HomeMy WebLinkAbout6.1 Presentation of the Community Needs Assessment Final ReportM+awn �'xyt�lts�=e
Item Cover Page
Subject Presentation of the Community Needs Assessment Final Report
Meeting August 12, 2025 - MEETING OF THE MOUNT PROSPECT
COMMITTEE OF THE WHOLE
Fiscal Impact
Dollar Amount
Budget Source
Category DISCUSSION ITEMS
Type Presentation
Information
A strategic goal of the Village is conducting a Community Needs Assessment to guide future
services provided by the Human Services. Potential expansion of the Community Connections
Center (CCC) is a major component of the assessment. The last needs assessment was
conducted in 2007, resulting in the Community Connections Center (CCC) opened in 2009.
Discussion
Purpose
The Village Board and staff recognized the need to evaluate how the CCC can continue to meet
the evolving needs of the community it serves. Following the Human Services Department's
mission "to improve the health and wellbeing of the people and community we serve through
the provision of nursing and social services," this needs assessment was initiatved to inform
potential expansion of the CCC by:
• Identifying current barriers residents face in accessing social services, healthcare,
housing, and transportation
• Examining the changing demographics and needs of the community, particularly in
South Mount Prospect
• Proposing potential partnerships with local agencies to meet community needs
• Making recommendations for future services and programs
Request for Proposal Process
The Village solicited proposals through a Request for Proposal (RFP) from consulting firms to
provide services for the implementation, facilitation and evaluation of a Community Needs
Assessment. The RFP was posted in the following: DemandStar site, Illinois American
Planning Association website and the American Planning Association website, in addition to
sending the RFP via email to municipal networking channels.
Tasks identified in the RFP include:
• Identify community needs related to social services, health care, housing, and
transportation.
• Identify barriers to accessing social services, mental health care, substance abuse
treatment, health care, housing, and transportation.
• Identify service and program needs with the goal of reducing barriers to accessing
social services, health care, and transportation services.
• A broad outreach strategy to ensure engagement of hard -to -reach populations.
Strategies include but are not limited to:
1. Develop, conduct, and distribute a Village -wide survey to the community in
several languages (English, Spanish, Polish, Korean).
2. Conduct focus groups in several languages (English, Spanish, Polish, Korean)
with community leaders, stakeholders, residents, and school personnel.
3. Key informant interviews
4. Outreach to local agencies that provide an array of services and programs to
residents.
• Identify partnerships that could collaborate in meeting community needs.
• Make recommendations for future services and programs to meet current and projected
community needs.
The Village received six proposals, and all were reviewed based on their understanding of the
project goals and methodology to complete the needs assessment. Three of the six
consultants were selected to be interviewed.
An interview panel that included the Assistant Village Manager, the Assistant to the Village
Manager, Director of Finance, Director of Public Works, Director of Community Development
and the Director and Deputy Director of Human Services reviewed and interviewed the three
selected firms. From those interviews and assessment proposals, Initium Health (Denver,
Colorado) was the preferred consultant.
On September 17, 2024, the Human Services Department presented the proposal from Initium
Health to provide consulting services for the Community Needs Assessment for an amount not
to exceed $99,550. The Village Board approved this proposal. The cost of the Community
Needs Assessment was covered by funds from The American Rescue Plan Act.
Community Needs Assessment
Between February and April 2025, Initium Health conducted a mixed -methods assessment
that included a multilingual community survey (703 respondents) with a comprehensive
outreach and marketing strategy available online, on paper and was available in a variety of
languages, including English, Spanish, Polish and Korean, five focus groups, and 27
stakeholder interviews. The assessment captured diverse perspectives across geographic
regions and demographics.
The assessment identified consistent barriers to accessing services throughout Mount
Prospect, including transportation, cost, childcare, and limited awareness. Notably, 26% of
respondents delayed accessing services due to transportation challenges, and nearly half were
unaware of CCC offerings. These gaps were especially pronounced among Spanish-speaking
residents and those living in South Mount Prospect.
At the same time, there is broad support for CCC expansion. Nearly half of residents reported
being likely to use an expanded CCC. Top priorities include youth programs, senior programs,
job training, basic needs services, and access to health and mental health care. Participants
voiced a desire for integrated services that are accessible, multilingual, and community -
centered while maintaining the CCC's welcoming environment.
This report presents recommendations to guide the CCC's future development through four
strategic priorities: expanding physical space, enhancing service delivery with extended hours
and targeted programming, developing formal partnerships to leverage community expertise,
and improving multilingual outreach and service navigation. By building on the CCC's existing
strengths —including bilingual staff, evening hours, and established community trust —while
addressing identified barriers, the Village can ensure the CCC remains a vital resource for all
Mount Prospect residents.
General Recommendations
Based on comprehensive community input and assessment findings, the following
recommendations address critical service gaps while building on the Community Connections
Center's established strengths. These recommendations reflect the priorities identified by 703
survey respondents, 66 focus group participants, and 27 stakeholder interviews, with 49.40/0
of residents expressing likelihood to use an expanded CCC—contrasting with 18.6% unlikely to
use an expanded CCC.
Implementation Priorities for CCC Expansion (See Table 26 in Initium Health's report)
Area of Focus
Key Elements
Physical Space
Larger facility with multi -purpose
Private consultation spaces
Dedicated youth and senior areas
Enhanced library space
Green space or community garden
Service Enhancements
Multilingual services in additional languages
Extended evening and weekend hours
Comprehensive youth and senior
programming
Integrated health and mental health services
Strategic Partnerships
Healthcare providers for co -located services
Educational institutions for learning programs
Township coordination for seamless access
Community organizations for cultural
programming
Access & Awareness
Comprehensive multilingual outreach
"No wrong door" service navigation
Welcoming, culturally inclusive environment
Conclusion
This community needs assessment provides the Village of Mount Prospect with comprehensive
data to guide decision -making regarding the Community Connections Center's future. The
assessment process engaged survey respondents, focus group participants, and stakeholder
interviews between February and April 2025, ensuring diverse community perspectives were
captured.
This assessment was conducted by Initium Health under contract with the Village of Mount
Prospect. The findings and recommendations reflect extensive community input gathered
through culturally responsive methods including multilingual surveys, targeted outreach to
underserved populations, and engagement with organizations serving vulnerable residents.
Initium Health will present the needs assessment findings and recommendations.
Alternatives
1. Initium Health will present the needs assessment findings and recommendations.
2. Action at the discretion of the Village Board.
Staff Recommendation
This is an informational presentation.
Attachments
1. Final Needs Assessment Report 2025
V I L L A G E 0 F
MOUNT PROSPECT
TABLE OF CONTENTS
IIII IIEX:IIEU"TIIIIVIIE SUMMARY III w w
IIII IIINtfIIRODU TIII0M
Overview of Community Connections Center(CCC)..................................................................................5
Purpose of the Community Needs Assessment.........................................................................................
6
II t �' II IIII IIII II IIE tf IIH t" Ilt IIL Gf w w
7
DataCollection Methods............................................................................................................................ 7
SecondaryData Analysis..........................................................................................................................
10
Analysis and Interpretation.......................................................................................................................
11
Summary of Data Collection Methods......................................................................................................11
Methodological Limitations.......................................................................................................................12
C0%MtYW[T'Y IIEIIMOGIRAlPHIIlCS AND C IIN"tf°IIE T.
.13
Village Overview and Geographic Context...............................................................................................
13
Population Characteristics........................................................................................................................
13
SocialDeterminants of Health..................................................................................................................
15
CommunityAssets.............................................................................................................................20
HealthcareServices..................................................................................................................................
20
MentalHealth Services.............................................................................................................................
21
SocialService Organizations....................................................................................................................
21
Educational and Recreational Resources.................................................................................................
21
KEY IIEIIIIINII3IIIIINGS, S PS"I]EII III IIE CHALLENGES AND
25
A. Transportation and Access Barriers.....................................................................................................
25
B. Awareness of Services and Communication........................................................................................32
C. Services for Specific Populations.........................................................................................................36
D. Healthcare Access and Mental Health Services..................................................................................
40
E. and Affordability .......................................................................................................
43
IHousingStability
IICENI"ER EXN 0Nuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu uu uu uu uu uu uu uu uu uu uu uu uu uu uu uu.
47
CurrentUtilization and Awareness............................................................................................................
47
Interest in Expanded Services..................................................................................................................
50
Desired Services and Programs................................................................................................................52
Access and Scheduling Preferences........................................................................................................
55
Physical Space Considerations................................................................................................................
57
Library Partnership and Co -Expansion Needs.........................................................................................
58
Service Coordination and Integration.......................................................................................................
61
IIIII PO'TIIEIIINTIIII L AND C " ILIL BOR 1.IIIIOIIII'
63
Current Partnership Landscape................................................................................................................
63
StrategicPartnership Vision......................................................................................................................64
2
Health Services Partnerships.................................................................................................................... 64
Educational Institutional Partnerships...................................................................................................... 65
TownshipCoordination............................................................................................................................. 65
�m
IIIIIIII I IIF"COIIYCII IIFEIlMll� °1f°IIII I S 67
Priority 1: Physical Space Expansion....................................................................................................... 67
Priority 2: Enhanced Service Delivery....................................................................................................... 67
Priority 3: Strategic Partnership Implementation...................................................................................... 68
Priority 4: Access and Outreach Enhancement........................................................................................ 69
Implementation Framework...................................................................................................................... 69
IIX CCIIiCIILU&IIOIIM 79
3
I. EXECUTIVE SUMMARY
This community needs assessment was commissioned by the Village of Mount Prospect to evaluate
service gaps and inform planning for a potential expansion of the Community Connections Center (CCC).
The study aimed to understand the evolving needs of residents across Mount Prospect, with a focus on
how the CCC can continue fulfilling its mission of prevention, support, and linkage to appropriate
resources.
Between February and April 2025, Initium Health conducted a mixed -methods assessment that included a
multilingual community survey (703 respondents), five focus groups, and 27 stakeholder interviews. The
assessment captured diverse perspectives across geographic regions and demographics.
The assessment identified consistent barriers to accessing services throughout Mount Prospect, including
transportation, cost, childcare, and limited awareness. Notably, 26% of respondents delayed accessing
services due to transportation challenges, and nearly half were unaware of CCC offerings. These gaps were
especially pronounced among Spanish-speaking residents and those living in South Mount Prospect.
At the same time, there is broad support for CCC expansion. Nearly half of residents reported being likely
to use an expanded CCC. Top priorities include youth programs, senior programs, job training, basic needs
services, and access to health and mental health care. Participants voiced a desire for integrated services
that are accessible, multilingual, and community -centered while maintaining the CCC's welcoming
environment.
This report presents recommendations to guide the CCC's future development through four strategic
priorities: expanding physical space, enhancing service delivery with extended hours and targeted
programming, developing formal partnerships to leverage community expertise, and improving multilingual
outreach and service navigation. By building on the CCC's existing strengths —including bilingual staff,
evening hours, and established community trust —while addressing identified barriers, the Village can
ensure the CCC remains a vital resource for all Mount Prospect residents.
II. INTRODUCTION
Mount Prospect has undergone significant demographic shifts in recent decades, with growing cultural
diversity. According to the U.S. Census Bureau (2019-2023), nearly 30% of Mount Prospect residents are
foreign -born, and over 42% speak a language other than English at home.' This diversity brings both
strengths and unique service challenges as needs evolve across different parts of the community,
particularly in South Mount Prospect where there is greater linguistic and cultural diversity.
Overview of t IIIvnec 'III II S Center III" ' Cllt"I Iltt"Ii t III"IV III"„
The Community Connections Center (CCC) opened in 2009 following a comprehensive feasibility study and
needs assessment conducted in 2007. Located at 1711 W. Algonquin Road in South Mount Prospect, the
CCC was established specifically to address barriers to access resources for residents in the village. The
CCC represents a strategic partnership between the Village of Mount Prospect Human Services
Department and the Mount Prospect Public Library, which established its South Branch at this location.
The Village received a series of $50,000 grants from the Chicago Community Trust between 2007 and 2009
to support the initial feasibility study, start-up costs, marketing, business planning, and initial program
funding. The current CCC occupies 3,600 square feet of space. Since its opening, the CCC has expanded
both its services and community partnerships to better meet evolving community needs, with a focus on
prevention, support, and connecting residents to appropriate resources both within and beyond the CCC.
The CCC currently provides:
• Information and Referral: Helping residents navigate and access appropriate services and
resources throughout the community, including benefit application assistance and resource
coordination
• Social Services: Case management and advocacy, crisis intervention, emergency financial
assistance, food pantry services, holiday programs, and group programming for youth, adults and
families
• Senior Social Services: Support for older adults including in -home assessments, benefit
application assistance (License Plate Discounts, Property Tax Exemptions, Medicare Part D), and
follow-up services coordinated with Police and Fire Departments
• Public Health Nursing: Health screenings (blood pressure, cholesterol, blood sugar), nursing
consultations, lipid panel screenings, senior exercise programs, and a medical equipment lending
closet with walkers, wheelchairs, and other assistive devices
• Library services: Multilingual collections, technology access, work and leisure spaces, and diverse
programming for all ages
• Police services: Community Services Officer who maintains hours at the CCC to assist with civil
and police matters, child car seat installation, and non -criminal reports; plus Crime -Free Housing
coordination for rental properties
The CCC operates Monday through Friday from 11 am to 7:30pm and Saturdays from 11 am to 3pm (Library
services only). The Community Connections Center is staffed by bilingual professionals and funded through
the municipal budget, with the Mount Prospect Public Library contributing to the monthly lease payments.
Purpose of the Community ��Needs Assessmen't
As the Community Connections Center marked its 16th anniversary in August 2025, the Village of Mount
Prospect recognized the need to evaluate how the CCC can continue to meet the evolving needs of the
community it serves. Following the Human Services Department's mission "to improve the health and
wellbeing of the people and community we serve through the provision of nursing and social services," this
needs assessment will inform potential expansion of the CCC by:
• Identifying current barriers residents face in accessing social services, healthcare, housing, and
transportation
• Examining the changing demographics and needs of the community, particularly in South Mount
Prospect
• Proposing potential partnerships with local agencies to meet community needs
• Making recommendations for future services and programs
In April 2024, the Village issued a Request for Proposals for a comprehensive community needs
assessment, contracting with Initium Health to conduct this work. This report presents findings and
recommendations that will guide decision -making around physical space requirements, service expansion
opportunities, partnership development, and ensuring the CCC continues to effectively fulfill its mission
within the larger service landscape of Mount Prospect.
III. METHODOLOGY
This community needs assessment employed a mixed -methods approach to gather comprehensive data
about residents' experiences, service needs, and barriers to accessing resources in Mount Prospect. The
assessment design focused on ensuring diverse community voices were heard, with particular emphasis on
reaching historically underrepresented populations.
IIData Collection IMethods
Community Survey
A comprehensive community -wide survey was developed to capture quantitative data on residents'
awareness of services, access barriers, program preferences, and demographic information. The survey
contained 23 questions covering transportation access, healthcare utilization, awareness of Community
Connections Center services, preferred program types and scheduling, and barriers to participation.
The survey was available in multiple languages (English, Spanish, Polish, and Korean) to ensure
accessibility for the village's diverse linguistic populations. Distribution occurred through multiple channels:
• Village of Mount Prospect website and social media platforms
• Email distribution through Human Services Department and Library networks
• Print distribution at community events and high -traffic locations
• Promotion through community partner organizations
• Newspaper advertisements in language -specific publications such as Korea Times, Polish Daily,
and Daily Herald
• Direct outreach to residents at focus group locations
A total of 703 residents completed the survey. Respondents self -identified their geographic location within
Mount Prospect as North (north of Central Road), Central (between Central Road and Golf Road), or South
(south of Golf Road).
Table 1. Geographic Region of Respondents.
North Mount Prospect
269
38.3%
Central Mount Prospect
293
41.7%
South Mount Prospect
104
14.8%
Other / Not sure
37
5.2%
The geographic distribution of survey responses shows strong participation from North and Central Mount
Prospect, with South Mount Prospect residents comprising just 14.8% of responses. This is notable given
population estimates suggesting a more even distribution across regions. South Mount Prospect's unique
characteristics —including higher concentrations of multi -family housing, immigrant populations, and
households with limited English proficiency —made additional data collection methods necessary to ensure
their perspectives were adequately captured.
Table 2. Age Distribution of Respondents.
Under 18
4
0.6%
18-24
11
1.6%
25-34
62
8.8%
35-44
164
23.3 %
45-54
145
20.6%
55-64
138
19.6%
65 and older
171
24.3%
Prefer not to say
8
1.1 %
The age distribution of survey respondents shows strong representation from adults across working and
retirement age groups. The highest participation came from seniors aged 65 and older, followed closely by
adults aged 35-44 and 45-54.
This distribution generally aligns with Mount Prospect's demographic profile, though young adults (18-34)
were somewhat underrepresented at 10.4% of total respondents compared to their proportion in the overall
population.
Table 3. Languages Spoken at Home (Multiple choice.)
English
625
88.9%
Spanish
127
18.1 %
Polish
26
3.7%
Korean
7
1.0%
Russian
5
0.7%
Other
40
5.7%
9
While the majority of survey respondents speak English at home, the data reflects Mount Prospect's
linguistic diversity with 18.1 % speaking Spanish and smaller but significant proportions speaking Polish,
Korean, Russian, and other languages. The total exceeds 100% as some respondents reported multiple
languages spoken at home, indicating bilingual or multilingual households that comprise approximately
16% of respondents.
Focus Groups
Five focus groups were conducted at different locations throughout Mount Prospect to gather in-depth
qualitative data and ensure representation from diverse community segments, particularly those
underrepresented in the survey response. Each focus group lasted approximately 90 minutes and was
facilitated by Initium Health consultants in March 2025.
Focus Group Locations and Participation:
• RecPlex (11 participants)
• Community Connections Center (21 participants)
• Mount Prospect Greens Apartments (10 participants)
• John Jay Elementary School (8 participants)
• Mount Prospect Library (16 participants)
Focus group discussion guides explored seven key topic areas:
1. Community strengths and pride in Mount Prospect
2. Valuable local resources and services
3. Experience with the Community Connections Center
4. Barriers to accessing services
5. Desired additional services
6. Vision for an expanded Community Connections Center
7. Potential partnerships to improve service delivery
Participants were recruited through multiple methods, including:
• Flyers posted at community locations
• Direct outreach through community organizations
• Print and digital advertisements in multiple languages
• Personal invitations from service providers
Particular effort was made to recruit participants from
underrepresented groups, including Spanish speakers, low-income
residents, and those with limited English proficiency. All focus groups
included Spanish interpretation services.
Stakeholder Interviews
In-depth interviews were conducted with 27 key stakeholders representing diverse sectors of the Mount
Prospect community. These interviews provided expert perspectives on community needs, service gaps,
and potential solutions. Stakeholders included representatives from:
• Healthcare providers (including Endeavor Health Northwest Community Hospital, Ascension Center
for Mental Health, Cook County Arlington Heights Health Center)
• Social service organizations (including Northwest Casa, WINGS, Shelter Inc, Children's Advocacy
Center)
• Educational institutions (including District 59, District 214, New Comer Center)
• Government agencies (including Elk Grove Township, Wheeling Township)
• Faith communities (including St. Mark's)
• Mental health organizations (including NAMI, Gateway Foundation)
Additionally, individual interviews were conducted with four Village Board members to gain their
perspectives on community needs and the potential expansion of the Community Connections Center.
Interviews followed a semi -structured format with open-ended questions focusing on key community health
and social service needs, barriers to accessing services, gaps in current service provision,
recommendations for the Community Connections Center, and potential partnerships.
Secandary Data Analysis
To complement primary data collection and provide context for community feedback, a comprehensive
secondary data analysis was conducted using publicly available datasets. This analysis helped identify
demographic trends and service gaps within Mount Prospect.
Data sources included the U.S. Census Bureau and American Community Survey (2018-2022), Census
block tract data for the Community Connections Center service area, Cook County health indicators, and
Illinois Department of Public Health statistics.
The analysis focused on:
• Population demographics (age, race/ethnicity, language)
• Economic indicators (income, poverty, employment)
• Housing affordability and stability
• Health insurance coverage
• Geographic distribution of resources
Special attention was given to identifying disparities between different geographic regions within Mount
Prospect, particularly comparing North, Central, and South areas.
10
Analysils and
Data from all sources were analyzed using a mixed -methods approach that integrated quantitative and
qualitative findings:
• Survey data analysis: Descriptive statistics identified patterns, trends, and areas of highest
concern. Data were disaggregated by geographic location, age, and language where possible to
identify disparities.
• Qualitative analysis: Focus group and interview transcripts were analyzed using thematic content
analysis to identify recurring themes, barriers, and suggestions. Representative quotes were
selected to illustrate key findings.
• Integrated assessment: Findings from all data sources were compared and triangulated to identify
areas of consensus and divergence. Priority areas were determined based on multiple factors:
o Frequency of mention across data sources
• Severity of need as reported by community members and stakeholders
• Impact on vulnerable populations
o Feasibility of addressing through Community Connections Center expansion
Final prioritization of needs was conducted through a collaborative process involving the assessment team
and Village leadership, with consideration given to both community -identified priorities and objective
indicators of need.
Suryvffiary of IIData CoIlilli .� ,lii ili IIMethods
All Mount Prospect
residents
Multi -channel
promotion including
digital, print, and
in -person outreach in
multiple languages
Descriptive statistics
and cross -tabulation
by demographic
variables
66 participants
across 5 sessions
Diverse community
members
Targeted outreach
through community
organizations, public
advertisements, and
direct invitation
Thematic content
analysis
27 community leaders
(including 4 Village
Board members)
Organizations serving
diverse populations
including healthcare,
education, social
services, and
government
Direct outreach to
identified community
leaders
Qualitative content
analysis
Census and public
health data
Village -wide
population with
census tract
analysis
Comparative
analysis of
demographic and
health indicators
Methodological Il Limitations
iin
While this assessment used multiple methods to ensure representation of diverse perspectives, some
limitations should be noted. Survey respondents from South Mount Prospect were underrepresented
relative to their proportion of the village population. To address this limitation, we conducted targeted focus
groups in the South Mount Prospect area and ensured stakeholder interviews included organizations
serving this region. Additionally, we analyzed secondary data for South Mount Prospect census tracts to
provide contextual information about this area's specific demographics and needs.
This comprehensive approach ensured that findings reflect the diverse perspectives and needs of Mount
Prospect residents, with special attention to historically underserved populations. The results directly inform
the recommendations for Community Connections Center expansion presented in this report.
12
IV. COMMUNITY DEMOGRAPHICS AND CONTEXT
Village a iir° liiew and GewgrapliicContext
The Village of Mount Prospect is a diverse suburban community located approximately 22 miles northwest
of Chicago in Cook County, Illinois. With a population of approximately 56,000 residents, the village
combines residential neighborhoods with commercial areas and light industry.
Mount Prospect's geography significantly impacts service access, transportation patterns, and resource
distribution. The village can be divided into three main regions - North, Central, and South - separated by
major roadways and railroad tracks that create both physical and social barriers between communities.
Figure 1. Map of Mount Prospect North, Central, and South Regions.
While the population is relatively evenly distributed
across these regions, South Mount Prospect has a
higher density of multi -family housing units and
more diverse demographic characteristics. This
geographic segmentation emerged repeatedly in
community discussions, with focus group
participants often referencing challenges in
connecting different parts of the community.
Transportation infrastructure primarily follows
east -west and north -south arterial roads, with limited
public transit options connecting different parts of
the village. Stakeholders noted that this layout
affects residents throughout the village who rely on
public transportation, creating what one interviewee
called "invisible barriers" between neighborhoods
and services.
The CCC aims to serve all residents of Mount
Prospect, with a particular focus on addressing
access barriers that may affect residents across
various demographics and geographic areas. While
originally established to address needs in South
Mount Prospect, the CCC continues to evolve to
meet the needs of the entire community.
Population uliation "Ili iir°aciiriii lii
This section provides a detailed overview of key demographic, health, and social factors in the Village of
Mount Prospect, Illinois, with comparisons to state and county data where relevant. Understanding these
factors is essential to contextualizing the health and wellbeing of the population, as they shape access to
healthcare, health outcomes, and the overall quality of life in the area.
13
Age Distribution
The median age range of residents in the Village of Mount Prospect is 41.7 years. 60.8% of the population
falls between the ages of 18 and 65. Those under 18 make up 21.6% of the population and 17.6% of the
population are 65 and over.2 This closely aligns with the state of Illinois age distribution and reflects the
types of services needed for both youth and senior communities.
Gender
The gender distribution in the Village of Mount Prospect shows slightly more males (50.1 %) than females
(49.9%), while the state of Illinois gender distribution shows slightly more females (50.6%) than males
(49.4%).3
Racial and Ethnic Composition
Mount Prospect is becoming increasingly diverse. As of 2024, the largest racial group was White (67.1 %),
followed by White alone, not Hispanic or Latino (63.3%), Hispanic or Latino (16.2%), Asian alone (14.6%),
Multiracial (8.6%), Black alone (2.5%), and American Indian and Alaska Native (0.3%).4 These trends
generally reflect statewide patterns in Illinois, where White residents also make up the majority. However,
there are notable differences: in Illinois, individuals identifying as Black alone represent a significantly higher
proportion (14.6%), while the Asian population is lower at 6.3%, and Multiracial individuals make up just
2.3% of the population.'
Foreign born
A significant portion of Mount Prospect residents were born outside the United States. As noted in the
introduction, about 16,600 people were born outside the country in 2023, nearly double the national
average of 13.8%. This represents a slight decrease from 2022, when the foreign -born population was
29.8%. In comparison, 14.1 % of Illinois residents were born outside the country, showing that Mount
Prospect has a significantly higher share of foreign -born residents than both the state and national
averages.6
Languages spoken
Mount Prospect is home to a linguistically diverse population. According to 2018-2022 data, 42.2% of
residents speak a language other than English at home, which is higher than both Cook County (35.2%)
and the broader Chicago Metropolitan Agency Planning (CMAP) region (31.6%). Spanish and Slavic
languages are the most commonly spoken non-English languages in Mount Prospect, with 12.6% of
residents speaking Spanish and 12.4% speaking a Slavic language. Other languages spoken include
Chinese (1.6%), Korean (1.8%), Tagalog (1.0%), Arabic (0.8%), and various other Asian and Indo-European
z United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
3 United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
' United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
6 United States Census Bureau. (2024, July 1). QuickFacts: Illinois.
https://www,census.gov/quickfacts/fact/table/IL/PST045224
6 Data USA. (n.d.). Mount prospect, IL. Retrieved April 9, 2025, from
h ttps://datausa. io/profile/geo/mount-p rospect-il #:—:text=The°/a205°/�20larges1°/o20ethn is°/a20groups,(Hispanic)%20(3.79°/Q25)
14
languages! About 16.5% of Mount Prospect residents report speaking English less than "very well," which
is higher than the county (13.6%) and regional (11.7%) rates. Among residents aged 60 and older, 33%
speak a language other than English at home, and 22% speak English less than "very well."'
Social II' �° iil °iii � lii ii I�iil of Ilea III° , h
Income and Poverty
Economic factors directly impact residents' ability to access transportation, healthcare, and housing. In
2023, Mount Prospect had a median household income of $103,911 and a per capita income of $48,113,
both higher than the Illinois averages of $81,702 and $45,104, respectively? Despite these higher income
levels, 6.0% of Mount Prospect residents lived below the poverty line —lower than the state rate of 11.6%
and the national rate of 12.4%. Among those living in poverty in Mount Prospect, the most common racial
or ethnic group is White, with 15.4% of both males and females below the poverty line. This is followed by
Asian residents (8.26% of females and 5.44% of males) and Hispanic residents (8.06% of females and
4.68% of males).10
Table 4 shows that Mount Prospect's median household income is higher than 5 out of 9 surrounding
areas, and per capita income is higher than 4 out of 9 surrounding areas; this presents Mount Prospect as a
type of "middle ground" for income. For individuals in poverty, Mount Prospect (6%) ranks lower than 5 out
of 9 surrounding high -poverty areas —Buffalo Grove, Arlington Heights, Palatine, Elk Grove, and
Wheeling —displaying a similar trend to median income.
Table 4. Income in Surrounding Areas.",12
Illinois $81,702 $45,104 11.6%
Mount Prospect $103,911 $48,113 6.0%
Arlington Heights $118,532 $60,871 6.3%
Des Plaines $94,303 $44,032 5.8%
' Chicago Metropolitan Agency for Planning. (2024, August). community Data Snapshot: Mount Prospect.
littps://www.cmap.illinois.gov/wp-conterit/uploads/dim uploads/Mount-Prospect.pdf
s Village of Mount Prospect. (2023, arch). Aging in Community Action Plan [Draft].
https://d3n9yO2raazwpg.cloudfront.net/mountprospect/39cc98ac-61 f7-11 ed-95a3-0050569183fa-8a553f6f-20df-4e89-9078-a
16d8dee3216-1678477812. pdf
' Data USA. (n.d.). Mount Prospect, IL. Retrieved April 9, 2025, from
https://datausa. io/profile/geo/mount-prospect-il #:—:text=The%205`/`20largest°/v20ethn is°/a20groups,(H ispanic)%20(3.79%25)
10 United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
11 United States Census Bureau. (2024, July 1). QuickFacts.
https://www.census.gov/quickfacts/fact/table/buffalogrovevillageillinois,prospectheightscityillinois,desplainescityillinois,arlin
gtonheightsvillageillinois,IL,mountprospectvillageillinois/INC910223#INC910223
12 United States Census Bureau. (2024, July 1). QuickFacts,
https://www.census.gov/quickfacts/fact/table/hoffmanestatesvillageillinois,paiatinevillageillinois,glenviewvillageillinois,wlieel
ingvillageillinois,elkgrovevillagevillageillinois/INC910223
15
Elk Grove Village
$95,216
$46,267
6.9%
Wheeling
$83,251
$41,463
8.7%
Palatine
$95,950
$49,950
10.1 %
Glenview
$138,758
$78,412
5.5%
Buffalo Grove
$129,820
$60,111
6.5%
Hoffman Estates
$109,683
$49,069
5.3%
Prospect Heights
$91,599
$46,868
5.9%
Employment
Employment data shows that between 2022 and 2023, the number of employed residents in Mount
Prospect, IL declined slightly by 1.64%, dropping from 29,500 to 29,000. Despite this decline, the local
workforce is diverse in occupation. The most common job sectors for Mount Prospect residents include
management roles (with over 4,000 residents), followed by sales -related positions (2,807 residents) and
office and administrative support jobs (2,770 residents).13
Figure 2. Most Common Occupations in Mount Prospect.14
Data d. Retrievedr
Data .MountRetrieved April 9, 2025, from
16
In 2022, Mount Prospect was home to 1,476 employer firms. Of those, 988 were owned by men and 288 by
women. There were 1,297 nonveteran-owned firms, and 1,044 were owned by nonminority individuals.15
Housing Stability and Affordability
As of 2023, 70% of homes in Mount Prospect are owner -occupied —slightly higher than the Illinois rate of
66.8% and above the national average of around 65%. The median value of owner -occupied homes in
Mount Prospect is $377,000, which is significantly higher than Illinois' median of $250,500 and about 24%
above the national median of $303,400. Home values in the village increased by 2.47% from 2022 to 2023.
Homeowners in Mount Prospect with a mortgage pay a median monthly cost of $2,582, while those without
a mortgage pay about $1,023. Renters in the village face a median gross rent of $1,454— higher than the
state median of $1,227 and the surrounding areas of Des Plaines and Prospect Heights. 16,17
Table 5. Housing Costs in Surrounding Areas.18
Illinois $1,227 $1,950
Mount Prospect $1,454 $2,582
Arlington Heights $1,727 $2,631
Des Plaines $1,435 $2,121
Prospect Heights $1,391 $2,401
15 Data USA. (n.d.). Mount Prospect, IL. Retrieved April 9, 2025, from
https://datausa.io/profile/geo/mount-prospect-il#:—:text=The°/Q205°/a201argest°/o20ethnic°/a20groups,(Hispanic)`/`20(3.79`/`25)
16 Data USA. (n..). Mount Prospect, IL. Retrieved April 9, 2025, from
https://datausa. io/profile/geo/mount-prospect-ii #:—:text=The%205°/d20largest°/o20ethn is°/a20groups,(Hispanic)°i®20(3.79`/`25)
17 United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
18 United States Census Bureau. (2024, July 1). QuickFacts.
https://www.census.gov/quickfacts/fact/table/prospectheightscityilliriois,desplainescityillinois,arlingtonheightsvillageillinois,l
L,mountprospectvillageillinois/HSG650223#HSG650223
17
Figure 3. Cook County and Mount Prospect Housing Market Trends.19 Housing market values have steadily increased
between 2020 and 2025, with recent spikes in April of 2025. Mount Prospect housing has increased by approximately
$100,000 between 2020 and 2025.
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Education Access
Mount Prospect residents have high educational attainment levels. Between 2019 and 2023, 91.7% of
residents age 25 and older had at least a high school diploma —slightly higher than the Illinois rate of
90.3%. Nearly half (48.6%) of adults in Mount Prospect held a bachelor's degree or higher, significantly
exceeding the state average of 37.2%.20
Health Insurance Coverage
According to the Census Bureau, 7.3% of the population under the age of 65 in Illinois is without health
insurance, compared to a slightly higher percentage of 10.8% in Mount Prospect.21
Disability Status
The percentage of individuals with a disability under the age of 65 in Illinois is 8.0%, while Mount Prospect
has a lower rate at 5.2%.22
Health Indicators: Suburban Cook County Region
Health metrics for the broader Suburban Cook County region, which includes Mount Prospect, reveal
important disparities:
19 Redfin. (n.d.). Mount Prospect housing market: House prices & trends.
https://www.redfin.com/city/l 31 70/I L/ Mount-Prospect/housi ng-market
20 United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
21 United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
" United States Census Bureau. (2024, July 1). QuickFacts: Illinois; Mount Prospect village, Illinois.
https://www.census.gov/quickfacts/fact/table/IL,mountprospectvillageillinois/PST045224
18
Life Expectancy: The overall life expectancy in 2022 was 79.9 years, with significant variations by race and
ethnicity. Hispanic/Latino residents had a life expectancy at 83.9 years, followed by non -Hispanic Asians at
86.6 years. Non -Hispanic Black individuals had the lowest life expectancy at 73.1 years, while
non -Hispanic Whites had a life expectancy of 80.2 years.
Cancer Mortality: In 2019,the cancer mortality rate for the population was 141.54 per 100,000. The total
Hispanic individuals had a cancer mortality rate of 89.57, while non -Hispanic Asians had a lower rate of
77.66. Non -Hispanic Black individuals experienced the highest cancer mortality rate at 180.6, and
non -Hispanic White people had a rate of 149.07.23
BMI Rate: In 2023, the adult overweight rate (25-29.9 BMI) was
33.94% for the total population of Cook County, with
Hispanic/Latino adults at 34.5%, non -Hispanic Asian people at
36.23%, non -Hispanic Black people at 28.6%, and
non -Hispanic Whites at 35.04%.24 In 2019, Cook County had an
obesity prevalence (>_ 30 BMI) of 30.1 %—less than the Illinois
rate of 31.6%.25 According to the American Medical Association
in 2023, caution should be used when inferring health
information based on BMI due to its limitations, such as lacking
body fat metrics, in indicating current or future health
outcomes.21
Diabetes Mortality: Diabetes mortality rates in 2022 also show
disparities, with the overall rate at 17.92 per 100,000. Non -Hispanic Black individuals had the highest rate
at 34.2, while non -Hispanic White people had the lowest rate at 14.96.27
Maternal Mortality: Maternal mortality rates between 2010 and 2021 were also variable, with a total
population rate of 16.3 per 100,000 live births. The rates for different racial and ethnic groups ranged from
10.24 for Hispanics/Latinos to 38.94 for non -Hispanic Black individuals.28
Residents to Primary Care Providers Ratio
One way to measure people's ability to obtain primary care is to look at the ratio of people living in a given
geographic area to the number of primary care providers practicing there. In Cook County, Illinois, the
average residents to primary care providers is 1,090 to 1, which is lower than the state ratio of 1,260 to 1.
Lake county has a 940:1 ratio, while Dupage County has a 740:1 ratio of primary care providers —lower
Retrieved" Cook County Department of Public Health. (n.d.). Cancer mortality rate. Cook County Health Atlas. Retrieved April 14, 2025,
from https:#cookcountyhealthatias.org/indicators/JG8KIFJ?topic=cancer-mortality-rate
14 Cook Count�i DeAartment of Public Health, �2022�_ Adult overweilht rate, Cook Counto, Health Atlas.
from https:#cookcountyhealthatias.org/indicators/JGBQDXC?tab=chart
25 Cook County Department of
themes and strengths assessment findings PD
Medical21 American . . . on
P P D ,,:
" Illinois Department of Public Health. (2022). Diabetes mortality rate [Vital Records data]. Cook County Health Atlas.
April211 Illinois Department of Public Health. (2022). Maternal mortality rate [Vital Records data, 2010-20211. Cook County Health
Atlas. Retrieved
19
than Cook County.29 Higher ratios mean that there are more people to be cared for by each primary care
provider, and can be an indication of people facing challenges in getting appointments and needing to
travel longer distances for care.
Figure 4. The figure above illustrates the ratio of patients to primary care physicians, highlighting Cook County's ratio
of 1,090:1. While most neighboring counties have higher ratios, Lake County and DuPage County in Illinois stand out
with lower ratios, indicating relatively better access to primary care.30
Primary Care Physicians in; Cook County, IL
Cook County is getting getter for this measure.
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Community Assets
Mount Prospect has numerous community assets that support resident health and wellbeing, though their
distribution and accessibility vary by region. Key resources include:
Healthcare Services
• Endeavor Health Northwest Community Hospital
• Various Urgent Care Centers
• Private Medical and Dental Practices
• Access Genesis Center of Health and Empowerment
• ACCESS Northwest Family Health Center
29 University of Wisconsin Population Health Institute. (2025). Primary care physicians. County Health Rankings & Roadmaps.
hops://www.countyhealthrankings.org/health-data/community-conditions/health-infrastructure/clinical-care/primary-care-phy
sicians?year=2025&county=17031
so University of Wisconsin Population Health Institute. (2025). Primary care physicians. County Health Rankings & Roadmaps.
https://www.ccuntyheaIIhrankings.org/health-data/community-conditions/heaIInIFrastructu re/cl in ical-ca re/pri m a ry-ca re-phy
sicians?year=2025&coun1y=17031
20
Mental Health Services
• Ascension Illinois - Center for Mental Health Arlington Heights
• Kenneth Young Center - Living Room
• Endeavor Health Northwest Community Behavioral Health
• Various private therapist/clinical practices
Social Service Organizations
• Township Offices (Elk Grove and Wheeling)
• Catholic Charities
• Northwest Compass
• Northwest CASA
• LifeSpan
• The Kids Pantry
• Faith -Based Service Providers
Educational and Recreational Resources
• Mount Prospect Public Library (Main and South Branch)
• Mount Prospect Park District
• Surrounding Park Mount Prospect Districts (River Trails Park District, Des Plains, Arlington Heights,
and Prospect Heights Park Districts)
• School Districts (21, 23, 25, 26, 59, 57, and 214)
Figure 5. Health and Social Services around the Community Connections Center, April 2025.
Omni YwTh Sa,r kos
Ascezunxion Center for Mental Heakir t4craau.ranc.ae�
4i�'
Ccxrk County Health Arfinglon Heights Health C&rter Jvxxeh/rn
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Access Commit Centre for Health and Empmennent
Lifespan Lutheran General Hospital
21
Figure 5 shows a balanced picture of service accessibility for Mount Prospect residents that is particularly
numerous for those residing in the North region of Mount Prospect.
Service ire Il iii°�r�c � � II ' Ili ciii
Figure 6. Map of primary CCC Service Area, based on census information. Dropped pin is the location of the CCC.
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The Community Connections Center
primarily serves low to moderate income
residents in South Mount Prospect,
although its services are available to all
village residents. The CCC service area
has distinct demographic characteristics
that shape service needs and utilization
patterns.
This section provides a breakdown of the
demographics for South Mount Prospect,
which serves as the primary service area
for this assessment. Specifically, the area
includes Block Groups 1 and 2 in Census
Tract 8051.08, Block Group 4 in Census
Tract 8051.11, Block Groups 1 through 5
in Census Tract 8050.02, and Block
Groups 3 and 4 in Census Tract 8051.07.
The data is sourced from the U.S. Census
Bureau's 2019-2023 American
Community Survey 5-Year Estimates.31
It should be noted that data restrictions
for the American Community Survey limits demographics collection to block groups, excluding blocks from
census filtering. Therefore, Block Group 4 in Census Tract 8051.11 includes block 4003 and Block 3002 in
Census Tract 8051.07, which is not part of the official service area. Blocks 3000-3007 in Census Tract
8051.08 were excluded from analysis due to being a small part of Block Group 3, the majority of which is
excluded from the service area.
While the CCC serves all residents of Mount Prospect, this assessment uses South Mount Prospect (as
shown in Figure 1) as the primary service area for demographic analysis. Figure 6 shows the CCC's
immediate neighborhood context, though census data limitations required using the broader South Mount
Prospect boundaries for statistical analysis.
Population Estimates
With a total population of 15,612 people within this service area (South Mount Prospect), the largest group
of residents reside in Block Group 2, Census Tract 8051.08 with 2,439 residents and the smallest group of
residents residing in Block Group 3, Census Tract 8051.07 with 688 residents.
31 U.S. Census Bureau. (2023). American Community Survey, ACS 5-Year Estimates Detailed Tables.
22
Table 6. Age Distribution.
Youth (0-17) 3,303 21.16%
Working Age (18-64) 10,612 67.97%
Seniors (65+) 1,697 10.87%
The age distribution within the service area of the Community Connections Center reflects a diverse
population. Of the total population, 21.16% (3,303 residents) are youth aged 0-17, 67.97% (10,612
residents) fall within the working -age group of 18-64, and 10.87% (1,697 residents) are seniors aged 65 and
older. The age distribution is similar to the entire Village, with a relatively lower percentage of seniors.
Table 7. Race and Ethnicity.
The service area has significantly higher diversity than the village average:
White
7,803
Hispanic/Latino
5,151
Asian
2,855
Black
472
American Indian and Alaska Native 87
Table 8. Language Needs.
Total Population (5 years and over): 14,909
50%
33 %
18.29%
3.02 %
0.56%
English Only 4,736 31.77%
Spanish 4,365 29.28%
Other Indo-European 4,415 29.61 %
Asian and Pacific Island 1,261 8.46%
Compared to the Village of Mount Prospect, the service area has a higher percentage of Spanish speakers
(29.28%) and a larger portion of the population speaking languages other than English, particularly in the
Indo-European category (29.61 %), indicating a potential need for targeted language support services. In
total, 67.35% of reported individuals in the service area speak a language other than English.
23
Economic Indicators
The unemployment rate in the service area shows significant variation, with the highest rate observed at
36.06% in Block Group 1, Census Tract 8050.02, while Block Group 5; Census Tract 8050.02 and Block
Group 4; Census Tract 8051.11 show no reported unemployment (0%). This contrasts with the Village of
Mount Prospect, where the overall unemployment rate is lower (3.6%).
The median household income within the service area is $82,689.80, with notable variation across different
block groups. The highest median household income is observed in Block Group 5, Census Tract 8050.02,
at $106,375, while the lowest is in Block Group 4; Census Tract 8050.02 at $56,165. In comparison to the
Village of Mount Prospect, where the median household income is $103,911, the service area's median
income is significantly lower at $82,689.80.
The average poverty rate in the service area is 12.17%, with considerable variation across different block
groups. The highest poverty rate is observed in Block Group 2; Census Tract 8050.02 at 20.71 %, indicating
a significant portion of the population in that area is experiencing economic hardship. In contrast, Block
Group 1 Census Tract 8050.02 and Block Group 3 Census Tract 8051.072, report a 0% poverty rate. In
comparison to the Village of Mount Prospect, where the poverty rate is 5.95%, the service areas' poverty
rate is higher.
Health Insurance Coverage
In comparison to the Village of Mount Prospect, where the uninsured rate for those under 65 is 10.8%, the
uninsured rate in the service area is significantly higher at 18.42%.
Table 9. Insurance Coverage in the CCC service area, according to 2023 Census data.
Employer -based Only Under 19 1,135
19-34 2,134
35-64 2,708
65+ 16
Medicaid Under 19 1,806
19-34 446
35-64 912
65+ 220
24
No Health Insurance Under 19 18
19-34 1,352
35-64 1,385
65+ 120
V. KEY FINDINGS: SYSTEM -WIDE CHALLENGES AND
OPPORTUNITIES
The assessment identified five critical themes affecting Mount Prospect residents' ability to access services
and resources throughout the community. These findings emerged consistently across all data collection
methods —surveys, focus groups, stakeholder interviews, and board member discussions —revealing
systemic challenges that extend beyond any single organization. While the Community Connections Center
addresses many of these barriers, the challenges identified here reflect broader community -wide issues
that require collaborative solutions.
Transportation emerged as the most commonly identified barrier across all data sources. The geographic
layout of Mount Prospect, limited public transportation, and high cost for alternative options create
significant challenges for residents attempting to access services, particularly affecting seniors, those
without personal vehicles, and lower -income families.
SURVEY FINDINGS:
How Residents Currently Travel
The vast majority of Mount Prospect residents (85.6%) rely on driving themselves to access medical
appointments and social services. Public transportation use was minimal (2.4%), while others depended on
rides from family or friends (6.3%), walking (1.3%), or rideshare services (1.1 %).
25
Figure 7. 04. "How do you usually get to medical appointments and social services?"
100.00
75.00
25.00
M
Drive myself Public Transportation Walk Rideshare (uber/lyft)
Geographic Disparities in Transportation Access: Central Mount Prospect residents report the highest
rate of driving themselves (36.4%), followed by North (33.4%) and South (12.4%) residents. Public
transportation use remains minimal across all regions.
Table 10. Primary Transportation Methods by Region (04).
Drive myself
36.38%
33.38%
12.41 %
1.57%
1.85%
85.59%
Get ride from others
3.00%
1.85%
0.86%
0.57%
0.00%
6.28%
Public transportation
1.00%
1.00%
0.29%
0.00%
0.14%
2.43%
Walk
0.29%
0.43%
0.14%
0.43%
0.00%
1.28%
Rideshare (Uber/Lyft)
0.29%
0.29%
0.43%
0.14%
0.00%
1.14%
26
Age -Related Transportation Patterns: The 65+ age group showed the highest reliance on driving
themselves (22.4%), while younger adults (25-34) were most likely to use alternative transportation options
like rideshare services and public transit.
Language and Transportation Barriers: Spanish speakers showed higher rates of relying on family/friends
for rides (2.85%) and using public transportation (1.57%) compared to English speakers.
Impact of Transportation Barriers
Among those experiencing transportation -related delays (26% of respondents), the most affected services
include:
• Medical appointments (8.8%)
• Community programs (6.0%)
• Social services (4.0%)
• Mental health services (3.0%)
Figure 8. 05. "Have you delayed accessing any of these services due to transportation issues?"
.(
40
20
Not applicable Medical Mental health Community Social services No delays due
appointments services programs to transportation
Notably, South Mount Prospect residents —despite comprising only 14.8% of survey responses —reported
proportionally higher transportation barriers when accessing health and social services.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Community Perspectives on Transportation
The depth of transportation challenges became clear through qualitative analysis. Among 66 focus group
participants across five sessions, transportation barriers were mentioned more frequently than any other
challenge. Participants described cascading effects, connecting transportation access directly to economic
constraints. The median rent of $1,454 in Mount Prospect leaves little room for transportation costs,
especially for the 48% of renters experiencing cost burden:
27
ft"'s hard for residents to get aro und.
If you can t afford a L yf't it s difficult. 1111
- RecPlex participant
""Some famifies don"'f have drivers licenses
due to citizenship [status . mm
- John Jay participant
Participants frequently referenced the "north -south divide" created by railroad tracks and major roadways,
noting how physical infrastructure creates social isolation between neighborhoods.
System -Level Transportation Analysis
Among stakeholders interviewed, 95% identified transportation as a critical barrier. Healthcare providers
emphasized how transportation affects treatment compliance throughout the Mount Prospect service
system:
"We have to figure out how to get them home. Also sometimes the transport is not reliable, there can be a
long delay in picking them up from the program. " - Mental health provider
Multiple stakeholders described system -wide transportation challenges including limited routes connecting
different parts of the village, restrictive eligibility for existing transportation programs, minimal service
outside standard business hours, and cost barriers for alternative transportation options.
SECONDARY DATA ANALYSIS:
Travel time analysis reveals the scope of this challenge across Mount Prospect's entire service network.
Using Pace bus routes during standard business hours, the following tables demonstrate actual travel times
residents face when accessing health and social services throughout the village:
Table 11. Health and Social Services Travel Time Based on Distance from Community Connections
Center, April 2025.
Access Genesis Center for Health Health
and Empowerment
ACCESS Northwest Family Health Health
Center
Alexian Brothers Hospital Mental Health -
Inpatient
Des Plaines 39 mins
Arlington Heights 1 hour 40 mins via Pace
Bus and Metra Train
Hoffman Estates 1 hour 7 mins
Ascension Center for Mental Mental Health - Arlington Heights 57 mins
Health Outpatient
Cook County Health Arlington Health Arlington Heights 1 hour 4 mins
Heights Health Center
28
Elk Grove Township
Township
Elk Grove Village
20 min via Pace Bus with
Additional 40 min Walk
Endeavor Health Northwest
Hospital
Arlington Heights
40 mins
Community Hospital
Josselyn
Mental Health -
Northbrook
3 hours 12 mins
Outpatient
Journeys The Road Home
Homeless
Palatine
1 hour 31 minutes
Services
Kenneth Young Center
Mental Health -
Elk Grove Village
1 hour 1 min via Pace Bus
Crisis
with Additional 1 hour 24
min Walk
Kenneth Young Center The Living
Mental Health -
Mount Prospect
7 min walk
Room
Crisis
LifeSpan
Medical Home
Arlington Heights
12 min via Pace Bus with
Additional 43 min Walk
Lutheran General Hospital
Hospital
Park Ridge
1 hour
Mount Prospect Police
Police
Mount Prospect
35 min via Pace Bus with
Department
Department
Additional 38 min Walk
Mount Prospect Village Hall
Village Hall
Mount Prospect
1 hour 2 minutes
Northwest Center Against Sexual Sexual Assault Arlington Heights
Assault
Survivor Services
Northwest Compass
Homeless
Mount Prospect
Services
Omni Youth Services
Mental Health -
Wheeling
Outpatient
RecPlex
Park District
Mount Prospect
Rolling Meadows Courthouse
County Court
Rolling Meadows
Rosecrance
Substance Abuse Northbrook
8 min via Pace Bus with
Additional 35 min Walk
1 hour 20 mins
1 hour 33 mins
23 min Walk
9 min via Pace Bus with
Additional 27 min Walk
3 hours 15 mins
29
Wheeling Township Township Arlington Heights
Figure 9. Health and Social Services around Mount Prospect Village Hall, April 2025.
Wheeling Township
i
Boxwood A—
MP Police Depanment
P—pact High School
l
I
1 hour 40 mins via Pace
Bus and Metra Train with
additional 20 mins walk
30
Table 12. Health and Social Services Travel Time Based on Distance from Mount Prospect Village
Hall, April 2025.
Boxwood Area 6 minutes via Pace Bus with additional 19 minute walk
MP Police Department 6 minutes via Pace Bus with additional 24 minute walk
Prospect High School 6 minutes via Pace Bus with additional 22 minute walk
Wheeling Township 1 hour 40 minute walk
This travel time analysis demonstrates that accessing key services often requires over an hour on public
transportation. Specifically:
Eight agencies take under an hour to reach via public transportation or walking
Twelve agencies require 1-2 hours of travel time
Two agencies take more than three hours to access
Figure 9 provides a balanced picture of accessibility to the Village Hall location for North Mount Prospect
residents, suggesting more focus on overall public transportation travel time.
BOARD MEMBER PERSPECTIVES:
Board members acknowledged transportation as a village -wide challenge, noting that residents in both
northern and southern areas face barriers accessing centralized services:
""'e north side of the vilki� .t",e can et. there either.. there'I's very little, an trst orta fore, pubfic
tnans o tatfoa, that goes into the city, into flit? dominlown area f1selt - Village Board Member
fiel/int people get to where, theyneed to o. And that"Is even wit
h the senicns, because there are a
couple of senior residence,,;...,.......... but youstill have to cross a hair y busy streetto get there.
- Village Board Member
Table 13. Transportation Barriers by Population Group.
Seniors Limited mobility, unfamiliarity with "A lot of original homeowners still left here,
rideshare apps, fixed incomes and some have children that help them, and
some don't. "
Immigrants Documentation concerns, "If patients get referrals to hospitals in
language barriers, unfamiliarity Chicago because they are uninsured they
with systems struggle with transportation. They have to go
to the Metra (which has only one bus that
goes there). "
31
Low-income Cost barriers, time constraints
families with multiple jobs
Youth Dependency on
parents/caregivers, safety
concerns
"Without public transportation, getting an
Uber can be expensive. Willow Creek has an
auto mechanic that helps low-income
families, but it can be hard for them to even
get there since it's not close."
"Some kids are acting out because they don't
have the words or space to express what
they're going through. "
While transportation barriers affect all demographic groups to some extent, they intersect with awareness
and communication challenges that further limit service access for many residents.
B. Awareness & es and
Limited awareness of available services is a significant barrier in Mount Prospect. Even when residents can
overcome transportation barriers, many remain unaware of available services:
SURVEY FINDINGS:
Communication Preferences by Demographics
Understanding how Mount Prospect residents prefer to receive information about services is critical for all
providers in the community. Survey data reveals distinct communication preferences across age groups
and languages that affect how effectively any organization —from townships to healthcare providers to
community organizations —can reach residents:
32
Overall Preferences (Multiple Choice):
1. Email (52.2%)
2. Village newsletter (47.5%)
3. Mail/flyers (37.0%)
4. Social media (33.0%)
5. Text messages (16.4%)
Table 14. Preferred Communication Channels by Age Group (017).
Email
0.14%
0.43%
4.71 %
14.27%
10.41
8.27%
13.84%
0.14%
52.21 %
Village newsletter
0.00%
0.43%
3.42%
9.56%
8.42%
10.98%
14.27%
0.43%
47.50%
Mail/flyers
0.00%
0.57%
3.28%
8.70%
6.56%
6.28%
11.41 %
0.14%
36.95%
Social media
0.00%
0.71 %
3.00%
10.56%
6.99%
6.28%
5.14%
0.29%
32.95%
Text messages
0.00%
0.43%
2.57%
4.85%
3.28%
2.28%
3.00%
0.00%
16.41 %
Through schools
0.00%
0.29%
0.86%
5.99%
2.43%
0.57%
0.43%
0.00%
10.56%
Word of mouth
0.00%
0.29%
0.86%
2.71 %
1.14%
0.57%
1.43%
0.14%
7.13%
Community 0.00% 0.14% 0.57% 1.71 % 1.14% 0.29% 0.86% 0.14% 4.85%
meetings
Through religious 0.00% 0.14% 0.43% 1.00% 0.71 % 0.71 % 0.86% 0.00% 3.85%
orgs.
Age -Based Communication Patterns: Notably, social media emerged as the preferred channel for
younger adults (18-24), while all other age groups preferred Email or the Village Newsletter. Email and the
Village Newsletter were most strongly preferred by seniors (65+).
Language Access and Communication Preferences: Spanish speakers showed a stronger preference
for text messages (5.28%) compared to other groups, while English speakers heavily favored email
(37.95%) and the village newsletter (37.80%). Bilingual speakers also strongly preferred email.
When asked about preferred language for receiving information, the majority selected English, then
Spanish, with smaller percentages preferring Polish, Korean, Russian, or other languages:
• 70.8% selected English • 0.3% selected Korean
• 7.6% selected Spanish • 0.3% selected Russian
• 0.6% selected Polish . 1.4% selected other languages
33
Figure 10. 016: "What is your preferred language for receiving information about community services?"
80.00
h�lh]
40.00
2000.
H er
MI I do not live in Mt. Prospect IN Not Sure in South E North PM Central
English Spanish Other Polish Korean Russian
Geographic Patterns: South Mount Prospect showed a notably higher proportion of Spanish language
preference (3.2%) compared to its overall response rate (14.8%), indicating higher Spanish language needs
in this area.
These communication patterns have implications for Mount Prospect's entire service network. With such
varied preferences across age, language, and geography, no single communication strategy can effectively
reach all residents. Organizations relying primarily on English -language newsletters and emails may
systematically miss Spanish speakers who prefer text messages, young adults who favor social media, or
the significant portion of residents who speak languages other than English at home. This fragmentation in
communication preferences mirrors the fragmentation in service delivery, creating compound barriers for
residents trying to navigate available resources.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Barriers to Awareness
Focus group discussions revealed how awareness gaps persist even among engaged residents.
Participants frequently discovered services through chance encounters rather than systematic outreach:
"People don't know what they don't know. They aren't seeing the flyers or reading the website. " - Focus
group participant
34
This quote highlights how traditional
communication methods fail to reach those who
might benefit most. Multiple stakeholders
emphasized that fragmented communication
between providers compounds the
problem —residents must navigate separate
systems for township services, healthcare, and
social services with no central information
source.
Language barriers compound awareness
challenges, with non-English speakers facing
additional obstacles despite the availability of
some multilingual materials. Focus group
participants suggested several things for other
agencies in the community to consider:
• Community events for face-to-face information sharing
• Comprehensive translation of materials
• Partnerships with trusted community organizations
• Diversified communication including WhatsApp and social media groups
Other participants suggested approaches to enhance cultural responsiveness more broadly in the service
landscape, especially the value of training providers in cultural humility and trauma -informed care, noting
challenges they faced at other agencies in the community.
A majority of stakeholders (59%) identified limited awareness as a key challenge facing residents. Several
noted that while services exist, including at the CCC, many residents don't know about them, especially:
• Immigrant communities, especially those with limited English proficiency
• Older adults who may not use digital communication channels
• Working families with limited time to seek out information
Healthcare providers and social service agencies emphasized that throughout Mount Prospect, fragmented
communication prevents residents from understanding available options.
BOARD MEMBER PERSPECTIVES:
Board members highlighted communication challenges that prevent residents from accessing available
services, even when those services are well -established:
Maybe wliere we are a village can better,
nss � w.mm translating
t
���' �° ������ t °�o�- a�,��m ��o� ��. �.�a�a�� t��w� �t�
t°tie newsietter to Ukrainian or t- olisti o
paryis """ - Village Board Member
35
We� assume eveiyone reads the newsletter or
goes to the w� bsite, but Mat "'s not the case . iiiiii
- Village Board Member
They also acknowledged the importance of expanding multilingual communication village -wide:
e need to be communicating our seivic s to fit' brent languages so evers aware ottithat
the tomins Ott) and the village offer "" - Village Board Member
G. Services es r, II e lii lii Ilia m Iliµ ll atii in s
Beyond awareness and transportation barriers, the assessment revealed specific service needs within
Mount Prospect, particularly for youth, seniors, and residents who speak languages other than English.
These groups face unique challenges accessing appropriate services and programs throughout the region.
SURVEY FINDINGS:
General Program Preferences
Survey respondents identified a clear hierarchy of desired community programs, with recreational and
educational offerings at the top:
1. Social/recreational activities (46.8%)
2. Computer/technology classes (29.8%)
3. Health education (28.0%)
4. Family programs (27.8%)
5. Job skills training (20.0%)
6. Legal aid (19.3%)
7. Educational support/homework help (19.0%)
8. Job search assistance (19.0%)
W.,
9. Parenting classes (10.6%)
10. Substance use support (9.1 %)
These preferences were largely consistent across geographic regions, with all areas ranking
social/recreational activities highest. However, notable differences emerged across language groups:
Write-in suggestions highlighted additional community needs: "Exercise, games, healthy aging, hands-on
classes", "Financial classes" and "Income tax filing", "Environment - gardening, recycling, etc.", "More
community -wide events in the winter, theatrical performances, concerts" and "Mental health services."
Youth Program Needs
When asked about youth programming priorities, respondents identified:
Table 15. Youth Program Preferences (018). Multiple choice.
Arts/music programs 313 44.65%
Recreational activities 308 43.94%
After -school programs 306 43.65%
Sports programs 286 40.80%
Mental health support 224 31.95%
Educational support/homework help 212 30.24%
Family programs 196 27.96%
Job training 167 23.82%
37
Regional Variations: Regional differences show that Central Mount Prospect respondents prioritized
arts/music programs, North Mount Prospect prioritized recreational activities, and South Mount Prospect
prioritized after -school programs.
Language Group Preferences: Across different language groups, Spanish speakers prioritized sports
programs (10.13%), while English speakers favored arts/music programs (33.10%). Bilingual speakers
equally valued sports programs, recreational activities, and arts/music programs.
Write-in responses pointed to additional youth needs: "Reading and math tutoring they are not at grade
level. Enough sports!", "Social skills development programs for neurodiverse kids", "Programs for children
younger than preschool age", "LGBTQ+ support/classes", "Mental health support is most critical", and
"Vocational programs."
Senior Needs and Preferences
Social isolation, transportation challenges, and support for aging in place emerged as primary concerns for
seniors in Mount Prospect. Survey respondents aged 55 and older (174 responses) prioritized social
activities. Overall, when asked about services that would be most helpful for seniors, respondents selected:
Table 16. Senior Program Preferences (019). Multiple choice.
Social activities 350 49.93%
Transportation assistance 337 48.07%
Home care services 315 44.94%
Technology assistance 287 40.94%
Health monitoring 253 36.09%
Meal programs 245 34.95%
Geographic Patterns: Geographic differences appeared with Central and North areas prioritizing social
activities (20.68% each) and South areas prioritizing transportation assistance (8.27%).
Language Preferences: Among language groups, English speakers prioritized social activities (38.80%),
Spanish speakers prioritized transportation assistance (9.13%), and Polish speakers equally valued
transportation assistance and social activities (1.43% each).
Write-in responses highlighted additional needs: "Scam education", "More exercise programs", "Service
projects for senior volunteers", "Free senior shuttle to a grocery store from designated pick up areas once a
week", "Wellness calls or contact of some sort for those who have none", "Programs available in Spanish."
38
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Participants consistently identified gaps in age -appropriate
programming. For youth the lack of dedicated teen spaces
in Mount Prospect emerged as a critical concern. Multiple
participants noted that programming typically serves
children up to age 12, leaving teenagers without
appropriate gathering spaces or activities.
For seniors, participants emphasized both practical needs
(transportation, technology assistance) and social needs
(activities to combat isolation, intergenerational
programming):
"There are so many seniors who are just alone all the time.
They need check -ins, someone to talk to. "
- Library focus group participant
Stakeholders highlighted the importance of youth programming as preventative intervention:
"Many of my kids are coming in with more educational needs... schools cannot help with everything, so
there really needs to be more tutoring services or a quiet place to study. " - School social worker
"Addressing the drug abaase among the youth community - YWCA representative
For seniors, stakeholders emphasized comprehensive support:
"More educational opportunities (what people need to know as they are aging). More resources for senior
housing... More places for social gatherings and opportunities to interact with other people. " - St. Mark's
representative
BOARD MEMBER PERSPECTIVES:
Board members expressed particular concern about the lack of support for seniors and the need for teen
programming:
°"tine of the issues we need to do) is kind of
get some sort of better wary of communicating
with older, adults who seem to be livminIg alone
and not having access to ver,y manmdat"ive in the area """ - Village Board Member
Parks go tip like ... ages �',,viz to 12 is kind of t"hams
max. And then where do teens go"" - Village
Board Member
"The Aging in Place is probably something that should be looked at also, because we do have a certain
percentage of seniors that unfortunately, the savings that they put away from themselves for retirement
back, you know, probably 30-40, years ago, doesn't meet the current need of the eight to $10,000 a month
care facility. " - Village Board Member
39
D. Heal"thcare Access arid iil lli Heal"th Services
Healthcare access challenges affect residents throughout Mount Prospect, with particular intensity for
uninsured and underinsured populations. Mental health services face especially severe access barriers.
SURVEY FINDINGS:
Insurance Coverage Disparities
Among survey respondents, 58.5% have private insurance, 25.0% have Medicare or Medicaid, and 8.3%
have no insurance.
Figure 11. 06. "Do you currently have health insurance?"
WE
we
Yes, private insurance Yes, Medicare or No Prefer not to answer
Medicaid
Insurance Coverage Disparities by Geography: South Mount Prospect residents report proportionally
higher rates of being uninsured (3.57%) compared to their survey representation (14.84%).
40
Table 17. Health Insurance Status by Region (Q6).
Private insurance
26.11 %
23.82%
6.42%
0.86%
1.28%
58.49%
Medicare/Medicaid
10.27%
10.27%
3.42%
0.71 %
0.29%
24.96%
No insurance
2.14%
1.43%
3.57%
1.00%
0.14%
8.27%
Prefer not to answer
0.86%
0.57%
0.43%
0.00%
0.00%
1.85%
Total
41.80%
38.09%
14.84%
3.28%
2.00%
100%
Insurance Coverage by Age Group: Most seniors (65+) have Medicare/Medicaid (18.69%), while the
remaining age groups overwhelmingly have private insurance. Working -age adults (35-44, 45-54, 55-64)
showed the highest rates of private insurance coverage.
Healthcare Access Barriers by Service Type
When asked about healthcare access barriers, residents identified:
1. Primary care (20.8%)
2. Specialty medical care (17.6%)
3. Dental care (17.3%)
4. Mental health services (13.3%)
5. Vision care (12.3%)
6. Preventive screenings (9.1 %)
Figure 12. Q7. "Which healthcare services are most difficult for you to access as a Mount Prospect resident?"
25
20
15
10
5
0
Primary care Mental health Dental care Vision care Specialty Preventive
services medical care screenings
Geographic Patterns in Service Access: Regional analysis showed that residents across all areas of
Mount Prospect reported similar difficulties accessing healthcare services. Primary care was the most
41
challenging service to access in all regions, followed by specialty care. When asked about preventive
healthcare access (9.1 % of identified preventive screenings as difficult to access), the challenge was most
pronounced in Central Mount Prospect (3.3%).
Age -Related Access Patterns: Preventive care was identified as particularly challenging by the 35-44 age
group (3.57%), while mental health services were most difficult to access for this same group (4.71 %).
Seniors (65+) reported the most difficulty with primary care (3.42%) and specialty medical care (3.28%).
Language and Healthcare Access: Among language groups, Spanish speakers reported more difficulty
accessing healthcare services overall compared to English speakers, particularly for primary care (6.42%
vs. 12.41 % overall representation) and dental care (6.56% vs. 8.99% overall). English speakers were also
more likely to report difficulty accessing preventive screening services (5.0%).
Figure 13. Healthcare access barriers by insurance status.
25.00
15.00
5.00
1 1I
IM Prefer not to answer IM No 'rii Yes, Medicare or Medicaid IM Yes, private insurance
Primary care Mental health Dental care vision care Specialty Preventive
services medical care screenings
Access Barriers by Insurance Status: Uninsured people most struggle with dental care (4.56%) and
primary care (3.42%). Those on Medicaid or Medicare struggled most with primary care (4.85%) and
specialty care (4.71 %). Private insurance holders mainly struggled with specialty care (11.27%).
Write-in responses highlighted other healthcare access challenges: "Outpatient/surgery procedures you
cannot personally drive home from", "Hearing specialists", "Long waits for appointments", "LGBT
services. "
Provider shortage intersects with insurance barriers, language needs, and transportation challenges to
create compound disadvantages for vulnerable populations.
42
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Mental Health Service Gaps
Healthcare providers interviewed described systemic failures affecting the entire Mount Prospect healthcare
landscape. Wait times for mental health services in Mount Prospect extend for months, with
Spanish-speaking providers particularly scarce:
7, services rmonths, si e k y ifyou need someone who s;peaks
Spanish. " - Social worker
An NCH mental health manager explained the scope of substance abuse treatment gaps:
"We get a lot of 55-65 year olds with substance abuse problems and it's hard to find them services,
especially since Medicare doesn't pay for residential treatment programs. " - NCH Manager
A striking 80% of stakeholders reported mental health services as largely inaccessible, citing provider
shortages, insurance limitations, and language barriers as primary obstacles. Board members recognized
the need for expanded healthcare access as well.
II E. IlH ousliiir g Stability ain ff it , alli liilli lii°
The final major theme that emerged across data sources was that housing costs significantly impact
residents' ability to maintain stability and access other essential services. This challenge affects health
outcomes, educational achievement, and overall wellbeing. As noted in the Community Demographics
section, median home values in Mount Prospect ($377,000) significantly exceed the Illinois average
($250,500)—a 50.5% increase in home value. However, Mount Prospect's median household income
($103,911) also significantly exceeded Illinois median household income ($80,306) as well as Cook
County's ($80,579) by a 29.39% increase in income.
The median household income within the service area is $82,689.80, with notable variation across different
block groups. The CCC service area's discrepancies between median housing values and median income
43
suggest that a significant number of service area residents may struggle to afford homes in the broader
Mount Prospect area.
SECONDARY DATA ANALYSIS:
Housing Cost Burden Analysis
Census data reveals significant housing cost burden in Mount Prospect:
Table 17. Renter Cost Burden, 2023.
Not cost burdened (less than 30%)
Cost burdened (30%-50%)
Severely cost burdened (over 50%)
Total renter -occupied households
computed
3,277
52
431,995
52
567,331
52.1
1,688
26.8
191,408
23
254,640
23.4
1,334
21.2
207,644
25
266,938
24.5
6,299
100%
831,047
100%
1,088,909
100%
Source: 2019-2023 American Community Survey five-year estimates. B25070 - Gross rent as a percentage of household income in
the past 12 months. A cost burdened household spends more than 30 percent of their income on housing costs. A household
experiencing adverse cost burden pays more than 50 percent of their income on housing costs.
Table 18. Renter Cost Burden by Income Level in Mount Prospect, 2023.
Not cost burdened (less than 30%)
89
8.5%
30
5.8%
24
2.6%
Cost burdened (30%-50%)
131
12.5%
67
12.9%
813
89.2%
Severely cost burdened (over 50%)
825
78.9%
421
81.3%
74
8.1 %
Total households
1,045
100%
518
100%
911
100%
Not cost burdened (less than 30%) 815 62.3% 622 77.2% 1,697 99.2%
Cost burdened (30%-50%) 480 36.7% 184 22.8% 13 0.8%
44
Severely cost burdened (over 50%) 14 1.1 % 0 0% 0 0%
Total households 1,309 100% 806 100% 1,710 100%
Source: 2019-2023 American Community Survey five-year estimates. B25074 - Gross rent as a percentage of household income in
the past 12 months. A cost burdened household spends more than 30 percent of their income on housing costs. A household
experiencing adverse cost burden pays more than 50 percent of their income on housing costs.
As shown in the above tables, while 3,277 (52%) of Mount Prospect renters in 2023 were not cost
burdened, the burden falls disproportionately on lower -income households. Among sampled households
earning less than $35,000 annually, approximately 1,246 are severely cost burdened, spending over 50% of
their income on housing. This severe cost burden drastically reduces to 8.1 % and below when annual
income climbs above $35,000; however, a significant percentage remain cost -burdened. For those making
$35,000-$49,999, 887 households are cost -burdened, while 678 households earning $50,000-$99,000 face
cost burdens of 22.8-36.7%.
In the surrounding area, Palatine, IL renter -occupied
households that are cost -burdened remain at similar
levels (50.2%), while Arlington Heights, IL shows
lower rates (39.6%.)32 Mount Prospect renters have
higher amounts of cost -burden compared to these
areas.
This data validates focus group findings and reveals
how housing affordability creates cascading
challenges. Residents forced to allocate 50-80% of
income to rent have minimal resources remaining for
healthcare, nutritious food, transportation, or
emergency savings. This financial strain correlates
with higher rates of uninsurance, untreated mental
health conditions, and other health disparities,
creating interconnected barriers that trap
lower -income households in cycles of instability.33
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Focus group participants consistently linked housing costs to service access barriers. "Housing prices are
ridiculous right now —families are being priced out, " one participant explained, while another revealed the
hidden consequences: "There are six people in one apartment —it's all we can afford." This overcrowding
creates additional challenges, including lack of private space for telehealth appointments, difficulty
completing homework, and increased family stress.
The most common housing -related challenges reported by participants were: limited affordable options for
families, long waitlists for subsidized housing, housing insecurity affecting child development and
education, and challenges finding suitable housing for larger families.
►. ►.WSANW_ WN Mall
45
A large portion of stakeholders (94.44%) reported that current housing support services are not sufficient
for the level of need in Mount Prospect.
Housing is a huge issue. Because of inflation sentors especially are now using rood pantries cause
they y cant afford anything . - Stakeholder
The most common gaps that stakeholders identified in housing support services were:
• Limited rental assistance programs for crisis prevention
• Insufficient affordable housing options for seniors on fixed incomes
• Barriers for immigrant families seeking housing (documentation requirements, language barriers)
• Need for supportive housing for those with mental health challenges
Despite these pressures, participants revealed deep connections to Mount Prospect, with several
mentioning they endure high housing costs specifically because of community support available across
various organizations, such as the CCC.
BOARD MEMBER PERSPECTIVES:
Board members acknowledged that housing affordability is a complex challenge requiring multiple
approaches:
"We've experienced downtown economic growth, particularly in apartment developments ... but limited
low-income residences in these buildings. " - Village Board Member
The intersection of housing challenges with other identified barriers creates compounding difficulties for
many Mount Prospect residents.
These five interconnected themes —transportation barriers, awareness challenges, population -specific
service gaps, healthcare access, and housing affordability —create compound disadvantages for Mount
Prospect's most vulnerable residents. Addressing these systemic challenges requires coordinated
responses across multiple organizations and sectors. The following section examines how the Community
Connections Center specifically addresses these broader challenges and opportunities for expansion.
46
VI. COMMUNITY CONNECTIONS CENTER EXPANSION
While Section V examined community -wide challenges affecting service access throughout Mount
Prospect, this section focuses specifically on the Community Connections Center —its current operations,
community perceptions, and expansion opportunities. Similarly, through analysis of survey data, insights
from focus group participants, and perspectives from stakeholders, clear patterns emerge about the CCC's
unique role and potential for growth.
Current t tiilliliiza°ti lln and Awareness
The Community Connections Center operates from a 3,600 square foot facility at 1711 W. Algonquin Road,
housing both Human Services Department services and the Mount Prospect Public Library South Branch.
With extended hours until 7:30pm weekdays and library services available Saturdays 11am-3pm, the CCC
accommodates working families who cannot access services during traditional business hours.
The Human Services Department operates with a mission to "improve the health and wellbeing of the
people and community we serve through the provision of nursing and social services." The department's
12 staff members include seven social workers distributed across three strategic locations: the Community
Connections Center, Village Hall in central Mount Prospect, and the Police Department. This geographic
distribution ensures coverage across the village, though transportation barriers still affect access between
regions.
The CCC distinguishes itself through several key features: bilingual professionals (with seven staff members
bilingual/bicultural in English/Spanish, and staff that speak Serbian and German), no waitlists for services,
comprehensive language access through interpretation services for languages beyond English and
Spanish, and staff trained in cultural humility and trauma -informed care as part of licensing requirements.
Services provided include information and referral, case management and advocacy, crisis intervention,
benefit application assistance (including Medicaid, SNAP, Medicare Part D), emergency financial
assistance, food pantry services, holiday programs, and group programming such as Play and Learn.
However, the food pantry at the CCC can only offer pre -packed bags versus the client shop model at
Village Hall. Specialized staff roles ensure comprehensive coverage: police social workers assist with crime
victim advocacy and mental health calls; a senior services social worker supports aging adults and their
families; community social workers oversee emergency assistance programs; a public health nurse
provides health screenings and education; and a recently added senior activities coordinator addresses
social isolation through programming at Village Hall and partner locations. The CCC also hosts a
Community Services Officer from the Mount Prospect Police Department for civil matters and non -criminal
reports. This year, the CCC and the police department have partnered to have a police officer hold office
hours at the Community Connection Center once a week.
SURVEY FINDINGS:
Despite these established services and the CCC's 16-year presence in the community, awareness remains
limited. Nearly half (49.4%) of survey respondents were unaware of Human Services services at the CCC,
while 26.39% were not aware of library services at the South Branch. No data was collected on service use
at the main branch. For more information on library services, see the section for Figure 18.
47
Figure 14. 08. "Are you aware of services available through the Human Services Department at the Community
Connections Center?"
Sn
40
30
20
10
0
No, I wasn't aware of it Yes, but I haven't used Yes, I used services Not sure
services there there
Awareness by Geographic Region: In Central Mount Prospect, 20.7% were unaware of the CCC,
compared to 19.4% in North and only 7.4% in South Mount Prospect. However, approximately 55-56% of
responses within each regional category selected "No, I wasn't aware." This indicates that residents in the
CCC's immediate service area have the same lack of awareness across regions, despite the CCC being
based in the South region.
Approximately 20.21 % of South residents confirmed the use of services within their category, compared to
10.42% of Central responses and 8.64% of North responses, showing that South residents utilized CCC
services roughly twice the amount, despite recording the same percentage of awareness. This can indicate
a greater need or want for services in the South region. Additionally, there are lower rates of responses for
awareness in the South region, potentially indicating that there may be a significant amount of missed
responses or a too -small sample size for regional comparisons.
Table 19. Awareness of CCC Services by Region (08). "Not Sure" and "Non -Resident" responses are
excluded.
No, I wasn't aware 145 20.68% 136 19.40% 52 7.42% 49.36%
Yes, but haven't 79 11.27% 78
used services
Yes, I used services 27 3.85% 21
Not sure 8 1.14% 8
11.13% 20 2.85% 26.11 %
3.00% 19 2.71 % 10.13%
1.14% 3 0.43% 3.00%
48
Table 20. Awareness of CCC Services by Language (08).
No, I wasn't aware
38.37%
6.70%
1.85%
1.85%
0.43%
0.14%
49.36%
Yes, but haven't used
20.97%
3.28%
1.00%
0.57%
0.14%
0.14%
26.11 %
services
Yes, I used services
4.42%
5.14%
0.00%
0.29%
0.14%
0.14%
10.13%
Not sure
2.57%
0.14%
0.29%
0.00%
0.00%
0.00%
3.00%
Awareness by Age: The survey revealed that awareness of CCC services varied significantly by age:
seniors (65+) had the highest awareness but lower utilization (9.7% aware but hadn't used services);
working adults (35-44) had the highest utilization of services (3.3%); young adults (25-34) had the lowest
awareness overall (4.1 % unaware).
Awareness by Language Group: Spanish speakers show higher service utilization rates (5.14%)
compared to English speakers (4.42%), suggesting the CCC's bilingual services effectively reach this
population when awareness exists.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
The confusion extends beyond simple awareness. Focus group participants revealed misunderstandings
about the CCC's purpose and accessibility. One participant living nearby admitted: "I thought it was for
village staff only," while others mentioned confusion with another facility in town sharing the "CCC"
acronym or the CCC nickname "The Center." These branding challenges compound the geographic
barriers, as residents from Central and North Mount Prospect may not only be unaware of services but
fundamentally misunderstand who the CCC serves.
While the CCC currently operates until 7:30pm weekdays —addressing evening access better than many
municipal services —several participants consistently expressed a need for weekend hours to
accommodate working families who cannot take time off during the week.
However, many participants who use CCC services praised CCC's strengths:
111111tills, a safe space. Mffierp mee don "'t know where to go, this hs mA'here we come.""
- CCC focus group participant
"The staff'here ere understand Lis. NOtJUS1 OUr language, but vif:ere we'1're coming torn. uu
- CCC focus group participant
This cultural competency resonates deeply with residents. As one focus group participant explained when
discussing their experience at the CCC: "We need people who speak the language but also understand the
culture and where we're coming from." Multiple participants echoed this sentiment, describing how staff at
the CCC provide both linguistic and cultural understanding that makes them feel welcomed and
understood.
49
Still, stakeholders noted areas for improvement. Such as, that the CCC "lacks a strong community identity"
with confusion about who in the village the CCC serves and what it offers. Recommendations included
clearer branding, multilingual signage, and partnerships with trusted community organizations to increase
visibility through co -branding efforts with schools, faith groups, and healthcare providers.
BOARD MEMBER PERSPECTIVES:
Board members acknowledged both the value of existing services and the need for better communication:
"They have sl ff" hat si)eak thre* larigi ages ..we do have evening hours. - Village Board Member
"'There is kirid of this perc ttori, fight, that ceilairi peol.Ve, c rtat �i types of people come to the
CCC. """ - Village Board Member
Additionally, while the CCC provides bilingual services, board members recognized the need for expanded
language access and diversity in communication methods to reach all residents throughout the village.
IINiin° eres ' in Il Expanded Services
SURVEY FINDINGS:
Survey responses showed strong interest in an expanded Community Connections Center, with 49.4% of
respondents likely to use such a facility (25.7% somewhat likely, 23.7% very likely). Only 18.6% indicated
they would be unlikely to use an expanded CCC, while 20.7% were unsure.
Figure 15. Interest in Expanded Community Connections Center by Region.
M Somewhat unlikely M Very unlikely MI Not Sure R Very likely M Somewhat likely
40.00
20.00
10.00
KIN
Central North South Not Sure I do not live in
Mt. Prospect
50
Geographic Patterns of Interest: Interest in an expanded CCC was consistent across regions. South
Mount Prospect residents especially showed strong enthusiasm, with 10.3% indicating they would be 'very
likely' and `somewhat likely' to use such a facility.
Figure 16. Interest in Expanded Community Connections Center by Language Group.
0 Somewhat unlikely E Very unlikely Not sure I Very likely a Somewhat likely
:r 0H
.I IX
40.00
20.00
M
English Spanish Polish Other Korean Russian
Interest by Language Group: The strong interest in expansion (49.4% likely to use) gains additional
meaning when analyzed by demographics. Spanish speakers demonstrated disproportionately high
interest, with 13.0% reporting they would be "very likely" or "somewhat likely" to use an expanded
CCC—significantly exceeding their 17.8% survey representation. This enthusiasm from Spanish-speaking
residents suggests the CCC's bilingual services and cultural competency create trust that drives utilization.
Additionally, bilingual respondents also showed strong interest, with 11.4% reporting "very likely" and
"somewhat likely" to use an expanded CCC.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
The CCC's value as a community anchor became strikingly evident during focus groups, when participants
discussed the intersection of housing costs and community resources. Despite Mount Prospect's high
median rent, which creates a severe cost burden for renters, multiple participants explicitly stated they
remain in the community because of the support they receive.
In a particularly moving exchange at the Community Connections Center focus group, participants
discussed this trade-off: "The rent is really high, but we stay because we get the services we need
here —especially at the (CCC] where they understand us and help us, " one participant explained.
51
Others nodded in agreement, with another adding: "They treat us with respect here. Not like other places
where you feel judged. " A third participant summarized: "Where else would we go and find this kind of
help?"
This sentiment, choosing to endure housing cost burden specifically to maintain access to trusted services,
illustrates how the CCC functions as more than a service provider. It serves as a stabilizing force that helps
retain Mount Prospect's diversity despite economic pressures.
In addition, stakeholders unanimously supported expansion and viewed the CCC as an ideal platform for
multi -service delivery. Several emphasized that new programs should reflect unmet community needs like
trauma -informed care, affordable mental health support, and workforce development.
7here11's an opportunity to make the CCC a one -stop shop. We just have to be intentional about the
programming. ing '11 - Stakeholder
BOARD MEMBER PERSPECTIVES:
Board members recognized the need for expansion while considering fiscal responsibility:
"Our capacity is at capacity... without data to back that up and potentially without a larger [CCC] to be able
to back up the need of expanding staff. " - Village Board Member
Desired Services iin IlRro irar i
SURVEY FINDINGS:
When asked about services they would most want to see in an expanded Community Connections Center,
respondents prioritized:
Table 21. Desired Services for an Expanded Community Connections Center (011). Multiple Choice.
Youth programs 270 38.52%
Senior programs 259 36.95%
Library services 241 34.38%
Health services 230 32.81 %
Mental health/Substance use services 194 27.67%
Basic needs 190 27.10%
Job training/employment assistance 187 26.68%
Meeting spaces 184 26.25%
52
Legal aid
181 25.82%
Police services 106 15.12%
The prioritization of youth and senior programs reflects the service gaps identified in Section V, where
stakeholders consistently noted the absence of teen -specific spaces and growing isolation among seniors.
The high interest in library services despite low current utilization by survey respondents suggests
significant untapped potential for the library partnership. Mental health services ranking fifth may reflect
both stigma and lack of awareness about existing services rather than low need, given that 80% of
stakeholders identified mental health as largely inaccessible in the community.
Regional Priorities varied slightly by geographic region, as shown below:
• Central residents prioritized senior programs (16.7%) and youth programs (16.6%)
• North residents prioritized youth programs (14.4%) and senior programs (13.8%)
• South residents prioritized health services (6.4%) and youth programs (6.1 %)
Stratified survey results for library services respondents most want to see in an expanded Community
Connections Center indicate that less respondents in North (32.96%) and Central (34.47%) regions want
expanded library services, compared to the South region (42.30%).
Age -Based Program Preferences:
• Seniors (65+) strongly preferred senior programs (15.7%)
• Working adults (35-44) prioritized youth programs (15.1 %)
• Middle-aged adults (45-54) prioritized youth programs (8.6%)
• Older adults (55-64) prioritized senior programs (9.4%)
• Young adults (25-34) prioritized youth programs (4.1 %)
• 18-24 age group prioritized legal aid (0.9%)
Language Group Priorities:
• English speakers most strongly preferred senior programs (30.8%)
• Spanish speakers prioritized youth programs (9.3%)
• Polish speakers prioritized youth programs (1.6%)
• Korean speakers prioritized legal aid (0.4%)
• Russian speakers prioritized job training and employment assistance (0.3%)
• Bilingual speakers prioritized youth programs (8.8%)
Write-in responses suggested additional services: "Classes, meet the mayor, police precinct meetings", Art
programs/exhibitions, "Self improvement space / Home maintenance workshops", Early childhood
programs, "Mommy and Me Classes/groups", "Services for adults and children with disabilities", "Social
opportunities for disabled and autistic adults" and income tax assistance.
53
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Across focus groups, participants expressed appreciation for the CCC's existing services while describing
additional services they would like to see offered or expanded:
• Mental health support (especially in languages other than English)
• Arts and cultural programming
• Legal and housing navigation
• Technology support for seniors
• Early childhood development and parenting classes
"More bilingual services would help a lot. Even just having someone explain things clearly in your language
makes a difference. " - Focus group participant
There should id be programs for people. who are new ---how to access healthcare, jobs, schools. uu
- Focus group participant
Residents also called for creative uses of space, such as: "Mommy and Me" play areas, private offices for
sensitive services, and computer labs and printer access. Several participants echoed points on supporting
young people.
"The kids need somewhere to go while we get help —just a play area or homework corner would make a big
difference. " - Focus group participant
Stakeholders stated similar service needs and stressed the importance of being responsive to emerging
trends. They identified opportunities for arts, financial literacy, wellness programs, and disability support.
"There's also a need for creative programming —art therapy, music classes, something to engage people
beyond just services. " - Stakeholder
BOARD MEMBER PERSPECTIVES:
Board members recognized specific expanded programming and infrastructure needs:
teen centric" area would also be helpful, because there .s not really a space like that in tovrn
either. " - Village Board Member
"Medical, dedicated medical space, which 1 don't think that we have there. I know we have social worker
offices, but I don't know that the nurse has an office there. To have more of a presence for that at the new
[CCCj would be good as well. " - Village Board Member
54
Accessit Sdheddhhng Pr'efer'e
SURVEY FINDINGS:
The CCC currently operates with extended evening hours specifically to accommodate working residents,
with the library portion open Saturdays 11am-3pm. Regarding when they would be most likely to use
Community Connections Center services, survey respondents clearly preferred weekends, followed by
weekday evenings, weekday afternoons, and weekday mornings, respectively.
Figure 17. 012. "When would you be most likely to use Community Connections Center services?"
50
40
30
20
10
111
Weekday mornings Weekday afternoons Weekday evenings Weekends
Table 22. Preferred Service Times by Region (Q12).
Weekday mornings
9.70%
9.70%
3.85%
1.00%
0.71 %
24.96%
Weekday afternoons
11.98%
11.13%
5.56%
1.00%
0.43%
30.10%
Weekday evenings
12.70%
11.41 %
5.71 %
0.71 %
0.29%
30.81 %
Weekends
15.98%
16.55%
7.13%
1.43%
0.71 %
41.80%
Geographic Differences in Access Needs: Preference for non-traditional service hours was consistent
across geographic regions, with weekends being the top choice for Central (16.0%), North (16.6%), and
South (7.1 %) Mount Prospect residents.
55
Age Group significantly influenced scheduling preferences:
• Seniors (65+) preferred weekday afternoons (12.0%), unlike all other age groups
• Working adults (35-44) strongly preferred weekends (14.0%)
• Middle-aged adults (45-54) also preferred weekends (9.8%)
• Young adults (25-34) showed the strongest preference for weekday evenings relative to their survey
representation
Table 23. Awareness of Human Services by Access and Scheduling Preferences (08 x 012).
Table 24. Awareness of Library Services by Access and Scheduling Preferences (09 x 012).
56
For human services, those who were not aware and not sure preferred weekends (68.29%). Those who said
"Yes, but 1 haven't used services there," preferred weekday afternoons at 33.17%. Those who said "Yes, /
use services there," preferred weekday afternoons at 19.51 %, slightly more than weekday mornings at
19.43%. For library services, those who were not aware and not sure preferred weekends (39.72%). Those
who said "Yes, but l haven't used services there," preferred weekday evenings at 41.78%. Those who said
"Yes, / use services there," preferred weekday mornings at 33.14%.
Unaware respondents seemed to prefer weekends, while those who already used library and human
services preferred weekday mornings and weekday afternoons. Those who were aware, but did not use
services, preferred weekday afternoons for human services and weekday evenings for library services.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Residents acknowledged and appreciated current evening hours while expressing interest in additional
weekend options:
"Saturday workshops would be better fr fainifies. - John Jay Elementary participant
Participants also suggested decentralized service delivery, with CCC staff visiting key community hubs to
provide rotating services:
"Bring programs to where people are, like schools or apartment buildings. " - Mount Prospect Greens
participant
Some residents suggested expanding the CCC's reach by offering some services at satellite locations
throughout the village, particularly in North Mount Prospect where transportation barriers limit access to the
current CCC.
IlPlhysical SIpace Considerations
The current facility's 3,600 square feet creates cascading limitations that directly impact service quality and
accessibility. This constrained space —shared equally between Human Services and the Library —forces
operational compromises that undermine the CCC's mission.
Staff describe daily challenges: "We can only run one program at a time," limiting the CCC's ability to serve
diverse populations simultaneously. "If parenting classes run in the main room, seniors cannot gather for
social activities," a focus group participant commented. When the library hosts children's programming,
adults seeking quiet computer access must wait. These scheduling conflicts force residents to make
multiple trips, exacerbating transportation barriers identified in Section V.
At least one community member expressed privacy concerns that extend beyond scheduling. Social
workers meet with families in small offices along a hallway, with one staff member noting: "There's barely
room when parents bring their children." The absence of a dedicated counseling room compromises
confidentiality for sensitive discussions about domestic violence, mental health, or financial crises. Unlike
Village Hall's client -choice food pantry where residents select items maintaining dignity and cultural
preferences, space constraints at the CCC permit only pre -packed bags —a limitation that particularly
impacts the diverse dietary needs of the CCC's multicultural clientele.
57
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Focus group participants identified specific space -related challenges:
The current design feels institutional rather than welcoming. That first wall you see when you walk in
creates a barrier." - Focus group participant
Desired features included:
• Welcoming design: Open, bright spaces with cultural elements reflecting community diversity
• Flexible programming areas: Multi -purpose rooms that can accommodate different group sizes
and activities
• Technology resources: Updated computer lab, internet access, and telehealth capabilities
• Child -friendly elements: Play areas where children can safely engage while parents access
services
• Private consultation spaces: Soundproof offices for confidential conversations
• Community gathering spaces: Areas that foster connection and relationship -building
BOARD MEMBER PERSPECTIVES:
A key consideration is whether expansion should occur at the current site or in a new location. Board
members noted the potential need to relocate:
I personally think In order to e. pami these services and gn.-)w that. facility. We need to fig°:
somewhere be for, the village to acg uire 10 LIt � � a new onneCtil:n :����°�fel; or
��rr'�ewl��mr���� els������ you l�'no�', r�'�ay � � t t w
inaybe look at, you knovf, maybe some of the fl cifiti s that are, here to do an adaptive reuse,�e of that
property with b gger sq:fuam foo't�age, new layout so these services can be expanded.
- Village Board Member
"It definitely needs to stay somewhere where they're at or east of where they're at right now, so they could
continue the work that they're doing for this, this end of the village. " - Village Board Member
The current facility's limitations constrain not only the range of services offered, but also the CCC's ability
to serve as a community hub. An expanded or relocated facility could address multiple barriers identified in
this assessment, including transportation challenges, accessibility concerns, and the need for diverse
programming spaces.
Library an Co -Expansion irn IINeeds
The Mount Prospect Public Library South Branch represents more than a co -located service, it functions as
an equal partner sharing both space and mission with Human Services. This unique 50/50 partnership,
established when the CCC opened in 2009, creates synergies that distinguish Mount Prospect's service
model. However, current space constraints limit both partners' ability to fully serve the community.
58
SURVEY FINDINGS:
Library services ranked third among desired services for an expanded CCC (34.38%), yet awareness
remains surprisingly low. Only 20.3% of survey respondents had actually used library services at the South
Branch, while 26.4% were completely unaware of its existence and 39.4% knew about it but had never
visited. The disconnect between high interest (34.38% want library services) and low utilization (20.3%
have used them) represents both a challenge and an opportunity. This disconnect potentially stems from
respondents wanting additional improvements in programming before increasing library utilization, as the
survey question on "What services would you most want to see in an expanded Community Connections
Center?" placed third (34.38%), below youth and senior programs. Additionally, this disconnect can stem
from discrepancies between demographics and skipped responses, as the option "Yes, but I haven't used
services there," revealed 228 English-speaking responses (32.52%) compared to 25 responses (3.57%) for
Spanish -speakers. A larger sample size of respondents or required questioning may limit this discrepancy.
Figure 18. 09. "Are you aware of library services at the Mount Prospect Public Library South Branch at the
Community Connections Center?"
Fe,
30
20
10
Yes, but I haven't used No, 0 wasn't aware of it Yes, I used services Not sure
services there there
Demographic patterns mirror CCC awareness:
South Mount Prospect residents reported higher utilization (4.56% had used services) compared to
their overall survey representation (14.84%), showing stronger engagement with the library branch
in their area. Additionally, stratified survey results for library services indicate that less respondents
in North (32.96%) and Central (34.47%) regions want expanded library services, compared to the
South region (42.30%).
Spanish speakers reported lower library usage (8.4%) compared to English speakers (10.1 %),
despite the library's multilingual collection
Bilingual residents were most likely to use library services, suggesting the value of culturally diverse
materials
59
Table 25. Awareness of South Library Services by Region (09). "Not Sure" and "Non -Resident"
responses are excluded.
Yes, but I haven't
used services there
Yes, but haven't
used services there
Yes, I used services
Not sure
121
17.26%
110
15.69%
38
5.42%
269
79
11.27%
76
10.84%
22
3.14%
177
54
7.70%
49
6.99%
32
4.56%
135
5
0.71 %
8
1.14%
2
0.29%
15
FOCUS GROUP & STAKEHOLDER INSIGHTS:
Focus group participants who use the South Branch praised its unique offerings:
"The library here has books in our languages - Polish, Spanish. My kids can read stories from our culture. " -
Focus group participant
This multilingual collection serves Mount Prospect's diverse population in ways the main library cannot fully
replicate, yet space limitations prevent expanding these culturally relevant resources. Furthermore, it limits
the organizations' capacity. A staff member also noted: "We can't do story time and computer classes at
the same time. There's just one room. "
The library's contributions extend beyond books. As noted in stakeholder interviews, the South Branch
provides:
• Multilingual collections in Spanish, Polish, Korean, and other languages
• Critical computer and internet access for job searches and benefit applications
• Homework help and educational support for youth
• Meeting space for community groups (when available)
• Cultural programming that celebrates Mount Prospect's diversity
Community members identified how an expanded facility would enable transformative improvements for
both partners:
• Dedicated spaces: Separate areas for quiet study, computer use, children's activities, and group
programs
• Enhanced technology: Additional computer workstations to meet growing demand for digital
literacy and job search assistance
• Expanded collections: Space for growing multilingual materials and culturally relevant resources
• Coordinated programming: Joint Human Services -Library initiatives for family literacy, citizenship
preparation, and workforce development
• Teen spaces: Dedicated areas for homework, socializing, and age -appropriate programming
I -
Community meeting rooms: Bookable spaces for resident use, addressing a critical gap in South
Mount Prospect
BOARD MEMBER PERSPECTIVES:
Board members recognized the library's constrained potential:
"The library space right now in the connection center is very small... there's not any meeting rooms or places
where kids can work on projects or just meet up and hang out. " - Village Board Member
The library's role as a "third place" —neither home nor work —makes it essential for community building. As
one stakeholder noted: "The library brings people in who might not come for social services ", making it a
softer entry point for other services.
Maintaining and strengthening this partnership in any expansion ensures the CCC continues to serve as a
comprehensive community hub rather than a social service center. The library's educational mission
complements Human Services' support mission, creating a holistic approach to community wellbeing that
distinguishes Mount Prospect's model from traditional service delivery.
Service , iir° iiiiina° iiibri and hate iira° liib
Beyond physical expansion, focus group participants and stakeholders envision the CCC evolving into a
hub for integrated service delivery. This vision builds on the CCC's established strengths —bilingual staff,
evening hours, community trust —while addressing the service fragmentation identified throughout Mount
Prospect's support systems.
FOCUS GROUP & STAKEHOLDER INSIGHTS:
The need for better coordination emerged consistently across data collection methods. Among 27
stakeholders interviewed, multiple organizations expressed frustration with the current fragmented
landscape. A school district representative captured this challenge: "The network of organizations would be
better if there isn't a lot of overlap and they can better understand what other groups are working on. " This
comment reflects not criticism of any single organization but recognition that Mount Prospect's residents
must navigate multiple, disconnected systems (townships, healthcare providers, schools, and social
services) with no clear roadmap.
Focus group participants experienced this fragmentation firsthand. "There are lots of programs, but no one
knows what's where. A central place that helps navigate it all would be great, " one participant explained.
Another added specific frustration about geographic barriers: "For the parks district there is a North/South
divide, lack of information sharing. " These comments suggest the CCC could expand its information and
referral role to become a more comprehensive access hub.
The vision for integrated services at the CCC extends beyond simple co -location. Participants imagined a
space where services flow seamlessly —where a parent attending English classes could access childcare,
job training, and health screenings in one visit. This "no wrong door" approach would transform the current
system where, as one stakeholder noted, "residents have to tell their story multiple times to multiple
agencies."
61
The Partners for Our Communities (POC) emerged independently in all five focus groups as an aspirational
model. Participants didn't simply admire its size but rather its comprehensive approach to service
integration. As one participant explained: "At Palatine, you can get help with so many things in one
place —the library, health services, education, legal help. And everyone works together." This recurring
reference —unprompted and consistent across diverse groups —is a clear sign of community readiness for a
similar integrated approach in Mount Prospect.
BOARD MEMBER PERSPECTIVES:
The Community Connections Center was strategically located in South Mount Prospect to address some of
these transportation challenges, with evening hours designed to accommodate working residents.
However, board members emphasized geographic equity, noting that transportation barriers still affect
residents' ability to access services throughout the village, particularly those needing to travel between
different regions of Mount Prospect:
We need to make ke sure North Mount Prospect isn t overluo 'ed---i of:ten gets Igns attention.. mm
- Village Board Member
"A significant portion of Mount Prospect falls within Elk Grove Township jurisdiction, creating coordination
challenges that need to be addressed. " - Village Board Member
Financial sustainability also emerged as a key consideration. Board members suggested that partnerships
could "offset some of that cost" of expansion while achieving community benefit. The current lease
arrangement, where the library contributes to monthly payments, provides a model that could expand to
include other partners. As one board member noted, this approach addresses both fiscal responsibility and
community needs.
Summary, A Vision for Expansion: The data reveals strong community support for expanding the
Community Connections Center based on its proven strengths and unique role in Mount Prospect's service
landscape. With 49.4% of residents likely to use an expanded CCC—contrasting with 18.6% unlikely to use
an expanded CCC—and consistent praise from current users for its culturally competent, accessible
approach, the CCC has established itself as a trusted institution particularly vital for South Mount
Prospect's diverse population.
The expansion vision that emerged from community input encompasses four key elements:
Physical Space: A larger facility accommodating concurrent programming, private consultation spaces,
enhanced library services, and partner organizations —addressing the current 3,600 square foot constraint
that limits service delivery.
Service Enhancement: Extended weekend hours complementing current evening access, comprehensive
youth and senior programming filling identified gaps, and strengthened mental health services with reduced
language barriers.
Strategic Integration: The CCC as an access hub helping residents access services across Mount
Prospect's fragmented landscape, with formal partnerships bringing specialized services directly to
residents and reducing transportation barriers.
62
Community Identity: Clear branding and messaging about who the CCC serves, multilingual outreach
expanding awareness beyond South Mount Prospect, and welcoming design reflecting the community's
cultural diversity.
As one focus group participant summarized: "This place saved my family." This sentiment —repeated in
various forms across focus groups —captures both the CCC's current impact and its unrealized potential.
The following section explores specific partnership opportunities that could help realize this vision while
addressing the systemic challenges identified throughout this assessment.
VII. POTENTIAL PARTNERSHIPS AND COLLABORATION
Strategic partnerships represent a critical component for addressing identified service gaps while
maximizing existing community resources. The assessment findings indicate that while Mount Prospect has
numerous community assets, service fragmentation, limited capacity, and access barriers may prevent
many residents from receiving comprehensive support. Partnership development aligns with the CCC's
core mission of prevention, support, and linkage to appropriate resources.
CaxrrentPartnersl,iip Il andsc 11
The Community Connections Center demonstrates successful partnership through its collaboration with the
Mount Prospect Public Library. This partnership shares the 3,600 square foot facility, with the library
contributing to lease payments while providing multilingual collections, technology access, and educational
programming that complements Human Services offerings. This integration allows residents to access
multiple services in one trusted location with bilingual staff support.
The Mount Prospect Police Department recently expanded this collaborative model by piloting a police
officer presence at the CCC. This partnership brings police services directly to the community in a
welcoming environment, addressing safety concerns while building trust with residents who might feel
uncomfortable visiting the police station. As one board member noted, this addresses barriers including
"language barrier... transportation barrier... and just a comfortability."
While these partnerships demonstrate effective collaboration, the assessment revealed opportunities to
expand this model. Many organizations serving Mount Prospect residents operate independently, creating
fragmentation that forces residents to navigate multiple systems and locations. Many services have multiple
providers because demand exceeds capacity of any single agency. As one stakeholder observed: "If we
could achieve it in some way, the network of organizations would be better if there isn't a lot of overlap and
they can better understand what other groups are working on." Additionally, the Village's duplication of
services report confirmed that having multiple providers offering similar services is necessary because
demand exceeds the capacity of any single agency, not because of inefficient overlap. Each agency
contributes specialized expertise while serving the high level of community need.
Additionally, as the Village's duplication of services report confirmed, this multiplicity of providers reflects
that there is a higher need than there are service providers and agencies available to meet demand, rather
than inefficiency.
Township offices serve their jurisdictional areas with limited cross -boundary coordination. Healthcare
providers operate independently despite serving overlapping populations. Schools identify families in crisis
63
but lack clear pathways for comprehensive support. The result is a complex service landscape that even
providers struggle to navigate —including residents facing multiple barriers.
Strategic Partnership Visiari
Analysis of assessment data reveals four primary areas where partnerships could address documented
service gaps:
Healthcare Access Enhancement: 80% of stakeholders reported mental health services as not easily
accessible, with particular challenges for Spanish-speaking residents and those with Medicaid coverage.
The service area's uninsured rate of 18.42% significantly exceeds the village -wide rate of 10.8%. Survey
respondents identified primary care (20.8%), mental health services (13.3%), and dental care (17.3%) as
the most difficult services to access.
Transportation Barrier Reduction: 26% of survey respondents have delayed accessing services due to
transportation issues. Travel time analysis reveals that accessing key services often requires over one hour
via public transportation, with some services requiring over three hours of travel time.
Language Access Expansion: While the CCC currently provides bilingual services with seven staff
members who are bilingual/bicultural in English/Spanish and two staff speaking Serbian and German
respectively, 42.2% of Mount Prospect residents speak a language other than English at home, rising to
67.35% in the CCC service area. Stakeholders identified growing needs for Ukrainian and Polish
interpretation services.
Service Coordination Improvement: Survey findings revealed that 49.4% of respondents remain unaware
of CCC offerings despite its 16-year presence in the community, indicating fragmentation in service
communication and delivery.
IlHed[th ServicesIli' firm iil ii °� Il iii 11 �
Healthcare partnerships offer significant potential to address documented access barriers while leveraging
existing provider expertise. Northwest Community Hospital's 2024 Community Health Needs Assessment
identified priority areas that align closely with gaps documented in this assessment, including behavioral
health, chronic disease management, and access to care for underserved populations.
A structured partnership with healthcare providers could establish regular clinic operations at an expanded
CCC facility. This model would address transportation barriers by bringing services directly to residents
while maintaining providers' clinical expertise. The CCC's role would include providing accessible space,
administrative support, and patient navigation assistance. Such partnerships could include diabetes
management clinics addressing chronic disease needs, mental health services scheduled during evening
hours to accommodate working families, and preventive screenings targeting the significant uninsured
population in the service area.
Mental health services represent a particularly critical partnership opportunity. Stakeholders reported
months -long wait times for Spanish-speaking mental health providers and limited options for Medicaid
patients. Partnerships such as Kenneth Young Center and Elk Grove Township, could expand to include
regular therapy services. The co -location model would enable immediate referrals between providers,
preventing the client loss that often occurs with traditional referral processes.
64
IIEducational
Educational partnerships offer multiple touchpoints for family support while leveraging existing relationships
between schools and families. Mount Prospect's five elementary school districts and one high school
district provide comprehensive geographic coverage and established trust with diverse populations.
School district collaboration could offer opportunities to address unmet needs. Schools could reciprocate
by providing space for after -school programming, parent education classes, and adult learning
opportunities. As one school social worker noted: "Schools cannot help with everything, so there really
needs to be more tutoring services or a quiet place to study (this could be done at the CCC)."
Adult education partnerships can address the significant language barrier challenges documented in the
assessment, such as providing English as a Second Language (ESL) classes. With 16.5% of Mount
Prospect residents speaking English less than "very well," English as a Second Language programming
represents both an immediate communication need and long-term economic mobility opportunity.
Community college partnerships could establish satellite programming at an expanded CCC, eliminating
transportation barriers while providing evening and weekend scheduling to accommodate work schedules.
Townslhip Coordination
Mount Prospect's division between Elk Grove Township (serving slightly over half of village residents) and
Wheeling Township creates service complexity that coordinated partnerships could address. Both
townships provide significant resources including general assistance, emergency financial aid, LIHEAP
energy assistance, and senior services, but residents often experience confusion about which township
serves their address and what services are available. Additionally, transportation presents a significant
barrier for Elk Grove Township residents, as travel time to the township office takes over an hour via public
transit.
Coordinated township partnerships could establish regular office hours at an expanded CCC with
predictable schedules, eliminating jurisdictional confusion while maintaining each township's specialized
expertise. This approach would particularly benefit residents in unincorporated areas served by Elk Grove
Township, where the CCC's location provides more accessible service than traveling to the township's Elk
Grove Village location. As one board member suggested: "Would the township offer some office hours at
the CCC for residents that can't get to the township for services that are specific, like LIHEAP
applications... something that we don't offer?"
Ila n iii°m uir liit Organization Integration
iirii� ° ti iIr1 ii°' ,
The assessment identified numerous specialized organizations serving Mount Prospect residents that could
enhance services through strategic collaboration. Organizations such as WINGS, Northwest CASA, Shelter
Inc., and the Children's Advocacy Center that provide specialized expertise.
Faith -based and cultural organizations serve as trusted entry points for immigrant communities who may
experience concerns about accessing government services. These partnerships could include information
dissemination through congregations, space -sharing arrangements for satellite programming, and volunteer
coordination. Expanding current legal aid partnerships could address the 25.82% of survey respondents
who identified legal services as a priority for an expanded CCC, particularly given stakeholder concerns
about immigration enforcement.
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Mental health organizations including NAMI and Gateway Foundation, that provide substance abuse
treatment, could coordinate services addressing the significant gaps identified throughout the assessment.
These partnerships would bring proven programs directly to residents while the CCC provides space,
administrative support, and community connections.
Regional olilla Irani n
Geographic proximity and shared challenges create opportunities for regional partnerships that leverage
resources across municipal boundaries. As one board member observed: "We have communities like
Arlington that butt up to South Mount Prospect ... they may have some similar social service needs in that
area of their community and they don't have a facility to provide services or outreach residents out of."
Regional partnerships could enable sharing of specialist positions such as immigration attorneys across
municipalities, coordination of joint programming that attracts resources too large for individual
communities, and strengthened grant applications through demonstrated regional impact. This approach
acknowledges that community needs extend beyond municipal boundaries, particularly in densely
populated suburban areas where residents may live in one community while working or accessing services
in another.
LibraryIIi� iir firm iir IlG liiIII Il uiir Ili �iil iil a iir °
The Mount Prospect Public Library's role as a 50/50 partner must expand alongside other collaborative
relationships. With 34.38% of survey respondents prioritizing library services in an expanded CCC,
enhanced space would enable expanded multilingual collections serving the community's growing
linguistic diversity, additional technology workstations addressing digital divide issues documented in the
assessment, and dedicated study and meeting spaces for students and community groups.
The library's educational mission complements Human Services' support mission, creating a holistic
approach to community wellbeing. Enhanced library space would also address the gap in teen
programming identified by stakeholders, where "Parks go up like... ages six to 12... And then where do
teens go?" Coordinated programming between Human Services and Library services could include family
literacy initiatives, citizenship preparation classes, and workforce development programming.
IlN iir 11 Ili iir iir ° ° lii iirConsiderations
Successful partnership implementation requires structured governance approaches that respect
organizational autonomy while creating integrated service delivery. A limited -time partner agency
committee could help guide the process of expanding the CCC, with representation from major
stakeholders.
Financial sustainability requires diversified approaches including cost -sharing agreements based on space
usage or service volume, joint grant applications leveraging collective impact, and fee -for -service
arrangements for occasional space use. As board members noted, partnerships help "offset some of that
cost" of expansion while achieving community benefit.
Quality assurance mechanisms should include shared training ensuring cultural competency across all
partners, a referral system that assists with coordination, client feedback mechanisms ensuring services
remain responsive to community needs, and regular evaluation of partnership effectiveness.
..
Partnership development aligns with the Village of Mount Prospect Human Services Department's mission
to improve "the health and wellbeing of the people and community we serve through the provision of
nursing and social services." By leveraging existing community assets while addressing documented
barriers, strategic partnerships can enhance service accessibility and effectiveness while respecting fiscal
constraints and organizational expertise. This collaborative approach addresses the service fragmentation
identified throughout the assessment while building on the successful partnership model already
demonstrated through the library collaboration.
VIII. RECOMMENDATIONS
Based on comprehensive community input and assessment findings, the following recommendations
address critical service gaps while building on the Community Connections Center's established strengths.
These recommendations reflect the priorities identified by 703 survey respondents, 66 focus group
participants, and 27 stakeholder interviews, with 49.4% of residents expressing likelihood to use an
expanded CCC—contrasting with 18.6% unlikely to use an expanded CCC.
Priority 1: Physical Space Expansion
The Community Connections Center requires expanded physical space to address documented service
limitations and meet growing community demand. The current 3,600 square foot facility presents significant
operational constraints including the ability to run only one program at a time, limited office space for family
consultations, and insufficient space for both Human Services and Library programming to operate
simultaneously. A focus group participant also identified privacy concerns with the current office
configuration, where sensitive conversations occur in small offices along a hallway with limited
soundproofing.
An expanded facility should accommodate multiple concurrent programming activities, provide private
consultation spaces for confidential services, include dedicated areas for different age groups particularly
teens who currently lack gathering spaces in Mount Prospect, and maintain adequate space for the Mount
Prospect Public Library to expand collections and programming as a 50/50 partner. The facility should
incorporate technology infrastructure supporting telehealth capabilities and computer access, welcoming
design elements reflecting community cultural diversity, and sufficient space for partner organizations to
provide on -site services. Additionally, participants expressed interest in green space or a community
garden as part of an expanded facility.
Site selection should maintain accessibility to South Mount Prospect residents while potentially improving
access for residents throughout the village. As board members noted, expansion may require relocating to
accommodate a larger footprint while preserving the CCC's role serving populations with the greatest
transportation and language barriers.
Priority 2: Enhanced Service Delivery
Service enhancements should address documented gaps while maintaining the CCC's core strengths:
bilingual staff, extended evening hours, and immediate access without waitlists
Multilingual Service Expansion: With 42.2% of Mount Prospect residents speaking a language other than
English at home, rising to 67.35% in the CCC service area, comprehensive language access requires
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services in Spanish, Polish, Ukrainian, Korean, and other languages reflecting community demographics.
This includes culturally competent service delivery by staff who understand cultural context beyond
language translation.
Extended Operating Hours: Survey data shows 41.8% of residents prefer weekend access and 30.8%
need weekday evening services. While the CCC currently operates until 7:30pm weekdays for working
residents, expanded weekend programming would address barriers for working families unable to access
services during traditional hours without income loss.
Youth Programming: 38% of survey respondents prioritized youth services, with stakeholders highlighting
the absence of teen -specific spaces in Mount Prospect. The assessment revealed that the CCC currently
lacks dedicated youth services or teen center space, a gap that expanded programming would address.
Multiple school social workers emphasized that students need quiet study spaces and tutoring support
beyond what schools can provide, particularly given increasing educational needs and learning gaps.
Programming should include homework support and tutoring services, mental health support for
adolescents, job training and workforce development, and safe gathering spaces addressing the gap where
park district programming typically serves children through age 12.
Senior Services: With 36.95% of survey respondents prioritizing senior programs, services should address
social isolation through structured activities, technology training to reduce digital divide barriers, health
monitoring and wellness programming, and intergenerational programming connecting seniors with
younger residents. These services address board member concerns about isolated seniors and support
aging in place initiatives.
Health and Mental Health Integration: 80% of stakeholders reported mental health services as
inaccessible, with particular challenges for Spanish-speaking residents and Medicaid patients. Enhanced
programming should include regular health screening clinics, mental health therapy in multiple languages,
substance abuse support programming, and preventive health education addressing chronic disease
management.
Priority 3: Strategic Partnership Implementation
Partnership development should leverage existing community expertise while addressing documented
service fragmentation. Implementation requires formal agreements with healthcare providers, educational
institutions, township offices, and community organizations.
Healthcare Partnerships: Establish regular clinic operations through partnerships with Northwest
Community Hospital, whose 2024 Community Health Needs Assessment identified behavioral health,
chronic disease management, and access to care as priority areas that align with gaps documented in this
assessment. Healthcare providers consistently reported months -long wait times for Spanish-speaking
mental health services, with particular challenges serving older adults with substance abuse issues who
lack Medicare coverage for residential treatment. Additional partnerships with federally qualified health
centers and mental health providers would address healthcare access barriers affecting 20.8% of residents
who identified primary care as difficult to access and the 18.42% of service area residents without health
insurance.
Educational Collaborations: Formalize partnerships with Mount Prospect's five elementary school
districts and high school district to create family support touchpoints. Include adult education programming
addressing language barriers affecting 16.5% of residents who speak English less than "very well."
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Township Coordination: Coordinate with Elk Grove Township and Wheeling Township to provide regular
office hours at an expanded CCC, eliminating jurisdictional confusion while maintaining specialized
township expertise in areas such as general assistance and energy assistance programming.
Community Organization Integration: Partner with specialized organizations including legal aid providers,
mental health organizations, and cultural groups to provide services without duplicating existing expertise.
Priority 4: Access and Outreach Enhancement
Address awareness gaps affecting 49.4% of residents currently unaware of CCC services through
comprehensive communication strategies and improved service navigation.
Multilingual Communication: Develop materials in Spanish, Polish, Ukrainian, Korean, and other
languages reflecting community demographics. Establish community ambassador programs leveraging
trusted resident leaders and maintain presence at cultural events, schools, and faith communities.
Service Navigation: Implement "no wrong door" approach enabling residents to access comprehensive
support regardless of entry point. Provide warm handoffs between services ensuring continuity of care and
develop comprehensive resource directories in multiple languages.
Transportation Barrier Mitigation: Address transportation challenges affecting 26% of survey
respondents. Travel time analysis revealed that twelve key service agencies require 1-2 hours to reach via
public transportation, making coordinated service delivery, extended hours reducing need for multiple trips,
and exploration of transportation assistance programming in partnership with township offices a priority.
Implementation Framework
Strategic Partnerships: A limited -time partner agency committee that would help guide an expanded CCC
with representation from major stakeholders including the Mount Prospect Public Library, healthcare
partners, school districts, township offices, and community organizations.
Quality Assurance: Implement shared training ensuring cultural competency across all service providers,
establish feedback mechanisms ensuring services remain responsive to community needs, and conduct
regular evaluation of program effectiveness and partnership outcomes.
Resource Development: Pursue diversified funding including municipal investment, grant opportunities
leveraging collective impact, partnership cost -sharing agreements, and philanthropic support for specific
programming initiatives.
Evaluation Metrics: Track service utilization across demographic groups, measure reduction in barriers to
service access, assess partnership effectiveness and coordination, and monitor community satisfaction
with expanded programming.
These recommendations align with the Village's strategic planning priorities, where Community
Connections Center expansion emerged as a consistent goal in recent board discussions and visioning
sessions.
Table 26. Implementation Priorities for Community Connections Center Expansion
Physical Space • Larger facility with multi -purpose
• Private consultation spaces
• Dedicated youth and senior areas
• Enhanced library space
• Green space or community garden
Service Enhancements • Multilingual services in additional languages
• Extended evening and weekend hours
• Comprehensive youth and senior programming
• Integrated health and mental health services
Strategic Partnerships • Healthcare providers for co -located services
• Educational institutions for learning programs
• Township coordination for seamless access
• Community organizations for cultural programming
Access & Awareness • Comprehensive multilingual outreach
• "No wrong door" service navigation
• Welcoming, culturally inclusive environment
IX. CONCLUSION
This community needs assessment provides the Village of Mount Prospect with comprehensive data to
guide decision -making regarding the Community Connections Center's future. The assessment process
engaged survey respondents, focus group participants, and stakeholder interviews between February and
April 2025, ensuring diverse community perspectives were captured.
Through systematic data collection and analysis, the assessment documented both the CCC's established
strengths and areas requiring attention. The findings confirm that after 16 years of operation, the
Community Connections Center remains a trusted resource, particularly for South Mount Prospect
residents. However, significant barriers limit its effectiveness in serving the broader community.
The assessment identified persistent challenges affecting service delivery: transportation infrastructure that
requires hour-long commutes via public transit, awareness gaps affecting nearly half of village residents,
insufficient programming for youth and seniors, critical shortages in mental health services, and housing
costs that consume disproportionate household income. These barriers compound each other, creating
particular hardship for vulnerable populations including uninsured residents, non-English speakers, and
working families.
Community input strongly supports expansion, with 49.4% of respondents indicating likelihood to use an
enhanced facility, contrasting with 18.6% unlikely to use an expanded CCC. Priority services identified
include youth programming, senior services, health and mental health care, job training, and basic needs
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assistance. Residents consistently emphasized the need for evening and weekend hours, multilingual
services, and accessible locations.
The recommendations address these findings through four strategic priorities: expanding physical space to
accommodate concurrent programming, enhancing service delivery with extended hours and targeted
programs, developing formal partnerships to leverage community expertise, and improving multilingual
communication and service navigation. Implementation requires collaboration among the Village, Mount
Prospect Public Library, township offices, healthcare providers, educational institutions, and community
organizations. The current facility lease expires in approximately 2 years, creating both urgency and
opportunity for strategic planning. The Village of Mount Prospect Human Services Department will lead
implementation efforts in coordination with community partners. Success will be measured through service
utilization data, barrier reduction metrics, partnership effectiveness, and community satisfaction indicators.
This assessment was conducted by Initium Health under contract with the Village of Mount Prospect. The
findings and recommendations reflect extensive community input gathered through culturally responsive
methods including multilingual surveys, targeted outreach to underserved populations, and engagement
with organizations serving vulnerable residents.
The complete assessment report and executive summary will be available on the Village of Mount Prospect
website at mountprospect.org. Print copies will be maintained at the Community Connections Center and
Village Hall. Questions or comments regarding this assessment may be directed to the Human Services
Department at humanservices@mountprospect.org or 847-870-5680.
The Village of Mount Prospect acknowledges all community members, service providers, and stakeholders
who contributed their time and insights to this assessment. Their participation ensures that future planning
reflects authentic community needs and priorities. Through continued collaboration and strategic
investment, the Community Connections Center will evolve to meet the changing needs of Mount
Prospect's diverse population.
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