 GRADE3 2020-2030 Note- Grade 5 indicates the worst condition. 1111111111 U 1111 it 1111 Ll I1 111 11 11 I, 1111111111 1 1111111 II I . hill 111 11.1 1111 1111 11.11111 II 11111111111117111111111111111111111 I II IL11111III III APPENDIX A - Our Community Existing (onditions Summary A-56 Water Supplly Mount Prospect is served by Lake Michigan water that is delivered by Northwest Suburban JAWA (municipal) and Illinois American Water (shown in Figure 68). On-going water main work includes replacement of deteriorated water mains to prevent leakage that can cause disruption of service and degradation of water quality. Future needs: The existing water supply and sewer systems are sufficient to meet the current and future demands of growth and development in the community. Water conservation While Mount Prospect does not face a pressing need to conserve water, conservation is a goal for the Village. In the recent past, the Village has offered a Free Rain Barrel Program to residents of a maximum of 4 rain barrels per household. Solid Waste Management Mount Prospect has a contract with Republic Services for residential solid waste collection services, including refuse, recycling, yard waste, bulk items, white goods (appliances), construction, move -in debris, Christmas tree, and fall leaf collection. Recycling In partnership with the Solid Waste Agency of Northern Cook County (SWANCC), the Village also offers the recycling of compact fluorescent light bulbs, computer/electronics, batteries, holiday lights and extension cords, and prescription drugs/sharps disposal. Figure A-68: Water service statistics for 2017 in Mount Prospect and map showing the service area for Village and Illinois American Water $ 1 0.97 PER 1,000 GALLONS Municipal Combined Water/Sewer Service Rate (2017) 1 61 MILES OF WATER MAINS 8,8001,000GALLONS STORAGE CAPACITY 4,9701,000GALLONS PEAK DAILY DEMAND 4% increase since 2016 1 1 ,086 METERED ACCOUNTS 3,571,652 GALLONS AVERAGE DAILY DEMAND r r I GALLONS EXCESS DAILY CAPACITY 1503 i (2o].6 Village boundary) p!y til DfreYrvmrf✓l� l,J �II1 4 f lfft ifrll l!% f(I f{ I4 if( ff� .l �t f(ifYlt f lvd �4l4C f fff��r; lrft#1 fff If' 111 II!]I IYI I II fl I l[f] {(.1 liHH11H kMflfl:t Hj i IW PI16f�lI(MIMI HIMMI HIM MH f P1�HHHI II III I I Id 111' 9rYgllaRf✓��N�4NfuNiP�4i J�� A-57 °1111°ilii III rties ELECTRICITY Electricity in Mount Prospect is delivered by Commonwealth Edison, while there is a choice of ComEd, Municipal Aggregation Program, or other supplier for electricity suppliers. NATURAL GAS Gas in Mount Prospect is delivered by NICOR Gas Gas supply charge: 42 i ° Iii (January 2017) This is a 56% increase from Jan 2016 when it was 27 cents/therm. APPENDIX A - Our Community ComEd rate:6.318 Aggregation Program Rate*: 7.499cents per kWh °Residents acrd small ccrmmerdaI customers have Chre op:tp of t�.n�rity to Iwai hcipate: in an "crpxt: oui:" runric:i piI aPG.„rc��[zeat on plan Ian f ec:eive cicx.tiic. energy frcrrn an aItoi nate i etail r Iecb I(: supp I er. RaLes are as sof January 2017, Why aggregate?? Village of Mount Prospect's Electric Aggregation Program with Homefield Energy is an 'opt -out' program to pay for 100% renewable energy from Homefield Energy instead of ComEd. The current contract ends in August 2017. This aggregation is aimed to help residents and eligible small businesses save money by creating a combined customer group that has more buying power than individual residents and businesses, besides choosing an electric supply offer that includes a higher percentage of renewable power. Existing Conditions Summary A-58 Sustainability i I Compact The Village passed a resolution endorsing the Metropolitan Mayors Caucus' Greenest Region Compact (GRC) in 2008, and another resolution in 2016 endorsing the Greenest Region Compact 2. The GRC2 presents consensus goals for environmental sustainability to be addressed by local municipalities. The ten sustainability areas addressed by the Compact are climate, economic development, energy, land, leadership, mobility, municipal operations, sustainable communities, waste & recycling, and water. Within each area are goals that are aligned with important regional, national and global goals. The GRC2 Framework offers a menu of options in each of the ten sustainability areas to allow communities to assess their current initiatives, select suitable goals and actions, and tailor objectives and strategies to their needs in preparing a local sustainability plan. The GRC2 also notes the following achievements by the Village in different types of program areas listed in Figure A-70. There is opportunity for the Village to use the GRCs's framework to track and achieve all the goals outlined in the Compact. In 2009, the Department of Energy (DOE) notified the Village of Mount Prospect that it was eligible to receive $489,600 as a direct formula grant via the Energy Efficiency and Conservation Block Grant (EECBG) Program. One of the primary requirements under the grant was to submit an Energy Efficiency and Conservation Strategy. The Village Figure A-69: Mount Prospect's achievements noted by the Greenest Region Compact Program (Source- http://mayorscaucus.org/initiatives/environment) Primary Indicators Number of achievements Air 1 Climate Change 0 Energy 7 Land 9 Sustainability 4 _.._2 Waste 1 Water 2 I, TOTA, L 25 Figure A-70: Program areas for the Greenest Region Compact 2 (Source- http://mayorscaucus.org/initiatives/environment) Land Use viii, Sustainable Communities Mobility Water & Wastewater Energy Efficiency & Renewable Energy IM Municipal Operations Waste & Recycling Economic Development 114, Climate Change Figure A-71: List of LEED* certified buildings in Mount Prospect (Source- http://USGBC.org) Starbucks Mt. Prospect - Certified Myers Place - Certified Mount Prospect Fire Station - Gold AMC Randhurst 12 Theatres - Silver * Leadership in Energy and Environmental Design (LEED) ivo�)o�� A-59 hired Camp Dresser & McKee Inc. to develop the Village's first ever Energy Strategy Plan which was adopted in April 2010. The charts included in Figure A-72, show the energy use patterns included in this Plan. The Plan also set forth the Village's energy efficiency goals and objectives, as well as strategies to achieve them. As an implementation step from the Energy Strategy Plan, the Village of Mount Prospect and Mount Prospect Public Library entered into an Intergovernmental Agreement in 2011 to create The Mount Prospect Sustainability Education Program. This program consists of monthly sessions and materials to educate residents and businesses about energy efficiency, recycling, and water conservation. In addition, the Village and the Library hosted a Green Fair which included seminars on a wide range of topics, from local community farming to wind power to electric cars and biking. Other notable projects funded by the grant included: • The design and installation of signage at the Mount Prospect Fire Station 14 on Kensington Road, highlighting and illustrating the facility's energy efficiency and sustainability features to serve as a model for sustainable building construction; • A home weatherization rebate program; • Creation of a community bike plan by Active Transportation Alliance and Sam Schwartz Engineering; and • Installation of LED streetlights on Prospect Avenue and at the Kensington Business Center to save energy and reduce overall costs to light the roadways. Figure A-72: Snapshot of the use of energy for Village operations (2009) Source- Mount Prospect Energy Strategy Plan Electricity usage 6,447,000 kWh per year 0 Water Sewer Traffic Lights 7% 1 3% — Natural gas usage 129,000 therms per veal u6Bc Sdo y Building VdiAge pla ItitS Water Sewer Train Station 2% _. B% 3% Ig! Water N sewer Street Lighting IIV Train Station 27% N Street Lighting * Village Facilities %Traffic Lights Vehicle fuel consumption 176,000 gallons per year a Water • Sewer 111t Train Station 0 Fire Stations * Nhlic Works * Village Nall AS Public Safety Building 111,1,1,1IIIi11111111111 III Ii it I I I I I I I I I I I I111IIIllllllllll111111Illlllli111111111II lilllll:'Illf if l:'IIIIIIIIIIIIIIIiNlilgil GilII1IIIIIII I:I UIIIIIIIIIIIIIIi111111"If 111111111 APPENDIX A - Our Community Existing Conditions Summary A-60 Urban Forestry The Village was named a 2015 Tree City USA by the Arbor Day Foundation in honor of its commitment to effective urban forest management, marking the 31" time the Village has received Tree City USA recognition. The Village's commitment to urban forestry is most notable in its many tree -lined neighborhoods. In 2013, the Village also completed an Urban Forestry Management Plan to help guide the ongoing management of the thousands of trees growing on Village parkways. Every year, the Village's Christmas tree is a local tree donated by a resident M-57, H, Irli Federal regulations require all municipal separate storm sewer systems (MS4s) to obtain storm water permits for their discharges into receiving waters (lakes, streams, rivers). To meet federal regulations, Village has developed a MS4 Storm Water Management Program (SWMP) that describes the procedures and practices to help reduce the discharge of pollutants into storm water runoff. Compliance with this program is intended to protect water quality, which will in turn contribute to cleaner 241 0 0 0 + PARKWAY TREES Figure A-73: Graphic showing the value of Mount Prospect's parkway trees Source- Mount Prospect's Urban Forestry Management Plan Air OwIlty NnprWntne^ni. $153,881 Over 14 Million Dollars of Relief Sewers and larger sewers were recently added in Mount Prospect! CQp Reduction $132,175 Water Runoff Reduction $1,132,380 Poq'o A,61 Mount Proopm's Top S e &Ad of'A anaafsta. Owvided NOW" kuph WNW Ash Poq'o A,61 lakes and streams, improve recreational opportunities and tourism, reduce flood damage, improve aesthetics and wildlife habitat, and contribute to a safer and healthier environment for Mount Prospect residents. Local Flood Hazards Five waterways carry stormwater into, through, and away from the Village: the Des Plaines River, McDonald Creek, Feehanville Ditch, Weller Creek, and Higgins Creek as shown on the map. The flood hazard areas associated with each waterway (designated by the Federal Emergency Management Agency) are also included on the map in Figure A-74. In 2011, the Village endured a record- setting rainfall event that resulted in widespread flooding. A comprehensive flood study report was completed in 2012 to analyze the causes of flooding. Two of the recommendations included the installation of larger diameter storm sewer mains along Lavergne Drive and Palm Drive (completed in 2016). Other major stormwater improvement projects have included- • Isabella Street drainage project which included adding relief sewers. • Prospect Meadows drainage improvements to eliminate areas of standing water in ditches by adding stormsewer pipes and regrading the ditches. • Levee 37 flood control project involved the construction of flood control measures (levee and pumping stations) along the Upper Des Plaines River at Prospect Heights and northeast Mount Prospect. Currently, options are being considered to increase the capacity of the existing pumping stations to reduce the flooding of residential areas west of the levee. APPENDIX A - Our Community Figure A-74: Map showing the different flood zones within Mount Prospect 9 w o t Legend iJ I _ 1 Corporate Boundary (20].6) �J Road * ?„ r t 00yr. Flood -A °t,�" - 100yc. Flood - AE t Floodway IVN 500yr Flood -X Hydrology Existing Conditions Summary A-62 Appendix B: Community Engagement i'. Community Survey Summary A survey titled Community Survey was created to get feedback on key issues, including land use, transportation, service, and other related topics. A copy of the survey was made available in English and Spanish (included in Figures B-1 and B-2) and was distributed through the project website, at open houses and at different public facilities in Mount Prospect. A total of 460 responses were received. Assuming a sample size of 20,290 households in Mount Prospect, the survey had a 95% level of confidence with a confidence interval (margin of error) of 4.6. This means that the responses were 95% within a +/-4.6% of the recorded values. The survey was organized into different sections that included questions pertaining to the respondent's age group, housing preferences, the overall community, their neighborhood, transportation choices and issues, and third places. A summary of the responses received for each question is included on the following pages, along with the survey results for each question. A-63 Figure B-1: Copy of the Community Survey in English Based -m—allmay: map, whem d.Vm W.I. Malay Processes? OF 08 OC OD OF OF OG OH 01 13 J 0 K 0 L 0 M 2 Which neareconalreadesurfluesvem? WmNmaqrrqw 0 1 used to live In Mount Prospect 0 1 currently live In Mount Prospect 0 1 work In Mount Prospect 13 1 shop In Mount Prospect 0 1 attend community mrs, In Mount Prospect 0 Other. $ sidectih-roses—Ptionybufasaw. I yera" old U50 to 64 Fears old 014 to 19 Va.. old U65 to 79 wan old 0 20 to 314 peers old 0W% yncmsald Cl 35 to 49 ve:m old Community Survey about you 10 Hass, do wons Defenses LU bil,reang In your reflighbormseal? III pides, ofamul mAtr Rising cart of living Renting of units or rooms on Alurb/myr, websites Flooding Pedestrian and blkar safety Ability to walk safely to community ...aides Ilk..doff[., peaks, neighborhood retell, me, Crime Convenient access to mU, marap.mind.. lin—asabl—Weyealks DrIve-firough traffl, Sp dl.g Idling marain, Me a,Mv, "is, paercul delivery vehicles Other: your neighborhood IJ fl II ar 11 Wto.b.would you Iib thew/see mon .fPnyour no~ood7 m6ausaaaW • Cmenanualmy.,der, 0 N.WhImmard ranch 0 Saularvairsloca • Afforchiblemildcary/d.,save 0 P.,k/mcma...1 opportunities 0 Uffinary—Wery • amighmado.d.yearelitkIrkmard. 0 7 -BRE M.O=. 12 Whad Is Your typhad mule of tmnFpmpWua to thargilomismarsm? r pearessmar your home 7 Which & the Following best describes your Wag alibutlem? eelpMudwad -noembas Personal Car a".1f." Co., U —I. U Uthey cumently Ihm In7 mow to rn the future) Bilas fl Single family must, (.=rhdl 0 Walk Townhouse Pace bus, n U ADA p—trameft I l ly Mt. Prospect Senior Closers Samia. U Y U cgfnert_ _ . . . ......... . __ fa i r I U 14 uoem, W ata (was W nor tonymnoW aton" q4ft • Transportation service to shopping reason • T—nmunklu send. to ...entry everts I] Inableportardan serrhee, for personal appolimments • Electric vithice calling stations • Car sharefivel. sham programs • Orchestra Wks, Ways • Other: 4 Who mi pas Whist Mmant Prospect as floor he—? Vorm,q4yonw. • Chave to firmly • Close to kl..ds • close an work • Price of Im.d.0 • Type at housing • met. — • RinaffaurytVIIII • shopping ountsers 0 kensingtan Business Park 0 schools 0 fth-ml—initles • P.WbUbray • My place of smarho • Municipal verskee, • Community services Jamming and social services) • Trifinedstrani 0 C....atyevents 0 Net applicable/Other: ,,,,,,_„—m, your community S 0 We~, Mh of bay ApI.Wong WVkm would you as Virof family W"7 girn vel, mo • Job chips aralulng programs or workshops • Adult eduantlon I,., RI pI us,) • San[. edmatim, (a g: computer earl • Bilingual cf-radma/1-anceff- assistance • Youth armloss, I., asms,11., — --eubm • Affordable summer prosbann, far kids • Cruj/,lcohol counseling • Physics] disibinty—apas • Isfarml match s—leas • Man -emergency number for senior services 0 manigd..'aAras 6 Whist oamu* wanks you Mus ba, — In disifutme? slaft",aw'k U Ha.fthaymr,m.r&y.rW5.v,.Q EI Cultural —at osalimalng my heritage I. .: acloh, _j 0 Other. • Ws Sharpie time! ✓ third places! IS Third places ban be defined as anyplace you spend linseathershanwork or honse(a,:,oriaeu,re ka,mrk, p.,anIthat help onagarossma, at plince. 1,10mors, vourfwrfttMrdpIn Mount ProigactitadVaser, beighborhood? Mark them an the mop with• * and Mon who they am I— suaraI 16wb.tere war %-,mpi.--t*wm-.tp.,P.a"v-anti) Who on, woulal you Win"o am In Menvat Prospect? Add Mm to my "I l( ]IIIIIIJHIIIIIIIHI APPENDIX B Community Survey Summary A-64 your home 7 Which & the Following best describes your Wag alibutlem? 00amay 11 Renter 0 Temporarily living with faralIVIfifiends 8 Who type of unit do you 9 Who type, of unk would you cumently Ihm In7 mow to rn the future) Single family how, (detached) III fl Single family must, (.=rhdl 0 Townhouse Condominium C, Apsirlanyint, Mobile home Acowswayoft aca.-W .. aaaraar to 0. Inde living facility Ivausn ad: dAnt lial.9 adify juyed.by, u.0 Independent U Feasted living iscinty U Nursing home tI Memory rare fiAeft III Mmed use development layvamnavi lies an the Y I ...d M., 411, rewicaffi.1 usesaIvvyaj Cth:r, rI L, • Ws Sharpie time! ✓ third places! IS Third places ban be defined as anyplace you spend linseathershanwork or honse(a,:,oriaeu,re ka,mrk, p.,anIthat help onagarossma, at plince. 1,10mors, vourfwrfttMrdpIn Mount ProigactitadVaser, beighborhood? Mark them an the mop with• * and Mon who they am I— suaraI 16wb.tere war %-,mpi.--t*wm-.tp.,P.a"v-anti) Who on, woulal you Win"o am In Menvat Prospect? Add Mm to my "I l( ]IIIIIIJHIIIIIIIHI APPENDIX B Community Survey Summary A-64 Figure B-2: Copy of the Community Survey in Spanish Encuesta para la connunidad sobre usted I lavande-ad -P. edp000ft, Iddoul. olm . trabid. su hoar Mount Prospect? Ene sand an umehaner al aftew do Mow do to vocindaid, -Pm :n M anemone (a -dvA, y anabod-qut f-do-toodo- su vecindario vor.-I.dod-d-d-kv) F. - UA US UC 00 DE OF OG El:,u,nwd main OW 01 O1 0 K 06 0 M D pa l 2 • Arlas Wvfa an Mount ProWed • AdURknento vim an Mount Prospovict • Traludo an Mount P..." • Hvp campoas an Mount Prospect 13 Aidsto a eventos de In cannunklad an Mount 0 tire: 3' 'Pa1',e«.drma al;Ewpq d44d4dgnn w4 Maud. da. 0 5 - 23 aft.:5d: edad 0 50 - 64 alias do adad 014-19 14_ 19 all . edad 0 65 - 79 altos do edad 0 20 - 34 :H.: d 0 . refs ac do tied no de 80 035-49 dd H.bffld.d pare wmIn. do fourne cop. . 1. oervld.s Com-Hartac coun, -cuoW, "rqueo, , fl,rdaz do wnta Crime. L. findild.cl do -am .1 tromp.n. p4bil. B.quvt.v 1-16in Conduch-entreeltoifico E- do velocidad D.Slude .1 cance prandid. Ivehfoul. do -trop) oe.r 0 Jordin do 1. ncludd. Devent-Inalmiftemsdebarria nVigilancladolawdodad 0 Culdado ocar6onlin do n1floqsuarderfa OParque/oportunkladesdarecon OS"AclosdolabIbil,torce Q Servicloii para princeas rney... do Wool [I ot-_._ su trans or 12k WE . . rando Voice do townpart. . W- dectnoo7 dome do anwnaae I W -W Ioaaho . ,.w &J'Acto a, .. wal 11-o" Q- P. -a.1 0 U l U Uber 0 Blcicleta 0 00 Conalreur 0 E! I U Anion , 11 II- I 1::11 ADA para-brintic, a I I I I ra El mrol"o do Mount Prospect para personas mavaras do acted [I f:] 1'::I 0 13 a Simi none. wSad. do a.i.wde toilionedo,orlooe. 14 Ecom. una fiftecen cealquilerproonavad6nd, anhicoominkled? %(Mob-Ww bensporteen.-Indark, • El saw do do thanoport. . 1. ceautroo ce no ar chAn • Servkh, do bransporne a lon evento do to connurldarl • Serolch, do town-worte pare tine pereonales • Etuicl.n.paravehfaul-16arl- • Conn"IS, niche V -"rflr inn.Varnaz do v1Q. • Anne ddincle San bldd.W lJ 00w me 4 tpwq.*.o wz=em how, :,,. z • Ca- do 10 fanem • Cor. do W ft- • r. -dal sabot. • Prod. dlas vivi d. • npo d. vivi-d. • A. -al Met. 0 R..dh.,vtVHkqp • Cento-nolrd.l. • Kend.gtil 8W... Perk E3 Eol 1. • P"4u. V corniadidd., • Biblio"on Not. • Legierdad.-16. • Loo i-vidar moulcipales 0 58rvIdwFcvrunftUIa (a,k-dyw,.- -am) ❑ CAR. .. wool. 11 Em t. d. 1. -murdold D N. Wtcn/ ot. su comunidad AWAqW tread no nnesdakloun. bq. 0&i1gW4. im.0. pr.Xv.Ann de M. -not. v sand"", 13 Ed-ddnm- . oduft. Idfi--1 Q Edu-16n Fare P-- unw- do adwI Id- nv 0 S-ldocW.006- 0 Proji-c -. - do n6.1- pro be uth. 0 Come lona 1ss drollin v .1 vlooh.1 0 5:rv:dos p- di-quidlood. 0 S v d. do n - Jud .) * .6- qm no an, do aroagencia W, personas -Vor do .d.d * Survidne do ftuaigrod6n 11010, 6 1Q.6 wo-van do 1. cornurldd 1. apuland. - an .1 Seen.? fif'Sooldvve .. . 1. • Event.: do salad I.- & 5 Sul • E -to do rel • C.hl al. fiacfl.l.s • Evento cultural ontabrando nal hervencla (Fnee, v,"I su hoar 7 1 CM do I. clitulvedas and- donadle, ol shored6n do Wood.? ffi!il-1-1414� 0 Dunne 0 Inquilli.. 0 VIA-& becop.ralrearce.. filinfil.l.nelms su vecindario 10 1 Cdan. prclb. .1 dipil-t. an . vad.dd.? F. - AM.1oventerve ex- El:,u,nwd main fd,dII , pa l El to d.1 cono do old. imp 0 AroundandeniD do habitaclums a unklades an Alrbnb/oIroa,ddm del voi M, U Inundaelanes #:1 I:] La seguridaa de Ian adlstan V I.v P -W. ill n H.bffld.d pare wmIn. do fourne cop. . 1. oervld.s Com-Hartac coun, -cuoW, "rqueo, , fl,rdaz do wnta Crime. L. findild.cl do -am .1 tromp.n. p4bil. B.quvt.v 1-16in Conduch-entreeltoifico E- do velocidad D.Slude .1 cance prandid. Ivehfoul. do -trop) oe.r 0 Jordin do 1. ncludd. Devent-Inalmiftemsdebarria nVigilancladolawdodad 0 Culdado ocar6onlin do n1floqsuarderfa OParque/oportunkladesdarecon OS"AclosdolabIbil,torce Q Servicloii para princeas rney... do Wool [I ot-_._ su trans or 12k WE . . rando Voice do townpart. . W- dectnoo7 dome do anwnaae I W -W Ioaaho . ,.w &J'Acto a, .. wal 11-o" Q- P. -a.1 0 U l U Uber 0 Blcicleta 0 00 Conalreur 0 E! I U Anion , 11 II- I 1::11 ADA para-brintic, a I I I I ra El mrol"o do Mount Prospect para personas mavaras do acted [I f:] 1'::I 0 13 a Simi none. wSad. do a.i.wde toilionedo,orlooe. 14 Ecom. una fiftecen cealquilerproonavad6nd, anhicoominkled? %(Mob-Ww bensporteen.-Indark, • El saw do do thanoport. . 1. ceautroo ce no ar chAn • Servkh, do bransporne a lon evento do to connurldarl • Serolch, do town-worte pare tine pereonales • Etuicl.n.paravehfaul-16arl- • Conn"IS, niche V -"rflr inn.Varnaz do v1Q. • Anne ddincle San bldd.W lJ 00w me 4 tpwq.*.o wz=em how, :,,. z • Ca- do 10 fanem • Cor. do W ft- • r. -dal sabot. • Prod. dlas vivi d. • npo d. vivi-d. • A. -al Met. 0 R..dh.,vtVHkqp • Cento-nolrd.l. • Kend.gtil 8W... Perk E3 Eol 1. • P"4u. V corniadidd., • Biblio"on Not. • Legierdad.-16. • Loo i-vidar moulcipales 0 58rvIdwFcvrunftUIa (a,k-dyw,.- -am) ❑ CAR. .. wool. 11 Em t. d. 1. -murdold D N. Wtcn/ ot. su comunidad AWAqW tread no nnesdakloun. bq. 0&i1gW4. im.0. pr.Xv.Ann de M. -not. v sand"", 13 Ed-ddnm- . oduft. Idfi--1 Q Edu-16n Fare P-- unw- do adwI Id- nv 0 S-ldocW.006- 0 Proji-c -. - do n6.1- pro be uth. 0 Come lona 1ss drollin v .1 vlooh.1 0 5:rv:dos p- di-quidlood. 0 S v d. do n - Jud .) * .6- qm no an, do aroagencia W, personas -Vor do .d.d * Survidne do ftuaigrod6n 11010, 6 1Q.6 wo-van do 1. cornurldd 1. apuland. - an .1 Seen.? fif'Sooldvve .. . 1. • Event.: do salad I.- & 5 Sul • E -to do rel • C.hl al. fiacfl.l.s • Evento cultural ontabrando nal hervencla (Fnee, v,"I V 9 1111 11WHIJ11 IJJ]Iljlill JIJIIlijjlj [;Jlljjlljj j 11, IIIJ lli1jjllljjljljjif;lljljjjjjjlj 11 jj ij HH1 jjjjjj Id III il]]JJJJJ I IJJJJJJJ IJ IJ 1111 111H I I IJ P A-65 su hoar 7 1 CM do I. clitulvedas and- donadle, ol shored6n do Wood.? 0 Dunne 0 Inquilli.. 0 VIA-& becop.ralrearce.. filinfil.l.nelms 8 d E. qui Hp. do use 9 4 En qui tip, de can le VN- .1nonfla? da rwuone w a fuwm7 Can para one vola Farnill. 0 Can pare ona win favailla que m divide par colo one pared n C-Irandilar U Condouninlo 17 0 Apart....t. CO Cl Co. .6vfl II1N i7. Unkliuclacomoodo 0 0 Cartnd vIM.dein r7l ruhrod:donudce vlvleode lmMdoee%q,lmed 0 Q Instalacl6nes de vida aelAde El yt &H. do ard.n. 0 Car" do aterel6n . do to onenucela I f r, U 0.11mift M,m M. i6"lon, i.. 00 0- Pai, V .0-40 .0b. I D i7l )Su tfempo para dibujarl r tercet lugar! is N hap, Icefebed.. barn, Pm., 0--I-) qua, -wd an . war . . obdo on I -P& atullti eon sw to+naeoP IONA"t lemnay.rm Mowat Prospect V to "moda"do? MAnt" an .0 ten. 0. V dip to quo, Me. 16 V 9 1111 11WHIJ11 IJJ]Iljlill JIJIIlijjlj [;Jlljjlljj j 11, IIIJ lli1jjllljjljljjif;lljljjjjjjlj 11 jj ij HH1 jjjjjj Id III il]]JJJJJ I IJJJJJJJ IJ IJ 1111 111H I I IJ P A-65 Response summaries Summary of responses received for Questions 1, 2 and 3: Survey results indicate that the Survey question responses: survey was completed by residents from all neighborhoods in the Q1. Based on the adjacent map, where do you live? Village. Of the total responses received ninety-five percent (95%) of the respondents were residents of ��'11�1� '1' I��i��! A Mount Prospect. Respondents included all age groups. The `; B majority of the respondents were between the ages of 35 and 64.��"%�' APPENDIX B Q2. Which statement best describes you? 1 EM aft M0 EM %' Isbopin l attend Other Mount community f„ Nospect eventsin specify): Mount - EM Q3. Q3. Select the age group that you fall within. 411% .9% 16.0% 12 2® 91e IN 511:013 14 to 19 29 to 34 99 to 49 50toG4 65 to 79 804 - years old years old years old years old years old years old years old 11111111111111111111111111 I I111111111111111111111111111111111111 I I I I I 11)I111U1111 I I I I I I II 0 11111111111 111111 I I I I I I I 111111111111111111111111111111 III IIIIIIIII fI 111 l l l I l l 111111 (0mi'lliviflly Survey Suirinnaii y A..66 %' Isbopin l attend Other Mount community (please Nospect eventsin specify): Mount - Q3. Q3. Select the age group that you fall within. 411% .9% 16.0% 12 2® 91e IN 511:013 14 to 19 29 to 34 99 to 49 50toG4 65 to 79 804 - years old years old years old years old years old years old years old 11111111111111111111111111 I I111111111111111111111111111111111111 I I I I I 11)I111U1111 I I I I I I II 0 11111111111 111111 I I I I I I I 111111111111111111111111111111 III IIIIIIIII fI 111 l l l I l l 111111 (0mi'lliviflly Survey Suirinnaii y A..66 Summary of responses received for Question 4: Respondents were asked to identify the reasons they selected Mount Prospect as their home. Sixty-seven percent (67%)of the respondents selected schools as their top reason, and around fifty percent (50%) selected price of housing. The third reason for choosing Mount Prospect was the Metra access. Survey question responses: Q4. What made you select Mount Prospect as your home? Close to work Price of housing Type of housing Metra access Randhurst II IliiCommunity llyl,�lll�mg'�I tlI�iI�I lf!4111111.i VI ilage I,I mI II�� Lif'Other Shoppingcenters j% Kensington 0.9% 1 j/f 11z' My place of %/%% i% }; .5 worship Municipal 5.4% services 11 Community 2..3 services... % 1 2% 3% % 5% 6'1'ue 70% &Ifog I1a 111 f[d7d1f lr0➢Vf Vflliflr„q{l Sf I.Pllllfflllfllll if llllfl lllll(lllllllll l��lllll ll l��[illlllll llllllllll 11 ll lllllllll(IIIIIIIIIIIIIIIflllll�lllllloll lfl llillllllllllllllllllllllllllllllllllllll[ll ll[fllllllllf[fl llllllllllllfllllll[fllfllllll �NIIN�1 Y�unnlC'M6�. II�ONlr�p4i A-67 II IliiCommunity llyl,�lll�mg'�I tlI�iI�I lf!4111111.i events I,I mI II�� Lif'Other (please 11.0%specify) no % 1 2% 3% % 5% 6'1'ue 70% &Ifog I1a 111 f[d7d1f lr0➢Vf Vflliflr„q{l Sf I.Pllllfflllfllll if llllfl lllll(lllllllll l��lllll ll l��[illlllll llllllllll 11 ll lllllllll(IIIIIIIIIIIIIIIflllll�lllllloll lfl llillllllllllllllllllllllllllllllllllllll[ll ll[fllllllllf[fl llllllllllllfllllll[fllfllllll �NIIN�1 Y�unnlC'M6�. II�ONlr�p4i A-67 Summary of responses received for Question 5: Respondents indicated that they would take advantage of several services if provided in Mount Prospect. Respondents indicated the highest interest in affordable summer programs for kids at fifty-seven percent (57%), adult education at thirty-eight percent (38%), and senior education at twenty-one percent (21%). Among the "other" service ideas, responses that were mentioned multiple times included a senior center, affordable school before and after care, and a splash pad. Survey question responses: Q5. If provided, which of the following services would you or your family use? 57% 60 „sir, 400/0, 21% %% 16% 16% , 37 J, 11710 0 i #. , !/j fFM 11 Job skills training programs or workshops Drug/alcohol counseling Adult education (e.g.: financial planning class) physical disability services �. Senior education (e.g.: computer class) Mental health services Bilingual education/language assistance Non -emergency number for senior services Youth services (e.g.: counseling, crisis intervention) Immigration services Affordable summer programs for kids Other (please specify) "Otah r" service ideis sncla dcd*,: Park district amenities; activities for children; Computer classes in Spanish and English (especially for younger people); more interaction with community police; reduce costs associated with running the village; senior transportation and services; senior center; affordable school before and after care; Splash pad, better kids park, Randhurst Village similar to the Glen; and a high quality nursing home. Summary of responses received Q6. What community events would you like to see in the future? for Question 6: our... W err.... 9A 59% When asked about types of community events they would like to see in the future, the majority of respondents indicated environmental events at seventy- one percent (71%) and health awareness events at fifty-nine percent (59%). Additionally, over a quarter of the respondents said they would like to see cultural events celebrating their heritage and interfaith events. Among the "other" event ideas responses that were mentioned multiple times included kids/family events, family oriented events, events on all cultures, Polish and Irish events, and Christmas parade. APPENDIX B ME 36 Health awaremess events (e.g.: 5K runs) Environmental events (e.g.: electronics recycling drive) Intetfalth events (e.g.: celebration of different festivals) 20 ? Cutturak event celebrating my heritage (e.g.: Polish, Indian, etc. Please sp lfy specific events below: 0 90% MY, 30% 4,01y. 50% 60% 70% BG "Cl hgr" community even; ideas included*: Welcome Wagon for New Residents, Getting -to -Know -Your Neighbor Groups; British and Greek cultural events. Fitness related events like zumba; celebrate diversity; Kids/family events; Family oriented entertainment; Caribbean history month; Irish; all cultures including different religions; holiday events; movies in the park - at different parks; get to know each other events; Polish; Italian; Indian; Irish; German; Korean; Hazardous waste disposal; electronics recycling; tech events for/ with youth programs integrated with Schools and library; gay pride; CPR training; Christmas parade; history of MP; craft fair; vintage markets; food trucks; beer and wine tasting; food drives; adopt a family for the holidays; Local business support days; Fine Arts Festival; Dog/kid friendly events; community bicycle events; More festivals or public gatherings for entertainment. IIIIII I I II I l i I 1 I I I I'. 1 II i 11 I:' II 1 I I'. 11 I I I I11:I11I IIILaII III II ;IIII II11 ,`IIII II r 1.,i111I11 Ill, 111 111. 11 i I I I 1 i 11 I I I I I I 1111111 Community Survey Summary A-68 Summary of responses received for Questions 7, 8 and 9: To better understand the responses received for questions 7, 8 and 9, a separate analysis was run to understand respondents' housing preference in the future. Ninety-five percent (95%) of the respondents currently own a home in Mount Prospect. Of these, sixty-four percent (64%) intend to continue to live in or move to a single-family home, nineteen percent (19%) intend to move into a townhome or condo, and ten percent (10%) intend to move to an independent living facility or an assisted living facility. Of the four percent (4%) that currently live in rental units, fifty-seven percent (57%) said they would move into single-family homes, twenty-one percent (21%) indicated they would move into an apartment, and seven percent (7%) indicated they would move into a condo. Another separate analysis was completed to understand the housing needs for those aged 50 and over. Only thirty-five percent (35%) of those currently living in a single-family home indicated an interest to continue to live in a single-family home in the future. Survey question responses: V. Current living situation: 95% owners 4% renters 2% temporarily living with family/friends Q8. What type of unit do you currently live in? Condominiw 4% single family house(detached) e2% Q9. What type of unit would you move to in the future? Condominiur 9% Townhouse 10% Single family house (detached) 56% Single Family 11 house (attached) 7% "Other" types of units included: Independent senior housing unit, Continuing Care Retirement Community (i.e., multiple levels of care like), senior housing. t IVAO IN ffflllllllli �fllllllllllllll�lll llllill( 'ullll�lllllll',Il II;IIIIIIIIIIIIIIIII IJIIIIfIllilillllllN illJlillllllll llilllYll Illllllilll'.Illlil(IIIII �IIIIIIIII llllil�llll�ll�llllll.IIIIIIIIIIII'llllllllilllllllllllllllllil illlll�l �l �,""��b� A-69 Summary of responses received Survey question responses: for Question 10: Q10. How do you perceive the following in your Regarding neighborhood concerns, neighborhood? Concern, or not currently? the top concerns identified were pedestrian and biker safety at Rising price of IIS ewe seventy-six percent (76%), the rising rental units Ut�� cost of living at sixty-seven percent Rising cost of (67%), ability to walk safely in their living neighborhood at sixty-four percent Renting of units or (64%), and speeding at fifty-nine rooms on AirBNB IIIA percent (59%). The rising price of Flooding yl rental units, renting of units/short- term rentals through AirBNB or Pedestrian and biker 11�1111MIMI U1115 11=110= other websites, and idling delivery safety vehicles were not noted as concerns Ability to walk to community facilities IMEMEMMINEMEMM in the neighborhoods. Crime IllilllllNMEMMIMMINIMMEMIMM Convenient access to public transportation Inaccessible sidewalks Drive-through traffic Speeding Idling delivery vehicles 0,1Y. 1014 2011IG Jow. 40% 50% G&'7'% 701% fja% 901% 1004K III Is a concern M Not currently a concern Summary of responses received for Q11. What else would you like to have/see more of in your Question 11: neighborhood? Respondents indicated they wou I d I ike Community 42% gardens 11MMIM to see more neighborhood events/ Neighborhood block parties, parks/ recreational watch 321% % opportunities, neighborhood watch, Senior services 0 and community gardens the most. Affordable101101 childcare Park/ recreational opportunities 50% Library services I28% Neighborhood events/ block parties Other U1,111h MIKI NV% M"PK 11"'M VK*14 TO!$ 11 111JUJIM111111111IM111111H �l,IIJII[Jlll[)111111111111[[jjlj HMO APPENDIX B Community Survey Summary A-70 Summary of responses received Survey question responses: for Questions 12 and 13: Q12. What is your typical mode of transportation to these To better understand the primary destinations? ways residents travel within the Village the survey included within your neighborhood KNE=n1,111 questions about mobility. Over half the respondents said the p y Downtown/ Metra Station either walk or use a personal car to reach destinations within their Community Connections neighborhood, the Downtown and center �y/a Metra Station, the Community , or community Sixty Community o evoentsC sevenr percent (67/0) events of respondents indicated that they 0% 11y11�, W% 301h, 401111I1 WIN, C101111f, .I110'))". l 1"0,% would like to see more dedicated bike lanes within the community in Personal Car 0 uber Bike I walk J§ Pace bus INIADApara-transit 0 Mt. Prospect Senior Citizens Service In addition t0 Other transportationN, other (add details inthe comment box below) IS NOT APPLICABLE services, such as car/ride share programs, and electric vehicle fueling stations. Q13. What other transportation services would you like to see/use in the community? r110V., Transportation service for personal appointments /moi Electric vehicle fueling ��///j��% /i 23°1a stations I��fij%/j 1� r Car share/ride share 13% programs Dedicated bike lanes Other = 1 46 Ill 3 % 50% 60% 70% i irifW/111 %Nfy 4;1 i rI�lilifl4 al ifltlll 8111 I I I I I I I I I I I I I 111111111 I l l l l l l l l l l I f l l l I I I I I I I I ff llf l I I I[ I I I I I I 1 I I llI l l l l I I I f I I I I I 1111111 1 1 1 1 1 1 1 1 1 111 I I l l l l f l l ( l I I)ll[ I l l i 111111 1 1 1 1 1 1 I, If II11111[IIII[11 1 1 1 1 1 I11 f I I I I I Ill l l f l f l l l l l l l l f l l l f l f l f I l f llf 1 1 1 1 1 1 1 1 II ��ua✓,wn^�m�raefaW �;l r l �� A-71 Summary of responses received for Question 14: All this feedback received for this question has been included on the transportation maps in Appendix A. In general, based on this feedback, the community has a strong desire to walk and bike in the community. Summary of responses received Survey question responses: for Question 15 and 16: Third places are informal public spaces separate from the two primary environments of home ("first place") and the office ("second place"). They can be defined as any place one spends time at other than work or home. The most common third placed identified was the public library. The map in Figure A-33 shows the third places that were identified. The adjacent graphic indicates the respondents' favorite places outside Mount Prospect. The top places included restaurants, downtowns, shopping malls, recreation and entertainment venues outside Mount Prospect. With respect to what residents want to see more of in their neighborhood, the key ideas included more activities for teens, play areas for young children such as a splash pad, a local grocery store downtown, continued development in the downtown area, providing more restaurant options, higher density housing, and fagade maintenance. APPENDIX B Q15. Identification of third places. (Response map included on page A-21) Q 16. What are your favorite places outside Mount Prospect that you visit? What else would you like to see in Mount Prospect? in Arlington Heights, Mlm Food Renrm�summwu �� fr�a��art�r.rou&ut�Ls swhi 7 �,o�� rIla it II�� d .4 fkv Shops � waa o�n t o�w fih he" rwarWa�if fwd � Irm m��tiylks m��m9y a;;;rwrrodyCrew v1 C"�tr":"�CiUI N ells t alflldrelY, Mr,pummrr �YOwrMq c�sN"uP+�a�RSPV.u,, rt, C�.,�r a r , cr aaria� SpofingEraorrts its pvcww es Per oir� if Arts �Ia��r �Yir��» r��e�91r� MIR ZOO L,IIII,VIII,IIIIIIIIII,IOIIILII„I,I1J„IIIIfUIJ,III,I,II,IIIIIIII, I I I I I I I I I I I II I,IIIfiIIll,Iif�II„ I l J I f 111 I t i 1, I fl, I l ll f I l I I I I JJ I I I I I I I U I I I I J I I, I, I I, I U I I, I U I, I I I7 Ii Community Survey Summary A-72 III. Feedback from the open houses, and other community engagement events: When asked what they wanted to see more of in Mount Prospect, the top ideas included downtown development, more restaurants and businesses in the Village, especially in the downtown area. `� I " l etail/Dail Shopping Stora B inn, , , N �t t e r Ind pendr n�f I Nr�4 'r B 5 porthI Goods Store hideg er lent Coffee Shop Shops Wftmawfamillew Home"target Independen i"pwt urant iM ore ow new: Fam ily/community Sp & Activifies for Kiids Spilas,h Pad cti0 ur Do ntowwrn Performing Arts r.ventrd5paces r N11'1iw Dd "UP/10%, J) am N otsianCuiiine; � aw �� i�x �n mrr t��rort� � �m�� a� ��k�r��bd, Jut rmG tWik� F a st M Rep M lb ens Ma Family Dining, Folod 04Grocel T ader Joe's Near/in Downtown Downtown Development Restaurant Diversity Shopping (teal 4 fimn5( U411, ARM o More Bars/Wine Bars ImprO rancym,,,,, y In r c streetolirnodall Wr iruictwre Crossings N kcedmryian Accim, Designated IBike Lanes/ rpanded like Paths near Metfa/Lbwntawn u +� 'Oiaup�buw✓�f r[lfl�l.{artli�ffll�ilillli��[�1IIIlIiI�Ill�iili� li l I l i II I I i II I I l I l I I I I I I I I l i I I I I I I i i I i i i I i I I I lii�I I I I, I I I i i I( i I I I I I I I I I I I I i I i I I�[11 1 I� I I I i I I I I I l i I i I�;i I l I i ill i I j i I i I i i I I i I i I I I i I I i I I I I I I i i I ll I i I I I I I I I I I I i'.. i l I I i i i I I� Il I I I I I l l I I.1 1 11i �, f 11 A-73