HomeMy WebLinkAboutOrd 6863 10/06/2026 Adopting Mount Prospect 2040 (MP2040), The Official 2026 Comprehensive Plann For The VIllage Of Mount ProspectORDINANCE NO.6863
AN ORDINANCE ADOPTING MOUNT PROSPECT 2040 (MP2040),
THE OFFICIAL 2026 COMPREHENSIVE PLAN
FOR THE VILLAGE OF MOUNT PROSPECT
WHEREAS, the President and Board of Trustees of the Village of Mount Prospect have
determined a need exists to amend the Official Comprehensive Plan of the Village of Mount
Prospect from time to time; and
WHEREAS, the President and Board of Trustees of the Village of Mount Prospect did adopt
the Official Comprehensive Plan for the Village of Mount Prospect on July 20, 1976,
amending that Plan in its entirety on April 8, 1981, November 15, 1994, June 5, 2007, and
November 7, 2017 ("Envision Mount Prospect"); and
WHEREAS, the President and Board of Trustees of the Village of Mount Prospect have
determined that a need exists to amend the Official Comprehensive Plan of 2017, as
amended, in its entirety; and
WHEREAS, pursuant to 65 ILCS 5/11-12-7, the Planning and Zoning Commission of the
Village of Mount Prospect held a Public Hearing on August 28th, 2026 pursuant to legal
notice being published in the Daily Herald on July 2911, 2026, to consider the proposed
amendment to the Official Comprehensive Plan; and
WHEREAS, the Planning and Zoning Commission has submitted its findings and
recommendation to the President and Board of Trustees, having voted unanimously to
recommend approval of the proposed amendment to the Official Comprehensive Plan; and
WHEREAS, the President and Board of Trustees have considered the proposed amendment
to the Official Comprehensive Plan of 2017 and have determined that the best interests of
the Village would be served by adopting the Official Comprehensive Plan of 2026 for the
Village of Mount Prospect ("MP2040").
NOW, THEREFORE, BE IT ORDAINED BY THE PRESIDENT AND BOARD OF TRUSTEES OF
THE VILLAGE OF MOUNT PROSPECT, COOK COUNTY, ILLINOIS ACTING IN THE
EXERCISE OF THEIR HOME RULE POWERS:
S-MTION-OREz The President and Board of Trustees of the Village of Mount Prospect do
hereby adopt the Official Comprehensive Plan of 2026 for the Village of Mount Prospect
("MP2040"), a copy of said Official Comprehensive Plan is attached hereto as Exhibit "A"
and hereby made a part hereof.
SECTION The Future Land Use Map in Chapter 3 of MP2040 is declared the Official
Map of the Village of Mount Prospect; and
SECTION THREE: All previously adopted ordinances related to prior versions of
comprehensive plans and approved official comprehensive plans are repealed, and
MP2040, attached hereto as Exhibit "A", supersedes and takes the place of any official
comprehensive plans attached to said repealed ordinances; and
SECTION FOUR: The Village Clerk of the Village of Mount Prospect is hereby authorized and
directed to file a copy of MP2040 with the Cook County Recorder of Deeds, as provided by
the Statutes of the State of Illinois.
SECTION FIVE: The Village Clerk of the Village of Mount Prospect is hereby directed to
publish in pamphletform, said MP2040, pursuantto the Statutes of the State of Illinois made
and provided.
SECTION SIX: This Ordinance shall be in full force and effect from and after its passage and
approval and publication in pamphlet form in the manner provided by law.
AYES: Dante, DiPrima, Gens, Grossi, Matuszak, Saccotelli
NAYS: None
ABSENT: None
PASSED and APPROVED this 6th day of October, 2026.
Paul Wm. HoefertMayor
ATTE j
Karen M. Agoranos, �RLage Clerk
EXHIBIT A:
Full MP2040 Comprehensive Plan
MOUNT PROSPECT 2040
PLANNl�NG OUR FUTURE
APPROVED BY THE PLANNING & ZONING COMMISSION: AUGUST 27, 2026
ADOPTED BY THE VILLAGE BOARD: OCTOBER 6, 2026
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• Paul Wm. Hoefert, Mayor
• Vincent J. Dante, Trustee
• Beth DiPrima, Trustee
• Terri Gens, Trustee
• William A. Grassi, Trustee
• John J. Matuszak, Trustee
• Colleen E. Saccotelli, Trustee
• Joseph P. Donnelly (Chair)
• William Beattie (Co -Chair)
• Donald Olsen
• Walter Szymczak
• Ewa Weir
• Richard Rogers
• Michael Fricano
• Fay Costa
• Vincent J. Dante, Village Trustee
• Colleen E. Saccotelli, Village Trustee
• JoesephiP. Donnelly, Planning and Zoning
Commisson Chair
• Su Reynders, Mount Prospect Public Library
• Scott Rowe, School District 214
• George Giese, Mount Prospect Park District
• Bret Fahnstrom, River Trails Park District
• Dawn Fletcher Collins, Nicholas Family of Companies
• Chris Bozonelos, Mrs. P & Me
• Kathryn Bruno, Avanti Cafe
• Tom Zander, Berkshire Hathaway + Starck Realty
• Tom Nelson, Byte Me
• Nik Davis, resident
VILLAGE STAFF
VILLAGE MANAGERS OFFICE
• Michael Cassady, Village Manager
• Alex Bertolucci, Assistant Village Manager
• Jaron Lett, Executive Assistant to the Village Manager
• Josh Allain, Assistant to the Village Manager
• Karen Agoranos, Village Clerk
COMMUNITY DEVELOPMENT
• Jason Shallcross, Director of Community and
Economic Development
• Bill Schroeder, Director of Building and Inspection
Services
• Charlie Hogan, Development Planner
• Ann Choi, Development Planner
• Antonia Lalagos, Development Planner
PUBLIC WORKS
• Sean Dorsey, Director of Public Works
• Jason Lieb, Deputy Director of Public Works
• Matt Lawrie, Village Engineer
POLICE DEPARTMENT
• Michael Eterno, Police Chief
• Joseph Kanupke, Deputy Chief
• BartTweedie, Deputy Chief
FIRE DEPARTMENT
• Thomas Wang, Fire Chief
• Joseph Vena, Deputy Fire Chief
• Bryan Loomis, Assistant Chief Administration
HUMAN SERVICES DEPARTMENT
• Julie Kane, Director of Human Services
• Esther Salutillo, Deputy Director of Human Services
FINANCE DEPARTMENT
• Amit Thakkar, Director of Finance
• Jenny Fitzgerald, Deputy Director of Finance
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INTRODUCTION & COMMUNITY PROFILE...........................................................................................
06
VISION& GOALS.... ....................... ....... ........» .......I..... ..... ............... ................................
14
LANDUSE...............................................................................................................................................
18
HOUSING& NEIGHBORHOODS............................................................................................................
40
COMMERCIAL & INDUSTRIAL AREAS ........ ......... ......... .......... I ........ ......... ......... ................
50
TRANSPORTATION& MOBILITY...........................................................................................................
66
COMMUNITYFACILITIES.......................................................................................................................
78
PARKS& ENVIRONMENT......................................................................................................................
92
IMPLEMENTATION................................................................................................................................
104
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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
two decades and how the Village will get there.
MP2040 succeeds Envision Mount Prospect, the Village's
previous comprehensive plan adopted in 2017. Envision
served the community well, guiding a period of significant
Downtown revitalization, the South Mount Prospect
annexation, and meaningful infill investment. But the world
has changed since 2017. The COVID-19 pandemic reshaped
how people work, shop, and travel. Retail consolidation
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.
This plan was prepared by Village staff with extensive input
from residents, businesses, civic leaders, and partner
agencies. It is grounded in technical analysis documented in
the MP2040 Existing Conditions Report and informed by the
community priorities identified in the MP2040 Community
Engagement Report. Together, those documents, along with
the Vision, Goals & Objectives Report, form the foundation
of the chapters that follow.
Comprehensive Plan I MOUNT PROSPECT 2040
MP2040 was developed through a structured, multi-
phase process designed to combine technical rigorwith
broad community input. The plan was launched in May
2025 with a Village Board kickoff that established goals,
expectations, and the overall direction of the work. Over the
following months, the planning team prepared an inventory
of existing conditions, met with stakeholders, attended
community events, hosted workshops, and synthesized
findings into the frameworkthat organizes this plan.
Community engagement is the foundation of MP2040. The
Village pursued an inclusive, multi -channel engagement
strategy intended to reach residents where they were — online,
at community events, in focus groups, and through thoughtful
outreach to populations that are often underrepresented
in planning processes. Over the course of the engagement
period, the project recorded approximately 1,200 points of
engagement, including:
• 665 in -person discussions at engagement stations,
workshops, and community events.
• 565 community survey responses (offered in English,
Spanish, Polish and Korean) covering housing, mobility,
commercial areas, parks, sustainability, and quality of
life.
• 2,100 unique website visits to the project website.
• 25 official meetings, including five focus groups, four
visioning workshops, seven engagement stations, and
nine stakeholder interviews.
Engagement stations were 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 Jay School parent open house, and the Celebration
of Cultures.
Visioning workshops were held across the community to
ensure a broad range of voices informed the plan. Sessions
in Downtown Mount Prospect and the South Mount Prospect
and North Mount Prospect neighborhoods engaged residents,
business owners, and stakeholders in conversations about
local priorities, land use, and long-term change. A dedicated
youth workshop was also held at Prospect High School.
Stakeholder interviews and focus groups engaged Village staff,
local organizations, and community partners across the Village.
I
No"
DISCUSSING
VISIONING
CONCLUSION
The project formally
launched with a Village
Board kickoff that
established goals,
expectations, and the
overall direction for the
process.
Planning staff attended
community events to
gather early input, raise
awareness, and meet
residents where they were.
Stakeholder discussions
continued, supported by
a community workshop
and on -the -ground
outreach.
Staff identified and
tested ideas and
opportunities in the early
stages of the visioning
process.
Community input
and concept ideas
were synthesized and
organized into emerging
themes to guide
planning.
Key findings were
compiled, and the final
workshops and final
interviews of the first
phase were completed.
MOUNT PROSPECT 2040 1 Comprehensive Plan
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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.
Housing affordability and choice are pressure points.
Residents (particularly seniors and young adults) described
difficulty finding housing options that match their needs
and budget.
Walkabilityand saferstreets 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.
Sustainability and green space preservation are top
priorities. 87% of respondents said preserving green
spaces is very important, and 71% said sustainability should
be important in future planning.
These themes, and the more detailed feedback documented
in the MP2040 Community Engagement Report, directly
informed the goals, objectives, and strategies that follow.
Comprehensive Plan I MOUNT PROSPECT 2040
AGE & HOLJS IIIIIi 11
Mount Prospect is a mature, primarily residential suburb
of approximately 56,852 residents (2020 Census) located
in northwestern Cook County, Illinois. The Village covers
approximately 10.7 square miles and is bordered by
Arlington Heights, Prospect Heights, Des Plaines, and Elk
Grove Village. Incorporated in 1917, Mount Prospect grew
rapidly in the post -World War II era, leveling off around its
current population by the early1980s.
POPULATION OVER TIME
60,000 - - 56,2.65 56,852
50,000
40,000
30,000
20,000
10,000
-V,ww.
19501960 1970 1980 1990 2000 2010 2020
1" 11 PU1IIIII melt i o iq 2 ,20 Decennial Caw_ us
After decades of post-war growth, Mount Prospect's
population has been essentially stable since 1980. The
Village had 55,037 residents in 2010 and 56,852 in 2020,
an increase of approximately 3%. Long-term, the Village's
population has changed little - from 2000 to 2022, Mount
Prospect saw essentially no net change, while Cook County
contracted by approximately 2.8% and the broader region
grew by approximately 4.7%.
This long-term stability is both a strength and a planning
consideration. It reflects the durability of Mount Prospect's
neighborhoods and the high quality of life the community
provides. It also means that the Village's future will be
defined less by overall population growth and more by who
chooses to live here, what kinds of housing and amenities
they need, and how the existing built environment evolves
to meet those needs.
Mount Prospect is a family -oriented community with
a slightly older age profile than Cook County overall.
Approximately 24% of residents are under 20, and 18% are
65 or older, compared to 15% county -wide. The Village's
median age has risen steadily, from 37.4 in 2000 to 41.2
in 2023, reflecting the aging of long -tenured residents and
the relatively low rate of new household formation. Local
experience also suggests two countervailing trends: many
adults who grew up in Mount Prospect are returning to raise
their own families, and the Village attracted new residents
during and after the COVID-19 pandemic as remote work
made suburban locations more accessible to a broader
range of professionals.
These dynamics shape the Village. An aging population
requires accessible housing, walkable neighborhoods,
and nearby services. A return of younger families requires
quality schools, parks, and entry-level housing options.
Both groups are well served by the same fundamental
investments - strong neighborhoods, safe streets, and
vibrant gathering spaces.
MOUNT PROSPECT POPULATION PYRAMID
85 years and over
=710
80 to 84 years
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75 to 79 years
f 801/6111 11
70 to 74 years
111191i 11 1
65 to 69 years
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60 to 64 years
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55 to 59 years
MMEMEEM 11111211MMOO?
50 to 54 years
I�111�
45 to 49 years
40 to 44 years
Wki
35 to 39 years�����ddi��
30 to 34 years
25 to 29 years1����a�
20 to 24 years��i
15to19years
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10 to 14 years
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5 to 9 years
OEM N1WH
Under 5years
2,500 2,000 1,500 1,000 500 0 500 1,000 1,500 2,000 2,500
Ili Female N Male
MOUNT PROSPECT 2040 1 Comprehensive Plan
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Mount Prospect is a racially and ethnically diverse
community that has become more diverse overtime.
Per 2023 American Community Survey data, the population
is approximately 67 % 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
Asian Languages Other
8.3% 1.8%
Other
European
Languages
(ex. Polish)
19.8%
sp,
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Linguistic diversity is also notable. Approximately 42% of
residents speak a language otherthan 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 approximately 64%, signaling a steady
trend toward greater diversity.
INFLOW/OUTFLOW I: COUNTS
(ALL WORKERS - 2022)
Employed inii/iiiiiiii �/
Live in
Mount Prospect, Mount Prospect,
Live Outside Employed Outside
Live and Work
in Village
MM Employed in Mount Prospect, - Outside
10
Employed Outside
1,292 - Employed AND Live in Mount Prospect
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,
approximately 23% 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 INCOME BRACKETS
$200k or more
$150k - $199.9k -
$100k - $149.9k
$75k - $99.9k
$50k - $99.9k w °
$35k - $49.9k
$25k - $34.9k
$15k - $24.9k
$10k - $14.9k
Lessthan$10k
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000
Mount Prospect is fundamentally a commuter community.
Of approximately 22,765 employed residents, only 1,292
both live and work in the Village. Approximately 18% of
residents commute to Chicago, with others traveling to
Arlington Heights, Des Plaines, Schaumburg, and other
suburban employment centers. This dynamic means
daytime population shifts significantly, and the Village's
economic vitality depends on both attracting employers and
maintaining the regional transportation links — particularly
the Metra UP -Northwest line and major arterial corridors —
that allow residents to access jobs across the region.
Comprehensive Plan I MOUNT PROSPECT 2040
HOUSING TYPES
Mount Prospect has approximately 23,000 housing
units, of which 95.5% are occupied - a high occupancy
rate that reflects strong demand. Approximately 70%
of households are owner -occupied, well above the Cook
County rate of 57.5%. Single-family detached homes
account for nearly 58% of all units, while multifamily
housing — including buildings with 10 or more units, smaller
multifamily, and townhomes — makes up the remainder.
The Village's housing stock is overwhelmingly mid-century,
Nearly half of all homes were built between 1960 and
1979, with another 5,225 units built between 1940 and
1959. Post-1980 construction has been modest, adding
fewerthan 5,000 homes over the past four decades. This
pattern means that most of Mount Prospect's housing
is approaching or has exceeded a half -century in age,
with implications for accessibility, energy efficiency, and
reinvestment needs.
Home values reflect a healthy suburban market. The
average owner -occupied home value is approximately
$403,985, above the Cook County median of $307,157,
and home values have risen approximately 34% over the
past five years. Affordability is mixed: most middle- and
upper -income households are not cost -burdened, but
approximately 27% of all households spend more than 30%
of their income on housing, with the burden concentrated
among lower -income renters and seniors on fixed incomes.
NUMBER Of HOUSING UNITS CONSTRUCTED BY DECADE
1939 or earlier - 879
1940 to 1959 5,225
10+ I ini+
Multifai
2
5-9 Unit
Multifamily
8.8%
-
Muftffi
S.byo Vingle lII
Attached
3.8%
Single
Family
Detached
57.8%
20_13ACS -veer E;turates
27'%0,
%AorsitBlurden Rcate
(Percent of Community•. • •
• - than 30%of • - on • •
1960 to 1979 @l9ll 10,930
1980 to 1999 IMMEMM
2000 to 2009 OWN 479
2010 to 2019 INKNEW 503
2020 to 2023 II 47
0 2000
3,940
4000
6000 8000 10000 12000
202oACS vearEsti.niates
MOUNT PROSPECT 2040 1 Comprehensive Plan
Kdder;
Mount Prospect sits within the Chicago metropolitan
region, the third -largest metropolitan area in
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 by Pace bus service connecting to surrounding
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
access.
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 particularly
significant regional opportunity, with implications for
hospitality, dining, entertainment, and service sector
demand throughout the surrounding area, including Mount
Prospect.
Des Plaines
12 comprehensive Plan I MOUNT PROSPECT 2040
CORRIDOR COMMERCIAL AREAS FACING
COMPETITIVE PRESSURES
AN AGING POPULATION THAT WILL SHAPE
FUTURE SERVICE & HOUSING NEEDS
Mount Prospect's median age has steadily increased as
longtime residents age in the community (mirroring national
median age trends). The proportion of residents 65 and older
now exceeds the county average, and this trend is expected
to continue. Many older residents live in single-family homes
that may become less suitable as physical and family needs
change. The Plan responds to this trend through housing
diversity, accessibility, walkability, and senior -supportive
service planning.
A MORE DIVERSE COMMUNITY WITH EVOLVING
CULTURAL & LANGUAGE NEEDS
Mount Prospect has experienced steady growth in racial,
ethnic, and linguistic diversity. Nearly 30% of residents are
foreign -born, and over 40% of households speak a language
other than English at home. This trend reinforces the
importance of inclusive public communication, culturally
responsive services, and meaningful opportunities for all
residents to participate in civic and community life.
PREDOMINANTLY SINGLE—FAMILY HOUSING,
HIGH OCCUPANCY, & AFFORDABILITY
PRESSURES
Mount Prospect's housing inventory is dominated by owner -
occupied single-family homes, with very little vacant land for
new construction. Vacancy rates are at historic lows, home
values have risen sharply, and affordability has become an
increasing concern for renters, first-time buyers, and lower -
income households. Continued reliance on single-family
housing alone is unlikely to meet the needs of a growing
and economically diverse population. The Plan responds
with strategies to support a broader mix of housing types and
price points in appropriate locations.
LIMITED RECENT HOUSING CONSTRUCTION &
AGING STOCK
Most of Mount Prospect's housing was built between 1940 and
1980, and post-1980 construction has been modest. The aging
stock does not meet current expectations for accessibility,
energy efficiency, or design preferences. Reinvestment,
rehabilitation, and strategic infill will be increasingly
important to maintaining the quality and competitiveness
of the Village's neighborhoods.
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. Some commercial properties
are underutilized and face increasing competition from
newer suburban centers and online retail. Updating land use
regulations, incentivizing reinvestment, and supporting
mixed -use or residential conversions are central themes
of the Commercial & Industrial Areas chapter.
DOWNTOWN AS A COMMUNITY ANCHOR WITH
CONTINUED POTENTIAL
Downtown Mount Prospect has seen meaningful investment
and revitalization over the past decade, benefiting from its
Metra station, walkable scale, and mix of civic, retail, and
residential uses. Opportunities remain to increase foot traffic,
support small businesses, and activate underutilized parcels.
Downtown serves as a model for the kind of walkable,
mixed -use development the Village seeks to extend to
other appropriate locations.
ENVIRONMENTAL RESILIENCE & STORMWATER
MANAGEMENT
Like many mature suburbs, Mount Prospect faces
persistent challenges related to localized flooding and
aging stormwater infrastructure. The Village has invested
significant resources to mitigate flooding in recent years
and is currently developing a Stormwater Management
Master Plan to evaluate the existing system and prioritize
improvements. The MP2040 Plan links stormwater priorities to
land use, transportation, and parks planning, and encourages
development practices that limit runoff and integrate green
infrastructure into public and private projects.
STRONG REGIONAL CONNECTIVITY
Mount Prospect benefits from excellent regional
transportation access, including proximity to 1-90, major
arterials such as Rand and Elmhurst Roads, and the Metra
UP -Northwest line. This connectivity supports the Village's
attractiveness for employers, commuters, and shoppers, and
links residents to O'Hare International Airport and downtown
Chicago. Maintaining and enhancing these connections,
and ensuring that local mobility within the Village matches
the quality of regional access, is a recurring theme of the
Transportation & Mobility chapter.
MOUNT PROSPECT 2040 1 Comprehensive Plan 13
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
neighborhood quality, economic vitality, mobility, and
sustainability.
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.
14 Comprehensive Plan I MOUNT PROSPECT 2040
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VILLAGE
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VISION STATEMENT
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In 2040... Mount Prospect will continue to embody
w
the very best of community living as a forward -thinking,
family -centered village that sets the standard for quality
of life in the region. We will have beautiful neighborhoods,
vibrant commercial districts, and abundant parks and
cultural spaces. The Village will be well-connected by safe
streets, trails, and transit, where residents of every age can
access parks, services, housing choices, and community
spaces that support healthy, active lives. We will pursue
sustainable and resilient practices that balance economic
opportunity with environmental stewardship, ensuring
long-term viability for both public and private investment.
Community facilities will be inclusive, active hubs that
bring people together and support daily life across all ages.
0
Our economy will cultivate modern commercial areas and
a strong local identity that attracts unique businesses and
positions the Village as a regional destination. Together,
these elements will define Mount Prospect as a competitive,
business -friendly community - a place where people of all
ages can live, work, and thrive.
Guide community growth and improvement in a coordinated
manner that strengthens Mount Prospect's neighborhoods,
supports economic vitality, and improves quality of life.
1. Protect Neighborhoods While Focusing Development
in Key Areas
2. Promote Mixed -Use, Walkable, & Connected
Development Patterns in Appropriate Areas
3. Support Economic Vitality & Reinvestment
4. Integrate Sustainability & Resilience into Land Use
Decisions
5. Strengthen Compatibility Between Residential,
Commercial, & Industrial Areas
6. Coordinate Land Use with Infrastructure, Facilities, &
Services
7. Evaluate Annexation of Remaining Unincorporated
Areas
8. Create Subarea Plans for Key Areas in the Village
HOUSING & NEIGHBORHOODS
Ensure Mount Prospect's neighborhoods remain
strong, accessible, and well-connected by expanding
housing choices, supporting infill and reinvestment, and
strengthening the character, safety, and livability of every
residential area.
9. Uphold Neighborhood Character & Quality
10. Expand Senior -Oriented Housing Options
11. Expand Entry -Level Housing Aimed at Young
Professionals & Growing Families
12. Support Quality, Safety, & Management in Existing
Multifamily & Townhome Housing Areas
COMMERCIAL & INDUSTRIAL
Support active, resilient, and well-connected commercial
and industrial districts that sustain a diverse economy,
attract investment, strengthen Mount Prospect's identity,
and provide services, jobs, and amenities for residents and
businesses.
13. Strengthen Downtown as the Village's Primary
Economic & Social Hub
14. Cultivate Distinct & Walkable Secondary Activity
Centers
15. Beautify Commercial Districts
16. Investigate the Feasibility of Neighborhood -Scale
Corner Stores
17. Rejuvenate Industrial Areas & Improve Compatibility
18. Revitalize Aging Retail Centers & Corridors
19. Diversify the Village's Business Base
20. Advance Mount Prospect's Identity & Branding
21. Champion Business Retention & a Strong Investment
Climate
22. Leverage Regional Assets & Major Developments
16 Comprehensive Plan I MOUNT PROSPECT 2640
TRANSPORTATION & MOBILITY PARKS ENVIRONMENT
Create a safe, connected, and multimodal transportation Maintain and advance parks, open spaces, and
network that facilitates mobility for all users, reduces environmental systems to support access, ecological
congestion, and ensures access to destinations throughout health, climate resilience, and a high quality of life for all
Mount Prospect. Mount Prospect residents.
23. Address Safety for All Roadway Users
24. Invest in Multimodal Transportation Options
25. Support Public Transit Access & Reliability
26. Reduce Congestion & Modernize Traffic Operations
27. Embrace Emerging Mobility & Sustainability Practices
28. Rejuvenate Wayfinding, Connectivity, & Travel
Experience
COMMU11417Y FACILITIES
Support high -quality, accessible, and resilient public
facilities, utilities, and services that meet the evolving
needs of Mount Prospect's residents and advance safety,
sustainability, and long-term community well-being.
29. Modernize Critical Infrastructure
30. Reinforce Public Safety Services & Facilities
31. Revitalize Community Facilities
32. Increase Access to Free, Welcoming Community
Gathering Spaces, Especially for Children &
Teenagers
33. Advance Sustainability & Resilience in Public
Facilities
34. Catalyze Partnerships & Communication
35. Boost Community Growth Through Strategic
Investment
36, Improve Access to Parks, Open Space, & Recreation
37. Rejuvenate Park Facilities
38. Add Natural Amenities & Passive Recreation
39. Position Parks as Community Destinations & Cultural
Assets
40. Support Environmental Stewardship & Climate
Resilience
MOUNT PROSPECT 2040 1 Comprehensive Plan
17
Land use is the foundation of a 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 a municipality is positioned to compete for
investment over the long term.
Mount Prospect is a largely built -out community. Unlike
communities with significant undeveloped land on the
urban fringe, the Village's future will be shaped primarily
by reinvestment, redevelopment, and infill rather than
greenfield expansion. That context defines the core
challenge of this chapter: how to guide change thoughtfully
in a mature suburb where the interests of existing residents,
property owners, and future growth must be carefully
balanced.
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.
18 Comprehensive Plan I MOUNT PROSPECT 2040
VISIONBACKGROURDI
Mount Prospect's land use vision centers on protecting
what residents value most; stable, attractive neighborhoods
and a strong sense of community, while creating the
conditions for strategic growth and reinvestment in key
areas. The Village should not pursue growth for its own
sake, however it should evolve incrementally to meet the
ongoing needs of residents. Competitive communities
invest in themselves, and this chapter provides a
framework for doing so in a fiscally responsible, design -
conscious way.
LA14D USE GOALS
1. Protect Neighborhoods While Focusing Development in
Key Areas
2. Promote Mixed -Use, Walkable, & Connected Development
Patterns in Appropriate Areas
3. Support Economic Vitality & Reinvestment
4. Integrate Sustainability & Resilience into Land Use
Decisions
5. Strengthen Compatibility Between Residential,
Commercial, & Industrial Areas
6. Coordinate Land Use with Infrastructure, Facilities, &
Services
7. Evaluate Annexation of Remaining Unincorporated Areas
8. Create Subarea Plans for Key Areas in the Village
MOUNT PROSPECT 2040 1 Comprehensive Plan 19
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
additional vehicle trips.
Regional investment catalysts. Proposed regional
developments — including a potential Chicago Bears
stadium in nearby Arlington Heights — may generate
hospitality, dining, and service -sector demand that Mount
Prospect is well -positioned to capture with the right land
use framework in place.
20 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan
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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.
COMMUNITY RESIDENTIAL
Primary: Single Family Homes, Townhomes, Duplexes,
Triplex/Quadplex
Supporting: Senior Housing, Religious Uses, Parks and
Open Space, Pocket Commercial Uses or Corner Stores
(along corridors and transitional areas as appropriate)
MULTIFAMILY
Primary: 3+ Story Multi Family Buildings, Townhomes,
Duplexes, Triplex/Quadplex
Supporting: Retail, Parks, Professional Offices
DOWNTOWN MIXED USE
Primary: 1-6 Story Mixed Use Buildings, Retail, Restaurants
and Outdoor Dining
Supporting: Townhomes, Community Gathering Spaces,
Parks and Open Space
22 Comprehensive Plan I MOUNT PROSPECT 2040
NEIGHBORHOOD CENTER
Primary: Business Offices, Small -Scale Retail, Restaurants,
Daycares, Professional Services, Other Commercial Uses,
Residential Above Commercial
Supporting: Townhomes, Small Apartment Buildings, Senior
Housing, Health Services, Community Amenities, Plazas,
Squares, Pocket Parks, Other Community Gathering Spaces
CORRIDOR MIXED USE
Primary: Large Format Retail, Car -Oriented Uses
Supporting: High Density Residential, Medical,
Entertainment, Hotel, Office, Public Gathering Spaces,
Squares, Pocket Parks, Other Community Gathering Spaces
BUSINESS & INDUSTRIAL MIXED USE
Primary: Commercial Office, Light Industrial,
Manufacturing, Research, Solid Waste Handling,
Warehousing
Supporting: Recreation, Health Services, Hotel, Civic Uses,
Restaurants, Screened Outdoor Storage Squares, Pocket
Parks, Other Community Gathering Spaces
INSTITUTIONAL
Primary: Government Buildings, Schools, Hospitals,
Religious Institutions, Offices
MOUNT PROSPECT 2040 1 Comprehensive Plan 23
PARKS & OPEN SPACE
Primary: Parks, Recreational Facilities, Golf Courses
UTILITY/ROW
Primary: Metra Right -Of -Way, Electrical Substations,
ComEd Corridors
24 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT2040 1 Comprehensive Plan 0 y4 '/2 1 Miles 25 "w
The map on page 29 identifies properties throughout Mount
Prospect with potential for development, redevelopment, or
improvement overthe 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.
0 2400 E Rand Rd - High -traffic corner lot. Currently
used for vehicle parking.
1450 River Rd - Vacant commercial lot.
Euclid/Elmhurst Parcel (Northwest) - Grass parcel
adjacent to golf course, residences and across from
bank.
OEuclid/Elmhurst Parcel (Southeast) - Former
bank outlot of Randhurst Village; building has been
demolished.
Perimeter Dr./Elmhurst Parcel (Southeast) -
Undeveloped grass outlot of Randhurst Village.
909 N Elmhurst Rd - Vacant updated restaurant
building with adjoining parking lot.
O940 E Kensington Rd - Undeveloped grass outlot of
Randhurst Village.
0 1 E Rand Rd - Unoccupied, former convenience store
at the Rand/Kensington/Elmhurst intersection
0 800 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,.
1661 Feehanville Dr -Office building with parking and
a pond at southwest corner of Feehanville Drive and
Wolf Road.
800 River Rd - Vacant car wash building.
26 Comprehensive Plan I MOUNT PROSPECT 2040
CENTRAL MOUNT PROSPECT
1100 W Northwest Hwy - Partially -occupied office
space facing Northwest Highway.
800 W Central Rd - Mix of office buildings.
708 W Central Rd - Self -storage use with an unpaved
parking lot.
704 W Central Rd - Contractor's storage yard.
0 604 W Central Rd - Flexible warehouse/commercial
space.
300 W Central Rd - Large Mount Prospect post office
building with front and rear parking.
Mt. Prospect Plaza Parking - Outlot opportunity
currently used for parking.
105 S Main St. - Vacant grass lot located in Downtown
available for development.
111 E Busse Ave - Vacant 7-story bank office building
located in Downtown.
205 S Wille St - Former St. Mark Lutheran Church
parking lot and grass pad, purchased by the Village in
2025.
200 S Main St - Prominent vacant property at
southern gateway to the Downtown at southwest
corner of Evergreen and Main Street..
216 S Emerson St - Vacant grass lot near Downtown;
owned by the Village.
113 E Prospect Ave - Metra commuter lot and auto
service business in Downtown Mount Prospect.
237-249 E Prospect Ave - Aging office/warehouse
buildings near new mixed -use development.
401 E Prospect Ave - Aging office building at the
corner of Prospect Ave and School St.
620 E Northwest Hwy- Vacant grass lot on a major
corridor
854-864 E Northwest Hwy - For -sale buildings on a
major corridor
1050 E Northwest Hwy - Commercial lot at a major
intersection.
MOUNT PROSPECT 2040 1 Comprehensive Plan 27
SOUTH MOUNT PROSPECT
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 HQ) - Large undeveloped property along a high -
traffic road near industrial properties.
425 Dempster St. ("The Tree Farm") - Undeveloped
tree farm along a major corridor.
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 a high -traffic corridor.
3400 Badger Rd - Industrial property at the
northwest corner of Badger Road and Oakton Street.
r 2424 E Oakton St - Industrial property.
South-of-Oakton Industrial Properties - Mix of
nonconforming industrial parcels south of Oakton that
were developed in unincorporated Cook County.
28 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan t p 1/4 1/z 1 Miles 29
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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
A. Preserve the character, scale, and stability of
established residential neighborhoods by enforcing
zoning standards that maintain compatible building
forms, lot coverage, massing, and setbacks in
single-family and low -density areas.
B. Direct higher -intensity development, including
multi -story mixed -use buildings, larger multifamily
residential, and significant commercial uses, to
parts of Downtown, Randhurst, major corridors, and
parcels designated on the Opportunity Sites Map.
C. Require compatible transitions between higher -
intensity and lower -intensity land uses through
stepped building heights, landscape buffers,
design standards, and thoughtful site planning
that minimizes operational conflicts and preserves
residential livability.
D. Utilize Planned Unit Developments, other existing
zoning rules, and financial incentives to ensure
new development is contextually appropriate in
scale, materials, and orientation, particularly at the
edges of neighborhoods and in areas where higher -
intensity uses border lower -density residential.
30 Comprehensive Plan I MOUNT PROSPECT 2040
d M Yu M� V4 NM 1 Y�
Walkability is an amenity and an economic and quality -of -
life driver. Communities where residents can access
daily needs, transit, parks, and commercial services on
foot or by bike attract younger households, support
independent mobility for older residents, and generate
commercial activity different from car -dependent
development. Mount Prospect's Downtown core already
demonstrates what walkable mixed -use environments can
offer. The challenge is extending and strengthening that
pattern in appropriate locations throughout the Village.
Mixed -use development — integrating housing, retail,
services, and public space in compact, walkable formats
— is a proven model for reinvesting in aging commercial
corridors and underutilized sites. It also reduces
infrastructure costs by concentrating density where
services already exist, and it generates sales and property
tax revenue that supports the Village's long-term fiscal
health.
Transit -oriented development patterns, particularly
near train stations, represent a special opportunity.
These locations allow housing and commercial growth
that is structurally less auto -dependent, reducing
congestion impacts while maximizing the return on transit
infrastructure investment.
STRATEGIES
A. Support mixed -use development formats that
combine ground -floor commercial or service
uses with upper -floor residential, office, or
hospitality uses in walkable, pedestrian -oriented
configurations in locations deemed appropriate by
the Village Board.
B. Continually improve design quality and use
regulation in Downtown, transit station areas, and
corridors to actively facilitate development with
appropriate building heights, parking levels, and
enhanced amenities.
C. Prioritize infill development, redevelopment,
and adaptive reuse of underutilized properties
within a half -mile of Metra stations, ensuring new
development is pedestrian -scaled and transit -
supportive.
D. Coordinate land use decisions with existing
and planned transit investments to reinforce
transit -oriented development patterns, including
alignment of land use designations with Pace Pulse
bus service corridors.
E. Require pedestrian -oriented streetscape
improvements, including wide sidewalks,
street trees, activated ground floors, and bike
infrastructure, as conditions of approval for
major mixed -use and commercial redevelopment
projects.
MOUNT PROSPECT 2040 1 Comprehensive Plan 31
a
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. A land 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.
Is. n' m'llll;,i1Es
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.
32 Comprehensive Plan I MOUNT PROSPECT 2040
Land use decisions have long-term environmental
consequences that can be difficult and expensive to
reverse. How and where development is located affects
stormwater runoff, urban heat, tree canopy, and the
community's long-term infrastructure costs. Mount
Prospect has significant stormwater challenges that require
the integration of sustainable infrastructure into land use
and site design decisions.
Sustainability is treated as a practical consideration in
the plan: walkable development patterns are inherently
more resource -efficient than sprawl; adaptive reuse of
existing buildings reduces construction waste; and green
infrastructure can address flooding while also improving the
aesthetic quality of commercial and residential areas.
"'° IIIR III ` ; UIIE
A. Continue to incorporate stormwater
management, green infrastructure, and
climate resilience into land use planning and site
design review for new development and major
redevelopment projects.
B. Promote infill development patterns that make
efficient use of existing land and infrastructure,
reducing per -capita maintenance costs and
environmental impacts relative to greenfield
development.
C. Protect and enhance natural areas, open
spaces, and the Village's tree canopy through
land use designations, development standards,
and coordination with the park districts and
environmental agencies.
D. Evaluate adaptive reuse of existing buildings
as an attractive alternative to demolition .
where consistent with economic viability and
redevelopment objectives, reducing demolition
waste and preserving embodied resources.
E. Encourage sustainable site design practices,
including green space maximization and drainage
infrastructure in development, where feasible and
consistent with operational requirements.
MOUNT PROSPECT 2040 1 Comprehensive Plan 33
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.
4STRA rI ';GIIIE
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.
34 Comprehensive Plan I MOUNT PROSPECT 2040
Land use decisions should occur in tandem with other
considerations. Every development that is approved creates
demand for water and sewer capacity, roads, parks, schools,
and public safety services. The Village should ensure that
growth is directed to locations where existing infrastructure
can support it, and that new infrastructure investment
is aligned with the land use patterns the Village wants to
achieve.
This means coordinating land use planning with capital
improvement programming, utility master planning, and
transportation network investments. It also means being
realistic about infrastructure constraints: locations with
aging systems, limited road capacity, or inadequate sewer
and water service are not appropriate for high -intensity
development without corresponding infrastructure
investment.
IIII EGI '
A. Align land use planning with the Village's capital
improvement program, utility master plans,
transportation investments, and community facility
plans.
B. Continue to require that development be
adequately served by existing or planned public
infrastructure and services before approval,
including water, sewer, stormwater, road capacity,
and emergency response access.
C. Use development agreements and planned
unit development requirements to secure
infrastructure improvements and community
benefits from major development projects.
MOUNT PROSPECT 2040 1 Comprehensive Plan 35
1 cIIAI i
M
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.
STIZATEG�ES
�
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.
B. Evaluate the feasibility of infrastructure
investment, including water, sewer, and road
improvements, required to serve annexed areas
before committing to existing Village service levels.
C. Engage property owners and residents in and
near unincorporated areas in conversations
about the potential benefits and implications
of annexation, including utility access, zoning
changes, and service transitions.
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Comprehensive Plan I MOUNT PROSPECT 2040
•
Key areas of Mount Prospect would benefit from a more
focused planning lens than the Comprehensive Plan
alone can provide. "Subarea plans" allowthe Village to
develop tailored land use, design, and infrastructure
recommendations for geographically distinct or
strategically significant locations such as major activity
centers, important corridors, and secondary neighborhood
areas.
Subarea plans translate broad Comprehensive Plan goals
into actionable, site -specific guidance that can inform
zoning decisions, capital investments, and redevelopment
conversations with property owners and developers.
"IIIU��'� IIII'�;IIIII °"
A. Identify subarea plan candidates based
on criteria such as redevelopment potential,
infrastructure needs, proximity to transit, or land
use pressures.
B. Engage stakeholders within and adjacent to
subarea plan boundaries in the planning process.
C. Ensure subarea plans are consistent with
the Comprehensive Plan, while providing
greater specificity on land use mix, building form,
circulation, open space, and public realm design.
D. Use subarea plans as a tool for shaping developer
conversations and establishing community
expectations before significant development
proposals come forward.
E. Adopt plans as official village policy and
reference them in zoning and development review.
MOUNT PROSPECT 2040 1 Comprehensive Plan 37
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.
4pow, IIIN ) R°"'lull' P S IIII
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.
"Please note that oil subareas arz subject to Change h"
future gunning efforts.
vwAw DOWMI OWINIIIIIG' S1,113AREA
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.
SOU IC il III II' 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
employment -generating capacity that makes it a critical
component of the Village's overall economic base.
38 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Co m rehensive Plan °`
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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.
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
occurred in recent decades. Mount Prospect's population is
becoming older and more diverse, and household composition
is changing. The share of residents aged 65 and older now
exceeds the Cook County average, while younger adults and
growing families face increasing difficulty finding homes
they can afford in the community. A median home value of
approximately $404,000 — up 34 percent since 2020 —
refiects strong demand, but it also signals an affordability gap
for first-time buyers, young professionals, and residents on
fixed incomes.
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.
This chapter establishes Mount Prospect's housing
and neighborhood policy framework through 2040. It is
organized around the Housing & Neighborhoods Goals
and Objectives adopted as part of the MP2040 Vision,
Goals and Objectives Report and draws on the Existing
Conditions Report, Community Engagement Report, and
coordination with partner agencies. The strategies here are
designed to protect what residents value most about
their neighborhoods while creating the conditions
for reinvestment and expanded housing choice in
appropriate locations.
40 Comprehensive Plan I MOUNT PROSPECT 2040
VISIOIII�114 BAOKGIROIJIWDI
Mount Prospect's housing and neighborhood vision is about
continuing what works while preparing for what's coming.
The Village's established neighborhoods will remain the
backbone of community life - stable, well -maintained, and
desirable - while new development in key areas will ensure
the long-term vitality of the community.
The strategies in this chapter are designed to expand
housing choice without imposing blanket density
increases, to support reinvestment without displacing
existing residents, and to strengthen the physical
quality and livability of every neighborhood in the
Village.
Illlh°°°IIIII JSIING &IIIII; HIV° IIIIIIIII IIIIV'' IIIIGOALS
9. Uphold Neighborhood Character & Quality
10. Expand Senior -Oriented Housing Options
11. Expand Entry -Level Housing Aimed at Young
Professionals & Growing Families
12. Support Quality, Safety, & Management in Existing
Multifamily & Townhome Housing Areas
MOUNT PROSPECT 2040 1 Comprehensive Plan 41
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 — fewerthan 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
1939 or earlier UMUM 879
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 of 15%,
Many seniors live in larger single-family homes that may
become less suitable as physical needs change. Accessible,
age -friendly housing neartransit, 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.
2000 4000 6000
8000 10000 12000
EIN,
Comprehensive Plan I MOUNT PROSPECT 2040
2�2 7 4 S ES
Changing household sizes and composition. Mount
Prospect's household composition has shifted considerably
from the era when most of its housing was built. Nearly
half of all housing units date from 1960 to 1979, when the
community was growing rapidly and demand was driven
largely by young families seeking single-family homes.
Today, the population looks different. Residents aged 20
to 34 make up just 17% of the population, well below the
Cook County average of 24%, while seniors 65 and older
now account for 18%, above the county average. Smaller
households, empty nesters, and aging residents seeking
to downsize are a growing share of the community. The
result is a mismatch between a housing stock built for large
families and the smaller, more varied household types that
increasingly define Mount Prospect today.
Strong market demand and rising values. Average home
values have increased 34% since 2020, outpacing Cook
County. The Village's vacancy rate of approximately 4.5% is
well below typical healthy market benchmarks, indicating
constrained supply. While rising values benefit existing
homeowners, they compound the affordability challenge
for prospective buyers and renters. This phenomenon is
occurring both in Mount Prospect and around the country,
incentivizing homeowners not to sell.
Affordability pressures for renters and lower -income
households. About 27% of all Mount Prospect households
are housing cost -burdened, spending more than 30% of
income on housing. The burden falls disproportionately
on lower -income residents: 99% of households earning
under $20,000 and 76% of those earning $20,000-$49,000
are cost -burdened. Approximately 46% of renters are
cost -burdened, compared to 24% of homeowners with a
mortgage.
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MOUNT PROSPECT 2040 1 Comprehensive Plan 43
HOUSING N' NEIGHBORHOODS
GUIDE
COMMUNITY RESIDENTIAL
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.
J� j MULTIFAMILY
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.
1
Downtown has the greatest potential for walkable
mixed -use development. The Village should encourage
redevelopment that combines multi -dwelling residential
with ground -floor commercial uses. Adaptive reuse, infill
development, and conversion of under utilized properties
will strengthen the Downtown's vibrancy as both a housing
and commercial destination.
IN CORRIDOR COMMERCIAL MIXED —USE
As retail formats continue to evolve, outlots, aging
strip centers, and underutilized parking fields 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.
NEIGHBORHOOD CENTER
Neighborhood Centers small clusters of local shops and
services meant to serve nearby residents, such as corner
stores, cafes. These nodes should stay modest in scale,
reinforcing the character of surrounding neighborhoods.
The Plan supports maintaining and, where fitting, modestly
expanding these centers to strengthen neighborhoods.
Im UNINCORPORATED EVALUATION
These areas represent unincorporated land adjacent to
Mount Prospect's municipal borders. The Village should
assess these neighborhoods to determine whether
annexation is appropriate, evaluating infrastructure
condition, service costs, housing quality, and fiscal impacts
to ensure any annexed property becomes a well -integrated
part of the community.
44 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan
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HOUSING & NEIGH
GUIDE,
Community Residential
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Neighborhood Center
0 '/a '/z 1 Miles 45
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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 for a stronger sense of place
across the Village's residential areas.
T wed"I GIIE
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 a 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
gathering spaces in Downtown to better host
events, support seasonal programming, and
strengthen Downtown's role as the Village's primary
civic and social center.
46 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's senior population is one of its fastest -
growing demographic segments, creating important
implications for housing policy. Many long-term residents
who raised their families in the Village want to remain in
Mount Prospect as they age, but the housing stock that
served them well during their working years may not be
well -suited to their changing needs. Large single-family
homes with stairs, deferred maintenance challenges, and
locations that require driving for every errand present real
barriers to aging in the community. Supporting the ability of
older residents to remain in their homes and neighborhoods
through home modifications, accessible design, or nearby
services, is a community priority that touches land use,
transportation, and public investment alike.
At the same time, the Village's supply of dedicated senior
housing - independent living, assisted living, and accessible
units near transit and services - is limited relative to
the growing demand. The Aging in Mount Prospect
engagement station generated extensive discussion about
the challenges older residents face: limited transportation
options, difficulty maintaining larger homes, and a desire
for housing that allows them to remain independent while
staying connected to the community they have been a part
of for decades.
Addressing senior housing needs requires action on two
fronts: expanding the supply of purpose-built senior
housing in locations with good access to healthcare,
transit, and daily services, and making it easier for
existing homeowners to adapt their properties for
aging in the community through universal design and
walkability improvements.
"IC"IIII �II�"�I�I�IIIIII��
A. Support investment in age -restricted senior -
oriented community facilities, including
independent living, assisted living, and memory
care options.
B. Support investment in non -restricted
market -rate housing that is accessible and near
healthcare, transit, Downtown amenities, and
community facilities (for example, new condos with
minimal maintenance, townhomes with accessible
infrastructure, etc.)
C. Facilitate aging -in -place by encouraging new
housing, home renovations, universal design
features, and first -floor living configurations, paired
with walkability improvements that support safe,
independent mobility for older adults.
Average Age
2023 -t �.2
Average Age -7 9.5
210
Average Age
20
MOUNT PROSPECT 2040 1 comprehensive Plan 47
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 as townhomes, 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
corridors. The strategies below support housing diversity in
locations where it makes the most sense - near transit, in
walkable areas, and along reinvestment corridors.
STRATEGIES
A. Encourage a broader range of entry-level and
missing middle housing options - including
duplexes, triplexes, quadplexes, and rowhomes -
through strategic zoning refinements and design
standards in appropriate transitional areas.
B. Support incremental increases in housing
opportunities within a half -mile walking
distance of the Metra stations by prioritizing infill
development, redevelopment, and adaptive reuse
of underutilized and/or aging properties.
C. Investigate allowing greater flexibility in
housing types, densities, and mixed -use
formats, particularly in walkable areas and
designated subareas, without imposing uniform
density increases across established residential
neighborhoods.
D. Evaluate fiscally responsible funding tools
and incentive programs that help offset rising
construction and financing costs while protecting
the Village's long-term fiscal stability.
E. Support regional housing planning efforts
by participating in initiatives such as CMAP's
Homes for a Changing Region program, which
helps communities forecast housing demand
and align local policy with regional growth
trends. Engagement with regional planning
processes strengthens Mount Prospect's ability
to make evidence -based housing decisions,
access technical resources, and coordinate with
neighboring communities on shared challenges.
48 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's multifamily and townhome developments
house approximately 30 percent of the Village's households.
Many of these developments are well -managed, well -
maintained, and stable. Others, particularly older
complexes with deferred maintenance, outdated
building systems, and management challenges,
experience higher call volumes, code enforcement
activity, and resident turnover that affect the quality of
life for tenants and surrounding neighborhoods alike.
The Village has a direct interest in the quality and safety
of its existing multifamily housing stock. Physically
deteriorating buildings depress village aesthetics, strain
public services, and undermine the Village's overall quality
of life. Stakeholder interviews with school districts and
public safety officials highlighted the connection between
building management quality and neighborhood outcomes.
Police and fire leadership noted that a relatively small
number of properties generate a disproportionate share of
service calls, and that proactive engagement with property
owners is more likely to produce sustained improvement
than purely reactive enforcement.
TRAT' w EE
A. Encourage rehabilitation and modernization of
aging multifamily housing stock by supporting
upgrades to building systems, accessibility
features, energy efficiency, and site design through
a combination of code requirements and available
incentive programs.
B. Develop strategies to improve building
maintenance, management practices, and
public safety in multifamily developments
experiencing higher call volumes or operational
challenges, including proactive owner engagement,
property management standards, and coordination
between the Village's Community Development,
Human Services, and Public Safety departments.
MOUNT PROSPECT 2040 1 Comprehensive Plan 49
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 northeast and continues to navigate the structural
challenges facing suburban retail. Major corridors along
Rand Road, Golf Road, and Elmhurst Road host a mix of
retail, services, and aging strip centers. The Kensington
Business Center and the South Mount Prospect industrial
area along Algonquin and Oakton each play distinct roles in
employment and the tax base, and each is being reshaped
by shifts in office work, manufacturing, and logistics.
.,,, ., i , ,,,< , , , , fir iio,,, izuciiia ✓i,✓.
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.
50
Comprehensive Plan I MOUNT PROSPECT 2040
VIS1014IIIIIIII, m° �� : m �I IIII
Communities that thrive economically over the long
term are the ones that actively shape their own
conditions: by aligning land use with market opportunity,
by deploying incentive tools strategically and competitively,
partnering with property owners and developers on the
projects that move districts forward, and building the kind
of distinctive places that businesses want to locate in and
customers want to visit.
This chapter approaches commercial and industrial
policy as a portfolio. Downtown is performing well and
deserves continued investment to extend its momentum.
Randhurst Village requires proactive leadership to meet
the challenges facing traditional brick and mortar retail.
Aging arterial corridors need strategic investment and
selective redevelopment. Industrial areas need building and
infrastructure investment to maintain and attract high -
quality employers. Across all of these districts, the Village's
role is to be a credible, predictable, and proactive partner.
CQIWWERCIAI & INDLISTMAI GOAS
13. Strengthen Downtown as the Village's Primary
Economic & Social Hub
14. Cultivate Distinct & Walkable Secondary Activity
Centers
15. Beautify Commercial Districts
16. Investigate the Feasibility of Neighborhood -Scale
Corner Stores
17. Rejuvenate Industrial Areas & Improve Compatibility
18. Revitalize Aging Retail Centers & Corridors
19. Diversify the Village's Business Base
20. Advance Mount Prospect's Identity & Branding
21. Champion Business Retention & a Strong Investment
Climate
22. Leverage Regional Assets & Major Developments
MOUNT PROSPECT 2040 1 Comprehensive Plan 51
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.
52 Comprehensive Plan I MOUNT PROSPECT 2040
High development costs and competitive incentive
landscape. Stakeholder interviews with developers
highlighted that rising construction costs, elevated interest
rates, and tight underwriting standards have made most
commercial and mixed -use projects financially infeasible
without meaningful public partnerships.
Regional investment catalysts. Proposed regional
developments, most notably the potential Chicago Bears
stadium in nearby Arlington Heights, could generate
significant spillover demand for hospitality, dining,
entertainment, and service -sector businesses. Mount
Prospect is geographically well -positioned to capture this
demand if it has the right land use framework, available
sites, and business incentive strategy in place.
Limited business diversity and identity. Engagement
feedback consistently identified gaps in the Village's
business mix. Specialty retail, bookstores, multicultural
businesses, and entertainment venues are among the most
frequently requested.
MOUNT PROSPECT 2040 1 Comprehensive Plan 53
IM DOWNTOWN 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.
In 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.
In RAND ROAD 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
one of Mount Prospect's most significant commercial
assets, but continues to face the structural pressures
reshaping suburban retail nationally. The Village should work
proactively with ownership to support continued tenant
diversification, encourage uses beyond traditional retail —
including dining, entertainment, medical, and residential
— and ensure the area remains a regional destination.
Flexibility in land use and parking standards will be important
as both the corridor and the center continue to evolve.
NEIGHBORHOOD CENTERS IN CENTRAL &
NORTH
Several intersections in North Mount Prospect, nearthe
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.
Imi
INDUSTRIAL GROWTH IN SOUTH MOUNT
PROSPECT AND ON WEST CENTRAL ROAD
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 keytools 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
advantages as the employment landscape continues to
evolve.
54 Comprehensive Plan I MOUNT PROSPECT 2040
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Downtown Mixed Use
Neighborhood Center
Corridor Mixed Use
Business & Industrial Mixed Use
000 Industrial/Commercial Mix
MOUNT PROSPECT 2040 1 Com rehensive Plan
P �, 0 '/a '12 1 Miles 55 s
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 a 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.
STRA rEGEES
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.
56 Comprehensive Plan I MOUNT PROSPECT 2040
GOAL14: CULTIVATE DISTINCT &
'A I A L. SECONDARY" ACTIVITY
CENTERS
Downtown cannot be the only place in Mount Prospect
where commercial activity, walkability, and mixed -use
development come together. The Village's long-term
economic vitality depends on cultivating additional
activity centers in locations that have the right
combination of land availability, regional access, and
market potential. Two locations stand out: Randhurst
Village and South Mount Prospect.
Randhurst Village is the most consequential. As one of the
first regional shopping malls in the country, Randhurst was
once a defining feature of suburban Chicago's economy.
Its partial reinvention as Randhurst Village added value,
but the district remains dominated by surface parking
and a scale that limits walkability. There is a long-term
opportunity to transform Randhurst Village into a true
mixed -use destination that integrates housing, retail, dining,
entertainment, plazas, and trail connections in a format that
competes with newer lifestyle centers regionally.
STRATEGIES
,NEE
A. Transform Randhurst into a more walkable
mixed -use entertainment destination by
supporting new outlot development, a redesign of
the parking fields to support walkability, integration
of plazas and trail connections, and active
recruitment of dining, entertainment, and specialty
retail uses.
B. Establish stronger retail nodes in North Mount
Prospect, with mixed -use development standards
that prioritize pedestrian comfort and district
identity. Develop subarea plans to create clear, but
flexible, visions for identified areas.
C. Consider mixed -use and limited industrial
redevelopment as an alternative to aging office
buildings and under -performing sites in South
Mount Prospect, leveraging the area's available
land and improving infrastructure as a foundation
for reinvestment.
MOUNT PROSPECT 2040 1 Comprehensive Plan 57
GOAL r
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.
nZATEGMES
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.
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.
58 Comprehensive Plan I MOUNT PROSPECT 2040
Seventy-six percent of survey respondents expressed
favorable views toward neighborhood -scale corner
stores — an unusually strong signal of openness
to a use type that is currently absent from most of
Mount Prospect's residential areas. Done well, small
neighborhood -serving retail can add convenience, create
walkable amenities, and reinforce neighborhood identity
without disrupting residential character. The path forward
is to evaluate the concept carefully — through conditional
uses or a pilot program — with strong context -sensitive
standards that ensure compatibility with surrounding
homes.
STRATEGIES
A. Evaluate strategic regulatory approaches —
such as conditional uses, or pilot programs — at
select residential street corners in transitional
areas to determine whether small-scale,
neighborhood -serving retail can be introduced in a
manner compatible with surrounding areas in the
community.
B. Develop context -sensitive design, operational,
and performance standards — including building
scale, site layout, hours of operation, and noise
and lighting controls — to ensure compatibility with
residential neighborhoods.
C. Assess on -site and shared parking strategies,
walkability, and access considerations to minimize
traffic and parking impacts on nearby streets.
D. Ensure that any new neighborhood -serving
commercial uses introduced in residential areas
complement, rather than compete with, existing
retail anchors and commercial corridors elsewhere
in the Village.
Note: Photos on this page show example
best practices from other communities.
MOUNT PROSPECT 2040 1 Comprehensive Plan 59
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.
r,IRA r1l.WES
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.
60 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's arterial commercial corridors host a mix of
retail, services, and aging strip centers that face increasing
competitive pressure. Some properties are performing well,
while others are struggling to attract and retain tenants.
The Village cannot sustain failing businesses, but it can
deploy strategic financial incentives such as facade
improvement grants, interior build -out assistance,
and other economic development programs, to help
viable tenants get established and existing businesses
reinvest in place.
STRATEGIES
A. Support reinvestment and redevelopment
in aging or under -performing commercial
corridors and big -box centers to facilitate
modern retail formats, mixed -use development,
and new employment opportunities.
B. Introduce housing, plazas, trails, and public
spaces in commercial opportunity areas such
as Randhurst Village, Golf Road, and Route 83 to
diversify activity and increase the foot traffic that
supports retail.
C. Leverage economic incentives strategically to
stimulate redevelopment and site improvements
at properties that would not otherwise attract
reinvestment.
MOUNT PROSPECT 2040 1 Comprehensive Plan 61
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.
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.
62 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's competitive position depends in part
on how the Village is perceived by residents, visitors,
businesses considering where to locate, and by developers
considering where to invest. Stakeholder interviews
consistently identified Mount Prospect's lack of a clear,
modernized economic brand as a competitive weakness.
Other suburban communities have invested in cohesive
branding, marketing, and distinct identities that position
them as destinations. Mount Prospect has the assets to do
the same.
TRATEGIES
A. Building on marketing strategies, investigate
creating an updated Village economic brand that
positions Mount Prospect as a regional destination.
B. Evaluate updating the Village logo and overall
branding to reflect the community's evolving
identity and competitive position.
C. Maintain consistent branding, signage, district
markers, and corridor design standards to unify
design across the Village.
MOUNT PROSPECT 2040 1 Comprehensive Plan 63
RAI
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
forthe 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.
r'RA IIC°T CIE SIG
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 7c tax 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
reduce the cost barrier for new tenants occupying
vacant storefronts, making the program available to
all businesses, not only those who generate sales
tax revenues.
64 Comprehensive Plan I MOUNT PROSPECT 2040
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Mount Prospect does not exist in isolation. The Village's
economic future is affected by regional dynamics,
including the strength of the Chicago metropolitan
economy, the activity of O'Hare International Airport
and Chicago Executive Airport, transportation
investments at the regional scale, and major
development projects in nearby communities. Elk Grove
Village is home to an increasingly active industrial sector,
which could have positive spillover effects in South Mount
Prospect. And the most consequential future development
is perhaps the proposed Chicago Bears stadium in Arlington
Heights, which has the potential to generate significant
spillover demand for hospitality, dining, entertainment,
and service -sector businesses. Mount Prospect is
geographically well -positioned to capture a meaningful
share of that demand if it has the right strategy, sites, and
infrastructure in place.
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vrRATEGIES
A. Prepare for opportunities created by nearby
regional investments, including the potential
Chicago Bears stadium, by activating hospitality,
dining, entertainment, and service -sector growth
in locations well -positioned to capture spillover
demand.
B. Support transportation connections to major
commercial and employment centers around
the region, including new bus services to regional
destinations and increased frequencies on event
days.
C. Position Mount Prospect proactively
in regional economic development
conversations, advocating for the Village's
interests in transportation, transit, and
infrastructure investments that affect commercial
competitiveness.
MOUNT PROSPECT 2040 1 Comprehensive Plan 65
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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
regional traffic through the community, and two Metra
stations provide direct commuter rail service to Downtown
Chicago. Several Pace bus routes serve the Village, and the
recently completed Arterial Bike Network Study has laid the
groundwork fora more connected bicycle system.
But the system has clear gaps. Sidewalk networks are
incomplete in several residential areas and the bicycle
network, while growing, lacks the protected facilities needed
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
and pedestrian connections. At the same time, 97 percent
of residents use a personal vehicle as their primary mode of
transportation.
This chapter establishes Mount Prospect's transportation
and mobility policy framework through 2040. It is organized
around the Transportation & Mobility Goals and Objectives
as part of the MP2O4O Vision, Goals, and Objectives Report
and is designed to move the Village toward a safer, more
connected, and multimodal transportation network.
66 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's transportation vision is pragmatic:
most residents will continue to drive for most trips, and
the Village's road network must function efficiently. But
a transportation system that works only for drivers is a
system that fails seniors who can no longer drive, children
who cannot yet drive, residents who choose not to own a
car or cannot afford one, and anyone who simply wants to
walk to the store without crossing multiple lanes of traffic.
A genuinely multimodal network where walking, biking, and
transit are safe, convenient, and connected is a competitive
advantage that attracts residents, supports businesses,
and improves property values.
'lllll' W SO lam° �I14 & MOBIL,II1°°1C°°
IIIII
23. Address Safety for All Forms of Transportation
24. Invest in Multimodal Transportation Options
25. Support Public Transit Access & Reliability
26. Reduce Congestion & Modernize Traffic Operations
27. Embrace Emerging Mobility & Sustainability Practices
28. Rejuvenate Way -finding, Connectivity, & Travel
Experience
MOUNT PROSPECT 2040 1 Comprehensive Plan 67
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 approximately 28 miles of signed
bike routes and has implemented marked bike lanes and
.1sharrows" 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.
28 Miles
Signed Bike Routes
68 Comprehensive Plan I MOUNT PROSPECT 2040
Limited transit frequency and coverage. Pace bus
routes serve the Village but operate at low frequencies and
coverage levels that do not support convenient, all -day
mobility. Metra provides strong peak -period commuter
service, but off-peak and weekend frequencies limit its
utility for non -work trips. A Mount Prospect Transit Study
was completed in 2025 to assess gaps and guide future
improvements.
Congestion at key intersections. Outdated signal timing,
complex intersection geometry, and high traffic volumes
create persistent congestion along major corridors.
Intersections along Rand Road, Golf Road, Central Road, and
Northwest Highway are consistently cited by residents as
problem areas.
Emerging mobility technologies. Electric vehicles,
autonomous vehicle technology, and micro -mobility (e.g.
scooters) options are reshaping how people think about
transportation. The Village needs to plan proactively for EV
charging infrastructure, and regulatory frameworks that
accommodate these technologies as they mature.
s2 •
MOUNT PROSPECT 2040 1 Comprehensive Plan 69
TRANSPORTATION & MOBILITY
GUIDE
<::�ADOPT CORRIDOR DESIGN GUIDELINES
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 Study identifies 18
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.
00%
FILLING SIDEWALK GAPS
Sidewalk gaps in the northern and southern portions of
the Village, particularly along Pace bus routes, near Metra
stations, and in industrial areas, limit safe access to transit.
The Village's Transit Study identified priority locations along
Business Center Drive, Feehanville Drive, Algonquin Road,
Oakton Street, and Linneman Road. Closing these gaps
should potentially be prioritized in the capital improvement
program and coordinated with IDOT and Cook County where
applicable, depending on the character desired by residents
in these areas.
METRA STATION ACCESS & AMENITIES
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.
GOLF ROAD PACE PULSE CORRIDOR
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
along the corridor support higher -frequency transit over
time.
RAN D/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.
LOCAL TRANSIT & MOBILITY OPTIONS
Fixed -route Pace service does not reach all parts of Mount
Prospect, leaving older adults and transit -dependent
residents with limited options. The Village's Transit Study
recommends microtransit service connecting underserved
areas to key destinations. The Village should evaluate
operating models, pursue federal and RTA funding, and
explore partnerships with neighboring communities.
70 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan 71
I M�Iies
1 a�"all
M �.
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.
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 a -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.
Expand education and enforcement efforts
targeting distracted driving, speeding, and failure -
to -yield behaviors, in coordination with the Police
Department and school districts.
72 Comprehensive Plan I MOUNT PROSPECT 2040
M-1,111A011,14F.111
A connected multimodal network is the physical
infrastructure that makes walkable land use patterns work.
Without safe sidewalks, protected bike lanes, and functional
transit connections, even the best -designed mixed -use
developments remain auto -dependent. Mount Prospect
has made meaningful progress in expanding its bicycle
and pedestrian infrastructure, but significant gaps
remain, particularly between residential neighborhoods
and the schools, parks, commercial areas, and transit
stops that residents need to reach on a daily basis.
The Arterial Bike Network Study provides a detailed roadmap
for the bicycle network's next phase. Implementing its
recommendations, including protected lanes on arterial
roads, shared -use path extensions, and improved
intersection treatments, will be essential to moving the
network from a collection of disconnected segments to a
coherent, usable system. Simultaneously, filling sidewalk
gaps in residential areas and improving pedestrian
infrastructure along commercial corridors will expand
mobility options for the one -quarter of the population that is
either too young or too old to drive.
nZA11 U
A. Continue to advocate for a strong bicycle
network that safely connects neighborhoods
to schools, parks, and commercial areas,
implementing the priorities identified in the Arterial
Bike Network Study, where feasible.
B. Expand off-street trails and pedestrian
infrastructure, including multi -use paths and
wider sidewalks, to improve access between
residential areas, parks, retail, transit, and services.
C. Fill sidewalk gaps and continually expand
improve accessibility on arterial streets,
prioritizing routes to schools, parks, transit stops,
and commercial areas based on demand, safety
data, and equity considerations.
D. Streamline last -mile connections between
neighborhoods, Metra stations, Pace service, and
key destinations through improved wayfinding, bike
parking, and pedestrian infrastructure at transit
access points.
MOUNT PROSPECT 2040 1 Comprehensive Plan 73
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.
""' IIII; IIIII IIIII
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.
74 Comprehensive Plan I MOUNT PROSPECT 2040
1�WISIVIVIIIHI,!
Traffic congestion along Mount Prospect's major corridors
is a quality -of -life issue that residents consistently
rank among their top frustrations. Poor signal timing,
uncoordinated intersection operations, and increasing
traffic volumes, particularly along Rand Road, Golf Road,
Central Road, and Northwest Highway, create negative
outcomes that affect commuters, commercial vehicle
operators, and emergency responders. The Village should
continue to work with 100T and Cook County to manage
refinements in the road system utilizing technology,
operational improvements, and strategic fixes.
STRATEGIES
A. Consider supporting adaptive signal
technologies and corridor -wide timing
coordination to maintain traffic flow, reduce
delays, and improve travel time reliability on major
arterials.
B. Support efficiency, queuing, and safety
interventions at the Village's most congested
intersections, including turn -lane modifications,
signal phasing adjustments, and access
management improvements.
C. Ensure adequate internal circulation within and
around commercial districts, schools, and event
venues to reduce spillover traffic into residential
neighborhoods.
MOUNT PROSPECT 2040 1 Comprehensive Plan 75
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.
,RA rEGIE
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.
76 Comprehensive Plan I MOUNT PROSPECT 2040
GOAL 28: REJUVENATE 1 AYFINNINN,
CONNECTIVITY, & TRAVEL
EXPERIENCE
The experience and ease of moving through Mount
Prospect matters as much as the efficiency of the
network. Clear wayfinding, attractive streetscapes, well -
lit corridors, and cohesive signage make navigation
easier, encourage walking and biking, and reinforce the
Village's identity across its distinct neighborhoods and
commercial districts. Community engagement repeatedly
identified wayfinding gaps and inconsistent corridor
quality as barriers to comfortable travel, particularly
for pedestrians and cyclists navigating between
neighborhoods and commercial areas.
rRATIEGIES
A. Expand the Village wayfinding system with
consistent pedestrian, bicycle, and vehicular
signage that facilitates navigation to parks,
neighborhoods, transit stations, and commercial
districts.
B. Continue to construct lighting, signage, and
public amenities along major pedestrian and
bicycle corridors to improve safety, comfort, and
the overall travel experience.
C. Build regional connectivity through
partnerships with 100T, Cook County, Metra,
Pace, and neighboring communities, ensuring
that Mount Prospect's local network integrates
effectively with the broader regional transportation
system.
MOUNT PROSPECT 2040 1 Comprehensive Plan 77
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 every day. 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.
The system is strong in many respects. Emergency services
were rated 4.65 out of 5 in the MP2040 community survey,
the highest of any category. The Mount Prospect Public
Library circulates over one million items annually and
welcomes more than 350,000 visitors. The park districts
operate multiple recreation and aquatic facilities, and school
districts serve residents across nine grade schools, three
middle schools, and five high schools.
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
to guide community facility and infrastructure investment
through 2040.
7s
Comprehensive Plan I MOUNT PROSPECT 2040
VISION BACKGROUND
Mount Prospect's community facilities vision is
straightforward: maintain the high service levels that
residents have come to expect while modernizing the
systems and spaces that support them. Infrastructure
investment is not always exciting, but it is one of the most
important things a municipality does and underinvestment
often compounds overtime in ways that are far more
expensive to address later. The strategies in this chapter
prioritize proactive reinvestment, interagency coordination,
and facility planning that reflects the needs of the Village.
COMMUNITY . III E GOALS
29. Modernize Critical Infrastructure
30. Reinforce Public Safety Services & Facilities
31. Revitalize Community Facilities
32. Increase Access to Free, Welcoming Community
Gathering Spaces, Especially for Children & Teenagers
33. Advance Sustainability & Resilience in Public Facilities
34. Catalyze Partnerships & Communication
35. Boost Community Growth Through Strategic
Investment
MOUNT PROSPECT 2040 1 Comprehensive Plan 79
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.
80 Comprehensive Plan I MOUNT PROSPECT 2040
School facility modernization needs. Superintendent
interviews highlighted aging buildings, ADA compliance
gaps, and the need for long-range facility planning that
aligns with enrollment trends and demographic shifts.
Park district capital investment. A 2024 referendum
authorized major improvements at the Mount Prospect
RecPlex and at Lions Memorial Park. The Lions Park
improvements include a new community pool, expanded
recreation center, arts spaces, and an indoor walking track.
These investments will significantly enhance the Village's
recreation infrastructure and represent a generational
opportunity to position parks as community destinations.
MOUNT PROSPECT 2040 1 Comprehensive Plan 81
i
9 MAINTAIN VILLAGE BUILDINGS
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.
Pam+ I fi
NEW VILLAGE RESOURCE CENTER
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
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.
LIONS 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.
82 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan „ IN,83
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1
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 for a prioritized, phased program of drainage
improvements. The comprehensive plan supports and
reinforces that effort as a top Village priority.
s R TI ,CIE
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.
84 Comprehensive Plan I MOUNT PROSPECT 2040
Mount Prospect's police and fire departments are well -
regarded by residents and consistently deliver high -
quality service. Maintaining that standard in the face of
increasing call volumes, evolving risks, and persistent
recruitment challenges requires sustained investment
in staffing, training, equipment, and facilities.
III ' w IFF ES
A. Provide staffing, training, and equipment for
the Police and Fire departments to sustain high
service levels, including competitive compensation
and recruitment strategies that address applicant
pool challenges.
B. Address emerging risks and growing mental
health -related service demands through
updated strategies, co -responder programs,
specialized training, and facility improvements that
support crisis intervention.
C. Continue to support interagency
communication and coordination for emergency
response and long-term public safety planning,
including partnerships with neighboring
jurisdictions, school districts, and regional
agencies.
MOUNT PROSPECT 2040 1 Comprehensive Plan 85
GOAL31: 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 leveragethese
investments as catalysts for broader neighborhood
improvement and community identity.
STIR m' `IEGH
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.
86 Comprehensive Plan I MOUNT PROSPECT 2040
A
The demand for gathering spaces (both indoor and
outdoor) was one of the most consistent themes across
all engagement activities. Residents want places to meet
informally, attend events, and participate in recreation
and cultural programming, but the strongest signal
came from young people. Teens at the Prospect High
School visioning event and across multiple workshops
described a shrinking landscape of places to spend time
without being expected to spend money. The decline of
free -to -enter indoor malls and similar "third spaces' has left
a real gap in recent decades, and that gap is most acute for
children, teens, and young adults whose social lives depend
on welcoming, low-cost public space.
These needs cannot be met by a single facility. They
require a distributed network of gathering spaces -
public and private, indoor and outdoor - integrated into
neighborhoods, commercial districts, and redevelopment
projects throughout the Village, supported by consistent
programming that gives residents a reason to show up.
SlIZATEGIES
D. Support the creation of year-round indoor and
outdoor spaces - including teen lounges, youth
activity rooms, and flexible gathering areas -
within both public facilities and new developments,
providing drop -in, no -cost environments where
young people can spend free time without the
expectation of spending money.
E. Integrate public amenities - including plazas,
open spaces, and community rooms - into
development projects through design standards,
partnership agreements, and development
incentives where appropriate.
F. Partner with the Mt. Prospect Park District,
River Trails Park District, the Mount Prospect
Public Library, and local school districts to
activate community spaces through regular
programming, including events, leagues, and drop -
in activities, that give residents, especially youth,
consistent reasons to gather.
G. Evaluate approaches to leveraging the Lions
Memorial Park Community Center and the
planned expansion of the Village Resource
Center in South Mount Prospect as anchors
for youth programming, drop -in activities, and
community gathering, ensuring these facilities are
designed and programmed to serve residents of
all ages, including teens and young adults seeking
free, welcoming spaces.
MOUNT PROSPECT 2040 1 Comprehensive Plan 87
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.
T R m ' IE-,' CIE,°
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.
88 Comprehensive Plan I MOUNT PROSPECT 2040
"Iilg'l � "1 111,11,
Mount Prospect does not deliver community services
alone. Park districts, school districts, transit authorities,
and regional partners all play essential roles. The quality
of coordination among these entities directly affects
service delivery, capital efficiency, and the community's
ability to respond to emerging needs. Stakeholder
interviews throughout the engagement process identified
communication gaps between local agencies as a recurring
theme because institutional structures do not always
facilitate proactive alignment.
I RATEGIES
A. Collaborate with park districts, schools, and
regional partners to align long-term capital
planning and facility needs, including joint -
use agreements, shared facility assessments,
and coordinated enrollment and demographic
forecasting.
B. Continue to advance community outreach tools,
event notifications, emergency alerts, and
multilingual communication strategies to ensure
that information reaches all residents, including
non -English-speaking households and digitally
disconnected populations.
MOUNT PROSPECT 2040 1 Comprehensive Plan 89
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.
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.
90 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan 91
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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,
neighborhood, and mini parks. Eighty-two percent of
residential parcels are within a quarter -mile of a park, and
97 percent are within a half -mile — coverage that many
suburban communities cannot match.
But coverage is not the same as quality and connectivity,
Some parks could benefit from upgraded amenities and
improved accessibility. Trail connections between parks,
schools, neighborhoods, and commercial areas remain
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
value through stormwater absorption, heat reduction,
and air quality improvement. Eighty-seven percent of
survey respondents said preserving green spaces is very
important, and 71 percent said sustainability should be
central to future planning. This chapter establishes Mount
Prospect's parks and environment policy framework
through 2040.
92 Comprehensive Plan I MOUNT PROSPECT 2040
VIS1014 BACKGROUND
Mount Prospect's parks and environment vision is anchored
in two complementary objectives: maintaining and
improving the physical park system that residents rely on
and strengthening the Village's environmental stewardship
in ways that are practical, measurable, and aligned with
fiscal realities. The Village already has a robust park system,
active park districts, and a growing community support for
sustainability. This chapter focuses on building on those
strengths to close remaining access gaps, upgrading
aging facilities, connecting the system through trails and
pathways, and integrating environmental resilience into
everyday land use and development decisions.
IIIIV''JIII6'' ..Y' IIII""' IIII' m IIIII'GOALS
36. Improve Access to Parks, Open Space, & Recreation
37. Rejuvenate Park Facilities
38. Add Natural Amenities & Passive Recreation
39. Position Parks as Community Destinations & Cultural
Assets
40. Support Environmental Stewardship & Climate
Resilience
MOUNT PROSPECT 2040 1 Comprehensive Plan 93
Mount Prospect's park system includes six large multi-
use parks (15+ acres each), 21 neighborhood parks (1-14
acres each), five mini parks (under 1 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.
94 Comprehensive Plan I MOUNT PROSPECT 2040
Aging park infrastructure requiring reinvestment.
Playgrounds, athletic fields, aquatic facilities, and recreation
buildings across the system require modernization. The
2024 Lions Park referendum authorized transformative
improvements, including a new community pool, expanded
recreation center, arts space, and indoor walking track,
that will address some of the community's most frequently
requested amenities. The project is currently underway and
will be completed in 2027.
Growing demand for passive recreation and nature
access. Engagement activities consistently identified
trails, gardens, native landscapes, quiet zones, and
nature -based recreation as high priorities. Weller Creek
presents a particular opportunity for trail improvements
and naturalization, subject to feasibility, environmental, and
maintenance considerations.
Stormwater and environmental resilience challenges.
Flooding is Mount Prospect's most significant
environmental challenge. Green infrastructure can serve
dual purposes as both flood mitigation tools and park/open
space amenities, and should be integrated into park and site
design where feasible.
Rising expectations for parks as community
destinations. Park district leadership described a shift in
community expectations: parks are no longer just athletic
facilities but are expected to serve as cultural venues, event
spaces, gathering places, and identity -shaping community
assets. Programming, public art, and placemaking are
increasingly as important as physical infrastructure.
MOUNT PROSPECT 2040 1 Comprehensive Plan 95
[IV 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.
gloom
I ® 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.
EJ LIONS MEMORIAL PARK IMPROVEMENTS
Voters approved a $46.2 million Mount Prospect Park
District referendum in November 2024 to reinvest in the
Lions Memorial Park campus. The project will replace the
aging Lions Recreation Center with a new multipurpose
facility, replace the Big Surf Wave Pool with a new all -ages
community pool, and add outdoor courts, an outdoor
game area, and site improvements at Lions Memorial Park.
Together these projects will transform the park into the
Village's primary multi -use recreation destination, with
facilities serving residents of all ages for decades to come.
FOCUS AREAS FOR NEW PARKS
Ideally, every resident lives within a 5 minute walk from a
park (approximately a 1/4 mile radius). Most of the Village
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.
96 Comprehensive Plan I MOUNT PROSPECT 2040
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MOUNT PROSPECT 2040 1 Comprehensive Plan
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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.
"n rE ,, TIES
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
way -finding 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.
98 Comprehensive Plan I MOUNT PROSPECT 2040
GOAL 37: REJUVENATE PARK
FACILITIES
The quality of park facilities affects how often residents use
them. Outdated playgrounds, poorly drained fields, aging
aquatic facilities, and parks that lack basic amenities like
restrooms, shade, and seating discourage use — particularly
by seniors, young children, and people with disabilities.
The Lions Park referendum represents the most significant
single investment in the park system in a generation,
funding a new community pool, expanded recreation
center, arts space, and indoor walking track. The RecPlex
will also undergo significant improvements as part of the
referendum, enhancing one of the Village's most heavily
used community facilities. The River Trails Park District is
continually pursuing facility improvements to modernize
its parks and community centers. The Village should work
with the park districts to ensure that this momentum
extends to system -wide facility improvements.
"III r IIII
A. Partner with and support local park districts
in the planning and enhancement of park
amenities - including restrooms, water stations,
lighting, seating, shade structures, and accessible
pathways - to improve user experience and
accessibility across the entire system.
B. Coordinate with park districts and other public
partners to support reinvestment in aging park
infrastructure, including playgrounds, athletic
fields, aquatic facilities, and recreation centers, as
part of broader community improvement efforts.
C. Support catalytic transformational capital
projects with partner organizations (including
school, library, and park districts), particularly
where joint investment can achieve outcomes that
no single agency could accomplish alone.
MOUNT PROSPECT 2040 1 Comprehensive Plan 99
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.
""'°rRA rEGUES
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.
100 Comprehensive Plan I MOUNT PROSPECT 2040
� + 1
Parks are more than recreation infrastructure - they are
civic gathering spaces, cultural venues, and identity -
shaping community assets. Lions Memorial Park's
Veterans Memorial and bandshell, concerts in the park, and
seasonal festivals all demonstrate the role that parks play
in building community identity and social cohesion. The
park districts' referendum improvements - particularly the
expanded arts and performance space at Lions Park - will
significantly enhance the Village's capacity to program parks
as cultural destinations.
Public art was one of the most frequently mentioned
desires across all engagement activities. Murals,
sculptures, fountains, and culturally inclusive installations in
parks and green spaces would strengthen Mount Prospect's
identity and create destinations that attract visitors from
within and beyond the Village.
A. Coordinate with park districts and community
partners to support the use of parks as venues
for community events, seasonal programming,
performances, and cultural celebrations that bring
residents together and reinforce Mount Prospect's
identity.
B. Collaborate with park districts and other public
partners to explore opportunities for public
art, placemaking elements, and identity -focused
features in major parks and green spaces, where
appropriate.
C. Work with park districts and leverage
development and reinvestment efforts to
identify opportunities for new or enhanced green
spaces, plazas, and gathering areas that contribute
to neighborhood vibrancy and community identity.
MOUNT PROSPECT 2040 1 Comprehensive Plan 101
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 overtime.
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 Sustainability Committee's engagement feedback
called for a clearer long-term sustainability vision supported
by stronger programs, policy leadership, and community
education. Survey data reinforced this: 81 percent of
respondents supported tree planting, 70 percent supported
recycling and waste reduction, 63 percent supported
renewable energy projects, and 59 percent supported both
green building incentives and water conservation programs.
A. Encourage green infrastructure — including
bioswales, rain gardens, and naturalized
stormwater systems — integrating stormwater
management into park, streetscape, and site
design where feasible.
B. Preserve and expand the Village's tree
canopy by protecting existing trees, planting
new trees, and incorporating native landscaping
and habitat restoration in parks, public spaces,
and development areas where consistent with
maintenance and operational considerations.
C. Integrate green infrastructure and stormwater
improvements into public capital projects,
including streetscape reconstruction, park
renovations, and parking lot redesigns where
feasible.
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.
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.
102 Comprehensive Plan I MOUNT PROSPECT 2040
F. Support sustainability initiatives including
conservation programs, composting, renewable
energy integration, and environmentally
responsible maintenance practices, as capacity and
resources allow.
G. Encourage sustainable site design and energy -
efficient building practices in commercial and
industrial redevelopment where appropriate.
H. Regularly review and update local building
and development codes to align with current
standards for energy efficiency, renewable energy
readiness, and resilient construction.
1, Evaluate opportunities for adaptive reuse of
existing buildings to reduce demolition waste
when consistent with economic viability and
redevelopment objectives.
0.2%Annual Chance Flood Hazard
1 % Annual Chance Flood Hazard
Regulatory Floodway
MOUNT PROSPECT 2040 1 Comprehensive Plan 103
IN
�i' � o �i1�� � fro,/J � y ��, � (ll� IIJI %'�ril'�r / � t� �� � �✓'tip �/
MP2O4O 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
depend on funding, interagency coordination, or market
conditions that will take years to develop. Some are ongoing
responsibilities embedded in day-to-day operations (such
as code enforcement, capital programming, business
outreach, etc.) rather than specific projects with start and
end dates. The matrix on the following pages organizes
implementing actions across all six topic areas of the plan,
providing a working roadmap that reflects these differences.
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.
104 Comprehensive Plan I MOUNT PROSPECT 2040
11 M IW17M
This chapter is organized in two parts: a narrative section
that explains the framework for plan implementation, and
the MP2040 Implementation Matrix that follows. Together,
they are intended to serve three audiences and three
functions.
The matrix is a day-to-day reference tool. When preparing
staff reports, evaluating development proposals, advancing
capital projects, or initiating policy studies, staff should
use it to identify the relevant plan strategies and confirm
that proposed actions are consistent with MP2040's
direction. The chapter's sections on referencing the plan,
plan maintenance, and interagency coordination provide
guidance on how the plan should inform routine decisions
over time.
FOR rlP1 AUMING AND ZONING
COMMISS1014 kfqDIII LA III BOAIRD
The matrix provides a policy baseline against which
individual decisions can be evaluated. It does not create
binding commitments on specific projects — the Village
Board retains full authority over capital expenditures,
zoning changes, and all policy actions referenced here.
What the matrix does provide is a shared picture of the
plan's implementing priorities, organized in a way that
supports annual prioritization and progress review.
FOR RESUI[)ENm"IIIl'S, I)EV11111111111 OPERS,IIII
m "' IIIIV IIIE ""
The plan and this chapter are public documents. Residents,
property owners, businesses, and partner agencies should
use MP2040 as the Village's official statement of land use
policy and development priorities. Where a proposed project,
program, or investment is consistent with plan goals and
strategies, this chapter helps identify the appropriate
Village contact and relevant policy context.
The effectiveness of MP2040 depends on its use as a living
policy document rather than a one-time product. Village
staff, boards, and commissions should reference the plan
regularly when making planning decisions, evaluating
development proposals, and setting programmatic
priorities. The plan should be used to:
Evaluate and shape land use policies, zoning
amendments, and development regulations.
• Review and provide context for development
proposals, rezoning petitions, and conditional use
requests.
• Prioritize public expenditures, capital
improvements, and infrastructure investments.
• Coordinate programs and initiatives across Village
departments and with partner agencies.
Encourage private sector investment in areas
identified as priorities for reinvestment.
Guide conversations with developers, property
owners, and regional agencies about long-term
expectations for key sites and corridors.
Service providers, developers, and partner organizations
should also be encouraged to consult MP2040 when
considering new development, facilities, infrastructure
improvements, or programming within Mount Prospect.
MOUNT PROSPECT 2040 1 Comprehensive Plan 105
PRIORITIZATION AND ANNUAL
l.. 1..
VIVIN
MP2040 covers a 20-year planning horizon, and not all
154 implementing strategies can or should be pursued
simultaneously. Priority and timeframe 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.
0111111
a111 11
WOW
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.
106 Comprehensive Plan I MOUNT PROSPECT 2040
• Y� L � 1. ll
Many of MP2040's goals extend beyond what the Village
can accomplish alone. Park districts, school districts, transit
authorities, Cook County, IDOT, CMAP, the Metropolitan Water
Reclamation District, and neighboring municipalities all play
roles in the transportation network, environmental systems,
community facilities, and economic development landscape that
the plan addresses. Sustained coordination with these partners
key to implementing many of the plan's strategies.
Key partner categories identified throughout the matrix
include:
• Regional transportation agencies. Metra, Pace, and
I DOT for transit investment, bike network development,
intersection improvements, and corridor -level safety
projects.
• Park districts. The Mt. Prospect Park District and River
Trails Park District for parks capital investment, trail
connections, and environmental stewardship.
• School districts. District 26, District 57, District 59, and
Township High School District 214 for Safe Routes to
School, joint facility use, and demographic planning.
• Mount Prospect Public Library. For community
outreach, programming and resident support.
• Cook County. For property tax tools (6b, 7b, 7c,
abatements), infrastructure investment, and regional
housing and economic development programs.
• CMAP and regional planning partners. For data,
technical assistance, grant programs (including Homes
for a Changing Region), and regional coordination on
transportation, housing, and environmental resilience.
• The Metropolitan Water Reclamation District. For
watershed -scale stormwater management, flood
mitigation, and green infrastructure coordination.
The Village should maintain and actively cultivate these
relationships, ensuring that Mount Prospect participates
meaningfully in regional planning processes and positions
itself to access the grant programs, technical resources, and
collaborative investments that implementation will require.
ItMIUI�
V m
pace
,,I
Metropolitan ter
Reclamation District
of Greater Chicago
Mount r 'spect
Public Ll*'r)rarlvlr
Y
MOUNT PROSPECT 2040 1 Comprehensive Plan 107
PARKS, TRAILS, AND OPEN SPACE
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:
ECONOMIC DEVELOPMENT AND LAND USE
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 6b, 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.
TRANSPORTATION AND INFRASTRUCTURE
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.
COMMUNITY 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 grant announcements through CMAP, IDOT, IDNR,
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.
108 Comprehensive Plan I MOUNT PROSPECT 2040
THE IMPLEMENTATION MATRIX
Each row in the matrix includes:
The MP2040 Implementation Matrix on the following
pages identifies 154 specific implementing actions drawn
from the plan's six topical chapters: Land Use, Housing
and Neighborhoods, Commercial and Industrial Areas,
Transportation and Mobility, Community Facilities, and Parks
and Environment.
• Each action is keyed to a specific goal and strategy
in the plan using the reference numbering system
introduced in this chapter's matrix (for example,
1.A refers to Goal 1, Strategy A in the Land Use
chapter).
• Actions are grouped based on short-term(1-4
years), long-term (5+years), and ongoing
timeframes.
• Reference Number. A goal and strategy reference
(e.g.,13.13) that links the action directly to the
corresponding strategy in the plan text.
• Strategy. A short label summarizing the strategy
the action advances.
Implementing Action. The specific step, program,
study, regulation, or investment the Village should
pursue.
• Chapter. The topical chapter from which the action
is color -coded for quick reference.
• Potential Lead. The Village department or body
best positioned to initiate and advance the
action. Lead responsibility means accountability
for moving the action forward — not that the
department acts alone.
• Potential Partners. Agencies, districts,
organizations, or entities whose participation is
likely necessary or beneficial. Partner relationships
are not assumed and will require deliberate
outreach and coordination.
Note: The leads and partners identified in the matrix
are potential and suggested. Many actions will require
coordination across multiple Village departments and with
external agencies.
MOUNT PROSPECT 2040 1 Comprehensive Plan 109
Land
Use
ornmmmerciai & industrial
Transportation Co nity Facilities parks
Environment
Refine subarea plan boundaries
8.A
Refine subarea
based on redevelopment potential,
Land Use
Community
Village Board:
plan boundaries
infrastructure needs, transit
Development
P&Z Commission
proximity, or land use pressures
Engage
Engage stakeholders within
Community
Residents;
8.B
stakeholders in
and adjacent to subarea plan
Land Use
Development
property owners;
subarea planning
boundaries in the planning process
businesses
Use subarea
Use subarea plans as a tool for
8.0
plans to shape
shaping developer conversations
and establishing community
Land Use
Community
Developers;
development
expectations before proposals
Development
property owners
expectations
come forward
Adopt subarea
Adopt subarea plans as official
8.E
plans as official
Village policy and reference them
Land Use
Community
Village Board;
policy
in zoning and development review
Development
P&Z Commission
Investigate moving overhead
Investigate utility
utilities underground where
Housing
ComEd; utility
9.0
undergrounding
feasible to reduce tree canopy
Neighborhoods
Public Works
providers;
interference, improve aesthetics,
Finance
and enhance reliability
BeautifyBeautify
community gateways with
Public Works
9.E
community
special signage, landscaping, and
Housing &
/ Community
Park Districts;
gateways
entry design features that conveyNeighborhoods
Development
IDOT
a welcoming sense of arrival
Expand
Consider sponsoring additional
9.F
community
programs, activities, events, and
HousingVillage
Manager's
Human Services;
programs and
celebrations that stimulate public
Neighborhoods
Office
park Districts;
events
involvement and foster community
Library
spirit
Improve and expand existing
Improve
community gathering spaces
Housi&
Community
Park Districts;
9.0
Downtown
in Downtown to better host
Neighborhoods
Development
business
gathering spaces
events and support seasonalcommunity
programming
Investigate greater flexibility in
Investigate
housing types, densities, and
11.0
housing type
mixed -use formats in walkable
HousingCommunity
Village Board;
flexibility
areas and subareas, withoutNeighborhoods
Development
P&Z Commission
uniform density increases in
established neighborhoods
Evaluate housing
Evaluate fiscally responsible
funding tools and incentive
Housing &
Finance /
IHDA; Cook
11.0
funding tools
programs that help offset rising
Neighborhoods
Community
County; Village
construction and financing costs
Development
Board
Develop strategies to improve
Improve
building maintenance.
12.181
maintenance
management practices, and public
Housing &
Community
Development /
Human Services:
and safety in
safety in developments with higher
Neighborhoods
Police
Fire
multifamily areas
call volumes, including proactive
owner engagement
110 Comprehensive Plan I MOUNT PROSPECT 2040
Land
Use
Housing &
Neighborhoods
ornunero'ial & industrial
Action
Transportation
Chapter
Community Facilities
PotentialPotential
arks
Environment
S—t-rate
Establish
Implementing
Establish updated design
15.0
commercial
guidelines addressing building
orientation, facade quality,
Commercial &
Community
P&Z
Commission;
corridor design
signage, landscaping, and the
lm'm�l�mstrmal
Development
Village Board
guidelines
building -to -street relationship
Develop a public art plan
15.E
Develop a public
identifying priority locations,
establishing design and curation
Cornurner°clal &
Community
Park
Districts; arts
art plan
standards, and creating a funding
Industrial
Development
organizations
strategy
Evaluate conditional uses or pilot
Evaluate corner
programs at select residential
Commercial &
Community
Village Board;
16.A
store regulatory
corners to determine whether
Industrial
Development
P&Z Commission
approaches
small-scale neighborhood retail
can be introduced compatibly
Develop context -sensitive design,
Develop context-
operational, and performance
Commercial &
Community
16.B
sensitive corner
standards including building scale,
Industrial
Development
P&Z Commission
store standards
site layout, hours, and noise and
lighting controls
Assess parking
Assess on -site and shared parking
16.0
and access for
strategies, walkability, and access
considerations to minimize traffic
CrmmnmTnera;A'Ial &
Community
Public Works
neighborhood
and parking impacts on nearby
Industrial
Development
retail
streets
Building on marketing strategies,
Investigate
investigate creating an updated
Cmmrmmrm°roeurcliial &
Village Manager's
Village Board;
20.A
an updated
Village economic brand positioning
Industrialll
Office / Community
Communications
economic brand
Mount Prospect as a regional
Development
destination
Evaluate Village
Evaluate updating the Village logo
and overall branding to reflect the
Cornrnercialll &
Village Manager's
Village Board;
20.B
logo and branding
community's evolving identity and
Industrial
Office
Communications
updates
competitive position
Expand facade
Promote and consider expansions
Finance /
21.E
and interior
to the facade improvement and
C rnn-iierciiAll
Community
Village Board
program
interior buildout program, making
Industrial
Instrlal
Development
it available to all businesses
Consider
Consider supporting adaptive
26.A
adaptive signal
signal technologies and corridor-
wide timing coordination on major
ra i
Public Works
IDOT; Cook
County; Finance
technologies
arterials
Plan for AV readiness through
Plan for
updated curb management,
Community
27.0
autonomous
designated pickup/drop-off
Transportation
Public Works
Development;
vehicle readiness
zones, and adaptable regulatory
Village Manager
frameworks
Address emerging risks and
Address mental
growing mental health -related
Cormmnuniity
Human Services;
30.B
health service
demands through updated
Facilities
Police / Fire
regional partners
demands
strategies, co -responder
programs, and specialized training
MOUNT PROSPECT 2040 1 Comprehensive Plan
Land
Use
Housing &
Neighborhoods
Commercial & Industrial
Transportation
unity Facilities
parks
Environment
LIM
Expand Village Resource Center
Expand Village
programming and capacity for
Community
Library; Park
31.A
Resource Center
multigenerational recreation,
Facilities
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
Community
Human Services
Park Districts;
Resource Center
Center as anchors for youth and
Facilities
Library
as anchors
multi -generational programming
and gathering
Evaluate the feasibility
Evaluate Weller
and naturalization of trail
Community
38.B
Creek trail
improvements along Weller
arks
Development /
Park Districts;
feasibility
Creek, including environmental
Environment
Public Works
MWRD; Finance
benefits, access, and maintenance
considerations
Explore
Explore interpretive and
38.0
environmental
educational strategies — signage,
environmental storytelling,
Parks
Park Districts
/ Community
School Districts;
education
strategies
partnerships with schools and
Environment
Development
Library
environmental organizations
Explore flood mitigation and
Explore Higgins
naturalization along Higgins
MWRD;
38.0
Creek flood
Creek in coordination with
Parks &
Public Works
neighboring
mitigation
relevant agencies, includingEnvironment
municipalities;
channel improvements and native
Finance
vegetation
Collaborate with park districts
Explore public art
and public partners on public
Parks
Community
Finance; arts
39.B
and placemaking
art, placemaking elements, and
Environment
Development / Park
organizations
in parks
identity -focused features in major
Districts
parks and green spaces
12 Comprehensive Plan I MOUNT PROSPECT 2040
Land Housing & Coniniiirierciai & industrial Transportation Community Facilities Parks &
Use Neighborhoods Environment
Transform
Support new outlot development.
Randhurst
parking field redesign, plaza and
C�rmvrmuiwmem�°c'ialll Community
Village Board;
14.A
into a walkable
trail integration, and recruitment
Industrial Development
Randhurst
destination
of dining, entertainment, and
ownership
specialty retail at Randhurst
Over the coming decades,
Prioritize
prioritize corridors for streetscape
Community
15.0
corridors for
enhancements and incrementally
Connnmrlrmerciiia ll public Works
Development;
streetscape
improve each through
Iiindustriai
Finance; IDOT
enhancement
landscaping, bike lanes, and design
improvements
Prepare for opportunities created
Prepare for
by nearby regional investments,
22.A
regional
including the potential Chicago
Coiirnimercialll & Community
Finance; Village
development
Bears stadium, by activating
industrial Development
Manager's Office
spillover
hospitality, dining, and service
growth
Incorporate RRFBs, pedestrian -
activated signals, improved
23.B
Install pedestrian
lighting, and high -visibility
TransportationPublic Works
Finance; Police
safety features
crosswalk markings at priority
locations identified through crash
data
Pursue corridor
Pursue corridor -level safety
23.D
safety on state
improvements on state and county
ra s aio Public Works
IDOT; Cook
and county routes
routes through coordination with
County
IDOT and Cook County
Expand off-
Expand off-street trails and
street trails
pedestrian infrastructure,
Finance; Park
24.113
and pedestrian
including multi -use paths and
Transportation Public Works
Districts; tDOT
infrastructure
wider sidewalks, to improve access
between destinations
Fill sidewalk gaps and continually
Fill sidewalk gaps
improve accessibility on arterial
Finance; IDOT;
24.0
on arterials
streets, prioritizing routes to
Transportation Public Works
Cook County
schools, parks, transit, and
commercial areas
Streamline last -mile connections
Streamline
between neighborhoods, Metra
24.D
last -mile transit
stations, Pace service, and key
TransportationPublic Works
Metra; Pace;
connections
destinations through wayfinding.
Finance
bike parking, and pedestrian
infrastructure
Support potential Pace Pulse
Support Pace
service along Golf Road, Elmhurst
Public Works
25.B
Pulse corridors
Road, and other corridors, andTransportation/
Community
Pace; Finance
prepare station -area streetscape
Development
and access improvements
MOUNT PROSPECT 2040 1 Comprehensive Plan 113
Land
Use
Housing &
Neighborhoods
Commercial & Industrial
Transportation unity Facilities
Parks
Environment
Update transit stops with improved
25.0
Upgrade transit
stop amenities
shelters, seating, lighting, heating
pads, and real-time arrival
Transportation Public Works
Pace; Finance
information
Support efficiency, queuing, and
Improve
safety interventions at the most
26.B
congested
congested intersections, includingTransportationPublic
Works
IDOT; Cook
intersections
turn -lane modifications and signal
County; Finance
phasing adjustments
Expand wayfinding with consistent
Expand the
pedestrian, bicycle, and vehicular
Public Works
28.A
Village wayfinding
signage that facilitates navigation
Transportation / Community
Finance
system
to parks, neighborhoods, transit,
Development
and commercial districts
Improve ADA accessibility across
Improve ADA
all Village facilities, parks, schools,
Community
School Districts;
312
accessibility
and public spaces, coordinating
Facilities Public Works
Park Districts;
across facilities
with partner agencies on capital
Finance
priorities
Leverage redevelopment
Incorporate
opportunities to incorporate
35.B
civic facilities in
new or improved civic facilities
Community Community
Village Board;
redevelopment
— community rooms, restrooms,
Facilities Development
developers
event infrastructure, public art — in
key districts
Explore new parks
Explore land acquisition,
Community
36.A
in underserved
redevelopment partnerships, and
r
Development /Park
Finance; Village
areas
pocket parks in underserved areas,
Environment Districts
Board
prioritizing South Mount Prospect
Link parks, schools,
Link parks
neighborhoods, and commercial
36.B
through
areas through trail, sidewalk, and
Parks & Public Works / Park
Finance; IDOT;
connected
wayfinding networks creating a
Environment Districts
Cook County
networks
connected green infrastructure
system
Partner with park districts on
Support park
planning and enhancing amenities
ParkCommunity
s
37.A
amenity
— restrooms, water stations,
n v'r onment Park Districts
Development;
enhancements
lighting, seating, shade, accessible
Finance
pathways
Coordinate
Coordinate with park districts and
37.B
reinvestment
public partners on reinvestment
in playgrounds, athletic fields,
ParksPark Districts /
Finance; School
in aging park
aquatic facilities, and recreation
Environment Public Works
Districts
infrastructure
centers
114 Comprehensive Plan I MOUNT PROSPECT 2040
Land sin Parks
eanwinin"mireini Z llnwiRmmw„,frmalll Transnortation CommunitvFacilities _
1.A
1.B
1.0
1.0
2.A
2.113
F11CO3
2.11)
2.E
3.A
Enforce zoning standards that
Preserve
maintain compatible building
neighborhood
forms, lot coverage, massing, and
character
setbacks in single-family and low -
density areas
Direct higher-
Direct multi -story mixed -use,
intensity
larger multifamily, and significant
development to
commercial uses to Downtown,
key areas
Randhurst, major corridors, and
Opportunity Sites
Require stepped building heights,
Require
landscape buffers, design
compatible
standards, and thoughtful site
transitions
planning between higher- and
lower -intensity land uses
Utilize PUDs, existing zoning rules,
Leverage PUDs
and financial incentives to ensure
for contextual
new development is contextually
development
appropriate in scale, materials, and
orientation
Support mixed -use formats
Support mixed-
combining ground -floor
use development
commercial or service uses
formats
with upper -floor residential,
office, or hospitality in walkable
configurations
Continually improve design quality
Improve
and use regulation in Downtown,
design and use
transit station areas, and corridors
regulation in
to facilitate development with
walkable areas
appropriate heights, parking, and
amenities
Prioritize infill
Prioritize infill development,
near Metra
redevelopment, and adaptive reuse
stations
of underutilized properties within a
half -mile of Metra stations
Coordinate land use decisions
Coordinate land
with existing and planned transit
use with transit
investments, including alignment
investments
of designations with Pace Pulse
corridors
Require
Require wide sidewalks, street
pedestrian-
trees, activated ground floors, and
oriented
bike infrastructure as conditions of
streetscape
approval for major mixed -use and
improvements
commercial redevelopment
Align land use
Align land use designations and
with economic
zoning standards with economic
development
development goals to attract
goals
businesses, support job creation,
and encourage reinvestment
Land Use
Land Use
Land Use
Land Use
Land Use
Land Use
Land Use
Land Use
Land Use
Land Use
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
Community
Development
P&Z
Commission;
Village Board
Village Board;
P&Z Commission
P&Z
Commission;
property owners
Village Board;
developers
Village Board;
P&Z Commission
P&Z
Commission;
Village Board
Village
Board; Metra;
developers
Pace: Metra:
Cook County
Public Works;
developers
Village Board;
Finance
MOUNT PROSPECT 2040 1 Comprehensive Plan 15
Land
Use
Housing &
Neighborhoods
Commercial & Industrial
Transportation
unity Facilities
parks &
Environment
iall
Promote flexibility in land use
Promote
designations and development
3.1121
flexible land use
formats, particularly through
Land Use
Community
Village Board;
designations
increased use of PUDs, to adapt to
Development
P&Z Commission
changing market conditions
Encourage
Encourage redevelopment of
3.0
redevelopment of
underutilized and obsolete sites,
Land Use
Community
Finance;
obsolete sites
including aging office buildings and
Development
developers
under -performing big -box retail
Deploy financial
Use TIF, sales tax incentives, and
tools for
low -interest financing programs
Finance /
Village Board;
3.113
reinvestment
to support quality projects in
Land Use
Community
Cook County
areas
important reinvestment areas that
Development
would not otherwise proceed
Streamline
Continually work to streamline
3.E
permitting and
permitting and development
Land Use
Community
Village Manager's
development
review processes to provide clarity,
Development
Office
review
predictability, and efficiency
Continue
Continue to incorporate
to integrate
stormwater management, green
Community
Sustainability
4.A
stormwater and
infrastructure, and climate
Land Use
Development /
Commission;
resilience into site
resilience into land use planning
Public Works
MWRD
review
and site design review
Promote infill development
Promote efficient
patterns that make efficient use of
4.B
infill development
existing land and infrastructure,
Land Use
Community
Village Board
patterns
reducing per -capita costs and
Development
environmental impacts
Protect and enhance natural
Protect natural
areas, open spaces, and the
Park Districts;
4.0
areas and tree
Village's tree canopy through land
Land Use
Community
Public Works;
canopy
use designations, development
Development
MWRD
standards, and agency
coordination
Evaluate
Evaluate adaptive reuse of
4.113
adaptive reuse
existing buildings as an attractive
Land Use
Community
Village Board;
as demolition
alternative to demolition where
Development
developers
alternative
consistent with economic viability
Encourage sustainable site
Encourage
design practices, including green
Public Works;
4.E
sustainable site
space maximization and drainage
Land Use
Community
y
Sustainability
design practices
infrastructure in development,
Development
Commission
where feasible
Support industrial
Support the gradual transition of
5.A
transitions in
aging industrial areas to a mixture
of light industrial, commercial, and
Land Use
Community
Village Board;
South Mount
residential uses where conditions
Development
P
property owners
Prospect
support it
Require buffering
Require adequate buffering,
5.B
at industrial-
landscaping, design standards,
Land Use
Community
Public Works;
residential edges
and mobility improvements at
Development
P&Z Commission
industrial -residential edges
Continually evaluate and
Strengthen
strengthen performance standards
P&Z
S.0
performance
addressing noise, lighting, truck
Land Use
Community
Commission;
standards
routing, hours of operation, and
Development
Police / Fire
outdoor storage
16
Comprehensive Plan I
MOUNT PROSPECT 2040
Land Housing &
Use Neiahborboods
Commercial & Industrial
Transportation Community Facilities parks
Environment
Support
Support the ongoing transition of
Kensington
the Kensington Business Center
Community
Property owners;
5.0
Business Center
into a mixed -use business area
Land Use
Development
developers
evolution
accommodating a broader range
of uses
Align land use planning with the
Align land use
Village's capital improvement
Community
Finance; Village
6.A
with capital
program, utility master plans,
Land Use
Development /
Manager's Office
planning
transportation investments, and
Public Works
community facility plans
Continue to require that
Require adequate
development be adequately served
Community
Public Works;
6.B
infrastructure
by existing or planned public
Land Use
Development
P&Z Commission
before approval
infrastructure and services before
approval
Secure
Use development agreements
infrastructure
and PUD requirements to secure
Community
Village Board;
6.0
through
infrastructure improvements and
Land Use
Development
developers
development
community benefits from major
agreements
projects
Conduct thorough fiscal impact
Conduct fiscal
analyses for potential annexation
Finance /
Village Manager's
7.A
impact analyses
areas, including tax revenue,
Land Use
Community
Office; Village
for annexation
service costs, and utility extension
Development
Board
projections
Evaluate
Evaluate the feasibility of
annexation
infrastructure investment (water,
Finance;
7.B
infrastructure
sewer, roads) required to serve
Land Use
Public Works
Community
feasibility
annexed areas before committing
Development
to Village service levels
Ensure
Ensure subarea plans
consistency
are consistent with the
8.0
with the
Comprehensive Plan while
Land Use
Community
P&Z Commission
Comprehensive
providing greater specificity
Development
Plan
on land use mix, building form,
circulation, and public realm
Maintain
Maintain tree -lined streets,
9.A
neighborhood
sidewalks, and distinguishing
qualities through maintenance,
Housing
Public Works
/ Community
Park Districts;
streetscape
right-of-way tree care, and
Neighborhoods
Development
P&Z Commission
qualities
compatible zoning standards
Promote high standards of
Promote high
building design and construction
Housing
Community
9.B
residential design
consistent with the Village's
Neighborhoods
Development
P&Z Commission
standards
character, scale, and charm for all
residential development
Invest in neighborhood public
Invest
spaces and key corridors through
Community
9.0
neighborhood
wider sidewalks, enhanced
Housing&
Public Works
Development;
public spaces
crossings, street trees, lighting,
Neighborhoods
Park Districts
stormwater upgrades, and public
art
Support senior-
Support investment in age -
oriented
restricted senior -oriented facilities,
Housing
Community
Village Board;
9O.A
community
including independent living,
Neighborhoods
Development
developers; IHDA
facilities
assisted living, and memory care
options
MOUNT PROSPECT 2040 1 Comprehensive
Plan
117
Land
Use
mi'—s—
Housing &
Neighborhoods
��oumamamem°o ial lurmwu m�„m°iai
Transportation
unity Facilities
Parks
Environment
Support
Support investment in non -
accessible
restricted market -rate housing
10.B
market -rate
that is accessible and near
Housing &
Community
Village Board;
housing near
healthcare, transit, Downtown
Neighborhoods
Development
developers
amenities, and community
services
facilities
Facilitate aging -in -place by
10.0
Facilitate aging-
encouraging universal design
features and first -floor living
Housing
Community
Development /
Public Works:
in -place
configurations, paired withHuman
Neighborhoods
Services
park Districts
walkability improvements
Strategically
Encourage duplexes, triplexes,
11.A
encourage
quadplexes, and rowhomes
through strategic zoning
HousingCommunity
Village Board:
missing middle
refinements and design standards
Neighborhoods
Development
P&Z Commission
housing options
in appropriate transitional areas
Support housing
Support incremental increases
Village
17.B
near Metro
in housing within a half -mile of
HousingCommunity
Board; Metro;
stations
Metra stations by prioritizing infill,
Neighborhoods
Development
developers
redevelopment, and adaptive reuse
Participate in
P
Support regional housing
CMAP; IHDA;
11.E
regional housing
g g
Planning efforts by participating in
HousingCommunity
neighboring
planning
initiatives such as CMAP's Homes
Neighborhoods
Development
communities
for a Changing Region program
Encourage
9
Encourage rehabilitation and
IHDA; Cook
12.A
multifamily
modernization of aging multifamily
Housing &
Community
Count property
y' P P y
rehabilitation
stock through code requirements
Neighborhoods
Development
and available incentive programs
owners
Reinforce Downtown's role as a
Reinforce
dining, shopping, entertainment,
i•m'mrow� &
Community
Village Board;
13.A
Downtown's hub
and residential hub through
.�eial
l°rmdua•.wl,•i°°ial
Development
business
role
infill, upper -floor activation, and
community
attractive streetscapes
Prioritize and encourage active,
13.B
Prioritize active
publicly -oriented first -floor uses
Cournurneurcian
Community
Village Board;
first -floor uses
such as restaurants, experiential
industariall
Development
property owners
retail, and service businesses
Upgrade
Continually upgrade pedestrian
13.0
Downtown
infrastructure, lighting, parking
Cornnaeircliiall
Public Works
Community
Business
community;
pedestrian
access, and wayfinding to foster
lindirstrial
infrastructure
all -day commercial activity
Development
Finance
Support
Continue to support Downtown
13.0
Downtown
programming, events, and
Cornrneircial &
Community
Development /
Park Districts;
Library; business
programming and
partnerships with local community
Irid tasitm°lii,alll
Village Manager
community
partnerships
organizations
Establish stronger
Establish stronger retail nodes
14.B
North Mount
in North Mount Prospect with
mixed -use standards prioritizing
Corrmrneircuiall &
Community
Village Board:
prospect retail
pedestrian comfort; develop
lindu�stnriia all
Development
property owners
nodes
subarea plans for identified areas
Consider
Consider mixed -use and limited
mixed -use
industrial redevelopment as an
&
Community
Finance;
14.0
redevelopment
alternative to aging office buildings
IIIInd�n briall
Ilinmlmaostm°ialll
Development
Village Board;
in South Mount
and under -performing sites in
developers
Prospect
South Mount Prospect
118 Comprehensive Plan I MOUNT PROSPECT 2040
Land
Use
Housing &
Neighborhoods
Comm°mrnerciai & industrilal
Action
Transportation
Community Facilities
I Potential Lead
Parks
Environment
Implementing
Upgrade streetscapes with wider
�Chapter
Partners
Upgrade
sidewalks, greenery, shade,
Public Works
15.A
commercial
lighting, bike amenities, and
CommercialFinance;
IDOT;
district
pedestrian -focused design in
Industrial/Community
Development
Cook County
streetscapes
Downtown, Randhurst, and major
corridors
Integrate
Integrate public art, plazas,
Park Districts;
15.B
public art and
outdoor dining areas, and
Cornurnercial &
Community
business
seasonal programming to activate
lmmduuustrial
Development
community
programming
commercial districts
Ensure new
Ensure any new neighborhood -
neighborhood
serving commercial uses
ComTmnmercialll &
Community
Business
16.11)
retail
complement, rather than compete
Industrial
Development
community
complements
with, existing retail anchors and
existing anchors
corridors
Attract investment in industrial
Attract industrial
districts through infrastructure
Cournrurmercial &
Community
Finance; Cook
17.A
district
upgrades, improved site access,
Industrial
Development /
County
investment
and active outreach to growing
Public Works
employment sectors
Increase the number of businesses
Cook County;
Recruit higher-
with larger employment counts
Commercial &
Community
regional
17.B
wage employers
and higher wages, such as
findustriial
Development
economic
technology, engineering, and
partners
advanced manufacturing firms
Revitalize South
Revitalize South Mount Prospect
17.0
Mount Prospect
with new infrastructure
investments, updated land use
Commercial&
Community
Development /
Finance; Village
employment
requirements, and strategic
lindustrial
Public Works
Board
district
incentives
As the office market evolves,
Transition
continually transition the
Kensington Business Center into
Cournurneurcliial &
Community
Village Board;
17.D
Kensington
a mixed -use business area with
Industrial
Development
property owners
Business Center
complementary commercial and
service uses
Support reinvestment and
Support
redevelopment in aging
Finance; Village
18.A
reinvestment
commercial corridors and big-
Coirna mercial &
Community
Board; property
in aging retail
box centers to facilitate modern
Industrial
Development
corridors
formats, mixed -use development,
owners
and new employment
Introduce
Introduce housing, plazas, trails,
complementary
and public spaces in commercial
CoirnurneroGial &
Community
Park Districts;
18.B
uses in
opportunity areas such as
Industrial
Development
developers
opportunity areas
Randhurst Village, Golf Road, and
Route 83
Leverage economic incentives
Leverage
strategically to stimulate
Finance /
18.0
incentives for
redevelopment and site
Commmmmmeurcial &
Community
Village Board;
redevelopment
improvements at properties that
Illurmdmmstm°iial
Development
Cook County
would not otherwise attract
reinvestment
Advocate for
Advocate for unique restaurants,
Business
19.A
businesses filling
specialty retail, entertainment
Commercial &
Community
community;
market gaps
venues, multicultural businesses,
Industrial
Development
brokers
and family -friendly destinations
MOUNT PROSPECT 2040 1 Comprehensive
Plan
19
Land
Use
Housing &
Neighborhoods
9
i'Poonirnei°°maiai' inrrduuosta iai
Transportation
Community Facilities
•.
Parks
Environment
mentincl Action
Promote incubators, co -working
Promote flexible
spaces, pop -ups, and start-up
Coirnrner°cbki &
Community
Cook County;
19.1113
commercial space
retail environments that lower
SBA; property
models
barriers to entry and reduce
irdw,r° ,tm"ivai
Development
owners
vacancies
Proactively support 6b tax
Finance /
19.0
Support 6b tax
classifications and renewals as a
Corniineo°�IIIiWII &
Community
Cook County
classifications
recruitment and retention tool for
industrial
Assessor
industrial businesses
Development
Maintain
Maintain consistent branding,
20.0
consistent
signage, district markers, and
Caurmmorneur'coiail &
Public Works
/ Community
Finance
branding and
corridor design standards to unify
iriduis+tr°Illail
signage
design across the Village
Development
Continually streamline permitting
Streamline
and development processes to
C,'a rmrormercial &.
Community
Village Manager's
21.A
permitting for
provide clarity, predictability, and
Office; Building
businesses
efficiency for owners, businesses,
iliomai�us,triail
Development
Division
and investors
Use grants, TIF, sales tax
21.1113
Use incentives for
incentives, and other financing
alternatives to strategically create
Cornmrr�eurc'iiai� &
Finance /
Community
Village Board;
catalytic projects
catalytic projects, particularly in
llndustriail
Development
Cook County
key activity centers
Reinforce
Reinforce communication and
21.0
business
partnerships with business
owners, developers, and regional
Cournnrneurciialll &
Community
Village Manager's
communication
economic organizations through
industrial
Development
Office; chambers
and partnerships
outreach and retention visits
Proactively support 7b and 7c
Support 7b and 7c
tax classifications to support
Coornrneiurcliialll &:
Finance /
Cook County
21.0
tax classifications
rehabilitation and re -occupancy
iiurndustriiai
Community
Assessor; Village
of underutilized commercial and
Development
Board
mixed -use properties
Support transportation
Support transit
connections to major regional
22.B
connections to
commercial and employment
Coin nirnercliialll 'm
public Works
Pace; Metra;
regional centers
centers, including new bus
llnduistriai
IDOT
services and event -day
frequencies
Advocate
Position Mount Prospect
in regional
proactively in regional economic
Ca�urmmurm�ar°c.liialll &.
Village Manager's
CMAP; Cook
22.0
development conversations,
Office / Community
economic
conversations
advocating for transportation and
IllrmidHuu�wtm,.lai
Development
County; IDOT
infrastructure investments
Implement street design
Continue to
improvements that reduce speeds
23.A
implement
and enhance visibility at high-
Transportation
Public Works
IDOT; Cook
safety -focused
risk locations, including curb
County; Finance
street design
extensions, raised crosswalks, and
refuge islands
Continue Safe Routes to School
23.0
Continue Safe
initiatives addressing circulation
conflicts, pickup/drop-off
Transportation
Public Works /
School Districts;
Routes to School
congestion, and bike/pedestrian
Police
Finance
access, including a -bike safety
120 Comprehensive Plan I MOUNT PROSPECT 2040
Land
Use
Housing &
Neighborhoods
Commercial & Industrial
Action
Ref
Strategy
Expand traffic
Implementing
Expand education and
23.E
safety education
enforcement targeting distracted
and enforcement
driving, speeding, and failure -to -
yield behaviors
Continue to advocate for a strong
Advocate fora
bicycle network connecting
24.A
connected bicycle
neighborhoods to schools,
network
parks, and commercial areas,
implementing Arterial Bike Network
Study priorities
Advocate for
Reinforce Metra's and Pace's
25.A
Metra and
efforts to increase frequency,
Pace service
expand weekend service, and
improvements
refresh station facilities
Align land -use decisions with
Align land use
transit improvements, encouraging
25.D
with transit
higher densities and mixed uses
improvements
within a quarter -mile of high -
frequency stops
Ensure adequate internal
Ensure adequate
circulation within and around
26.0
internal
commercial districts, schools, and
circulation
event venues to reduce spillover
into residential neighborhoods
Reinforce walking, biking, and
Promote walking,
transit as preferred modes for
27.A
biking, and transit
short and medium -distance trips
to reduce VMT, emissions, and
congestion
Foster EV charging infrastructure
Foster EV
in public facilities, commercial
27.B
charging
developments, and redevelopment
infrastructure
areas, working with private
partners
Construct
Continue to construct lighting,
28.B
corridor lighting
signage, and public amenities
and amenities
along major pedestrian and bicycle
corridors
Build regional
Build regional connectivity
28.0
connectivity
through partnerships with IDOT,
partnerships
Cook County, Metra, Pace, and
neighboring communities
Upgrade aging water, sewer,
Upgrade aging
roadway, and stormwater systems
29.A
infrastructure
through a capital reinvestment
systems
program addressing highest -risk
infrastructure first
Mitigate flooding through
traditional upgrades, green
29.B
Mitigate flooding
infrastructure, and strategic
capital projects informed by the
Stormwater Management Master
Plan
Transportationo..
Environment
Chapter Potential Lead
lj Potential
Partners
SchoolTransportation Police
Public Works
Transportation Public Works
Transportation Village Manager's
Office
TransportationCommunity
Development
Transportation Public Works
Public Works
Transportation / Community
Development
Public Works
Transportation/ Community
Development
Transportation Public Works
r i Public Works /
Village Manager
Public Works
Public Works
Finance; IDOT;
Cook County
Metra; Pace: RTA
Pace; Metra;
Village Board
Community
Development;
School Districts
Sustainability
Commission;
Pace; Metra
Finance; private
partners
Finance; Park
Districts
IDOT: Cook
County; Metra;
Pace
Finance; Village
Manager's Office
Finance; MWRD;
Sustainability
Commission
MOUNT PROSPECT 2040 1 Comprehensive Plan 121
Land
Use
Housing &
Neighborhoods
Strategy
Commercial & industrial
-[Implement� Acti
Transportation Community Facilities
parks
Environment
Align
OW lo
Align infrastructure upgrades
Chapter Potential Lead'
infrastructure
with designated opportunity areas
Public Works
29.0
with opportunity
and the CIP, ensuring investment
Failiiesty / Community
Finance
areas
supports the Future Land Use
Development
Guide
Evaluate infrastructure and utility
Evaluate impacts
impacts of large-scale energy
Community Community
Finance; Village
29.0
of intensive land
and water -intensive uses, such
Facilities Development /
Board
uses
as data centers, when reviewing
Public Works
development proposals
Provide staffing, training, and
Sustain public
equipment for Police and
30.A
safety staffing
Fire, including competitive
Community
Police / Fire
Village Manager's
and equipment
compensation and recruitment
Facilities
Office; Finance
strategies
Support
Continue to support interagency
30.0
interagency
communication and coordination
Community police /Fire
Neighboring
jurisdictions;
emergency
for emergency response and long-
Facilities
coordlnatlon
term public safety planning
School Districts
Modernize schools and
Support school
learning environments through
31.0
modernization
collaboration with school and
Community Village Manager's
School Districts;
coordination
park districts, including joint -use
Facilities Office
Park Districts
agreements
Support year-round indoor and
Support youth
outdoor spaces — teen lounges,
Community Human Services
Park Districts;
32.0
and teen
youth activity rooms, flexible
/ Community
Facilities
Library; School
gathering spaces
gathering areas — providing drop-
Development
Districts
in, no -cost environments
Integrate plazas, open spaces,
32.E
Integrate public
amenities into
and community rooms into
development projects through
Community Community
Village Board;
development
design standards, partnerships,
Facilities Development
developers
and incentives
Partner with the park districts,
Activate
Library, and school districts
32.F
community
to activate community spaces
Community Human Services /
Park Districts;
spaces through
through regular programming,
Facilities Village Manager
Library; School
programming
events, leagues, and drop -in
Districts
activities
Incorporate energy -efficient
Incorporate
systems, renewable energy, and
Community
Finance;
33.A
energy efficiency
sustainable design into new
Public Works
Facilities
Sustainability
in Village facilities
and renovated Village facilities,
Commission
prioritizing life -cycle savings
Incorporate environmentally
Apply responsible
responsible building and site
33.B
building and site
design at Village properties,
Community
Public Works
Sustainability
practices
including native landscaping and
Facilities
Commission
stormwater features
Evaluate and consider green
Evaluate green
9
infrastructure — bioswales, rain
Sustainability
33.0
infrastructure in
gardens, permeable paving —when
Community uny Public Works
Commission;
public projects
designing and reconstructing
Facilities
MWRD
streetscapes, parking lots, and
facilities
122
Comprehensive Plan I
MOUNT PROSPECT 2040
Land
Use
Housing &
Neighborhoods
Commercial & Industrial
Gimplementing
Transportation
Chapter
Community Facilities
Potential Lead
Parks
Environment
Ac�tionl
Continue supporting the Green
Continue Green
Building Grants Program to
Community
Finance /
Sustainability
33.D
Building Grants
incentivize energy -efficient
Facilities
Community
Commission;
Program
systems and sustainable design in
Development
Village Board
private projects
Collaborate with park districts,
Align capital
schools, and regional partners on
community
Village Manager's
Park Districts;
34.A
planning with
long-term capital planning, joint-
Facilities
Office
School Districts;
partner agencies
use agreements, and coordinated
CMAP
forecasting
Advance outreach
Continue advancing outreach
tools, event notifications.
Community
Village Manager's
Human Services;
34.B
and multilingual
emergency alerts, and multilingual
(Facilities
Office
Police; Library
communication
communication strategies
Reflect
Ensure facility planning reflects
demographic
demographic trends — seniors,
unity
Village Manager's
Park Districts;
35.A
trends in facility
youth, families, diverse populations
Facilities
Office / Human
School Districts;
— and serves the community
Services
Finance
planning
Mount Prospect is becoming
Support year-
Support year-round and all -ages
36.0
round, all -ages
recreation opportunities, from
r
Districts
Human Services;
recreation
splash pads and pickleball courtsEnvironmentPark
Finance
to nature trails and quiet gardens
Support catalytic transformational
Support catalytic
capital projects with school,
ParksVillage
Manager's
Park Districts;
37.0
joint capital
library, and park districts where
Environment
Office
School Districts;
projects
joint investment achieves shared
Library
outcomes
Assess and prioritize opportunities
Prioritize nature
for nature trails, quiet zones,
38.A
trails and passive
gardens, and access to water
Parks &
Park Districts /
Finance; MWRD
features through reforestation,
Environment
Public Works
amenities
edge treatments, and access
improvements
Coordinate with park districts
Use parks as
and community partners to
support parks as venues for
Parks &
Park Districts /
Village Manager's
39.A
event and cultural
events, seasonal programming,
Environment
Human Services
Office; Library
venues
performances, and cultural
celebrations
Identify new
Work with park districts and
leverage development efforts to
Parks
Community
Finance;
39.0
green spaces
through
identify opportunities for new or
Environment
Development / Park
Village Board;
reinvestment
enhanced green spaces, plazas,
Districts
developers
and gathering areas
Encourage green infrastructure
Encourage green
— bioswales, rain gardens,
ParksPublic
Works /Park
MWRD;
40.A
infrastructure in
naturalized stormwater systems —
Environment
Districts
Sustainability
design
integrated into park, streetscape,
Commission
and site design
Preserve and expand the tree
Preserve and
canopy by protecting existing
ParksEnvPublic
Park Districts:
40.B
expand tree
trees, planting new trees, and
it
Works
Sustainability
canopy
incorporating native landscaping
Commission
and habitat restoration
MOUNT PROSPECT 2040 1 Comprehensive Plan 123
Land
Use
Ref
Housing &
NeighborhoodsEnvironment
omnneircial & Industrial
Transportation
J
unity Facilities arks
•. Potential
Integrate green infrastructure and
21 Partners
Integrate green
stormwater improvements into
40.0
infrastructure in
public capital projects, including
Parks &
Environment
Public Works MWRD; Finance
capital projects
streetscape reconstruction and
parking lot redesigns
Continue working with MWRD
Coordinate
and other regional agencies to
MWRD; Cook
40.0
watershed -scale
coordinate watershed -scale
arks
Public Works County;
resilience
resilience efforts exceeding the
Environment
neighboring
Village's individual capacity
municipalities
Assess climate
Continually assess the vulnerability
40.E
vulnerability
of parks, open spaces, and
infrastructure to extreme weather
r
Finance;
Public Works Park
Sustainability
i f parks and
infrastructure
and factor climate impacts into
Environment
Districts Commission
capital decisions
Support sustainability initiatives
Support
— conservation programs,
Sustainability
40.F
sustainabilit Y
composting, renewable energyParks
Public Works Commission;
initiatives
integration, responsible
Environment
Finance
maintenance practices — as
capacity allows.
Encourage
Encourage sustainable site design
sustainable
and energy -efficient building
ParksCommunity
Sustainability
40.6
commercial site
practices in commercial and
Environment
Commission;
Development
design
industrial redevelopment where
P&Z Commission
appropriate
Regularly review and update
Update codes for
p
local building and development
Sustainability
40.H
energy efficiency
codes to align with current
Parks
Community
Commission;
and resilience
standards for energy efficiency,
Environment
Development
Village Board
renewable readiness, and resilient
construction
Evaluate adaptive
Evaluate opportunities for adaptive
40.1
reuse to reduce
reuse of existing buildings to
Parks &
Community Village Board;
waste
reduce demolition waste when
Environment
Development P&Z Commission
consistent with economic viability
124 Comprehensive Plan I MOUNT PROSPECT 2040
[Intentionally Left Blank]
MOUNT PROSPECT 2040 1 Comprehensive Plan 125