Economic Development Strategic Plan

Transcription

Village
of
Buffalo
Grove
Economic
Development
Strategic
Plan
DRAFT
January 2016
Acknowledgements
Thank you to the following groups and individuals who
participated in the creation of this plan:
Buffalo Grove Village Board
Beverly Sussman, Village President
Janet Sirabian, Village Clerk
Jeffrey Berman, Trustee
Joanne Johnson, Trustee
Lester A. Ottenheimer III, Trustee
Andrew Stein, Trustee
Steven Trilling, Trustee
Project Steering Committee
Lester A. Ottenheimer III, Village Trustee
Dave Ruber, Yaskawa
Paul Sheridan, Hamilton Partners
Eric Smith, Buffalo Grove Planning & Zoning Commission
Michael Stevens, Lake County Partners
Tim Donahue, Buffalo Grove Town Center Representative
Peter Panayiotou, Continental Restaurant
David Weidenfeld, Trustee
Jennifer Serino Stasch, Lake County Workforce
Development
Village Staff
Rich Cillessen, Siemens Building Technologies
Christopher Stilling, Director of Community Development
Nicole Woods, Village Planner
Evan Michel, Management Analyst
Dane C. Bragg, Village Manager
Maria (Nina) Strezewski, Resident
Sangeetha Subramanian, Resident
Michael Abruzzini, Buffalo Grove/ Lincolnshire Chamber of
Commerce
Jennifer Maltas, Deputy Village Manager
All photos are property of the Village of Buffalo Grove unless otherwise noted.
Table of Contents
Introduction...........................................................................................................1
Section One: Economic Growth.................................................................8
Summary of Existing Conditions
Goals, Recommendations, Action Steps
Section Two: Land Use and Development.........................................18
Section Three: Quality of Life....................................................................36
Section Four: Implementation Matrix....................................................42
Appendices
Buffalo Grove Economic Development Strategic Plan
This page intentionally left blank.
Introduction
Introduction
Since its incorporation in 1958, the Village of Buffalo Grove has
remained a unique and important community in the Chicago
metropolitan region. In addition to its family-friendly amenities,
the Village is a key economic center with over 10 million square
feet of commercial space and approximately 20,000 workers who
commute to Buffalo Grove from all over the region. To protect
and enhance this economic activity, the Village has developed an
Economic Development Strategic Plan (Plan). The plan will define
the economic development vision for the Village and the steps
needed to achieve that vision.
Willing Property
Owner
Viable
Business
Proactive
Municipality
What is Economic Development?
Economic development is traditionally defined as the attraction,
retention, and expansion of development and businesses.
Economic development generally requires the alignment of three
key players: a willing property owner, a viable business, and a
proactive village.
A willing property owner is an owner of land/facility and is
currently selling or leasing, or looking to sell or lease property
to a viable business. This owner will generally utilize brokers,
developers, and reports to understand market trends and could be
interested in developing, redeveloping, or making other physical
improvements to the property as well as land acquisition and
assembly.
The final and third key player is a proactive municipality
or governing body. This player helps facilitate and regulate
dealings among willing property owners and viable businesses
with programs, policies, and activities that seek to improve the
economic well-being and quality of life for a community.
The second key player, a viable business, is a new, existing,
or expanding business. This player is seeking or working with
a willing property owner to occupy a facility. A viable business
requires a facility that fulfills certain physical requirements
(building specifications) as well as market requirements (located
in an area of market demand).
Page 1
Objective and Rationale
A municipality cannot achieve economic development
solely on its own as it has limited influence in cultivating
and aligning willing property owners and viable businesses.
The only aspect of economic development wholly within a
community’s control is its ability to embrace and fulfill the
role of a proactive municipality.
The Economic Development Strategic Plan will help
the Village optimize its role as a proactive municipality.
It is meant to be a long-term guide in developing and
implementing policies that will position the community for
economic development opportunities now and in the future.
The Plan is intended to provide this guidance for the next
10-15 years; however, the Village can update this plan at
any time and annual review is encouraged.
Relationship to Local and Regional Initiatives
To ensure compatibility with other local and regional
initiatives and optimize the opportunity for future partnerships,
the Economic Development Strategic Plan incorporates and
builds off of relevant Village, county, and regional plans,
projects, and initiatives. These projects and initiatives include
but are not limited to: Route 53/120 project, Lake-Cook Road
widening project, Northwest Suburban Housing Collaborative,
and Lake County Partner’s Business Outreach Program. Plans
and studies directly related to this Plan are listed below and
are described in more detail in Appendix A.
• Village of Buffalo Grove Strategic Plan 2013-2018 (2012)
The Plan is particularly timely for a variety of reasons. First,
the Village of Buffalo Grove has already taken several steps
to become a proactive village. It has streamlined processes
by combining the Plan Commission and the Zoning Board
of Appeals, limiting the number of referrals required before
the Village Board, and simplifying the Appearance Review
Committee process. It has also begun to set a clear vision
by establishing a new Community Development Department.
The Economic Development Strategic Plan will build off
these previous initiatives.
• Village of Buffalo Grove Comprehensive Plan (2009)
Second, the economic development landscape is evolving.
National trends such as the rise in e-commerce and
telecommuting, advancement in technology, shrinkage of
the retail footprint, emergence of the millennial generation,
and comeback of the manufacturing industry are having
considerable impacts on communities, businesses, and
development. More localized trends such as the closing of
Dominick’s grocery stores, northern and westward expansion
of industrial development, and new leadership in Springfield
are also affecting economic development dynamics. The
Economic Development Strategic Plan explores these issues
and helps the Village navigate them to achieve long-term
economic stability.
• Chicago Metropolitan Agency for Planning GOTO 2040 (2010)
• Village of Buffalo Grove Transit Station Area Study (2007)
• Lake County Comprehensive Economic Development Strategy (2012)
• Planning for Progress – Cook County’s Consolidated Plan and Comprehensive Economic Development Strategy, 2015-2019 (2015)
• Homes for a Changing Region (2013)
Homes for a
Changing Region
Phase 3: Implementing Balanced Housing Plans at the Local Level
Village of Buffalo Grove
Transit Station Area Study
Year Six: Arlington Heights, Buffalo Grove, Mount Prospect, Palatine,
and Rolling Meadows
January 2007
Page 2
Public Participation and Community
Outreach
Community engagement is a critical part of the Economic
Development Strategic Plan process. Village staff formulated
an outreach strategy to reach businesses, property owners,
developers, residents, and other stakeholders throughout
the planning process. These outreach activities are detailed
in Appendix B and include meetings, interviews, workshops,
presentations, open houses, and one-on-one interviews.
Commonly expressed economic development strengths,
weaknesses, and ideas for the future are shown below.
These ideas ultimately helped shape the direction of the
Plan.
Buffalo Grove
OPEN HOUSE
Wednesday, December 2nd
5:00pm – 7:00 pm
Village Hall Council Chambers
50 Raupp Boulevard, Buffalo Grove, IL 60089
Buffalo
Grove
Economic
Development
Strengths:
(Identified by stakeholders through outreach efforts)
• General accessibility to regional road networks. The accessibility to these road networks, particularly Interstate 94, is beneficial for both freight and passenger movement.
• Ideal regional location in Cook County and Lake County. Buffalo Grove’s location provides great access to labor and other industry centers. Additionally, Lake
County has favorable tax structures for commercial development.
We Want to Hear From You!
The Village of Buffalo Grove is creating an Economic Development Strategic Plan that will identify how
the Village can achieve long-term economic growth. The Plan has been developed over the past year
and is in its final stages. The Village is hosting an Open House for the public to view and provide
feedback on the Plan before it is finalized.
Drop on in anytime between 5:00pm and 7:00pm on December 2nd to learn more about the Plan and
share your thoughts!
To learn more about the plan go to the “Economic Development Strategic Plan” link on the Village’s
website: www.vbg.org or call the Community Development Department at 847-459-5530.
• Strong demographic profile. The Village has a stable population with relatively high household incomes and high educational attainment levels.
• High quality of life and services. These amenities and services include but are not limited to parks, schools, police, fire, and other Village services.
• Solid base of businesses and industries.
Page 3
Buffalo Grove Economic Development Weaknesses
(Identified by stakeholders through outreach efforts)
• Developers grappling with national and regional trends such as: shrinking retail opportunities, limited access to capital, and an uncertain Illinois economy.
• Communications need to improve between existing businesses and the Village.
• Lack of incentives or programs to encourage business and development growth. Developers noted the Village’s lengthy development processes, cumbersome sign code, and reputation of being difficult in approving commercial projects.
• Outdated shopping centers, no central business district, and limited number and type of restaurants for residents and workers. Strong retail competition in nearby communities such as Deer Park, Lincolnshire, Wheeling, and Vernon Hills.
• High office vacancy rate.
• Misconception that manufacturing businesses in the Village are traditional manufacturing plants or “smokestacks.” In reality, these companies are more appropriately classified as light or advanced manufacturing centers.
• Limited public transportation options as well as limited utilization and awareness of these options.
• High traffic and gridlock, especially along Lake-Cook Road.
• Jobs/housing mismatch. Industries and companies in and around Buffalo Grove are in need of young, highly-
skilled professionals. However, a large portion of this demographic lives in or closer to Chicago.
• Lack of housing stock diversity. The Village lacks housing options for young professionals, young families, and empty nesters looking to downsize.
• Lack of diversity among residential population.
Buffalo Grove Economic Development Vision for the
Future (Identified by stakeholders through outreach efforts)
•Strong and diverse employment, industry, and residential base.
•Welcoming environment to a diverse array of residents.
•Development of a central business district to provide the Village with an identity, focal point, and synergy.
•Redevelopment of commercial areas to meet current market demands.
•Increased nightlife activities, particularly entertainment and dining options.
•Promotion of industrial areas as advanced/high-tech manufacturing centers.
•Strong communications and relations with existing businesses. Village helps facilitate supportive services and programs for business development and growth.
•Development processes and codes are clear, concise, and streamlined.
• Village offers programs and incentives for
development.
•The Village is aggressive and nimble in attracting and retaining businesses and development.
Page 4
Planning Process
The planning process to create the Economic Development
Strategic Plan included multiple phases, which are shown below.
This process was overseen by the Economic Development
Strategic Plan Steering Committee, which included businesses,
developers, elected/appointed officials, as well as other
appropriate community groups and stakeholders to represent the
varied business and development interests in Buffalo Grove.
The Market Assessment was developed in the second stage
of the planning process and is a snapshot of the existing market
conditions in the Village. These findings set the framework for
the goals, recommendations, and action steps featured in the
Economic Development Strategic Plan. A weblink to the Market
Assessment is provided in Appendix C.
Economic Development Strategic Plan Phases of Development
Page 5
Plan Overview
The Buffalo Grove Economic Development Strategic Plan is
organized into sections that correspond with the plan’s major
themes of economic growth, land use and development, and
quality of life. Each thematic section presents a summary of the
existing conditions and a goal outlining a desired outcome. Each
goal was developed through collaborative discussions with
Buffalo Grove elected officials, staff, business owners, property
owners, local leaders, and other stakeholders. Following each
goal is a set of recommendations and action steps needed to
achieve these goals. Many of the presented concepts and ideas
are applicable to more than one goal or recommendation, but are
listed in sections deemed most appropriate.
A summary of the goals, recommendations, and action steps are
presented in Section Four.
Section Summaries
Section Two: Land Use and Development
Goal:
Buffalo Grove will sustain and grow its economic base with
new, redeveloped, improved, and maintained commercial
development and infrastructure that is functional, appealing, and
will contribute to the Village’s competitive position.
Recommendations:
• Create a vision for the community.
• Update the municipal code.
• Facilitate commercial development and redevelopment opportunities.
• Encourage environmentally sustainable retrofits and development.
Section One: Economic Growth
Section Three: Quality of Life
Goal:
Goal is:
Buffalo Grove will maintain, strengthen, and grow its businesses
and employment, and continue to be a key employment center
for the region.
Buffalo Grove will maintain and enhance services, amenities,
resources, and partnerships to foster a vibrant, livable, and
desirable community in which to live, work, and play.
Recommendations:
Recommendations:
• Improve communications and relations with current and potential businesses, owners, and the development community.
• Maintain and enhance the Village’s housing stock and market.
• Enhance support to local businesses.
• Preserve and enrich other aspects of the Village’s livability and quality of life.
• Broaden and enrich the labor pool for local businesses.
• Improve accessibility to, from, and around the Village.
Page 6
Page 7
Section One:
Economic Growth
Page 8
Employment Base
Table 1.1 Employment by Industry Sector, 2011
Recently-released employment estimates indicate that the
Village’s 2014 employment base is approximately 20,000
workers. This base is generally concentrated in five main
industries:
manufacturing;
accommodation
and
food
services; professional, scientific, and technical services;
wholesale trade; and health care and social assistance.
Each of these five industries constitutes between 8%
and 19% of the local employment base, and collectively
accounts for 60% of the total (Table 1.1).
The Village’s
strong business and industry is considered a key economic
development strength among stakeholders.
Manufacturing
Retail Trade
Finance and Insurance
With over 3,000 workers,
manufacturing
is
the
“Manufacturing
leading industry employer
is the leading
and
economic
engine
industry employer
of the community. Major
and economic
industrial
companies
engine of the
such as AbbVie and Flex
community”
have recently established
in
Buffalo
Grove
and
are providing economic benefits. To date, Flex and its
customers have invested over $100 million in the Buffalo
Grove facility and hired over 300 employees. The company,
which was awarded the 2015 Lake County Manufacturer
of the Year by the Alliance for Industry and Manufacturing,
has plans for continued growth. In addition to these new
businesses, existing manufacturers are starting to expand.
Growth in this industry is not exclusive to Buffalo Grove.
The nation and region are experiencing a reemergence of
the manufacturing industry as the economy recovers, the
industry strengthens, and as manufacturers reshore their
production to the U.S.1
Buffalo Grove
Cook
County
Lake
County
Count
Percent
Percent
Percent
Manufacturing
3,278
19.1%
8.4%
16.2%
Accommodations and Food Services
2,158
12.6%
7.4%
5.9%
Professional, Scientific, and Technical
1,854
10.8%
8.5%
7.1%
Wholesale Trade
1,509
8.8%
4.8%
8.1%
Health Care & Social Assistance
1,500
8.7%
13.6%
10.5%
Educational Services
1,093
6.4%
9.8%
9.5%
Administration & Support, Waste Management
& Remediation
1,056
6.2%
7.2%
6.8%
1,005
5.9%
9.6%
14.1%
977
5.7%
6.8%
4.7%
Construction
607
3.5%
2.6%
3.0%
Arts, Entertainment, & Recreation
407
2.4%
1.7%
2.3%
Transportation & Warehousing
374
2.2%
5.2%
1.6%
Other Services
348
2.0%
3.9%
2.6%
Real Estate, Rental, and Leasing
324
1.9%
1.7%
1.0%
Public Administration
324
1.9%
3.9%
2.5%
Information
170
1.0%
2.6%
1.6%
Management of Companies & Enterprises
91
0.5%
2.0%
2.0%
Agriculture, Forestry, Fishing, & Hunting
59
0.3%
0.0%
0.1%
Utilities
24
0.1%
0.3%
0.6%
TOTAL
17,159
100%
100%
100%
Source: Longitudinal Employer-Household Dynamics, U.S. Census Bureau.
1. Wial, Howard. Locating Chicago Manufacturing: The Geography of Production in Metropolitan Chicago. University of Illinois Chicago - Center for Urban Economic Development. 2013.
Sirkin, Harold, Zinser, Michale, and Rose, Justin. “How Illinois Can join Manufacturing’s Comeback” Crains’s Chicago Business, December, 2012.
Page 9
The Village has a particularly high concentration of
advanced manufacturing, which refers to the emergence
of high-tech products and processes in the manufacturing
industry.
Unlike
traditional
low-skilled,
labor-intensive
manufacturing jobs and processes that are vulnerable to
off-shoring or automation, advanced manufacturing relies
a highly-skilled workforce and complex techniques to
create sophisticated products that are difficult to outsource.
Industry leaders believe that advanced manufacturing will be
the key to the region’s economy in the 21st century.2
Almost 40% of manufacturing firms in Buffalo Grove
are classified as pharmacy/medical supply, computer/
electronics,
and
machinery
(including
transportation,
electrical, commercial and industrial machinery), which
are considered the top three subindustries in advanced
manufacturing.3
The high concentration of these
subindustries in Buffalo Grove is expected given the Village’s
location between northern Cook County and Lake County.
The prevalence of manufacturing, especially advanced
manufacturing, provides various economic benefits to the
Village. Economists estimate that each manufacturing job
creates between two and five additional jobs in related and
unrelated industries.4
Moreover, advanced manufacturing
workers are generally well-paid. According to EMSI’s
Average Earnings by Industry, manufacturing employees
in Buffalo Grove earned an average of $120,000 in 2014,
which is 40% higher than the average annual earnings of
all Buffalo Grove workers. These high earnings also have
indirect economic benefits for the Village as workers also
represent potential residents as well as customers for local
eateries, retailers, and other commercial venues.
Chart 1.1 Manufacturing Firms by Subindustry in Buffalo Grove, 2014
Fabricated metals, 4%
Other, 16%
Paper/printing, 13%
Primary (metals,
non metallic,
petro/coal), 4%
Machinery*, 16%
Chemicals and plastics, 7%
Food/Beverage, 8%
Furniture and Apparel, 10%
Source: EMSI, Lake County Partners, CMAP, and Village of Buffalo Grove.
Computer/electronics*, 11%
Health Sciences*, 10%
*Top Three
Subindustries
in Advanced
Manufacturing
2. CMAP, Metropolitan Chicago’s Manufacturing Cluster: A Drill-Down Report on Innovation, Workforce, and
Infrastructure, 2013
3.CMAP, Metropolitan Chicago’s Manufacturing Cluster: A Drill-Down Report on Innovation, Workforce, and
Infrastructure, 2013
4. CMAP, Metropolitan Chicago’s Manufacturing Cluster: A Drill-Down Report on Innovation, Workforce, and
Infrastructure, 2013.
Page 10
Workforce Dynamics and Challenges
The majority (80%) of the workers employed in Buffalo
Grove commute from Cook and Lake Counties. Only 8.2%
of workers are Buffalo Grove residents with approximately
20% of workers originating from DuPage County, McHenry
County, or other counties in the region. Workers mainly
commute by car and drive solo to work. However, a few
utilize public transportation options including Metra and
Pace Bus.
A growing concern identified by outreach efforts and
housing studies is a jobs-housing spatial mismatch
in Buffalo Grove. This mismatch occurs when homes
conducive to workers’ preferences are situated far from
their employment centers. The jobs-housing mismatch
appears to be a particular problem for the emerging
millennial workforce, who cannot find housing options
conducive to their needs or prefer amenities, neighborhood
characteristics,
and
housing
types
that
“A growing concern
are not traditionally or
identified by outreach
consistently
found
in
efforts and housing
suburban
communities.
studies is a jobsResearch indicates that
housing spatial
millennials highly value
mismatch.”
walkability; bicycle and
public
transportation
accessibility; mixed-use, denser areas; and smaller housing
units – both in square footage and in number of bedrooms.5
In terms of tenure, studies show that this demographic is
interested in renting as well as homeownership.6
Another challenge, specific to the advanced manufacturing
is the widening workforce gap. Advanced manufacturers
are seeking highly-skilled and educated workers; however,
lingering negative perceptions have discouraged talented
students and workers from entering into the manufacturing
industry. Industrial businesses, as well as office businesses
in the Village, have expressed use for or interest in
workforce development programs. Workers, residents, and
employers in the Village have access to several workforce
development programs but these programs are not well
utilized. Workforce development specialists feel that the
lack of awareness and utilization is a result of historically
poor coordination and collaboration between workforce
development providers and employers. However, current
leaders are cognizant of these issues and are working to
change the tide.
Outreach findings indicate that businesses desire stronger
communications and relations with the Village. Until
recently, the Village lacked a Community Development
Department that can carry out such functions.
Photo Credit: Jobfairing.com
5. Nielsen, Millennials Breaking the Myths, 2014.
Urban Land Institute, Generation Y: America’s New Housing Wave, 2011.
6. Nielsen, Millennials Breaking the Myths, 2014.
Urban Land Institute, Generation Y: America’s New Housing Wave, 2011.
Page 11
Goal, Recommendations, and Action Steps
Economic Growth Goal: Buffalo Grove will maintain, strengthen, and grow its
businesses and employment, as well as continue to be a key employment center for
the region.
Economic Growth Recommendation 1. Improve communication and relations with current and
potential businesses, owners, and the development
community.
well as any other relevant news. Stakeholders can also
provide feedback, voice concerns, network, and develop
a good rapport with fellow businesses, brokers, the
Chamber, and Village staff.
Buffalo
Grove
should
enhance
communication
and
relations with the business and development community
by developing a set of communication strategies that are
consistent, structured, and diverse (newsletters, email,
phone, social media and in-person). Strategies that retain
these characteristics optimize the ability for all parties to
exchange information, collaborate, and establish meaningful
partnerships.
B.Network with businesses at Chamber events.
The Buffalo Grove-Lincolnshire Chamber of Commerce
provides
programs,
services,
and
networking
opportunities for its members. Village staff should
maintain its participation in major Chamber events such
as monthly luncheons, board meetings, and the annual
Business Connection Summit. Chamber activities provide
a built-in platform for Village staff to communicate and
build relationships with local businesses.
Action Steps
A.
Develop
regularly
scheduled
roundtable
discussions. To increase collaboration, the Village should
host economic development roundtable discussions
and invite businesses, property owners, real estate
brokers, and the Buffalo Grove-Lincolnshire Chamber of
Commerce
(Chamber).
The
meetings
will
provide an opportunity
“The Village should
for
the
Village
to
host economic
discuss energy-efficiency
development
opportunities,
local
roundtable
infrastructure
projects,
discussions.”
workforce
development
programs,
industry
resources, county and
regional initiatives, as
C.Create a business e-newsletter. In addition to
hosting roundtable discussions and attending Chamber
events, Village staff should also develop a periodic
e-newsletter to all businesses in the Village. This type
of outreach is advantageous because it ensures equal
access to information, regardless of attendance at
meetings or Chamber events. The e-newsletter can
provide frequent updates of various programs, projects,
and plans occurring in Village and spotlight businesses
as further discussed below.
D.
Schedule
on-site
visits
at
businesses
and
brokerages.
On-site visits enable participants to
achieve a superior level of engagement. Consequently,
Village staff should visit and tour local businesses to
further understand their operations and needs. Similarly,
Village staff should schedule in-person meetings with
Page 12
commercial brokers. An ideal forum is the weekly
internal office meetings held by commercial brokerages.
Many firms periodically invite municipal staff from
various communities to attend such meetings and
discuss available properties and the community’s vision
for the future.
This “road show” can help advertise
business and development opportunities in the Village
as well as Buffalo Grove’s proactive approach towards
economic development. On-site visits at businesses or
brokerages should be scheduled on an as-needed basis.
E.Enhance the Village’s Website. Websites have
become an essential and universal communication
tool in today’s digital age. Businesses, site selectors,
developers, brokers, and other stakeholders utilize
municipal
websites
to
learn
about
economic
development information such as a community’s
demographics,
economic
profile,
vacant
spaces,
development and redevelopment opportunities, and
entitlement
process.
Given the importance and
“The Village
widespread utility of this
should look
tool, the Village should
to modernize
look to modernize and
and enhance
enhance
the
economic
the economic
development-related
developmentwebpages on the municipal
related webpages
website.
Specific
focus
on the municipal
should be placed to the
website.”
organization,
presentation,
content
accuracy,
and
completeness
of
this
information.
F. Continue work on branding and
campaign.
Branding
and
marketing
communication strategies to help attract
marketing
are
key
businesses
and development. Although they work hand-in-hand,
branding and marketing are distinct strategies. A
brand represents an entity and is expressed through a
combination of various elements such as a logo, font,
color scheme, and/or other graphics. A brand’s main
objective is to help establish an identity for the entity by
which it can distinguish itself from others.
The Village is currently in the midst of a rebranding
effort and should continue work on this project. A
freshened logo, font, and color scheme across all
department communications, signage, and community
events will help foster a more modern and cohesive
identity for the Village.
Once an updated brand is chosen, the Village should
develop a marketing plan. Such a plan would detail
strategies as to how the Village’s brand and other
key information can be communicated to economic
development players such as businesses, developers,
brokers, media, as well as to realtors, schools, and
current and potential residents.
Sample activities from this marketing plan could include:
•
Participating in business media and targeted
advertising such as: Crain’s Chicago Business
Journal, Site Selection Magazine, etc.
•
Working with site selectors.
•
Developing a social media presence
professional websites such as LinkedIn.
•
Engaging in partnerships with organizations such
as the International Council of Shopping Centers,
and the Urban Land Institute.
on
Page 13
Economic Growth Recommendation 2. Enhance support to local businesses.
The Village should continue to provide optimal customer
service and support local businesses. Such efforts reinforce
the Village’s commitment to the business community and
ultimately minimize business turnover and optimize growth
opportunities. The action steps below provide specific
strategies to help the Village enhance its support to local
businesses
Action Steps
A. Improve administrative forms and processes. The
Village currently has an administrative process to gather
information, licenses, and fees from businesses. This
process has been incrementally improved over the years,
however it can benefit from a more comprehensive
review, which would aim to streamline the process.
Some specific improvements could include creating a
basic process-flow handout for businesses; combining
and re-writing business license, tenant and use, and other
forms; and reorganizing staff and front counter space.
Processes can also be improved to offer more e-services
via the Village’s website including online permits and
licenses. These improvements can bolster the levels of
efficiency and customer service provided by Village staff,
the self-service capacity of businesses, and the quantity
and quality of data and information collected from
businesses. The enhanced data and information collected
can help develop a more accurate profile of businesses in
the community as well as highlight key trends.
B. Recognize businesses that are new, expanding, or
are making a notable contribution to the community.
The Village can help recognize notable businesses
through their existing communication channels such as
Page 14
the residential newsletter, proposed business e-newsletter,
Village website, and other media.
This recognition
could take the format of a “Business Spotlight” column,
which would include a small narrative and photos of the
business.
C. Provide a welcoming package and schedule a meet
and greet for new businesses. To celebrate, welcome,
and cultivate a relationship with a new business, the
Village should provide a welcoming package and
meeting. The package should include things such as a
welcome letter, list of available resources, and schedule
of key dates for business licenses, permits, and other
administrative activities. Staff should also coordinate a
meet and greet with new businesses, Village staff, and
Village officials.
D. Connect businesses with information and resources
to meet their needs.
Businesses can benefit from
resources for varying operational, development, workforce,
business, and financial needs. The Village should serve
as a conduit for these businesses and connect them
with helpful resources to address these issues. Resources
include programs and outreach offered by Illinois
Department of Commerce and Economic Opportunity
(DCEO), Lake County Partners, Lake County Workforce,
and Cook County Bureau of Economic Development. The
resources can also include non-profits such as B-Impact
Assessments, SCORE, and the Buffalo Grove/Lincolnshire
Chamber of Commerce. Staff can help provide these
resources at roundtable discussions, e-newsletters,
meetings, welcome packages, as well as through regular
communications with businesses.
Page 15
Economic Growth Recommendation 3. Broaden and enrich the labor pool for local businesses.
Access to a talented and diverse employment base is
critical for current and potential businesses. In fact, site
selectors claim that access to highly-skilled labor is one of
the top drivers in site-selection decisions. Optimizing the
skills and size of the labor pool includes ensuring programs
are in place to meet the changing demands of the evolving
workplace and continuing to broaden the geographical and
psychological boundaries of the workforce.
Action Steps
A.
Facilitate
partnerships
between
workforce
development providers and local businesses. As
discussed above, office and industrial businesses in
Buffalo Grove have an expressed interest and need for
tailored workforce development programs and services.
The Village can help remedy these issues by facilitating
partnerships between the Lake County Workforce, College
of Lake County, Lake County Partners, Cook County
Bureau of Economic Development, and local businesses.
Through enhanced communications with businesses,
the Village can stay abreast of any need for workforce
training and relay them to the appropriate provider as
necessary.
At
the same time,
“The Village can facilitate
the Village can
partnerships between the
help
workforce
Lake County Workforce,
development
College of Lake County,
providers
with
Lake County Partners,
their
outreach
Cook
County Bureau of
efforts
and
Economic
Development,
market
any
and
local
businesses.”
a p p l i c a b l e
programs.
B.
Work
with
local
businesses
(particularly
manufacturing businesses) and high schools to
foster awareness of advanced manufacturing career
opportunities. To build enthusiasm for the manufacturing
industry, the Village can work with local high schools
and manufacturers to coordinate tours of advanced
manufacturing facilities. These businesses can also
present to high school classes and be integrated during
career-day festivities. Such activities can be extended to
various businesses outside of manufacturing, however
given the demand for advanced manufacturing workers,
an emphasis is placed on that particular industry.
C.
Enhance
workforce
accessibility.
should
work
with
businesses
and
The
Village
transportation
Photo Credit: College of Lake County
Page 16
providers to increase awareness
and utilization of
multiple transportation modes including trains, buses,
cars and vans (solo and pooling), bicycles, and on foot.
Such initiatives can enhance employers’ access to the
subregional labor pool. This is especially true of millennial
workers who prefer to live in denser environments such as
Chicago or the inner-ring suburbs.
One mode option is vanpooling. Vanpooling can provide
convenient
connections
between
residential
areas,
public transit stops, and/or business parks. Pace has
three distinct vanpooling programs: Traditional Vanpool,
Employer Shuttle, and Metra Feeder.
All three are
described in the box to the right.
Another option to enhance accessibility is the development
of a ridesharing program, which matches employees with
similar origin and destinations such as residential areas
or common transit stations. The Pace Ride Share website
provides a free matching service.7 These types of programs
should be communicated to the businesses by Village staff at
roundtables and through the e-newsletters. Staff should also
help facilitate conversations between interested businesses
and Pace.
Other related activities include improving the commuter’s
“last mile.” The last mile, refers to the final leg of the commute,
which is normally from a transit station, bus stop, or dropoff point to the worker’s place of employment. As this leg is
normally done on foot, the Village should pursue pedestrian
improvements, which include sidewalk repairs, crosswalk
installations, tree plantings, and additional bus shelters.
These pedestrian improvements effectively minimize the
gap between transit service and the business destinations
that often deter employees from using public transportation
regularly. A broader discussion of multimodal transportation
is included in Section Three: Quality of Life.
Pace Vanpooling Programs
The Traditional Vanpool program is designed for 5-13 employees who live and work in similar areas and have similar
schedules. In this program, one of the participants is a primary
driver of a Pace van and all riders pay a low monthly fare which
covers the van maintenance fares and associated expenses.
In contrast, the Employer Shuttle program allows vans to be
leased to an individual business or group of businesses for
work-related passenger trips for a flat monthly fee.
Finally, the Metra Feeder program permits a Pace Van to
be parked at a Metra Station near a work site enabling 5-13
participants to easily connect from the Metra Station to their
worksite with a purchase of a Metra monthly pass or 10-ride
ticket as well as flat monthly fee. It should be noted that Metra Feeders can be utilized at any Metra station including Buffalo Grove’s Metra Stations (Prairie View and Buffalo Grove) off
the North Central Line, as well as stations off the Milwaukee
District North, Union Pacific Northwest, Union Pacific North,
and lines such as Mount Prospect, Arlington Heights, Palatine,
Lake Cook Road, Deerfield, and Braeside.
7 Pacebus.com
Page 17
Section Two: Land Use
and Development
Page 18
experiencing higher rents and new construction.11
Village-wide Conditions
As of 2015, Buffalo Grove had over 10 million square feet of
commercial space and a vacancy rate of 7.7% (Table 2.1).8
The majority (63%) of commercial space is industrial and
flex, followed by office (20%) and retail (17%). The distribution
of space in Buffalo Grove slightly differs from the NorthCentral Submarket and the region, as these markets have
proportionally less industrial and flex space and comparably
more retail space than the Village.9
Table 2.1 Commercial Real Estate Square Footage and
Vacancy by Type, 2015
North- Central
Submarket*
Buffalo Grove
Chicago Metro Region
Total
Rentable
Building Area
Vacancy
Rate
Total
Rentable
Building Area
Vacancy
Rate
Total
Rentable
Building Area
Vacancy
Rate
Industrial and
Flex
6,551,527
3.4%
44,601,205
8.6%
1,171,019,362
7.8%
Office
2,093,054
16.6%
19,954,745
18.5%
465,117,297
13.9%
Retail
1,699,246
13.2%
22,376,030
9.7%
518,476,663
8.5%
Total
10,343,827
7.7%
86,931,980
11.0%
2,154,613,322
9.3%
*Includes Deer Park, Kildeer, Long Grove, Indian Creek, Vernon Hills, Lincolnshire, Buffalo Grove, Wheeling,
Prospect Heights, Mount Prospect, Arlington Heights, and Palatine.
Source: CoStar data and Village of Buffalo Grove.
Industrial and Flex
Of all property types, industrial and flex has the lowest
vacancy rate in Buffalo Grove (3.4%) as well as in the NorthCentral Submarket (8.6%) and the Chicago Metro Region
(7.8%). Such rates, which were generally 5 to 7 percentage
points higher across these geographic markets 5 years ago,
indicate the strengthening of the industrial and flex market.
Experts attribute the positive trend to various factors such
as the reemergence of manufacturing, pent-up demand for
industrial space, and the recovering economy.10 As a result
of the positive absorption, the industrial and flex market is
Buffalo Grove’s particularly low industrial and flex vacancy
rate is likely a result of its regional location. The Village’s
location at the edge of both Cook and Lake Counties enables
the community to access Cook County’s activity and Lake
County’s tax structure.12
Moreover, the industrial and flex
space is in generally good condition. The majority (64%) of
the space is considered Class B, while 32% is considered
Class C and 4% is classified Class A.13 Most of the properties
are 25-30 years old and generally have 18-24 foot ceiling
heights, which are deemed as low ceiling heights in today’s
market.
Office
Office space has the highest vacancy rate (16.6%) among
the commercial property types in the Village as well as in
the North-Central Submarket (18.4%), and the Chicago Metro
Region (13.9%). Such rates reflect the market’s sluggish
recovery after the economic downturn. Analysts report that
the office market is tied to state and national employment
and fiscal trends. Consequently, the state’s fiscal challenges
8.Commercial real estate refers to any real estate intended to generate revenues. For purposes of this analysis,
commercial real estate will be classified into three main types: industrial and flex, office, and retail. Traditional
industrial space is often considered to be a warehouse that is mostly utilized for manufacturing,
9..The North-Central Submarket includes the following communities: Deer Park, Kildeer, Long Grove, Indian
Creek, Vernon Hills, Lincolnshire, Buffalo Grove, Wheeling, Prospect Heights, Mount Prospect, Arlington
Heights, and Palatine.
10.Ori, Ryan. “’Good old days’ return for industrial landlords. Crain’s Chicago Business. February 23, 2015.
Ori, Ryan, “ Here’s One Sign of a Strong Economy.” Crain’s Chicago Business. April 13, 2015.
Ori, Ryan. “Industrial Vacancy Falls to Lowest Level Since 2006.” Crain’s Chicago Business. July 21, 2014.
11. NAI Hiffman. “Industrial Market Review: First Quarter 2015.”
12. Cook County tax structure is disadvantageous for retail and industrial real estate. The county assesses
retail and industrial properties at a higher percentage of market value than residential properties causing
businesses to shoulder more of the property tax burden than residents. This tax structure has partially
contributed to businesses relocating outside of Cook County, into neighboring counties, including Lake
County.
13.Class rankings reflect the building size, structure, and operating systems in the market area. Classes A, B,
and C imply that these characteristics are excellent, good, and fair-to-poor, respectively.
Page 19
and the relatively high unemployment rate posted in recent
years have encouraged companies to operate conservatively
and/or look elsewhere to establish their operations. Other
factors influencing the market include the increased ratio of
office space per employee, rise in telecommuting, and flight
of office space from suburban communities to downtown
Chicago.14
Most (58%) of the office space in Buffalo Grove is
considered Class B, while 17% is considered Class A and
24% is Class C. Most of the buildings were built between
1985 and 1997. Almost all are 1-2 stories, however, a few
are 3-5 stories and the two Riverwalk Office towers are each
12 stories tall.
Retail
The retail vacancy rate in the Village is approximately
13.2% which is 224,710 square feet. Some of the vacancy
in Buffalo Grove and in the greater region is attributable to
the closing of Chicago-area Dominick’s grocery stores. The
former Dominick’s stores in Cambridge Commons (35,000
square feet) and Chase Plaza (68,000 square feet) represent
roughly 103,000 square feet of vacant space.
Excluding
these two former Dominick’s stores, the retail vacancy rate is
approximately 7%-8%.
Overall the national retail market is improving. However,
analysts are noting that retail absorption is concentrated
in the premier (top 10%-20%) centers and locations, while
other retail centers are struggling.15
At the same time,
e-commerce continues to gain momentum and today 6%7% of retail purchases are made via e-commerce.16 It should
be noted however, that most consumers still prefer in-store
shopping to procure staples, fill an immediate need or want,
and “touch and feel”
merchandise.17
The
“ A key trend in the retail
rise of e-commerce
market is a shift toward
has also contributed
experiential consumption.”
to the shrinking retail
footprint
and
the
greater mix of tenants
in shopping centers. A final key trend in the retail market is a
shift toward experiential consumption. Consequently, industry
leaders are repositioning shopping centers away from the
traditional retail format to a more integrated social gathering
center. These centers focus on dining, entertainment, leisure,
and other experiential activities.
Overall the retail spaces in Buffalo Grove tend to be
clustered in shopping centers along the major retail
corridors. Furthermore, Buffalo Grove shopping centers are
anchored by grocery stores with smaller centers oriented to
service businesses. The Village’s retail centers contrast with
the nearby anchor-oriented regional shopping centers such
as NorthBrook Court, Deer Park Mall, and Randhurst Village.
These regional centers are larger, draw from a regional
population base, tend to have a more inward configuration,
and provide a deeper variety of general merchandise and
services.
14.CBRE. “Chicago Suburban Office MarketView Q1 2015.”
Heschmeyer, Mark. “Changing Office Trends Holds Major Implications for Future Office Demand.” CoStar. March 13, 2013.
Ori, Ryan. “Rents Keep Rising in Chicago’s Top Office Towers.” Crain’s Chicago Business. June 15, 2015.
15. Maidenberg, Micah. “Retail Landlords Gain, But Recovery ‘Not Lifting All Boats.’” Crain’s Chicago Business. February 9, 2015.
16. E-commerce includes all mobile or m-commerce, which are purchases made by tablets and mobile phones. Quarterly E-commerce Sales. U.S. Census Bureau News. May 15, 2015.
17. Shopping Centers: America’s First and Foremost Marketplace. International Council of Shopping Centers. 2014.
Page 20
Retail Opportunities
A preliminary retail market analysis found that the Buffalo
Grove trade area has opportunities for retail growth. The
trade area is currently experiencing a net sales leakage of
$17.7 million. The greatest opportunities for retail growth
are in specific retail categories as listed in Table 2.2.
More detailed information on the preliminary retail market
analysis can be found in Appendix C: Market Assessment.
Table 2.2 Retail Growth Opportunities by Retail Category, 2015
Retail Category
Sample Retailers
Leakage
Goods
Motor Vehicle & Parts Dealers
Carmax, Toyota, O’Reily Auto
Parts
$399,180,000
Bldg Materials, Garden Equip. &
Supply Stores
Lowe’s, Menards,Home Depot
$4,4840,000
Food & Beverage Stores
Jewel Osco, Sunset Foods,
Trader Joe’s
$141,530,000*
Gasoline Stations
Speedway, Amoco, Mobil
$144,070,000
Clothing & Clothing Accessories
Stores
Macy’s, Khol’s, Marshalls
$30,430,000
main typologies: industrial/office corridors, retail/commercial
corridors, and mixed-use corridors. The Village does have
some commercial development outside of the commercial
corridors such as Woodland Commons (Half Day Road and
Buffalo Grove Road), and Millbrook Business Center (Millbrook
Drive and Half Day Road).
The major commercial corridors are listed below:
• Northern Industrial/Office Corridor
• Southern Industrial/Office Corridor
• Dundee Retail/Commercial Corridor
• Town Center Retail/Commercial Corridor
• Lake-Cook Mixed-Use Corridor
• Milwaukee Mixed-Use Corridor
In addition to these commercial corridors there are two station
areas:
• Buffalo Grove Metra Station Area
• Prairie View Metra Station Area
Dining
Food Services and Drinking
Places
Culvers, Olive Garden, Chili’s,
Texas Roadhouse, Starbucks,
Buffalo Wild Wings
$178,280,000
*Source appears to include sales from Domincks grocery stores, which have closed.
Source: ESRI Business Analyst and Buffalo Grove.
Subareas:
Commercial
Station Areas
Corridors
and
The Village’s key subareas include the commercial corridors
and the station areas. The Village’s commercial corridors
house most of the commercial real estate in the Village.
These commercial corridors can be classified by three
Both station areas were the subject of the Village of Buffalo
Grove Transit Station Area Study in 2007. This plan, which was
never adopted, is currently used as guide. The Buffalo Grove
Metra Station Area is a part of the Northern Industrial/Office
Corridor and is fairly built-out. The Prairie View Metra Station
Area mostly consists of unincorporated property, however
many property owners and developers have expressed interest
in annexing into the Village and redeveloping this area.
The following map illustrates all the commercial corridors and
station areas. The subsequent pages provide a deeper dive
into the corridors and station areas with an overview of land
uses, major tenants, square footage, and vacancy rates.18
18. All vacancies are noted are as of April, 22, 2015.
Page 21
Map Legend
Economic
Development
Area
Praire
View Metra
Station Area
Half Day Rd
Mch
enr y
Rd
Arlington Heights Rd
Lake-Cook Rd
Buffalo Grove Rd
Aptakisic Rd
Deerfield Pkwy
Buffalo Grove Subareas
Village
Boundary
´
Commercial Corridors:
• Northern Industrial/Office Corridor
• Southern Industrial/Office Corridor
• Dundee Retail/Commercial Corridor
• Town Center Retail/Commercial Corridor
• Lake-Cook Mixed-Use Corridor
• Milwaukee Mixed-Use Corridor
Northern Industrial/Office
Corridor and Buffalo Grove
Metra Station Area
Station Areas:
• Buffalo Grove Metra Station Area
• Prairie View Metra Station Area
Milwaukee
Mixed-Use
Corridor
Lake-Cook
Mixed-Use
Corridor
Town Center
Retail/Commercial
Corridor
Southern
Industrial/Office
Corridor
Milw
auk
0
ve
ee A
Dundee Rd
Dundee
Retail/Commercial
Corridor
0.5
1
2
Miles
Page 22
Northern Industrial/Office
Corridor + Buffalo Grove
Metra Station Area
Map Legend
2
I
Buffalo Grove
Metra Station
Single-Family
Residential
Village Boundary
Multi-Family
Residential
Vacant Land
Transportation,
Communications,
Utilities, & Waste
Hydrology
• Primary industrial corridor in the Village.
• Includes the Buffalo Grove Metra Station.
• Example companies include: Siemens Industry, Flex, Schuletes Precision Manufacturing, Arxium (former Auto Med Technologies), and Belmont Trading Company.
LEIDER LN
INDUSTRIAL DR
Open Space
Industrial
Industrial and Flex Space
-Approximately 4.7 million square feet.
-Vacancy Rate: 4.3%.
BA
ASBURY DR
R
C
LA
Y
-Corporate parks include: Abbott Business Center, Aptakisic Creek Corporate Park, Rogers Center for
Commerce, Arbor Creek Business Center, the Corporate Grove, and Covington Corporate Center.
U KE
BL
VD
E AV
WEILA
Retail,
Entertainment, &
Hotel
Agriculture
Institutional
A
MILW
ABBOTT CT
ND RD
Unincorporated
Limits
Office
E
CORPORATE GR
OV
E DR
BUSCH PKWY
DEERFIELD PKWY
2
I
DEERFIELD PKWY
0
0.175
0.35
´
0.7
Miles
Page 23
Southern Industrial/Office Corridor
• Mix of industrial and flex, and office space with some retail.
• Slight overlap with Milwaukee Mixed-Use Corridor
• Example companies include: Yaskawa America Inc, Dow Chemical Company, and Banner Supply.
Office Space
Industrial and Flex Space:
-Approximately 825,000 square feet.
-Approximately 1.6 million square feet.
-Vacancy rate: 15.8%.
-Office complexes include: Riverwalk and Chevy Chase East.
Map Legend
W PAULINE AVE
BL
VD
RIDGEWOOD LN
Multi-Family Residential
Industrial
Unincorporated Limits
Retail, Entertainment, &
Hotel
Transportation,
Communications, Utilities,
& Waste
Office
HASTINGS DR
EASTWOOD LN
DR
HAS
E
HO
R
YC
CHE
V
ING
VE
EA
TON
ARMSTRONG DR
DR
DR
Hydrology
E
UK
WA
MIL
ON
ARMSTRONG DR
Vacant Land
Golf Course
NS
JOH
AT
IO
Village Boundary
HASTINGS DR
LEXINGTON DR
N HORATIO BLVD
-Corporate parks include: Buffalo Grove Commerce Center, Chevy Chase Business Park West, and Chevy Chase Business Park.
LEX
JOHNSON DR
LAKE COOK ROAD
LAKE COOK ROAD
0
0.175
0.35
0.7
Miles
´
Page 24
Dundee Retail/Commercial Corridor
• Various “highway-oriented” retail uses as well as a mix of other uses.
• Example retailers include: Aldi, Sam Ash Music Store, Discovery Clothing, O’Riley Auto Parts, Rogan Shoes, Garden Fresh Market, First Midwest Bank, and Walgreens.
Retail space
-Vacancy rate: 7%.
-Shopping centers include: Plaza at Buffalo Grove, Stratmore Square, Plaza Verde, Grove Court, Village Plaza and Cambridge Commons.
EST
ATE
DR
Map Legend
ROSE BLVD ROSE BLVD
Village Boundary
Single-Family
Residential
Office
Open Space
Multi-Family
Residential
Institutional
Vacant Land
Retail, Entertainment,
GOLFVIEW TER
& Hotel
Transportation,
Communications,
Utilities, & Waste
S NAVAJO TRL
HAPPFIELD DR
W CAMPUS DR
SAXON PL
LAKE BLVD
W BOEGER DR
W DUNDEE RD
ELLEN DR
N BETTY DR
W DUNDEE RD
VERNON LN
VILLA VERDE DR
ARLINGTON HEIGHTS RD
TRACE DR
ELD DR
´
UNIVERSITY DR
XW
BO
N
DL
OO
0
0.275
0.55
1.1
Miles
Page 25
Town Center Retail/Commercial
Corridor
•
•
2
I
Generally retail and commercial uses that are anchored by the Town Center development.
MC
HE
Example Retailers include: Brunswick, Binny’s Beverage Depot, Buffalo Grove Theatre, Jewel-Osco, Blue Swim School, Walgreens, Supercuts, Lou Malnati’s Pizzeria, and Deerfield Bakery.
Single-Family
Residential
Transportation_...
Multi-Family
Residential
Village Boundary
NR
Y
Unincorporated
Limits
RD
Retail,
Entertainment, &
Hotel
Office
Institutional
Transportation,
Communications,
Utilities, & Waste
Open Space
Vacant Land
Hydrology
Retail space
-Shopping centers include: Town Center, The Grove, Buffalo Grove Shoppes.
BANK LN
MC H E N
OLD CHECKER RD
RY RD
N
BU
OV
OK RD
RD
GR
O
LAKE C
RD
EI L A
E
ND
RD
O
H
AL
FF
CH
C
UR
´
0
0.075
0.15
NW
Map Legend
Buffalo Grove
Metra Station
0.3
Miles
Page 26
Office space:
Lake-Cook Mixed-Use Corridor
• Mix of office, retail, institutional, and Buffalo Grove Golf Course
• Example office users and retailers: NorthShore University Health, Templar Trading, Baskin-Robbins, Buffalo Restaurant and Ice Cream Parlor, Wyndham Garden Hotel, Countyline Tavern, Premier Eye Care and Surgery, and PNC Bank.
-Vacancy rate: 23%.
-Corporate parks include: Buffalo Grove Business Park.
Retail space
-Vacancy rate: 67%.
-Major shopping center: Chase Plaza.
Map Legend
Office
OLD
C
CT
HE CK
ER R
Institutional
Open Space
Transportation,
Communications,
Utilities, & Waste
Golf Course
D
AUBURN LN
R RD
RD
GR
H
O
OV
E
CH
C
UR
L
FA
WE I
D NE
F
BU
RD
LAKE COOK RD
IDN
ER
RD
N ARLINGTON HEIGHTS RD
AUBURN LN ND
A
HL
AS
Village Boundary
Retail, Entertainment, &
Hotel
WE
UN
LN
0
0.125
0.25
0.5
Miles
´
IG
H
LA
CO
Y
TR
VD
BL
AV
E
P
ND
UP
W BRAMPTON LN
LAKE COOK RD
RA
WHITEHALL DR
WHITEHALL DR
N
H
Page 27
A
MILW
Milwaukee Mixed-Use Corridor
Map Legend
• Mainly retail properties (Mi Mexico restaurant, Speedway gas station, and Grill on the Rock restaurant), as well as residential, industrial, and vacant properties.
UKEE
Village Boundary
Unincorporated
Limits
AVE
• Fragmented corridor. Properties are in Buffalo Grove, Riverwoods, and unincorporated Lake County.
Single-Family
Residential
Multi-Family
Residential
• Approx 110 acres of vacant land within the Buffalo Grove Village limits.
• Much of the area lacks a unified development approach and was improved under Lake County’s regulations in a piecemeal manner. This area also lacks utilities and has challenges associated with floodplain.
Retail,
Entertainment, &
Hotel
BUSCH PKWY
Office
• Some overlap with Southern Industrial/Office Corridor.
Industrial
Transportation,
Communications,
Utilities, & Waste
DEERFIELD PKWY
Open Space
Vacant Land
Hydrology
RI
VE
RW
AL
LINDEN AVE
LAKE COOK RD
0
0.175
0.35
0.7
Miles
K
DR
´
Page 28
Prairie View Metra Station Area
• Mostly in unincorporated Lake County.
• Exhibits two distinct types of development patterns: rural, hamlet (mainly unincorporated) and suburban development (incorporated Buffalo Grove).
• Land uses within the Village are generally residential (Noah’s Landing, Easton Townhomes, with a mix of other uses such as retail (Prairie House Tavern), institutional (Sunrise of Buffalo Grove) and vacant land.
NE
ORCHARD LN
NL
SLY
RO
2
I
Unincorporated
Limits
Transportation,
Communications,
Utilities, & Waste
N
YO
PIN
N
E
PIN
E CT
N PIN
1ST ST
´
ST
AIN
NDG
HS L
NOA
IE
AIR
PR
N EASTON AVE
Village Boundary
2
I
NM
RD
TAYLOR CT
R
LO
Y
TA
CT
HALF DAY RD
0.2
Miles
N PRAIRIE RD
0.1
Vacant Land
Retail,
Entertainment, &
Hotel
W BROCKMAN AVE
S
CT
0.05
Under Construction
Office
HALF DAY RD
Single-Family
Residential
Institutional
W EASTON AVE
0
Praire View Metra
Station
Page 29
R
O
PINY
PARK AVE
Map Legend
APPLE HILL LN
• Unincorporated land uses are generally residential, industrial, and some commercial.
N PRAIRIE RD
• Developers have expressed interest in investing in this area.
• Served by the existing Prairie View Metra station on the North Central line. It is also within walking distance to Stevenson High School.
Land Use and Development Goal: Buffalo Grove will sustain and grow its economic
base with new, redeveloped, improved, and maintained commercial development that
is functional, appealing, and contributes to the village’s competitive position.
Land Use and Development Recommendation 1. Create a vision for the community.
The visioning process is a key part of local planning and
economic development. This process empowers residents,
businesses, elected officials, and other stakeholders to
paint a picture of their community’s future landscape. Once
established, these visions become the foundation to guide
development, land use decisions, and related policies. The
following action steps represent visioning projects for Buffalo
Grove to undertake.
Action Steps
A.Update the Comprehensive Plan. The Village’s
current Comprehensive Plan was drafted in 2009
and outlines the long-term vision for the community
over a 10-15 year period. The plan broadly covers
transportation, land use, natural resources, housing,
economic development, community design, and other
elements in the Village.
The 2009 Comprehensive Plan is nearing the end of
its shelf life. Furthermore, the current plan does not
provide long-term strategies and recommendations.
Comprehensive plans should be re-evaluated and/or
updated every 5-10 years so that it can stay current with
long-term trends. Consequently, Buffalo Grove should
update its Comprehensive Plan before 2020.
defined vision for each of
the commercial corridors
“Subareas of
and station areas.
These
immediate focus
areas represent the building
should include
blocks to the community’s
the Lake Cook
economic
future
and
Road Corridor
a
more
specific
vision
and Prairie View
is
necessary
to
guide
Station Area.”
the
development
and
redevelopment
of
these
areas. Unlike the Comprehensive Plan, which is a longterm project, the subarea plans are more time sensitive
and should be considered a high priority given the
immediate interests by developers to invest in these
areas. Subareas of immediate focus include the LakeCook Mixed-Use Corridor and Prairie View Metra Station
Area.
The vision for the subareas should promote development
that is appropriate to the context of the surrounding
area and development. Such discussions should also
evaluate which, if any, subarea should become a central
business district (CBD). Many stakeholders expressed
a desire for a CBD in Buffalo Grove. Many noted that
central business districts help foster a sense of identify,
community character, and place. Moreover, such a
center can generate economic activity.
B.Develop a vision for subareas and consider
creating a central business district. To complement
the Comprehensive Plan, Buffalo Grove should create a
Page 30
Various resources are available to help in the visioning
process. The Village should utilize the 2007 Village of
Buffalo Grove Transit Station Area Study as a base
for visioning the station areas. This study should be
revisited as it provides useful concepts and plans. Other
resources include the Urban Land Institute Technical
Advisory Panel (ULI TAP), Regional Transit Authority
(RTA), Chicago Metropolitan Agency for Planning (CMAP),
and consultants.
C.
Evaluate
opportunities
to
expand
municipal
boundaries. Several hundred acres of unincorporated
land are dispersed in various locations within and
adjacent to the Village. These unincorporated properties
are potential opportunities to bolster the Village’s tax
base. Some of the unincorporated areas have been
designated to the future jurisdiction of Lincolnshire or
Buffalo Grove via the Boundary and Planning Agreement,
while others are not tied to any agreements.
The Village should evaluate opportunities to continue
to annex properties where appropriate. Specific focus
should be paid to Milwaukee Mixed-Use Corridor and
the Prairie View Metra Station Area as several property
owners in these subareas have expressed interest
in annexation. The study’s findings, along with the
Village’s vision for areas and property owners’ interest in
annexation, would all factor into annexation phasing and
implementation.
Land Use and Development Recommendation 2. Update the Buffalo Grove Municipal Code.
The Buffalo Grove Municipal Code (Code) contains
various regulations that govern the physical development
of the Village. Currently, the Code follows a traditional
organizational format with land use, development, and
zoning regulations separated in various documents. This
type of organization can create disjointed, duplicative,
and sometimes even conflictive regulations that are
cumbersome to understand and enforce. Moreover, the
Code’s content should be updated to reflect the ideas
presented in the existing or upcoming community plans
as well as current regional building and development
standards. The following action steps look at both
streamlining and updating the Code.
Action Steps
A.
Consider developing a unified development
ordinance.
A unified development ordinance (UDO)
combines various sets of development regulations
into a consolidated
document.
This
“A unified development
type of organization
ordinance (UDO)
enhances the clarity,
combines various
consistency,
and
sets of development
coordination of the
regulations into
regulations.
For
a consolidated
example, terms used
document.”
throughout the Code
can be defined once
rather than multiple times in various sections. Similarly
the authority of the Planning and Zoning Commission
can be discussed in one place rather than separately
in the Zoning Code, Development Code, and Floodplain
Regulations Sections. Consequently, the Village should
explore creating a UDO.
Page 31
B.Update the Zoning Code to reflect visions. The
Village’s Zoning Code should implement a community’s
plans. Consequently, the Village should update the
structure and content of the Zoning Code so that it
aligns with objectives set forth in the Comprehensive
Plan and future subarea plans. The Village should also
explore a form based code as part of its evaluation.
C. Revise the Sign Code. The Village of Buffalo Grove’s
Sign Code has been noted by stakeholders and staff
to be convoluted and outdated. Staff should research
and explore best practices for modern signage in terms
of both content and process. Once this analysis has
been completed, staff should work to implement them
into the code. Updating the sign code can help provide
clarity, streamline the process, and potentially reduce the
number of variations requested.
D.Modernize other sections of the Buffalo Grove
Municipal Code as needed. In addition to the Zoning
Code, other sections of the Code should be updated.
The Village is currently updating the Floodplain
Regulations section of the Code so it aligns with both
Lake County and Cook County standards. The Village
should continue such efforts and then examine the
Code’s Building and Construction section. Currently, this
section adopts the 2006 International Building Code (IBC)
by reference; however, more recent IBCs are available
and should be considered for adoption.
Land Use and Development Recommendation 3.
Facilitate commercial development and redevelopment
opportunities.
The Village should actively facilitate development and
redevelopment opportunities to help implement visions laid
out in community plans. Specific actions include profiling
properties, streamlining the entitlement process, and
providing economic development incentives as needed.
Action Steps
A.Create and update an inventory of commercial
properties. The Village should utilize data sources such
as Co-Star, along with information from brokers as well
as property owners to create and maintain a commercial
properties inventory. In this inventory, the Village can
classify and analyze properties based on condition, age,
size, ownership, and when possible, the owner’s future
plans for the land.
Such a tool could help identify,
organize, prioritize, and communicate future development
opportunities. The inventory should be established
within a database as well as displayed visually on a
map. Appropriate data and information should also be
displayed on the website for site selectors and brokers.
The inventory should be updated on an as-needed basis.
B.
Continue to refine Buffalo Grove’s planning,
development, and permit processes. The length of
time required for a development project to progress
from application to breaking ground is a key factor in
economic development. The Village has already taken
meaningful steps to streamline this process. For example,
Buffalo Grove recently combined the Zoning Board of
Appeals and the Plan Commission as well as streamlined
the Appearance Review Committee approvals.
The Village should continue to explore opportunities to
simplify, clarify, and streamline the entitlement process.
This can be done by updating, organizing, coordinating,
and enhancing materials for developers. These materials
include applications, workflow diagrams, Planning and
Zoning Commission timelines, The Village Code, and the
zoning map. In addition, the Village should continue to
evaluate internal processes and operations in receiving
and reviewing plans.
Page 32
Commonly Used Local Economic Development Incentives
For Specific Sites or Multi-Site Districts
C. Continue to offer site-specific economic development
incentives,
while
exploring
opportunities
to
offer
economic
development
incentives
for
multi-site
districts.
Sometimes specific sites or multisite areas have development challenges that require
incentives to encourage development due to the gap
between expenses and the rate of return. The Village of
Buffalo Grove has faced such situations and implemented
economic development incentives for specific sties.
These incentives have been in the form of shared sales
tax agreements and include Connexion as well as Bob
Rohrman Pre-Owned Superstore.
The Village should continue to explore the use of incentive
agreements when warranted to fill potential financial gaps.
In addition, the Village should explore opportunities to offer
incentives to multi-site districts, which can create a more
coordinated and connected development or redevelopment
area.
Economic incentives should be offered if such incentives
lead to robust economic benefits. These benefits may
include but are not limited to: strengthening the Village’s tax
base, creating jobs, and stimulating new development. The
box on the right provides an overview of commonly used
local economic development incentives.
Tax Increment Financing (TIF)
Tax increment finance districts (TIFs) are a development tool that generate a pool of money that is
used for reinvestment within the TIF area. This pool of money is created by “freezing” the assessed
value of a property when a TIF district is created. The Village, county, township, school districts,
and other local governments continue to collect property taxes based upon the frozen assessed
value. Any increase in the property’s assessed value generates the TIF increment, which is then
available for projects within the TIF district. TIF dollars can be used for public infrastructure, land
assemblage, streetscape and environmental cleanup. TIF funds can be front-loaded or pay as
you go.
Special Service Area (SSA)/Special Assessments
A special service area (SSA) refers to additional, minor property taxes that are levied on a defined
geographic area to fund additional services and/or physical improvements for that area. Typical
services or physical improvements funded by SSAs include enhancements for streetscapes, commercial façades, enhanced snow and trash removal, marketing, and special events. SSAs have
been successfully used by the Village to help facilitate office and retail development by Hamilton
Partners at the northeast corner of Lake-Cook Road and Arlington Heights Road. Similar to SSAs
are special assessments. Municipalities can levy special assessments to pay for the construction
of local public improvements such as roadways and infrastructure.
Business Districts
A municipality can create a business district to implement improvements to that specific area.
These improvements can include a variety of development activities such as plan preparation,
land assembly, infrastructure, building rehabilitation or construction, and financing costs. To fund
the business district, the Village would create a business district plan that outlines a budget for the
district and may then levy an additional sales tax of up to 1.0% to pay for improvements.
Industrial Revenue Bonds (IRBs)
Industrial Revenue Bonds are tax exempt bonds issued on behalf of businesses that can be used
to finance the acquisition of fixed assets such as land, buildings, or equipment as well as renovation and new construction. A wide variety of businesses, including nontraditional industrial businesses such as printing firms, qualify under the IRB guidelines. The Village of Buffalo Grove hosts
the clearinghouse pool on behalf of Lake County Partners where this program is promoted and
regularly utilized.
Property Tax Abatements
Property tax abatements are agreements in which a taxing district or districts communities abate
a portion of real estate tax on certain types of property. Property tax abatements may be used to
encouraged a business to establish, rehabilitate, or expand within the municipality.
Sales Tax Rebate Agreements
Sales tax rebates are incentives where the Village offers to rebate a portion of sales taxes generated from the businesses back to the business or the developer for improvements on the property.
It is important to ensure that safeguards are in place when considering revenue sharing agreements. These safeguards may include: minimal upfront exposure, rebates are not paid until sales
revenue is generated, caps are placed on total dollars to be paid, recapture provisions are in place
to assess certain penalties if a business closes or relocates elsewhere.
Revolving Loan Fund
A Revolving Loan Fund (RLF) provides financial support and assistance to new or expanding businesses through the use of low-interest loans for construction, property rehabilitation and land
acquisition. Typically, a RLF is established through a grant or one-time dollars set aside for the
central fund. A RLF gets its name from the revolving aspect of the loan repayment, where the
Page 33
central fund is replenished as individual projects pay back their loans, creating the opportunity
to
issue more loans to new projects.
Land Use and Development Recommendation 4.
Encourage environmentally sustainable retrofits and
development.
Photo Credit: University of Minnesota
Efforts to improve the environmental sustainability of existing
and proposed buildings equate to long-term cost savings for
building users and tenants. Moreover, such improvements
help
the
Village’s
commercial
development
remain
competitive in the market. The following action steps address
these issues.
Action Steps
“Improving a
A. Promote energy efficiency
facility’s
energyprograms.
Improving
a
efficiency
is
facility’s
energy-efficiency
a
universally
is
a
universally
sought
sought
improvement as it reduces
improvement”
energy,
consumption,
and
costs.
The
Village
should
lead this cause by helping
businesses navigate through steps to improve their
energy efficiency and utilization of renewable energy.
As part of this process, the Village should continue
and enhance its relationships with utility providers and
other energy efficient partners and connect them with
businesses. For example, the Village can work with
ComEd to promote its Smart Ideas Energy Efficiency
Program. This program aims to help large businesses
reduce their lighting use by more than 50% with a
lighting control system.
B. Establish sustainable standards. The Village of Buffalo
Grove can also encourage sustainable development by
adopting standards and incentives that incorporate green
building concepts into both existing and new structures.
Village staff should lead discussions with the Planning
and Zoning Commission, Village Board, and public that
explore creating voluntary or incentive-based programs to
achieve sustainable buildings.
Page 34
Page 35
Section Three:
Quality of Life
Page 36
Table 3.2. Estimated Housing Units, 2013
Demographics
Per U.S. Census data, Buffalo Grove’s population is almost
42,000. The Village’s average household size of 2.57 is slightly
lower than Cook County, and significantly smaller than Lake
County, as shown in Table 3.1 below. Between 2000 and
2013, the Village’s population slightly decreased by 3%, which
is comparable to the population decline in Cook County (-3%)
but contrasts with the population increase in Lake County
(9%).
Table 3.1 Estimated Population, Households, and Household
Size, 2013
Buffalo Grove
Cook County
Lake County
Population
41,663
5,212,372
702,099
Households
16,167
1,933,335
241,072
2.57
2.60
2.82
Average Household
Size
Source: 2009-13 American Community Survey, U.S. Census Bureau
Buffalo Grove
Cook County
Lake County
Count
Percent
Count
Percent
Count
Percent
Single-family*
11,599
69.6%
988,629
45.8%
205,475
80.4%
Multi-family (2
units or more)
5,065
30.4%
1,171,866
54.2%
50,124
19.6%
Total Housing
Units**
16,664
100.0%
2,160,495
100.0%
255,599
100.0%
*Includes attached and detached single family
**Total, excluding mobile, boat, RV, van, etc
Table 3.3. Estimated Housing Occupancy and Tenure, 2013
Buffalo Grove
Occupied
Vacant
Total
Housing
Units*
Cook County
Lake County
Count
Percent
Count
Percent
Count
Percent
16,167
97.0%
1,933,335
89.5%
241,072
94.3%
497
3.0%
227,160
10.5%
14,527
6.0%
16,664
100.0%
2,160,495
100.0%
255,599
94.3%
*Total, excluding mobile, boat, RV, van, etc
Housing Units
Approximately 16,700 housing units occupy the residential
areas in Buffalo Grove. The Census reports that 70% or
11,600 units are single-family homes. As of 2013, the Village
has a low residential vacancy rate of 3%, which is lower
than Cook County and Lake County’s rates of 11.7% and
6.0%, respectively.
Among the Village’s occupied units,
approximately 81% are owner occupied while the remaining
19% are renter-occupied properties. The high rate of owneroccupied units is understandable given the dominance of
single-family homes.
Page 37
Educational Attainment, Employment, and
Income
Overall,
Buffalo
Grove
residents
are
highly“On a whole,
educated,
white-collar
household
families. Nearly all (97%)
incomes in Buffalo
of Buffalo Grove residents
Grove exceed that
have a high school diploma
of Lake and Cook
and
the
majority
(64%)
Counties”
have a bachelor’s degree.
These rates of educational
attainment are higher than that of Cook and Lake Counties.
According to the Illinois Department of Employment Security,
Buffalo Grove had an unemployment rate of 5.3% in 2014.
The leading source of work for Buffalo Grove residents is
educational services, health care, and social assistance as
they employ 21.2% of residents.
Other major industries
include professional, scientific, management, administrative,
and waste management services.
On the whole, household incomes in Buffalo Grove
significantly exceed that of Lake and Cook Counties. The
median household income in Buffalo Grove is $94,391 while
Cook County and Lake County have median household
incomes of $55,548 and $77,649, respectively. Approximately
47% of households in Buffalo Grove earn over $100,000,
whereas 24%-39% of households in Lake County and Cook
County fall within that bracket.
Table 3.4 Estimated Educational , 2013
Buffalo Grove
Cook County
Lake County
Count
Percent
Count
Percent
Count
Percent
Population,
25 years
and over
29,432
N/A
3,484,571
N/A
448,708
N/A
High school
diploma or
higher
28,435
96.6%
2,943,216
84.5%
398,815
88.9%
Bachelor's
degree or
higher
18,362
62.4%
1,208,856
34.7%
188,068
41.9%
Table 3.5 Estimated Household Income, 2013
Buffalo Grove
Cook County
Lake County
Count
Percent
Count
Percent
Count
Percent
Less than
$25,000
1,730
10.7%
462,067
23.9%
33,268
13.8%
$25,000 to
$49,999
2,409
14.9%
435,000
22.5%
43,393
18.0%
$50,000 to
$74,999
2,215
13.7%
332,534
17.2%
39,777
16.5%
$75,000 to
$99,999
2,280
14.1%
233,934
12.1%
32,063
13.3%
$100,000 to
$149,000
3,654
22.6%
253,267
13.1%
42,188
17.5%
$150,000
and over
3,880
24.0%
216,534
11.2%
50,384
20.9%
Total
Households
16,167
100.0%
1,933,335
100.0%
241,072
100.0%
Median
Household
Income
$94,391
$54,548
$77,469
Page 38
Community Character and Quality of Life
Photo Credit: Stevenson High School
Buffalo Grove has several great amenities that contribute
to its rich quality of life and community character. Amongst
these amenities are the schools, parks, and police and
fire services.
Stevenson High School and Buffalo Grove
High School are top rated schools in the state.
Since
2013, Buffalo Grove has received a number of awards that
recognize the community as a great place to live, work, and
raise a family. These awards include:
•
The 46th Best Place to Live in the US by Money
Magazine, the only Illinois community recognized;
•
The 20th safest community in the United States
and the 2nd safest in Illinois;
•
The 7th most family-friendly community in Illinois
and;
•
Best Chicago suburbs for young professionals.
Page 39
Quality of Life Goal: Buffalo Grove will maintain and enhance services, amenities,
resources, and partnerships to foster a vibrant, livable, and desirable community in
which to live, work, and play.
Quality of Life Recommendation 1.
Maintain and enhance the Village’s housing stock and
market.
The Village’s residential areas are an important element to
the community. They contribute to the Village’s tax-base
as well as its identity as a family-friendly community. The
following action steps look to maintain and enhance the
Village’s housing market so it can thrive in the future.
Action Steps
A.Diversify housing stock. Although the Village’s
housing stock is in great condition, it is limited in
options and generally appeals to families. Consequently,
the Village should look to diversify its housing stock
so that it includes floorplans, bedrooms, square
footages, densities, amenities, and tenure that are
suitable for a wider population. This wider population
includes millennials, empty-nesters, and young families.
Moving forward, the Village staff, Planning and Zoning
Commission, and Village Board should examine
residential development and redevelopment plans within
this housing framework. Such efforts can help address
specific concerns such as the jobs-housing spatial
mismatch and empty-nester migration outside of Buffalo
Grove in pursuit of downsizing.
(NSHC). NSHC was formed in 2011 as part of an
intergovernmental agreement (IGA) with the Village of
Arlington Heights, Village of Mount Prospect, Village of
Palatine, and City of Rolling Meadows. NSHC focuses
on housing issues on a subregional scale. In 2015,
Buffalo Grove renewed its IGA agreement with the
NSHC for five additional years. During this time period,
NSHC will specially explore preserving and increasing
senior housing, address aging multi-family properties,
encourage energy-efficiency housing and retrofits, as
well as expanding housing opportunities to address the
needs of growing demographic sectors.
The Village should continue to participate in NSHC to
complement the Village’s more local housing initiatives.
Sub-regional coordination offers an economy of scale
advantage for program development and implementation
as well as optimizes opportunities to leverage investment
from public and private partners.
B.
Continue to participate with the Northwest
Suburban Housing Collaborative. The Village of
Buffalo Grove has been and continues to be a part
of the Northwest Suburban Housing Collaborative
Page 40
Quality of Life Recommendation 2. Improve accessibility to, from, and around the Village.
Overall accessibility is critical to Buffalo Grove’s long-term
viability. Currently, the Village is served by a strong system of
roads as well as transit, pedestrian, and bicycle infrastructure.
Improving the intra- and inter-connectivity of the Village’s
transportation system can help bolster economic development
opportunities for Buffalo Grove.
Action Steps
A. Maintain and improve multimodal infrastructure. The
Village should continue to focus on initiatives that support
multimodal transportation.
These types of efforts can
help reduce automobile congestion, wear on roadways,
and air pollution; as well as increase the Village’s active
transportation options and vibrancy. The Village can
help maintain and improve multimodal infrastructure
by implementing the 2014 Buffalo Grove Bicycle Plan,
enhancing way-finding signage, as well as ensuring new
developments provide adequate pedestrian, bicycle, and
road connections to current networks. Focus should be
placed on natural gathering centers such as the Metra
stations and shopping centers. This recommendation is
closely aligned with the “Enhance workforce accessibility”
action step under the Economic Growth Recommendation
3: Broaden and enrich the labor pool for local businesses.”
B.
Participate in regional transportation projects.
Regional transportation projects in and around Buffalo
Grove affect the Village’s direction and potential for
growth. Consequently, the Village should continue to
participate in regional projects such as the Lake-Cook
Road expansion, Route 53/120 project, and Buffalo Grove
Road extension. Such participation can ensure that the
Village’s ideas and concerns are being represented in key
decisions regarding such regional projects.
Quality of Life Recommendation 3. Preserve and enrich other aspects of the Village’s
livability and quality of life.
In addition to housing and transportation, the Village’s
livability and quality of life is affected by various elements
including but not limited to market and demographic
trends, regional projects, local partnerships, parks and open
space, schools, and safety services. Understanding these
elements and their relationships to the community can help
position the Village for economic sustainability.
Action Steps
A. Keep abreast of local and regional trends. To
help optimize the Village’s role as proactive community,
Village staff should monitor local and regional trends,
projects, and programs. Such monitoring can help
the Village gain a deeper understanding of key
dynamics affecting the community. Current trends
include the growing millennial demographic, agingin-place initiatives, emergence of special uses in
industrial districts, and environmental sustainability.
Village staff should explore these trends as well as
other projects and programs with the Planning and
Zoning Commission and Village Board. Staff should also
provide appropriate recommendations.
B.
Maintain
partnerships
and
services.
Buffalo
Grove should maintain its partnerships with the
Chamber, Buffalo Grove Park District, neighboring
communities, school districts, Lake and Cook Counties,
regional
agencies,
foundations,
and
non-profits.
These partnerships help maximize opportunities for
collaboration and in turn, cost efficiencies. At the same
time, the Village should maintain its high level of safety,
building enforcement, and other government services to
residents and businesses.
Page 41
Section Four:
Implementation Matrix
Page 42
Plan Implementation
The Implementation Matrix is intended to be used to
help initiate and complete the key recommendations and
actions in the Economic Development Strategic Plan. The
following table provides a quick reference summary of the
many policy and program recommendations for Village
staff, elected officials, and stakeholders.
Each year, Village staff will develop a more specific work
plan to identify which recommendations and action steps
will be undertaken for the upcoming year. This work plan
shall be developed in conjunction with the Village’s annual
budgeting process, which establishes Village-wide goals
for the upcoming calendar year.
The Village Board will have the ultimate authority on the
Plan’s implementation; however, the Planning and Zoning
Commission (PZC) should be the main body to oversee
the Plan’s implementation actions. As the PZC explores
many of the economic, market, planning, and development
issues, trends, and regulations relevant to the Plan, this
body is well-suited to guide such steps.
Page 43
Economic Growth
Goal: Buffalo Grove will maintain, strengthen, and grow its businesses
employment, and continue to be a key employment center for the region.
Recommendation
Action Steps
and
Description
A. Develop regularly scheduled roundtable Host economic development roundtable discussions and invite businesses, property owners, real estate brokers, and
discussions.
the Chamber.
1. Improve
communications
and relations
with current
and potential
businesses,
owners, and the
development
community.
2. Enhance support
to local businesses
3. Broaden and
enrich the labor
pool for local
businesses.
B. Network with businesses at Chamber
events.
Continue to be an active member with the Chamber. Attend monthly luncheons, board meetings, and the annual
Business Connection Summit.
C. Create a business e-newsletter.
Develop a periodic e-newsletter to all businesses in the Village. The e-newsletter can provide frequent updates of the
various programs, projects, and plans occurring in the Village.
D. Schedule on-site visits at businesses
and brokerages .
Conduct business visits to further understand their operations and needs. Develop and implement a commercial
brokerage “road show” to help advertise business and development opportunities in the Village as well as its
proactive approach towards economic development.
E. Enhance Village’s Website.
(economic development-related pages)
Look to modernize and enhance the economic development-related webpages on the municipal website. The
following key information should be included; community demographics, economic profile, vacant spaces,
development and redevelopment opportunities, and entitlement process.
F. Continue to work on the branding and
marketing campaign.
Continue to work on the rebranding effort and then develop a marketing plan.
A. Improve administrative forms and
processes.
Enhance applications as well as license and tenant and use forms. Develop a process-flow handout for businesses.
B. Recognize businesses that are new,
expanding, or are making a notable
contribution to the community.
Enhance communications through the resident newsletter and proposed business e-newsletter to better promote
new, expanding, and notable Buffalo Grove businesses.
C. Provide a welcoming package and
schedule a meet and greet for new
businesses
Create a welcoming package, which could include a welcome letter, list of available resources, and schedule of key
dates for business licenses, permits, and other administrative information.
D. Connect businesses with information
and resources to meet their needs.
Develop a comprehensive list of business resources offered by Illinois Department of Commerce and Economic
Opportunity (DCEO), Lake County Partners, Lake County Workforce, Cook County Bureau of Economic Development,
B-Impact Assessments, SCORE, and the Chamber.
A. Facilitate partnerships between the
workforce development providers and
local businesses
The Village can help facilitate partnerships between the Lake County Workforce, College of Lake County, Lake County
Partners, Cook County Bureau of Economic Development, and local businesses.
B. Work with local businesses (particularly
manufacturing businesses) and high
schools to foster awareness of advanced
manufacturing career opportunities.
The Village can work with the local high schools and manufacturers to coordinate tours of advanced manufacturing
facilities. These businesses can also present to high school classes and be integrated during career-day festivities.
C. Enhance workforce accessibility
The Village should work with businesses and transportation partners to optimize the awareness of various
transportation options, which could include the trains, buses, cars and vans (solo and pooling), bicycles, and on foot.
Page 44
Land Use and Development
Goal: Buffalo Grove will sustain and grow its economic base with new, redeveloped,
improved, and maintained commercial development that is functional, appealing, and
contributes to the Village’s competitive position.
Recommendation
1. Create a vision
for community.
2. Update the
Buffalo Grove
Municipal Code.
3. Facilitate
commercial
development and
redevelopment
opportunities.
4. Encourage
environmentally
sustainable
retrofits and
development.
Action Steps
Description
A. Update the Comprehensive Plan.
Update the Comprehensive Plan before 2020.
B. Develop a vision for subareas and
consider creating a central business
district.
Create a defined vision for each of the commercial corridors and station areas. Such discussions should also
evaluate which, if any, subarea should become a central business district. Areas of immediate focus should include
the Lake-Cook Mixed-Use Corridor and Prairie View Metra Station Area.
C. Evaluate opportunities to expand
municipal boundaries.
Evaluate opportunities to continue to annex properties where appropriate. Specific focus should be paid to
Milwaukee Mixed-Use Corridor and Prairie View Metra Station Area. The study’s findings of the impacts, along with
the Village’s vision for areas, and property owners’ interest in annexation, would all factor into annexation phasing and
implementation.
A. Consider developing a Unified
Development Ordinance.
Explore creating a unified development ordinance (UDO), which combines various sets of development regulations
into a consolidated document. This type of organization enhances clarity, consistency, and coordination of the
regulations.
B. Update Zoning Code to reflect visions.
Update the structure and content of the Zoning Code so that it aligns with objectives set forth in the Comprehensive
Plan and future subarea plans.
C. Revise the Sign Code.
Modernize and streamline the Sign Code.
D. Modernize other sections of the code
as needed.
Update the Development Ordinance and Floodplain Regulations to align with Lake County and Cook County’s
Ordinance. Adopt a more recent International Building Code (IBC).
A. Create and update an inventory of
commercial properties.
Utilize data sources such as Co-Star along with information from brokers and property owners to create and maintain
a commercial properties inventory. The inventory should be established within a database as well as displayed
visually on a map.
B. Continue to refine Buffalo Grove’s
planning, development, and permit
processes.
Continue to explore opportunities to simplify, clarify, and streamline the Village’s entitlement process by updating,
organizing, coordinating, and enhancing materials for developers. These materials include applications, workflow
diagrams, Planning and Zoning Commission timelines, Village Code, zoning maps, and land use maps.
C. Continue to offer site-specific
economic development incentives, while
exploring opportunities to offer economic
development incentives for multi-site
districts.
Explore opportunities to offer site-specific and multi-site districts. All economic incentives should lead to robust
economic benefits. These benefits may include but are not limited to: strengthening the Village’s tax base, creating
jobs and stimulating new development.
A. Promote energy efficiency programs.
Continue and enhance relationship with utility providers and energy efficient partners and connect them with
property owners and businesses.
B. Establish sustainable standards.
Lead discussions with the Planning and Zoning Commission, the Board of Trustees, and the public that explore
creating voluntary or incentive-based programs to achieve green buildings, and energy efficiency.
Page 45
Quality of Life
Goal: Buffalo Grove will maintain and enhance services, amenities, resources, and
partnerships so to foster a vibrant, livable, and desirable community in which to live,
work, and play.
Recommendation
Action Steps
Description
1. Maintain and
enhance the
Village’s housing
stock and market.
A. Diversify housing stock.
Examine opportunities to create a more diverse housing stock that caters to millennials, empty-nesters, and young
families.
B. Continue to participate with in
the Northwest Suburban Housing
Collaborative.
Continue working with the NSHC and explore preserving and increasing age-targeted housing, addressing aging
multi-family properties, encouraging energy-efficiency housing and retrofits, as well as building housing to address
the needs of growing demographic sectors.
2. Improve
accessibility to,
from, and around
the Village.
A. Maintain and enhance multimodal
infrastructure.
Continue to focus on initiatives that support multimodal transportation such as implementing the 2014 Buffalo Grove
Bicycle Plan, enhancing way-finding signage, and ensuring new developments provide adequate pedestrian, bicycle,
and road connections to current networks.
B. Participate in regional transportation
projects.
Continue to participate in regional projects such as the Lake-Cook Road expansion, Weiland Road project, Route
53/120 project, and Buffalo Grove expansion.
3. Preserve and
enrich other
aspects of the
Village's livability
and quality of life.
A. Keep abreast of local and regional
trends.
Monitor local and regional trends, projects, and programs. Provide appropriate recommendations.
B. Maintain partnerships and services.
Maintain partnerships with the Chamber, Park District, neighboring communities, school districts, Lake and Cook
Counties, regional agencies, think thanks, and non-for-profits. Maintain high level of safety and governmental
services.
Page 46
Page 47
Appendices
Page 48
Appendix A: Relationship to Other Plans and Studies
Introduction
The Economic Development Strategic Plan builds off of the
relevant goals and recommendations from related Village, county,
and regional plans. A summary of each plan and its relationship
to the Buffalo Grove Economic Development Strategic Plan is
featured below.
Village of Buffalo Grove Strategic Plan 20132018 (2012)
In 2012, the Village of Buffalo Grove developed the Strategic Plan
2013-2018 to guide Village operations and services around the five
strategic priorities, one of which is economic development. The
Economic Development Strategic Plan establishes a framework
to address the economic development objectives of the Strategic
Plan, which include but are not limited to: leveraging resources to
meet community objectives, creating an inviting environment for
businesses through targeted community and market methods,
managing opportunities in the commercial corridors, and retaining
and expanding businesses.
Village of Buffalo Grove Comprehensive Plan
(2009)
Adopted in 2009, the Village of Buffalo Grove Comprehensive
Plan provides an overall vision for the community with supporting
goals and action steps. Part of the vision states that the Village
will continue to strive to be a community that “fosters continued
economic development with proactive programs encouraging
and supporting businesses.” Goals in the Comprehensive Plan that
back this vision include: encouraging reinvestment in established
commercial properties, strengthening and diversifying the Village’s
economic base, continuing to participate in regional programs that
encourage a positive and healthy business climate, and striving
for an economic development foundation that yields a vibrant and
sustainable economy.
Page 49
Village of Buffalo Grove Transit Station Area
Study (2007)
In 2007, Village of Buffalo Grove Transit Station Area Study was
developed, which focuses on the areas surrounding the Buffalo
Grove and Prairie View Metra Stations. Following transit-oriented
development guidelines, the plan recommends mixed-use,
commercial, and residential developments and pedestrian paths
that are centered around the train stations. The plan was produced
by Camiros, Ltd. and funded in part through a grant from the
Regional Transportation Authority and the U.S. Department of
Transportation. Although the plan was never officially adopted, it
has been used as a general guide for the station areas.
Transit Station Area Study
January 2007
Lake County Comprehensive Economic
Development Strategy (2012)
Lake County Partners (LCP) is the leading non-profit economic
development corporation for Lake County and led the
development the Lake County Comprehensive Economic
Development Strategy (Lake County CEDs) in 2012. The Lake
County CEDs analyzes Lake County demographic, real estate,
and industry data and outlines implementation and operational
goals for Lake County Partners. These goals include: retaining and
attracting primary jobs to Lake County; diversifying the County’s tax
base; enhancing workforce development and training; supporting
improvements to infrastructure connectivity; and providing greater
support and resources for entrepreneurs. The plan also provides
guiding principles for LCP as well as an action plan, which is
organized under the three topic areas of job creation, marketing
and outreach, and organization and coordination.
Page 50
Planning for Progress – Cook County’s
Consolidated Plan and Comprehensive
Economic Development Strategy, 2015-2019
(2015)
In 2015, Cook County adopted Planning for Progress, a plan that
unites the federally mandated Consolidated Plan (Con Plan)
and the Comprehensive Economic Development Strategy
(CEDS) into one integrated vision. The plan adopts relevant
economic growth policies from previous efforts and focuses on
goals related to infrastructure and public facilities, business and
workforce development, housing development and services,
non-housing services, and planning and administration. Specific
recommendations include increasing the transparency, efficiency,
collaboration, and capacity for county and suburban governments;
enhancing support for manufacturing clusters; and improving the
physical infrastructure to better link residents with jobs.
Homes for a Changing Region (2013)
The Northwest Suburban Housing Collaborative (Collaborative)
was formed via intergovernmental agreement in 2011 amongst
Buffalo Grove, Arlington Heights, Buffalo Grove, Mount Prospect,
Palatine, and Rolling Meadows. In 2013 the Collaborative
worked with the Metropolitan Mayors Caucus (MMC), Chicago
Metropolitan Agency for Planning (CMAP), and the Metropolitan
Planning Council (MPC) to develop the Homes for a Changing
Region report in 2013. The report includes a subregional housing
analysis, review of recent policies, housing market projections, and
recommendations for future actions. The report recommended
that the Collaborative communities should diversify their housing
stock to meet projected housing demands.
Homes for a
Changing Region
Phase 3: Implementing Balanced Housing Plans at the Local Level
Year Six: Arlington Heights, Buffalo Grove, Mount Prospect, Palatine,
and Rolling Meadows
Page 51
Chicago Metropolitan Agency for Planning
GOTO 2040 (2010)
Chicago Metropolitan Agency for Planning (CMAP) is the
official regional planning organization for northeastern Illinois.
In 2010, CMAP developed GOTO 2040, metropolitan Chicago’s
first comprehensive regional plan in more than 100 years. The
plan establishes coordinated strategies to help the region’s
284 communities address transportation, housing, economic
development, environmental, and other quality-of-life issues.
Specific topics discussed in GOTO 2040 that relate to the
Buffalo Grove Economic Development Strategic Plan include:
improving education and workforce development, supporting
economic innovation, achieving greater livability through land
use and housing, pursuing coordinated investments with other
communities, and increasing the commitment to enhance
passenger and freight mobility.
Page 52
Page 53
Appendix B: Community Outreach
Community engagement is a critical part of the Economic
Development Strategic Plan process. The following is an outline
of outreach activities that were conducted to reach businesses,
property owners, developers, and other stakeholders and hear
their perspectives on economic development in Buffalo Grove.
Outreach Activities
Board of Trustees
Village staff led five Economic Development Strategic Plan
presentations and discussions with the Village Board over
the course of the project’s development. These presentations,
which occurred at Board Meetings and Committee of the Whole
meetings throughout 2015, enabled the Village Board to be
continually engaged in the plan as it progressed. Moreover, these
discussions helped to mold the main themes and direction of the
plan.
Economic Development Strategic Plan Steering Committee
On May 18, 2015, the Village Board appointed an Economic
Development Strategic Plan Steering Committee to guide the
plan. The committee included businesses, developers, elected/
appointed officials, as well as other appropriate community
groups and stakeholders to represent the varied business and
development interests in Buffalo Grove. The Steering Committee
met five times between May and December of 2015. During each
meeting, the committee would receive overview of the plan’s
progress to-date and then provide feedback for staff to incorporate
into the Plan.
Business Survey
In April 2015, the Village conducted an online survey for all
businesses in Buffalo Grove. To advertise the survey, Village Staff
mailed postcards to all 800 businesses and the Chamber Staff
sent an e-blast to their members. The survey’s questions asked
about the Village’s strengths and weaknesses as well as the vision
for the future of the Village. Other questions regarding workforce
commuting patterns and workforce development programs were
also posed.
Forty-one businesses completed the survey. Of these participants,
approximately 46% were retail or service businesses, 32%
were office businesses and the final 22% were light industrial
(warehousing or manufacturing) businesses.
Key Person Interviews
Village Staff conducted 17 key person interviews between January
and June of 2015. These key persons included business owners,
developers, brokers, and local business leaders in the community.
The interview format allowed staff to conduct a more in-depth
discussion with interviewees on topics surrounding community
issues and opportunities for the future.
Buffalo Grove-Lincolnshire Chamber of Commerce
Village staff presented to the Buffalo Grove Lincolnshire Chamber
of Commerce at their monthly luncheon on March 3, 2015. During
that presentation, staff outlined the plan’s objective and process
and explained preliminary market findings. Chamber members
also provided input on the plan’s scope and topics to be further
explored. Following up from the March 3rd presentation, the
Village participated in the Business Summit on October 29, 2015.
During this event, staff had an Economic Development Strategic
Plan booth, which displayed a general overview of the plan’s goals,
Page 54
recommendation and action steps. The forum provided an
ideal format for staff to educate event attendees about the plan
and gain feedback on its main concepts.
Buffalo Grove Rotary
Village staff was the guest presenter at the Buffalo Grove Rotary
Meeting on April 16, 2015. During the meeting, staff discussed
the plan’s general framework and outreach efforts. Rotary
participants asked questions regarding the plan’s phases and
discussed strengths and weaknesses of the Village.
Buffalo Grove Environmental Action Team
Buffalo Grove Environmental Action Team (BG EAT) is
managed by the Buffalo Grove Park District and strives to raise
awareness and encourage sustainability practices. Village staff
was invited to discuss the Economic Development Strategic
Plan to the BG EAT at their meeting on October 28, 2015. During
the meeting, staff presented key themes from the plan and
specifically reviewed concepts from the plan of interest to the
EAT such as green building and energy efficiency.
Public Open House
The Village hosted an Open House for the public to view and
provide feedback on the Economic Development Strategic
Plan as it was nearing its final stages of completion. The
Open House was held at Village Hall on December 2, 2015.
To advertise the plan, the Open House was advertised on the
Village’s website and via social media. The Village also sent
postcards announcing this event to businesses in Buffalo Grove
and worked with the Chamber to reach out to their members.
The open house which included a plan overview and a
question and answer period, provided a platform for residents
and businesses to better understand the plan’s objectives,
goals and recommendations. Approximately 30 people
attended the Open House event.
Page 55
Appendix C: Market Assessment
Market Assessment Summary
The Buffalo Grove Economic Development Strategic Plan
Market Assessment (Market Assessment) was developed in
the early phases of the Buffalo Grove Economic Development
Strategic Plan process. It addresses the question: “Where are
we now?” by exploring the existing conditions of the community.
The Market Assessment draws upon data and information
from demographic, real estate, employment, and market
sources along with interviews and surveys with stakeholders. It
covers the following key topics: community demographics and
amenities, community outreach, employment and businesses,
and commercial development. The findings from the Market
Assessment set the framework for the goals, recommendations,
and action steps featured in the Economic Development
Strategic Plan.
For full text of the Market Assessment, please follow the link
below.
http://www.vbg.org/898/Economic-Development-Strategic-Plan
Community Development Department
July 16, 2015
0
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Economic Development Strategic Plan

Transcription

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