Oak Park Comprehensive Plan Update Presentation

Date
September 3, 2013 Agenda Item ___C___

Submitted By Village Managers Office Review: LKS
Craig Failor, Village Planner

Agenda Item Title
Update on the Comprehensive Plan and Motion to Accept the Vision Statements, Statements
of Importance, and Goals and Objectives as part of the Comprehensive Plan.

Synopsis
Houseal Lavigne and Associates, the consultant selected to assist the Village with the
update to the Comprehensive Plan, will present a status report to the Village Board. The
Plan Commission presentation occurred on July 11, 2013. In addition, staff is requesting
that the Village Board at this stage formally accept the vision statements, statements of
importance and goals & objectives.

Recommendation
N/A

Fiscal Impact
N/A

Background
The Village of Oak Park, as a member community of the West Cook County Housing
Collaborative, applied for and received a $2.9 Million Sustainable Communities Challenge
Grant from the U.S Department of Housing and Urban Development. A portion of that grant
was awarded to Oak Park for an update / revision to our comprehensive plan in the amount
of $200,000. The Grant was awarded by a Cooperative Agreement between the Village of
Oak Park and U.S Department of Housing and Urban Development.

Upon the receipt of a Sustainable Communities Challenge Grant from the U.S Department of
Housing and Urban Development for comprehensive plan development, Staff issued a
Request for Proposal on March 12, 2012 for the purpose of seeking proposals from
qualified planning consultants to prepare a revised and updated Comprehensive Plan which
will serve as a guide in considering policy changes, land use planning, budget preparation,
and capital improvement planning for the future. Houseal Lavigne was chosen as the
consultant whom the Village Board approved in June 2012. The Village Board also approved
a seventeen member advisory committee to assist the consultants on this project.

The consultants started in earnest shortly thereafter with numerous neighborhood,
community and specialty information gathering public meetings and focus groups over the
next several months. The beginning of this year brought public meetings regarding the
subject of their presentation - Vision Statements, Statements of Importance, Goals and
Objectives. The consultants will still need to hold a public meeting regarding benchmarks
and metrics anticipated in early fall.

Alternatives
N/A

Previous Board Action
The Village Board approved a contract with Houseal Lavigne on June 18, 2012 and
appointed an advisory committee for the project.

Citizen Advisory Commission Action
The Plan Commission met with the Consultants on July 11, 2013. They accepted the
documents as written and offered some advice on other thoughts and suggested only minor
changes. The minutes are attached.

The Comprehensive Plan Advisory Committee (CPAC) has met at least once a month, and
sometimes twice a month, since they were formed. They have been a necessary sounding
board for the Consultants.

Anticipated Future Actions/Commitments
Upon feedback from the Village Board, the Consultants will begin developing the text for the
eleven chapters. The next check-in presentation will be regarding the Community Wide
Plans which will be the core of the Comprehensive Plan (date to be determined).

Intergovernmental Cooperation Opportunities
Various other Governmental bodies (i.e., Park District, District 97, District 200, etc) have
been involved in this process.

Performance Management (MAP) Alignment
A Governance Priority established for the Community and Economic Development
Department Planning Division is Land Use Regulations.

Attachments
Presentation
Documents
Plan Commission Minutes

APPROVED
August 1, 2013

Page 1

MINUTES
OAK PARK PLAN COMMISSION
VILLAGE HALL- Council Chambers
July 11, 2013
7 p.m.

PRESENT: Acting Chairperson David Mann; Commissioners Mark Benson, Jeremy Burton,
Douglas Gilbert, Gail Moran, Steven Rouse

EXCUSED: Chair Linda Bolte, Commissioner Sonny Ginsberg

ALSO PRESENT: Craig Failor, Village Planner; Jacob Karaca, Plan Commission Attorney
John Houseal, Principal at Houseal Lavigne Associates

Roll Call
Acting Chair Mann called the meeting to order at 7: 04 p.m. and roll was called.

Non-Agenda Public Comment
None.

Approval of Minutes
Commissioner Moran motioned to approve the minutes from May 1, 2013. Commissioner Rouse
seconded. Minutes were approved upon submission.

Public Hearing(s)
None.

Other Business:
Comprehensive Plan Presentation.

Acting Chair Mann explained that there would be a presentation by Mr. John Houseal, from Houseal
Lavigne Associates, the consulting firm hired by the Village to craft the Comprehensive Plan. After, he
would take any questions or comments from the public and the Plan Commissioners.

Mr. Houseal said his firm was focused on urban planning. The purpose of the presentation was to provide
an update on where they were in the Comprehensive Plan process and how they got there. He explained at
the end of this year, Plan Commissioners would receive a bound document in draft form that would go
out for community review through a public hearing and Village Board approval.

Mr. Houseal referred to a Power Point presentation. He said a comprehensive plan was a foundation for
future decision-making, acting as a guide for a broad range of topics but it was not something that
mapped out specifics like a zoning code, for example.

He said in the beginning of the process, they felt establishing a Comprehensive Plan Advisory Committee
(CPAC) was important and it was composed of residents, business owners, staff and elected and
appointed officials. The process included community outreach, looking at existing conditions and setting
goals. He said they decided to brand and promote the process for community outreach, establishing
'Envision Oak Park as the logo. He said they used a multi-media promotional campaign to reach local
residents.

APPROVED
August 1, 2013

Page 2

Mr. Houseal said first they identified local issues and aspirations through community workshops- nearly
40 workshops that included community-wide, neighborhood, student and do-it-yourself workshop kits to
cast a wide net. He said they also used web-based outreach such as on-line mapping, surveys and a
housing priorities tool.

He said during the workshops, certain themes permeated what they heard from residents and business
owners and these emerged as the core values: diversity; urban sustainability; respect for Oak Park`s
history and legacy; and collaboration and cooperation. They then put the information into 11 major
categories like Land Use and Built Environment, Arts and Culture, Parks, Open Space and Environmental
Features, etc. During a February 2013 kick-off event, participants prioritized issues for the 11 categories
and set the stage for establishing working groups to further refine goals. Each element or category would
have its own chapter and be the primary focus of the comprehensive plan.

Mr. Houseal said they developed a community reference book to understand where Oak Park was right
now. The book includes data like demographics, community characteristics as well as current
development regulations and a summary of the information from the public outreach sessions. Next, they
established a working group series inviting people with expertise or interest in each of the 11 categories.
There were three workshops, each with breakout groups that resulted in 11 vision statements, 53 goals
and 241 objectives. He said right now they are currently refining those goals and objectives and they will
continue to do so.

The working groups authored the core plan components: statements of importance in the beginning of
each chapter; vision statements that set the community ideal for each plan element in the year 2030 for
each of the 11 elements; goals, which are ends to be sought through various actions and partnerships; and
objectives- incremental actions or outcomes that they need to attain to achieve the goal.

He said the specific language would continue to be refined on the vision, goals and objectives part of the
plan. The next steps will be developing the focus area and community-wide plans examining the transit-
oriented areas in Oak Park, which was required due to funding by the U.S. Department of Housing and
Urban Development agency. They will also create a plan implementation strategy and benchmarks to
measure and gauge the success of the plan. After the final plan presentation and adoption there will be a
one year review on how the process was going.

Acting Chair Mann opened up public comment.

Mr. Steven Glass, 805 Highland Ave., said he also serves as the chair for the Housing Programs Advisory
Committee. Mr. Glass said he wanted to commend everyone on the process so far and said he found it to
be very comprehensive.

Commissioner Burton said there wasn`t much in the presentation dealing with organized sports or sports
use in the parks. He suggested more outreach to those organizations. Mr. Houseal said he would look into
the parks and open space group and follow up on it. Mr. Failor said the AYSO and the baseball/softball
groups were invited to the workshops and he recalled that there was some discussion about how in-depth
they should get in the discussion. Acting Chair Mann said in goal number one in the Parks, Open Space
and Environmental Features working group discussed understanding the demand and an inventory of
space and matching it up in a more appropriate way. Commissioner Burton agreed but said he thought an
important part of the health and safety, education and parks components was reiterating the
acknowledgment of sports in the Village.

APPROVED
August 1, 2013

Page 3

Mr. Houseal said one of the challenges was it was almost impossible to divorce an issue so that it only fit
into one category- there was a lot of overlapping. He said he could add a few words to the section to
address the feedback on adding athletic groups.

Commissioner Moran said some of the goals were so specific that made it sound like this is what the
Village must do and she felt that conflicted with the document being more of a guiding force rather than
prescriptive. Also, there was conflict on specific goals like adopting an impact tax or building a cultural
center with the goal of reducing the tax burden. She said she thought there were redundancies in some of
the goals, for example in the Governmental Excellence section. Also, she did not see any mention of
aging in place, which she felt was important for seniors. Mr. Houseal said multi-family housing was an
element to the neighborhoods category. As for the issue of redundancy, the context of the entire chapter
or document was not complete yet. He said several people had discussions about redundancy, but they
found that most people do not read comprehensive plans like novels, instead they go to a specific section
so there will be some duplication and in the case of Governmental Excellence there was some deliberate
duplication that the working group indicated was essential. He said they would continue to refine and
revise and would look for duplication and also look to include aging in place if it was not already there.

Commissioner Rouse said he thought the issue of parking in Oak Park was given very cursory treatment,
when it was such a huge issue. He said a lot of the public hearings and PUD applications the Plan
Commission hears was devoted to parking and it was barely discussed in a practical way. Mr. Houseal
said parking came up at every hearing and workshop. The issue was each category was limited to five
goals with five objectives in each goal, but within each of those chapters there would be lengthy
explanations and parking would be a part of that. He said he would also go back and take a look at it to
make sure it was addressed well enough. He agreed that it was an important issue. Commissioner Rouse
asked if there was anything about systematic improvements in infrastructure. Mr. Houseal agreed, saying
alleys received a lot of discussion. Commissioner Rouse asked if there was any discussion on personal
privacy and cameras and issues like that. Mr. Houseal said he didn`t believe it came up.

Commissioner Gilbert said he`d like to see more oI a mention on preservation issues in the Land Use and
Built Environment section under the statement of importance, especially in issues of preservation with a
small p`. He said almost all oI the Village`s housing stock was historic and that posed challenges for
homeowners especially on the sustainability front. He said one of the biggest movements in preservation
was incorporating sustainability in existing buildings and he`d like more text in the Environmental
Sustainability section on that in terms of housing stock. He said another issue was obsolescence, as
buildings reach a certain age people want new systems, etc. and that related to property values,
neighborhoods and quality of life. Mr. Houseal agreed and said he would check and ensure that receives
some prominence.

Acting Chair Mann agreed, saying if we really value our neighborhoods we must commit to keeping these
older buildings in place. Mr. Houseal said one of the key defining characteristics of Oak Park was the
architectural diversity and the character of the residential neighborhoods. Commissioner Gilbert said one
way to avoid tear downs was the functional ability of homes to provide modern comforts of living and
environmental sustainability and we needed to find ways and develop programs for homeowners to keep
up with the latest improvements. Mr. Houseal agreed.

Commissioner Moran asked if there was a conflict between Land Use and Built Environment and
Economic Health and Vitality when it pertained to economic development. Mr. Houseal disagreed,
explaining Land Use and Built Environment was the land and buildings on it while Economic
Development could be how the land or building was used. He said there was relationship between the
two, but different enough to require its own categories.

APPROVED
August 1, 2013

Page 4

Acting Chair Mann said it was apparent to him that some of the words used had hidden definitions behind
them, and since the document will be used by all the commissions that could be a problem. For example,
the terms 'complete streets or 'travel demand management could be spelled out in a glossary. Mr.
Houseal agreed, saying the final document will have more context and they will be able to flesh things
out, but he said a glossary was an excellent idea and if there were other technical terms that were not
understood to let him know.

Acting Chair Mann reiterated Commissioner Moran`s observation that some oI the objectives got into
outcomes rather than what we are trying to go after. Some massaging needed to happen so we didn`t
prescribe the exact outcome. Mr. Houseal said they wanted to be as specific as they could to provide
focused guidance but didn`t want to tie the hands oI the Village so that someone said you have to do this.
He said they were refining things now to ensure that and if there were specific cases to let him know so
they could do so.

Commissioner Rouse said there was a lot of discussion now about getting things onto the web and with
objective number two on the first goal of Governmental Excellence, it seemed very casual and not
illuminating. Mr. Houseal said there were a lot of current and former governmental leaders in that group
that helped craIt that. Commissioner Rouse said it seemed very bland and inIormal and it didn`t seem to
tell the reader what we are really shooting for, for example a more user-friendly Village, the ability to pay
bills, parking online, etc. Mr. Houseal said getting to the details sometimes turned a section unwieldy.
Commissioner Gilbert agreed with Commissioner Rouse, saying it didn`t really grab people with a strong
direction like saying, 'make Oak Park a 100 online service provider, Ior example. Mr. Houseal asked
commissioners to go through and edit and craft some of the language as it would be helpful to see
examples. He suggested giving it to staff and it would go back to CPAC. Mr. Failor agreed, saying it
would be best to have edits by mid-August as there would possibly be a presentation to the Village Board
in September.

Commissioner Benson suggested adding, 'Continuous contact with businesses, developers and other
industry proIessionals to goal number one in the Economic Health and Vitality category. Mr. Houseal
argued that that was only a piece of market analysis for viability and he would bring it to the working
group, but he would suggest qualiIying it by adding 'including beIore the phrase, 'talking with
businesses, developers and other industry proIessionals. A short discussion ensued about the factors that
play into market viability and whether it was possible to include all the factors into the goal.

Acting Chair Mann thanked Mr. Houseal for his presentation.

Mr. Failor said at the August 1, 2013 Plan Commission meeting there would be a public hearing looking
at South Town and whether the Transit-Related Retail Overlay District was still appropriate.

Commissioner Moran asked staff to recap the outcome of the Zoning Board of Appeals and Plan
Commission recommendation on use variances. Mr. Failor said the Village Board determined the ZBA
would continue to hear all use variances and make a recommendation back to the Board. The Board will
then make a final decision.

Commissioner Gilbert asked about a day care application that came through the Plan Commission on
South Marion Street that was now a children`s play area. Mr. Failor said it was a by-right use and that
area was not in an overlay district.

Adjournment:
Commissioner Rouse motioned to adjourn the meeting. Commissioner Burton seconded. The meeting
was adjourned at 8:53 p.m.
APPROVED
August 1, 2013

Page 5

Angela Schell,
Recording Secretary

Envision Oak Park
Comprehensive Plan for the Oak Park Community
Village Board Update
September 3, 2013
Update regarding the Envision Oak Park process
Update of materials produced to date
Discussion of next steps
Foundation for future decision-making
Roadmap for the next 10-15 years
Policy guide for a broad range of topics
Articulation of local aspirations
Incorporates past planning efforts
It is NOT zoning
Primary sounding board throughout the process
Reviews and provides comment on
materials prior to public release
Composed of:
Residents
Business owners
Village staff
Elected and appointed officials

Community Outreach
Existing Conditions Analysis
Visioning and Goal Setting
Focus Area & Community-wide Plans
Plan Implementation Strategy & Benchmarks
Final Plan and Adoption
1-year Review

Completed
Upcoming
On-going
On-going
Established Envision Oak Park brand and logo
Used a multi-media
promotional campaign
Project website
Multiple FYI articles
E-blasts from various agencies
Posters and postcards distributed
D97 E-News and D200 Huskie Mail
Attendance at local meetings,
events and festivals

Community Workshops
4 Village-wide workshops
8 neighborhood workshops
3 business workshops
6 student workshops
Boards & Commissions workshop
19 Do-it-Yourself workshops

Web-based Outreach
On-line issues mapping
Resident and business
questionnaires
Teacher Do-it-Yourself
workshop kits
Regional housing
priorities tool

Diversity
Urban Sustainability
Respect for Oak Parks History and Legacy
Collaboration and Cooperation

Community input sorted into
11 major categories
Prominent themes identified as
preliminary priorities
Results used as the basis for
community visioning and prioritizing

Visioning Kick-off Event
Integrated keypad polling
Based on issues identified
through community outreach
Prioritized issues for
11 plan elements
Set the stage for
working groups

Land Use and Built Environment
Arts and Culture
Parks, Open Space, and
Environmental Features
Neighborhoods, Housing, and
Diversity
Education
Community Health and Safety
Transportation, Infrastructure
and Communication
Technologies
Community Life and
Engagement
Economic Health and Vitality
Environmental Sustainability
Governmental
Excellence

Community Reference Book
Demographics and
Housing Summary
Population
General Housing
Characteristics
Housing Affordability
Employment and Business
Relevant Plans and Policies
Previous Planning
Documents
Development Regulations
and Overlay Districts
Historic Districts, TIFs,
and SSAs
Community Characteristics
Land Use and Development
Community Facilities
Environmental Features and
Open Space
Transportation and Mobility
Public Outreach Summary
Introduction
Summary of Traditional
Outreach
Summary of Web-Based
Outreach
Visioning Kick-off Event
Priorities
Working Groups Series
Three workshops, each with 11
breakout groups
(33 focus groups total)
Over 125 people donated more
than 1,000 hours
Resulted in 11 vision
statements, 53 goals and 241
objectives

Working Groups Authored
Core Plan Components
Statements of Importance
Why each plan element is important to Oak Park
Vision Statements
Community ideal for each plan element
in the year 2030
Goals
Ends to be sought through various
actions and partnerships
Objectives
Incremental actions and outcomes
needed to attain a given goal

Specific language will continue to be refined
Provide the basis for detailed recommendations
within each plan element
Represent the beginning of
each major plan chapter

Focus Area & Community-wide Plans
Plan Implementation Strategy & Benchmarks
Final Plan and Adoption
1-year Review

Questions/Discussion
Envision Oak Park
1. Architectural and historic neighborhood character
2. Character and quality of buildings in commercial areas
3. Character and quality of businesses in commercial areas
4. Character and quality of streets and public spaces in commercial
areas
5. Intensity, mix of uses and walkability around transit hubs
6. Relationship between commercial areas and residential
neighborhoods
Select your top 3:

14%
19%
16%
21%
9%
20%
Select your top 3:
1. Neighborhood character
2. Commercial buildings
3. Commercial businesses
4. Commercial streets
5. Transit hubs
6. Com./res. relationship

1. Entertainment options for people of all ages
2. More community events and festivals
3. More public art throughout the Village
4. Promoting and celebrating the history of Oak Park (historical sites,
museums, etc.)
5. Strengthening of local creative arts (music, theater, etc.)
Select your top 3:

28%
18%
11%
19%
24%
Select your top 3:
1. Entertainment options
2. Events and festivals
3. Public art
4. History of Oak Park
5. Creative arts

Q 21. Parks, Open Space, and Environmental Features
1. Enhanced park facilities
2. Expanded park programs for people of all ages
3. Mature trees and tree canopy
4. More local parks within existing neighborhoods
5. More and better civic gathering spaces
6. Noise and air pollution
Select your top 3:
Q 21. Parks, Open Space, and Environmental Features

17%
17%
12%
25%
9%
20%
Select your top 3:
1. Park facilities
2. Park programs
3. Trees
4. Neighborhood parks
5. Civic gathering spaces
6. Noise/air pollution

Q 22. Neighborhoods, Housing and Diversity
1. Accessible housing for people with disabilities
2. Diverse range of housing prices and types (rent or own)
3. Financial and/or social support for low-income residents
4. Increased social interaction among people and diverse populations
5. Maintain and reoccupy vacant or foreclosed properties
6. Maintenance of neighborhood infrastructure (streets, alleys, etc.)
7. Property code enforcement
8. Senior housing for all income levels
Select your top 3:
Q 22. Neighborhoods, Housing and Diversity

9%
8%
23%
15%
15%
5%
19%
6%
Select your top 3:
1. Accessible housing
2. Housing prices/types
3. Low-income support
4. Social interaction
5. Vacant/foreclosed properties
6. Neighborhood infrastructure
7. Code enforcement
8. Senior housing

1. Achievement gap among racial/cultural groups
2. Continuing education for people of all ages
3. Cost effectiveness of public education
4. Early childhood education (ages 0-5)
5. Local vocational training
6. Quality of public and private education (grades K-12)
7. Quality/condition of public and private educational facilities (grades K-
12)
8. Role of family in educational success
9. Role of libraries and other community facilities in education and
curricula
Select your top 3:
6%
14%
5%
16%
7%
13%
16%
6%
17%
Select your top 3:
1. Achievement gap
2. Continuing education
3. Ed. cost effectiveness
4. Early childhood ed.
5. Vocational training
6. Ed. quality (K-12)
7. Ed. facilities (K-12)
8. Role of family
9. Library/comm. facilities

1. Affordable, quality early childcare
2. Affordable, quality health care
3. Crime monitoring and prevention
4. Education/awareness related to walking, bicycling, and mass transit
5. Funding and performance of police and fire services
6. Financial support for older adult care services
7. Financial support for organizations that provide social services
8. Healthy and active living (diet, exercise, physical activity, etc.)
9. Mental Health services
10. Programs and facilities to support the homeless population
Select your top 3:
5%
9%
12%
9%
4%
9%
13%
20%
10%
9%
Select your top 3:
1. Early childcare
2. Health care
3. Crime monitor/prevention
4. Walk/bike/transit ed.
5. Police/Fire services
6. Adult care services
7. Social service orgs.
8. Healthy/active living
9. Mental health services
10. Homeless support

1. ADA accessibility
2. Advanced telecommunications and digital infrastructure
3. I-290 and proposed reconstruction project
4. Parking capacity, signage and/or enforcement
5. Public transit access and utilization
6. Stormwater management and flood control
7. Traffic congestion
8. Utility reliability
9. Walkable and bikable community
Select your top 3:
20%
9%
7%
7%
11%
16%
15%
10%
5%
Select your top 3:
1. ADA accessibility
2. Telecom/digital infra.
3. I-290
4. Parking
5. Public transit
6. Stormwater/flood
7. Traffic congestion
8. Utility reliability
9. Walkable/bikable

1. Collaboration among not-for-profit organizations and service
providers
2. Community involvement and volunteerism
3. Community pride and awareness
4. Enhanced communication among local entities, agencies, residents
and businesses
5. Neighborhood and community-based activities and events
Select your top 3:

20%
22%
14%
23%
20%
Select your top 3:
1. NFP collaboration
2. Involve/volunteer
3. Community pride
4. Enhanced communication
5. Activities/events

1. Coordinated economic development
2. Diversification/stabilization of local tax base
3. Marketing Oak Park outside of the Village
4. Mix of business types
5. Revitalization/improvement of business areas
6. Supporting small/independent business development
7. Tourism
8. Village role in supporting existing businesses
Select your top 3:

9%
6%
18%
14%
13%
9%
18%
13%
Select your top 3:
1. Econ. Development
2. Local tax base
3. Marketing OP
4. Business mix
5. Improve bus. Areas
6. Small bus. develop.
7. Tourism
8. Support existing bus.

1. Access to local, sustainable, and healthy food
2. Climate adaptation and resilience
3. Energy efficiency and conservation
4. Green infrastructure (permeable surfaces, native gardens, etc.)
5. Local air quality
6. Renewable energy sources (wind/solar generation, geothermal,
etc.)
7. Sustainable development incentives and regulations
8. Water quality and conservation
Select your top 3:

11%
15%
13%
9%
17%
19%
4%
12%
Select your top 3:
1. Local/healthy food
2. Climate resilience
3. Energy efficiency
4. Green infrastructure
5. Local air quality
6. Renewable energy
7. Sus. dev. incentives/regs
8. Water quality

1. Clarity of local regulations (i.e. zoning, building code, etc.)
2. Collaboration among local government entities (i.e. Village,
Township, Schools, Park, Library)
3. Communication between government, residents, and businesses
4. Enhanced customer service by Village staff/departments
5. Maintaining a high level of neighborhood services
6. Merger of government bodies and/or consolidation of services
7. Role, responsibility and effectiveness of advisory boards and
commissions
8. Total tax burden
9. Value and prioritization of all local governmental expenditures
Select your top 3:

12%
24%
6%
12%
8%
7%
6%
15%
9%
Select your top 3:
1. Local reg. clarity
2. Collaboration
3. Communication
4. Customer service
5. Nhood services
6. Gov. serv. consol.
7. Boards/commissions
8. Total tax burden
9. Gov. expenditures

1. Arts and Culture
2. Community Health and Safety
3. Community Life and Engagement
4. Economic Health and Vitality
5. Education
6. Environmental Sustainability
7. Land Use and Built Environment
8. Neighborhoods, Housing, and Diversity
9. Parks, Open Space, and Environmental Features
10. Transportation and Infrastructure
Select your top 3:
11%
8%
10%
9%
8%
12%
19%
6%
11%
5%
1. Arts/Culture
2. Comm. Health/Safety
3. Comm. Life/Engage
4. Econ. Health/Vitality
5. Education
6. Env. Sustainability
7. Land Use/Built Env.
8. Nhoods/Housing/Div.
9. Parks/OS/Env.
10. Trans./Infra.

Select your top 3:
Working Draft for June 5 working group review and discussion purposes only
1
Lanu 0se anu Built Enviionment
StatementofImportance
L C
its historically and architecturally significant neighborhoods and buildings are core components of the community
that help define who we are and how we should use our land in the future. To expand Oak Park as a destination for
people of all walks of life, we must provide a desirable and accessible mix of uses that provides a range of housing,
employment, shopping, recreation, entertainment, open space, and cultural amenities. How we direct land use and
the built form will guide the development and use of infill opportunity sites within established areas and help to
v ing communities.
It is also important that land use and development be appropriately used to strengthen our local economy
providing a diverse range of jobs, goods, and services, and the tax revenue necessary to maintain high quality
community facilities and services. In addition, land use and the built environment must be addressed in a manner
that strengthens the sense of place for the Village as a whole, as well as all of its unique geographic areas. This
must include strengthening the neighborhoods, maintaining the vibrancy of the commercial areas, improving our
parks and open spaces, and enhancing a community that is safe, attractive, accessible, and sustainable.
VisionStatement
The Vision Statement describes Land Use and Built Environment as it exists in Oak Park in 2030.
C
community. The close proximity between housing, shopping, and jobs fosters a walkable environment with
convenient access to everyday needs. New infill development exhibits quality architecture and has been context
sensitive. This has served to transform vacant and underutilized properties creating more intact and sustainable
neighborhoods, corridors, and commercial districts.
8 C L

Throughout the village, local parks and integrated open spaces provide easy access to recreation and the natural
environment.
C
desired goods and services for residents of Oak Park and beyond. New development is both innovative and forward
thinking, and respectful of the existing character and older buildings of importance have been rehabilitated and
adaptively reused wherever possible. The commercial areas contribute to a strong local tax base and economic
engine, providing the revenue necessary to fund public services and facilities. Areas near transit stations have been
rejuvenated through increased density and a more intense mix of commercial uses.
Oak Park has v
attractive. Over time the Village has strengthened the urban fabric and edges of the community and creating a
more cohesive Oak Park. Better maintenance, concentrated commercial nodes, and enhanced multijurisdictional
collaboration have stabilized the corridors, which now reflect the character of Oak Park and our neighboring
communities.
2
Lanu 0se anu Built Enviionment
GoalsandObjectives
Goal#1Strengthenandprotectthecharacter,integrity,andcohesionofthe
Villageanditsneighborhoods.
Objectives
1. Establish and strengthen focal points, such as schools, parks, commercial districts, and other community
v .
2. Strengthen context-sensitive infill development that is
complementary to the scale and character of surrounding residential neighborhoods.
3. Work cooperatively with v dges remain strong and
attractive.
4. Ensure that residential areas have adequate buffering and/or screening from incompatible adjacent land
uses.
5. Preserve a sound built environment through regular, active code enforcement, and preventative
maintenance programs.
Goal#2EnhancethearchitecturalintegrityoftheVillagethroughboth
preservationandinnovation.
Objectives
1. Support the preservation of the historical and architectural heritage through public policy, sensitive
development practices, and design of private and public improvements and projects.
2. Promote private initiative and public stewardship in maintaining and improving its landmarks and historic
districts.
3. Support innovative building design and construction practices within the Village and establish an award
program to recognize innovative design and the application of building techniques.
4. Enhance the community's image through enhanced design-specific standards.
5. L L M S
the Village and to assist in creating a stronger sense of place at transit nodes.

3
Goal#3Diversifytheeconomyandstrengthenthetaxbasethroughlanduse
anddevelopment.
Objectives
1. Promote a mix of local land uses throughout the community that support and respond to the needs of
nearby residents.
2. Encourage a diversified mix of business to maintain a healthy and stable local economy.
3. Provide opportunities for clean industry within the Village as a means of diversifying the tax base and
fostering employment opportunities.
4. Encourage the growth of transit-oriented development (TOD) in order to provide greater access to local
goods and services, expand the variety of housing options, and maximize transit, bicycle and pedestrian
access throughout the Village.
Goal#4Seekinnovativeandcreativesolutionstoprovideredevelopment
opportunitiesandtorecaptureopenspaceatavarietyofscales.
Objectives
1. Promote mixed-use development within the Village to maximize the use of land and to foster more
compact, walkable, and vibrant neighborhoods.
2. Support opportunities for shared use of spaces within the community.
3. Encourage redevelopment and revitalization of underused and underdeveloped property while promoting
the preservation of historical resources and character.
4. Encourage and promote transit-oriented development, including commercial uses and increased
residential densities, in areas near transit stations.
5. A v
levels of accessibility, allowing other areas of the corridors to become more residential in nature.

4
Aits anu Cultuie
Appreciation of the arts is an intrinsic community value of Oak Park. The Village has a tradition of embracing
creativity and a long history of celebrated artists across multiple disciplines who have called Oak Park home. Many
talented, diverse artists continue to live in Oak Park today, and the community supports a number of diverse
theaters, museums, galleries, festivals, and organizations with an arts and culture mission, as well as a thriving Arts
District. 1 C s and culture is second to none and makes the Village truly unique.
The arts serve the entire Oak Park community, from young families to senior citizens, and can be used as a tool to
reach traditionally under-served and under-represented resident groups. The arts contribute not only to the
vibrancy of the community, but are an engine of economic activity and development throughout the Village. As Oak
globe to
appreciate local architecture, public art, restaurants, music, dance, seasonal and special events, and more. Many of
the visitors who come to the Village for a particular cultural experience choose to stay.
C gift granted from previous generations and must be supported if they are to
remain a gift to generations to come. Over time, these have built an international reputation for the community
that distinguishes Oak Park from other communities in the region, state, and country.
VisionStatement
The Vision Statement describes Arts and Culture as it exists in Oak Park in 2030.
Oak Park is the major tourist destination in Illinois outside of Chicago, thanks to the emphasis placed on arts,
culture, and diversity. 1 v C
policies that create a culture of nurturing creativity. Oak Park is a hub of regional arts activity and a center for
creative enterprises and arts-based businesses. Cultural resources are available Village-wide, are connected to each
other and the greater transportation network, and are accessible to all residents, businesses, and visitors. The Arts
District continues to thrive, and new districts with their own character have been established, supported by the
v
Oak Park is home to a world-class Performing Arts Center that hosts plays, concerts, and dance companies, and a
Cultural Museum with educational and reference resources. Space and technology for artistic production are
available to the public like any other community service. An increase in the number of live-work spaces and
affordable artist housing has grown Oak Park as a destination for artists looking for a place with a rich artistic and
cultural history that is also open to innovation and new ideas. This mix of past, present, and future has led to a
system of healthy, stable arts and culture museums and facilities.
1 C omic development strategy, boosting both sales and property taxes.
For example, the Village has recognized the value of its unique, well-attended festivals and seasonal events and has
expanded its special programming. There are new, regular events and art initiatives for all ages and demographics,
v
culture.

5
Aits anu Cultuie
GoalsandObjectives
Goal#1SupporttheartsthroughVillagepoliciesandprograms.
1. Conduct and maintain complete survey of performing arts spaces within the Village, including such
characteristics as location, size and capacity, economic impact, etc.
2. Regularly complete a comprehensive review of all current and planned arts funding.
3. Create an Arts and Culture Strategic Plan for Oak Park and integrate it into public policy and procedures.
4. Identify opportunities to support public art through public/private partnerships.
5.
Goal#2Preserveandenhanceexistingartsandcultureresources.
1. Assist with the preservation and maintenance of culturally significant properties and monuments, including
purchasing when appropriate, C .
2. Promote and support public art throughout the community.
3. L A C P l v
P C
4. Promote the complete history C as a way of both
celebrating accomplishments and learning from missteps of previous generations.
Goal#3Promotecontemporaryartsandcultureasamajorreasontovisit
OakPark.
1. Develop a unified marketing strategy for arts and culture in Oak Park.
2. Coordinate program planning among different arts groups throughout the year to create a balanced
calendar of events.
3. Continue to support popular seasonal festivals and special events, and increase the number and variety of
events offered throughout the year.
4. Create a self-guided bicycle tour for all existing public art located in the Village.
5. Build a local collection of both permanent and rotating public art pieces.
Goal#4StrengthentheexistingArtsDistrictandestablishnewonesbasedon
localneighborhoodassets.
1. Adopt a Percent for Art Ordinance that requires a percentage of the constructions costs of renovating
municipal buildings and public spaces to go toward public art.
2. Prioritize local Oak Park artists when commissioning public projects, including design, construction,
maintenance, etc.
3. Increase the number of live-work spaces in targeted locations through incentives, marketing, and other
methods.
4. Partner with developers and property owners to adaptively reuse underutilized properties for arts and
culture purposes.
5. Make access to and between existing and emerging cultural destinations a consideration of future
transportation improvements.
6
Goal#5Integratetheartsintochildhoodeducationandlifelonglearning,
ensureaccesstoartsandculture,andimprovethequalityofeverydaylifefor
allOakParkresidents.
1. Endorse compliance with S l
2. Support local schools in practicing focused arts integration with the curriculum for other concepts like
sustainability, local history, etc.
3. Partner with schools, the Oak Park Public Library, and other organizations to improve the availability and
effectiveness of extra-curricular arts programs by coordinating on issues like space, transportation,
scheduling, and resource sharing.
4. Establish a Cultural Museum offering arts and culture resources and facilities for residents and visitors of
Oak Park and the surrounding region.
5. S cultural literacy for residents of all ages.

7
Paiks 0pen Space anu Enviionmental Featuies
Parks, open spaces, and environmental features offer critical links to Oak Park residents; links to nature in an
ped it; links to an active and healthy
lifestyle; and links to its identity as a place of harmony between the natural and built environments. Parks, open
spaces, and environmental features are critical in defining the character of Oak Park, and they are also the most
costly assets to lose since they can take so long to replace.
Parks and open spaces are fundamental building blocks of healthy neighborhoods. They provide places for social
C quiet passive places for refection, reading and conversation, as
well as opportunities for active lifestyles that promote community health. They create a common element between
neighborhoods of different character, and stitch together the village through a shared experience in different
neighborhoods. This is in line with the vision of Olmsted, Jensen, Burnham and other designers who viewed parks

1 C s history and perhaps the most important natural resource in Oak Park. They
help define neighborhood character, enhance the vibrancy of commercial districts, and soften the impacts of major
transportation corridors. They also provide habitats for local species, clean air, mulch, shade, and assist in flood
prevention. C -hickory savannah of pre-european
C
VisionStatement
The Vision Statement describes Parks, Open Space, and Environmental Features as it exists in
Oak Park in 2030.
C
districts, and public spaces. Parks and open spaces host a broad range of recreational and educational
opportunities. They are used by residents of all ages and abilities for sports, activities, reading, quiet walks in
nature, instruction, and general recreation. They are also a testing ground for innovative planning and design
techniques aimed at making Oak Park a more sustainable community.
Partnerships among Oak Park, other local governments, and surrounding communities have maximized the benefits
of community open spaces. Sustainable materials minimize the impacts of maintenance on the natural
v
combined sewer system. The Village uses public streets, complete with landscaping, trails, benches, sidewalks, and
signage, to connect open spaces throughout Oak Park. This system of open spaces has become more robust as new
local parks have been built in order to provide greater local access to recreational and environmental benefits.
C as a result of a comprehensive forestry management plan involving the Village and
local school and park districts, and the library and other taxing bodies. As a result, mature trees occupy local streets,
commercial districts, parks, campuses, and private lots. Each residential street is its own picturesque setting
reflective of the character enjoyed by many previous generations, and commercial areas are visited by shoppers
who enjoy the attractive environment.
8
Paiks 0pen Space anu Enviionmental Featuies
GoalsandObjectives
Goal#1Findnewandinnovativewaystoaccommodatedemandsforboth
naturalandprogrammedgreenspacethroughoutthecommunity.
Objectives
1. Conduct an inventory of all the parks, open space, and natural resources and identify undeveloped or
underutilized land that provides opportunities for green connections, links, and community gardens.
2. Develop a Village-wide Open Space Master Plan for all public properties through coordination with
residents, Park District, local agencies, non-for-profits, business associations, School Districts, stakeholders
and property owners.
3. Continue existing funding and explore new funding sources to preserve/enhance parks, open space, and
natural resources.
4. Conduct studies to determine where streets, alleys, and rights-of-way can incorporate green connections
or links and provide guidelines for implementation.
5. Research the benefits of, and implement if appropriate, an open space impact fee targeted at enhancing
existing parks, open space, and environmental features.
Goal#2Support an active and involved community by engaging Uak Parks
citizensandprovidingeasyaccesstoparks,openspace,andenvironmental
features.
Objectives
1. Build strategic relationships with both public and private entities.
2. Design and program parks and open spaces to provide opportunities for festivals and special events.
3. Accommodate easy access and provide amenities to parks and open spaces for pedestrians and bicyclists.
4. Ensure that the local street network supports multi-modal access to parks, open space, and environmental
features.
5. Collaborate with schools and libraries to incorporate parks and environmental features into educational
curricula.

9
Goal#3Promotesustainabledevelopmentandmaintenancepracticesin
parksandopenspaces.
Objectives
1. Promote Plant Health Care (PHC) best practices to maintain or improve the appearance, vitality and safety
of the parks and open space by using the most cost-effective and environmentally sensitive practices and
treatments available.
2. Minimize the impacts on the current stormwater management system by increasing green space and
decreasing the impervious surface area in all parks and open spaces.
3. Use village- d from
permeable pavers and porous asphalts and requiring more landscape islands, restricting of gas powered
equipment, encouraging composting and recycling at all public and private events, and decreasing water
consumption for plant materials.
4. Take steps to conserve water and reduce the waste of natural resources by emphasizing the use of native
plant species, recycled materials, permeable pavers and porous asphalts for all new installations.
Goal#4TheVillage,anditsopenspaces,shouldserveasaneducational
modelandstrivetohighlightitshistoricalheritage.
Objectives
1. Celebrate the legacy of Jens Jensen by creating a park and private residence tour or exhibit to tell the story
of his unique philosophy regarding the contribution of nature to quality of life.
2. Collaborate with adjacent municipalities, Cook County Forest Preserve, and historical societies to develop
educational programs designed to encourage more involvement in the local parks, opens space, and
environmental features.
3. Use parks and open spaces as biodiverse models to educate citizens on the role they can play in
maintaining their urban habitat.
4. Create opportunities to install native plant gardens.
Goal#5Maintain and enbance Uak Parks urban forest
Objectives
1. Develop an Urban Forest Management Plan to include a Species Diversity Plan, Master Street Tree Plan,
Tree Preservation Ordinance with specific guidelines to inform the future design of parks and open space,
maintain and increase the urban forest population, and increase species diversity.
2. Seek input from the community and experts in decision- v
3. Adopt a Tree Preservation Ordinance to address issues such as tree replacement guidelines,
recommended/prohibited species, and tree spacing and density.
4. Construct wildlife corridors with native plants and replace trees that must be cut down with native trees to
insure habitat preservation.
5. L
mailings, and/or useful web resources.
Neighboihoous Bousing anu Biveisity
10
Oak Park is a community of high community character, high-quality housing, and a welcoming and diverse
population. It is an intentionally diverse and integrated community that has earned a local, regional, and national
reputation as a community that is welcoming and accepting of all people. The Village is committed to sustaining and
strengthening its diversity and integration, and to providing an environment of high quality housing in desirable
neighborhoods.
A broad variety of housing types and price points makes Oak Park attractive to a diverse population with different
l C . These characteristics
provide the initial attraction and access to the community, while an integrated mix of housing ensures that blocks
C eighborhoods provide the
framework for social interaction and a sense of community. Local activities and public facilities provide the physical
and social support that complement high quality housing.
Diversity and integration are fundamental values in Oak Park and must permeate all aspects of the community.
They foster social acceptance that strengthen each neighborhood and the Village as a whole, and encourage long-
1 v adopted Diversity Statement clearly expresses the
importance of quality housing, infrastructure and services that create an inclusive and welcoming community.
VisionStatement
The Vision Statement describes Neighborhoods, Housing and Diversity as they exist in Oak
Park in 2030.
Oak Park has strived to create a community of thriving, welcoming neighborhoods that collectively create a strong,
vibrant and diverse community. Through specific and deliberate efforts, each neighborhood is highly diverse with
integrated populations that benefit from a variety of housing options, are home to engaged and active residents,
and provide high quality community services. C
physical design, social outreach and involvement, and programs and events that celebrate the diversity and
integration of the community.
All members of the Oak Park community share the goals of high quality and accessible housing. This includes the
Village, supporting agencies, developers, property owners and managers, financers, not-for-profits, and individual
residents. Through partnerships and the targeted use of local, regional, state and federal resources, Oak Park has
expanded its supply of housing for people in all walks of life. Traditional housing has been modified to meet specific
local market needs, and new development incorporates housing that appeals to a broad range of potential tenants.
As a result, all residents feel they are an equal part of the social landscape, whether they live in predominantly
residential areas or mixed-use environments, such as commercial districts or transit nodes, that utilize appropriate
housing densities and accessibility to maximize local and regional mobility and provide greater access to
commercial, recreational, civic, and government services.
The community has not become complacent towards diversity and integration. Instead, Oak Park citizens
proactively sustain and broaden these characteristics. Accessible and affordable housing, events, education and
awareness, mobility, and local services ensure that the community remains inclusive of all residents throughout the
Village as well as in each neighborhood and block.
11
Neighboihoous Bousing anu Biveisity
GoalsandObjectives
Goal#1SustainandbroadendiversityandintegrationthroughoutOakPark.
Objectives
1. Ensure that the composition of and actions taken by Village boards and commissions reflect the
C u S
2. Provide education and awareness programs, distributed through all available communication tools and
networks, C
cultural, and religious differences.
3. Assess all major proposed governmental actions, including but not limited to zoning, development, schools,
and public works proposals, for their impacts on promoting integration.
4. Advance regional diversity through schools, multi-jurisdictional programs, not-for-profits, and other
resources to grow diversity and acceptance in and around Oak Park.
5. Actively market Oak Park to a broad spectrum of potential residents throughout the Chicago region and
ensure that all neighborhoods are appealing to all residents and potential residents.
6. .Support all programs and projects that encourage, require, or incentivize the development of housing,
neighborhood services, or other outcomes that foster diversity, inclusion, and integration throughout Oak
Park.
Goal#2EnsurethatallOakParkneighborhoodsfostersocialinteractionand
inclusiveness.
Objectives
1. Amend local codes and standards to require all public facilities and private gathering spaces to not only
meet standards for accessibility, but to encourage shared spaces and interaction among all potential users.
2. Adopt policies or regulations that require housing for residents with specific needs to be integrated into all
portions of the neighborhood or community, and encourage social interaction among all residents.
3. Utilize a multi-layered approach to encourage social interaction among all residents through existing
community resources and networks, and the expanded use of neighborhood organizations, local events
and activities.
4. Expand the presence of neighborhood organizations to enhance local communication networks and allow
residents to improve the broader Oak Park community through neighborhood-based involvement.
5. Assess and mitigate the impacts of existing or potential barriers that may hinder social interaction among
residents.
Goal#3Providemixed-incomehousingthatisaccessible,integrated,and
responsive to tbe needs of Uak Parks diverse population
Objectives
1. C v active role in encouraging the rehabilitation and development of accessible and
integrated housing through the use of municipal resources, policies and support.
2. Partner with other communities or entities to advocate and create opportunities for regional, state and
federal programs and policies that aim to achieve housing that supports local diversity and accessibility.
12
3. Establish educational and financial resources to foster the development of accessible housing units through
C
4. Create local staff and informational resources to increase awareness of and access to programs and
funding that is available for housing that enhances accessibility for C
5. Encourage housing variety in each neighborhood that responds to the specific needs of residents of various
ages, incomes, and levels of mobility, especially in areas that provide unique access to transit, local goods
and services, government services, recreation, etc.
6. Encourage Transit-Oriented Development (TOD) with appropriate housing types and densities as a means
of broadening housing choice, responding to local and regional markets, providing more direct access to
v
Goal#4Maintainthelong-term viability quality and cbaracter of Uak Parks
housing.
Objectives
1. Establish a toolbox of policies, resources, protocols and programs that enhances the flexibility of the Village
to maintain multi-family and single-family housing in the face of one-time naturally-occurring events (i.e.
storms, flooding, etc.) or longer-term challenges (i.e. foreclosures, vacancy, etc.).
2. Partner with local organizations, contractors, craftsmen, technicians, etc. to provide low-cost or volunteer
maintenance to residents with disabilities, elderly residents, or low-income tenants and property owners.
3. Sponsor activities that foster neighborhood pride and encourage a high level of maintenance for housing
and landscaping.
4. Encourage property maintenance by clarifying rules and regulations, ensuring consistent inspections, and
minimizing the time required for obtaining work permits and occupancy permits.
5. C C
including streets, alleys, plazas, etc.
6. Support apartment properties and condominium associations so they can continue to provide high quality
multi-family housing throughout Oak Park.
13
Euucation
A strong education system is the foundation of a strong community. A quality education system is imperative to
attracting new families to Oak Park, retaining existing residents, and attracting quality businesses seeking a
desirable community for their employees. Schools create future Oak Park citizens. Education is capable of providing
all students, regardless of background, with the tools and skills they ne C
should provide a welcoming environment where diversity is embraced and where all children feel included and
engaged. Oak Park schools represent the heart of the community, strengthening ties to Oak Park and cultivating a
sense of tradition that endures beyond graduation. Oak Park educational institutions are a hub for social
interaction, serve as an anchor for community values, and play an important role in economic development. In
making the community a desira
environment as a driver for new investment and an enhancement to local property values in Oak Park. As a whole,
the education system serves to reinforce the core values of C 1 -
and the education and resources that they provide - are also a key mechanism in addressing social inequities.
VisionStatement
The Vision Statement describes Education as it exists in Oak Park in 2030.
Oak Park continues to have some of the highest quality educational institutions in the region. However, this is not
taken for granted, as the community strives to provide the very best educational services possible, recognizing that
the education system must continue to evolve if Oak Park is to remain at the forefront. By maintaining open
communication with Oak Park residents and investing in appropriate facilities and services, education providers are
continuously evolving their programs to ensure that the Oak Park community continues to meet its high standards
for education.
Oak Park is recognized as a model of coordination and partnerships that foster quality education from cradle to
career. The Village, school districts, and other entities have worked together to create a community-wide network
that fosters a culture of educational involvement beyond the classroom. This network ensures that parents and
students, mentors and mentees, know what resources are available and how to translate them into life-long
education. As a result, community values instilled through education now permeate all aspects of life and Oak Park
C
has created a skilled and creative population that is well prepared for the modern economy.

14
Euucation
GoalsandObjectives
Goal#1Fosterequalopportunitiesforacademicachievementregardlessof
socioeconomicstatus.
Objectives
1. Facilitate coordination among the various community partners in education to establish strong transitional
programs between all stages of education.
2. Work with community partners to develop an integrated early childhood education system that includes
early identification of at risk students and supports those students with high quality programs.
3. Work with community partners to identify and implement strategies to better engage parents as partners
in education inside and outside of the classroom.
4. Encourage the practice of diverse hiring practices among all community partners in education to reflect the
C
5. Collaborate with community partners to begin to address the digital divide by providing meeting space,
access to technology, and training opportunities for parents and families to gain technical skills and learn
how to help their students achieve academic success.
Goal#2Maintainahighqualityeducationsystemthatdeliversacademic
successforall.
Objectives
1. Work with the school districts and other community partners to raise achievement expectations for all
students and encourage in-school and after-school programs that discourage complacency.
2. Encourage the school districts to explore different approaches to deliver resources to students at all
achievement levels.
3. Help foster partnerships between the school districts, colleges and universities to develop, test, and
implement new education approaches that continue to keep Oak Park schools at the forefront of
education.

15
Goal#3Encouragethecreationofanewfinancingparadigmforpublic
education.
Objectives
1. Partner with the school districts to create educational materials and host informational sessions to educate
citizens on the underlying economics and current issues with education finance.
2. Encourage the school districts to make information regarding school finance more accessible and easy to
understand by the general public.
3. Encourage the school districts to alter their cost structures to leverage changes in education delivery
systems.
4. Continue to advocate for changes to school funding policies at the state level to allow for alternatives to
the use of property tax to fund education.
Goal#4Createaunifiedandcomprehensivesystemofsupportforeducation.
Objectives
1. Host a forum among all community partners in education to establish meaningful protocols that identify
opportunities and implement strategies to leverage resources between organizations and create
collaboration across all Oak Park jurisdictions.
2. Partner with the school districts and other education providers to assist with the establishment of a
community-wide free tutoring program, including identifying volunteers and grants to recruit and train
instructors.
3. Launch a campaign to inform citizens of the education resources available to them and establish a one-stop
portal to information about Oak Park (e.g. Network of Care for Behavioral Health, provided by the
Community Mental Health Board of Oak Park Township).
4. Coordinate with local businesses and civic organizations to establish an apprenticeship and mentoring
program that provides students with vocational training, workplace experience and life skills, and builds a
foundation of respect for the Oak Park community.

16
Community Bealth anu Safety
Community health and safety are a critical component of a diverse and vibrant Oak Park. A healthy and safe
community allows residents to be productive and actively engaged in the community. Productivity and engagement
provide a positive outlet for the spirit of volunteerism felt by many Oak Park residents, and can give them a sense of
dignity and purpose as they invest in the future of their neighborhood and village. A truly healthy and safe
community includes all places where people live, work, visit, shop, play, and raise a family. Only when these
components are all in place can Oak Park strengthen its diversity, heritage, and sense of community.
The physical, mental, and emotional health of Oak Park residents is impacted by how easily they can make healthy
lifestyle choices. Active transportation, local fresh foods, education and awareness, and a high level of public safety
will lead to less violence and a healthier Oak Park. These factors are impacted by what happens in Oak Park and
what happens in neighboring communities. Transportation and transit networks, land uses, policing, and other
influences must be coordinated to ensure that residents in Oak Park and adjacent communities enjoy as healthy and
safe a lifestyle as possible.
VisionStatement
The Vision Statement describes Community Health and Safety as it exists in Oak Park in 2030.
Oak Park has emerged as a leader in promoting a healthy and safe lifestyle. Municipal entities and agencies have
put the systems in place to enable healthy behaviors, and residents have become actively engaged in learning about
8
transportation system. Healthy food is available at schools, restaurants, grocery stores and local markets, and
residents have access to simple tools that help them identify healthy food choices.
Oak Park has become one of the safest communities in the Chicago region through the continued use of technology
and collaboration. The Village works closely with Chicago, Berwyn, and other adjacent communities to track trends
in crime, recognizing that criminal activity is not restrained by municipal boundaries. Fire protection has ensured
that residents and properties are protected from catastrophic events, enhancing investment in neighborhoods and
commercial districts. This has resulted in a community that, no matter where they are in Oak Park, residents feel
neighborhoods, parks, and
commercial districts. Much of this success is attributed to close collaboration among residents, the police and fire
departments, other village departments, and neighboring communities.
While the Oak Park environment provides easy access to healthy lifestyle choices, residents also enjoy a high level
of personal health care. Major hospitals, local clinics, and other services provide comprehensive care from infancy
1 C regardless of personal financial status, age, race,
homelessness, or any other characteristic.

17
Community Bealth anu Safety
GoalsandObjectives
Goal#1MakeOakParkasafeenvironmentforcitizenstolive.
Objectives
1. Regularly review, update, and exercise the Village Emergency Preparedness & Response Plan.
2. Support the maintenance and improvement of levels of service provided by police and fire departments.
3. Seek outside funding, resources and collaborative efforts to support police and fire department programs
and services.
4.
5. Creates a safe environment for biking and walking.
6. Work closely with surrounding communities to identify and monitor crime patterns.
Goal#2Provideresidentswiththeknowledgeandtoolsnecessarytoengage
insafeliving.
Objectives
1. Provide information to all residents through various outlets and resources regarding services and
programs.
2. Collaboration among municipal agencies, not-for-profits, local providers and funders to insure that all
residents have the knowledge and tools necessary to engage in safe living.
Goal#2EnsurethatallresidentsofOakParkhaveaccesstohealthcare
services.
Objectives
1. Encourage collaboration among municipal agencies, not-for-profits, local providers and funders to insure
that all residents have access to primary healthcare, oral healthcare and behavioral healthcare services.
2. Identify funding sources to assist residents in accessing healthcare and social services.
3. Provide educational information regarding local opportunities for accessing healthcare services.
4. Support the Health Department so that it can sustain its services and address emerging health issues.

18
Goal#3Providecomprehensivesupportforpersonswithdisabilities,mental
health,andsubstanceabuseissues.
Objectives
1. Provide education and awareness of mental health and substance abuse issues in order to remove the
stigma associated with these issues.
2. Ensure that venues, events, activities, and programs are physically and socially inclusive of people with
disabilities.
3. Provide sufficient housing designed to accommodate people with physical disabilities.
4. Support the collaboration among municipalities, agencies, and not-for-profits in advocating and procuring
funding for programs that support person with disabilities, mental health and substance abuse issues.
Goal#4ProvideOakParkresidentswiththeenvironmentandtoolstomake
healthyandactivelifestylechoices.
Objectives
1. Implement changes to local policies, systems, and the built environment which serve to encourage
increased access to physical activity and good nutrition, and reduce exposure to second and third-hand
smoke.
2. Partner with existing neighborhood agencies to promote programs that improve health and increase
opportunities for physical activity.
3. Provide a central resource for information on all aspects of safe and healthy living, and utilize
governmental and neighborhood networks to distribute information to all residents.
Tianspoitation Infiastiuctuie anu
Communication Technologies
Transportation and infrastructure systems provide the physical connections to services, activities, and people that
define and strengthen the sense of community in Oak Park. Mobility is an important part of daily life, and the
variety of transportation modes in Oak Park must ensure that everyone has access throughout and around the
Village. Whether access to local shopping or a job in Downtown Chicago, residents should have choices in how they
move. Quality and accessible transit services and facilities, appropriate parking supply and clear policies, and
comprehensive bikability, walkability, and pedestrian mobility are all integral parts of mobility.
Transportation facilities, utility infrastructure, and communication systems are all important components that make
Oak Park function and that must be consistent with the character and history of the Village. From sewers to water
to digital information, infrastructure sustains daily quality of life and makes Oak Park competitive for investment in
cutting-edge and creative jobs. Bicycle and pedestrian networks, roadways, and transit systems connect residents to
the critical services they need. Transportation facilities, including rights-of-way, parking lots, and rail corridors, are
major users of land. It is critical that this land is recognized as a valuable resource that must effectively serve
surrounding uses, particularly in areas near public transit that call for universal accessibility and increased housing
diversity. The design and functionality of major transportation infrastructure, such as the Eisenhower Expressway,
have major impacts on local mobility, neighborhood character and traffic, and air quality.
19
VisionStatement
The Vision Statement describes Transportation and Infrastructure as it exists in Oak Park in
2030.
C
personal choice in transportation enhances quality of life and community health. A high level of accessibility, and
appropriately managed mobility, attracts people to live and invest in neighborhoods and businesses in Oak Park.
Destinations throughout the community are easily accessed by all modes of travel. The design of the transportation
network conveys a hierarchy of travel modes along connected routes around the Village and encourages diverse
travel choices. The Eisenhower transportation corridor enhances local quality of life and the negative impacts of the
corridor are minimized. Each travel mode has a defined role to play and different modes serve different types of
trips.
Local awareness and education ensure that people living and working in the community understand the benefits of
all different transportation choices and are encouraged to choose a healthy mode of travel. Transit serves the
community at all times of day and parking policies consider all modes of access (vehicular, bicycles, pedestrians, and
transit). Development will support walking, bicycling, and transit use. Children are able to safely and conveniently
walk or bike to school. All transportation and infrastructure networks are well maintained through proactive capital
programming and coordination with other construction projects.
All Oak Park residents will have access to information infrastructure and technology, and business development
C 1
as a result of close interagency collaboration among service providers, Village departments, and other agencies or
municipal service providers.
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Tianspoitation Infiastiuctuie anu
Communication Technologies
GoalsandObjectives
Goal#1Developtransportation,information,andotherinfrastructure
networksthatsupportmultimodalanduniversalaccesstodestinationsinOak
Parkandelsewhere.
Objectives
1. Ensure that business districts benefit from multi-modal access that balances the needs of automobiles,
pedestrians, bicyclists, and transit users.
2. Complete a strategic information plan that evaluates the feasibility of developing an open, high-speed
broadband communication network and guides the development of civic information systems.
3. Advocate for and partner with CTA, Pace, and Metra to modernize facilities to ensure that transit stations
and stops meet or exceed ADA requirements and accommodate easy transfer between transit, walking and
bicycling.
4. Plan and install complete streets on key corridors that accommodate bus transit, bicycle, and pedestrian
trips.
5. Ensure that the land use impacts of parking are efficiently managed and continue to regularly review the
Village parking strategy to incorporate best practices for travel demand management, pricing, and both on-
street and off street parking supply.
6. Where feasible, implement a local circulator service that provides mobility within the community to and
from areas not served by regional transit agencies.
Goal#2Designtransportationnetworksthatprotect,supportandenhance
thesafetyandheritageofOak Parksneighborhoodsandbusinessdistricts.
Objectives
1. Continue enhancing the integrated traffic signal network to discourage cut through traffic.
2. Enhance sidewalks and crossings infrastructure to ensure safe, walkable neighborhoods and business
districts.
3. Regularly update the Oak Park Bike Plan to ensure that the Village creates a safe, logical, and integrated
cycling network that connects to surrounding communities.
4. Educate and encourage students on safe use of the transportation network.
5. Encourage travel demand management to support use of the street by all modes and encourage employers
to offer incentives to employees to carpool or take transit to work.

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Goal#3Buildpubliccommunicationinfrastructurethatenhances
neighborhoodengagement,governmenttransparency,economicdevelopment,
andenvironmentalsustainabilitywithintheVillageandallunitsoflocal
government.
Objectives
1. Work with local and regional business leaders to identify needs and deficiencies with respect to upcoming
information technologies and identify scalable and expandable projects to attract business and industries
of the future.
2. Amend zoning regulations to remove barriers and provide incentives to expanding information
infrastructure.
3. Conduct fiscal impact analysis to determine the feasibility of implementing a civic communication system.
4. Build civic communication infrastructure among the six taxing authorities in Oak Park, including the Village
of Oak Park, Oak Park Township, Oak Park/River Forest High School District, Oak Park Elementary School
District, Oak Park Library, and Park District of Oak Park.
Goal#4MaketheEisenhowertransportationcorridorsafe,convenientand
reliablewithmultimodaloptionsthatsupportenvironmentalsustainability
andlivablecommunities.
Objectives
1. Ensure that the Eisenhower supports both local and regional travel needs and improves public transit
access to destinations to the west and east of Oak Park.
2. Maintain the existing expressway footprint, soften the visual barrier and preserve the existing buildings
along the Eisenhower transportation corridor.
3. Decrease the amount and frequency of crashes involving all modes of transportation through physical
design improvements, outreach and education, and increased enforcement.
4. Improve non-motorized mobility across the Eisenhower corridor by widening bridge sidewalks to safely
accommodate bicycles and pedestrians and create small areas of open space.
5. Explore and test creative solutions for managing transportation patterns, integrating all modes of travel,
and designing infrastructure in order to maximize mobility and minimize impacts on surrounding
neighborhoods and commercial districts.
Goal#5Supportastronginfrastructuresystemthatleveragesnew,
sustainabletechnologies.
Objectives
1. Regularly review and update the capital improvement program annually in order to maintain existing
systems and integrate new infrastructure technologies.
2. Use renewable energies that are easily scalable, environmentally sound, efficient, and adaptable to
environmental change and community demand.
3. Update the Village infrastructure plan to focus more specifically on sustainable systems.
4. Encourage on-site stormwater with processing strategies, such as rain gardens, rain barrels, bioswales, and
permeable paving, that take stress off the combined sewer system.

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Community Life anu Engagement
Civic engagement is critical to promoting community, fostering communication, and empowering residents to
influence governmental decisions. In this way, Oak Park residents can define the kinds of services provided in the
community and establish forward-thinking priorities in areas such as sustainability, diversity, and historic
preservation. Shared ownership in community life strengthens relationships among residents, businesses, not-for-
profits, governments and other groups, thereby ensuring a coordinated and collaborative way of delivering local
services. This enables Oak Park to sustain itself as a safe place where residents feel responsible for defining and
maintaining the local quality of life.
VisionStatement
The Vision Statement describes Community Life and Engagement as it exists in Oak Park in
2030.
The Village of Oak Park is a leader in promoting community, diversity, and active citizenship. Throughout the Village
neighbors know, respect and help each other. The common thread, regardless of race, status, religion, etc., is the
value placed on being a resident of Oak Park. By embracing diversity, community leaders successfully find common
ground on complex issues by respecting differences and seeking out shared goals.
Oak Park fosters a culture of civic engagement that empowers residents to articulate concerns while also organizing
their role as part of a larger community. Through elected, appointed and volunteer positions, citizens promote
community service and guide public policy. Neighborhoods serve as the catalysts for local networks and
engagement. Neighborhood-based organizations allow residents to collectively define important aspects of their
as well as its future.
As a welcoming community, Oak Park residents actively shape the quality of life in their community and invest in a
greater shared identity.

23
Community Life anu Engagement
GoalsandObjectives
Goal#1Enhancecommunicationamongresidents,businesses,theVillage,
andothercommunitypartners.
Objectives
1. Utilize existing and future communication networks, including neighborhood organizations, not-for-profits,
government mailing lists, etc., as networks for creating awareness about Village decision-making, policies,
and programs.
2. In conversations involving all units of local government, ensure that the diversity of opinions in Oak Park is
respected and that collaborative efforts focus on actions to advance an overall common good.
3. Determine what kinds of communication are most effective, recognizing that preferences may change over
time, in different areas of the Village, or among different demographic groups.
4. Consider the creation of a Neighborhood Advisory Council that represents various portions of the Village
and promotes civil discourse and interaction with the Village.
Goal#2Facilitatebusinessengagementandresponsivenesstoneighborhood
needsandinterests.
Objectives
1. Support and strengthen the role of the Business Advisory Council.
2. Build on the existing business networks to enhance communication with surrounding neighborhoods and
awareness of business development programs and support.
3. Actively engage the business community during the development of local policies and regulations that may
impact their ability to invest in Oak Park and provide important services to residents.
4. Utilize local resources and incentives to encourage businesses to think locally, hire locally, and serve
locally.
Goal#3Facilitateregulardialoguebetweennot-for-profitorganizationsand
allsectorstoensuretheirmissionsandservicesareresponsivetocommunity
interestsandneeds.
Objectives
1. Endorse the roles of existing not-for-profits through public policy and support.
2. Foster collaboration among not-for-profits through interactions with Village staff and board and
commission members, and a centralized inventory of not-for-profit organizations, their missions, and key
contact persons.
3. Cultivate community involvement in not-for-profit organizations by using neighborhood organizations,
blocks groups, Village staff and department, and other networks to actively identify and recruit individuals
with unique skills and resources.
4. Actively engage not-for-profit organizations when drafting, assessing the impacts of, or debating proposed
public policy.
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Goal#4Provideopportunitiesforparticipationinpositionsofserviceor
leadership.
Objectives
1. Actively promote and advertise opportunities for residents to participate in community decision-making
through seats on boards and commissions, focus groups, targeted stakeholder meetings, etc.
2. Coordinate with local schools, businesses, not-for-profits and other entities to establish programs for
children and young adults that grow future leaders.
3. Encourage local businesses -

4. Highlight the successes and positive activities of residents and businesses through local media outlets and
official recognition.
Goal#5Utilizelocaleventsasanavenueforbolsteringcivicengagementand
pride.
Objectives
1. Create and distribute information at the block or neighborhood level through various networks and
resources, such as block groups, community organizations, and event permitting packets.
2. Encourage events that go beyond individual blocks in order to foster shared community pride at the
neighborhood or Village-wide levels.
3. Identify opportunities for shared events that highlight several facets of the community.
Goal#6Provideopportunitiesforresidentstostrengthentheircommunity.
Objectives
1. Support neighborhood organizations and block groups in their efforts to provide local events hosted and
attended by residents.
2. Provide opportunities for residents to donate time and talents to assist others in their neighborhood.
3. Support efforts at the neighborhood or block levels that foster interaction between generations of Oak
Park residents.
4. Encourage the recording of history or stories about past or current neighborhood residents.

25
Economic Bealth anu vitality
Economic health and vitality affect all aspects of the overall quality of life in the Village, from access to local goods
and services to municipal financing. The impact of a healthy and vital local economy is felt not only by Village
government, but also the schools, Park District, community organizations, and others that collectively define local
quality of life. A healthy economy provides a diverse tax base, which in part, relieves reliance on residential
property taxes. It also ensures quality services, which attracts additional business, employment and residential
investment. In this way, the local economy is a key component to a sustainable and high quality of life.
Oak Park is located within a highly competitive area with multiple communities vying to attract shoppers,
businesses, and homebuyers. As long as the Village continues to thrive economically, it will be an attractive
destination for businesses, residents and visitors alike. This activity not only helps to maintain a vibrant, stable,
attractive community, it translates to sales and property tax revenue as well as dollars kept in the Village. Local
economic health and vitality will allow for the Village and other taxing bodies and organizations to provide the
C
VisionStatement
The Vision Statement describes Economic Health and Vitality as it exists in Oak Park in 2030.
C conomic health and vitality can be seen throughout the Village in every neighborhood and in all aspects
of life. Residents enjoy easy access to a variety of quality businesses, goods and services, as well as cultural and
recreational amenities in close proximity to their homes. Aspects of economic health and vitality can be found in
every neighborhood, not just the Downtown.
C v
and proactive approach to working with business owners. Visitors come from all over the region, facilitated by easy
access to public transportation and attracted by diverse shops, restaurants, historic buildings, cultural events and
C ealth and vitality has allowed Village leaders to build and grow local
environmental sustainability initiatives, putting it at the forefront in the region and serving as a model for other
communities to follow.
1 C ?
relocate or return to the community. People that were born and raised in Oak Park continue to buy homes and raise
their own families in the Village. Seniors and empty nesters, with easy access to goods, services and activities,
remain in the community. All residents are able to shop locally, thanks to the presence of businesses that respond
to local needs and appeal to the conscientious consumer. This diversity is fueled by the economic health and vitality
of Oak Park, which is directly related to housing, business, culture, amenities, and other assets.
26
Economic Bealth anu vitality
GoalsandObjectives
Goal#1EnsurethateconomicvitalityisspreadthroughouttheVillage.
Objectives
1. u C to maximize economic potential.
2. Maintain the condition and capacity of Village infrastructure and technology to ensure that it is suitable for
all types of development.
3. Identify impediments to attracting investment through continuous contact with businesses, developers
and other industry professionals.
4. Ensure that neighborhood and commercial area plans adequately reflect the needs of both the resident
and the business community.
Goal#2Ensuretbat Uak Park maintains a business friendly environment.
Objectives
1. Ensure that all boards, commissions and departments understand the impacts of programs and policies on
the economic health of the Village.
2. Identify and implement ways to streamline standard approval procedures that are completed through
Village staff and departments.
3. Reduce delays caused by review processes at the board and commission level.
4. Ensure that all entities and individuals impacted by a process are actively engaged and involved before
policies are drafted and adopted.
Goal#3Expandandpromotebusinesssupportservices.
Objectives
1. Provide access to enhanced data and commnunications technology and infrastructure.
2. Strengthen the relationship between the business community and local government.
3. Highlight or r C
community v
4. Develop a business incubator for startup businesses and entrepreneurs.
5. Where feasible, encourage local governments, institutions, not-for-profits, other businesses and residents
to buy locally from Oak Park businesses.

27
Goal#4Diversify and stabilize tbe Villages tax base.
Objectives
1. Continually review the balance of local land uses and related tax revenue to avoid over reliance on a
particular revenue stream (i.e. residential property taxes or sales tax).
2. Actively recruit businesses and development that addresses gaps in local land use and tax revenue balance.
3. C v
development needs and trends.
4. Identify and market preferred development sites for missing or underrepresented uses in order to
streamline business recruitment efforts.
Goal#5PositionOakParkasadestinationforshopping,dining,
entertainment,andculture.
Objectives
1. Encourage cross-promotion between businesses and commercial areas.
2. Prepare a regional marketing campaign that promotes Oak Park assets and highlights regional access to the
Village through public transit.
3. Work collaboratively with the Visitors Bureau to promote events and attractions.
4. Promote overnight/extended stays within the Village.
5. Create a multi-purpose facility with conference/meeting space to attract trade shows, conferences etc. and
create local jobs related to those activities.

28
Enviionmental Sustainability
As history is defined by the dominant events and challenges of its time, we now find ourselves in an era that is
experiencing the impact that humanity has made on our natural resources and planet. This period will be looked
upon as one of environmental sustainability, and will be evaluated based on our resolve and capacity to bring our
planet back into balance. Environmental sustainability is important to Oak Park because we are impacted every day
by climate change, toxic materials in our air, food, soil, and water, and the degradation of our biodiversity and
natural habitat, all of which impact the health of our residents and the economy of our community. We realize that
our planet is near a critical tipping point, and that it is imperative that we make drastic changes now. This issue is
also important to us because Oak Park has defined itself throughout its history as a community that not only
C
character which embraces diversity, innovation, value for the historic and the new, and willingness to be the trail
blazer for positive change positions us well to be a leader on this issue, and to provide a model and a path for
other communities to learn from and emulate.
VisionStatement
The Vision Statement describes Environmental Sustainability as it exists in Oak Park in 2030.
Our understanding of the local and global implications of sustainable living has grown exponentially. Because of its
impacts on our planet, people, and economy, environmental sustainability has become not simply one influence,
but rather a primary lens through which community decisions are made. Our vision for environmental sustainability
is framed by its interdependent nature, and the role that social interconnectedness has in building sustainability
within the fabric of our community.
Our vision is built on premise that we are already experiencing the negative impacts of climate change, permeating
toxic materials, excessive waste, and a built environment that is out of line with the natural world. As a result,
building a community that is resilient to these impacts is fundamental. Building on our legacy of being a forerunner
of sustainability, Oak Park aspires to be a leader in distributed renewable energy; active transportation; green
infrastructure; climate change mitigation and adaption; and green business development such as locally grown food
procurement and year-round cultivation, production and locally-
produced goods and services. Ultimately Oak Park strives to become a zero impact community with respect to our
use of natural resources.
We must continue to engage young people and residents of all ethnic and economic backgrounds on the front lines
of building a sustainable community, testing new ideas while demonstrating a willingness to learn from others.
Lastly, the interdependent and systemic nature of sustainability and our history of building bridges across great
divides requires that we go beyond our own borders whether across Austin, within the Chicago metro area, or
across our country and internationally so that we position ourselves as learners, leaders and collaborators in
advancing environmental sustainability goals.

29
Enviionmental Sustainability
Goals and Objectives
Goal#1Conservewaterandimprovewaterquality.
Objectives
1. Implement the priority strategies in the Village of Oak Park Water Conservation Plan, and conduct a
comprehensive public awareness and education campaign.
2. Facilitate the eliminated use of synthetic herbicides, pesticides, and fertilizers, and promote non-toxic
products and practices to residents and businesses.
3. Encourage reduced water consumption through outreach, pricing, and water billing information and
statistics.
4. Promote and incent the use of high efficiency water conservation, rainwater harvesting, and grey water re-
use systems.
Goal#2Minimizeoverallenergyconsumptionandincreaseinvestmentin
renewableenergysources.
Objectives
1. Support public awareness campaigns and hands-on workshopsto educate consumers about energy
efficient systems and practices for private residences and businesses.
2. Support and promote green buildings, high energy-efficient systems and practices, renewable energy
installations, and net zero developments for both new construction and existing building renovations
through grants, incentives, and regulations.
3. Promote the latest best practices and technologies related to energy conservation and green energy
development among all local government staff.
4. Advocate for and maintain 100% renewable energy procurement through community choice aggregation.
5. Support policies and programs that increase local grid reliability, C
strengthen its resiliency from local impacts of climate change.
6. Encourage all local governments to serve as a model for sustainable development and best practices.
Goal#3Provideaccesstolocallyproduced,healthy,andsustainablefood.
Objectives
1. Advance year-round access to local healthy food through the establishment of markets, co-ops, community
supported agriculture (CSA), and local food store procurement.
2. Promote policies, strategies and metrics that make local, healthy food procurement a priority for schools,
institutions, restaurants and grocery stores.
3. Develop indoor facilities for local food production utilizing available private and public green space .
4. Develop a community greenhouse, aquaponics, and growing center in an existing underutilized facility that
supports and trains people on growing and eating healthy, local food.
5. Amend zoning regulations to allow urban agricultural and related business activities.

30
Goal#4Advanceregulationsandprogramsforgreeninfrastructuretobuilda
resilient,sustainablecommunity.
Objectives
1. Where appropriate, create that foster habitat ecosystem restoration.
2. Reduce the demand on local stormwater collection and treatment infrastructure through the use of
various techniques applicable to streetscapes, infrastructure and development.
3. Work with regional agencies including the Metropolitan Water Reclamation District (MWRD) and
surrounding communities to undertake large-scale stormwater management planning and infrastructure
upgrades.
4. Develop and implement a comprehensive climate change adaptation plan.
5. Amend local regulations so that they support sustainable development and design.
Goal#5CreateaZeroWasteVillage.
Objectives
1. Sustain and expand commercial and multi-unit recycling and composting programs.
2. Provide residents and businesses with local opportunities for discarding or retrieving reusable materials
and items.
3. Encourage and require the deconstruction and reuse of building materials rather than demolition and
landfill.
4. Create and implement a comprehensive Community Zero Waste Plan.
5. Explore new technologies for a regional organic waste facility that can take advantage of regional
economies of scale in waste reduction and management.

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