HomeMy WebLinkAbout08/27/2026 P&Z Agenda PacketVillage of Mount Prospect
Planning and Zoning Commission
Regular Meeting Agenda
50 S. Emerson St. Mount Prospect, IL 60056
August 27, 2026 Village Hall - 3rd Floor Board Room 7:00 PM
1. CALL TO ORDER
2. APPROVAL OF MINUTES
2.1. PZ-18-26 / 505 S Wa Pella Ave / CU: 18-Foot-Tall Garage
3. NEW BUSINESS
3.1. PZ-22-26 / 50 S Emerson Street / Text Amendments (Distribution centers,
cartage, courier, parcel distribution, and last -mile delivery facilities) / Village
Board Final
3.2. PZ-20-26 / 50 S Emerson Street / MP2040 Comprehensive Plan /Village
Board Final
4. CITIZENS TO BE HEARD
5. QUESTIONS AND COMMENTS
6. ADJOURNMENT
ANY INDIVIDUAL WHO WOULD LIKE TO ATTEND THIS MEETING BUT BECAUSE OF A DISABILITY
OR NEEDS SOME ACCOMMODATION TO PARTICIPATE, SHOULD CONTACT THE VILLAGE
MANAGER'S OFFICE AT 8471392-6000, EXTENSION 5307
Page 1 of 164
I
MINUTES OF THE REGULAR MEETING OF THE
PLANNING & ZONING COMMISSION
CASE NO. PZ-18-26
PROPERTY ADDRESS:
PETITIONER:
PROPERTY OWNER:
PUBLICATION DATE:
REQUEST:
MEMBERS PRESENT:
MEMBERS ABSENT:
STAFF MEMBERS PRESENT:
INTERESTED PARTIES:
Hearing Date: August 13, 2026
505 Wa Pella Avenue
AndrewVenamore
602 Academy Drive, Northbrook, IL
John Thornton
505 Wa Pella Avenue
J u ly 29, 2026
Conditional use approval for an 18-foot-tall garage.
Joseph Donnelly
Ewa Weir
Walter Szymczak
Fay Costa
Michael Fricano
Donald Olsen
William Beattie
Richard Rogers
Charlie Hogan —Senior Planner
Catherine Cook— Community Development Planning Intern
John Thornton
Chairman Donnelly called the meeting to order at 7:01 PM.
Chairman Donnelly then moved to Item Two, Approval of Minutes. Commissioner Szymczak made
a motion, seconded by Commissioner Fricano, to approve the minutes of the July 23, 2026
Planning and Zoning Commission meeting. Chairman Donnelly noted a conflict in the details of the
minutes.
Mr. Hogan replied that staff would look into Chairman Donnelly's concern.
Chairman Donnelly made a motion to modify the minutes as required to reflect what was approved
versus what was written. He asked Commissioner Szymczak and Commissioner Fricano whether
they accepted the amendment, and both agreed. The minutes were approved 3-0, with
Commissioner Weir and Commissioner Costa abstaining.
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 2 of 164
Chairman Donnelly then introduced Case No. PZ-18-26, 505 Wa Pella Avenue, a request for
conditional use approval to build an 18-foot-tall garage at the Subject Property. He confirmed with
staff that the case is Planning and Zoning Final.
Ms. Cook presented the case. She explained that the Petitioner is Andrew Venamore of Heartland
Garage Builders and that the Property Owner is John Thornton. The Petitioner requested approval to
install an 18-foot-tall (18'-0") garage with a lofted storage space. Under Village code, detached
garages are permitted a maximum height of 15 feet (15'-0"). Staff recommended approval, subject
to the conditions contained in the staff report.
Ms. Cook stated that the Subject Property was annexed into the Village in 1925 and is improved
with a single-family residence, constructed in 1958. She stated that the property consists of
approximately 0.22 acres and has frontage on South Wa Pella Avenue, south of West Shabonee
Trail. The property is zoned R-A Single Family Residential, and all surrounding properties are also
zoned R-A and developed with single-family homes. She stated that the Property Owner has
resided at the Subject Property since 2016.
Ms. Cook noted that the Staff Report incorrectly identified the existing garage as 15-feet-tall (15'-011
)
when it is in fact 13-feet-tall (13'-0"). The Petitioner proposed to replace the existing 13-foot-tall
garage with a new 18-foot-tall (18'-0") garage. Pursuant to the Village's Zoning Ordinance, detached
garages are not permitted to exceed 15 feet (15'-0") in height. The Petitioner stated that he wanted
to build the taller garage to accommodate additional storage space. Staff found the proposed
garage to conform with other village code relevant to the property and project. Specifically, staff
noted that:
• The proposed garage would only be used for approved garage uses, including parking and
storage of household goods.
• The garage was proposed at 720 square feet, the maximum allowed for a detached garage
(recently increased from 672 to 720 square feet under PZ-01-26).
• The proposed garage would bring the property to a lot coverage of 44.4%, below the
maximum 50% lot coverage requirement.
• The proposed garage conformed with all setbacks required for accessory structures on R-A
zoned properties.
Ms. Cook said the Petitioner provided images of the principal structure before and after the exterior
renovations. The new garage was designed to complement the architecture of the Property Owner's
existing home. She showed the current 13-foot-tall garage, renderings of the proposed garage, and
elevation drawings.
Ms. Cook shared that the owners of the immediately adjacent properties at 503 and 507 South Wa
Pella Avenue submitted written support for the proposal. Staff received a signature sheet from the
Planning & Zoning Commission Meeting — August 13, 2026 PZ-18-26
Page 3 of 164
V
Property Owner with seven signatures of support, two of whom were the adjacent property owners
who provided letters. Staff received three verbal comments, two in support and one in opposition,
and two letters of opposition.
Ms. Cook explained that those opposed cited concerns that an increase in garage height would set
a precedent, resulting in more properties seeking increased garage height. Staff noted that all
conditional use requests are reviewed on a case -by -case basis and are not determined by
precedent. One commenter asked why the Petitioner could not simply rent a storage unit.
Opponents also expressed concern that the garage would degrade nearby property values, viewing
it as ill-fitting to the neighborhood and more commercial than residential in appearance. Lastly,
those opposed cited concerns that the additional space would be used as office space, in violation
of Village code.
Ms. Cook shared that staff evaluated the request against the seven Conditional Use standards
contained in the Zoning Ordinance. Staff found that the proposal:
• Would not negatively affect public health or safety,
• Was compatible with the surrounding neighborhood,
• Would not impede future development,
• Required no additional public infrastructure,
• Would not create traffic impacts,
• Was consistent with the Comprehensive Plan, and
• Complied with all other applicable R-A regulations, except for the relief specifically
requested.
Staff therefore recommended approval of the motion for a new garage, subject to the conditions
outlined in the staff report. Under the authority granted through the text amendments earlier this
year, the Planning and Zoning Commission serves as the final decision -making body for this
request, and no Village Board action was required following the hearing. Ms. Cook concluded her
presentation, noting that both Staff and the Petitioner were available to answer questions.
Chairman Donnelly asked for questions from the Commissioners.
Commissioner Weir asked what the 8' x 8' concrete pad was intended for.
Chairman Donnelly said they would ask the Petitioner.
Mr. Hogan noted that staff had not specifically asked about the concrete pad, but that the
Petitioner was allowed to install it regardless of the Conditional Use.
Commissioner Weir asked how staff evaluates when to modify Village requirements to increase
garage height.
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 4 of 164
Mr. Hogan explained that, as part of the text amendments, all changes to accessory structures
became Conditional Uses, with final authority given to the Planning and Zoning Commission. It was
the Petitioner's right to apply for a larger garage; he could theoretically have applied for a smaller or
larger one and would still receive a hearing. He applied for an 18-foot garage because he felt it was
appropriate.
Commissioner Weir asked how the proposal related to the height of the house.
Mr. Hogan said they could ask the Petitioner what the current height of the house was. He added
that he did not imagine it was taller than 30 feet or so.
Commissioner Weir thanked Mr. Hogan for his response.
Commissioner Costa noted that, regarding an objection from a neighbor about office space, the
owner had mentioned headroom in the garage attic in his own statement. She asked whether that
implied the space was, or could be, more of a living area than a storage space, and how staff
evaluated storage space versus living space.
Mr. Hogan explained that the intent of the code provision preventing office space was to prevent
people from operating home -based businesses in their garage - for example, a situation where
customers came to the property, which staff did not want addressed by allowing an office building
in a resident's backyard. As far as staff understood it, the entire space was intended for storage,
and hobby activity in a garage was not explicitly prohibited.
Commissioner Costa thanked Mr. Hogan.
Seeing no further questions from the Commissioners, Chairman Donnelly invited the Petitioner to
the podium. He swore in the Petitioner, Andrew Venamore of 602 Academy Drive, Northbrook,
Illinois, and the Property Owner, John Thornton of 505 Wa Pella Avenue.
Both the Petitioner and the Property Owner introduced themselves. Mr. Venamore explained that
he was both the applicant and the builder of the project.
Chairman Donnelly asked whether both the Petitioner and the Property Owner owned the property.
Mr. Venamore clarified that he applied as the applicant and that his company would build the
garage, while Mr. Thornton was the Property Owner.
Chairman Donnelly thanked him for the clarification.
Mr. Venamore thanked the Chairman and explained that the goal of the project was to construct a
replacement two -car garage designed to match the architectural style and colors of the house. He
noted that the existing garage was falling into disrepair, that the driveway dropped appreciably from
the middle of the house downward, and that water entered the front of the garage with nearly every
rainfall, causing long-term detrimental impact to the structure as a result, the structure needed
to be replaced.
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 5 of 164
Mr. Venamore continued that the new garage would meet all remaining zoning requirements
relating to setback and lot coverage. He noted that the proposed garage would also remedy the
issue of the current garage being less than 3 feet from the property line. Following the Village
trustees' approval of the recent text amendments, the maximum allowable garage size increased
to 720 square feet the size of the proposed garage and, as staff had noted, the Petitioner
could seek approval for the increased garage height through the Conditional Use application
process.
Mr. Venamore noted that the Commissioners had already raised questions about the attic level. He
explained that the height increase was specifically designed to accommodate Mr. Thornton's
height while he used the storage space. He said the letter submitted as part of the application
package conveyed the intent of the space. He pointed out that areas exceeding 6 feet accounted
for less than 40% of the square footage of the space and, as such, were not intended to be used as
living space now or in the future.
Mr. Venamore then discussed the exterior design of the proposed garage, with the goal of reflecting
the architecture of the principal structure on the property. He said they chose a gabled roof, similar
to the principal structure, with intersecting gables from each of the four sides of the proposed
garage. He explained that this decision gave the structure architectural merit and visual interest,
rather than having it appear as simply a large structure in the backyard. He said the color scheme,
siding, trim, and other elements were designed to replicate the house. Mr. Venamore then asked
Mr. Thornton to explain how he intended to use the space.
Chairman Donnelly asked for clarification as to whether a 15-foot-tall garage was available that
could accomplish the same architectural goals as the one proposed while still resolving the
Property Owner's storage issues. He noted that the Petitioner's presentation indicated that
matching the house was the reason the 18-foot-tall garage was needed. He felt that a 15-foot-tall
garage could achieve the same outcome and still meet code.
Mr. Venamore explained that the architectural aesthetic could be achieved at 15 feet, but that the
intended use of the space was to provide enough room to store the homeowner's radio equipment.
He said a 15-foot-tall structure would provide only 3.5 to 4 feet of clearance under the ridge beam,
meaning neither the Petitioner nor the Property Owner would be able to stand in the area.
Chairman Donnelly explained that the intent of his line of questioning was to determine whether
the Petitioner was building what he would consider an attic or a second story. He continued that
his question was whether the Commission would approve a height in which the Property Owner
could stand, or whether a 15-foot-tall garage that met code could achieve everything the Petitioner
had described architecturally.
Mr. Venamore acknowledged that, architecturally, this was correct, but noted that the exterior was
unrelated to the interior use of the space. He said he used the term "attic" because the amount of
Planning & Zoning Commission Meeting — August 13, 2026 PZ-18-26
Page 6 of 164
space above 6 feet in height was less than 40% of the first floor, making it a half story by his own
definition and, thus, an attic, since the area was not considered overly functional.
Chairman Donnelly thanked Mr. Venamore for the clarification.
The Property Owner, Mr. Thornton, then explained his goal forth eincrease in garage height. He said
he had been a longtime volunteer with the Mount Prospect emergency response team, was now
retired, but continued to volunteer with the Salvation Army, including with a radio team called the
Salvation Army Team Emergency Radio Network. He said he would use the additional storage
space to test equipment before deployment, and he noted a Salvation Army exercise with the Air
National Guard scheduled for later in the month.
Mr. Thornton confirmed that the space would not be used to run a business or as office space, and
that it would instead support his volunteer activities with the Salvation Army. He said he would
spend limited time in the storage room other than prior to deployments. He noted that the principal
structure was rather small, with an unreliable basement due to flooding events, and that having his
emergency preparedness equipment ready to help his neighbors and the Salvation Army was
important to him. He further cited his height as another reason for the 18-foot-tall request.
Chairman Donnelly confirmed that this would not be a heated or air-conditioned space.
Mr. Thornton said there would be no heating or air-conditioning, that windows would provide
ventilation, and that he could bring a space heater into the space during the winter.
Mr. Venamore concluded the presentation by noting that, when the project started, he and Mr.
Thornton had conversed with staff since they knew it would be a challenge, with the Property
Owner having worked with staff for roughly six months before Mr. Venamore joined the project. He
felt it was important to note that, in discussions with staff, staff had shared that they had received
comments from residents over time about increasing the size and height of accessory structures,
and that staff felt there was a rationale to approach the trustees with the amendment tied to
somewhat larger garages than previously permitted, as well as to the height provision. He felt it was
relevant that this Conditional Use process, based on his conversations with staff, was an attempt
not to solve every possible situation, since not everyone wanted a large garage, but staff felt the
change was reasonable enough to bring to the Village trustees. He thanked the Commission.
Commissioner Weir expressed appreciation for the aesthetic of the garage, agreeing it would be
nice for it to match the house, and noted that the zoning code prevented this in a similar situation
she had faced. She asked, since the proposed space would carry forward to future owners of the
property, about the use and need for the additional storage space, given that ample room appeared
to exist on the first floor of the proposed garage if the staircase were removed. She also referenced
her earlier question to staff about the 8' x 8' concrete pad, and noted a storage shed currently
located in the rear yard.
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 7 of 164
Mr. Thornton said the 8' x 8' concrete pad would provide a supportive base for the hot tub currently
on the property. He explained that the stairs provided a safer way for him to move heavy equipment
up to the storage space, as he was approaching 70 years old.
Chairman Donnelly noted the two increases in garage size since he joined the Planning and Zoning
Commission, and expressed sensitivity to how residents use garage space for hobbies. He felt the
recently added 50 square feet would provide enough space for the intended storage need without
additional space above the garage. He noted that future owners might use the space differently,
and that the Commission remained sensitive to setting precedent.
Mr. Thornton shared that the additional first -floor space would be used for additional workbench
space to perform household work, and to store bicycles and items that could not be stored in the
shed. He noted that propane cylinders, gas containers, garbage cans, two cars, and items
associated with being a grandparent would also be stored on the first floor. Mr. Thornton reiterated
that basement flooding was the main issue, with three instances of backup from the combined
sanitation and storm sewers.
Chairman Donnelly asked whether there was a reason for frequent flooding at the property, such as
being in a flood plain.
Mr. Thornton explained that the street's combined sanitation and storm sewers became
overloaded, backflowing into the house. He said he had subsequently installed a flood protection
system in the front yard to prevent water from entering the house, but water still entered. He noted
that water had entered the house through the window wells while the roof was being worked on, as
the drain tiles had overflowed.
Commissioner Weir said the flooding issue was irrelevant to this discussion. She pointed out an
additional 12 feet beyond the nose of the cars and a significant amount of space dedicated to
circulation, noting that a redesign of the space would create more opportunities for storage on the
first floor. She added that, if the stairs were for safety, storing items on the first floor would
eliminate the need for Mr. Thornton to carry heavy equipment upstairs. She asked whether the
needed square footage for the use could be examined further.
Mr. Thornton shared that he intended to use the entire second floor for amateur radio equipment
and emergency preparedness equipment, while the first floor would store items commonly kept in
a garage.
Chairman Donnelly recalled his earlier question regarding the height of the house.
Mr. Thornton shared that the height of the house was 18 feet.
Chairman Donnelly noted that the garage and house would therefore be the same height.
Mr. Venamore explained that this would only be the case if both structures were on a level plane.
He noted that a difference in grading part of the problem causing water to enter the garage
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 8 of 164
caused the detached garage to sit 20 to 22 inches lower than the house, so the garage would
remain physically lower than the house on the Subject Property.
Chairman Donnelly asked whether there was a reason for the sided oorin the garage.
Mr. Venamore explained that the site plan showed functional patio space adjacent to the garage,
with the door providing access to that area and creating an indoor -outdoor space.
Chairman Donnelly noted an area of grass between the patio and garage that kept the two from
connecting.
Mr. Thornton explained that the current grass area would be covered once the garage was moved
closer to the patio, as the garage was currently too close to the neighboring property. He said he
hoped to use the patio as an entertaining space for neighbors.
Commissioner Costa referenced the earlier point that the garage would remain lower than the
house and asked whether drainage issues would still be present as a result.
Mr. Venamore pointed out that a trench drain would be installed at the front of the garage apron,
intended to move water away from the garage and onto the Subject Property.
Commissioner Costa asked where the trench drain would lead.
Mr. Venamore explained that the drain would skirt around the adjacent patio in an easterly
direction, with water absorbed into the backyard.
Chairman Donnelly opened the floor to anyone present to discuss the case.
Mr. Hogan reiterated to the Commission that they were assessing whether the proposed garage
met the standards of a conditional use, not whether the proposed height was needed. He pointed
out that a lower bar applied because the request was a conditional use, and that garage sizing and
the ability to perform certain activities in the space were less relevant than whether the proposal
would be detrimental to the overall public good, in addition to the standard conditional use
conditions.
Commissioner Costa said that, regarding overall public good, she wanted to discuss drainage
further, especially given the existing flooding issues on the property. She was unsure whether water
from the trench drain draining into the backyard would be appropriate, given the Property Owner's
history of flooding issues, and she was uncertain about the water situation on neighboring
properties.
Mr. Thornton explained that water issues in the backyard had occurred only directly in front of the
existing garage. He noted that a drain installed by previous owners had since filled with mud, and
no remedy had helped. He said he had asked Mr. Venamore to develop a solution to the drainage
issue.
Planning & Zoning Commission Meeting — August 13, 2026
PZ-18-26
Page 9 of 164
Mr. Venamore described a black corrugated pipe with perforations across the bottom, through
which water would run instead of entering the garage. He said a silt sock would be installed to keep
earth out of the pipe while still allowing water to drain. He noted that the pipe would navigate
around 30 to 35 feet of ground cover near the patio, and that water would daylight at the back of the
patio, depending on rainfall intensity.
Chairman Donnelly asked whether this solution would be required for any new garage built in this
location, and whether the water issue was the reason for the increased garage height.
Mr. Venamore noted the change in grading, as the driveway slopes down toward the garage. He
clarified that he was not asserting that water was a reason for the increased garage height, but
rather that the trench drain was a solution to a condition that had long existed on the property,
causing damage to the existing garage over time.
Chairman Donnelly clarified that the drainage issue would be resolved once the garage was
replaced.
Mr. Venamore confirmed that was correct.
Chairman Donnelly commented that he had experienced flooding issues in his own basement,
which installing overhead sewers had resolved.
Mr. Thornton explained that plumbers had told him it would be cost -prohibitive to install an
overhead sewer for his home, which was why they instead had the flood protection system in the
front yard. He said the only drainage issues in the backyard had involved pooling of water in front of
the garage, and he felt the solution Mr. Venamore designed would help resolve that issue.
Commissioner Costa asked staff whether the Village Engineer had reviewed the plans.
Mr. Hogan replied that the Village Engineer had reviewed the plans and had no issues with them.
Commissioner Costa thanked staff.
Hearing no further comments or questions, Chairman Donnelly closed the hearing and asked for a
motion to approve the conditional use based on the conditions listed in the staff report.
Commissioner Szymczak made a motion, and Commissioner Weir seconded it. Chairman Donnelly
opened the floor to discussion.
Chairman Donnelly shared that his concerns pertained to the recently approved increase in garage
size, noting that the amendments were meant to accommodate a situation like this one. He said
the Commission did not want residents creating a second story above their garages and would
rather see wider garages than taller ones.
Seeing no further comments, Chairman Donnelly called for a roll call.
Planning & Zoning Commission Meeting — August 13, 2026 PZ-18-26
Page 10 of 164
10
Seeing no further comments, Chairman Donnelly called for a roll call.
UPON ROLL CALL AYES: Szymczak, Costa, Fricano
NAYS: Donnelly, Weir
The Planning and Zoning Commission approved the request (3-2).
After continuing another item of new business, Chairman Donnelly asked if there were any citizens
to be heard.
Hearing no further discussion, Commissioner Szymczak made a motion seconded by
Commissioner Weir and the meeting was adjourned at 7:42 PM.
Catherine Cook, Planning Intern
Planning & Zoning Commission Meeting — August 13, 2026 PZ-18-26
Page 11 of 164
MORA
r
Item Cover Page
Subject PZ-22-26 / 50 S Emerson Street / Text Amendments
(Distribution centers, cartage, courier, parcel distribution, and
last -mile delivery facilities) / Village Board Final
Meeting August 27, 2026 - REGULAR MEETING OF THE MOUNT
PROSPECT PLANNING AND ZONING COMMISSION
Fiscal Impact (Y/N) N
Dollar Amount
Budget Source
Category NEW BUSINESS
Type Action Item
Information
The Community Development Department is recommending text amendments to the zoning
ordinance of the Village Code to allow ""Distribution center, cartage, courier, parcel
distribution, and last -mile delivery facility" as a conditional use in the I-1 Limited Industrial
District. Staff has received complaints related to recently approved distribution centers located
in close proximity to residential neighborhoods. The chief complaints include increased truck
traffic, concerns regarding the safety of pedestrians and vehicles on existing roadways, and
nuisances related to odor, noise, and vehicle emissions associated with this use. The
Community Development Department reviewed the Village's Zoning Code and is
recommending the following text amendments to address these concerns.
Discussion
Article VI, Section 14.604: Land Use Table 2
The commercial and industrial zoning districts land use table currently allows distribution
centers as a permitted use in the I-1 Limited Industrial District. Staff is recommending
removing distribution centers as a permitted use in the I-1 Limited Industrial District and
instead creating a new land use category "Distribution center, cartage, courier, parcel
distribution, and last -mile delivery facility" as a conditional use in the I-1 Limited Industrial
District.
The conditional use process would require notification of surrounding property owners and a
public hearing before the Planning and Zoning Commission. As part of its review, the Planning
and Zoning Commission would evaluate the proposed use and may recommend conditions of
approval to address potential impacts before forwarding its recommendation to the Village
Board for final consideration. In general, the conditional use process provides a transparent,
public review of uses that, due to their operational characteristics or potential impacts,
warrant case -by -case evaluation to ensure compatibility with surrounding uses and
development patterns. Village Board approval of the conditional use would be required prior to
the issuance of a business license or Certificate of Occupancy authorizing the use to operate.
Page 12 of 164
This process would provide for public and case -by -case review of distribution -related uses
whose operational characteristics, including truck and delivery vehicle traffic, loading and
staging, hours of operation, and proximity to surrounding uses, may vary significantly from
one facility or location to another.
In determining whether a proposed operation falls within the new land use classification or
constitutes another permitted use, staff would consider the overall character of the operation,
including the volume and frequency of shipments, duration of storage, extent of sorting or
transfer activities, vehicle activity and staging, and relationship of these activities to other
uses on the premises.
Article XXIV Definitions, Section 14.2401: Purpose
The proposed modification to Section 14.2401 includes the addition of the following definition
of
DISTRIBUTION CENTER, CARTAGE, COURIER, PARCEL DISTRIBUTION, AND LAST -
MILE DELIVERY FACILITY: A facility where the receipt, transfer, sorting, routing, staging,
consolidation, deconsolidation, redistribution, or dispatch of packages, parcels, goods,
merchandise, or other materials for subsequent distribution or delivery constitutes a principal
function of the premises. Such use includes facilities where goods are received by truck or
other commercial vehicle and subsequently transferred, whether directly or following
temporary storage, to other vehicles for further distribution or delivery.
Associated activities may include temporary storage or staging of goods; cross -docking;
sorting; fleet parking; vehicle or trailer staging; fleet management; and dispatch operations. A
facility meeting this definition shall be classified as such notwithstanding that it may also meet
the definition of a warehouse or other permitted use.
The receipt, storage, distribution, or delivery of goods that is subordinate to and conducted in
direct support of another principal use, such as manufacturing or retail, shall be considered
accessory and shall not independently constitute a distribution center.
Staff also recommends modifying the definition of warehouse so that it is complementary to
the distribution center definition:
WAREHOUSE, STORAGE: A building or portion thereof principally used for the storage of
goods, merchandise, materials, or commodities, where such storage, rather than the sorting,
transfer, redistribution, dispatch, or delivery of such goods, constitutes the principal function
of the facility.
STANDARDS FOR TEXT AMENDMENTS
The Planning and Zoning Commission shall review the standards and findings of fact outlined
in Exhibit A and 1) accept them without changes, 2) accept them with changes, or 3) reject
the findings. The Planning and Zoning Commission shall use the findings of fact to guide their
recommendation to the Village Board.
STAFF RECOMMENDATION
The proposed text amendments are intended to further the objectives of the Zoning Ordinance
by establishing appropriate land use controls for a distribution center, cartage, courier, parcel
distribution, and last -mile delivery facility based on their operational characteristics and
potential impacts on surrounding properties, roadways, and other land uses. The proposed
text amendments are applicable to the Village at large and not intended to benefit a specific
Page 13 of 164
property. The proposed amendments would result in existing distribution centers, cartage,
courier, parcel distribution, and last -mile delivery facilities that were lawfully established as
permitted uses becoming legal nonconforming uses. The amendments would make the Zoning
Ordinance more restrictive by requiring future distribution centers, cartage, courier, parcel
distribution, and last -mile delivery facilities to obtain conditional use approval, thereby
allowing the Village to evaluate each proposed facility on a case -by -case basis and impose
appropriate conditions to mitigate potential impacts. Based on the foregoing, staff finds that
the proposed amendments satisfy the standards as required in Section 14.203(D) of the
Zoning Ordinance and recommends approval of the text amendments.
Alternatives
1. Adopt the text amendments to Chapter 14 of the Mount Prospect Village Code.
2. Action at the discretion of the Planning and Zoning Commission.
Staff Recommendation
The proposed text amendments meet the standards contained in Section 14.203(D) of the
Zoning Ordinance. Staff requests that the Planning and Zoning Commission make a motion to
adopt staffs findings as the findings of the Planning and Zoning Commission and recommend
approval of the following motion:
1. "To adopt the text amendments to Chapter 14 of the Mount Prospect Village Code."
The Village Board's decision is final for this case.
Attachments
1. PZ-22-26 Staff Report
2. PZ-22-26 Administrative Content
3. PZ-22-26 Attachment 1_Chapter 14 Article 6_Land Use Table 2
4. PZ-22-26 Attachment 2—Chapter 14 Article 24_Definitions
Page 14 of 164
VILLAGE OF MOUNT PROSPECT 50 S. Emerson Street, Mount Prospect, IL 60056
STAFF REPORT FROM THE DEPARTMENT OF Community Development
Jason C Shallcross, AICP, CEcD Ann Choi
Director of Community Development Senior Development Planner
DATE: August 20, 2026
CASE NUMBER
PZ-22-26
PUBLIC HEARING DATE
August 27, 2026
BRIEF SUMMARY OF REQUEST
PETITIONER/PROPERTY OWNER
Village of Mount Prospect
PROPERTY ADDRESS/LOCATION
50 S. Emerson Street
The Community Development Department is recommending text amendments to the zoning ordinance
of the Village Code to allow "Distribution center, cartage, courier, parcel distribution, and last -mile
delivery facility" as conditional use in the 1-1 Limited IndustrialDistrict.
STAFF RECOMMENDATION APPROVE APPROVE WITH
CONDITIONS
DENY
PROPOSAL
Staff has received complaints related to recently approved distribution centers located in close
proximity to residential neighborhoods in Mount Prospect. The chief complaints include increased
truck traffic, concerns regarding the safety of pedestrians and vehicles on existing roadways, and
nuisances related to odor, noise, and emissions associated with these industrial users. The
Community Development Department reviewed the Village's Zoning Code and is recommending the
following text amendments to address these concerns.
The proposed text amendments to the zoning code are contained in the attached documents.
Modifications to each of the chapters are indicated as ®, and add iiiiii° iiiii iiii .
• Attachment 1: Chapter 14,Article 6—Land Use Table 2
• Attachment 2: Chapter 14, Article 24 — Definitions
Article VI, Section 14.604: Land Use Table 2
The commercial and industrial zoning districts land use table currently allows distribution centers asa
permitted use in the 1-1 Limited Industrial District. Staff is recommending removing distribution
centers as a permitted use in the 1-1 Limited Industrial District and instead creating a new land use
category "Distribution center, cartage, courier, parcel distribution, and last -mile delivery facility" as a
conditional use in the 1-1 Limited Industrial District.
The conditional use process would require notification of surrounding property owners and a public
hearing before the Planning and Zoning Commission. As part of its review, the Planning and Zoning
Commission would evaluate the proposed use and may recommend conditions of approval to address
potential impacts before forwarding its recommendation to the Village Board for final consideration. In
general, the conditional use process provides a transparent, public review of uses that, due to their
operational characteristics or potential impacts, warrant case -by -case evaluation to ensure
compatibility with surrounding uses and development patterns. Village Board approval of the
HAPLAN\Planning & Zoning COMM\P&Z 2026\Staff Reports\PZ-22-26 50 S Emerson Street (Text Amend ments).docx
Page 15 of 164
conditional use would be required prior to the issuance of a business license or Certificate of
Occupancy authorizing the use to operate.
This process would provide for public and case -by -case review of distribution -related uses whose
operational characteristics, including truck and deliveryvehicletraffic, loading and staging, hours of
operation, and proximity to surrounding uses, may vary significantly from one facility or location to
another.
In determining whether a proposed operation falls within the new land use classification or constitutes
another permitted use, staff would consider the overall character of the operation, including the
volume and frequency of shipments, duration of storage, extent of sorting or transfer activities, vehicle
activity and staging, and relationship of these activities to other uses on the premises.
Article XXIV Definitions, Section 14.2401: Purpose
The proposed modification to Section 14.2401 includes the addition of the following definition of
DISTRIBUTION CENTER, CARTAGE, COURIER, PARCEL DISTRIBUTION, AND LAST -MILE DELIVERY
FACILITY: A facility where the receipt, transfer, sorting, routing, staging, consolidation,
deconsolidation, redistribution, or dispatch of packages, parcels, goods, merchandise, or other
materials for subsequent distribution or delivery constitutes a principal function of the premises. Such
use includes facilities where goods are received by truck or other commercial vehicle and
subsequently transferred, whether directly or following temporary storage, to other vehicles for further
distribution or delivery.
Associated activities may include temporary storage or staging of goods; cross -docking; sorting; fleet
parking; vehicle or trailer staging; fleet management; and dispatch operations. A facility meeting this
definition shall be classified as such notwithstanding that it may also meet the definition of a
warehouse or other permitted use.
The receipt, storage, distribution, or delivery of goods that is subordinate to and conducted in direct
support of another principal use, such as manufacturing or retail, shall be considered accessory and
shall not independently constitute a distribution center.
Staff also recommends modifying the definition of warehouse so that it is complementary to the
following definition:
WAREHOUSE, STORAGE: A building or portion thereof principally used for the storage of goods,
merchandise, materials, or commodities, where such storage, rather than the sorting, transfer,
redistribution, dispatch, or delivery of such goods, constitutes the principal function of the facility.
STANDARDS FOR TEXT AMENDMENTS
The Planning and Zoning Commission shall review the standards and findings of fact outlined in Exhibit
A and 1) accept them without changes, 2) accept them with changes, or 3) reject the findings. The
Planning and Zoning Commission shall use the findings of fact to guide their recommendation to the
Village Board.
HAPLAN\Planning & Zoning COMM\P&Z 2026\Staff Reports\PZ-22-26 50 S Emerson Street (Text Amend ments).docx
Page 16 of 164
The proposed text amendments meet the standards contained in Section 14.203(D) of the Zoning
Ordinance. Staff requests that the Planning and Zoning Commission make a motion to adopt staffs
findings as the findings of the Planning and Zoning Commission and recommend approval of the
following motion:
1. "To adopt the text amendments to Chapter 14 of the Mount Prospect Village Code."
The Village Board's decision is final.
ATTACHMENTS: ADMINISTRATIVE CONTENT PLANS
(Zoning Request Application, Responses to (Plat of Survey, Site Plan, etc.)
Standards, etc...)
1 concur:
Jason C Shallcross, AICP, CEcD
Director of Community Development
OTHER
(Supplemental Information,
Public Comments Received,
etc...)
HAPLAN\Planning & Zoning COMM\P&Z 2026\Staff Reports\PZ-22-26 50 S Emerson Street (Text Amend ments).docx
3
Page 17 of 164
Exhibit A
Standards and Findings of Fact
TEXT AMENDMENT STANDARDS
Section 14.203.D.8.b of the Village of Mount Prospect Zoning Ordinance provides that when a text
amendment is proposed, the planning and zoning commission shall make findings based upon the
evidence presented to it in each specific case with respect to, but not limited to, the following matters:
1. The degree to which the proposed amendment has general applicability within the village at large
and not intended to benefit specific property.
2. The consistency of the proposed amendment with the objectives of this chapter and the intent of
the applicable zoning district regulations.
3. The degree to which the proposed amendment would create nonconformity.
4. The degree to which the proposed amendment would make this chapter more permissive.
5. The consistency of the proposed amendment with the comprehensive plan.
6. The degree to which the proposed amendment is consistent with village policy as established in
previous rulings on petitioners involving similar circumstances.
Staff's Findings: The proposed text amendments are intended to further the objectives of the Zoning
Ordinance by establishing appropriate land use controls for a distribution center, cartage, courier, parcel
distribution, and last -mile delivery facility based on their operational characteristics and potential
impacts on surrounding properties, roadways, and other land uses. The proposed text amendments are
applicable to the Village at large and not intended to benefit a specific property. The proposed
amendments would result in existing distribution centers, cartage, courier, parcel distribution, and last -
mile delivery facilities that were lawfully established as permitted uses becoming legal nonconforming
uses. The amendments would make the Zoning Ordinance more restrictive by requiring future
distribution centers, cartage, courier, parcel distribution, and last -mile delivery facilities to obtain
conditional use approval, thereby allowing the Village to evaluate each proposed facility on a case -by -
case basis and impose appropriate conditions to mitigate potential impacts. Based on the foregoing,
staff finds that the proposed amendments satisfy the standards as required in Section 14.203(D) of the
Zoning Ordinance and recommends approval of the text amendments.
HAPLAN\Planning & Zoning COMM\P&Z 2026\Staff Reports\PZ-22-26 50 S Emerson Street (Text Amend ments).docx 4
Page 18 of 164
�tit P., Village of Mount Prospect
Community Development Department
50 S. Emerson Street
Mount Prospect, Illinois 60056
Phone: (847) 818-5328
Zoning Request Application
Official Use Only (To be completed by Village Staff)
Case Number: P&Z - 22 - 26 Date of Submission: 08-01-2026 Hearing Date: 08-27-2026
Project Name/Address: Text Amendments: Cartage, courier, parcel distribution, and last -mile delivery facility
I. Subject Property
Address(es): 50 S. Emerson St, Mount Prospect IL
Zoning District (s): n/a Property Area (Sq.Ft. and/or Acreage): n/a
Parcel Index Number(s) (PIN(s): n/a
II. Zoning Request(s) (Check all that apply)
❑ Conditional Use: For
❑ Variation(s): To
❑ Zoning Map Amendment: Rezone From To
EZ Zoning Text Amendment: Section(s) 14.604, 14.2401
❑ Other:
III. Summary of Proposal (use separate sheet if necessary)
Amending text pertaining to distribution centers in Chapter 14.
Adding "Distribution center, cartage, courier, parcel distribution, and last -mile delivery facility" as a
conditional use in the 1-1 Limited Industrial District.
IV. Applicant (all correspondence will be sent to the applicant)
Name: Jason C. Shallcross Corporation: Village of Mount Prospect
Address: 50 S. EMERSON STREET
City, State, ZIP Code: MOUNT PROSPECT IL 60056
Phone: 847-818-5328 Email: comdev@mountprospect.org
Interest in Property: Director of Community Development
(e.g. owner, buyer, developer, lessee, architect, etc...)
1
Page 19 of 164
V. Property Owner
❑ Check if Same as Applicant
Name: N/A Corporation:
Address:
City, State, ZIP Code:
Phone: Email:
In consideration of the information contained in this petition as well as all supporting documentation, it is
requested that approval be given to this request. The applicant is the owner or authorized representative of the
owner of the property. The petitioner and the owner of the property grant employees of the Village of Mount
Prospect and their agent's permission to enter on the property during reasonable hours for visual inspection of
the subject property.
hereby affirm that all information provided herein and in all materials submitted in association with this
application are true and accurate to the best of my knowledge.
o . 08-01-2026
A licant.. ..
ppw Date.
(Signature)
Jason C Shallcross
(Print or Type Name)
If applicant is not property owner:
hereby designate the applicant to act as my agent for the purpose of seeking the zoning request(s) described in this
application and the associated supporting material.
Property Owner: N/A
(Signature)
(Print or Type Name)
Date:
2
Page 20 of 164
ATTACHMENT 1
PZ-22-26 Attachment 1-Chapter 14 Article 6-Land Use Table 2_Redline.docx
Modifications to each of the chapters are indicated as detetkmts and add iiiii° iiiii
LAND USE TABLE 2
COMMERCIALAND INDUSTRIAL ZONING DISTRICTS
Land Use B-1 B-2 B-3 B-4 B-5 B-5C 1-1 1-2 1-3
...................................................................................................................................................................................... ........................
in.. ir, c a irt ..
coui.iiiii.....i., it
iiiii ° iriiiii ° iiiii i ii�da
. .
last imillite
fac
............................................ iiiii.. �.iiiii.." .,
Warehouse, P
distrftatkyft and
storage facilities
PZ-22-26 Attachment 1-Chapter 14 Article 6-Land Use Table 2_Clean.docx
LAND USE TABLE 2
COMMERCIAL AND INDUSTRIAL ZONING DISTRICTS
Land Use
B-1
B-2
B-3
B-4
B-5
B-5C
1-1
1-2
1-3
Distribution
C
center, cartage,
courier, parcel
distribution, and
last -mile delivery
facility
Warehouse and
P
storage facilities
1
Page 21 of 164
ATTACHMENT 2
PZ-22-26 Attachment 3-Chapter 14 Article 24_Definitions_Redline.docx
Modifications to each of the chapters are indicated as detetkmts and add iiiil° iiiii
Add the definition of "Distribution center, cartage, courier, parcel distribution, and
last -mile delivery facility" to Section 14.2401 in the appropriate alphabetical location.
Modify the existing definition of "Warehouse, storage" as follows.
14.2401: PURPOSE
Assoc
iino"twll*ll�"t�hs"tain..d..ii'ii�
TheIII °° IIIII " " i IIIII " Ir IIIII " IIIII Ii IIIII Ir " " IIIII Ii IIIII
......................................................................................................................................... ............................................................................................................................................................................................................................................................................
............II.......I....I ......II....I.r ...........
Ir" Ir rIn II l InIIr IIII In Ir r IIIII l
shall IIIIr r l IIII li " I° ° IIIII IIIIrIIIII IIIII li II
A �b u ' Id
e of
®....................................................................IIIII............................ IIIII.. I................ Ilr Ir" IIIII Ir Ir IIIII In IIIII Ir Ir
go
IIIIIIIIIII.IIIIIl III IIIIII II �I II Il
................................................................................................................................................................................................
III
............ ............... . ....... .. ...................................................................................... , �.................................................................................................. cons0i����
Ir IIIII II IIIII l ° I °IIIII III IIIII l IIIII° .
Page 22 of 164
PZ-22-26 Attachment 3—Chapter 14 Article 24_Definitions_Clean.docx
14.2401: PURPOSE
DISTRIBUTION CENTER, CARTAGE, COURIER, PARCEL DISTRIBUTION, AND LAST -MILE
DELIVERY FACILITY: A facility where the receipt, transfer, sorting, routing, staging,
consolidation, deconsolidation, redistribution, or dispatch of packages, parcels, goods,
merchandise, or other materials for subsequent distribution or delivery constitutes a
principal function of the premises. Such use includes facilities where goods are received
by truck or other commercial vehicle and subsequently transferred, whether directly or
following temporary storage, to other vehicles for further distribution or delivery.
Associated activities may include temporary storage or staging of goods; cross -docking;
sorting; fleet parking; vehicle or trailer staging; fleet management; and dispatch
operations. A facility meeting this definition shall be classified as such notwithstanding
that it may also meet the definition of a warehouse or other permitted use.
The receipt, storage, distribution, or delivery of goods that is subordinate to and conducted
in direct support of another principal use, such as manufacturing or retail, shall be
considered accessory and shall not independently constitute a distribution center.
WAREHOUSE, STORAGE: A building or portion thereof principally used for the storage of
goods, merchandise, materials, or commodities, where such storage, rather than the
sorting, transfer, redistribution, dispatch, or delivery of such goods, constitutes the
principal function of the facility.
Page 23 of 164
Subject
Meeting
Fiscal Impact (Y/N)
Dollar Amount
Budget Source
Category
Type
I nfnrma+inn
Item Cover Page
PZ-20-26 / 50 S Emerson Street / MP2040 Comprehensive Plan
/ Village Board Final
August 27, 2026 - REGULAR MEETING OF THE MOUNT
PROSPECT PLANNING AND ZONING COMMISSION
N
N/A
N/A
NEW BUSINESS
Action Item
This is the public hearing for the Village of Mount Prospect's MP2040
Comprehensive Plan.
A Comprehensive Plan guides planning and development policy and is generally
updated every ten years. Regarded as a community's primary planning document,
a comprehensive plan describes goals and objectives for existing and future
development and provides an implementation strategy for achieving those goals.
MP2040 succeeds Envision Mount Prospect, the Village's previous comprehensive
plan, adopted in 2017. Envision Mount Prospect guided a period of significant
Downtown revitalization, the South Mount Prospect annexation, and meaningful
infill investment, but conditions have changed enough since 2017; an aging and
diversifying population, tightening regional housing affordability, and an increased
focus on sustainability.
The planning process for MP2040 spanned from May 2025 to August 2026 and
included extensive review of existing conditions and a comprehensive community
engagement strategy to maximize public input. Engagement activities included the
following:
• Steering Committee - Comprised of Village trustees, the Planning and
Zoning Commission Chair, and representatives from the Library, School
District 2141 the Park Districts, and the local business community, the
steering committee helped guide the development of the Plan.
• Community Survey - A community survey covering housing, mobility,
commercial areas, parks, sustainability, and quality of life was offered in
Page 24 of 164
English, Spanish, Polish, and Korean, and received 565 responses.
• Engagement Stations - Held at community events including the Mental
Health Matters event, Aging in Mount Prospect event, Randhurst Street Fest,
the Mount Prospect Block Party, the Community Connections Center
Resource Fair, John ]ay School parent open house, and the Celebration of
Cultures.
• Visioning Workshops - Held in Downtown Mount Prospect, South Mount
Prospect, and North Mount Prospect, along with a dedicated youth workshop
at Prospect High School.
• Stakeholder Interviews and Focus Groups - Engaged Village staff, local
organizations, and community partners across the Village.
In total, the engagement process recorded approximately 1,200 points of
engagement, including 665 in -person discussions, 565 survey responses, and 25
official meetings (5 focus groups, 4 visioning workshops, 7 engagement stations,
and 9 stakeholder interviews).
nigmj-q-qinn
Plan Summary
The Plan ties in closely with the Village's long-range priorities and is based on
public input and current best practices for comprehensive plans. The Plan provides
a vision statement, covers six topic areas relevant to Mount Prospect today, and
includes a Future Land Use Guide and a detailed implementation matrix.
The Plan's vision statement reads, in part: "In 2040... Mount Prospect will continue
to embody the very best of community living as a forward -thinking, family -
centered village that sets the standard for quality of life in the region. " The
following six topic areas, each with its own goals and strategies, form the
framework of the Plan:
• Land Use - 8 goals guiding coordinated growth, redevelopment, and infill in
a largely built -out community.
• Housing & Neighborhoods - 4 goals expanding housing choice while
protecting neighborhood character.
• Commercial & Industrial Areas - 10 goals strengthening Downtown,
Randhurst, corridors, and industrial districts.
• Transportation & Mobility - 6 goals building a safer, more connected,
multimodal network.
• Community Facilities - 7 goals modernizing infrastructure and public
facilities.
• Parks & Environment - 5 goals improving park access, quality, and
environmental resilience.
Page 25 of 164
Together these chapters total 40 goals and 154 implementing strategies,
organized in an Implementation Matrix (Chapter 9) that assigns a potential lead
and partner group to each action and phases them across short-term, long-term,
and ongoing ti mefra mes.
The Plan also includes a Future Land Use Guide, identified Opportunity Sites
throughout the Village, and three potential subareas (North MP, Downtown MP,
and South MP) for more focused future planning attention.
Altp-mativps
1. Recommend approval of the MP2040 Comprehensive Plan to the Village
Board as presented.
2. Recommend approval with specific modifications directed by the
Commission.
I Action at the Discretion of the Planning and Zoning Commission
Staff Recommendation
Staff recommends that the Planning and Zoning Commission recommend approval
of the MP2040 Comprehensive Plan to the Village Board. The Plan reflects
extensive community input and technical analysis and provides an actionable
framework to guide Village land use and policy decisions over the coming years.
Attachments
1. MP2040 Comprehensive Plan DRAFT September 2026 (For Screens)
2. MP2040 -Existing Conditions Report -September 2025
3. MP2040 -Community Engagement Report
Page 26 of 164
m uuuuui uu uuuuuuui uuuum� uuuuuuui luuui ii 16
Page 27 of 164
PILLAGE BOARD
• Paul Wm. Hoefert, Mayor
• Vincent,. Dante, Trustee
• Beth DiPrima, Trustee
• Terri Gens, Trustee
• William A. Grossi, Trustee
• John ,. Matuszak, Trustee
• Colleen E. Saccotelli, Truste
PLANNING AND ZOk
COMMISSION
• Joseph P. Donnelly (Chair)
• William Beattie (Co -Chair)
• Donald Olsen
• Walter Szymczak
• Ewa Weir
• Richard Rogers
• Michael Fricano
• Fay Costa
STEERING COMMITTI
• Vincent J. Dante, Village Try
• Colleen E. Saccotelli, VillagE
• Joeseph P. Donnelly, Planni
Commission Chair
• Su Reynders, Mount Prosper
• Scott Rowe, School District
• Genrae Giese_ Mmint Prn-qnF
CONTENTS
INTRODUCTION & COMN
VISION & GOALS ..............
LAND USE .........................
HOUSING & NEIGHBORHi
COMMERCIAL & INDUSTI
TRANSPORTATION & MO
COMMUNITY FACILITIES.
PARKS & ENVIRONMENT
IMPLEMENTATION ..........
The MP2040 Comprehensive Plan is the Village of
Mount Prospect's official statement of long-range
policy. Authorized under the Illinois Municipal Code (65
ILCS 5/11-12-5), a comprehensive plan is meant to be
updated approximately every 10 years and provides the
policy foundation for zoning, subdivision regulation,
capital investment, and economic development. The
Comprehensive Plan articulates what kind of
community Mount Prospect intends to be over the next
accelerated. Housing affordability tightened across the
Chicagoland region. Mount Prospect's residents are aging,
and the community is becoming more racially, ethnically,
and linguistically diverse. New regional opportunities,
including the potential redevelopment of the Arlington Park
site in neighboring Arlington Heights, are reshaping the
Village's competitive context. A refreshed plan is needed to
respond to these conditions.
PLANNING PROCESS
MP2O4O was developed through
phase process designed to comb
broad community input. The plan
2025 with a Village Board kickoff th
expectations, and the overall direct
following months, the planning tea
of existing conditions, met with sta
community events, hosted workshi
findings into the framework that or
COMMUNITY GAG -
Community engagement is the fou
Village pursued an inclusive, multi -
strategy intended to reach resident
at community events, in focus grOL
outreach to populations that are of
in planning processes. Over the COL
period, the project recorded appro>
engagement, including:
• 665 in -person discussions
workshops, and community (
• 565 community survey rest
Spanish, Polish and Korean) (
commercial areas, parks, sus
life.
• 2,100 unique website visits
• 25 official meetings, includi
visioning workshops, seven E
nine stakeholder interviews.
Engagement stations were held at
including the Mental Health Matter!
Prospect event, Randhurst Street F
Block Party, the Community Conne
Fair, John Jay School parent open
of Cultures.
Visioning workshops were held acre
ensure a broad range of voices info
za ti
NO
s ssmaes `s
e ti
-M �hu
- ..
M
�s MK_ I
�
WO
s
1. MA JAI if
\dam
�
z
ft
Mvrm
LF
1% INK
rA
ILL
Sir
KIft
-
- i e =
et
M s
0
�00�
- - _
- �� _-
_ -
- _ - _ 5 _ is � -
��� -
- _ - _ -
_ A
' y
�
Aff
F'
� - —
REA V
o
ti
v
-=
�,
�_ - s , = -
Jar MAN AN a
LS
c
51
c X\,` s
} gmoat,
IDAce
-
PO
c --A Y U 1: 0
At
-
F
,- _ 3
Pin
vi
JEN
On
�"K
CENT 4
Ito
INNn
F
_ -
-v
Q s s
\ \ A ye - -_%PQ
_41 :,w
s
Or
WHAT WE HEARWIlk
D
Several consistent themes emerged from the engagement
process:
Residents love Mount Prospect and want to protect
what works. Survey responses showed 91% satisfaction
with the Village as a place to live, with parks, the library
system, and emergency services rated as community
strengths.
Walkability and safer streets matter. 74% of survey
respondents said they would walk more if safe sidewalks
and trail connections were more plentiful.
Commercial areas outside Downtown need
reinvestment. Downtown is widely viewed as a community
asset, while aging retail corridors and underutilized
commercial spaces were identified as priorities.
COMMUNITY PROFI1
Mount Prospect is a mature, prim,
of approximately 56,852 resident:
in northwestern Cook County, Illir
approximately 10.7 square miles a
Arlington Heights, Prospect Heigl
Grove Village. Incorporated in 191,
rapidly in the post -World War II erc
current population by the early 19
52,63
4,009
POPULATION
After decades of post-war growtl^
population has been essentiall)
Village had 55,037 residents in 2C
an increase of approximately 3%.
population has changed little - frc
Prospect saw essentially no net c
contracted by approximately 2.8�
grew by approximately 4.7%.
This long-term stability is both a
consideration. It reflects the dura
neighborhoods and the high quali
provides. It also means that the V
defined less by overall population
chooses to live here, what kinds c
they need, and how the existing b
RACE, ETHNICITY, & LANGUAGE INCOME & EMPLOYMENT HOUSING
Mount Prospect is racially and ethnically diverse
community that has become more diverse overtime.
Per 2023 American Community Survey data, the population
is approximately67 % White, 14.6% Asian, 2.5% Black, and
16% other or multiracial. The Village's Asian community
(approximately 8,000 residents) is proportionally larger
than the Cook County average (8.9%). Approximately 16% of
residents identify as Hispanic or Latino, and nearly 30% are
foreign -born.
LANGUAGES SPOKEN AT HOME
8.3 %
Soan-
12.5%
Other
1.8%
210210 ACS- ti gates
Linguistic diversity is also notable. Approximately42% of
residents speak a language other than English at home,
including nearly 20% who speak a European language other
than English (such as Polish),12.5% who speak Spanish,
and 8.3% who speak an Asian language. Since 2000, the
share of non -Hispanic White residents has declined from
approximately 74% to approximately64%, signaling a steady
trend toward greater diversity.
Mount Prospect is a relatively high -income community.
The median household income is approximately
$103,911, well above the Cook County median of $87,800.
Approximately 29% of households earn $150,000 or more
— a larger share than the county overall. At the same time,
approximately23% of households earn less than $50,000,
and approximately 6% of residents live below the poverty
line. While this poverty rate is roughly half the county
average, it represents approximately 3,300 residents
who may need support from Village human services, food
pantries, and area non -profits to meet basic needs.
The Village's economy is anchored by retail, manufacturing,
and professional services. Major employment centers
include Downtown, Randhurst Village, the Kensington
Business Center, the South Mount Prospect industrial area,
and commercial corridors along Rand Road, Golf Road, and
Busse Road. Top local employment sectors include retail
trade (approximately 21% of local jobs), administrative
and support services (12%), manufacturing (12%), and
wholesale trade (7%). Mount Prospect residents work across
the Chicago region in healthcare, retail, professional and
technical services, manufacturing, and education.
HOUSEHOLDS BY 11NCOME BRACKETS
500 "1000 1500 2,000 2500 3,000 3,500 4f000
Mount Prospect has approxima
units, of which 95.5% are occup
rate that reflects strong demar
of households are owner-occupie
County rate of 57.5%. Single-fami
account for nearly 58%of all unit.c
housing — including buildings wit
multifamily, and townhomes — m�
The Village's housing stock is over
Nearly half of all homes were built
1979, with another 5,225 units bui
1959. Post-1980 construction haS
fewer than 5,000 homes over the
pattern means that most of Moun
is approaching or has exceeded a
with implications for accessibility,
reinvestment needs.
Home values reflect a healthy suk
average owner -occupied home vc,
$403,985, above the Cook Count)
and home values have risen appr(
past five years. Affordability is mi)
upper -income households are no -
approximately 27% of all househo
of their income on housing, with t
among lower -income renters and
NUMBER OF HOUSING UNIT
r_- _-er 8/
INFLOW/OUTFLOW i0B COUNTS
Mount Prospect is fundamentally a commuter community.
Of approximately22,765 employed residents, only1,292
k,-%+h -%r,,4 11ei�rL ir% +kr% -100Z �f
REGIONAL CONTEXT
Mount Prospect sits within the Chicago metropolitan
p p 9
region,, the third -largest metropolitan area in
J g p
the country, and is shaped by regional economic,
demographic, and infrastructure forces.
The Village is approximately 24 miles northwest of
downtown Chicago and immediately north of O'Hare
International Airport, one of the largest employment
hubs in the region. Mount Prospect is served by the Metra
Union Pacific Northwest line, with stations providing
approximately 30-minute access to downtown Chicago,
and b Pace bus service connectingto surrounding
Y
g
communities. Interstate 90 (the Jane Addams Memorial
Tollway) crosses the southern edge of the Village, and
Illinois Routes 12,14, 58, and 83 provide regional arterial
Mount Prospect's neighbors — Arlington Heights, Prospect
Heights, Des Plaines, and Elk Grove Village — share many of
the same opportunities and challenges. Coordination with
these communities, Cook County, the Illinois Department
of Transportation, and regional agencies including the
Chicago Metropolitan Agency for Planning (CMAP), the
Regional Transportation Authority (RTA), Metra, and
Pace is essential to advancing the Village's goals. The
potential redevelopment of the former Arlington Park
site as a Chicago Bears stadium represents a articular)
g p particularly
significant regional opportunity, with implications for
KEY TRENDS & CHAI
............
Mount Prospect's median age has
longtime residents age in the comp
median age trends). The proportion
now exceeds the county average, a
to continue. Many older residents li,
that may become less suitable as p
change. The Plan responds to thi;
diversity, accessibility, walkabilit
service planning.
Mount Prospect has experienced s-
ethnic, and linguistic diversity. Neai
foreign -born, and over 40% of hou.c
other than English at home. This tr
importance of inclusive public cc
responsive services, and meanin
residents to participate in civic a
Mount Prospect's housing inventor
occupied single-family homes, witr
new construction. Vacancy rates ar
values have risen sharply, and affor
increasing concern for renters, first
income households. Continued rel
housing alone is unlikely to meet
and economically diverse popula
with strategies to support a broade
price points in appropriate location:
LIMITED RECENT HOUSING
AGING STOCK
Community input serves as the foundation of the
Comprehensive Plan. This chapter captures community
aspirations in three parts: a vision statement, a set of goals,
and a Future Land Use Map.
The VISION STATEMENT describes the kind of place
Mount Prospect aspires to be by 2040. It was shaped by
extensive input from residents, business owners, and
community stakeholders and reflects shared values around
GOALS and STRATEGIES translate that vision into a
plan of action across six topic areas — Land Use, Housing
and Neighborhoods, Commercial and Industrial Areas,
Community Facilities, Transportation and Mobility, and
Parks and Environment — providing a consistent standard
for evaluating zoning decisions, capital investments, and
development proposals over the life of the plan.
GOALS BY TOPIC AREACOMM.RC-AL-
- = - ----- _-- - - - - - -
- � -_ _ � � - - - - _ _
- -- - - - - --
Support active, resilient, and well-connected commercial
Create a safe, connected, and mu
and industrial districts that sustain a diverse economy,
network that facilitates mobility fi
A-D US-
attract investment, strengthen Mount Prospect's identity,
congestion, and ensures access t
Guide community growth and improvement in a coordinated
and provide services, jobs, and amenities for residents and
Mount Prospect.
manner that strengthens Mount Prospect's neighborhoods,
businesses.
23. Address Safetyfor All Road
supports economic vitality, and improves quality of life.
13. Strengthen Downtown as the Village's Primary
24. Invest in Multimodal Trans
Economic & Social Hub
1. Protect Neighborhoods While Focusing Development
25. Support Public TransitAccE
in Key Areas
14. Cultivate Distinct &Walkable Secondary Activity
Centers
26. Reduce Congestion & Mod(
2. Promote Mixed -Use, Walkable, &Connected
Develo ment Patterns in A ro riate Areas
p pp p
15. Beautify Commercial Districts
27. Embrace Emerging Mobility
3. Support Economic Vitality & Reinvestment
pp Y
16. Investigate the Feasibility of Neighborhood -Scale
28. Rejuvenate Wayfinding, Coi
Corner Stores
Experience
4. Integrate Sustainability &Resilience into Land Use
Decisions
17. Rejuvenate Industrial Areas &Improve Compatibility
5. Strengthen Compatibility Between Residential,
18. Revitalize Aging Retail Centers & Corridors
COMMU---Y � - -L--
--
Commercial, & Industrial Areas
19. Diversify the Village's Business Base
Support high -quality, accessible,
6. Coordinate Land Use with Infrastructure, Facilities, &
20. Advance Mount Prospect's Identity & Branding
facilities, utilities, and services th;
Services
21. Champion Business Retention & a Strong Investment
needs of Mount Prospect's reside
7. Evaluate Annexation of Remaining Unincorporated
Climate
sustainability, and long-term corn
Areas
8. Create Subarea Plans for Key Areas in the Village
22. Leverage Regional Assets & Major Developments
29. Modernize Critical Infrastru
30. Reinforce Public Safety Sei
_0-- -- - -- -- --- -_- --
-- _ _ - -_ -_ -
31. Revitalize Community Facil
32. Increase Access to Free, WE
Ensure Mount Prospect's neighborhoods remain
Gathering Spaces, Especial
strong, accessible, and well-connected by expanding
Teenagers
housing choices, supporting infill and reinvestment, and
77 AA,,��^� C% 4. L%;I;4„ 0 M
Land use is the foundation of comprehensive plan. The
decisions a community makes about where housing,
businesses, parks, and infrastructure are located shape
nearly every aspect of daily life — how far residents travel
to work or school, whether neighborhoods feel safe and
walkable, how well the tax base supports public services,
and whether municipality is positioned to compete for
investment over the long term.
This chapter establishes Mount Prospect's land use policy
framework through 2040. It is organized around the Land
Use Goals and Objectives adopted as part of the MP2040
Vision, Goals and Objectives Report, and is accompanied by
a Future Land Use Map that provides parcel -level guidance
for how land throughout the Village should evolve. Together,
these tools will inform zoning decisions, development
review, capital investment, and economic development
strategies for the next two decades.
VISION BACKGROU-
Mount Prospect's land use vision
what residents value most; stable
and a strong sense of community
conditions for strategic growth ar
areas. The Village should not purs
sake, however it should evolve inc
ongoing needs of residents. Coml
invest in themselves, and this c
framework for doing so in a fisc
conscious way.
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect encompasses approximately 10.3 square
miles. The Village's land use pattern reflects its post -
World War II development history: a walkable Downtown
core anchored by the Metra UP -Northwest station, a
predominantly single-family residential fabric, auto -
oriented commercial corridors along major arterials, and
concentrations of industrial and office uses in South Mount
Prospect and the Kensington Business Center.
Several trends are reshaping the Village's landscape and
inform this chapter's direction:
Suburban office market softening. Remote and hybrid
work patterns have weakened demand for traditional
suburban office space, particularly at the Kensington
Business Center and South Mount Prospect. Older, lower -
amenity office product faces pressure from two directions:
reduced overall demand and competition from higher -
quality space in neighboring communities that can attract
tenants willing to maintain a physical presence. The Village's
response requires a two -track approach —supporting
reinvestment and modernization where office use remains
viable, and pursuing updated land use strategies that allow
adaptive reuse and non-residential mixed -use conversion
where it does not.
Housing demand and mismatch. Mount Prospect's
housing stock is aging and skewed toward larger single-
family homes that do not align with the preferences of
younger households or the needs of aging residents seeking
to downsize. A broader range of housing types — particularly
in walkable, transit -accessible locations — is needed to
remain competitive.
Transit -oriented opportunity. Land within a half -mile of
the Mount Prospect and Prospect Heights Metra stations
is well -positioned for transit -oriented development that
can add residents and activity without dependence on
FUTURE LAND USE GUIDE
The Future Land Use Guide outlines how different parts of
the Village are intended to grow and change overtime. It
establishes a framework for where housing, businesses,
mixed -use development, and community spaces are
most appropriate, while reinforcing the protection of
established residential neighborhoods.
The Guide describes the general character, intensity, and
mix of uses appropriate for different areas over the next 20
years. It is intended to be flexible and advisory, providing
guidance for long-term decision -making while leaving
room for case -by -case evaluation as conditions and
opportunities evolve. It should be read alongside the goals,
strategies, and recommendations throughout this plan.
Primary: 3+ Story Multi Family Buildings, Townhomes,
Duplexes, Triplex/Quadplex
Supporting: Retail, Parks, Professional Offices
Primary: Business Offices, Small-
Daycares, Professional Services,
Residential Above Commercial
Supporting: Townhomes, Small Al
Housing, Health Services, Commun
Squares, Pocket Parks, Other Comn
Primary: Single Family Homes, Townhomes, Duplexes,
Triplex/Quadplex
Primary: 1-6 Story Mixed Use Buildings, Retail, Restaurants
and Outdoor Dining
Primary: Large Format Retail, Cai
Supporting: High Density Reside
Primary: Parks, Recreational Facilities, Golf Courses
Primary: Metra Right -Of -Way, Electrical Substations,
CornEd Corridors
OPPORTUNITY SITES
The map on page 29 identifies properties throughout Mount
Prospect with potential for development, redevelopment, or
improvement over the plan horizon.
Most sites are currently vacant or underutilized, representing
near -term opportunities to accommodate new housing,
commercial activity, or other uses consistent with the Future
Land Use Guide. Several sites on the map are occupied but
flagged for longer -term improvement (with the support
of property owners). These sites should be improved as
properties turn over and market conditions shift. Others have
been identified because they are non -conforming with current
zoning standards, often as a result of annexation, and present
an opportunity to bring land use and development patterns
into greater alignment with Village goals overtime.
O2400 E Rand Rd -High-traffic corner lot. Currently
used for vehicle parking.
Q1450 River Rd -Vacant commercial lot.
QEuclid/Elmhurst Parcel (Northwest) -Grass parcel
adjacent to golf course, residences and across from
bank.
QEuclid/Elmhurst Parcel (Southeast) -Former
bank outlot of Randhurst Village; building has been
1 E Rand Rd Unoccupied, former convenience store
at the Rand/Kensington/Elmhurst intersection
O800 Biermann Ct -Aging warehouse building in the
Kensington Business Center.
, 1600 Bishop Ct - Vacant four-story office building in
the northeast corner of the Kensington Business Center.
1660 Feehanville Dr -For-sale four-story office
building on the eastern end of the Business Center.
1100 W Northwest Hwy - P;
space facing Northwest Higr
800 W Central Rd -Mix of o
708 W Central Rd -Self-sto
parking lot.
704 W Central Rd - Contrac
604 W Central Rd -Flexible
space.
300 W Central Rd -Large M
building with front and rear r
Mt. Prospect Plaza Parkinc
currently used for parking.
Empty Palm Drive Lot- Property made vacant in a
multifamily community by a tragic fire. New residential
would be appropriate.
1602 W Golf Rd -Vacant lot near high -traffic Golf/
Busse Intersection.
1101 Linneman Rd -Former church school building
near a new assisted living facility in a residential area.
401 W Golf Rd -Undeveloped grass lot behind Golf
Plaza II.
1881 W Algonquin Rd -Auto-dealership and parking
use on a major corridor.
1701 W Algonquin Rd -Auto service use at the high -
traffic intersection of Algonquin Rd and Busse Rd.
Dempster/Redwood Parcel (vacant lot next to
Cloud HIS -Large undeveloped property along a high -
traffic road near industrial properties.
1699 Wall St (Lake Center Tower) - Aging and
partially -vacant 7-story office tower adjacent to office,
industrial, residential, and commercial uses.
301 Lasalle St -Undeveloped grass parcel along
Elmhurst Rd, near industrial and commercial uses.
Imperial Ct Industrial Properties - Mix of non-
conforming and aging industrial uses off Busse Rd.
Storage Facility -Self-storage facility on a major
road.
James Dr Industrial Properties - Mix of non-
conforming and aging industrial uses off Busse Rd.
Kenneth Dr Industrial Properties - Mix of non-
conforming and aging industrial uses off Busse Rd.
Busse/Interstate Industrial Properties -Mix of non-
conforming and aging industrial uses off Busse Rd.
The Tank Farms -Very large collection of fuel tanks in
South Mount Prospect. As the parcels age, they should
be improved with new industrial development.
2032 S Elmhurst Rd -Large vehicle maintenance/
storage property on ahigh-traffic corridor.
3400 Badger Rd -Industrial property at the
northwest corner of Badger Road and Oakton Street.
�i 2424 E Oakton St -Industrial property.
f C-1 1
33
m
Ln
o0000000on inew000
�_
Nag �0
GOAL 1: PROTECT NEIGHBORHOODS
WHILE FOCUSING DEVELOPMENT IN
KEY AREAS
Mount Prospect's residential neighborhoods are a great part
of our community and define who we are as a community.
Tree -lined streets, well -maintained homes, quality schools,
and a strong sense of community identity are consistently
what residents value most about living in the Village.
Protecting that character is key when evaluating growth.
Neighborhoods that feel stable and safe attract the
reinvestment that sustains a community over the long term.
At the same time, Mount Prospect has a number of locations
that are well -suited to absorb higher -intensity development
without threatening established neighborhoods. Vacant
or under -developed parcels in Downtown, the Randhurst
area, major commercial corridors, transit station areas, and
identified opportunity sites can accommodate growth in
ways that add tax base, housing options, and commercial
vitality without disrupting the fabric of surrounding
neighborhoods.
The Village will pursue a deliberate, strategic approach:
concentrate change where it is most appropriate,
actively protect areas where stability is the priority, and
carefully manage the transitions between the two.
STRATEGIES GOAL 2: PROMOTE ff
A. Preserve the character, scale, and stability of WALKABLE, & CONN1
established residential neighborhoods by enforcing
zoning standards that maintain compatible building DEVELOPMENT PATT�
forms, lot coverage, massing, and setbacks in APPROPRIATE AREA
single-family and low -density areas.
B. Direct higher -intensity - hi herdevelopment,
g y p including
Walkability is an amenity and an e
multi -story mixed -use buildings, larger multifamily
life driver. Communities where ri
residential, and significant commercial uses, to
daily needs, transit, parks, and i
p arts of Downtown, Randhurst, major corridors, and
foot or by bike attract younger
parcels designated on the Opportunity Sites Map.
independent mobility for older i
commercial activity different fi
C. Require compatible transitions between higher-
development. Mount Prospect's
intensity and lower -intensity land uses through
demonstrates what walkable mix(
stepped building heights, landscape buffers,
offer. The challenge is extending
g g
design standards, and thoughtful site planning
pattern inappropriate locations tl
that minimizes operational conflicts and preserves
Mixed -use development — integr�
residential livability.
y
services, and public space in com
D. Utilize Planned Unit Developments, other existing
— is a proven model for reinvestin
zoning rules, and financial incentives to ensure
corridors and underutilized sites.
new development is contextually appropriate in
infrastructure costs b concentra
y
scale, materials, and orientation, particularly at the
services already exist, and it genE
edges of neighborhoods and in areas where higher-
tax revenue that su orts the Vill
pp
intensity uses border lower -density residential.
health.
Transit -oriented development pai
near train stations, represent a sp
These locations allow housing an(
GOAL 3: SUPPORT ECONOMIC
VITALITY & REINVESTMENT
Land use policy and economic development are inseparable.
Where the Village allows development to occur (and in what
form) directly shapes the types of businesses, employers,
and investments that will locate here. Mount Prospect
competes for investment with dozens of other suburban
communities. Aland use framework that is predictable,
flexible, and aligned with market realities gives the
Village a competitive advantage.
Mount Prospect's commercial and industrial areas vary
significantly in their condition and market potential.
Downtown is performing well and has clear momentum.
Randhurst, the Golf Road corridor, Route 83, and South
Mount Prospect each face distinct challenges and require
tailored strategies. The Kensington Business Center,
historically a strong office and light industrial district, is
being reshaped by remote work trends and requires a
flexible, forward -looking land use designation that allows it
to evolve.
STRATEGIES
A. Align land use designations and zoning
standards with economic development goals to
attract new businesses, support job creation, and
encourage reinvestment in aging commercial and
industrial areas.
B. Promote flexibility in land use designations and
development formats, inappropriate locations,
particularly with increased use of planned unit
developments, to adapt to changing market
conditions and accommodate emerging industries.
C. Encourage redevelopment of underutilized and
obsolete sites, including aging office buildings,
and under -performing big -box retail, to maximize
long-term community and fiscal benefit.
D. Use financial tools, including Tax Increment
Financing (TIF), sales tax incentives, and low -
interest financing programs to support quality
projects in important reinvestment areas (such as
aging areas of South Mount Prospect), that would
not proceed without financial support.
E. Continually work to streamline permitting and
development review processes to provide clarity,
predictability, and efficiency for property owners
and investors.
GOAL 4: INTEGRATE S
& RESILIENCE INTO
DECISIONS
Land use decisions have long -ter
consequences that can be difficu
reverse. How and where developn
stormwater runoff, urban heat, tr(
community's long-term infrastruc
Prospect has significant stormwa
the integration of sustainable infr
and site design decisions.
Sustainability is treated as a praci
the plan: walkable development p
more resource -efficient than sprc-
existing buildings reduces constr
infrastructure can address floodir
aesthetic quality of commercial ai
GOAL 5: STRENGTHEN
COMPATIBILITY BETWEEN
RESIDENTIAL, COMMERCIAL, &
INDUSTRIAL AREAS
Mount Prospect's land use pattern, like most suburban
communities, includes areas where different uses are
located in close proximity, sometimes by design and
sometimes by natural land development overtime. Industrial
uses in South Mount Prospect and along the Kensington
Business Center border residential neighborhoods in ways
that create compatibility challenges: noise, truck traffic,
lighting, and visual quality are recurring concerns.
Addressing industrial -residential conflicts requires a
combination of regulatory tools such as performance
standards, buffering requirements, and design guidelines,
and longer -term land use transitions in areas where the
market supports a shift to less intensive uses. The goal is
not to eliminate industrial uses, which provide employment
and tax base, but to ensure that their operation is
compatible with adjacent residential areas and that aging
industrial sites are positioned for reinvestment.
STRATEGIES
A. Support the gradual transition of aging
industrial areas to a mixture of light industrial,
commercial, and residential uses where market
conditions, site constraints, and infrastructure
capacity support it, particularly in South Mount
Prospect.
B. Require adequate buffering, landscaping,
design standards, and mobility improvements
at industrial -residential edges to minimize the
visual and operational impacts of industrial uses on
adjacent neighborhoods.
C. Continually evaluate and strengthen
performance standards to address noise, lighting,
truck routing, hours of operation, and outdoor
storage, to minimize impacts of commercial and
industrial uses on nearby residential areas.
D. As the suburban office market evolves, support
the ongoing transition of the Kensington
Business Center into a mixed -use business area
capable of accommodating a broader range of uses,
including complementary commercial, recreation,
and service uses.
GOAL 6: COORDINATI
USE WITH INFRASTR
FACILITIES, & SERVI
Land use decisions should occur 1
considerations. Every developmei
demand for water and sewer capc-
and public safety services. The W
growth is directed to locations wr
can support it, and that new infra
is aligned with the land use patter
achieve.
This means coordinating land use
improvement programming, utilit,
transportation network investmei
realistic about infrastructure con:
aging systems, limited road capac
and water service are not appropi
development without correspond
investment.
GOAL 1: EVALUATE ANNEXATION OF
REMAINING UNINCORPORATED
AREAS
A small number of unincorporated pockets remain adjacent
to the Village's boundaries. These areas present both
opportunities and challenges. Annexation can expand the
Village's tax base, extend high quality village services into
under served areas, and bring development standards
into alignment with the broader community. However,
annexation also involves costs: extending infrastructure,
increasing service demands, and potential changes to
residents' existing service providers and tax rates.
The Village should approach annexation decisions
analytically and case -by -case, weighing fiscal impacts,
service feasibility, and community interest before initiating
or responding to annexation proposals.
STRATEGIES
A. Conduct thorough fiscal impact analyses for
potential annexation areas, including projections
of tax revenue, service costs, utility extension
requirements, and net fiscal impacts to the Village.
Kensington Rd
ti
,ate
�� NorIN
e
shy
Central Rd7 —
�,
l
gg
Golf Rd
GOAL 8: CREATE SUB
S M":
IMON
FOR KEY AREAS IN 1
M Keyareas of Mount Pros ect wou
Euclid Ave p
focused planning lens than the C(
alone can provide. "Subarea plar
-� develop tailored land use, desig
recommendations for geograpt
�IN WMI strategically significant locatio
centers, important corridors, and
areas.
Potential Annexation Areas
Subarea plans translate broad Co
into actionable, site -specific guid,
zoning decisions, capital investmi
conversations with property own(
B. Evaluate the feasibility of infrastructure
investment, including water, sewer, and road
POTENTIAL SUBAREAS *
Mount Prospect's land use and development patterns vary
significantly across the Village. To reflect these differences,
the plan identifies three subareas where focused planning
attention is warranted. Each subarea has a distinct
character, set of opportunities, and set of challenges that
call for strategies tailored to local conditions.
I NORTH MP SUBAREA
The North MP Subarea encompasses the commercial areas
of the Village's north side, including Randhurst Village, the
Rand Road retail corridor, and the Kensington Business
Center. This subarea contains some of Mount Prospect's
most active shopping destinations and employment
centers, making continued investment in its long-term
vitality a priority. Key opportunities include supporting
design and aesthetic improvements where necessary,
attracting complementary retail and service uses that
strengthen the overall mix, and ensuring that infrastructure
and connectivity keep pace with the demands of a busy
commercial district.
Tloe note that s o yoe -utqect to chonge In
turn planning effbrts-
D0W__0W_MDSUBAHA
The Downtown MP Subarea follows the Central Road, Main
Street, and Northwest Highway corridors through the heart
of the Village, including the Metra station area and the
traditional commercial core. Downtown is Mount Prospect's
most walkable district and its civic and cultural anchor,
home to local businesses, community institutions, and
public spaces that define the Village's identity. Key priorities
include strengthening the mix of uses, improving the
public realm, supporting transit ridership, and reinforcing
downtown's role as a year-round destination for residents
and visitors.
. ................... 14 SOUTH MP SUBAREA
The South MP Subarea encompasses the Village's southern
commercial and industrial districts, bounded roughly by
Elmhurst Road and Golf Road and extending to the Elk Grove
Village border. This subarea contains a significant share of
Mount Prospect's employment base and tax -generating
commercial activity, making its long-term economic health
a Village -wide priority. Key priorities include sustaining
and growing the economic vitality of existing businesses,
supporting reinvestment in aging commercial and industrial
properties, and improving the visual character of corridors
and sites where aesthetics may detract from the subarea's
competitiveness. As commercial and industrial real estate
markets continue to evolve, the subarea is well -positioned
to attract new uses and investment while retaining the
lz�
Mount Prospect's neighborhoods are the foundation of the
Village's identity. Tree -lined streets, well -maintained homes,
quality schools, active park districts, and a strong sense of
community are consistently the qualities residents value most.
These attributes reflect decades of investment, stewardship,
and planning that have sustained Mount Prospect as one of
the Chicago metropolitan region's most desirable suburban
communities.
Community engagement throughout the MP2040 process
confirmed that residents love their neighborhoods and want to
maintain them, but they also recognized that the Village needs
a broader range of housing options to remain competitive and
inclusive over the long term. Ninety-one percent of survey
respondents rated Mount Prospect's quality of life favorably.
At the same time, unaffordable housing related to rising costs,
senior housing, and options for young adults were among the
most frequently cited weaknesses.
BACKGRO_.,._____
_ _
Mount Prospect's housing and ne
continuing what works while prep
The Village's established neighbor
backbone of community life - stal
desirable - while new developmer
the long-term vitality of the comr
The strategies in this chapter a
housing choice without imposh
increases, to support reinvestn
existing residents, and to stren
quality and livability of everyne
Village.
But the housing landscape is shifting. The Village's housing
stock is aging: nearly three-quarters of all homes were
built before 1980, and relatively little new construction has
•-- - -•-L-1----1-- AA-...-L P>.---•-- LF- .1-L:-.-
This chapter establishes Mount Prospect"s housing
and neighborhood policy framework through 2040. It is
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect has roughly 23,000 housing units, of which
95.5% are occupied, a clear indicator of sustained demand. The
Village's housing stock is dominated by single-family detached
homes, which account for nearly 58% of all units. Multifamily
buildings of 10 or more units make up 26%, with the remainder
comprising townhomes, duplexes, and smaller multifamily
structures. The homeownership rate is approximately 70%,
well above the Cook County average of 57.5%, reflecting the
community's strong tradition of owner -occupied, family -
oriented neighborhoods.
Several trends are reshaping the Village's housing landscape
and inform this chapter's policy direction:
An aging housing stock with limited new construction.
Almost half of all homes were built between 1960 and 1979,
with another significant wave dating from 1940 to 1959. Post-
1980 construction has been modest — fewer than 5,000 units
across four decades. This aging stock does not meet current
needs for accessibility, energy efficiency, or modern design.
Reinvestment and selective infill will be increasingly important.
NUMBER OF HOUSING UNITS CONSTRUCTED BY DECADE
A growing senior population with evolving housing
needs. The Village's median age has risen steadily — from
37.4 years in 2000 to 41.2 in 2023 — and 18.3% of residents
are now 65 or older, above the Cook County average of15%.
Many seniors live in larger single-family homes that may
become less suitable as physical needs change. Accessible,
age -friendly housing near transit, healthcare, and daily
services is a growing need.
Housing mismatch and limited entry-level options.
Mount Prospect's housing stock is skewed toward single-
family detached homes that do not always align well with
the entry-level needs of younger households or the needs
of residents seeking to downsize. Entry-level ownership
options, such as starter homes, townhomes, condos and
smaller -format units, are in short supply. "Missing middle"
housing types that bridge the gap between single-family
homes and large apartment buildings are largely absent
from the Village's current inventory.
Changing household sizes and i
Prospect's household compositio
from the era when most of its hOL
half of all housing units date from
community was growing rapidly
largely by young families seeking
Today, the population looks differ(
to 34 make up just 17% of the pop
Cook County average of 24%, whi
now account for 18%, above the c
households, empty nesters, and
to downsize are a growing share (
result is a mismatch between a h(
families and the smaller, more var
increasingly define Mount Prospe
Strong market demand and risii
values have increased 34% since
County. The Village's vacancy ratE
well below typical healthy market
constrained supply. While rising v,
homeowners, they compound the
for prospective buyers and renter
occurring both in Mount Prospeci
incentivizing homeowners not to
1969 or earlier 7
HOUSING AND NEIGHBORHOODS
GUIDE
The majority of Mount Prospect consists of well -established
single-family neighborhoods with a mix of ranch homes,
split-levels, and two-story housing built primarily between
the 1950s and 1980s. Maintenance and upkeep of these
properties is the priority. To enhance these areas, the
Village should focus on public improvements like sidewalks,
streets, curbs, trees, and lighting where appropriate, while
ensuring new construction and renovations complement
the neighborhood's established character.
MULTIFAMILI
These areas contain the Village's existing multifamily
housing stock (outside new Downtown buildings), ranging
from garden apartments to larger complexes. The Village
should leverage code enforcement, capital improvement
programs, and partnerships with IHDA, Cook County and
property owners to ensure these properties remain well -
maintained and attractive residential options for a range of
household types.
Downtown has the greatest potential for walkable
mixed -use development. The Village should encourage
. . ... . .. ... . ... .. ..
As retail formats continue to evolve, outlots, aging strip
centers, and underutilized parking fields along Rand Road,
Golf Road, and Elmhurst Road present opportunities to
introduce residential uses into otherwise car -oriented
commercial corridors. Residential development in these
locations should be concentrated on upper floors, with
active commercial uses retained at the street level to
maintain the corridor's economic function and support a
more cohesive pedestrian environment where possible.
The mixed -use building at Elmhurst Road and Algonquin
Road illustrates the kind of compact, context -sensitive
redevelopment that can work in a corridor setting.
Randhurst Village is a longer -term candidate for residential
integration as the property diversifies beyond traditional
retail. New development in these locations should improve
the pedestrian environment and contribute to a more
cohesive streetscape overtime.
UNINCORPORATED EVALUATION
These areas represent unincorporated land adjacent to
Mount Prospects municipal borders. The Village should
assess these neighborhoods to determine whether
annexation is appropriate, evaluating infrastructure
condition, service costs, housing quality, and fiscal impacts
GOAL 9: UPHOLD NEIGHBORHOOD
CHARACTER & QUALITY
Mount Prospect's residential neighborhoods are defined by
qualities that residents consistently identify as their primary
reason for living here: attractive tree -lined streets, well -
kept homes and yards, and a palpable sense of community.
These qualities are the product of consistent building
standards, code enforcement, public investment in streets
and infrastructure, and a community culture that values
property maintenance and civic engagement.
Protecting neighborhood character is about ensuring
that the new development is compatible with and
additive to the existing environment. New construction
and renovation should reinforce the architectural quality,
scale, and streetscape patterns that define Mount
Prospect's neighborhoods. The condition of sidewalks,
street trees, lighting, stormwater infrastructure, and
public spaces also shapes how residents experience their
neighborhoods on a daily basis.
Community engagement underscored these priorities.
The Block Party engagement station generated extensive
feedback around maintaining neighborhood character
while supporting thoughtful reinvestment. Residents raised
concerns about sidewalk conditions, traffic calming, and the
need for more informal gathering opportunities. Visioning
workshop participants emphasized public art, streetscape
improvements, and a desire fora stronger sense of place
across the Village's residential areas.
STRATEGIES
A. Maintain the attractive tree -lined streets,
pleasant sidewalks, and other distinguishing
qualities of Mount Prospect's existing residential
neighborhoods through sidewalk maintenance,
right of way tree care, and zoning standards that
ensure compatible building forms, setbacks, lot
coverage, and massing.
B. Promote high standards of building design and
construction that are consistent with the Village's
character, scale, and charm for all residential
development.
C. Invest in neighborhood public spaces and
key corridors through thoughtful design and
streetscape improvements, including wider
sidewalks, enhanced crossings, street trees,
lighting, stormwater upgrades, and potentially
public art to strengthen livability, reinforce
neighborhood identity, and improve transitions
between residential and commercial areas.
D. Investigate the possibility of moving overhead
utilities underground where feasible to reduce
interference with the tree canopy, improve
aesthetics, and enhance service reliability.
E. Beautify community gateways with special
signage, landscaping, and entry design features
that convey a strong and welcoming sense of
arrival into Mount Prospect.
F. Consider sponsoring additional programs,
activities, events, and celebrations that
stimulate public involvement and participation,
foster strong and unified community spirit and
identity, and bring together residents from the
Village's various neighborhoods on a regular basis.
G. Improve and expand existing community
rin+hprinri cnnr-pc in nn%A/ntn%A/n to hpttAr h
GOAL 10: EXPAND SEI
HOUSING OPTIONS
Mount Prospect's senior populati(
growing demographic segments,
implications for housing policy. K
who raised their families in the Vil
Mount Prospect as they age, but i
served them well during their wor
well -suited to their changing neei
homes with stairs, deferred mains
locations that require driving for E
barriers to aging in the communit
older residents to remain in their I
through home modifications, acci
services, is a community priority t
transportation, and public investr
At the same time, the Village's sur
housing - independent living, ass
units near transit and services - i;
the growing demand. The Aging it
engagement station generated e)
the challenges older residents fac
options, difficulty maintaining larc
for housing that allows them to re
staying connected to the commu
of for decades.
GOAL 11.: EXPAND ENTRY-LEVEL
HOUSING AIMED AT YOUNG
PROFESSIONALS & GROWING
FAMILIES
Mount Prospect's long-term competitiveness depends
on its ability to attract and retain the next generation of
residents. Young professionals, first-time home buyers,
and growing families are a key group for sustaining
school enrollment, patronizing local businesses,
and supporting the social and economic vitality of a
community. But these households are increasingly
unable to find suitable housing in the Village.
The problem is structural. Mount Prospect's housing
inventory is heavily weighted toward larger detached
single-family homes, and the limited supply of smaller, more
affordable housing types, such astownhomes, duplexes
and triplexes, meaning there are few rungs on the housing
ladder between renting an apartment and purchasing a
$400,000+ single-family home. This is the "missing middle"
housing challenge, and it is a regional phenomenon that
Mount Prospect can seek to address.
The community survey found that residents are open to
modestly increasing housing diversity, with neutral -to -
positive views toward duplexes, triplexes, and townhomes,
particularly in locations near Downtown and transit
STRATEGIES GOAL 12: SUPPORT Q
A. Encourage a broader range of entry-level and & MANAGEMENT IN
missing middle housing options - including MULTIFAMILY 9
& TOW
duplexes, triplexes, quadplexes, and rowhomes -
through strategic zoning refinements and design HOUSING AREAS
standards inappropriate transitional areas.
B. Support incremental increases in housing
pp g
Mount Prospect's multifamily and
opportunities within ahalf-mile walking
house approximately 30 percent i
distance of the Metra stations by prioritizing rioritizin infill
Many of these developments are
development, redevelopment, and adaptive reuse
maintained, and stable. Others, p;
of underutilized and/or aging properties.
g g p p
complexes with deferred maint
building systems, and managen
C. Investigate allowing greater flexibility in
experience higher call volumes,
housing types, densities, and mixed -use
activity, and resident turnover
formats, particularly in walkable areas and
life for tenants and surroundini
designated subareas, without imposing uniform
The Village has a direct interest in
densityincreases across established residential
of its existing multifamily housing,
neighborhoods.
deteriorating buildings depress vi
D. Evaluate fiscally responsible funding tools
public services, and undermine tr
and incentive programs that help offset rising
of life. Stakeholder interviews witl
construction and financing costs while protecting
public safety officials highlighted
p y
the . Village's long-term fiscal stabilit
g g y
building management quality and
Police and fire leadership noted tl
number of properties generate a c
E. Support regional housing planning efforts
service calls, and that proactive e
by participating in initiatives such as CMAP:s
owners is more likely to produce
Homes for a Changing Region program, which
than purely reactive enforcement
helps communities forecast housing demand
onrl nlirin Innol nnlinx/ \A/i+h rianinnol nrnXA/+h
1�6\00
\ \EWA
01
1110A L
M"s
NX0000, LN
Mount Prospect's commercial and industrial districts
generate the sales tax revenue that funds public services,
provide jobs that anchor working households, and supply
the goods, services, and gathering places that define
daily life. Sustained investment and thoughtful land use
decisions are what keep these areas competitive overtime.
The Village's economic geography spans several distinct
districts. Downtown is the civic and social heart of the
Village, with growing residential development and a
walkable mixed -use character. Randhurst Village anchors
the nnrthPa-qt and rnntini IPS to navingtP the gtri irti iml
Mount Prospect benefits from strong regional connectivity,
proximity to O'Hare International Airport, an educated
workforce, and a stable population base with above -
average household incomes. But traditional retail is under
pressure from e-commerce, the suburban office market
remains soft, and several aging commercial properties
need active strategies to remain viable. This chapter
establishes the policy framework to help the Village
compete for investment, support existing businesses,
and shape its commercial districts into places residents
and visitors actively seek out.
BACKGR0_.,._____
_ _
Communities that thrive econo
term are the ones that actively
conditions: by aligning land use
by deploying incentive tools strati
partnering with property owners
projects that move districts forwc-
of distinctive places that business
customers want to visit.
This chapter approaches commer
policy as a portfolio. Downtown is
deserves continued investment b
Randhurst Village requires proact
the challenges facing traditional k
Aging arterial corridors need stral
selective redevelopment. Industri
infrastructure investment to mair
quality employers. Across all of th
role is to be a credible, predictabl(
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect's economy is anchored by a mix of retail,
manufacturing, professional services, and wholesale
trade. According to Census data, retail trade accounts for
approximately 21 percent of jobs located in the Village,
followed by administrative and support services (12 percent),
manufacturing (12 percent), wholesale trade (7 percent), and
construction (6 percent). The Village's commercial districts
include Downtown, Randhurst Village, the Kensington Business
Center, the South Mount Prospect industrial area, and key
arterial corridors along Rand Road, Golf Road, Elmhurst Road,
and Busse Road.
Several trends are reshaping the Village's commercial and
industrial landscape and inform this chapter's policy direction:
Suburban office market softening. Remote and hybrid
work patterns have weakened demand for traditional
suburban office space, particularly affecting the Kensington
Business Center and aging office buildings in South
Mount Prospect. These properties require updated land
use strategies that allow adaptive reuse and mixed -use
conversion rather than waiting for an office market recovery
that may not materialize.
Downtown momentum and continuing opportunity.
Downtown Mount Prospect has benefited from sustained
investment, including completed mixed -use projects,
residential growth, and active programming. The district is
performing relatively well, but opportunities remain to add
foot traffic, support small businesses, expand dining and
entertainment options, and activate underutilized parcels.
High development costs and co
landscape. Stakeholder interviev
highlighted that rising constructic
rates, and tight underwriting star
commercial and mixed -use projec
without meaningful public partne
Regional investment catalysts.
developments, most notably the I
stadium in nearby Arlington Heigr
significant spillover demand for hi
entertainment, and service-sectc
Prospect is geographically well -pi
demand if it has the right land us(
sites, and business incentive stra-
COMMERCIAL & INDUSTRIAL GUIDE
[:3DOWNTOWN CONTINUED ENHANCEMENT
Downtown Mount Prospect has clear momentum.
Completed and underway residential and mixed -use
projects have added density, activity, and investment to
the district's walkable core. The Village should continue to
support Downtown's evolution by encouraging ground -
floor retail and restaurant uses, improving the public realm,
and facilitating infill development on underutilized parcels.
Maintaining Downtown's role as the civic and social heart
of the Village requires sustained attention to design quality,
programming, and the business environment.
SOUTH MOUNT PROSPECT COMMERCIAL
AREAS
The commercial areas along Elmhurst Road Golf Road
and Algonquin Road serve as important retail and service
nodes for surrounding neighborhoods. These corridors
share similar characteristics: aging strip commercial
development, auto -oriented site design, and a mix of local
and national tenants facing ongoing market pressure.
Near -term priorities should focus on stabilizing viable
businesses, improving site conditions, and encouraging
quality infill on vacant or underutilized parcels. Over the
long term, as market conditions and land ownership evolve,
key intersections along these corridors have potential for
modest mixed -use redevelopment that better connects
surrounding neighborhoods to goods and services.
RAND ..
D CORRIDOR & RANDHURST
VILLAGE
Rand Road and Randhurst Village together form the Village's
primary regional commercial spine. Rand Road's diagonal
alignment and aging strip commercial development
present both challenges and opportunities; the Village
should focus on stabilizing viable businesses, improving
access and site design where possible, and guiding
properties toward formats more compatible with adjacent
neighborhoods as they turn over. Randhurst Village remains
Several intersections in North Mount Prospect, near the
Prospect Heights Metra Station at Wolf Road and Euclid
Avenue, as well as along Northwest Highway, are well -
suited for small-scale neighborhood commercial nodes. As
properties turn over, the Village should encourage one- to
two-story mixed -use development with ground -floor retail
or services and potentially residential above, scaled to the
surrounding neighborhood. Built form should prioritize
parking, walkability, and reinforce the street edge to create
convenient, neighborhood -serving destinations within
walking distance of nearby residents.
gi
... >... is � � .... � -:... �... >... �..
The South Mount Prospect industrial area along Algonquin
Road and Oakton Street, as well as the Industrial Park
on West Central Road are critical parts of the Village's
employment and tax base. The Village should focus on
retaining existing employers, attracting quality infill uses on
vacant and underutilized industrial parcels, and positioning
the area for higher -tech, higher -wage users in sectors such
as advanced manufacturing, life sciences, and logistics
technology. Infrastructure quality, access management,
and zoning flexibility will be key tools in making the area
competitive for the next generation of industrial tenants.
KENSINGTON BUSINESS CENTER
The Kensington Business Center on the Village's north
side is an established employment hub that has been
reshaped by the broader softening of the suburban office
market. The Village should support the Center's transition
by encouraging adaptive reuse of under -performing office
space, attracting technology, research, and professional
service users, and maintaining the district's infrastructure
and public realm. Kensington's regional accessibility
and established identity remain genuine competitive
GOAL 13: STRENGTHEN DOWNTOWN
AS THE VILLAGE'S PRIMARY
ECONOMIC & SOCIAL HUB
Downtown Mount Prospect is the Village's most
important commercial asset and its strongest economic
development success story. Anchored by the Metra UP -
Northwest station, supported by walkable street grid, and
increasingly populated by new residential development,
Downtown has the building blocks of a thriving mixed -use
district. Recent investments, including completed mixed -
use projects, restaurant openings, and active programming,
have reinforced its role as a community gathering place and
dining destination.
But Downtown is not finished developing and it has even
more potential. Vacant or underutilized parcels remain,
lunchtime foot traffic is uneven, parking is a frequent point
of contention, and the district's evening and weekend
activity could be substantially expanded. There is
opportunity to build on Downtown's momentum with
sustained, focused investment that adds housing,
expands the restaurant and retail mix, and continues to
enhance the public realm.
STRATEGIES
A. Reinforce Downtown's role as a dining,
shopping, entertainment, and residential
hub through infill development, upper -floor
activation, attractive streetscapes, and incremental
development of parcels as appropriate.
B. Prioritize and encourage active, publicly -
oriented first -floor uses — such as restaurants,
experiential retail, and service businesses — to
facilitate walkability, vitality, and a lively Downtown
experience.
C. Continually upgrade pedestrian infrastructure,
lighting, parking access, and wayfinding to
foster all -day commercial activity and improve the
experience of visiting Downtown on foot.
D. Continue to support Downtown programming,
events, and partnerships with local community
organizations to attract residents and visitors and
reinforce the district's identity as the Village's civic
and social heart.
GOAL 14: CULTIVATE I
WALKABLE SECONDJ
CENTERS
Downtown cannot be the only pla
where commercial activity, walkal
development come together. The
economic vitality depends on ci
activity centers in locations th;
combination of land availability
market potential. Two locations
Village and South Mount Prospec-
Randhurst Village is the most con
first regional shopping malls in thi
once a defining feature of suburb,
Its partial reinvention as Randhur
but the district remains dominate
and a scale that limits walkability.
opportunity to transform Randhu
mixed -use destination that integr
entertainment, plazas, and trail cc
competes with newer lifestyle cer
GOAL 15: BEAUTIFY COMMERCIAL
DISTRICTS
The physical quality of commercial districts directly affects
how often people visit them and how long they stay. Wider
sidewalks, street trees, attractive lighting, comfortable
seating, and active public spaces can be aesthetically
pleasing, and they also serve as economic infrastructure.
Visual amenities and the built environment make
districts feel safer and more inviting, support outdoor
dining and retail, and create the conditions for the kind
of unstructured browsing and lingering that drives
sales.
STRATEGIES
A. Upgrade streetscapes with wider sidewalks,
greenery, shade, lighting, bike amenities, and
pedestrian -focused design in Downtown,
Randhurst, and along major commercial corridors.
B. Integrate public art, plazas, outdoor dining
areas, and seasonal programming to activate
commercial districts and create destinations that
attract repeat visits and longer stays.
C. Establish updated design guidelines for
commercial corridors that address building
orientation, facade quality, signage, landscaping,
and the relationship between buildings and the
street.
D. Over the coming decades, prioritize corridors
for streetscape enhancements and incrementally
improve each corridor through investments in
landscaping, bike lanes, expanded sidewalks,
enhanced traffic management and other design
improvements as appropriate.
E. Develop a public art plan that identifies priority
locations for installations, establishes design and
curation standards, and creates a funding strategy
to integrate art into streetscapes, gateways, and
public spaces as a place -making tool.
GOAL 16: INVESTIGAT
FEASIBILITY OF NEK
SCALE CORNER STG
Seventy-six percent of survey i
favorable views toward neighbc
stores — an unusually strong sii
to a use type that is currently a
Mount Prospect's residential ar
neighborhood -serving retail can
walkable amenities, and reinforce
without disrupting residential chi
is to evaluate the concept careful
uses or a pilot program — with str
standards that ensure compatibil
homes.
GOAL 17: REJUVENATE INDUSTRIAL
AREAS & IMPROVE COMPATIBILITY
Mount Prospect's industrial areas, provide significant
employment, tax base, and economic diversity and the
Village's long-term economic strategy depends on keeping
them viable. But viability requires active management.
Aging buildings, deferred infrastructure investment,
and changing tenant requirements mean that simply
maintaining the status quo will not preserve these districts
over the long term.
The Village should seek to attract high -quality
employers such as technology firms, engineering
companies, advanced manufacturing, and professional
services, that pay better wages and generate economic
spillover. Doing so requires infrastructure upgrades,
improved site access, updated land use frameworks, and
selective redevelopment of obsolete properties.
STRATEGIES
A. Attract investment in industrial districts
through infrastructure upgrades, improved
site access, and active outreach to growing
employment sectors.
B. Increase the number of businesses with
larger employment counts and higher wages,
such as technology, engineering, and advanced
manufacturing firms.
C. Revitalize South Mount Prospect with new
investments in infrastructure, updated land use
requirements, and strategic incentives that support
the area's evolution into a more competitive
employment district.
D. As the suburban office market evolves, continually
transition the Kensington Business Center
into a mixed -use business area capable of
accommodating a broader range of complementary
commercial and service uses.
GOAL 18: REVITALIZE
CENTERS & CORRIDI
Mount Prospect's arterial commei
retail, services, and aging strip ce
competitive pressure. Some prop
while others are struggling to attr
The Village cannot sustain failir
deploy strategic financial incen
improvement grants, interior bi
and other economic developme
viable tenants get established
reinvest in place.
GOAL 19: DIVERSIFY THE PILLAGE'S
BUSINESS BASE
Community engagement made the gaps in Mount
Prospect's business mix clear. Residents want more
original restaurants, specialty retail, entertainment
venues, multicultural businesses, and family -friendly
destinations. These are the kinds of businesses that thrive
in walkable, diverse communities and Mount Prospect has
the population base to support them.
STRATEGIES
A. Advocate for unique restaurants, specialty retail,
entertainment venues, multicultural businesses,
and family -friendly destinations to fill identified
market gaps and respond to community
demand.
B. Promote flexible commercial space models such
as incubators, co -working spaces, pop -ups, and
start-up retail environments that lower barriers to
entry for new businesses and reduce vacancies.
C. Proactively support 6b tax classifications and
renewals as a recruitment and retention tool to
attract new businesses and support the long-term
viability of existing ones, leveraging the property
tax reduction to ensure Mount Prospect is a
competitive place to do business.
GOAL 20: ADVANCE h
PROSPECT'S IDENTI I
Mount Prospect's competitive po:
on how the Village is perceived by
businesses considering where to
considering where to invest. Stak
consistently identified Mount P
modernized economic brand as
Other suburban communities hav
branding, marketing, and distinct
them as destinations. Mount Pros
the same.
GOAL 21: CHAMPION BUSINESS
RETENTION & A STRONG
INVESTMENT CLIMATE
Business retention is critical to the Village's long-term
advancement. Existing businesses are the foundation
of the local economy and serve as credible advocates
for the Village among prospective investors. Improving
the investment climate requires action on multiple
fronts: continually working to streamline permitting and
development review, providing predictable and transparent
processes, deploying incentives strategically and
competitively, and maintaining ongoing communication
with the businesses that drive the local economy.
STRATEGIES
A. Continually streamline permitting and
development processes to provide clarity,
predictability, and efficiency for property owners,
businesses, and investors.
B. Use incentives, including grants, Tax Increment
Financing (TIF), sales tax incentives, and other
financing alternatives to strategically create
catalytic projects that would not otherwise be
possible, particularly in key activity centers.
C. Reinforce communication and partnerships
with business owners, developers, and regional
economic organizations through ongoing
outreach, business retention visits, and proactive
coordination.
D. Proactively support 7b and 7ctax classifications
where applicable to support the rehabilitation and
re -occupancy of underutilized commercial and
mixed -use properties, reducing carrying costs
for investors and making redevelopment more
financially feasible in key activity centers.
E. Promote and consider expansions to the facade
improvement and interior buildout program to
help existing businesses reinvest in their properties,
improve the visual quality of the community, and
riarli inn ♦hn nnc♦ horrinr fnr MMIAi ♦ian0n+c nnni irwinry
GOAL 22: LEVERAGE I
ASSETS & MAJOR DE
Mount Prospect does not exist in
economic future is affected by
including the strength of the CI
economy, the activity of O'Hare
and Chicago Executive Airport,
investments at the regional scc-
development projects in nearby
Village is home to an increasingly
which could have positive spillovE
Prospect. And the most consequE
is perhaps the proposed Chicago
Heights, which has the potential t
spillover demand for hospitality, d
and service -sector businesses. M
geographically well -positioned to
share of that demand if it has the
infrastructure in place.
11111INN"M
The Village's transportation network is its circulatory
system: when it works well, residents have choices,
businesses thrive, and neighborhoods feel connected. When
it falls short, the consequences show up as congestion,
safety hazards, limited access for non -drivers, and a
diminished quality of life that no amount of good land use
planning can overcome.
Mount Prospect benefits from strong regional connectivity.
Interstate 90 runs along the Village's southern boundary,
major arterials like Rand Road and Elmhurst Road carry
to attract both recreational and functional users. Pace bus
service operates at frequencies and coverage levels that
limit its usefulness for daily trips. And traffic congestion
at key intersections, particularly along Rand Road, Central
Road, and Northwest Highway, remains a persistent
frustration for residents and commuters alike.
Community engagement was emphatic on these points.
Seventy-four percent of survey respondents said they
would walk more if additional safe sidewalk and trail
connections existed. Sixty percent wanted better bike lanes
BACKGRO-.,.-----
_
Mount Prospect's transportation
most residents will continue to dr
the Village's road network Must fL
a transportation system that wort
system that fails seniors who can
who cannot yet drive, residents w
car or cannot afford one, and anyi
walk to the store without crossinc
A genuinely multimodal network
transit are safe, convenient, and c
advantage that attracts residents
and improves property values.
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect's transportation network reflects its
post-war suburban origins: a hierarchical roadway system
designed primarily around automobile circulation, with
pedestrian and bicycle infrastructure added overtime.
The Village maintains approximately28 miles of signed
bike routes and has implemented marked bike lanes and
#Isharrows" on several streets, but no fully protected on -
street bicycle facilities yet exist. A shared -use path was
completed along a portion of Rand Road in 2024, and
additional paths are planned along Rand, Busse, Algonquin,
and Kensington.
Several trends are reshaping the Village's transportation
landscape:
Incomplete pedestrian networks. Sidewalk gaps persist
in several residential neighborhoods, particularly in areas
developed or annexed before the Village required sidewalks.
These gaps limit safe walking routes to schools, parks,
transit stops, and commercial areas.
A growing bicycle system. The Arterial Bike Network Study
inventoried existing facilities across fourteen corridors
and identified connectivity gaps between neighborhoods,
schools, parks, and transit. Expanding the network will
require a range of treatments suited to each corridor,
including off-street paths on arterials and enhanced
wayfinding on neighborhood streets.
M e mri
Signed Bike Routes
\� 0
Mimles
Fully-Protected
Bike Routes
Limited transit frequency and c
routes serve the Village but opera
coverage levels that do not suppc
mobility. Metra provides strong PE
service, but off-peak and weeken,
utility for non -work trips. A Mount
was completed in 2025 to assess
improvements.
Congestion at key intersection:
complex intersection geometry, a
create persistent congestion alor
Intersections along Rand Road, G
Northwest Highway are consister
problem areas.
,,
it
z
3
z
TRANSPORTATION & MOBILITY
GUIDE
Mount Prospect's key corridors - including Elmhurst Road,
Main Street, Central Road, Busse Avenue, Golf Road,
Algonquin Road, Dempster Street, Oakton Street, Rand
Road, Wolf Road, and Euclid Avenue - are guided by design
standards that no longer fully reflect contemporary best
practices. Updated standards should address boulevard
treatments, landscaping, traffic calming, signal timing and
pedestrian access, with a framework that can be tailored
corridor -by -corridor and revised overtime as market
conditions and development patterns continue to evolve.
ARTERIAL BIKE NETWORK PROPOSED
ROUTES
The Village's Arterial Bike Network Stud identifies 18
Y
corridors for side -paths, shared -use paths, and on -street
facilities connecting residential areas to Downtown, Metra
stations, schools, and regional trails. Implementation
should be phased based on corridor readiness, right-of-way
availability, and proximity to key destinations, with priority
given to routes that close existing gaps or improve transit
access.
FILLING SIDEWALK GAPS
The Mount Prospect Metra station is the Village's most
valuable transit asset and a downtown anchor. The Village
should invest in the station's surrounding environment
— bicycle parking, wayfinding, lighting, and pedestrian
connections — and engage Metra on improving off-peak and
weekend service frequency consistent with Metra's regional
rail vision.
Pace's Revision Plan designates Golf Road as a future Pulse
corridor with 15- to 30-minute frequencies, significantly
improving its usefulness for non -commute trips. The Village
should support the Pulse designation, coordinate on bus
stop infrastructure upgrades, and ensure land use patterns
alongthe corridor support hi her-fre uenc transit over
pp q Y
g
time.
RAND/KENSINGTON/ELMHURST
INTERSECTION
The intersection of Rand Road, Kensington Road, and
Route 83 is among the most congested in the Village,
with peak wait times reaching six minutes. The Village
recently secured a $7 million grant for intersection
improvements and should advance design and construction
in coordination with IDOT, ensuring the project addresses
pedestrian and bicycle crossings alongside vehicle
throughput.
GOAL 23: ADDRESS SAFETY FOR ALL
FORMS OF TRANSPORTATION
Traffic safety is a daily concern for everyone. Pedestrian
and bicycle crashes, near -misses at poorly designed
intersections, and speeding on residential streets affect
quality of life and the sense of security that defines a
walkable community. Community survey results identified
unsafe crossings, poor intersection visibility, and school -
area conflicts as top concerns -- findings consistent with
the Village's own crash data and the ongoing work of the
Central Road Pedestrian Corridor Study.
Mount Prospect has invested significantly in safety over
the past two decades through its Traffic Calming Program,
school -area improvements, and targeted infrastructure
projects. Continuing that progress requires a balanced
approach: engineering solutions where physical conditions
create risk, combined with education and enforcement
where behavior is the primary factor. Street design should
reduce vehicle speeds where conflicts with pedestrians
and cyclists are most likely, improve visibility at
intersections and crossings, and provide infrastructure
that physically separates vulnerable road users from
high-speed traffic where feasible.
STRATEGIES
A. Implement street design improvements that
reduce vehicle speeds and enhance visibility at
high -risk intersections and corridors, including
curb extensions, raised crosswalks, median refuge
islands, grade separations, and signal timing
adjustments.
B. Incorporate pedestrian safety features -
including Rectangular Rapid Flashing Beacons,
pedestrian -activated signals, improved lighting,
and high -visibility crosswalk markings -- at
priority locations identified through crash data and
community input.
C. Continue Safe Routes to School initiatives,
addressing circulation conflicts, pickup and drop-
off congestion, and bicycle and pedestrian access
near school campuses, with particular attention to
emerging e-bike safety considerations.
D. Pursue corridor -level safety improvements on
state and county routes through coordination
with IDOT and Cook County, advocating for designs
that balance regional throughput with local safety
and access needs.
GOAL 24: INVEST IN
TRANSPORTATION
A connected multimodal network
infrastructure that makes walkab
Without safe sidewalks, protectec
transit connections, even the bes
developments remain auto-deper
has made meaningful progress
and pedestrian infrastructure,
remain, particularly between re
and the schools, parks, commei
stops that residents need to rei
The Arterial Bike Network Study p
for the bicycle network's next phi
recommendations, including prot
roads, shared -use path extensior
intersection treatments, will be ec
network from a collection of discc
coherent, usable system. Simulta
gaps in residential areas and impr
infrastructure along commercial c
mobility options for the one -quart
either too young or too old to drive
E. Expand education and enforcement efforts
targeting distracted driving, speeding, and failure-
+n-winirl hohoxiinrc in nr%nrrlinn+inn inii+h +kn Dnlinn
GOAL 25: SUPPORT PUBLIC TRANSIT
ACCESS & RELIABILITY
Public transit is key to regional mobility in the Chicago
Metropolitan Region. Residents who cannot drive, including
seniors, people with disabilities, and zero and one -car
households, depend on transit for access to employment,
healthcare, and daily services. Metra's Union Pacific
Northwest Line provides strong peak -period commuter
service, but off-peak and weekend frequencies limit its
usefulness for non -work trips. Pace bus service covers
several corridors but operates at intervals that make transit
an impractical choice for most daily needs.
Pace's proposed Pulse bus rapid transit service along
Golf Road represents a significant opportunity for Mount
Prospect to anchor high -quality transit service with
supportive land use and station -area investments. The
Village should position itself as a proactive transit
partner with these agencies.
STRATEGIES
A. Reinforce Metra's and Pace's efforts to increase
service frequency, expand weekend service,
and refresh station facilities, advocating for
improvements that serve Mount Prospect residents'
evolving travel patterns.
B. Support the potential Pace Pulse bus service
along Golf Road, Elmhurst Road, and other
corridors, and prepare station -area streetscape and
access improvements to maximize ridership and
development potential.
C. Update transit stops with improved shelters,
seating, lighting, heating pads, and real-time arrival
information to enhance rider comfort and attract
new users.
D. Align land -use decisions with transit
improvements to encourage transit -supportive
development patterns, including higher densities
and mixed uses within a quarter -mile of high -
frequency transit stops.
GOAL 26: REDUCE CD
MODERNIZE TRAFFIC
Traffic congestion along Mount Pr
is a quality -of -life issue that resid
rank among their top frustrations,
uncoordinated intersection opera
traffic volumes, particularly along
Central Road, and Northwest Higr
outcomes that affect commuters
operators, and emergency respor
continue to work with IDOT and
refinements in the road system
operational improvements, and
GOAL 27: EMBRACE EMERGING
MOBILITY & SUSTAINABILITY
PRACTICES
The transportation sector is undergoing rapid technological
change. Electric vehicles are approaching mainstream
adoption, autonomous vehicle technology continues to
advance, and micro -mobility options such as a -bikes and
e-scooters are emerging. Mount Prospect should prepare
for these shifts proactively rather than reactively,
building the infrastructure and regulatory frameworks
that allow emerging technologies to serve residents
effectively.
At the same time, transportation is the Village's largest
source of carbon emissions. Shifting trips from single -
occupancy vehicles to walking, biking, and transit,
and facilitating the transition to electric vehicles,
represents the most impactful sustainability strategy
the Village can pursue through its transportation
investments.
STRATEGIES
A. Reinforce walking, biking, and transit as
preferred modes for short and medium -distance
trips to reduce per -capita vehicle miles traveled,
emissions, and congestion.
B. Foster electric vehicle charging infrastructure
in public facilities, commercial developments, and
redevelopment areas, working with private partners
to ensure charging access keeps pace with
adoption rates.
C. Plan for autonomous vehicle readiness through
updated curb management strategies, designated
pickup and drop-off zones, and regulatory
frameworks that can adapt as the technology
matures.
GOAL 28: REJUVENAT
CONNECTIVITY, & TR
EXPERIENCE
The experience and ease of movir
Prospect matters as much as the
network. Clear wayfinding, attract
lit corridors, and cohesive signag(
easier, encourage walking and bik
Village's identity across its distinc
commercial districts. Communitj
identified wayfinding gaps and
quality as barriers to comfortal
for pedestrians and cyclists nai
neighborhoods and commercia
Community facilities and infrastructure are the physical
backbone of public life in Mount Prospect. Village Hall, fire
stations, police headquarters, the public library, schools,
recreation centers, and the Village Resource Center all
serve functions residents depend on everyday. Their
condition, capacity, and location directly affect public
safety, educational quality, recreational opportunity, and the
Village's ability to serve an increasingly diverse and aging
population.
But real pressures exist. Much of the Village's water,
sewer, and stormwater infrastructure dates to the post-
war building boom and will require ongoing reinvestment.
Flooding remains a recurring concern in areas with
undersized drainage systems. Police and fire departments
face rising call volumes, growing mental health -related
calls, and recruitment challenges. And residents
consistently expressed a desire for more indoor gathering
spaces, youth programming, and multigenerational
amenities. This chapter establishes the policy framework
+r► ru i;r4,n r+nmmi ir%i+v fnr-ili+,,i nnA ir►frnc+ri in+i iro irioc+men+
BACKGRO_.,._____
_ _
Mount Prospect's community faci
straightforward: maintain the higl
residents have come to expect wl
systems and spaces that support
investment is not always exciting
important things a municipality di
often compounds overtime in wa
expensive to address later. The st
prioritize proactive reinvestment,
and facility planning that reflects
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect's community facilities reflect the
Village's maturity as a built -out suburban community: the
foundational infrastructure is in place, but some of it likely
requires investment to meet current standards and future
demand.
Several trends are driving the need for updated facilities
planning:
Aging water, sewer, and stormwater infrastructure.
Much of the Village's underground infrastructure dates to
the 1950s through 1970s and is approaching or exceeding
its design life. As of 2026, the Village Public Works
Department is developing a Stormwater Management
Master Plan to prioritize drainage improvements, evaluate
green infrastructure opportunities, and guide long-term
capital investment.
Rising and diversifying public safety demand. Police and
fire departments report increasing call volumes and growing
complexity, including a significant rise in mental health -
related calls. Both departments face recruitment challenges
that affect staffing levels. Emerging risks, including lithium -
ion battery fires in residential and commercial settings, are
adding new response and prevention requirements.
Growing demand for indoor community gathering
spaces. Residents across all engagement activities - from
visioning workshops to the Prospect High School student
session - expressed a strong desire for more indoor spaces
for recreation, youth programming, teen hangouts, and
multigenerational activity. The Community Connections
Center in South Mount Prospect serves a critical function
but cannot meet Village -wide demand alone.
School facility modernization n
interviews highlighted aging builc
gaps, and the need for long -rang(
aligns with enrollment trends and
Park district capital investment
authorized major improvements ca
RecPlex and at Lions Memorial Pa
improvements include a new corn
recreation center, arts spaces, an
These investments will significani
recreation infrastructure and reps
opportunity to position parks as c
COMMUNITY FACILITIES GUIDE
MAINTAIN VILLAGE BUILDING7
Village Hall, the police station, fire stations, and other
municipal facilities require ongoing investment to remain
functional, safe, and efficient. The Village should continue
a proactive capital maintenance program that addresses
building systems, accessibility improvements, and energy
efficiency upgrades before deferred maintenance becomes
costly. Facility condition assessments should inform annual
capital budgeting to ensure resources are allocated based
on need.
NEW VILLAGE RESOURCE CENTER
-0-Mi
The Village recently purchased a property at 1601 E.
Algonquin Road to serve as the future home of a new
Village Resource Center. The existing center, a partnership
between the Village's Human Services Department and the
Mount Prospect Public Library, has served South Mount
p Y
Prospect residents since 2009, providing social services,
library access, health services, and police outreach. A
needs assessment completed in August 2025 will guide
the expansion's programming and scope. The new facility
represents a long-term commitment to serving the diverse
needs of South Mount Prospect residents in a modern,
purpose-built space.
[:3LIONS PARK AND LINCOLN MIDDLE SCHOOL
November 2024 was a landmark moment for community
facilities in Mount Prospect. Voters approved a $46.2
million Mount Prospect Park District bond referendum to
replace the aging Lions Recreation Center, replace the Big
Surf Wave Pool with a new all -ages community pool, add
outdoor courts and amenities at Lions Memorial Park, and
add air conditioning and a turf field at RecPlex. Separately,
voters also approved an $85 million District 57 referendum
to construct a new 127,000-square-foot Lincoln Middle
School — replacing a building originally constructed in
1953 — and expand Westbrook School for Young Learners
to accommodate full -day kindergarten, with construction
aiming for completion by the 2027 school year. Together,
these investments represent a generational reinvestment in
the community's parks and schools.
MAINTAIN UTILITIES
Water, sewer, and stormwater infrastructure underpin
everything the Village does. The Village should continue
systematic water main replacement, sewer rehabilitation,
and stormwater management improvements, prioritizing
areas with aging infrastructure or known capacity
constraints. Capital programming should be guided by
infrastructure condition data and coordinated with street
and sidewalk improvements to minimize disruption and
cost.
GOAL 29: MODERNIZE CRITICAL
INFRASTRUCTURE
The condition of Mount Prospect's underground and
surface infrastructure determines the reliability of the
services residents depend on most: clean water, functioning
sewers, passable roads, and drainage systems that keep
homes and businesses from flooding. The Village's Public
Works department manages these systems on a daily basis.
Flooding is the most visible infrastructure challenge
and the Village has dedicated significant resources
to addressing it. Intense rainfall events overwhelm
portions of the storm sewer system, leading to street
flooding, basement backups, and damage to public and
private property. The Stormwater Management Master
Plan currently in development will provide the analytical
foundation fora prioritized, phased program of drainage
improvements. The comprehensive plan supports and
reinforces that effort as a top Village priority.
STRATEGIES
A. Upgrade aging water, sewer, roadway,
and stormwater systems through a capital
reinvestment program that addresses the highest -
risk and highest -impact infrastructure first.
B. Mitigate flooding through a combination of
traditional infrastructure upgrades, green
infrastructure (including bioswales, permeable
paving, rain gardens, and naturalized stormwater
systems) and strategic capital projects informed by
the Stormwater Management Master Plan.
C. Align infrastructure upgrades with designated
opportunity areas and the Village's capital
improvement program, ensuring that
infrastructure investment supports and enables the
land use patterns envisioned by the Future Land
Use Guide.
D. Evaluate the infrastructure and utility impacts
of large-scale energy and water -intensive
land uses, such as data centers and distribution
facilities, when reviewing development proposals,
and ensure that any approvals reflect realistic
assessments of system capacity, cost recovery, and
long-term operational implications for the Village.
GOAL 30: REINFORCE
SERVICES & FACILIT
Mount Prospect's police and fire c
regarded by residents and consis-
quality service. Maintaining that
increasing call volumes, evolvir
recruitment challenges require
in staffing, training, equipment,
GOAL 31: REVITALIZE COMMUNITY
FACILITIES
Community facilities are places to gather, learn, recreate,
and connect. The Community Connections Center, the
Mount Prospect Public Library, recreation centers operated
by the park districts, and school buildings all serve
overlapping functions as community anchors. Ensuring
that these facilities are accessible, well -maintained, and
responsive to changing needs is essential to the Village's
quality of life.
Referendum -funded capital projects for the Mt. Prospect
Park District represent a transformative investment
opportunity. Lions Memorial Park improvements will deliver
a new community pool, expanded recreation center with
arts and fitness programming, and an indoor walking track
- directly addressing the community's most frequently
requested amenities. The Village should leverage these
investments as catalysts for broader neighborhood
improvement and community identity.
STRATEGIES
A. Expand Village Resource Center programming
and capacity for multigenerational recreation,
health, and social amenities in South Mount
Prospect, ensuring equitable access to services
across all parts of the Village.
B. Improve ADA accessibility across all Village
facilities, parks, schools, and public spaces,
coordinating with partner agencies to ensure that
accessibility upgrades are prioritized in capital
planning.
C. Modernize schools and learning environments
through collaboration with local school districts,
and park districts, including coordinated long-
range facility planning, enrollment forecasting, and
joint -use agreements that maximize community
benefit.
GOAL 32: INCREASE 1
FREE, WELCOMING C
GATHERING SPACES
FOR CHILDREN & TE
The demand for gathering spaces
outdoor) was one of the most con
all engagement activities. Resider
informally, attend events, and par
and cultural programming, but thi
came from young people. Teens
School visioning event and acrc
described a shrinking landscap
without being expected to sper
free -to -enter indoor malls and sir
a real gap in recent decades, and
children, teens, and young adults
on welcoming, low-cost public sp
These needs cannot be met by a
require a distributed network of g
public and private, indoor and out
neighborhoods, commercial distri
projects throughout the Village, s
programming that gives residentIc
GOAL 33: ADVANCE SUSTAINABILITY
& RESILIENCE IN PUBLIC FACILITIES
The Village's own buildings and operations represent
an opportunity to lead by example on sustainability
and resilience. Energy -efficient systems, renewable
energy installations, and environmentally responsible
building practices reduce long-term operating costs while
demonstrating the feasibility and value of sustainable
design to the broader community. The Sustainability
Committee's engagement feedback called for clearer
leadership on these issues.
STRATEGIES
A. Incorporate energy -efficient systems,
renewable energy, and sustainable design
practices into new and renovated Village -
owned facilities, prioritizing investments with
demonstrable life -cycle cost savings.
B. Incorporate environmentally responsible
building and site design practices where feasible
at Village -owned buildings and properties, including
native landscaping, stormwater management
features, and waste reduction measures.
C. Evaluate and consider supporting green
infrastructure approaches, including bioswales,
rain gardens, and permeable paving - when
designing and reconstructing streetscapes,
parking lots, public open spaces, and Village -
owned facilities, where feasible and consistent with
maintenance and operational considerations.
D. Continue to Support the Green Building Grants
Program to incentivize property owners and
developers to incorporate energy -efficient systems,
sustainable materials, and environmentally
responsible design practices into new construction
and renovation projects throughout the Village.
GOAL 34: CATALYZE P
& COMMUNICATION
Mount Prospect does not deliver c
alone. Park districts, school distric
and regional partners all play essE
of coordination among these er
service delivery, capital efficier
ability to respond to emerging r
interviews throughout the engag(
communication gaps between loc
theme because institutional struc
facilitate proactive alignment.
GOAL 35: BOOST COMMUNITY
GROWTH THROUGH STRATEGIC
INVESTMENT
In addition to being a service delivery mechanism,
community facilities can be an economic development
tool. High -quality schools, parks, public safety, and civic
amenities are among the most important factors that
attract and retain residents and businesses. Strategic
facility investments in key districts, particularly
Downtown, Randhurst, and South Mount Prospect,
can serve as catalysts for broader reinvestment and
community improvement.
S' R A Z-AS'
A. Ensure that facility planning reflects
demographic trends, including the needs of
seniors, youth, families, and diverse populations,
and that investments are calibrated to serve the
community Mount Prospect is becoming, not just
the community it has been.
B. Leverage redevelopment opportunities to
incorporate new or improved civic facilities,
including community rooms, public restrooms,
event infrastructure, and public art, in key districts
where new development is occurring.
Parks and open spaces are among the most tangible
expressions of a community's quality of life — where
children play, families gather, seniors walk, and neighbors
connect in ways that build social fabric. In a built -out
community like Mount Prospect, every acre of open space
matters.
Mount Prospect's park system is a genuine strength. The Mt.
Prospect Park District and River Trails Park District together
manage more than 60 acres of parkland across community,
•ter A r ,%A.,r, Cirvk�lI �1,11/1 e%-F
incomplete. South Mount Prospect and portions of
the northeast lack the same level of access as central
neighborhoods. And residents consistently identified a
desire for more nature trails, passive recreation spaces, and
year-round programming beyond organized athletics.
Environmental stewardship is equally central to this
chapter. Flooding and stormwater management are
inseparable from how land is used and developed. The
Village's tree canopy and natural areas provide measurable
�kr�I Iry k�,%4- re%Ai o^�i�r%
BACKGRO-.,.-----
Mount Prospect's parks and envir
in two complementary objectives
improving the physical park syste
and strengthening the Village's er
in ways that are practical, measur
fiscal realities. The Village already
active park districts, and a growin
sustainability. This chapter focus(
strengths to close remaining acc(
aging facilities, connecting the sy
pathways, and integrating enviroi
everyday land use and developmE
EXISTING CONDITIONS &
KEY TRENDS
Mount Prospect's park system includes six large multi-
use parks (15+ acres each), 21 neighborhood parks (1-14
acres each), five mini parks (under1 acre each), multiple
recreation and fitness centers, aquatic facilities, and the
Mount Prospect Golf Club. The system is supported by
several independent park districts with their own taxing
authority, governance, and capital planning processes.
Several trends are shaping the park and environmental
landscape:
Two independent park districts primarily serve
Mount Prospect, each with its own taxing authority,
governance, and capital planning. The Mount Prospect
Park District covers the majority of the Village, while the
River Trails Park District serves the northern portion of
Mount Prospect and neighboring Prospect Heights. River
Trails operates nine parks and a range of facilities including
the Weiss and Burning Bush Community Centers, Woodland
Trails Pool and Aquatic Facility, and Rob Roy Golf Course,
offering programs in athletics, arts, fitness, and recreation
for all ages.
Strong coverage with remaining access gaps. While
97 percent of residential parcels are within a half -mile of
a park, approximately 3 percent (concentrated in South
Mount Prospect) are more than a half -mile from the nearest
park. These gaps represent opportunities for pocket parks,
trail connections, or creative use of redevelopment sites to
expand access.
Aging park infrastructure requi
Playgrounds, athletic fields, aquai
buildings across the system requi
2024 Lions Park referendum auth
improvements, including a new cc
recreation center, arts space, and
that will address some of the corn
requested amenities. The project
will be completed in 2027.
Growing demand for passive rei
access. Engagement activities c(
trails, gardens, native landscapes
nature -based recreation as high I
presents a particular opportunity
and naturalization, subject to fea!
maintenance considerations.
PARKS & ENVIRONMENT GUIDE
MAINTAIN PARKS
Mount Prospect has a well -distributed park system
serving the majority of residents within a quarter mile of
open space. The Village and Park District should continue
proactive maintenance of existing parks, prioritizing safety,
accessibility, and programming quality. As facilities age,
capital reinvestment should focus on upgrading amenities,
improving ADA accessibility, and ensuring parks remain
functional and attractive for a range of ages and abilities.
CREEK IMPROVEMENTS
Weller Creek, McDonald Creek and Higgins Creek are
important drainage corridors in Mount Prospect and
represent important opportunities for environmental
stewardship, flood mitigation, and recreational connectivity.
The Village should prioritize naturalized bankings, native
plantings, and trail connections along Weller Creek and
McDonald Creek. Along Higgins Creek, the Village should
focus on flood mitigation efforts - including stormwater
detention, channel improvements, and coordination with
neighboring municipalities - to reduce risk and improve
resilience in affected neighborhoods.
LIONS MEMORIAL PARK IMPROVEMENTS
Voters approved a $46.2 million Mount Prospect Park
District referendum in November 2024 to reinvest in the
FOCUS AREAS FOR NEW PARKS
Ideally, every resident lives within a 5 minute walk from a
ark (approximately a 1 4 mile radius). Most of the Village
p C pp Y ) g
already meets that standard, but gaps remain. The Village
should prioritize these underserved areas when evaluating
land acquisition, pocket park opportunities, or public access
agreements as redevelopment occurs. Weller Creek and its
corridor present additional opportunities to expand linear
green space connections between existing parks. Even
modest additions in gap areas would meaningfully improve
access for residents currently without a nearby option.
non
Da
rk D'strict
I ON
Tamarak Park
Robert
Frost Pa
Redwood Park
GOAL 36: IMPROVE ACCESS
TO PARKS, OPEN SPACE, &
RECREATION
Park access is a foundational quality -of -life issue. Every
resident of Mount Prospect should be able to reach a
park, playground, or recreational opportunities within a
reasonable walk. The Village's park coverage is strong
overall, but the remaining gaps, particularly in South
Mount Prospect and areas with limited pedestrian
connectivity, deserve thoughtful attention. Closing
these gaps does not necessarily require large new parks.
Pocket parks, trail extensions, shared -use agreements with
schools, and green space requirements in redevelopment
projects can all contribute to a more equitable distribution
of park access.
STRATEGIES
A. Explore land acquisition, redevelopment
partnerships, and new pocket parks in
underserved areas, prioritizing locations in South
Mount Prospect and neighborhoods more than a
half -mile from existing park facilities.
B. Link parks, schools, neighborhoods, and
commercial areas through trail, sidewalk, and
wayfinding networks that create a connected
green infrastructure system, not just a collection of
isolated park sites.
C. Support year-round and all -ages recreation
opportunities, including indoor and outdoor
amenities that respond to evolving community
needs, from splash pads and pickleball courts to
nature trails and quiet gardens.
GOAL 37: REJUVENATI
FACILITIES
The quality of park facilities affeci
them. Outdated playgrounds, poo
aquatic facilities, and parks that I�
restrooms, shade, and seating dis
by seniors, young children, and PE
The Lions Park referendum reprec
single investment in the park syst
funding a new community pool, e:
center, arts space, and indoor wal
will also undergo significant impr(
referendum, enhancing one of the
used community facilities. The Ri)
continually pursuing facility imprc
its parks and community centers.
with the park districts to ensur
extends to system-widefacilit)
GOAL 38: ADD NATURAL AMENITIES
& PASSIVE RECREATION
Not every park visit is about organized athletics. Many
residents want access to quieter, nature -oriented spaces
such as walking trails, gardens, and areas where they can
simply sit and enjoy being outdoors. Weller Creek, which
runs through the Village, presents a notable opportunity
for trail improvements and naturalization that could
create a signature linear green space connecting multiple
neighborhoods.
Environmental education and interpretive programming
also emerged as community interests during engagement.
Connecting residents to local ecosystems through
signage, storytelling, and partnerships with schools
and environmental organizations builds the long-term
stewardship ethic that sustains community investment
in natural resources.
STRATEGIES
A. Assess and prioritize opportunities to create or
enhance nature trails, quiet zones, gardens, and
access to water features and natural amenities,
through strategic reforestation, edge treatments,
and access improvements, to support wellness,
environmental education, and ecological function.
B. Evaluate the feasibility and naturalization of
trail improvements along Weller Creek, including
environmental benefits, access, maintenance
considerations, and coordination with relevant
agencies.
C. Explore interpretive and educational strategies,
including signage, environmental storytelling,
and partnerships with schools, park districts,
and environmental organizations, to strengthen
connections between residents and local
ecosystems.
D. Explore flood mitigation and naturalization
opportunities along Higgins Creek in
coordination with relevant agencies, including
channel improvements, native vegetation, and
stormwater management features that reduce
flood risk, improve water quality, and enhance the
creek corridor as a natural amenity for adjacent
neighborhoods.
GOAL 39: POSITION F
COMMUNITY DESTIN
CULTURAL ASSETS
Parks are more than recreation
civic gathering spaces, cultura
shaping community assets. Lioi
Veterans Memorial and bandshell,
seasonal festivals all demonstratE
in building community identity an
park districts' referendum improv
expanded arts and performance Ic
significantly enhance the Village'.
as cultural destinations.
Public art was one of the most f
desires across all engagement
sculptures, fountains, and culturce
parks and green spaces would str
identity and create destinations tl
within and beyond the Village.
GOAL 40: SUPPORT ENVIRONMENTAL
STEWARDSHIP & CLIMATE
RESILIENCE
Environmental stewardship is a practical response to
real challenges. Flooding, tree canopy loss, urban heat,
and stormwater management affect property values,
infrastructure costs, and daily quality of life. The Village's
approach should be grounded in measurable actions
with demonstrable benefits — green infrastructure
that reduces flooding, tree planting that lowers cooling
costs, and sustainable site design that limits runoff are
investments that pay for themselves over time.
Climate resilience means preparing for conditions the
Village already experiences and that are projected to
intensify over the plan horizon. Heavier rainfall strains
the storm sewer system, hotter summers affect all
residents and infrastructure, and drought stress threatens
the tree canopy. MP2040 takes a grounded approach:
identify vulnerabilities, integrate stormwater and climate
improvements into capital projects, coordinate with regional
partners, and keep codes current so new construction
reflects evolving standards.
The SustainabilityCommittee's engagement feedback
called for a clearer long-term sustainability vision supported
by stronger programs, policy leadership, and community
STRATEGIES
A. Encourage green infrastructure — including F. Support sustainability i
bioswales, rain gardens, and naturalized conservation programs, c
stormwater systems — integrating stormwater energy integration, and e
management into park, streetscape, and site responsible maintenance
design where feasible. resources allow.
B. Preserve and expand the Village's tree
G. Encourage sustainable
canopy by protecting existing trees, planting
efficient building practi
new trees, and incorporating native landscaping
industrial redevelopment
and habitat restoration in parks, public spaces,
and development areas where consistent with
H. Regularly review and ur
maintenance and operational considerations.
and development codes
standards for energy effic
C. Integrate green infrastructure and stormwater
readiness, and resilient ci
improvements into public capital projects,
including streetscape reconstruction, park
I. Evaluate opportunities
renovations, and parking lot redesigns where
existing buildings to rec
feasible.
when consistent with ecc
redevelopment objective:
D. Continue working with the Metropolitan
Water Reclamation District and other regional
agencies to coordinate watershed -scale resilience
efforts that exceed the Village's individual capacity.
E. Continually assess the vulnerability of parks,
open spaces, and infrastructure to extreme
weather — including flooding, heat, and drought —
and factor climate impacts into capital decisions.
MP2040 reflects years of technical analysis, community
engagement, and policy deliberation, but translating that
work into lasting change requires sustained action across
Village departments, partner agencies, and the broader
community. This chapter bridges the plan's goals and
strategies with steps the Village will take to realize them.
Implementation does not proceed at a uniform pace. Some
actions are immediate priorities that Village staff can
advance within existing authority and resources. Others
rl�r.�r.rl ter` -Fi iv%A;r%r �r rv•�rL��
Realizing the vision for Mount Prospect's future will require
the active engagement of the Village Board, the Planning
and Zoning Commission, Village staff, partner agencies, and
the private sector.
HOW TO USE THIS
This chapter is organized in two p
that explains the framework for pl
the MP2040 Implementation Mati
they are intended to serve three
functions.
FOR VILLAGE STAFF
The matrix is a day-to-day referer
staff reports, evaluating developn
capital projects, or initiating polic,
use it to identify the relevant plan
that proposed actions are consist
direction. The chapter's sections i
plan maintenance, and interageni
guidance on how the plan should
over time.
FOR THE PLANNING A
COMMISSION AND VI
The matrix provides a policy base
individual decisions can be evaluc-
binding commitments on specific
Board retains full authority over c
zoning changes, and all policy act
What the matrix does provide is a
plan's implementing priorities, orc
supports annual prioritization anc
FOR RESIDENTS, DEV_m
PARTNERS
The plan and this chapter are pub
property owners, businesses, and
use MP2040 as the Village's offici�
policy and development priorities,
PRIORITIZATION AND ANNUAL
REVIEW
MP2040 covers a 20-year planning horizon, and not all
154 implementing strategies can or should be pursued
simultaneously. Priority and timef rame for each action will
be determined by the Village Board on a year-to-year basis,
informed by available resources, emerging opportunities,
changing conditions, and ongoing community input.
When preparing for annual strategic planning, Village
staff should:
Review the Implementation Matrix and identify
actions ready for initiation or advancement based
on current resources, funding availability, and
strategic priorities.
• Evaluate progress on actions already underway,
noting completions and flagging items that may
need to be reprioritized, restructured, or deferred.
• Coordinate with partner agencies to align Village
priorities with their own capital programs, service
plans, and grant application cycles.
PLAN MAINTENANCE AND UPDATES
MP2040 is a long-range policy document, but should be
updated continually. Conditions will change, opportunities
will emerge, and some strategies will prove more or less
effective than anticipated. The plan should be reviewed
regularly and updated as needed to ensure it remains
responsive to the community it serves.
Village staff should regularly review the plan to assess
whether its goals, strategies, and implementing actions
remain relevant given current conditions, and to
determine whether any amendments are warranted. A
more comprehensive update — addressing major policy
questions, revisiting the Future Land Use Guide, or
responding to significant shifts in the regional context —
should be initiated approximately every seven to ten years,
or sooner if circumstances warrant.
The matrix on the following pages represents the Village's
best current assessment of what needs to be done, by
whom, and in what domain. It will evolve as implementation
proceeds.
INTERAGENCY COON
PARTNERSHIPS
Many of MP2040's goals extend b(
can accomplish alone. Park distric-
authorities, Cook County, IDOT, CIN
Reclamation District, and neighbor
roles in the transportation networl
community facilities, and economi
the plan addresses. Sustained coc
key to implementing many of the r
Key partner categories identifie
include:
• Regional transportation
IDOT for transit investmer
intersection improvemeni
projects.
• Park districts. The Mt. Pr
Trails Park District for party
connections, and environs
• School districts. District
Township High School Dis
School, joint facility use, a
Mount Prospect Public L
outreach, programming a
• Cook County. For properl
abatements), infrastructu
housing and economic de
• CMAP and regional plane
technical assistance, grar
fora Changing Region), at
transportation, housing, a
• The Metropolitan Water
FUNDING IMPLEMENTATION PARKS, TRAILS, AND OPEN SPACE THE IMPLEMENTATIC
Implementing a 10+ year comprehensive plan requires
sustained investment from multiple sources. The Village
can lead on many initaitves, but federal, state, and regional
funding programs are essential for larger infrastructure
investments, transportation projects, and targeted
economic development initiatives.
Key funding categories relevant to MP2040 implementation
are sorted by category below:
Tax Increment Financing (TIF) districts, sales tax
incentives, Business Development Districts and fagade
improvement programs are tools already in the Village's
economic development toolkit. The bb, 7b, and 7c Cook
County property tax classifications, targeted to industrial
rehabilitation and commercial reinvestment respectively,
should be proactively supported for qualifying projects.
CMAP, the Illinois Department of Commerce and Economic
Opportunity (DCEO), and regional economic development
organizations are additional resources for business
recruitment, technical assistance, and small business
support.
Federal Surface Transportation Block Grant Program
(STBGP) and Congestion Mitigation and Air Quality
Improvement (CMAQ) funds, administered through CMAP
and IDOT, are the primary sources for major roadway,
bicycle network, and pedestrian infrastructure projects.
The Highway Safety Improvement Program (HSIP) supports
targeted safety interventions. Safe Routes to School (SRTS)
funds pedestrian and bicycle improvements near school
campuses at up to 100 percent reimbursement. The Illinois
Motor Fuel Tax (MFT) Fund provides annual distributions for
roadway maintenance and improvement.
The Illinois Department of Natural Resources (IDNR)
administers the Open Space Land Acquisition and
Development (OSLAD) program, the Park and Recreational
Facilities Construction (PARC) program, and the Illinois Trails
Grant Programs — each providing cost -share funding for
land acquisition, park development, and trail construction.
The federal Recreational Trails Program and Land and Water
Conservation Fund (LWCF) are additional sources for trail -
related and open space investments.
ff-"w"OMMUNITY FACILITIES AND GREEN
INFRASTRUCTURE
Community Development Block Grant (CDBG) funds through
the Cook County HOME Consortium support housing
rehabilitation, accessibility improvements, and community
facility investments serving lower -income populations. The
Illinois Environmental Protection Agency (IEPA) administers
several green infrastructure and water quality grant
programs relevant to the Village's stormwater management
priorities. Energy efficiency programs through DCEO and the
Illinois Environmental Trust Fund can support sustainability
investments in Village -owned facilities.
Funding programs, eligibility requirements, and application
deadlines change overtime. Village staff should continue to
monitor rant announcements through CMAP IDOT IDNR
g g ,
DCEO, and Cook County on an ongoing basis, and should
coordinate the Village's grant application calendar with the
annual implementation review process to ensure priority
projects are ready when funding opportunities become
available.
The MP2040 Implementation Mat
pages identifies 154 specific impl(
from the plan's six topical chapter
and Neighborhoods, Commercial
Transportation and Mobility, Comr
and Environment.
• Each action is keyed to a
in the plan using the refe
introduced in this chap to
1.A refers to Goal 1 StratE
chapter).
• Actions are grouped basE
years), long-term (5+ yea
timeframes.
Land Housing - L
—1 rans-pollaxi-on-unity t
Use Neighborhoods Environment
8.A
8.113
8.11)
8.E
9.11)
9.E
9.F
9.0
11.0
Identify subarea plan candidates
Identify subarea
based on redevelopment potential,
Land Use Community
plan candidates
infrastructure needs, transit
Development
proximity, or land use pressures
Engage
Engage stakeholders within
Community
stakeholders in
and adjacent to subarea plan
Development
subarea planning
boundaries in the planning process
Use subarea
Use subarea plans as a tool for
plans to shape
shaping developer conversations
Community
development
p
and establishing community
Development
p
expectations
expectations before proposals
come forward
Adopt subarea
Adopt subarea plans as official
Community
plans as official
Village policy and reference them
Development
policy
p Y
in zoning and development review
g p
Investigate moving overhead
Investigate utility
utilities underground where
Housing
undergrounding
feasible to reduce tree canopy
� .Public Works
eighborhoods
interference, improve aesthetics,
and enhance reliability
Beautify
Beautify community gateways with
Public Works
community
special signage, landscaping, and
Housing / Community
gateways
entry design features that convey
- h Development
a welcoming sense of arrival
Expand
Consider sponsoring additional
community
programs, activities, events, and
Housing Village Manager's
programs and
celebrations that stimulate public
Neighborhoods Office
events
involvement and foster community
spirit
Improve and expand existing
Improve
community gathering spaces
He-usingCommunity
Downtown
in Downtown to better host
Neighborhoods Development
gathering spaces
events and support seasonal
programming
Investigate greater flexibility in
Investigate
housing types, densities, and
housing type
mixed -use formats in walkable
Housing & Community
flexibilityareas
and subareas, without
= rho Development
uniform density increases in
established neighborhoods
Evaluate fiscally responsible
Finance /
Evaluate housing
funding tools and incentive
Housing & Community
funding tools
programs that help offset rising
rho
Development
nnnOn intinn nnri finnnninn nn-qt-q
Village Board;
P&Z Commission
Residents;
property owners;
businesses
Developers;
property owners
Village Board;
P&Z Commission
ComEd; utility
providers;
Finance
Park Districts;
IDOT
Human Services;
Park Districts;
Library
Park Districts;
business
community
Village Board;
P&Z Commission
IHDA; Cook
County; Village
Board
Land Housing
Use Neighborhoods
Establish
Est
commercial
gu
15.0
corridor design
on
guidelines
Sig
bu
De
Develop a public
ide
15.E
art plan
esi
stc-
str
Eve
Evaluate corner
prc
16.A
store regulatory
col
approaches
sm
cai
De
Develop context-
opi
16.113
sensitive corner
stc-
store standards
sits
Iigl
Assess parking
As
and access for
str
16.0
neighborhood
col
retail
ani
str
Bu
Investigate
inv
20.A
an updated
Vill
economic brand
Mo
de!
Evaluate Village
Eve
20.6
logo and branding
ani
updates
col
col
Expand facade
Pr(
21.E
and interior
to
buildout program
int
it a
Consider
Co
26.A
adaptive signal
wig
technologies
t ra
art
PIC-
Plan for
up
27.0
autonomous
%or% Ie% P-e%.%.4i r%�e+e+
de
-VnI
Land
Use
Housing - -
rho
- - --- (
crans-l �€
_
--unity t
PEa
_ -L- -
v _ _ t
is
"p"row A
9
Expand Village Resource Center
Expand Village
programming and capacity for
i
- -
Library; Park
31.A
Resource Center
multigenerational recreation,
� �
Faci
Human Services
Districts; Cook
capacity
health, and social amenities in
-
County
South Mount Prospect
Evaluate leveraging the Lions
Leverage
Memorial Park Community Center
32.0
Lions Park and
and expanded Village Resource
- --u -ity
Human Services
Park Districts;
Resource Center
Center as anchors for youth and
t
Library
as anchors
multi -generational programming
and gathering
Evaluate the feasibility
Evaluate Weller
and naturalization of trail
Community
38.113
trail
improvements along Weller
- -
�
Development /
Park Districts;
.Creek
feasibility
Creek, including environmental
- -vg€ie-
Public Works
MWRD; Finance
benefits, access, and maintenance
considerations
Explore
p
Explore interpretive and
environmental
educational strategies — signage,
Parks _
Park Districts
School Districts;
38.0
education
environmental storytelling,
- - R
/ Community
Library
strategies
partnerships with schools and
Development
p
environmental organizations
Explore flood mitigation and
Explore Higgins
p gg
naturalization along Higgins
MWRD;
38.113
flood
Creek in coordination with
Parks -
Public Works
neighboring
.Creek
mitigation
relevant agencies, including
� t
municipalities;
channel improvements and native
Finance
vegetation
Collaborate with park districts
Explore public art
and public partners on public
Parks
Community
Finance; arts
39.113
and placemaking
art, placemaking elements, and
EnvironmentDistricts
Development / Park
organizations
in parks
identity -focused features in major
parks and green spaces
Land Housing
Use Neighborhoods
Transform
Su
Randhurst
pal
14.A
into a walkable
tra
destination
of
spi
Ov
Prioritize
pri
corridors for
enl
15.11)
streetscape
iml
enhancement
Ian
iml
Pr(
Prepare for
by
22.A
regional
inc
development
Be
spillover
ho
gr(
Inc
act
23.6
Install pedestrian
ligl
safety features
crc
loc
da-
Pursue corridor
Pu
23. D
safety on state
i m l
and county routes
rOL
ID(
Expand off-
p
ExI
street trails
peg
24.B
and pedestrian
inc
infrastructure
wi(
be -
Fill
Fill sidewalk gaps
iml
24.0
on arterials
str
scl
col
Str
Streamline
be-
24.113
last -mile transit
Ste -
connections
de!
bik
inf
Su
Land
Use
Housing
Neighborhoods
-(
lx€ -unite ti
Paz ks L
Environment
is
"p"row A
9
Update transit stops with improved
25.0
Upgrade transit
shelters, seating, lighting, heating
_o-tation Public Works
Pace; Finance
stop amenities
pads, and real-time arrival
information
Support efficiency, queuing, and
Improve
safety interventions at the most
Cook
26.113
congested
congested intersections, including
i Public Works
County; Finance
County;
intersections
turn -lane modifications and signal
phasing adjustments
Expand wayfinding with consistent
Expand the
pedestrian, bicycle, and vehicular
Public Works
28.A
Village wayfinding
signage that facilitates navigation
- / Community
Finance
system
to parks, neighborhoods, transit,
Development
and commercial districts
Improve ADA accessibility across
Improve ADA
all Village facilities, parks, schools,unitv
-
School Districts;
31.B
accessibility
and public spaces, coordinating
Public Works
FaCilities -
Park Districts;
across facilities
with partner agencies on capital
Finance
priorities
Leverage redevelopment
Incorporate
p
opportunities to incorporate
35.B
civic facilities in
new or improved civic facilities
p
u Community
Village Board;
redevelopment
p
— community rooms, restrooms,
a Development
developers
event infrastructure, public art — in
key districts
Explore new parks
Explore land acquisition,
Community
36.A
in underserved
redevelopment partnerships, and
-
�Development Park
Finance; Village
pocket parks in underserved areas,
_ _ _-
Districts
Board
areas
prioritizing South Mount Prospect
Link parks, schools,
Link parks
neighborhoods, and commercial
36.113
through
areas through trail, sidewalk, and
Parks & Public Works / Park
Finance; IDOT;
connected
wayfinding networks creating a
Districts
Cook County
networks
connected green infrastructure
system
Partner with park districts on
Support park
planning and enhancing amenities
Parks &
Community
37.A
amenity
— restrooms, water stations,
Park Districts
Development;
enhancements
lighting, seating, shade, accessible
Environment
Finance
pathways
Coordinate
Coordinate with park districts and
reinvestment
public partners on reinvestment
_ - Park Districts /
Finance; School
37.B
in aging ark
g g p
in playgrounds, athletic fields,ronment
-g 4- Public Works
Districts
infrastructure
aquatic facilities, and recreation
centers
Land Housing
Use Neighborhoods
En -
Preserve
mC_
1.A
neighborhood
for
character
sei
dei
Direct higher-
Dir
intensity
Iari
1.113
development to
col
key areas
Ra0
p
Re
Require
lan
1.0
compatible
stc-
transitions
pla
ova
Uti
Leverage PUDs
ani
1.11)
for contextual
ne,
development
apl
on
Su
Support mixed-
col
2.A
use development
col
wii
formats
off
col
Co
Improve
ani
2.113
design and use
tra
regulation in
to
walkable areas
apl
a rr
Prioritize infill
Pri
2.0
near Metra
rec
of
stations
haI
Co
Coordinate land
wii
2.113
use with transit
inv
investments
of l
col
Require
Re
pedestrian-
tre
2.E
oriented
bi k
Land
Use
Housing
Neighborhoods
-(
lx€
-unite tCo
- L
-
Environment
maim=
Housing
Neighborhoods
is
Rpmrmy A
9
Promote flexibility in land use
Support
Su
Promote
designations and development
Community
Board;
the
3.B
flexible land use
formats, particularly through
.Village
Development
P&Z Commission
5.D
.Kensington Business Center
int
designations
increased use of PUDs, to adapt to
evolution
ace
changing market conditions
of
Encourage
g
Encourage redevelopment of
Alii
3.0
redevelopment of
underutilized and obsolete sites,LandUse
Community
Finance;
Align land use
Vill
obsolete sites
including aging office buildings and
Development
developers
6.A
with capital
prc
under -performing big -box retail
planning
tra
Deploy financial
Use TIF, sales tax incentives, and
col
tools for
low -interest financing programs
Finance /
Village Board;
Co
3.D
reinvestment
to support quality projects in
Community
Cook County
Require adequate
deg
important reinvestment areas that
Development
6.B
infrastructure
by
areas
would not otherwise proceed
before approval
inf
Streamline
Continually work to streamline
apI
3.E
permitting and
permitting and development
Land Use
Community
Village Manager's
Secure
Us
development
review processes to provide clarity,
Development
Office
infrastructure
ani
review
predictability, and efficiency
6.0
through
inf
Continue
Continue to incorporate
development
col
to integrate
stormwater management, green
Community
Sustainability
agreements
prc
4.A
stormwater and
infrastructure, and climate
Land Use
Development /
Commission;
Co
resilience into site
resilience into land use planning
Public Works
MWRD
Conduct fiscal
an;
review
and site design review
7.A
impact analyses
arE
Promote infill development
for annexation
sei
Promote efficient
patterns that make efficient use of
Community
pr(
4.B
infill development
existing land and infrastructure,
Development
Village Board
Evaluate
Eve
patterns
reducing per -capita costs and
annexation
inf
environmental impacts
7.B
infrastructure
see
Protect and enhance natural
feasibility
ani
Protect natural
areas, open spaces, and the
Park Districts;
to
4.0
and tree
Village's tree canopy through landLandUse
Community
Public Works;
Ensure
En
.areas
canopy
use designations, development
Development
MWRD
consistency
arE
standards, and agency
8.0
with the
Co
coordination
Comprehensive
prc
Evaluate
Evaluate adaptive reuse of
Plan
on
4.D
adaptive reuse
existing buildings as an attractiveLandUse
Community
Village Board;
ciri
as demolition
alternative to demolition where
Development
developers
Maintain
Ma
alternative
consistent with economic viability
neighborhood
sid
Encourage sustainable site
9.A
streetscape
qu
Encourage
design practices, including green
Community
Public Works;
qualities
rig
4.E
sustainable site
space maximization and drainage
Land Use
Development
Sustainability
col
design practices
infrastructure in development,
Commission
Pr(
where feasible
Promote high
bu
Support the gradual transition of
9.113
residential design
coi
Support industrial
aging industrial areas to a mixture
standards
ch;
C A
transitions in
„,C 1;,yk4- ;�,4, ,��r;.,, ,,,,,�.,.,,,,,...,;.,, .% -%,4
Community
Village Board;
res
Land
Use
is
Housing
Neighborhoods
- ---(
"p"row A
lx€
-unity t
L
Environment
Housing
Neighborhoods
Support
pp
9
Support investment in non -
accessible
restricted market -rate housing
Upgrade
10.B
market -rate
that is accessible and near
H=
Community
Village Board;
15.A
commercial
housing near
healthcare, transit, Downtown
- _ i
Development
developers
district
amenities, and community
streetscapes
services
facilities
Facilitate aging -in -place by
Integrate
Facilitate aging-
encouraging universal design
Housing
Community
Public Works;
15.B
art and
10.0
in -place
features and first -floor living
Neighborhoods
Development /
Park Districts
.public
programming
configurations, paired with
Human Services
walkability improvements
Ensure new
Strategically
Encourage duplexes, triplexes,
neighborhood
encourage
quadplexes, and rowhomes
Housing
Community
Village Board;
16.D
retail
11.A
missing middle
through strategic zoning
� = ds
.
Development
P&Z Commission
complements
housing options
refinements and design standards
existing anchors
in appropriate transitional areas
Support housingSupport
pp
incremental increases
Village
g
Attract industrial
11.B
Metra
in housing within a half -mile of
Community
Board; Metra;
17.A
district
.near
stations
Metra stations by prioritizing infill,
Neighborhoods
Development
developers
investment
redevelopment, and adaptive reuse
Participate in
p
Support regional housing
CMAP; IHDA;
11.E
housing
planning efforts by participating in
Housing
Community
neighboring
higher -
.regional
planning
initiatives such as CMAP's Homes
Neighborhoods
Development
communities
17.B
.Recruit
wage employers
for a Changing Region program
Encourage
Encourage rehabilitation and
IHDA; Cook
12.A
modernization of aging multifamily
Hu
Community
County; property
Revitalize South
.multifamily
rehabilitation
stock through code requirements
Nbh
Development
owners
Prospect
and available incentive programs
17.0
.Mount
employment
Reinforce Downtown's role as a
district
Reinforce
dining, shopping, entertainment,
i
� � -� � --
Community
Village Board;
13.A
Downtown's hub
and residential hub through
�
-�� ��� �
Development
business
role
infill, upper -floor activation, and
community
Transition
attractive streetscapes
17.113
Kensington
Prioritize and encourage active,
Business Center
13.113
Prioritize active
publicly -oriented first -floor uses
Commercial &
Community
Village Board;
first -floor uses
such as restaurants, experiential
Indust --a- -
Development
property owners
retail, and service businesses
Upgrade
Continually upgrade pedestrian
Public Works
Business
Support
reinvestment
13.0
Downtown
infrastructure, lighting, parking
m- _r - _ _ _
- �
/Community
community;
18.A
in aging retail
pedestrian
access, and wayfinding to foster
��
Development
Finance
corridors
infrastructure
all -day commercial activity
Support
Continue to support Downtown
-
CommunityPark
Districts;
13.D
Downtown
programming, events, and
- - � -
Development /
Library; business
Introduce
programming and
partnerships with local community
Industrial
Village Manager
18.B
complementary
partnerships
organizations
.community
uses in
Land
Use
Housing - -
rho
- - - (
crans-l �€
_
--unite t
PEa
_ -L- -
v _ _ t
is
"p"row A
9
Promote incubators, co -working
Promote flexible
spaces, pop -ups, and start-up
Commercial &
Community
Cook County;
19.B
commercial space
retail environments that lower
In ri -
Development
SBA; property
models
barriers to entry and reduce
owners
vacancies
Proactively support 6b tax
Finance /
19.0
Support 6b tax
classifications and renewals as a
= r - -
Community
Cook County
classifications
recruitment and retention tool for
-�
Indus-�ri-
Development
Assessor
industrial businesses
Maintain
Maintain consistent branding,
Public Works
20.0
consistent
signage, district markers, andCommercial
- __
/Community
Finance
brandingand
corridor design standards to unify
g y
Industrial
Development
signage
design across the Village
Continually streamline permitting
Streamline
and development processes to
- -
Community
Village Manager's
21.A
permitting for
provide clarity, predictability, and
- -
- -���
Development
Office; Building
businesses
efficiency for owners, businesses,
Division
and investors
Use grants, TIF, sales tax
Use incentives for
incentives, and other financing
mo-
Finance /
Villa Board;
a
g '
21.B
catalytic projects
alternatives to strategically create
- -
- urn -
Community
Cook County
catalytic projects, particularly in
Development
key activity centers
Reinforce
Reinforce communication and
business
partnerships with business
-1 l
Community
Village Manager's
21.0
communication
owners, developers, and regional
_ u t-' l
Development
Office; chambers
and partnerships
economic organizations through
outreach and retention visits
Proactively support 7b and 7c
Support 7b and 7c
tax classifications to supportFinance
Commercial -
/
Cook County
21.D
tax classifications
rehabilitation and re -occupancy
Community
Assessor; Village
of underutilized commercial and
-
Develop ment
Board
mixed -use properties
Support transportation
Support transit
pp
connections to major regional
-
22.B
to
commercial and employment
- -l
Public Works
Pace; Metra;
.connections
regional centers
centers, including new bus
Indust —a--
IDOT
services and event -day
frequencies
Advocate
Position Mount Prospect
in regional
proactively in regional economic
Commer6al
Village Manager's
CMAP; Cook
22.0
economic
development conversations,
Industrial
Office / Community
County; IDOT
y
conversations
advocating for transportation and
Development
infrastructure investments
r" r► 44 4-
Implement street design
4-k e% 4- r � A m i e� e�
Land Housing
Use Neighborhoods
Expand traffic ExI
23.E safety education en,
and enforcement dri
yie
Advocate for a bic
24.A connected bicycle nei
network pai
iml
Stt
Advocate for
Re
Metra and
eff
25.A
Pace service
exi
improvements
ref
Alii
Align land use
tra
25.113 with transit
hic
improvements
wii
fre
En
Ensure adequate cir
26.0 internal col
circulation ev(
int
Re
Promote walking,
tra
27.A
biking, and transit
shi
to
col
Fo:
Foster EV
in I
27.113
charging
del
infrastructure
arE
pai
Construct
Co
28.113
corridor lighting
Sig
alo
and amenities
col
Build regional
g
Bu
28.0
connectivity
thr
partnerships
Co
nei
Up
Upgrade aging
roc
29.A
infrastructure
e,% re+4e-%w%e,
thr
r%re•
Land Housing - L
—1 rans-pollaxi-on-unity t
Use Neighborhoods Environment
Align
Align infrastructure upgrades
infrastructure
with designated opportunity areas
Coo- - - itv
29.0
with opportunity
and the CIP, ensuring investment
Facilities
supports the Future Land Use
areas
Guide
Evaluate infrastructure and utility
Evaluate impacts
impacts of large-scale energy
nit-
--� Y
29.D
of intensive land
and water -intensive uses, such
Faccilities
uses
as data centers, when reviewing
development proposals
Provide staffing, training, and
Sustain public
equipment for Police and
Communi'll
30.A
safety staffing
Fire, including competitive
Facilities
and equipment
compensation and recruitment
strategies
Support
Continue to support interagency
30.0
interagency
communication and coordination
Communitv
emergency
for emergency response and long-
Facilities
coordination
term public safety planning
Modernize schools and
Support school
learning environments through
Community
31.0
modernization
collaboration with school and
Facilities
coordination
park districts, including joint -use
agreements
Support year-round indoor and
Support youth
outdoor spaces — teen lounges,
_ _
32.11)
and teen
youth activity rooms, flexible
-t
gathering spaces
gathering areas — providing drop-
in, no -cost environments
Integrate plazas, open spaces,
Integrate public
and community rooms into
_ -�� t v
32.E
amenities into
development projects through
Facilities 4F
development
design standards, partnerships,
and incentives
Partner with the park districts,
Activate
Library, and school districts
32.F
community
to activate community spaces
Communitv
spaces through
through regular programming,
Facilities
programming
events, leagues, and drop -in
activities
Incorporate energy -efficient
Incorporate
systems, renewable energy, and
Community
33.A
energy efficiency
sustainable design into new
FaCilities
in Village facilities
and renovated Village facilities,
prioritizing life -cycle savings
Public Works
/ Community
Finance
Development
Community
Finance; Village
Development /
Board
Public Works
Police / Fire
Village Manager's
Office; Finance
Neighboring
Police / Fire
jurisdictions;
School Districts
Village Manager's School Districts;
Office Park Districts
Human Services Park Districts;
/ Community
Library; School
Development
Districts
Community
Village Board;
Development
developers
Human Services /
Park Districts;
Village Manager
Library; School
Districts
Finance;
Public Works
Sustainability
Commission
Land Housing
Use Neighborhoods
Co
Continue Green Bu
33.113
Building Grants
inc
Program
sy�
pri
Co
Align capital
scl
34.A
planning with
for
partner agencies
usl
for
Advance outreach
Co
to(
34.113
and multilingual
communication
err
col
Reflect
En
demographic
dei
35.A
trends in facility
yol
—
planning
`
Mo
Support year-
Su
36.0
round, all -ages
rec
spI
recreation
to
Su
Support catalytic
cal
37.0
joint capital
libi
projects
joir
ou,
As
Prioritize nature
for
38.A
trails and passive
gai
fec-
amenities
edi
iml
Co
Use parks as
ani
39.A
event and cultural
Sul
venues
ev(
pei
cel
Identify new
Wo
lev
39.0
green spaces
ide
through
e6
reinvestment
ani
C r.
Use Neighborhoods
Integrate green infrastructure and
Integrate green
stormwater improvements into
_ _
40.0
infrastructure in
public capital projects, including
Environment4-
capital projects
streetscape reconstruction and
parking lot redesigns
Continue working with MWRD
Coordinate
and other regional agencies to
Parks
40.113
watershed -scale
coordinate watershed -scale
vmlronment
resilience
resilience efforts exceeding the
_
Village's individual capacity
Assess climate
Continually assess the vulnerability
vulnerability
of parks, open spaces, and
Pal-ks
40.E
of parks and
infrastructure to extreme weather
Env'ilr- -
infrastructure
and factor climate impacts into
capital decisions
Support sustainability initiatives
Support
pp
— conservation programs,
40.F
sustainability
composting, renewable energy
Parks -
�
initiatives
integration, responsible
Environment
maintenance practices — as
capacity allows
Encourage
g
Encourage sustainable site design
sustainable
and energy -efficient building
Parks
40.0
commercial site
practices in commercial and
_
Environment
design
industrial redevelopment where
appropriate
Regularly review and update
Update codes for
p
local building and development
energy efficiency
codes to align with current
Parks40.H
9 H
and resilience
standards for energy efficiency,Environment
renewable readiness, and resilient
construction
Evaluate adaptive
p
Evaluate opportunities for adaptive
40.1
reuse to reduce
reuse of existing buildings to
Parks &
waste
reduce demolition waste when
F nvironment
consistent with economic viability
Public Works MWRD; Finance
MWRD; Cook
Public Works County;
neighboring
municipalities
Public Works / Park Finance;
Districts Sustainability
Commission
Sustainability
Public Works
Commission;
Finance
Community
Sustainability
Development
Commission;
P&Z Commission
Community
Sustainability
Development
Commission;
Village Board
Community
Village Board;
Development
P&Z Commission
w
Intentionally Blank
Page 92 of 164
MOUNT PROSPECT 2040
CONTENTS
COMMUNITY CONTEXT....................................................................................................................... 01
PASTPLANS & STUDIES........................................................................................................................ 02
DEMOGRAPHICPROFILE....................................................................................................................... 06
LANDUSE & ZONING............................................................................................................................. 16
TRANSPORTATION & MOBILITY........................................................................................................... 20
COMMUNITY FACILITIES....................................................................................................................... 26
PARKS& ENVIRONMENT...................................................................................................................... 30
KEY CONSIDERATIONS......................................................................................................................... 36
Page 93 of 164
Camp McDonald Rd
.- E Euclid -Ave'
O
. . .................................
...... . . . ......
E. Kensington Rd
Al
Wnvitle
ex
4-J e
;;�iiii, If1„�f//% ill
................ Ii j
4-J
C
RON
SPA
z
.................
...................
E .-Central: Rd
W. Lonnquist BlvdI - - - ---------------
OF/
W.Go lf Rd
Qj
MOUN
Ow 000 ........... mfidoow .. . . .........
rks
-- W Dempster S t
*0
SIR,
E 0 a kto n St
"I '
0 1/4 1/2 1 Wes
L-L-L-L-L-L-L-L-i Page 94 of"%
Q COMMUNITY CONTEXT
The Village of Mount Prospect is located in northwestern
Cook County, Illinois, within the Chicago Metropolitan
Region. It is situated north of 1-90 and O'Hare International
Airport, approximately 24 miles northwest of Downtown
Chicago. The Village has access to major transportation
routes, including Interstate 294, as well as two Metra
commuter rail stations, providing connectivity to Chicago
and surrounding areas.
Mount Prospect is a primarily residential and commercial
community with a mix of single-family homes, multi -family
developments, and several business districts. The Village
has a diverse economic base, including retail centers, office
spaces, and industrial areas, supported by its proximity to
O'Hare and regional highways.
With ongoing investment in infrastructure and amenities,
Mount Prospect has continued to evolve while maintaining a
high quality of life for its residents.
MOUNT PROSPECT 2040 1 Existing Conditions Report
Page 95 of 164
Q PAST PLANS & STUDIES
This section reviews and summarizes past plans in the Village of Mount Prospect. Evaluating these plans helps assess the
goals that have been achieved and identify areas for further progress. Additionally, this review ensures consistency across
planning efforts, addresses past challenges, and highlights emerging trends. By understanding these factors, the Village can
develop a more tailored and effective plan that meets the needs of Mount Prospect residents.
An overview of all major Village plans is listed below. Detailed descriptions of the 2017 Comprehensive Plan, as well as the
2020 Connect South Mount Prospect Plan and the 2013 Downtown Plan are also described in detail in this section. The
Village's annual internal strategic plan is interwoven into these documents.
Envision Mount Prospect -Planning Our Future Together (2017) -Updated the 2007 plan with a renewed vision
and strategic goals.
>> Comprehensive Plan (2007) - Served as the primary planning document before the 2017 update.
Comprehensive Plan (1976) -Laid the groundwork for development in Mount Prospect as the Village continued
post-war single-family residential buildout.
Comprehensive Plan (1943) - The original comprehensive plan that established foundational planning principles in
the Village.
>> Connect South Mount Prospect: 2020 Sub -Area Plan (2020) -Focused on the development and infrastructure
needs of Mount Prospect south of Golf Road.
Downtown Implementation Plan (2013) - Offered strategies for downtown revitalization.
>> Arterial Bike Network Study (2025) -Provides a strategy to construct bike facilities along arterial and other high -
traffic streets to create a complete bicycle network.
Rand Road Corridor Study (2017) -Discussed recommendations for improvements along the Rand Road corridor.
Bicycle Plan (2012) -Outlined strategies to enhance bicycle infrastructure and connectivity.
Northwest Highway Corridor Plan (2011) - Addressed development and enhancements along the Northwest
Highway corridor.
» Public Transportation System Plan (2009) -Assessed transportation needs and proposed system improvements.
Corridor Design Guidelines (2000) -Established design standards for various commercial corridors.
These documents provide a historical foundation for planning decisions and will help guide the development of the Mount
Prospect 2040 Comprehensive Plan.
Existing Conditions Report I MOUNT PROSPECT 2040
Page 96 of 164
uuuuuuuu uul IIIIII uuuuul I I mill uuumll uuumuml uuuuul I III uuuuu
IIIIII uuumllllulu"' uuuulll� uuuuuuul uuuuuuul uuuuuuul '0jI uuuuuuuu uuumV uuuuum
The Envision Mount Prospect Comprehensive Plan,
adopted in 2017, was the last Comprehensive Plan guiding
the Village's planning and development over 10 to 15-
year period. As the Village's primary long-term planning
document, it provided a framework for decision -making
on land use, transportation, economic development, and
community well-being. Envision focused on six guiding
principles, which shaped policies and strategies: a livable
built environment, improved mobility, community well-
being, health and safety, environmental resilience, and
economic vitality. Through these principles, the plan
established measurable goals and implementation steps,
allowing the Village to track progress and guide future
growth.
Key Recommendations from the 2017 Plan:
• Downtown & Economic Development - Supported
mixed -use redevelopment, encouraged business
growth, and revitalized commercial corridors.
• Mobility & Transportation - Improved pedestrian
and bike access, enhanced public transit, and
addressed traffic congestion.
• Housing & Community Needs - Expanded housing
options to accommodate diverse populations,
including seniors and young professionals.
• Health, Safety& Resiliency - Strengthened
public safety initiatives, improved stormwater
management, and integrated sustainable practices.
• Implementation & Regional Collaboration -
Prioritized key development sites, streamlined
zoning and permitting, and coordinated with
regional agencies.
ttttrre n v s o
�l��l����������%/ll�t�tl frtltl ���r�t����>��>ll�ll ��lllllll ���� ,Mount Prospec I
lllll�il�l�l�lll%1�i111 )1,����l���i��i �i� ��„
l���lll%%ll�l ,i 1i1 ��/�,/„/////,//////�////%�/%//�„���%����%/,//%i ,
A Comprehensive Plan for the Village of Mount Prospect
ADOPTED on November 7, 2017
Ordinance Number: 6346
Envision Mount Prospect focused on enhancing community
identity, encouraging sustainable growth, improving
infrastructure, expanding transportation options, promoting
housing diversity, and supporting economic vitality.
This action -oriented plan guided Village policies and
investments, shaping development patterns and community
initiatives in the years that followed.
MOUNT PROSPECT 2040 1 Existing Conditions Report
3
Page 97 of 164
uuuuul mIIIIVo, uuuuuuuu C1111111111116uuuuulsou
uuuuu
The South Mount Prospect Sub -Area Plan, first developed in
2009 and updated in 2020 as Connect South MP, provides a
long-term framework for guiding growth and development
in the southern portion of Mount Prospect. The 2009 plan
set a vision fora more accessible, vibrant, connected,
and sustainable area that balances development with
community needs. The Connect South MP update builds
on this foundation, focusing on economic development,
improved connectivity and mobility, public space
enhancements, housing and neighborhood revitalization,
and environmental sustainability. The plan's goals were
established through public engagement and reflect
community needs and priorities.
Key Recommendations from the Plan:
• Land Use and Zoning - Support mixed -use
development and balanced growth.
• Transportation and Infrastructure - Enhance
roadways, expand public transit, and improve
pedestrian and bicycle access.
• Housing and Neighborhoods - Diversify housing
options and encourage revitalization efforts.
• Economic Development - Attract new businesses,
support existing enterprises, and create job
opportunities.
• Public Space and Sustainability -Improve
parks, public gathering spaces, and promote
environmental initiatives.
CONNECT
III
UTHp�exar+orv�:�
0
OMPAL
1
Flan Adopted On: December 1st, 2020
Ordinance Number: 6546
Since the adoption of this plan, several goals have been
successfully implemented, including the Oakton Corridor
Annexation, which expanded the Village's boundaries
and strengthened its economic base. Additionally, key
development site have begun transformation or have
a clear plan of action. These include the former United
Airlines Site at 1401 Dempster (CLoudHQ), the property at
2040 Algonquin (Prospect Senior Lofts), and 1798 Elmhurst
(Dunkin' mixed use building). The Connect South MP
Plan continues to serve as a guiding document for future
improvements in South Mount Prospect.
4
Existing Conditions Report I MOUNT PROSPECT 2040
Page 98 of 164
l Vl� uuuuuuuuuui mi uuuuum uuuuuum m uuuuuuuuuui milluuii m
The Downtown Implementation Plan, adopted in 2013, is
a corridor -specific plan focused on guiding development
in Downtown Mount Prospect. The plan builds upon the
1998 Downtown Strategic Plan, emphasizing transit -
oriented development (TOD) around the Metra station,
which provides direct access to Downtown Chicago.
The accessibility and convenience of this location make
Downtown Mount Prospect a desirable destination not only
for local residents but also for visitors from neighboring
communities. The plan prioritizes infill development, green
spaces, improved streetscapes for active transportation,
enhanced signage and wayfinding, and the strategic
prioritization of projects within the defined downtown
district to attract more people and increase economic
activity.
Key Recommendations from the Plan:
• Land Use and Zoning - Encourage high -density,
mixed -use developments combining residential,
retail, and commercial spaces to enhance the
downtown's vibrancy.
• Transportation and Connectivity - Improve
pedestrian and bicycle infrastructure, enhance
public transit accessibility, and address parking
needs to ensure seamless connectivity within the
downtown area.
• Urban Design and Streetscape - Implement
streetscape enhancements, including landscaping,
lighting, and signage, to create an inviting and
cohesive downtown environment.
• Economic Development - Attract and retain
businesses by providing incentives and support,
fostering a diverse economic base in the downtown
area.
Since the adoption of this plan, many goals have been
completed, strengthening Downtown Mount Prospect's role
as a thriving community hub.
MOUNT PROSPECT 2040 1 Existing Conditions Report
5
Page 99 of 164
41E) DEMOGRAPHIC PROFILE
This section presents an overview of Mount Prospect's demographics and economic profile. It examines key factors such
as population trends, age distribution, racial and ethnic composition, housing, income levels, employment, education, and
current market conditions. This helps to inform the plan with a clear picture of the community as it stands today, while
identifying areas where progress has been made and areas that may need further attention.
Additionally, the report compares Mount Prospect with Cook County and the state of Illinois. This comparative analysis helps
to contextualize the state of the Village within the broader regional landscape, ensuring that future planning efforts are
grounded in realistic and relevant benchmarks.
IIIW111IM6111111
Unless otherwise specified, data presented in this report is sourced from the American Community Survey (ACS), a household
survey conducted annually by the U.S. Census Bureau. The ACS collects responses from a sample of the population to
produce demographic, social, and economic estimates. The 2023 ACS 5-year estimates are used as the primary data
source for Mount Prospect, as they represent the most reliable and comprehensive data available at the time of this report's
preparation. More recent data (such as the 2024ACS 1-year estimates) are less reliable for smaller geographies like Mount
Prospect. While the ACS provides valuable information on characteristics such as age, sex, race, and ethnicity, the U.S.
Census Bureau recommends using the Decennial Census for official population counts.
Population data indicates that the Village population
has remained steady after growing significantly in the
post-war period. Data also suggests that future growth
is anticipated.
60,000
Mount Prospect experienced rapid growth in the post-war 50,000
era (1950-1980) when most of its housing was built. Over
the last 50 years, however, the Village's population has been 40,000
relatively stable, with only minor fluctuations.
,
000
POPULATION OVER TKE
56,265 56FB52
��u�������Qu��u��u��......................
52,634 n u �
�° 54,167
53,170
34,995
Recent population data shows modest growth. According to 20,000 18r906 �
U.S. Census figures, the Village had 55,037 residents in 2010
and 56,852 in 2020, an increase of about 3%. More recent 10,000°
estimates indicate a slight decline post-2020: the 2022 44j,009
ACS estimated around 56,191 residents, while 2023 figures 1980 „ 2
show a dip to roughly 54,300.Overall, the population has
essentially leveled off since 2008-2010.
A comparative analysis confirms that long-term
demographic change in Mount Prospect has been
minimal. The Village saw a 3.7% decline from 2000 to 2010,
followed by a 3.7% increase from 2010 to 2022, resulting in
virtually no net change (-0.1%). In contrast, Cook County's
population shrank by about 2.8% during the same period,
while the region grew by roughly 4.7%.
Ce
Existing Conditions Report I MOUNT PROSPECT 2040
Page 100 of 164
uuuo� u�
uuu uu uuuuuum
Mount Prospect is a family -forward community
with high levels of middle-aged adults and children.
Although, the Village has an older -than -average age
profile with more seniors and fewer younger adults than
Cook County at large.
The population pyramid (see chart) shows a balanced mix
across age groups: 25% of residents are under 20, 20.2%
are ages 35-49, only 17% are 20-34 (compared to 24% in
the County), and 18% are seniors 65+ (compared to 15% in
the County). Local experience shows two additional trends:
many adults who grew up in Mount Prospect are returning
after college and early careers elsewhere to raise their
families, and the Village has attracted new residents during
and after the Covid-19 pandemic, as professionals of all
ages relocated to the Village due to shifts in employment
and workplace flexibility. These dynamics help balance the
age profile and reinforce Mount Prospect's appeal as a place
to live long-term.
The Village's aging trend is clear in median age figures: 37.4
years in 2000, 39.5 in 2010, and 41.2 in 2023. This steady
rise reflects the aging of large cohorts who moved to
Mount Prospect decades ago and have remained, alongside
patterns of returnees and post-Covid migration.
85 years andover
80 to 4, years
75 to 79 years
70 to 74 irs
65 to 69 years
g to 64. years
55 to 59 years
50 to 54. years
45 to 49 years
40 to 44 irs
35 to 39 years
30 to 34. years
25 to 29 years
20 to 24 years
15 to 19 ears
10 to 14years
5to 9 years
Under 5 years
5 15
50-64
19.4%
POPULATION PYRAMID
15002F000 2,5001
MOUNT PROSPECT 2040 1 Existing Conditions Report
7
Page 101 of 164
���pp I ��������������� um�, ilililililililililililililili uuuuui uuuuuuui III III
Mount Prospect is racially and ethnically diverse
community. While the majority of residents are White,
the Village is home to sizable Asian, Hispanic/Latino,
and other minority populations.
Per the 2023 ACS data (the most recent high -quality data
available), the population breakdown is approximately 67%
T IIII
8.6%
Some other Race
6.9%
White, 14.6% Asian, 2.5% Black, and 16% other/multiracial. Asian
The Asian community (nearly 8,000 residents or14.6%of
14.6%
the Village) is proportionally higher than the Cook County
average of 7.6%. American Indian and/or
Alaskan Native
ETHNIC DIVERSITY 0.3
Overall, about one in six residents is Hispanic/Latino (16.2%),
and nearly 30% of residents are foreign -born. Linguistic
diversity is also notable: 42% of residents speak a language
other than English at home. According to the latest data,
nearly 20% of residents speak a European language other
than English (such as Polish),12.5% speak Spanish, and
8.3% speak an Asian language. This range of languages
reflects the Village's active immigrant communities and
deepening cultural diversity. Since 2000, the share of non -
Hispanic White residents has declined from 74%to around
64%, signaling a steady trend toward greater diversity.
LANGUAGES SPOKEN AT HOME
Asian Languages
8.3%
IIIIII� ���� IIIIIII IIIIII � �°°°IIIIIII
12.5%
Other
1.8%
IIIIIIIIIII la&llk °AlIIIIII °°
IIIIII""� IIIIII ""'R �! IIIIII
2.5%
Hispanic or
Latino
16.2%
IIIII4011111t lllh � t,111111 in �Illllu°°°
L °°i,U������IlllIII
83.8%
8
Existing Conditions Report I MOUNT PROSPECT 2040
Page 102 of 164
HOUSING
Housing in Mount Prospect is characterized by stable,
predominantly owner -occupied housing stock with
a range of housing types. While single-family homes
remain the most common, the community also includes
townhomes and multifamily options. Home values have
risen in recent years, reflecting strong demand, though
affordability challenges persist —especially for renters
and lower -income households.
Mount Prospect has roughly 23,000 housing units, of which
95.5% are occupied - a very high occupancy rate, indicating
strong housing demand. The Village's housing is dominated
by single-family homes. About 57% of units are single-family
detached houses, higher than the share in Cook County
(40%). Townhomes and multifamily dwellings (apartments
and condos) make up the rest.
The homeownership rate in Mount Prospect is about 70%
(owner -occupied households) vs 30% renter. This is higher
than Cook County (57.5% owner). Overtime, homeownership
has ticked down slightly (it was 71.5% in 2010), but the
Village remains primarily a community of homeowners. The
high ownership rate is a sign of neighborhood stability with
many families that have settled long-term. Rental housing
comprises 30% of households and includes both large
complexes and smaller apartment buildings.
4.5
IIIIII IIIIIII �liiiii Units
HOUSING OCCUPANCY
HOUSING TENURE
95.5
Housing Units
MOUNT PROSPECT 2040 1 Existing Conditions Report
9
Page 103 of 164
40mill �►
HOUSING TYPES
Mount Prospect includes a mix of housing types, shaped
largely by post-war development patterns and gradual
infill overtime. Most homes are single-family, but
there are also townhomes, duplexes, and a variety of
multifamily buildings.
Mount Prospect's housing stock is overwhelmingly
mid-century in both type and age. Single-family detached
homes account for nearly 58% of all units, while multifamily
dwellings make up about 38%. This includes buildings of
10 or more units (26%), 5-9 units (9%), and townhomes
(4%). In terms of construction era, almost half of all homes
(10,930 units) were built between 1960 and 1979, with
another significant wave (5,225 units) dating from 1940 to
1959. Post-1980 development has been modest, adding just
under 4,000 homes from 1980-1999 and fewer than 1,000
units in each of the past two decades. Only 879 homes
predate 1940.
HOUSING CONSTRUCTION DECADE
1939 iiir earlieiiir IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII879
1940 to 1959
1960 to 1979IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
a
t IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 4-:7
503
IIIIII47
0 2,000 4000
10+ Unit
Multifamily
26.1
S nqIIIIII ° 'IIIIII
ltti
of Igod
3.8%
..�� ,����� ..��� w������ ei P!��I" �o�,,,,,,� .... °°'�'�"'��' ��� �m'"h . � in,"t ill."�uV' te�,��°."�
W
Existing Conditions Report I MOUNT PROSPECT 2040
Page 104 of 164
Mount Prospect's housing values reflect a healthy
suburban market.
According to zillow.com, the average home value (owner -
occupied) is about $403,985, which is above the Cook
County median of $307,157.Over the past five years, the
average home value in Mount Prospect increased by 34%
from $300,963 in 2020. During this period, Mount Prospect
outpaced Cook County home values, which increased by
an average of 29% The housing value distribution shows
a large share of homes in the $300K-$500K range, with
some higher -end properties and fewer homes under$200K.
Newer or larger homes can exceed $500K, while older
condos or townhomes may be below $250K. This diversity
in values means Mount Prospect offers both starter homes
and move -up homes, accommodating a range of income
levels.
Affordability is mixed. On one hand, household incomes
are relatively high (see Income section), helping many
homeowners comfortably afford their houses. On the
other hand, housing costs have outpaced incomes for
many.
A key metric is cost burden (the share of income spent on
housing). In Mount Prospect, about 24% of homeowners
with a mortgage and 46% of renters spend more than 30%
of their gross income on housing (indicating cost burden).
They represent 27% of the entire community. By income
bracket, lower -income households face the greatest burden.
For example, among households earning $20,000-$49,999,
roughly 76% spend over 30% on housing. Even in the $50-
75K bracket, about 39% are cost -burdened. Higher -income
households ($75K+) mostly stay under the 30% threshold.
The table shows cost burden by income bracket.
These figures show that while most middle- and upper -
income families can find affordable options, low -to -
moderate income residents often face affordability
challenges. The Village's high occupancy and low vacancy
(only -4.8% of units vacant) suggest strong demand, which
can drive up rents and prices. To address this, past plans
have identified needs for more diverse housing types, such
as senior housing and new rentals that would increase
the housing supply. Recent developments, especially
Downtown, have added apartments that help fill those gaps.
The Plan may consider approaches to further affordability in
the Village.
HOUSING VALUE DISTRIBUTION
5,000
4�,7
4,
4,000
3,500
3,000
2,500
2,308,
263
2,000
1,534
1,500
1,000
5
m �,., „ 4.4
01
HOUSING PAYING >30% INCONE GN HOUSING
1, 2 0 0 o iim� ��� s ) 76% 27% of entire
Community
2,6 010 III 1 i„°"ie s)
(. '(° „ °"ff[ a"lJ, 0 III han c �e «t,
7
11, 0 2,2 IIh rr,°;f °tip/ oe es)
IIII - dII """° +
MOUNT PROSPECT 2040 1 Existing Conditions Report
Page 105 of 164
uuu�pp uuuu IIIIIIIIIIIIIII
Mount Prospect is a high -income community with a
median household income well above the county average.
The median household income is about $103,911. This exceeds
the Cook County median ($87.8K) by a significant margin. Over
the last decade, local incomes have risen; in 2010 the median
was around $76K, so the growth to $100K+ reflects wage
growth and possibly higher -income households moving in.
The chart for median income shows Mount Prospect trending
upward and consistently above county/state averages.
The Village's income distribution skews higher-incomL-,
yet is fairly broad.
About 29% of households earn $150,000+, which is a Iarg(
share than the county (22.7%). At the same time, around
23% of households earn under $50,000. The middle tiers a
well -represented too: roughly 14% earn $50-75K,12% earn
$75-100K, and 21% earn $100-149K. This distribution indicates
a solid middle class and upper -middle class presence.
The household income chart (likelya bar chart of income
brackets) highlights the bulge in the $100K+ ranges. The per
capita income is about $47,600, another indicator of relative
affluence (slightly above state average). Mount Prospect's
income levels reflect its professional workforce and dual -
income families - a notable portion of residents work in well -
paying sectors (healthcare, professional services, etc., as seen
in Employment).
Mount Prospect maintains a low poverty rate.
Approximately 6% of residents live below the poverty line.
This is about half the poverty rate of Cook County (around
11-12%). In raw numbers, that's roughly 3,300 people in
poverty in Mount Prospect. The poverty rate has edged
down in recent years, thanks in part to rising incomes and
employment. It's noteworthy that the Village's poverty level
is relatively low for the region, indicating fewer residents in
severe economic hardship. However, those who are below
the poverty line - including some seniors on fixed incomes
and lower -wage workers - may require support through local
services (food pantries, assistance programs). The Village's
Human Services Department and area non -profits playa role
in assisting these residents. Overall, Mount Prospect is still a
predominantly middle-class, economically stable suburb, with
a sizable affluent segment and a comparatively small, though
important, low-income population.
MEDIAN HOUSEHOLD INCOME OVER TIME
2010 12 2014 2016 2018 2020 2022 2024
mmnouuuuuum ��l�miouuuuuuuuu, �It F)rospect anmmiuiurv0u-.Cook rit
HOUSEHOLDS BY INCOME BRACKETS
$200k or more
$1501cIIII
illll6lliiil uu
$100111ktttt tt IIII
IIII (Is
71 "" IIII
III iiiuiu�iiiuliluuu ul iii illlllllllllu
ttt IIII - IIII
5 - $34,9k�
I i �iuul l
$15111kIIII
a Iillu ull
$10111ktttt$14.91111c6IIIliil
q'
Less „ h n IIII
12
Existing Conditions Report I MOUNT PROSPECT 2040
Page 106 of 164
uuuuuuuu uuuuml� uuuuuui °°ppp III uuuuuuui uuuum u
Mount Prospect's economy is anchored by mix of
retail, manufacturing, and professional services.
Mount Prospect's major employment centers include:
• Downtown, which hosts professional offices, Village
Hall, the library, and small businesses.
• Randhurst Village, a hub for retail, dining, and
entertainment.
• The Kensington Business Center, an industrial, office,
recreational and general services area in the north.
• The South Mount Prospect Industrial Area, a
concentration of industrial users focused around
Algonquin Road, Elmhurst Road and Dempster Street.
• Key commercial corridors along Rand Road, Golf
Road, and Busse Road that offer a mix of retail,
restaurants, and office space.
According to the Census, the top employment sectors in
Mount Prospect (jobs located in the Village) are:
• Retail Trade (-21 % of local jobs)
• Administration/Support services (-12%)
• Manufacturing (-12%)
• Wholesale Trade (-7%)
• Construction (-r6%)
Retail is a major employer thanks to shopping centers like
Randhurst Village, big -box stores, and numerous small
businesses. Manufacturing and wholesale trade benefit
from the Village's proximity to O'Hare Airport and major
highways. Industrial parks on the south and north side host
companies in these sectors.
Other sectors in the Village include professional services,
healthcare, finance, and government, but each of those
individually accounts for smaller portions of the local
economy.
:1
m uuuumAG����111111111111
uul 101 3l uu: mum u. . .. .. .
b
Meanwhile, Mount Prospect residents themselves
work across the Chicago region, with the top sectors for
residents' employment being:
• Healthcare (14%)
• Retail (10.7%)
• Professional/Technical services (9.7%)
• Manufacturing (9.3%)
• Education (8.2%)
This list for residents indicates many commute to corporate
offices, hospitals, warehouses/factories, and schools in the
region.
MOUNT PROSPECT 2040 1 Existing Conditions Report
13
Page 107 of 164
Mount Prospect is commuter community.
Only a small fraction of residents both live and work in the
Village. Data shows the top work destinations for Mount
Prospect residents are Chicago (18% of residents work in
the city), followed by other suburbs like Arlington Heights,
Des Plaines, Schaumburg and then Mount Prospect itself.
In fact, Chicago employs about 4,462 Mount Prospect
residents (nearly one in five), whereas only 1,292 residents
both live and work in Mount Prospect.
Conversely, many people commute into Mount Prospect for
work - the largest group of those commuters live in Chicago
(-2,600 people), and others come from nearby towns. This
dynamic means daytime population swells in commercial
areas, while many residents are on the road or train to jobs
elsewhere. Mount Prospect is part of the broader Chicago
job market, with excellent transportation links (Metra rail,
interstates) enabling this mobility.
Mount Prospect has low unemployment.
Mount Prospect has a labor force participation rate of about
66.8%, which is above the cook county average (-r64.7%),
and generally enjoys low unemployment. Pre -pandemic
unemployment was approximately 3-4%. As of 2022, the
unemployment rate in Mount Prospect was roughly3%,
which is below the Cook County average (-4-5%). The
community consistently tracks better than the regional
average in employment, reflecting its educated workforce
and proximity to job hubs. Currently, unemployment is near
historic lows (close to 3%), indicating a healthy job market,
that employers in and around Mount Prospect have been
hiring, and many residents have stable employment.
INFLOW/OUTFLOWIOB COUNTS
(ALL WORKERS - 2022)
. . 4
Il15r595 11f:.::.::llployed in IMount i,3respect, Ill,,,,,,,,iiive Outside
21473 Live in MOUnt F lirospect, Eimlployed Outside
IIJJJJJJJI,JJJJJJJJJJJJ�JJJJJJ�I1,292 - Employed AND Live in Mount Fresl eet
14
Existing Conditions Report I MOUNT PROSPECT 2040
Page 108 of 164
uuuuuum uuuuuuu uuuoii� "'��I
Mount Prospect is a well-educated community. Over 47% of adults (25+) hold a bachelor's or higher degree, which is
above the county (41%) and regional (42%) averages. Breaking it down: 30.5% of adults have a Bachelor's degree and
16.6% have a Graduate/Professional degree. Additionally, about 7.1% have an Associate's degree. At the other end,
the share without a high school diploma has been shrinking - currently 9.0% of adults lack a high school diploma, down
from 14.3% in 2000. The educational attainment chart shows a strong increase in college -educated residents overtime,
reflecting Mount Prospect's appeal to professionals. The community's investment in education is also seen in local schools'
performance and library usage.
EDUCATIONAL ATTAINMENT
10,000 9tO82
Bachelor"s Graduate or
Degree Puy°°ofessionail Degree
Mount Prospect is served by several overlapping elementary districts (21, 25, 26, 57, 59) and five high school districts
(Prospect High, Elk Grove High, Wheeling High, Rolling Meadows High and John Hersey High, with Prospect acting as the
primary High School in the Village), together educating several thousand K-12 students. School -aged children (5-17) make up
roughly 20-25% of the population (about 17.7% aged 5-19), with another 6.3% under age five poised to enter kindergarten. At
the post -secondary level, around 28% of 18-24-year-olds from Mount Prospect attend nearby colleges —many at Harper or
Oakton—reflecting a strong continuing -education presence among young adults.
MOUNT PROSPECT 2040 1 Existing Conditions Report
15
Page 109 of 164
Q LAND USE & ZONING
This section examines Mount Prospect's existing land use and development patterns to generate an understanding of the
Village's existing built form. The information presented in this section will serve as a guide for future land use planning in the
comprehensive plan.
Existing land use in Mount Prospect was documented through April 2025 aerial imagery, field research and supplemented
with data from the CMAP 2018 Land Use Inventory. All parcels within the Village have been classified into one of the
designated land use categories.
SINGLE—FAMILY DETACHED
Single-family homes on individual lots with private yards. This
low -density use is the most common in Mount Prospect.
Allows a mix of retail, services, offices, and apartments in
walkable, pedestrian -scaled areas connected to surrounding
neighborhoods.
Townhomes, duplexes, and rowhomes with shared walls and
private entrances. These medium -density homes fill the gap
Supports car -oriented retail and services along major roads,
between single-family and multifamily housing.
including strip malls, big -box stores, and gas stations, with a
focus on vehicle access, visibility, and ample parking.
MULTIFAMILY RESIDENTIAL
INDUSTRIAL
Apartment and condo buildings with three or more units, often
with shared amenities like parking or laundry. Several legacy
Support uses from small-scale manufacturing to large
multifamily buildings exist along major corridors in the Village.
distribution facilities, typically near major roads or freight
corridors.
Buildings and sites used by government, educational,
religious, or nonprofit organizations, such as schools, libraries,
community centers, and places of worship.
Support jobs in professional, medical, and administrative
services, typically in low to mid -rise buildings geared toward
daytime activity.
Includes public or private land preserved for recreation,
conservation, orstormwater management. Includes parks,
trails, natural areas, and open green spaces.
Land used for essential infrastructure such as power lines,
substations, water and sewer facilities, and communication
towers. These areas support public services and operations.
Corridors and facilities that support the movement of people
and goods, including rail lines, major roadways, and transit
infrastructure.
Parcels with no active use or permanent structures. These
sites may be undeveloped, underutilized, or awaiting future
development.
Existing Conditions Report I MOUNT PROSPECT 2040
Page 110 of 164
ymengff ,II/ --------------
@,,,
�� I11�11�JJJJJJJJJmul
E Kensi
IIIIII
4-J
4-J
jig /z IN
1 77 --------------
SS4
55 "Elk
3 W. Central Rd II1111 aaaa
E. Central Rd
F']
Camp McDonald Rd` CE
to r 2
E. Euclid Ave
BONN.;
M
Y7,yn/
Downtown, Mount Prospect
6?
W. Linc*olnSt `----,----------e�`�,ry� �
,1 W. Lonnquist MONP
r� � W. Golf Rd� *. r
4A�
Single Family Detached
Single FamilyAttached
Multifamily
Institutional
= office
INS Parks & open space
ones&
0 "/, 4, 1/2 1 Wes
L-L-L—L-L-L-L-L4age 111 of""'T'`6
uuuuuuuu . IVm. ill uuuuuuuui �I
uuuuuuuu°�iilll i uuuuui uuuuui uuuuuuuui
The Village's municipal zoning code, regulates the built environment in Mount Prospect. Detailed descriptions and regulations
for each zoning district are available in the code. A selection of these district descriptions is provided for reference (some
have been abbreviated for clarity).
Intended to accommodate existing single-family residential
development in older, established sections of the Village.
Intended to provide areas for low density, single-family
Y
residential and other compatible uses on standard lots.
Intended to provide areas for low density single family
residential and other uses on compatible large lots.
p g
R-2 ATTACHED SINGLE-FAMILY RESIDENCE
DISTRICT
Intended is to provide areas for limited concentrations of
single-family attached dwellings, such as townhomes.
Intended to provide areas for medium to low density multi-
family residential development and compatible uses.
Intended to provide areas for limited concentrations of
medium to higher density multifamily development.
Intended to provide for office development in areas adjacent
to retail commercial zoning classifications.
Intended to provide shopping and basic needs for persons
residing in adjacent residential areas.
Intended to provide for the needs of a much larger
consumer population with a wider range of uses for daily
shopping. This district is located along major roadways.
Intended to accommodate motorist oriented commercial
activities which may be incompatible with uses encouraged
in other business districts. This district is located along
major roadways.
Y
Includes the Downtown core area. Allows mixed -use transit
oriented commercial, retail, restaurant and office uses.
Intended to provide space for off-street parking.
i
Intended to provide an area suitable for industrial,
manufacturing, warehousing and research facilities that do
not create major nuisance or hazards.
Intended to provide an area suitable for railroads and
associated services
Intended to provide an area for the management, handling
and transfer of solid waste and recycling materials and the
Y g
storage of equipment associated with such use.
Intended to provide for the location of public arks golf
p p p
courses, and other open spaces or resources to serve the
recreational needs of the citizens of the Village.
18
Existing Conditions Report I MOUNT PROSPECT 2040
Page 112 of 164
11
Im
Camp McDonald Rd
R1 2!
E.- Euclid
... ........./rr i1JJii%%%%%%%%%%%All
/'
41
R1
-Ke.......,D
...
nsingtmild Eli
A114,
jille
ee
4-J A
C 0
n A
ra
z L
IN
rigm.
r„ r
- E C. . . ....... - . .... ....... -
B051 40 entraV 'd
oG
LI FIA n A
F%^ Mi
nA
R 1
Lincoln St
4-0
01, gggggg go
g/
-C R1
- a
' E
Lonnquist Blvd,
iomzs/
. . ..... . R
ANS//
.. . .......
W, Golf. Rd
RA
ME ZONING DISTRICTS
HIM
W,
RA B I
" w Dempist r St"
o
R I B3
10P,
R2 B4
CWU A,
lllll
�I
0
14 y W, R3 B5
12
R4 B5C
%,, RX PI
rrr RX-1,
Ris
. . . . . . . . . .. . . . . . . . . .
W.-Central PA
CR
1/2 1 Wes
L—L—L—L—L—L—L—L4age 113 of Is, )-6
Q TRANSPORTATION & MOBILITY
A balanced, efficient, and well-connected transportation system is essential for providing residents with access to goods,
services, and community resources in Mount Prospect. The Village's transportation network includes roadways, regional
public transit services, pedestrian facilities, and a growing bicycle network. This section outlines the existing transportation
system in Mount Prospect, covering its roadway network, public transit services, and accommodations for pedestrians and
cyclists.
JURISDICTION
Road jurisdiction is a key aspect of comprehensive planning,
as it determines which level of government —local, county,
state, or federal —is responsible for planning, developing,
maintaining, and regulating roads in the community.
Effective coordination among these authorities ensures
that road improvements are strategically implemented. In
Mount Prospect, major travel corridors such as U.S. Route 12
and Illinois Route 83 fall under the jurisdiction of the Illinois
Department of Transportation (IDOT), while other important
arterials are managed by local or county agencies. The
Village controls the local neighborhood streets, ensuring
that improvements directly address the needs of Mount
Prospect residents.
0j11111111
' e Ilp "I10° ofAl i��ii �s t' i����ii ���!'IIII� ����� uV °"" �u"�opI ������ �"11V'11l ���� ��t�
c
Existing Conditions Report I MOUNT PROSPECT 2040
Page 114 of 164
4-J
Qj
CL
0
CL
4 z
144
W."'Central
W. Lincolln St
4-J
. ..... .. .. .
. . .... ..
W, Loinnquist BlvdE
, ULJ
G, 0 If Rd
WmCie mpsterStam
QJ
0*
E ))l{sO kton'St
a
I..
on,
4—
anville'16�
1
Centra I Rd r . ..................nnnnn
010�
16,41,
0, Ise,
ROAD JURISDICTION
.............. ---.
Federal Interstate
aiaiiiaiii State of Illinois
Cook County
Village of Mount Prospect
0 4 I Mdes 10 �j
...........................................III .......................................... I ........................................... I ............................... .......... I .......................................... I ........................................... I .................................. N1111% 0"
�age 115 of 1-64
mill I uuuuuVll pp IIIIIIIIIIII uuumum, a IIII� uuuuuuuuuul
� uumiii°luu pug
All roadways in Mount Prospect are classified according to the Village's Municipal Code, which assigns designations based on
the roadway's intended use and level of service. These classifications are as follows:
Interstates are high-speed roadways designed for
long-distance travel that provide high levels of mobility
with limited direct land access. They connect major
activity centers, employment hubs, and other important
destinations. In Mount Prospect, 1-90 connects the Village
with the regional and national transportation network.
ARTERIAL ROADS
Arterials carry the highest volumes of traffic and are
designed for longer -distance travel with limited access
points. They prioritize mobility over direct land access and
often serve commercial and regional travel needs. In Mount
Prospect, examples include U.S. Route 12 (Rand Road) and
Elmhurst Road, which connect key destinations within and
beyond the Village.
Collectors serve as links between arterials and local streets,
balancing traffic flow with property access. They support
moderate travel speeds and typically run through residential
and commercial areas. Roads like West Lonnquist Boulevard
and other mid -level corridors in Mount Prospect function as
collectors, channeling local traffic toward major routes.
Local streets are intended to connect neighborhoods to
the broader roadway network. They typically experience
low traffic volumes and have lower speed limits. These
streets are designed with safety in mind, often featuring
sidewalks, on -street parking, and pedestrian -friendly
features, providing a safe environment for residents and
their children. Mount Prospect has an extensive network
of local streets that contribute to the community's overall
quality of life.
22
Existing Conditions Report I MOUNT PROSPECT 2040
Page 116 of 164
MEMO
�WmDe psterStam
QJ
.......................
Camip Mcb"O"nald Rd
E.,,4 E'u c 11 i d Ave mm"
0 �/4 I Mdes
...........................................III .......................................... I ........................................... I ............................... .......... I .......................................... I ........................................... I ..................................
�age 117 of 1-64
AC
uuuuuuuuuui uuumuuu °ipl uuuuu mpIVu� uuuuui
Active transportation refers to non -vehicular travel, such as bicycling, skateboarding, running, jogging, walking and using
public transportation. Benefits of active transportation include a healthier population and reduced emissions resulting from
fewer total vehicle miles traveled.
There is pedestrian infrastructure throughout Mount
Prospect, however there are some gaps. Historically,
when new neighborhoods were developed or annexed,
sidewalks and other pedestrian amenities were not always
mandated, leaving these decisions largely to developers
based on market demands. While pedestrian facilities are
located throughout many commercial and nonresidential
areas, several gaps still exist that hinder safe navigation
throughout the Village. Enhancing sidewalk connectivity is
a key priority in multiple planning documents, with planned
investments in capital improvements aimed at bridging
these gaps and improving safety.
Bicycle infrastructure in Mount Prospect has grown
significantly in recent years and is now in a mid -stage of
development. The Village maintains approximately 28 miles
of signed bike routes and has implemented marked bike
lanes and sharrows on several streets. While there are still
no fully protected on -street bike facilities, progress has
been made in expanding connections. In 2024, a shared
use path was completed along a portion of Rand Road, and
additional shared use paths are planned within the next
two years along sections of Rand, Busse, Algonquin, and
Kensington. The community also features multiple off-
street recreational trails, which currently see greater use for
leisure than for daily transportation.
The recently completed Arterial Bike Network Study
provides a detailed inventory of existing bicycle facilities —
covering sidewalks, bike lanes, signage, lighting, land uses,
traffic counts, transit stops, and crash history —across
fourteen of the Village's main arterial roads. By coordinating
with IDOT, Cook County, Pace, Metra, and Union Pacific
Railroad, the study identifies key connectivity gaps between
neighborhoods, schools, parks, and transit hubs. It also
offers phased recommendations, cost estimates, and
funding strategies to guide future improvements, with a
focus on building a more connected and accessible bicycle
network.
In Mount Prospect, public transportation options are
somewhat limited but do provide important regional
connections. Several Pace Bus Routes operate around the
Village. These lines link residents to nearby communities
as well as the Mount Prospect Metra station on the Union
Pacific Northwest Line. From this station, commuters can
easily access Downtown Chicago and surrounding suburbs.
Further, a nearby Park & Ride facility offers an alternative
way to reach Downtown Chicago. Commuters can take bus
routes from the facility that connect directly to the city
center, providing a convenient option for those who prefer
to combine driving with public transit.
Additionally, the Mount Prospect Transit Study is
underway as of this writing. It will provide a detailed
inventory of existing village -wide transit services,
including documenting current Pace bus routes and Metra
connections, mapping service areas and schedules, and
pinpointing coverage gaps using both spatial analysis
and rider feedback. Community input, including closed
focus groups at senior living facilities, an open workshop
at the Community Connections Center on February 26,
2025, an online survey, and an interactive mapping tool, is
summarized to establish a baseline understanding of transit
accessibility and performance.
24
Existing Conditions Report I MOUNT PROSPECT 2040
Page 118 of 164
mwa t
110 i,a lm
i
fi . /
V rrr/
J
0*1
Ln e
ir
f
f J
i r
/
/
r
/
r
r
r r
r /,
r
r
r / /
i i
/
r
/r
c, ,.v r„ r (,.., l
r
qgg
rr
Rd
/ i( F Yr
go
Cen �I
/ '4
W/ //�/M&
1,694
i r /
r / /
/
/ r
i
/
r /
o /„/
// errDID 11
/ r l /
a / a
/ / r
/
r /
f l
l
J
l iii
/lily r
„r
ON
Jill
Itlron r -,.. ..
Sri/rv/iii/ aii�%�%/i%r p//r/; /// e„ icccccccccrri f/ J/r
AT
UU IU�IUIIUIUIUI� llllllllllluul ' ''a 1 0 IF qvv/ ' Ca m P M C Db a d Rd ; taC
,rrrr,
r 1
i
a lop] /icrarr ra/
.)
Erruci/i/ii/r„.r„�du% /a�f 1Ar
/JJVi e/ /r/JJ"E
la /%%
%%%/ r /JJrJii .
/ i
., ter, r
,,,,,ail:
�
�
/
/ 1,
rriii�riai/%%�
o /, r iii::,%///////iiJ r'r
� „„�/,r rii „r�Jli/
i,,,
,, ,, / 1.. r ..
�/�" �'�y �`'' ,,,iii/„�,,,,,ra aoiiiiiiaiiaiiaiiaiiaiiaiioiiiiiia�i
j� e 1 1 �7 r roa/ ri r „viaaiaia,,, /iii, viaiucf// ,;iiaav)) ///!oirrrrn ,,,ic/
slit
r v /
IM-
61
rMvl G
o;
o%s
,/
rJill / r////! J%/ % r r 0 f 1
f r/� //p �y t � �� r rr
iF{� r
ri/ rii/// r/ 1
rrr
r f
/
/ l
NEW
oil. rrr / I r rr . %/ 0= JI
,,, 1
ra
�;. j /✓/%///////iii ,u�r%///// ;
/
o,
/
[ [ oo
/ r
/ /, f rrr,rr/
/ / r, ,,,,, ,,,, / ..r ,,, rrr , iiciiiii��✓,
r. /. / ii
// /i,, ar ,aiii�//%i,,,,, /%%/%%�„riaa , ,�„i/J,r>iii�%%///��:,<Y" / rr„ / to//�//� ✓/
r
/ / r
I / /
/ r / r o/
/ / I ri
/ / ai , /
i
f
r/ /
riri,r/r%///c!/%!%//��ia/ , ii%//�� ri , .a r .J///ri i ///////�
o
f
mm
loll
44
r
�r
r ?�//j//ii � I/,�/iii/ � �� • / / , , ; ,'„ j i®
/
1
/r
%<
�a
/ 1
mew /
F
/ ff
IJill / / 1
I
/ Wtlau
/ r
1
r / ///��r��l%//ii/%G////////��/ice%/ /i)i,/iii%//�% r.. + `- " ai%///%%%/�//// ✓i r q/ ///%
,
r r /
/ r
/. r
r r
l
/
/
a.it
,,, it
l / r 1
v / J /
i
/
r r /
1, ra i
i
/ r I f
I..
II .,. , .,, I / a� I2����rrr,rmH �� "- % , ., _ �/'► �. � III mmu
,
u
/.m;, /rii v , � ✓i/ / / /„ „via///. ���� ii ,,,,. l )
ill
r;
i
r
a.
/ /
t
ure %€ /,/,/ .✓!: //i�'. ii:.,////r/r �ir �.�"„ �'%,.-��� /1/r %i .., J// I.... � it
,III
r
'%f,, r r ,
=,a l , ii J it ,, ,, ,,,,, r ✓ %////// � If
iiif€
/
i
i r o:; o
;;'n' l! � r / / ii% 1✓ ss r /G.���,�/// Jl%%����ij�j/r/r%/�� ' r/ �/. rii;
n n;
i r, �„I /
/ ,...,. ; f, i.. ,l„ /
tr: '� € ti //r Jii...v, �/
„r.: ra IIO I / l I �(/�,,,, ,/,//
N ,v Golf, c';/, �; ;; r ;„; r 8
/
J � J
n%
/
ass
ass
ass
r / /
f /
i
/%
//
/i /
/
1
' IJ / a/// �%////%/// of f r V l / � ri fii/ i///, � ✓9„1%///ACTIVE TRANSPOR ON
AIAP
/
J
�/fir
� j Ope�/y.. Metro
^/�"�/y*/^'y Lines
(/�'''"�/+''y"��
117
o/oce
J l/r / /!
riGr Dd.lr/ia%/
of / /i /////r rrrroirar/ U /%voii0/ r l i//1 / .,�
mm / i'r iar - /ia�/vf ri / mmO / , rii
//i J J / �/
rill ri Sidewalk Metro i mow/
J rrrr/i/i dI'rr/ ram"
irii%///a/�i i/ iiii r //ill
rill rr ///%//r / / J
1 r/ r 'r r � oiiir J
ns
rlr f% F ' /ioiioiioiioiioiioiioiioo i /Street / Route QQ @R IQG IVl IQQ . Pace 4 4w. Bus s Routes
1 r r �hy, ri/ r arm'
4""' r lrr /��// ,� 1 lei (�f
/i rit a r� � //r 1
V 's /,.rrr, lr r, 4i.��. %i„r
+//�"^'�� u
Bike
u� enim wuvus t� ira ,� 7m� au»n ox�� ,a
yr �mu�� gy
1 Off
i Pace
�" � �W� "� � N?wl �� ��� � ndW �� ilQl "z N�rc,�� �
IN a6 q
V V Y 4t�xrn
/M�, ,icii IA f
�"t2 @s - d d ) f d
i,
r// r' l/lr/l/r/%
/:
is..///m/1ry r, IIII °"t 22w'' 0 y'i kt ) -1, s t,.
i [a 3 41 sr u y/ q a
.a
oaton,Stj11111111l11
223 v6, NASt(
t
a
-Vu�yYMt. �!�r„ aui 641 vi „N '
W .,„,�
Wes„
ME
`10
age 119 of 4
Q COMMUNITY FACILITIES
Community facilities and services are designed to support a high quality of life for Mount Prospect residents. These services
are primarily provided by the Village, supplemented by public and semi-public partner organizations and other local service
providers. As part of the Comprehensive Plan, an inventory of service providers was completed, focusing on key areas such
as local government, emergency services, education, and healthcare.
The Village of Mount Prospect operates under a Mayor/Trustee form of government. The Mayor is elected to a four-year term,
presides over board meetings, and executes official documents, serving as the chief administrative officer of the Village. The
Village Board of Trustees, composed of elected members serving staggered four-year terms, works with the Mayor to form
the governing body. Together, they enact ordinances, manage municipal finances, levy taxes, set policies for Village services
and procedures, and oversee all governmental functions. Village Administrative Departments are essential to the effective
functioning and governance of Mount Prospect. This section provides an overview of the key departments that work together
to deliver services and support the community's quality of life.
The Village Manager's Office is responsible for overseeing the
daily operations of Mount Prospect. It coordinates efforts
across departments, implements policies set by the Village
Board and provides strategic leadership to ensure efficient
- p g p
and effective service delivery.
The Finance Department manages the Village's fiscal
resources. It is responsible for budgeting, accounting,
revenue collection, and financial reporting, ensuring that
funds are used effectively.
The Public Works Department oversees the maintenance and
improvement of the Village's infrastructure, including streets,
utilities, and public spaces. It is tasked with managing capital
projects, ensuring safe and efficient transportation networks,
and maintaining environmental services.
The Human Services Department provides a range of social
services and community programs to support vulnerable
populations. It works to ensure that residents have access
to essential support, resources, and opportunities that
contribute to their well-being. Human Services offers
services in Village Hall, as well as at the Community
Connections Center in South Mount Prospect.
The Community Development Department is comprised of
two different divisions:
E C ii: P� i,I w 11111 CDtiiIII''I"'"EI V1111 III/ Tip III III '
The Economic Development, Planning & Zoning division
of the Community Development Department oversees
land use planning, zoning, economic development, and
housing initiatives to support sustainable growth and
neighborhood revitalization. It partners with developers and
local businesses to facilitate mixed -use projects, retain small
businesses, and target key areas for infill and redevelopment.
The Building & Inspection Services enforces construction
and occupancy standards by reviewing permits, examining
plans, and conducting inspections. This ensures public
safety and code compliance while tracking permit volumes
and common enforcement challenges to streamline
processes.
0
Existing Conditions Report I MOUNT PROSPECT 2040
Page 120 of 164
uuumll� uuuuuu uumuuu IIII� � uuumuum uuuluu "'llpp
uuum Vuv uuuuuu uuuuuuu
This section outlines the essential services dedicated to ensuring the safety and well-being of Mount Prospect's residents.
The Mount Prospect Police Department includes full-
time officers and civilian staff across divisions such
as Administration, Patrol, and Support Services. The
department is CALEA-accredited and has added units like
a Drug Task Force and Tactical Unit to address emerging
public safety concerns and strengthen interagency
coordination.
The Mount Prospect Fire Department provides fire
protection and emergency medical services from multiple
stations throughout the Village. Investments in equipment
and training help ensure timely, effective response to
emergencies across the community.
"'Iliillllllll RIIIIIIIIIII IS1111111111111111111111
iiii IIIIII
IIIIIIIIIII IIIIIIIIIII IIIIIIIIIII IIIIIIIIIII
Mount Prospect is home to a diverse range of religious
institutions that provide spaces for worship, education,
and community programs. Christian congregations include
Catholic parishes such as St. Emily, St. Raymond de
Penafort, and St. Thomas Becket, as well as Protestant and
non -denominational churches like Trinity United Methodist,
St. Paul Lutheran, and Northwest Covenant Church. The
Muslim community is served by the Islamic Society of
Midwest and Faizan E Madina Islamic Cultural Center (also
known as the Mount Prospect Cultural Center, located at
960 Northwest Highway), as well as the Turkish American
Chamber of Commerce. While Mount Prospect has limited
Jewish congregations, nearby communities offer access to
synagogues and other places of worship. Together, these
represent only a portion of the diverse religious facilities
serving the community.
Plaint Pa"), Spiir P(`)1ice1 ar )d Firs
w m� L ill I hiIIII ro Chi lr fu ) and Pry II °
MOUNT PROSPECT 2040 1 Existing Conditions Report
27
Page 121 of 164
uuuuuuuu uuumuul uuuui� ICI "'�IIIIIIIII Illui""
Education in Mount Prospect is supported by several public school districts offering quality instruction from early childhood
through high school. Multiple elementary, middle, and high schools serve the community, ensuring a range of academic
programs and resources for students.
Grade schools in Mount Prospect provide foundational
High schools in and around Mount Prospect offer
education to young learners, fostering academic growth and comprehensive academic and extracurricular programs
social development in a supportive environment. designed to prepare students for post -secondary
education and career success. They provide opportunities
Grade Schools include: for advanced placement, technical training, and college
readiness. Prospect High School is the primary high school
• Euclid Elementary School for Mount Prospect residents and is critical to the quality of
• Fairview Elementary School life in the community. An overview of the school follows.
• Forest View Elementary School
• Frost Elementary School (Aspen) IIII Illlh°°°°°°i IIIII Illh°°°°°°IIIII Illh IIIII
• Indian Grove Elementary School
• John Jay Elementary School
• Lions Park Elementary School
• Robert Frost Elementary School (Cypress)
• Westbrook School
Middle schools serve as a bridge between elementary and
high school education, offering programs that support both
academic and personal development during the transitional
adolescent years.
Middle Schools include:
• Holmes Middle School
• Lincoln Middle School
• River Trails Middle School
Prospect High School, located at 801 W. Kensington Road,
is a public secondary school serving grades 9-12.Originally
opened in 1957, the school today enrolls approximately
2,100 students from Mount Prospect, Arlington Heights, and
nearby communities. The campus occupies approximately
30 acres and includes a main academic building, athletic
fields, a stadium, and parking areas.
Prospect is known for its strong academic programs,
extensive extracurricular offerings, and competitive athletic
teams. Recent facility upgrades have focused on improving
classroom technology, athletic amenities, and building
systems.
In addition to the numerous schools, the Mount Prospect
Public Library (MPPL) is a cornerstone of Village education
and community life, providing resources, programs, and
services that support enrichment, and connection for
residents of all ages. Each year, the Library circulates over
1 million items and welcomes more than 350,000 visitors
through its doors. Over 30,000 residents (more than half of
the community) hold an MPPL library card.
Additionally, MPPL offers a wide range of programs,
including early literacy initiatives, cultural events,
technology training, and lifelong learning opportunities.
These services help the Library support academic success
as well as creativity and community connection.
28
Existing Conditions Report I MOUNT PROSPECT 2040
Page 122 of 164
S
E
. . . . ...... ... . ........
51
. . .................................
..........
E.,' Ken 51 ngto n Rd .......... 4-
111111411/1 -6
4191
"Ibil
HIV �m
"Ilk A11110
IiJP
0.
dU
4-J
4-J
C
iit
it
it
it
it
it
it
it
it
it
it
t
o it
.................
...................
'a ............-W""Central Rd EQ- Central: Rd 'F/a
0,0,
I`?h. El
incoln St IS-t
IN, MEN
M141110
I ............................. /0's
4-J
/,/////�//////////////�f�,r, /� 1, r//°r � ,
. . . . . .. .. .
E
W. Lonnquist Blycl�.,
5g
5 Bill
..........
...........
............ ........... I ............. ..............
W. Golf- Rd ---------
Qj
vg
Camp McDonald Rd
0 2!
0
E Euclid -Ave''",/
0 CCC
COMMUNITY FACILITIES
....................................
John Jay Elementary School
'Dempster St
Frost Elementary School
Drive)
CU
(Cypress
Fire Department Station 12
. . . . . .
4*0
y W,
Forest View Elementary School
& Holmes Middle School
IfIfffiff . ......
Public Works HQ
0 Westbrook Elementary School
Lincoln Middle School
Lions Park Elementary School
Village Hall
Mount Prospect Public Library
Fairview Elementary School
Prospect High School
Fire Department Station 13
Police Department HQ
Euclid Elementary School
River Trails Middle School
Fire Department Station 14
18
Indian Grove Elementary
Schoo19 l
Frost Elementary School
(Aspen Drive)
►Fire Station I I
Community Connections Center
0 Religious Institutions
0 1/4 1/2 1 Wes
L-L-L-L-L-L-L-L4age 123 of )-6
41)1 PARKS & ENVIRONMENT
Mount Prospect benefits from quality parks and open space that enhance residents' quality of life and attract visitors. The
Village is responsible for maintaining most of its green spaces, and an inventory of park supply, along with environmental
considerations, has been completed as part of the Comprehensive Plan process.
The parks in the Village are managed by the Mt. Prospect Park District and the River Trails Park District (residents also
have access to surrounding park districts, however they are not the focus of the M P2040 Comprehensive Plan). These
organizations oversee more than 60 acres of parkland distributed across multiple locations within the Village. For example,
the largest park in the Village, Melas Park, includes amenities such as sports fields, playgrounds, and picnic pavilions.
Additionally, a discussion of flooding and stormwater management is included in this section.
oiiium� IIuuIV�l IIVuI. II uuuuVl uuuuuuu III
In addition to the number of parks, their location is critical for
ensuring adequate service across the community. An analysis
measuring the distance from residential parcels to park
facilities finds that approximately:
• 82% of residential parcels are located within a 1/4
mile walk ofa park
• 97% of residential parcels are within a 1/2 mile walk
of a park
• 3% of residential parcels are more than a 1/2 mile
from a park*
The Comprehensive Plan can explore opportunities to expand
park access and enhance existing green spaces to better serve
all residents of Mount Prospect.
'Please note some residents may have access to parks in nearby
municipalities, but those facilities are outside the scope of this planning
process.
Community parks in Mount Prospect are larger parks that
serve multiple neighborhoods and provide a broad range of
recreational opportunities and amenities. These parks are
designed to support both organized sports and informal
activities, and often include facilities that attract users from
across the Village. With features such as athletic fields, walking
paths, playgrounds, aquatic centers, and event spaces,
community parks accommodate a variety residents.
Mount Prospect's community parks include:
• Location:1500 W. Central Rd.
• Acreage: 70 acres
• Amenities: Athletic fields, Canine Commons Dog Park,
concessions, 5 football fields
• Location:1401 W. Gregory St.
• Acreage:15 acres
• Amenities: Aquatic Center, Baseball Fields
• Location: Dempster St. & Linneman Rd. (including
ComEd ROW)
• Acreage: 25.5 acres
• Amenities: 2 ball diamonds, %-mile walking path,
playground
IIIII IIIII """"""" IIII i IIII IIIII IIII'' IIII' "'IIIII IIIII IIIII' IIII IIIIIC
• Location: 411 S. Maple St.
• Acreage: 20.5 acres
• Amenities: 2 lighted ball diamonds, 8 tennis courts,
Veterans Memorial, bandshell, playgrounds, surf pool
IIIII.IIIII�IIII IIIII IIII iIIIIIi IIII IIII
• Location:1717 W. Lonnquist Blvd.
Acreage: 23 acres
Amenities: Playground, %-mile walking path, lake,
seasonal restrooms
IIIIC° i IIIIC° Illf°°°'IIIII°°61m. IIII IIII IIIII
• Location:1500 E Euclid Ave.
• Acreage: 46.7 acres
• Amenities: Playground, Skate Park, Sports Courts
all
Existing Conditions Report I MOUNT PROSPECT 2040
Page 124 of 164
Neighborhood parks in Mount Prospect provide space for
both passive and active recreation and are designed to
serve residents within surrounding neighborhoods. These
parks function as local gathering places and typically
range in size from one acre to 14 acres. While each park
varies in character, most offer mix of amenities such
as playgrounds, picnic areas, ball fields, athletic courts,
open green space, walking paths, and shelters. Intended
to support a variety of ages and activities, these spaces
often concentrate recreational features within a compact
footprint.
Mount Prospect's neighborhood parks include:
• Aspen Trails Park
• Bluett Park
• Burning Bush Trails Park
• Busse Park
• Countryside Park
• Devonshire Park
• Emerson Park
• Fairview Park
• Gregory Park
• Hill St Park
• Maple Trails Park
• Owen Park
• Prospect Meadows Park
• Robert Frost Park
• Sunrise Park
• Sunset Park
• Sycamore Trails Park
• Tamarack Trails Park
• We -Go Park
• Weller Creek Park
• Westbrook School Park
Mini parks are small parks or outdoor spaces designed
for public leisure. They often take the form of plazas,
courtyards, or landscaped areas with seating, public art,
or other features that encourage community gathering. In
Mount Prospect, several mini parks enhance the community,
providing accessible green spaces and opportunities for
informal recreation. These parks often include amenities
such as seating areas, gardens, and public art.
Mount Prospect's mini parks include the following:
• Centennial Green
• Evergreen Trails Park
• Meyn Busse Park
• Tamarack Park
• Village Green
MOUNT PROSPECT 2040 1 Existing Conditions Report
31
Page 125 of 164
i
Mount Prospect offers a variety of recreation and fitness
centers that provide indoor spaces for health, wellness,
and year-round physical activity. These facilities serve
as hubs for fitness programs, sports leagues, aquatics,
and community events. From full -service fitness centers
to specialized sports and aquatic facilities, these venues
support residents of all ages and abilities.
Major recreation and fitness centers in Mount Prospect
include:
1IIIlIIIIII IIIII ,III, I..„„M II II l �II IIi
lol
IIIII( (IIIII:
• Location:1000 W. Central Rd.
• Amenities: Youth gymnasium, fitness center, indoor
turf, mens and womens locker rooms, preschool
classroom, rental spaces, NWSRA Pursuit Program
Location: 420 W. Dempster St.
Amenities: Triple -court gymnasium,1/10-mile indoor
track 25- and 8-lane indoor pool with tot ool fitness
center with cardio and strengthequipment p separate
free weight room fitness studios, ace studiearl
childhood and youth room lockerooms rentals aces
Y - - p
IIIII IIIII0 III IIIIIIi " "I"IID III1°IIIIIIi II�IIIIIIIi
• Location: 411 S. Maple St.
Amenities: Full -court gymnasium, dance studios,
multipurpose room, preschool classrooms, small
meeting room, stage, Veterans Memorial Bandshell.
A 2024 referendum passed that will result in the
improvement of this space.
umuu umm uumm m� ImmoIIlli� Ipmim �puuuuu 1 uum (IIIII llpuu°00lllllu
h IIIhpIIIII �I�� w Iu, io IIIIIu "IIIOI NIA III m IIIppIu IIIIIp
• Location:1500 E. Euclid Ave.
• Amenities: Preschool rooms, multipurpose spaces,
program classrooms
III��������"'Io°i' ��I � �Iluo' I �n u�������o�ll � IIII � IpIIpI Illlu pu�u����� I
IIIII 3 Illlf°°I,I IIII1°IIIIIIi IIIII IIII1°IIIIIIiIIII IIIII U IIIII i �� Iw� IIII IIIII i IU IIIII Illllli IIIII IIII II IIII IIIII lli i IIIII IIIII
• Location:1313 Burning Bush Ln.
Amenities: Gymnasium, fitness area, activity spaces,
preschool
Aquatic facilities in Mount Prospect offer residents a wide
range of year-round water -based recreation, fitness, and
instructional opportunities. Operated by the Mt. Prospect
Park District and River Trails Park District, these venues
include both indoor and outdoor pools for swimming
lessons, lap swims, open swims, and special events. A
2024 Lions Park referendum approved the removal of the
existing wave pool and the addition of a new splash pad and
community pool. These facilities support aquatic activities
for all ages, from cooling off in summer to training with swim
teams or participating in water fitness classes.
Mount Prospect's primary aquatic facilities include:
„� III �� IIIII uu III�� ���„�,
����������m Ii W)III S A �. o�����u�l I�u�, 'llllpi w.mllli�. �OjIIIIII
• Location:1401 W. Gregory St.
• Amenities: 1-meter diving board, 8-foot drop slide,
8-lane lap pool, spacious zero -depth area, interactive
water attractions, vending machines with tables and
umbrellas, picnic turf area, large bathhouse with two
family changing rooms, private party rental room
III' � � IIII'° III. IIIII'°°°° IIII """"' "IIIII II IIII IIIII IIIII IIII """"" IIIII'°°°° IIII IIIII IIIII IIIII IllsIIIII IIIII IIII IIIII IIIII IIIIII�. IIIIk�I IIIII I������ II� I����I�IIII���I II�
Location: 411 S. Maple St.
Amenities: Wave pool with 3-foot cresting waves, zero -
depth entry, picnic areas concessions note: this pool is
p Y. p - C
part of the referendum project and will be updated with
a multi -purpose pool).
111 "� Illlf IIIIIA III IIIIIII1 IIIIf Illf IIIII III
• Location:1500 E. Euclid Ave.
• Amenities: Outdoor pool with water play elements
I����� III���
IIIIIII''i° IIIIIII IIIIIIIIIIIIIi i Illlf°°° IIIf IIIII Illlf°°°° IIII'„IIII i IIIII Illlf°°° I1 IIIII IIII'3
• Location: 600 See-Gwun Ave.
• Amenities:18-hole public golf course, over 25,000 sq.
ft. of practice greens, bent grass driving range
WJ
Existing Conditions Report I MOUNT PROSPECT 2040
Page 126 of 164
.ate,
Wedgewood Park
Eveween
Trails Park p
g
III III �� rt �u� �� �Ww,w � �Yr�,auulwuvr�x�
"P1JIWeJd u1WUl'pW to
laps pyW�m°w" '.
Hi'll Maple
111,
ils
Park Park
»�rt�
l�
d
I�
IIV�III
Trail Park
ulru A n'rp�„w
'Wm�u1111uuW�wueW.ux^ � ,w " �"�mw,,�
�,uouaoouuu °;"w,; VIOM +P, MM=Wm%%, `,%
ng
I
ulu �uulluuuullll���� hu��ll � � �
P �fVUpuIUIIVIuuU
)"I'l I1 Trails Park
UI� �of
� � f
1 �
Hllu ' u��l�r uw1uW
mlulm ou; munrl
4 t
y,1 ,Sycamore T��arack
v.�
III1IIII I
Trail
JJI"'M �i �illlullmllli rrrrrrr , 1
IIII roup�Jlll �l1JIJJ)�� ilJl
l
l
irview Park 11,11
UII"III � �I�1DU�II
Park
Centennial Park
�UU Ilumlr y„IIIIIIIIIIIII s
Utl L U �oV 'm^"" ""tiWbllWA WW'1A�'IU.✓If.„ 11� pVark
�9ulUIpW�U �rt n�Vu, ,w, fFVI� V�I V�p� UlOU� ;qua
.
'I 3 II Park
���n ��
06,
�Walu�
t
°Iu
ilipaill
1 � �y� � ,IIIONn�
Poicket ParkIf �.
mnm�uu� ��g
"qr^ o "
w I�IN
IF @gam ' q
U I
10.N�'�UlllllU�yi% �/.
I�f
/i
Vllll�o
u w WU �, o��d�Ji Y J2 .+y�N�N, � � �OIIIVIIIOOUIII
,�1000 �Ummmm�ul '�Mp�
r
III
WTI
pqw 4VIVIOIVIV
�
�A
�yY
uuiuouiuuui
Flu
o9'
4111"
6? gyp, �
p
'W7"`evv*c;
��IIIIIIIIIIII���I
,il� Full
f
Clea arkSi
Park
S�
ouumuuum
VUV�uUUUU�uuuauuUO�Dlluuiuu
��III �
- mwmnuxmNMIMFl
Ctr3i"I'de. Park "
D1ND � 1 y//�/I � i k1G.
rtuaii mory .waryNf v�� 4�'�uWW IpµPo11UMp11 � m�
^fir rt „
a' V�p � rt�
nd� mW uu�,u
amarak Park
flolo�„�r Iti���ffrD,
oI ark
f�
�.� Frost
POP
0000000000
���IIIIIIII
Redwood Park F
NN....
JOIN)
f
i
WII�ORR
i
r I I FA fill W 4 1 &1 Wit
112 Mile from a Park
Residential
112 Mile from a Park
4 I M des 10 �j
III II II II II Iq N1111% 0
age 127 of 1-64
uuuuum III pll uuuuu IIIIIIIIII plllllm
Flooding remains a recurring concern in several areas of Mount Prospect, affecting residents, businesses, and infrastructure.
While flood risks are not unique to the Village, local topography, historic development patterns, and the age of the stormwater
system contribute to vulnerabilities that merit closer evaluation. Understanding existing conditions, including the extent of
mapped floodplains, drainage capacity, and past investment, provides important context for future planning efforts.
Mount Prospect, like many suburban communities,
experiences localized flooding due to a combination
of topographic conditions, aging infrastructure, and
development patterns that predate modern stormwater
standards. Intense rainfall events can overwhelm the
storm sewer system, leading to street flooding, basement
backups, and impacts to public and private property. These
issues are most commonly reported in low-lying areas or
neighborhoods with limited drainage capacity.
Flood hazard areas in Mount Prospect have been delineated
by the Federal Emergency Management Agency (FEMA) and
are shown on the adjacent map. These include regulatory
floodways,1% annual chance floodplains (commonly
referred to as 100-year floodplains), and 0.2% annual
chance floodplains (500-year floodplains). Flood zones
are primarily concentrated along the Village's southern
edge near Weller Creek and along several creek corridors
that cross the community. Additional areas with flood risk
appear throughout the central and northern parts of the
Village, including portions of residential neighborhoods and
commercial districts.
Stormwater management in Mount Prospect is overseen
by multiple agencies, including the Village, the Metropolitan
Water Reclamation District of Greater Chicago (MWRD),
and various drainage districts. In recent years, Village
plans and capital improvements have incorporated
sustainable stormwater practices, including green
infrastructure elements aimed at reducing runoff and
improving water quality. Recent projects include levee and
pumping station improvements, Burning Bush Trails Park
Drainage Improvements, and Aspen Trails Park Drainage
Improvements, all aimed at increasing system capacity and
reducing flood risk.
k/16fler °Free spec
Village staff and its stormwater consultant are currently
developing a Stormwater Management Master Plan,
which will build on data from past flooding events, FEMA
mapping, and regional watershed studies to guide future
infrastructure investments and flood mitigation strategies.
This plan will identify priority projects, evaluate funding
options, and outline phased implementation to address both
existing problem areas and anticipated future challenges.
34
Existing Conditions Report I MOUNT PROSPECT 2040
Page 128 of 164
Camp McDonal....... . . . ...... . "' 0
&;,R'd�rctYr
E E u c I i d -A
.-Central Rd
C
Ir
W. Lincoln St
O
. . .................................
...... . - - ------ ...............
E.- Kensington Rd
05
J111
'Iblij
fl as iJ
a Al
e
IN
4-J
................
4-J
C
MEN
ra
Z
eaa
Id E.- Central:
11
4-J
`°!ii% ��//r/ri/�/Oii/�i�,l ���r .,,....,,.,.�,� fly ,,. , �� .. / �iu�� � Nrmi; � µ,a,
�luME
E
W. Lonnquist B v
LLJ
0 allYID rrr%���J t 4 �
r,Jt r ...............
..............
..............
..............
..............
..............
.............
W. Golf -Rd ---------
Qj
Flood Hazard Areas
Regulatory Floodway
W, D e rn p ste rr St
1 Vo Annual Chance Flood Hazard
6 Annual Chance Flood Hazard
CU 0.2%
IPA ace Water
Y W, Surf
SIR, Parks
Source., 0 ""cial Flood Insuronc-e Ral,e Map - creoted 4V the
F�deral Emergency MonqgementAgency (FEMA)
0 1/4 1/2 1 Wes
A
L-L-L-L-L-L-L-L4age 129 of )-6
4 1
KEY CONSIDERATIONS
After reviewing a wide range of existing conditions in the Village of Mount Prospect, several key considerations, issues, and
opportunities have emerged that may inform the planning process. Summaries of each key consideration follow:
An Aging Population That Will Shape Future Service and
Housing Needs
Mount Prospect's median age has steadily increased as
longtime residents "age in place'; resulting in a growing
senior population. The proportion of residents aged 65 and
older is now higher than the county average, and this trend
is expected to continue. Many of these households live in
older single-family homes, which may become less suitable
as physical and family needs change. The Comprehensive
Plan could consider strategies to support aging in place,
such as accessible home design, local transportation
options, and nearby services. It could also evaluate the need
for new senior housing types and even healthcare facilities
to serve this demographic shift. These efforts should
dovetail with the ongoing Aging in Community Action Plan.
A More Diverse Community with Evolving Cultural and
Language Needs
Mount Prospect has experienced steady growth in racial,
ethnic, and linguistic diversity over the past two decades.
The Village is now home to large Hispanic and Asian
populations, and nearly 30% of residents are foreign -born.
Over 40% of households speak a language other than
English at home, with especially high rates of Spanish
and Polish speakers. These trends reflect an exciting,
multicultural community but also highlight the importance
of inclusive community development. The Comprehensive
Plan could consider ways to prioritize accessible public
communication, culturally responsive services, and
opportunities for all residents to engage meaningfully in
civic and community life.
Predominantly Single -Family Housing, High Occupancy,
and Affordability Pressures
Mount Prospect's housing inventory is dominated by owner -
occupied single-family homes and there is little remaining
land for new single-family construction. This has resulted
in high homeownership rates. At the same time, strong
and sustained demand has driven vacancy rates to historic
lows and pushed home values upward. While this stability
benefits many existing homeowners, it has made it more
difficult for renters, first-time buyers, and lower -income
households to find affordable options.
Recent infill efforts, particularly in Downtown, have
added multifamily and rental units, but new development
opportunities are limited, and continued reliance on single-
family housing alone may not be sufficient to meet the
needs of growing and economically diverse population.
The Comprehensive Plan could explore strategies to support
a broader mix of housing types and price points to ensure
that young adults, seniors, and lower -wage workers can
continue to live in the community.
Limited Recent Housing Construction and Aging Stock
Most of Mount Prospect's housing was built between 1940
and 1980, with relatively little new construction in recent
decades. This aging stock may not fully meet current
demands in terms of accessibility, energy efficiency, or
design preferences. While the existing homes support
neighborhood character and stability, reinvestment
and rehabilitation will be increasingly important. The
Comprehensive Plan could identify locations and consider
strategies for infill development, redevelopment, or adaptive
reuse to modernize housing options.
0
Existing Conditions Report I MOUNT PROSPECT 2040
Page 130 of 164
Strong Income Growth and Low Unemployment, But Not
All Residents Share Equally
Mount Prospect enjoys relatively high household incomes,
low unemployment, and a strong labor force. Wages have
grown over the past decade, and a large share of residents
are employed in professional and healthcare sectors.
However, a meaningful portion of the population still faces
economic hardship —especially lower -income households
and seniors on fixed incomes. These disparities underscore
a need to balance economic growth with strategies that
lift up lower -income residents. The Comprehensive Plan
could propose strategies that ensure access to housing,
healthcare, and supportive services for all residents.
Downtown as a Community Anchor with Untapped
Potential
Downtown Mount Prospect has seen notable investment
and revitalization, benefiting from its Metra station,
pedestrian scale, and mix of civic, retail, and residential
uses. Completed development projects have enhanced
its vibrancy, but opportunities remain to increase foot
traffic, support small businesses, and activate vacant or
underutilized parcels. As the Village continues to evolve,
Downtown can serve as a model for walkable, transit -
oriented development, and the Comprehensive Plan could
consider ways to further support housing, events, and
public realm improvements in this key district.
Retail and Industrial Hubs Drive the Local Economy, While South Mount Prospect as a Strategic Growth Area
Many Residents Commute out of the Village for Work
Key economic nodes such as Downtown, Randhurst Village,
South Mount Prospect, and the Kensington Business Center
support local employment in retail, manufacturing, and
logistics. However, Mount Prospect remains a commuter
suburb and a small share of residents work in the Village,
while thousands commute daily to Chicago and other
suburbs. The local economy benefits from inflow workers
and retail spending, but the Comprehensive Plan could
explore ways to attract more employers, support existing
businesses, and increase opportunities for residents to work
closer to home.
Corridor Commercial Areas Facing Competitive
Pressures
Many of Mount Prospect's commercial corridors —such as
Rand Road, Golf Road, and Elmhurst Road —were developed
in a car -oriented, mid-century format. While these are still
important retail areas, some properties are underutilized
and face increasing competition from newer suburban
centers. Updating land use regulations, incentivizing
reinvestment, and exploring mixed -use or residential
conversions could help these areas remain viable and
relevant to changing market conditions. The Comprehensive
Plan could explore strategies to achieve this.
The southern portion of the Village has long-term
development potential due to its available land, industrial
corridors, and recently annexed areas. The 2020 Connect
South Mount Prospect plan outlined a vision for balanced
growth, including new business development, improved
infrastructure, and neighborhood investment. Continued
implementation of this plan will be crucial to attracting
investment, creating jobs, and supporting a more viable
southern district. The Comprehensive Plan could explore
ways to build on the South Mount Prospect Plan.
Strong Regional Connectivity Supporting Economic and
CommuterAccess
Mount Prospect benefits from excellent regional
transportation access, including proximity to Interstate 90,
major arterial corridors like Rand and Elmhurst Roads, and
Metra's Union Pacific Northwest rail line. This connectivity
enhances the Village's attractiveness for employers,
commuters, and shoppers, and supports strong links
to O'Hare International Airport and downtown Chicago.
Maintaining and enhancing these regional connections will
remain important for economic development and continued
integration with the broader metropolitan area.
MOUNT PROSPECT 2040 1 Existing Conditions Report
37
Page 131 of 164
Ongoing Active Transportation Expansion Needed
Despite regional car connections and the Metra line to
Chicago, travel within Mount Prospect presents challenges
for pedestrians, cyclists, and transit users. Sidewalk
networks remain incomplete in some residential areas,
and while the Village now has approximately 30 miles of
signed and marked bike routes —including shared -lane
markings, marked bike lanes, and off-street recreational
trails —connectivity between key destinations such as
parks, schools, and commercial areas is still limited. Pace
bus coverage is also limited, making many destinations
difficult to reach without a car. Continued expansion of
pedestrian and bicycle networks, including closing sidewalk
gaps, extending bike routes, and enhancing intersections,
paired with better integration between walking, biking, and
transit, will be critical to improving safety, accessibility,
and convenience for all users and reducing reliance on
automobiles.The Comprehensive Plan can playa role
in guiding this long-term, phased expansion of active
transportation infrastructure.
Extensive Park Network, with Some Opportunities for
Enhancement
The Village has a robust park system, with most residents
living within a short walk of public green space. Larger
community parks, numerous neighborhood sites, and mini
parks together offer a variety of recreational opportunities.
This strong foundation supports the Village's high quality of
life, but the Comprehensive Plan could still investigate ways
to improve the system, including closing remaining access
gaps, upgrading amenities, and integrating trails and natural
areas. Enhancing the park system also has the potential to
advance health, equity, and environmental goals.
Well -Served by Schools, Safety, and Amenities
Mount Prospect is served by a range of school districts and
service providers, offering quality education, public safety,
and community resources. The Police and Fire Departments
are well-equipped, the Village maintains a dynamic Human
Services Department, and residents have access to a
strong library and numerous recreational offerings. The
Comprehensive Plan could consider demographic shifts,
aging infrastructure, and intergovernmental collaboration to
sustain service quality and adapt to changing needs.
Building on Past Plans' Progress to Guide Future
Development
Mount Prospect 2040 can build on decades of prior
planning work, including the 2017 Envision plan, the 2020
South Mount Prospect plan, and the 2013 Downtown
Implementation Plan. Many goals have been achieved,
especially in Downtown revitalization and South Mount
Prospect annexation. However, key challenges like
housing affordability, south side investment, and corridor
enhancements remain. The planning process could
carry forward successful strategies while adapting to
current conditions, ensuring the plan is both grounded
in community priorities and responsive to emerging
opportunities.
Environmental Resilience and Stormwater Management
Needs
Mount Prospect, like many suburbs, faces persistent
challenges related to localized flooding and aging
stormwater infrastructure. To address these issues, Village
staff and a consultant team are developing a Stormwater
Management Master Plan that evaluates the existing system
and establishes a prioritized program of improvements.
Drawing on past flooding reports, FEMA mapping,
monitoring data, and hydrologic modeling, the plan will
assess system capacity, set service targets, and identify
both traditional and green infrastructure opportunities.
Coordinated with partner agencies such as the MWRD
and local drainage districts, and guided by regulatory
requirements and community input, the plan emphasizes
sustainable strategies to reduce flood risks, improve water
quality, and strengthen long-term resilience. Building on
this effort, the Comprehensive Plan can link stormwater
priorities to land use and transportation planning,
encourage development practices that limit runoff, and
integrate stormwater solutions into parks, streets, and
redevelopment projects to advance both infrastructure and
environmental goals.
38
Existing Conditions Report I MOUNT PROSPECT 2040
Page 132 of 164
Intentionally Blank
Page 133 of 164
Moul it I
MOUNT PRuSPE,cT 20il
m""l Immw E
iiiiiiiiiiiiiiii) qo 111111111111 OWN
i I,? I i i
uuli'
.............................. Al I'l, I I (MrP
IMMUNITY ENGAGEMENT REPORT ,
IIIII "'iIIIIIIIIIII 2026
Page 135 of 164
COmmunity Engagement by the Numbers
665
,I e oo s o i
"I ...........
m 'illl IVpuuuuuuo i
Po4,
ints of Engagement
C'1'l'J
Surve
Rep
j
2*11
Webs
j
0
S lilt
V
S
(U q u e
...............
0
r
rr/
r r
/ . ✓rrr,,. ,,,,,,,,, ///,,,,,,,, rrr rrrrrrrr rrrr %%
rrrrrrrrrrrrrrrrrrrrrrrr rii
mom,,,,,,,,,,
r
r,
r/irrrrrrrr ///
r
r
/r r
i rrrrr���r
r rrr r � rrrrrrrr
r
i
Focus
r /
Groups
Engagement
9
Stat , ions
Page 136 of 164
MOUNT PROSPECT 2040
CONTENTS
TIMELINE................................................................................................................................................ 04
FOCUS GROUPS & KEY STAKEHOLDER INTERVIEWS......................................................................... 06
ENGAGEMENTSTATIONS..................................................................................................................... 10
VISIONING WORKSHOPS...................................................................................................................... 12
COMMUNITYSURVEY........................................................................................................................... 14
PROSPECT HIGH SCHOOL VISIONING WORKSHOP........................................................................... 16
COMMUNITY FEEDBACK...................................................................................................................... 18
Page 137 of 164
TIMELINE
This timeline summarizes the first phase of the planning process, highlighting key milestones, community engagement,
and the progression from early coordination to vision development. Over these months, the planning team met with Village
leadership, attended public events, facilitated workshops, and gathered extensive input from residents, businesses, and
stakeholders. Together, these activities helped build a strong foundation of ideas, insights, and direction that will guide the
next steps of the comprehensive plan.
e oj e a y �I a c ed
witli a WII I a g e IIB o &� d IIId cko fftI i at
e st a b l i s [) e d gc Is, ex p e cta t i ori s,
o v e r a III &ir e mll .''iI ii�i� (""") ii �� e
MAY
uuuuuuuuuuuuuuuuuuuuuu
IF "iu e te a rr ir) atte m," e(,J
n�i n� �jr r'l�l lii ty e ve r "ii s
t [n�'i ro t,.j g h o t �t Ih rr7 e n, )i �x�u�� it 'i �������nu1i1 ��t (:�1u�4
y i
41f ��u� � bP �r� � � rr � � �r ��u ri � r� ail II[` �' �l,�r �I�, ��°�� � � u}e
y 1
o� 0\��� m" � rP �num� rP i � �''a� �n � flv, Rtnm� i' Illd
rr e s i ere itts w h � u�` in
w w'ks [''i o p a � id
�ID
4
Engagement Report I MOUNT PROSPECT 2040
Page 138 of 164
G I III
BRAINSTORMIN
C. o irn"ir"i r"in � r"i i'�t y i r,.irt a r))i d c: o r"�)) c e Ilp t
(�,:Jl e a- w e r" e, it i e s i z e d airA rrr d
rg a r'))i i z e d i r')vt o e e r g i r"'il g
[")i e ire e s t g i i� i d e Ilp I a iir ii iiri i rr i�i g.
..............
lu"I'll
...... . ....
.....................
I
A G wl S mill
I d e a s a �r i d o Ilh:')l �11'1'1)' (") iii"ll", 1"'), ll`�l lit r e s
were de,vdq,'.')ed air�iid
tested as 1[1,"ie
1) e g a e a i 1�y stages af t["�iie
visiiodr ig IIharc)cess.
MOUNT PROSPECT 2040 1 Engagement Report
Page 139 of 164
r
!9�
1,
f�
/
1,
/
f r /
/ � I 1 / l
r / 1. /i,,.... .. .............;;
l
r P /
r/
/ l r / i
/ a /
tlhCf l l� y l .rrrr, y I
1
r �
i
I r r f f / 1 � r � �, »»
iollllllll � /i l / , ,
/ /
i //////0%/// r r /r ,/� / Sri . /i �u .
�. r 1. / r .,...
i1
111�I � ,, >! i r i %I111f l ,.
/ //..
,..% ! /,.
/
_ i ��/ / f , �
i
vlll� � � y ., rr / r /
/
�1. G�
r
/
////%
.
ll // 1�J
i l
/
/ /rrrr
f l / -
4I4f �
>r>
� a low
0
of",1 r/
t
v
A fi 11A�
N wry
1 � / J /
l PNi k ��IY AI
rvvr'nrmmrWu'aw %III// // P / W / 1
tt�
/
r e /
r 1
r /J i ( f I/
r911 l
/ t rr ll
i
/
/
/ /
i i
FOCUS GROUPS &STAKEHOLDER MEETINGS
The focus groups and stakeholder meetings provided essential insight into how residents, business owners, community
leaders, and partner agencies experience Mount Prospect today. Through conversations with a wide range of participants,
this phase of engagement helped identify shared priorities, persistent challenges, and emerging opportunities that will shape
the MP2040 Comprehensive Plan. The summaries that follow highlight the key themes and perspectives gathered across
each discussion.
IIIIIIIII IIIIIIIII III IIIIIIIIIIIIIII IvuIIIIIIIIII IIIIIIIIII IIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIII III
� � uuuuum uuuuum mill� uuuuuuul uuuuu
uuuuum uuuuum. uumuul uuuuuuul llllm: llluo,
Village staff from multiple departments participated in a
workshop to provide early input for the Mount Prospect
Comprehensive Plan, identifying major issues, community
strengths, and priority actions to guide policy development.
Participants highlighted top priorities including continued
financial stability, walkability, flooding and stormwater
management, aging infrastructure, housing affordability,
economic vitality, public safety, and senior needs.
IIIIIu IIIIIIII IIIIIIIIIu„IIIIIIIIIII IIIIIIIIIII OW����Sl(IIIIIIIIIII IIIIIIIIIII IIIIIIIIIII
IIIII IIIIIIIIIIIIIIIIIIIIII iiiiiiloiil ���III IIIIIIIIIV IIIIIIIIIIIIIIIII IVi" IIIIIIIIIIIIIIII
IIIIIIIIIIIIIII ���III;;;IIII IIIIIII� IIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIIII, IIIIu IIIIIII� IIIIII IIIIIIIIIIIII
IIIIII IIIIIIIIIII
During the Downtown Merchants Association focus group,
business owners described Mount Prospect as a friendly,
engaged, and fast -evolving community where strong
relationships with the Village and a pro -downtown attitude
are major strengths. Participants praised the cleanliness of
downtown and the supportive partnership with the Village, but
also highlighted concerns about limited parking, insufficient
business diversity, unclear procurement processes, low
lunchtime foot traffic, and a lack of spaces and activities for
kids. Merchants emphasized the importance of maintaining
downtown's character while enhancing walkability, activating
streetscapes, improving signage, and continuing to attract
young residents through apartment growth.
IIIII 46 IIIIIIIIIII illIlllllll
uuuuu uIIIII uuuuul� uuu m
u
IIIII IIIIIIIIIII uuuuuuul Illuu` uuuuuuul uuuuuul uuuuuuul IIIllllllm III�IIII uuuuu
Ill�lllllllluu" uuuuuuul iiulu� uuuuuuul
During the Chamber of Commerce focus group, participants
described Mount Prospect as a friendly and charming
community undergoing rapid change, with new residents,
increasing density, and shifting expectations. While they saw
exciting potential in the Village's growing vibrancy and evolving
identity, they also expressed concern that business activity,
infrastructure, and long-term planning have not fully kept pace
with this growth. Members emphasized the need for stronger
ongoing business support, modernized marketing, improved
mobility and parking solutions, expanded programming beyond
downtown, and a clearer, more intentional community brand to
position Mount Prospect as a true destination.
Co
Engagement Report I MOUNT PROSPECT 2040
Page 140 of 164
SUSTAINABILITY COMMISSION
During the Sustainability Commission focus group,
participants called for a clearer long-term sustainability
vision supported by stronger programs, policy leadership,
and community education. Key concerns included excessive
waste and packaging, pesticide use, limited composting
options, slow renewable energy adoption, and gaps in
walking and biking infrastructure. Their shared 2040 vision
centers on a cleaner, healthier, low -waste, and resilient
Mount Prospect built on native landscaping, zero -emission
practices, and community -wide environmental stewardship.
Illllk����
uuullu II uuuuo IIII
Participants in the Economic Development Commission
focus group emphasized the need for Mount Prospect to
continue to modernize its economic development approach,
strengthen its identity, and continue creating a more
flexible, business -friendly environment. Major concerns
centered on rising development costs, the perception that
it is difficult to do business in the Village, and the challenges
facing key corridors like Randhurst and the Route 83 area.
Attendees stressed the importance of improving walkability,
reducing congestion, supporting mixed -use redevelopment,
and elevating Mount Prospect's branding to compete with
peer communities. Looking toward 2040, commissioners
envisioned a community known for its flexibility, strong
connectivity, thriving commercial districts, modernized
infrastructure, and a clear reputation as a welcoming place
for innovative business concepts.
uuiuml� uu
uuuuum IIIIIIIVVVV upIIIIW, IIIIIIIIIIIIIIII
Vu" uuumiu° IIIIIII uuuuum uuuu
The Police and Fire interviews focused on evolving
public safety needs, service -demand trends, code and
development considerations, and operational challenges
linked to changing demographics, technology, and built -
environment patterns. Both departments emphasized the
importance of coordination with planning as the Village
grows denser and more complex.
The Public Works discussion focused on the Village's
infrastructure systems, day-to-day operational challenges,
and long-term needs related to stormwater, transportation,
utilities, and coordination with regional agencies. Staff
described increasing pressure on aging systems and
highlighted the need for more proactive planning as weather
patterns, land use, and service demands evolve.
MOUNT PROSPECT 2040 1 Engagement Report
Page 141 of 164
ul
uuuuuul uuuuuV °'lllllm�. " IIII
The Library staff interview explored how Mount Prospect's
cultural, social, and physical environment shapes residents'
needs, including gathering spaces, youth amenities,
mobility options, and access to resources. The conversation
emphasized the Library's role as a central "third place" and
its perspective on community identity, equity, and long-
term quality of life.
IIIII IIIII
uumum uuuuum
mllp uuuu10 IIII
IIII uuuuuluu IIII uuuuuuul lllm, uuuuuuuu uuuuuuul IIIII„
Representatives from Metra, Pace, and RTA shared
major regional trends, opportunities, and considerations
for Mount Prospect's future transit planning. All three
agencies emphasized that the region is undergoing a major
transformation driven by post -pandemic travel behavior,
fiscal pressures, and the need for stronger land-use/transit
integration.
luuuo 25,26,5111171,5 Sir
uuu Im
The Superintendent interviews focused on district
operations, facilities needs, and the relationship between
school planning and village development. Leaders
discussed enrollment trends, long-range facility planning,
transportation and queuing challenges, and opportunities
for stronger collaboration with the Village.
uuuuul vu'A'A'�, u111111111111uuuuu uuuuuul uuuuul ����11111111111S uuuuul uuuuuluuuul uuulm uuuuu uuuuul ouuu o ul
Von, uuuuu
The Mount Prospect Park District (MPPD) and River Trails Park
District (RTPD) emphasized the strength of Mount Prospect's
community fabric, the major capital projects already underway,
and the opportunities to expand recreational offerings to
support quality of life and community identity. Much of
the Park Districts' input aligns with in -person engagement
themes and highlights how forthcoming referendum -
funded improvements will position Mount Prospect as an
even stronger destination for recreation, arts, wellness, and
multigenerational experiences.
Engagement Report I MOUNT PROSPECT 2040
Page 142 of 164
I lug
uuuuulllllui"' uuuuuul m uuuuuul pl
mpllilllll uuuuuuul uuuuuuul IIIII uuuuuul uuuuuul IIIIIIIIIIIIIII uuuuuuul uuuuuuul uuuuuul uuuuuuul IIIII
A group of representatives from recent Mount Prospect
development firms shared insight into the real estate
climate, opportunities, and challenges shaping investment
in the Village. Participants representing retail, multifamily,
sports and recreation, office/industrial, and mixed -use
portfolios offered candid observations about development
feasibility, market trends, the Village's processes, and future
opportunities.
I I ,uuuuu uuuuul II uuuol uuuo uuuuuuul II � uuuuul uuuuu
IIIIIIIIII uuuuuuuuull luulumu uuu� IIII uuuuul uuuuuuul uu' uuuuu°°I i� uuuuuul
IIllllui�° uuuuuuul uuuuuuuuulu"°IIIIIIIIIIIIIII
The Historical Society interview explored Mount Prospect's
historic character, preservation challenges, community
identity, and opportunities to integrate local history more
visibly into public spaces, development, and cultural
programming. The conversation emphasized both the
Village's rich but understated heritage and the Society's
resource constraints.
MOUNT PROSPECT 2040 1 Engagement Report
0
Page 143 of 164
%,r' ,,.j
� 90'
y l INa. �, �, , ` ,y , a " ��°iXr
m pI I 'i Vb'iN!` � v� � Arrr� P S u, IKtrd i,,1 0 (IIUJ f1f�
��- I l I'w~E II4 F � !!U!, r�,w.N� 6 o uN , ,
isa
�'
�° J
is
1
jr
i
r�
ENGAGEMENT STATIONS
The engagement stations provided opportunities for community members across Mount Prospect to share their experiences,
priorities, and concerns related to daily life in the village. Residents were often eager to share insights into how they interact
with their neighborhoods, public spaces, and municipal services. The feedback collected helped illuminate recurring themes
such as quality -of -life needs, accessibility issues, desired amenities, and aspirations for future development.
Participants shared perspectives on the growing need
for accessible mental -health resources, highlighting both
service gaps and opportunities for stronger community
support systems. Feedback pointed to a desire for more
coordinated partnerships between schools, providers,
and local organizations to ensure residents of all ages can
receive timely and effective care.
Residents discussed the challenges and opportunities
associated with aging in place, particularly around housing
options, mobility, and service accessibility. Many participants
expressed interest in expanding senior -friendly housing,
offering more transportation choices, and improving walkability
within neighborhoods. Conversations also underscored the
importance of social connection, emphasizing programs,
facilities, and public spaces that help older adults remain active
and engaged in the community.
u " IIIIIIIIIIpVI IIIIIIIIVVVI VpI11111111 11111111111 S111111I11111
Vo. °pp 'illll Vpi IIIIIIIIIIIIIIII IIIIIIIIIIIIIIII III IIIIIIIIIIIIIIIII
Visitors to the Randhurst Street Fest engagement station
provided insights into how community events contribute to
Mount Prospect's cultural vibrancy and economic activity.
Participants highlighted the importance of lively, accessible
gathering spaces and expressed enthusiasm for more
festivals, outdoor dining, and family -friendly programming.
Feedback also touched on the need to improve pedestrian
safety and create stronger connections between event
areas and nearby businesses.
The Block Party was the most active engagement station
of the summer. Feedback emphasized residents' desire for
safe, welcoming neighborhoods with strong community ties.
Participants raised topics such as traffic calming, improved
sidewalk conditions, and more opportunities for neighbors
to gather informally. Many also shared perspectives
on maintaining the character of residential areas while
supporting thoughtful reinvestment and ensuring public
spaces remain comfortable and accessible for all ages.
E
Engagement Report I MOUNT PROSPECT 2040
Page 144 of 164
G9' r 1,
IN
o m r i Jf I HyJI`I f11fV"lo'F �i;1� a r lilig m r, ,1r:fr
(ff61J 1 1%rof /�llrrr,
�� �' fl � p
1i!!�� /� I
"'J�� '
l j0Y a r � ���ti, 11f%Y111�Ii � i � ; �1 � aJ, , �
i Nw
I NV ' "' ,f ,"W i I rr'V4 a r s Ir� g,% fii ? ru,,,", :, , f vo
I /c ll/l f l IFl it o 1/0
itm„ 141,
I
�% H % fir, ',
�� I �, �/ �,x�4a
�! i
1%:
llflNr, �a lbe �Ivi✓�ny�.'�"N� s i" I�. �� ,, ,
IG flrna
I IDNI P � f r/r/lllf f % l
(JWs, /poiKS
! f 9 A7 r
;, ' � � „ „ I � / r � / � i ,�,
I, �a, o, H/SPafH r � ��, �1��/'r'%/>l f�;iia: `i �
;11/0
rr� „ �r� A�,J�t, I
i
Q( u OPP I
,,CK,TD9,8/ �,,, ' U ,.
"s
' ,
V
? a
„�
i
9
NI �Jr �
I'� i
At, IMIN� I�!` �� if i;a�14 � ' �� r
lkwj
r
(E
EA
n � r
F
,. � IIWWWWWWMM
J a
;fir
A
1
a f,:
4ifi fiio Zo
0'
erVp t
» i
� r i avr , iA
r o� # f /
"Aaa' S sproiv
IUI,iJ . r J ; I ' I ' � � f : � �Vit N� c'r ,li �,�
I f ��
�(+ n,, N-` � 1 f j �r li x° �u�
/,1I� 1 i ✓
f . ;IIY)7 'r 1 i � „ li,, �`„�+ 'Okra "s�
l;a��' Y, frr,, :,. ;.��`91-.1: ,....�. 's ��,. ;, ;Nk,( ,,
r,i !,f i/ a" 9 p oW
' 1 / i, „y i s i H a N
< i i a� 1 i , i . : „ r,,, �1111�, H/r !, r,� !� � � l , IJ II '� 1
f 1 ' I r � ° 'I )a�` 1 " � � x x� ���' i � , , "
f 1 r 1 f ioH i
1,
lf` I , , , ➢� � ` f � ti m'`
i
l
" p. i/r („ ✓,� �i, 'Vr °Jan
TRAI
, A'fi, :;x - r '!�
,n �„ o/! i ('la' 9�f111 �� ,,....�
o �c ,�i f', , ,� 1rr,li �
r , ,G A a, p . , a A!' tf , Ifilf
" f�US,
"Jill"iflJ iU ,,, % rnr ,/r f„ ' .� (V H �v f1i �Jr H �� n
J(Vn� ,� �e�ail �r%. l �.
/ / G r
j,l,ffl" I ay,ir,., jo /a k Jar lii
A.. i f. (,. ".., C ,.. �.. „ Hr �- /% lr%r ��� 2.. �1j
ff;H %,fl, I/! a aff;
%% „ 1. fi% y ;. j H j, 1,,, y r %I%
AL H
�' ,ill
lit
H,
i% I
f/tl//r fr„
I � 1x '1r r i� � ��
M' 1ka'l r ,x.. t//`t;��1('' %'� `/ 9.fJ„?ill
7J/
T
/� �III r 1 0"yH i '��'h�alvi�'��"r.; aMi �l`�"/ 1, �r,� T11,11
o�
��H%j� �H ll.. fa�D,
1 � 1� % % f ,j1 9 I �
ri/��j/ � � p��I//1 all,
f' ,r Ulf Oil
i1/4
iiii iiiii (IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII C11111111111 IIIIIIIIIIyIIIIIIIIIII
IIIIIII�CI(I IIIIIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIII
IIIilll
IIIIIIIIIIIIIIII i
ullllll uuuuuuul Iluuul uuuuuuul °1IIIIVo
Residents who engaged at the Resource Fair discussed the
importance of equitable access to services, programs, and
information across Mount Prospect Is diverse population.
Participants noted challenges related to language barriers,
awareness of available resources, and navigating various
support systems. They also expressed a desire for expanded
outreach, improved communication channels, and stronger
collaboration across community -serving organizations.
uuuuuuul (III IIIIII�VIIIIII uuuuuul uuluml� uIIIIIVo, uuuuuuul uuuuul uuuuul IIIIIIIII IIIIIII I�VIIIIII uuuuu uuuuuuul
uuuuuluul III
Parents at the event shared feedback focused on youth
needs, school -area safety, and family -oriented amenities.
Many emphasized the importance of safe walking and biking
routes, after -school programs, and well -maintained parks.
Conversations also highlighted opportunities to strengthen
communication between the Village, schools, and families
to better address concerns and support a high quality of life
for children.
,Vldai cu �,idI enierated ftn
III
IIIIIIIIIIIIIII IIIIIIIIIIIII IIIIIIIIIIIIIIII R�������II Illllllilllll. iiiil IIIIIIIIIIIII 11�141illlll� R������������I
IIIIIIIIIIIIIII IIIIIIIIIIIIII IIIIIIIIII II�
At the Celebration of Cultures, participants underscored
Mount Prospect's growing diversity and expressed strong
support for cultural programming, inclusive community
events, and spaces that reflect the village's multicultural
identity. Feedback emphasized the need for accessible
communication, representation in public spaces, and
continued efforts to celebrate cultural traditions. Attendees
also highlighted how diversity strengthens the community
and should be reflected throughout the comprehensive
plan.
MOUNT PROSPECT 2040 1 Engagement Report
Page 145 of 164
rr w�
r
/
I
I� r
r r �j OF,
161
WON 77,
luGk�Nrn�, , � I
at <
,r r
/ r
,
/
VISIONING WORKSHOPS
/f
psosm 0,2048
v+'I r,
r rrlI
u , "
/
I si
u
All
fy
"' r I
'ea'/
" I
I
/
/
40
I
The Visioning Workshops brought community members together to share their ideas, priorities, and aspirations for Mount
Prospect's future. Through a series of interactive exercises, participants identified what they value most today, discussed
challenges and opportunities facing the Village, and outlined their hopes for2040. The summaries that follow highlight the
major themes that emerged across all three workshops and illustrate the community's vision for a more connected, and
people -centered Mount Prospect.
"�iii Iu IIIII IIIII uuumi" ' mppIIVm�, Illlm��. � uuuuuuui III uuu10� uuuolll uuolll uuuiiuui
Participants in Visioning Workshop #1 provided a range
of ideas focused on improving Mount Prospect's parks,
mobility, commercial areas, and community amenities.
Across groups, several clear themes emerged: a strong
desire for more walkable and connected neighborhoods,
reinvestment in aging parks and open spaces, expanded
recreational and youth -focused facilities, and creative reuse
of industrial or underutilized areas. Attendees expressed
enthusiasm for arts, culture, and gathering spaces, and
emphasized the need for improved riverwalk areas, bike
trails, and public art. Collectively, these ideas reflect a vision
fora more vibrant, accessible, and community -centered
Mount Prospect.
12 Engagement Report I MOUNT PROSPECT 2040
Page 146 of 164
umu uuuui uuiuulllllVu,,,, uuuuil uu°i uuuu uuui uuui
uumum uum� IVm, uuuuuuui uuu°°� uuuu uuui uuui uullliiiluuuuuui
Participants in Visioning Workshop #2 focused primarily
on parks and open spaces, neighborhood amenities,
public art, and concerns related to industrial uses. Themes
centered on expanding and improving recreational spaces,
enhancing trail systems, increasing street lighting, and
growing community event opportunities. Public art emerged
as a significant repeated idea, as did the desire for more
connected and accessible green spaces. Feedback also
highlighted concerns about industrial impacts on adjacent
neighborhoods and the need for proactive oversight. Overall,
the workshop emphasized a desire fora more vibrant, safe,
and connected community with strong recreational and
cultural amenities.
IIIII IIIII uuuu°°� ' oui�. Illllm�. uuuuuuui I uuuu°I� uuuu) uuuil uuuill uuu
Visioning Workshop #3 gathered community perspectives
using a simplified worksheet format. Participants identified
their favorite aspects of Mount Prospect today, what they
believe the Village needs by 2040, their top priorities for
future improvements, and a one -word vision for Mount
Prospect's future. Themes centered on walkability and
bike -friendliness, stronger parks and open spaces, more
community events —especially in South Mount Prospect —
and enhanced safety and infrastructure. Public art and
cultural vibrancy again emerged as notable community
desires. Overall, Workshop #3 participants emphasized a
future that is healthy, connected, and enjoyable, with more
festivals, amenities, and accessible recreation.
MOUNT PROSPECT 2040 1 Engagement Report 13
Page 147 of 164
COMMUNITY SURVEY
This section summarizes the results of the Mount Prospect 2040 Community Survey, capturing resident perspectives on
housing, mobility, commercial areas, community services, parks, and overall quality of life. The survey findings highlight both
the strengths that define Mount Prospect today and the challenges that will require thoughtful action over the coming years.
Together, these insights form a key foundation for the MP2040 Comprehensive Plan.
The Mount Prospect 2040 Community Survey paints
a picture of a community that deeply values its
neighborhoods, parks, and overall quality of life, while also
recognizing the pressure points that will shape future
planning decisions. Residents overwhelmingly describe
Mount Prospect as a welcoming, high -quality place to live —
with strong confidence in its services, excellent libraries,
parks and other amenities
At the same time, respondents highlighted several areas
where proactive planning is needed. Housing affordability
and diversity emerged as major concerns, particularly
for young adults and seniors, while many felt that aging
commercial corridors and limited retail options outside
Downtown require reinvestment. Transportation comments
pointed to missing sidewalks, difficult crossings, gaps
in bike infrastructure, and congestion challenges —yet a
strong desire for more walkability if safe connections were
provided. Environmental sustainability and green space
preservation ranked highly, with broad support for tree
planting, recycling, and renewable energy initiatives.
Overall, the survey results reflect a community that is proud
of its identity and amenities but ready to address long-
term challenges related to housing, mobility, economic
vitality, and environmental stewardship. These insights
will help guide policy direction throughout the MP2040
Comprehensive Plan.
14
BIG MESSAGES
Residents love Mount Prospect's quality of life —and
want to protect what works. High satisfaction (91%)
and strong ratings for parks, libraries, and emergency
services demonstrate deep attachment to the community's
strengths
Housing availability, affordability, and diversity are
major pressure points. Many feel priced out of certain
housing types, and options for seniors and young adults are
viewed as insufficient.
Residents want safer, more connected transportation
options. Despite high car reliance, walkability improvements
are in great demand. 74% say they would walk more with
safe sidewalks and paths
Commercial areas outside Downtown need
reinvestment. Downtown is a clear asset that should
continue to grow, but other shopping areas, job
opportunities, and aging retail corridors are seen as
weaknesses.
Sustainabilityand green space preservation are top
community priorities. Environmental initiatives such
as tree planting, recycling, renewable energy, and water
conservation, receive strong majority support.
Engagement Report I MOUNT PROSPECT 2040
Page 148 of 164
IIIII G
uuuuuuui uuuuui mm� "°IIII uuuiuu mi a our uuuuuum
HOUSING & RESIDENTIAL AREAS
• Neighborhood character and housing quality
score strongly as community assets.
• Major weaknesses include affordable housing,
senior housing, and options for young adults.
• Nearly49% support policies to improve housing
attainability.
Residents are open to modest) increasing
housing diversity: neutral -to -positive views
toward 2-3 fiats and townhomes.
• Personal vehicles dominate use (97%), but roughly
60% want better bike lanes and pedestrian
connections.
• Public transit is generally rated "good:' but a
minority use it (43% use Metra and 1% use the bus).
• 74% would walk more if safe sidewalk or trail
connections existed.
• Congestion and long signal cycles remain a
recurring frustration.
JOBS,
DEVELOPMENT
• Downtown scores strongly; it's widely viewed as a
strength.
• Other shopping areas and office/employment
opportunities lean heavily toward weakness.
• 67% say attracting new businesses is "very
important:'
• Residents support incentives for redevelopment,
though with mixed certainty (50% yes / 34% unsure
/16% no).
• Corner stores located within neighborhoods is
highly desired in the Village (76% like or love it)
PARKS, RECREATION, & COMMUNITY AMENITIES
• Neighborhood and community parks, playgrounds,
and the library system are among the
community's strongest assets.
• The tree canopy, water -based amenities, and
recreational programming score well.
• Comments highlight desires for expanded park
amenities, improved maintenance, and enhanced
accessibility.
• 87% say preserving green spaces is "very
important:'
• 71% say sustainability should be central in future
planning.
• Top desired initiatives:
» Tree planting (81%)
» Recycling and waste reduction (70%)
Renewable energy projects (63%)
Green building incentives (59%)
» Water conservation (59%)
COMMUNITY SERVICES & INFRASTRUCTURE
• Emergency services are a standout strength (rated
4.65/5).
• Water service and road maintenance are viewed
positively, though residents expect continued
investment.
• Lighting and road conditions received mixed
ratings, emphasizing the need fortargeted
upgrades.
MOUNT PROSPECT 2040 1 Engagement Report
15
Page 149 of 164
PROSPECT HIGH SCHOOL WORKSHOP
The Prospect High School Visioning Event was a fast -paced, youth -focused workshop designed to gather student insights
for the MP2040 Comprehensive Plan. Students identified what they value in Mount Prospect today, highlighted challenges
they experience, from walkability and traffic to limited teen spaces, and shared ideas for future amenities, recreation options,
and community gathering places. The session ensured that young residents, who often have different daily experiences and
mobility needs, had a clear voice in shaping the Village's long-term vision.
"Parks, events, and
businesses should
help attract people of
all ages.,,
"We need more
sidewalks and safer
ways to get around."
"Mount Prospect should
add more restaurants,
bike trails, and places
to explore."
I Ws
Engagement Report I MOUNT PROSPECT 2040
Page 150 of 164
"We want more
spaces for teens to
hang out."
"We'd love more
fun places to go
like concerts and
festivals."
"Randhurst could be a
more walkable shopping
district with trees, trails,
and better connections."
MOUNT PROSPECT 2040 1 Engagement Report 17
Page 151 of 164
COMMUNITY FEEDBACK
This section examines Mount Prospect's existing land use and development patterns to generate an understanding of the
Village's existing built form. The information presented in this section will serve as a guide for future land use planning in the
comprehensive plan.
,1OU S
I I lluu" &. I'VIVVVVVV ""I'l
I'VIIIIIIIII� ����' ii VVVVVVVI 00����pII)s
• Limited housing affordability and diversity. The
Village lacks starter homes, missing -middle units,
and senior -friendly options to support a range of
household needs. (Survey, Engagement Stations,
Developers KSI)
• Rising development costs. High construction,
labor, and interest rates prevent most residential
projects from becoming profitable without major
public assistance. (Developers KSI)
• Underutilized redevelopment sites. Areas like
Randhurst, Metra parking lots, Wolf Road, and aging
commercial parcels are not achieving their land -use
potential. (Developers KSI, Transit KSI, Engagement
Stations)
• Rigid zoning limits flexibility. Prescriptive code
requirements constrain mixed -use, higher -density
housing, and innovative development formats.
(Engagement Stations)
• Uneven access to amenities. Certain
neighborhoods —especially north and south MP —
lack walkable access to parks, retail, and daily
services. (Survey, Park District KSI)
• Industrial land compatibility issues. Older
industrial pockets create noise, traffic, and single -
use activity patterns incompatible with adjacent
neighborhoods. (VW1, VW2, Developers KSI)
• Safety and management concerns in multifamily
buildings. Higher service calls and building -level
challenges arise in some denser developments.
(School KSI)
• Lack of family -friendly indoor destinations.
Households and teens lack accessible, year-round
indoor places to gather. (VW3, PHS)
• Neighborhood character inconsistencies. Some
areas have weak transitions between residential,
commercial, and industrial uses, diminishing
walkability. (Engagement Stations)
• Limited senior -oriented housing near services.
Older adults struggle to find accessible housing
close to transit, healthcare, and amenities. (Survey)
• Under-amenitized corridors. Key streets lack
shade, greenery, sidewalks, and public spaces that
support housing desirability. (VW1, Engagement
Stations)
18
Engagement Report I MOUNT PROSPECT 2040
Page 152 of 164
POTENTIAL PROJECTS
• Expand missing -middle housing options.
Enable ADUs, 2-3 fiats, townhomes, and courtyard
buildings throughout walkable areas. (Survey,
Engagement Stations)
• Redevelop Metra parking areas for TOD.
Transform excess commuter parking into housing,
retail, and public space. (Transit KSI)
• Reimagine Randhurst as a mixed -use
neighborhood. Add housing, plazas, trails,
and destination retail to rebuild its identity.
(Engagement Stations, Developers KSI)
• Update zoning for mixed -use flexibility. Adopt
modern standards that expand density, walkability,
and incremental development opportunities.
(Engagement Stations)
• Expand senior -friendly and accessible housing.
Promote development near transit, healthcare, and
community centers. (Survey)
• Encourage higher -density housing Downtown.
Add apartments, condos, and mixed -use buildings
to support restaurants, retail, and transit use.
(Developers KSI, Engagement Stations)
• Cluster development in targeted nodes. Focus
growth in Downtown, Randhurst, Wolf Road, and
industrial transition areas. (Developers KSI, VW1)
•
Promote workforce and attainable housing.
g
Partner with nonprofits, employers, and developers
to increase affordable ownership and rental units.
(Engagement Stations)
• Coordinate redevelopment with school planning.
Align long-term growth forecasts with enrollment
and facility capacity. (School KSI)
• Transition industrial sites into mixed -use
districts. Convert obsolete industrial blocks
into arts, recreation, office, or housing -driven
neighborhoods. (VW1, VW2, Developers KSI)
• Encourage family -friendly indoor destinations.
Integrate play spaces, recreation, learning centers,
and teen hangouts into redevelopment projects.
(VW3, PHS)
• Improve neighborhood public realm. Add
sidewalks, trees, lighting, public art, and pocket
parks along residential and mixed -use corridors.
(VW1, Engagement Stations)
MOUNT PROSPECT 2040 l Engagement Report
H9
Page 153 of 164
uumuuu IuiiiuVlllll.............
• Aging retail centers and vacant storefronts.
Older shopping areas cannot compete with modern
retail patterns and lack strong anchors to drive
activity. (Engagement Stations, Developers KSI)
• Insufficient restaurant and entertainment
variety. Residents desire more dining, nightlife,
bookstores, toy stores, and independent retail.
(Engagement Stations, VW1)
• High development and financing costs. Current
construction and lending conditions make most
commercial or mixed -use projects financially
infeasible without major support. (Developers KSI)
• Incentives not always competitive regionally.
Some reported that other communities are offering
stronger financing tools, grants, and upfront
incentives than Mount Prospect. (Developers KSI)
• Weak support for small businesses. New and
existing businesses struggle with startup costs,
limited assistance, and lack of incubator or pop-up
opportunities. (Engagement Stations)
• Lack of complementary business clustering.
Commercial districts have gaps in retail categories
and lack the synergy needed for all -day activity.
(Developers KSI)
• Business climate concerns. Some developers
express perceptions that Village processes can feel
slow, complex, or inflexible. (Developers KSI)
• Limited tourism and destination identity. The
Village lacks a compelling brand or draw that
positions it as a regional attraction. (Survey)
• Weak coordination with community partners.
Schools, cultural groups, and businesses often
operate independently rather than collaboratively.
(School KSI)
• Underutilized big -box properties. Large retail
footprints built for past retail formats no longer
match modern tenant needs. (Developers KSI)
• Limited programming in commercial areas.
Corridors and districts lack frequent events that
stimulate foot traffic and economic activity. (VW3)
• Competition with online retail. E-commerce
contributes to vacancies and reduced local
shopping. (Economic Trends)
20
Engagement Report I MOUNT PROSPECT 2040
Page 154 of 164
iiiiiiiii iiiiiiiii III
i
• Reimagine Randhurst as a walkable mixed -use
district. Integrate housing, open space, outdoor
retail, trail connections, and placemaking to create
a new destination. (Developers KSI, Engagement
Stations)
• Strengthen Downtown as a dining and
shopping hub. Expand restaurant variety, support
infill development, and activate upper floors.
(Engagement Stations)
• Provide stronger, more flexible incentives. Use
grants, upfront TIF, gap financing, or low -interest
loans to make transformative projects feasible.
(Developers KSI)
• Support pop -ups, incubators, and flexible
commercial spaces. Enable short-term uses,
start-up retail, and seasonal markets to fill gaps and
reduce vacancies. (Engagement Stations)
• Leverage proximity to the Bears stadium.
Capture spillover demand from major events with
restaurants, hotels, entertainment, and specialty
retail. (Developers KSI)
• Recruit unique restaurants, cafes, and specialty
shops. Fill missing retail categories such as
bookstores, toy stores, boutiques, and multicultural
offerings. (Engagement Stations)
• Redevelop big -box or aging retail centers.
Replace older formats with multi -story mixed -use
developments that include housing and public
space. (Developers KSI)
• Increase cultural and family -friendly
destinations. Introduce indoor entertainment,
recreation venues, and all -age activity spaces.
(VW3, PHS)
• Strengthen collaboration with the Library,
schools, and cultural groups. Create shared
programming and district -wide economic
initiatives. (School KSI)
• Add seasonal programming to commercial
districts. Host food truck nights, craft markets,
concerts, and festivals to increase foot traffic. (VW3)
• Introduce identity -focused branding and
signage. Use cohesive wayfinding, lighting, and
districttheming to strengthen economic areas.
(Engagement Stations)
• Support nonprofit and community -serving
businesses. Provide space, financial support, and
partnerships that meet local social and cultural
needs. (Engagement Stations)
MOUNT PROSPECT 2040 1 Engagement Report
21
Page 155 of 164
ull mill
uuuuuuu
• Chronic flooding and drainage problems.
Undersized and aging stormwater systems cause
persistent neighborhood flooding and strain public
facilities. (Public Works, Survey)
• Aging roads, utilities, and sewer networks.
Infrastructure across the Village requires significant
long-term reinvestment. (Public Works)
• Rising emergency and mental -health related
calls. Police and Fire departments see increasing
complexity and volume in service demands. (Public
Safety KSI)
• Staffing shortages in Police and Fire.
Recruitment challenges and declining applicant
pools make it difficult to maintain full staffing.
(Public Safety KSI)
• Emerging fire -safety risks from lithium -ion
batteries. New technology introduces additional
response and prevention challenges. (Public Safety
KSI)
• Aging and non-ADA-compliant school facilities.
Many school buildings require modernization,
accessibility upgrades, and long-term planning.
(School KSI)
• Limited indoor community gathering spaces.
Residents lack year-round recreation, event, and
youth spaces across the Village. (VW3, PHS)
• Siloed communication between schools and the
Village. Coordination and planning across agencies
often lack alignment. (School KSI)
• Insufficient amenities at parks and public
facilities. Many locations lack restrooms, shade,
water fountains, or seating. (Engagement Stations)
• Underused or outdated facilities at key districts.
Civic spaces in Downtown, Randhurst, and other
core areas need modernization or reinvestment.
(Engagement Stations)
• Strain from widespread sump -pump discharge.
High discharge volumes overwhelm local
stormwater systems and contribute to flooding.
(Public Works)
• Growing senior population needs. Increasing
demand for senior programs, accessible facilities,
and mobility options is outpacing supply. (Survey,
Senior Feedback)
• Declining or fluctuating school enrollment.
Shifting demographics create uncertainty in long-
term development and facility planning. (School
KSI)
22
Engagement Report l MOUNT PROSPECT 2040
Page 156 of 164
iiiiiiiii iiiiiiiii III
i
• Create a stormwater utility to fund upgrades.
A dedicated funding mechanism would support
drainage improvements across the Village. (Village
Priorities)
• Develop a new senior/community center. A
centralized hub for recreation, programs, and
multigenerational use can meet emerging needs.
(Village Priorities)
• Expand emergency service staffing, equipment,
and analytics. Improve service reliability and
enhance readiness for complex calls. (Public Safety
KSI)
• Modernize school buildings. Align facility
upgrades with demographic forecasts, accessibility
needs, and safety improvements. (School KSI)
• Improve ADA accessibility across all public
facilities. Expand ramps, elevators, accessible
pathways, and inclusive programming. (School KSI,
Engagement)
• Create new indoor recreation and gathering
spaces. Opportunities include teen hangouts,
multipurpose rooms, indoor walking tracks, and
flexible community spaces. (VW3, Park District KSI)
• Add basic amenities to parks and civic facilities.
Public restrooms, water stations, shade structures,
and seating would enhance usability. (Engagement
Stations)
• Expand green infrastructure practices.
Bioswales, permeable paving, and rain gardens can
improve drainage and sustainability. (Sustainability
Engagement)
• Strengthen interagency coordination. Formalize
communication channels among the Village, Park
District, schools, and public safety departments.
(School KSI)
• Leverage Park District referendum projects.
New investments at Lions Memorial Park will
strengthen arts, fitness, aquatics, and community
spaces. (Park District KSI)
• Improve public facilities in redevelopment areas.
Future projects at Downtown, Randhurst, and 111
Busse can incorporate civic and community uses.
(Developers KSI, VW1)
• Introduce community -wide communication
improvements. Enhance event notifications,
emergency alerts, and engagement tools. (Survey,
Engagement Stations)
MOUNT PROSPECT 2040 1 Engagement Report
23
Page 157 of 164
• Traffic congestion and poorly timed signals. Key
intersections experience backups due to outdated
signal timing, confusing geometry, and inconsistent
signage. (Public Works, Engagement Stations)
• Unsafe or difficult pedestrian crossings.
Intersections such as Central/Emerson, Golf/
Elmhurst, and parts of Northwest Highway create
safety risks for walkers. (Engagement Stations,
Survey)
• Missing sidewalks and incomplete networks.
Sidewalk gaps limit walkability in several
neighborhoods and corridors. (Survey, Engagement
Stations)
• Fragmented and unsafe bike network. Lack
of protected bike lanes and off-street facilities
reduces safety and connectivity. (Engagement
Stations)
• Limited Pace bus frequency and weekend
service. Low headways hinder convenience,
particularly for riders who need all -day mobility.
(Transit KSI)
• Underused and aging transit amenities. Many
stops lack shelters, lighting, or real-time arrival
information. (Transit KSI, Engagement Stations)
• Weak last -mile connectivity. Gaps between Metra,
Pace, CTA, and neighborhood destinations reduce
the usefulness of transit. (Transit KSI)
• Traffic and queuing issues at schools. Pickup/
drop-off congestion and a -bike conflicts create
safety and flow challenges. (School KSI)
• Parking pressure neartransit areas. Balancing
TOD goals with community expectations for parking
continues to be challenging. (Transit KSI)
• Mobility challenges around Randhurst and major
commercial areas. Auto -dominated streetscapes
reduce comfort for pedestrians and cyclists.
(Engagement Stations)
• Street lighting and visibility issues. Poor
nighttime visibility impacts both safety and
emergency response. (Public Safety KSI)
• Limited shuttle viability. Suburban shuttles
struggle due to low density, insufficient frequency,
and high operating costs. (Transit KSI)
• Emerging technology gaps. EV infrastructure,
autonomous vehicles, and modern mobility tools are
not yet fully planned for. (Transit KSI)
24
Engagement Report I MOUNT PROSPECT 2040
Page 158 of 164
iiiiiiiii iiiiiiiii III
i
• Modernize traffic signals and corridor
operations. Adaptive signal technology and
intersection redesigns can reduce congestion.
(Public Works)
• Build a connected, protected bike network.
Create separated lanes, off-street trails, and safe
crossings to improve bike mobility. (Engagement
Stations)
• Improve pedestrian safety with enhanced
crossings. Add RRFBs, raised crosswalks, curb
extensions, underpasses/overpasses, and better
lighting. (Engagement Stations)
• Expand transit frequency and all -day service.
Support Metra's 30-minute service goal and Pace's
shift toward seven-day corridors. (Transit KSI)
• Advance Pulse or rapid -bus service on Golf
Road. Prepare corridor design, stops, and land use
to support future arterial rapid transit. (Transit KSI)
• Create a Downtown circulator or shuttle. A
small -loop service could connect Metra, Downtown,
Randhurst, and civic destinations if ridership goals
are clear. (Transit KSI, Engagement Stations)
• Improve last -mile connections to regional
hubs. Strengthen links to Jefferson Park and other
transfer points. (Transit KSI)
• Add modern transit amenities. Upgrade stops
with shelters, heating, pads, and real-time signage
to enhance rider comfort. (Transit KSI)
• Implement Safe Routes to School
improvements. Add signage, protected crossings,
bike parking, and circulation fixes around schools.
(School KSI)
• Enhance multimodal access in commercial
areas. Wider sidewalks, street trees, and safer
crossings can make Randhurst and Downtown
more walkable. (Engagement Stations)
• Plan for EV charging networks. Expand stations at
civic facilities, corridors, and redevelopment sites.
(Sustainability Engagement)
• Prepare long-term strategy for autonomous
vehicles. Plan curb zones, pickup areas, and
regulatory frameworks as technology matures.
(Transit KSI)
• Use wayfinding and signage to improve
navigation. Add consistent pedestrian and
vehicular wayfinding across the Village.
(Engagement Stations)
MOUNT PROSPECT 2040 1 Engagement Report
25
Page 159 of 164
• Need for more parks in underserved areas.
South Mount Prospect and several neighborhoods
lack walkable access to parks or open space.
(Engagement Stations, Park District KSI)
• Aging or underutilized park facilities. Portions of
the park system, including RecPlex frontage areas,
are outdated or not maximizing their potential. (Park
District KSI)
• Playgrounds needing upgrades. Many
playgrounds lack shade, varied equipment, sensory
features, or modern surfacing. (Engagement
Stations)
• Limited recreational amenities. Residents
expressed desire for pools, splash pads, turf fields,
basketball courts, pickleball courts, and dog parks.
(Survey, Engagement Stations)
• Field drainage and maintenance challenges.
Melas Park fields suffer from poor drainage, limiting
their reliability for athletics. (Park District KSI)
• Uneven access to nature and quiet spaces.
Residents want more trails, gardens, native
landscapes, and passive recreation areas.
(Engagement Stations)
• Insufficient amenities in parks. Many locations
lack restrooms, shade, water fountains, and seating,
reducing comfort for users. (Engagement Stations)
• Connectivity limitations between parks. Gaps
in sidewalks, bike trails, and wayfinding make
it difficult to link parks into a cohesive system.
(Engagement Stations)
• Rising expectations for parks as community
destinations. As Mount Prospect grows as a place
to "eat, play, and stay," demands on parks continue
to increase. (Park District KSI)
• Competition for field space. Youth sports and
community groups struggle to secure adequate
athletic field availability. (Park District KSI)
• Aging aquatics infrastructure. Existing pools
need long-term reinvestment or modernization to
meet community demand. (Park District KSI)
26
Engagement Report I MOUNT PROSPECT 2040
Page 160 of 164
iiiiiiiii iiiiiiiii III
i
• Expand park access in underserved
neighborhoods. Use land acquisition,
redevelopment, and partnerships to add new parks
or pocket parks. (Engagement Stations)
• Deliver transformational referendum projects.
Major improvements at Lions Memorial Park will
create a true all -ages destination with a new pool,
expanded rec center, arts space, indoor walking
track, and enhanced amenities. (Park District KSI)
• Revitalize RecPlex frontage. Add a free -to -use
splash pad, upgraded outdoor areas, and welcoming
entry spaces. (Park District KSI)
• Improve fields and drainage at Melas Park. Turf
conversion and drainage enhancements will expand
athletic capacity and usability. (Park District KSI)
• Add new recreation amenities. Introduce
pickleball, turf fields, basketball courts, shaded
playgrounds, and dog parks in strategic locations.
(Engagement Stations)
• Expand trail and nature networks. Add walking
loops, nature paths, gardens, native landscaping,
and quiet spaces. (Engagement Stations)
• Increase park amenities for comfort. Provide
bathrooms, shade structures, seating, water
fountains, and accessible pathways. (Engagement
Stations)
• Connect parks through an improved trail and
sidewalk network. Create a unified system linking
parks, schools, neighborhoods, and commercial
areas. (Engagement Stations)
• Leverage redevelopment to create green space.
Integrate plazas, pocket parks, and green corridors
into mixed -use districts like Randhurst or 111 Busse.
(Developers KSI)
• Expand community gardens and sustainability
programs. Promote native planting, pollinator
habitats, and composting at parks and public sites.
(Sustainability Engagement)
• Add year-round outdoor activation. Host winter
markets, concerts, outdoor fitness, and seasonal
events to maximize park use. (VW3)
• Strengthen parks as part of Mount Prospect's
identity. Use upgrades and programming to
reinforce the Village as a regional recreation
destination. (Park District KSI)
MOUNT PROSPECT 2040 1 Engagement Report
27
Page 161 of 164
uuu uuuuui uuuuui uuuuui °°�pp II
uuumumu uui III
111
• Lack of a cohesive visual village -wide identity.
Mount Prospect does not have a strong or
consistent visual identity that ties districts together.
(Survey, Engagement Stations)
• Insufficient public gathering spaces. There is no
signature plaza, town square, or major public space
that defines the community. (Engagement Stations,
VW1)
• Limited public art and cultural expression.
Residents want murals, sculptures, fountains, and
culturally inclusive displays across the Village.
(Engagement Stations)
• Outdated or inconsistent streetscape elements.
Lighting, benches, landscaping, and signage vary
widely across corridors and districts. (Engagement
Stations)
• Some Corridors lack character and walkability.
Many commercial streets feel auto -oriented
and lack shade, greenery, seating, or pedestrian
infrastructure. (VW1, Engagement Stations)
• Historic buildings continue to be lost.
Demolitions and redevelopment have reduced
visibility of the Village's historic fabric. (Historical
Society KSI)
• Underrecognized cultural and community
heritage. Indigenous stories, longtime resident
histories, and diverse cultural narratives are not well
represented. (Historical Society KSI)
• Gateways and major intersections lack identity.
Arrival points into the Village do not convey a strong
sense of place. (Engagement Stations)
• Limited youth -oriented third places. Teens lack
accessible, inclusive public spaces that encourage
positive social interaction. (PHS, VW3)
• Public spaces lack amenities. Many lack shade,
seating, lighting, or design elements that encourage
everyday use. (Engagement Stations)
• Few district -level placemaking initiatives.
Downtown, Randhurst, and key corridors
lack consistent branding or event activation.
(Engagement Stations)
• Lack of storytelling in the built environment.
Physical spaces do not reflect Mount Prospect's
history, culture, or community values. (Historical
Society KSI)
28
Engagement Report I MOUNT PROSPECT 2040
Page 162 of 164
iiiiiiiii iiiiiiiii III
i
• Create a downtown plaza or town square.
A central, flexible public space would support
community events, everyday gathering, and a
stronger downtown identity. (Engagement Stations,
VW1)
• Develop village -wide design standards.
Streetscape, signage, lighting, and landscape
guidelines can unify the look and feel of key
corridors. (Engagement Stations)
• Expand public art and cultural displays. Install
murals, sculptures, fountains, and inclusive cultural
expressions throughout the Village. (Engagement
Stations)
• Enhance corridor appearance and comfort.
Add street trees, landscaping, wider sidewalks,
pedestrian lighting, and traffic -calming
improvements. (VW1)
• Create culturally inclusive placemaking
programs. Support events, displays, and
installations celebrating the Village's diversity.
(Engagement Stations)
• Launch a historic marker and storytelling
system. Highlight significant people, sites, and eras
across the community. (Historical Society KSI)
• Improve gateways and arrival points. Redesign
Village entry locations with signage, landscaping,
lighting, and public art. (Engagement Stations)
• Introduce youth -friendly third places. Create
inclusive indoor/outdoor spaces for teens such as
lounges, creative labs, and multiuse hangout areas.
(PHS, VW3)
• Add public realm amenities to high -traffic
areas. Increase seating, shading, water features,
and comfortable pedestrian spaces. (Engagement
Stations)
• Strengthen placemaking in commercial
districts. Enhance Downtown, Randhurst, and
neighborhood nodes with branding, lighting, and
activation. (Engagement Stations)
• Integrate history into redevelopment projects.
Use interpretive displays, plaques, and design
elements to embed local heritage into modern
spaces. (Historical Society KSI)
• Expand festivals, art walks, and neighborhood
events. Build recurring programming that
reinforces identity and increases foot traffic. (VW3)
• Create a modern wayfinding and signage
system. Establish district markers, pedestrian
directions, and branded signage. (Engagement
Stations)
MOUNT PROSPECT 2040 1 Engagement Report
29
Page 163 of 164