CURTIS WITEK PORT FO LIO O F WO RK
P LANNER | D ESIG N ER | U R BA N IS T
E D U C AT I O N 2015
UNIVERSITY OF ILLINOIS AT CHICAGO Masters of Urban Planning and Policy (MUPP)
2012
AU SABLE INSTITUTE OF ENVIRONMENTAL STUDIES Certificate in Land Resource Analysis
2012
WHEATON COLLEGE Bachelor of Science in Environmental Science (BS)
PROFESSIONAL EXPERIENCE 2017 - Present
ANTERO GROUP Senior Project Manager As Senior Project Manager, I am accountable for the successful delivery of a portolfio of planning, infrastructure, and economic development projects. I manage $5 million in active projects and have developed a pipeline of nearly $15 million in forthcoming transportation, infrastructure, and public advisory projects
2016 - 2017
CENTER FOR NEIGHBORHOOD TECHNOLOGY (CNT) Senior Planner As Senior Planner, I managed various planning, analysis, and community outreach tasks for CNT’s community resilience program, RainReady. In 2016, I authored six RainReady plans and helped develop a web-based resilience planning tool. Communities continue to use these plans to inform their capital planning efforts.
2015 - 2016
CHICAGO MAYORS OFFICE Mayoral Fellow As Mayoral Fellow, I assisted the City’s Chief Sustainability Officer and other senior staff in developing and implementing innovative citywide plans and strategic initiatives including the Great Rivers Chicago Vision and City of Chicago Resilience Strategy. I also developed relationships with key regional and global stakeholders.
2013 - 2015
GREAT CITIES INSTITUTE Graduate Research Assistant At UIC I held graduate research assistantships at the Institute for Environmental Science and Policy (IESP) and the Great Cities Institute (GCI). As the ULI-Trkla Scholar at GCI, I conducted research on the factors explaining school closures in Chicago from 2000 to 2013. At IESP, I conducted applied research on participatory complex systems modelling for environmental planning.
2013 - 2015
NATIONAL PARK SERVICE Rivers, Trails, & Conservation Assistance (RTCA) Fellow Concurrent to my time at UIC, I served as an RTCA Fellow for the National Park Service. In this AmeriCorps role, I managed a collaborative, community-driven water trail action planning process in Chicago’s Southland region. I also supported several other trail and complete streets planning efforts in the Great Lakes Region.
BIO I am an urban planner, designer, and infrastructure expert with 10 years of interdisciplinary experience supporting both public and private sector clients. My mission is to equip communities with the resources they need to plan, design, and build more prosperous, resilient, and equitable places where human and natural communities can thrive. I am proud to call Chicago home and enjoy biking, reading, and exploring new neighborhoods.
Learn more at: curtiswitek.com
01 Complete Streets Strategy 02 Connect2Work Pilot Program 03 Last Mile Mobility Action Plan 04 Strategic Land Aquisition Plan 05 Envision Ford Heights 06 City Forest Products, LLC 07 RainReady Calumet Corridor
01 Complete Streets Strategy City of Harvey | Harvey, IL
Complete Streets Strategy •
The City will integrate complete streets and green infrastructure principles and measures into the planning, design, construction, and O&M phases for all types of public and private developments.
•
Harvey’s complete streets network will be expanded and connected incrementally as capital projects are funded and implemented.
Proposed Complete Streets Trails Neighborhood Hubs / Central Park Source: City of Harvey Parks Development Strategy (2021); SSMMA Complete Streets and Trails Plan (2010)
Neighborhood Hubs Complete Streets Central Park
Robey Ave Trail
02 Connect2Work
Village of Bedford Park | Bedford Park, IL
Introducing Connect2Work. Launching December 2020.
1 mobile app, 3 different commute options.
Learn more at connect2work.us
Connect2Work January 2021 Snapshot 12/28/2020 - 1/31/2021 (5 weeks) Summary • • • • • • • • • •
Connect2Work app users per week: 53 (average) Unique visitors (connect2work.us): 638 Website signups (connect2work.us): 23 Uber Business Profiles created: 64 Uber rides completed: 56 Uber rides completed per rider/week: 2.6 (average) Free Shuttle accounts created: 68 Free Shuttle rides completed: 262 Free Shuttle rides completed per rider/week: 5.1 (average) Free Shuttle On-Time Performance: 86.8% (average) Commute trips made easier: 318
Connect2Work App Active Users 100
No. of Active Users
Free shuttle rides during rush hour. Discounted, private rides 24/7. The fastest public transit route. Whatever your preference, we’ve got you covered. Tell us where you’re headed and we’ll provide you with travel options to choose from.
73 50
56
56 48 35
0 Week
Website Visitors
12/28/2020
1/4/2021
1/11/2021
1/18/2021
1/25/2021
Website Signups
300
10
Returning Visitor New Visitor
217
150
76
75
208
236
No. of Signups
No. of Unique Visitors
248
5
9
5
53 68
Download the Connect2Work Free Shuttle app to get started.
0 12/28/2020
45 1/4/2021
70
5 2
2
0 1/11/2021
1/18/2021
1/25/2021
Uber Discounted Rides
12/28/2020
1/4/2021
1/11/2021
1/18/2021
59
60
1/11/2021
1/18/2021
1/25/2021
Free Shuttle Rides
80
80
40
13
12
12
14
No. of Completed Rides
No. of Completed Rides
72
50
40
21
5 0
0 12/28/2020
1/4/2021
CONNECT2WORK.US GET ANYWHERE IN BEDFORD PARK
1/11/2021
1/18/2021
1/25/2021
12/28/2020
1/4/2021
1/25/2021
CONNECT2WORK.US SOURCES: ANTERO GROUP, GOOGLE ANALYTICS, MOOVIT, VIA, UBER, CONSTANT CONTACT
03 Last Mile Mobility Action Plan Village of Bedford Park | Bedford Park, IL
VILLAGE OF BEDFORD PARK LAST MILE MOBILITY ACTION PLAN
VILLAGE OF BEDFORD PARK
ACKNOWLEDGEMENTS
LAST MILE MOBILITY ACTION PLAN JUNE 2020
The Action Plan was funded through Cook County’s Invest in Cook Program.
PREPARED FOR
The Village of Bedford Park
The Village of
Bedford Park PREPARED BY
Antero Group, Shared-Use Mobility Center, and Active Transportation Alliance
Curtis Witek Senior Project Manager 312.344.3186
cwitek@anterogroup.com www.anterogroup.com
COOK COUNTY
LAST MILE RESOURCE GROUP
Toni Preckwinkle, President
Loretta Spiak, ACH Food Companies, Inc.
Ryan Ruehle, Pace
John Yonan, Superintendent, DOTH*
Donna Smith, BPCIA**
Jovita Gamboa, Pactiv
Benet Haller, Transit Manager, DOTH*
Dawn Welch, Cintas
Terry Lynch, Paine Wetzel Associates
Tomohiko Music, Transit Planner, DOTH*
Lisa Van Kampen, Cintas
Edward Grzywacz, Professional Freezing Services
Katrina Errant, Trustee
Emily Drexler, CTA
Peter Fahrenwald, RTA***
Anthony Kensik, Trustee
Katherine Branch, CTA
Peter Kersten, RTA
Robert Regep, Trustee
Pamela Coan, GRM, LLC
Kelsey Mulhausen, Southwest Conference of Mayors
Gail Rubel, Trustee
Frank Flores, Home Chef
Matt Ginsberg, Tai Ginsberg & Associates, LLC
Terry Stocks, Trustee
Eva Perez, Ingredion
Robert Elliot, UPS
Nancy Wesolowksi, Trustee
Kelly Anderson, Ingredion
Terri Bonneville, UPS
VILLAGE OF BEDFORD PARK
Rob Mead, Ingredion
Felicia Coleman, USPS
David Brady, President
CONSULTANT TEAM
Jim Butler, Hoefferle Butler Engineering
Curtis Witek, Antero Group, Senior Project Manager
Marilyn Curnutte, Chief Administrative Officer Finance
Eric Neagu, Antero Group, Principal
Larry Gryczewski, Village Administrator
Allison Kappeyne, Antero Group, Senior Planner
Tom Hansen, Chief of Police
Andrew Johansson, Antero Group, Senior Project Manager
Chris Lesniak, Superintendent, Water Department
Randal Bernthal, Antero Group, Planner
Sean Maloy, Chief, Fire Department
Colin Murphy, Shared Use Mobility Center, Director of Research and Consulting
Kevin Ormins, Superintendent, Public Works Department
Heather Schady, Active Transportation Alliance, Senior Transportation Planner
Jerry Ponio, Building Coordinator
Mike Daley, Innova EV David Bruce, Lapham-Hickey Steel John Malnar, Lapham-Hickey Steel Sonserese Hatch, Metra Mark Weglarz, Midway Hotel Center
Joe Ronovsky, Chief Business Officer Yvette Solis, Village Clerk
Tammy Knor, Midway Hotel Center Mary Koutek, Nalco Rory Neill, Neill Cartage Lewie Neill, Neill Cartage Will Hansen, Nexus Distribution
*Department of Transportation and Highways (DOTH)
Jessica Rybarczyk, Pace
***Regional Transportation Authority (RTA)
**Bedford Park-Clearing Industrial Association (BPCIA)
Connect2Work Style Guide
EXECUTIVE SUMMARY
JUNE 2020
The Village of
Bedford Park
Getting to work is a challenge for over 30,000 workers who commute to and from Bedford Park every day. To address these challenges, the Village of Bedford Park launched an initiative to better understand the area’s mobility challenges and develop a toolkit of potential solutions. In 2019, the Village released the findings of this effort through the Bedford Park Last Mile Mobility Study. This study defined the various regional and “last mile” mobility challenges that make it difficult for workers to access jobs by any means other than driving alone, and outlined a toolkit for the four mobility networks (e.g., Pedestrian Network, Bike Network, Transit Network, and Freight and Mobility Network) and 16 last mile strategies that could be implemented in Bedford Park and the broader Bedford Park area. This Bedford Park Last Mile Mobility Action Plan further outlines these 16 last mile mobility strategies with nearly 50 specific last mile actions. These actions range from pragmatic recommendations, such as repairing and expanding the existing sidewalk network, to more innovative ideas, such as deploying new First-Mile/Last-Mile (FLM), Mobility on Demand (MOD) and Mobility as a Service (MaaS) solutions and technologies. Each proposed last mile solution is designed to contribute to a more integrated and equitable mobility system that achieves the Village’s four last mile goals, which are as follows: Pedestrian Network
Goal 1. Establish a safe and continuous pedestrian network village-wide.
Bike Network
Goal 2. Develop a connected network of protected bike and micromobility facilities.
Transit Network
Goal 3. Expand access to public transit and shared mobility services.
Motorist & Freight Network
Goal 4. Create a network of smart and complete streets.
Late night Service
Transit
First Mile
Shuttle Service
Shared and Pooled Rides
Last Mile
Elements of the First- and Last- Mile Solutions for the Connect2Work Pilot Program
The lack of safe, reliable, and quick transport
This Action Plan also provides design guidance, funding and financing From your starting location to a transit stop and from a transit stop to work creates long and dangerous trips assistance for commuters causes congestion opportunities, and suggested technical andand partnerships to help the Village advance mobility improvement strategies. Key recommedations of this Plan also reveal priority projects and the interrelated elements of the the four mobility networks and how strategic projects should be advanced in tandem to ensure an integrated, equitable, safe, and efficient connected mobility system (see figure on the following page). The recommended priority projects include:
▶ ▶ ▶ ▶ ▶
Launch the Connect2Work Pilot Program (see figure above) Adopt and Implement this Plan Apply for Funding Opportunities Continue to Convene the Bedford Park Last Mile Mobility Resource Group Secure a dedicated revenue stream for implementing FLM and congestion-mitigation projects, programs, and policies
Implementation of many of the recommended actions goes beyond what Bedford Park can accomplish alone. Many of the recommended projects, programs, and policies will require a concerted effort amongst the Village of Bedford Park, neighboring municipalities, the business community (including area businesses and private transportation companies), Cook County, IDOT, CTA, Pace, RTA, and other local and regional partners. This plan provides a clear path forward for coordinating the efforts of these stakeholders in a way that creates a more integrated and equitable mobility system in Bedford Park and the surrounding Bedford Park area. Strategic actions taken to improve the area’s Pedestrian, Bike, Transit, and Motorist and Freight Networks will not only make it easier for people to access opportunity in Bedford Park, but will also provide an array of other mobility, economic, and environmental benefits for the region.
Equitable and Integrated Mobility Framework
ii
i
PEDESTRIAN NETWORK Every trip begins and ends with walking, so all commuters are pedestrian at some point during their journey. The Pedestrian Network is therefore the most foundational component of an integrated and equitable mobility system. Pedestrians need continuous and unobstructed paths, well-lit spaces, shaded places to rest and walk, and clear wayfinding signage for a safe and comfortable last mile experience. The Pedestrian Network should be safe, comfortable, and enjoyable for all users, especially the most vulnerable users, including the young, elderly, and people with disabilities. Sidewalks are the primary component of the Pedestrian Network, but other critical elements include: crosswalks | pedestrian refuge islands | sidewalk extensions | pedestrian ramps | guidance for the visually impaired | signage and wayfinding | pedestrian countdown signals | lighting | seating | water fountains | weather protection | curbs | waste receptacles | active building edges | trees | landscaping | American with Disabilities (ADA) Facilities | and more... The Village should use this plan as a springboard for completing a village-wide sidewalk assessment aimed at identifying and prioritizing necessary Pedestrian Network maintenance, repair, and improvement and expansion projects. Once the Pedestrian Network is brought up to a state of good repair, the Village should install shared mobility and other amenities that help facilitate seamless mobility for employees, residents, and visitors. Many of the proposed strategies and actions outlined in this plan can be implemented through publicprivate partnerships (“P3”). For example, the Village could implement a 50/50 cost-share program in which the Village splits the cost of sidewalk repairs with adjacent property owners. This chapter provides a map and description of recommended last mile strategies and actions for the Bedford Park area’s Pedestrian Network. Additional design guidance for each action recommendation is provided in Appendix B.
GOAL ESTABLISH A SAFE AND CONTINUOUS SIDEWALK NETWORK VILLAGE-WIDE LAST MILE STRATEGIES Maintain and Repair the Pedestrian Network
Implement Targeted Crossing Improvements
Improve and Expand the Pedestrian Network
Install Shared Mobility and Other Amenities
7
04 Land Aquisition Plan
Forest Preserves of Cook County | Cook County, IL
FOREST PRESERVES OF COOK COUNTY VISION MAP FOR SOUTHEAST COOK COUNTY LAKE MICHIGAN
e t Ri v e r
CHICAGO
BLUE ISLAND
CALUMET PARK
WOLF LAKE Litt
ROBBINS
Southeast Cook County Land Acquisition Plan
C a lu m
LAKE CALUMET
le C
BURNHAM
a lu m e t R ive r
RIVERDALE DIXMOOR
HAMMOND
DOLTON
POSEN CALUMET CITY PHOENIX Little
HARVEY thian Creek Midlo
MARKHAM
A STRATEGY FOR THE FOREST PRESERVES OF COOK COUNTY MAY 2019
SOUTH HOLLAND
EAST HAZEL CREST
HAZEL CREST
Calumet River
THORNTON LANSING
HOMEWOOD
BY:
GLENWOOD FLOSSMOOR
Cre
MUNSTER ek
LYNWOOD
C reek
er
Bu t t
re
ek
nC
r ho
T
PARK FOREST
PROTECTED LANDS VARIOUS OWNERS
CHICAGO HEIGHTS
FORD HEIGHTS
SAUK VILLAGE
DYER
SOUTH CHICAGO HEIGHTS
Plum Cr eek
OLYMPIA FIELDS
North Creek
WITH:
De
erfi el d
PREPARED FOR:
EXISTING FOREST PRESERVES FUTURE OPPORTUNITY AREAS
Because the vision map is based on a combination of property boundaries and natural resource features, and incorporates existing protected lands owned by conservation partners that augment the Acquisition Plan, the Opportunity Areas shown are over-inclusive.
0
1
2 miles
05 Envision Ford Heights
PROJECT OVERVIEW The Village of Ford Heights is a small south suburban community in Cook County located about 28 miles south of downtown Chicago (Figure 1.1). Like other south suburban
(“Southland”) communities, Ford Heights’ approximately 2,700 residents face a variety
Figure 1.1. Regional Context Map
outreach, stakeholder engagement, project development, and implementation efforts. The
of interrelated community, economic, and environmental challenges. These challenges include population loss, a shrinking tax base,
Village of Ford Heights | Ford Heights, IL
housing, crime, and flooding. Although serious, these challenges represent only part of the story that is currently unfolding in Ford Heights.
of Mayor Coulter and the Village Board—has taken significant steps towards envisioning
and realizing “Ford Heights 2.0”. In January 2018, Mayor Coulter launched Envision Ford Heights, an action-oriented community planning and revitalization effort aimed at identifying, reactivating, connecting, and leveraging the Village’s community assets and strengths.
It was clear from the beginning that gathering feedback from “grass roots” and “grass tops”
Engaged over 150 residents through community outreach activities; Collaborated with the Metropolitan Water Reclamation District (MWRD) to advance the Deer
stakeholders will be critical for developing a plan that is both inspiring and actionable.
Provide a snapshot of the community’s demographics and existing conditions;
Initiated a village-wide Capital Improvement Plan (CIP);
Towards that end, the Village engaged residents and
►
Articulate a shared vision for the future of the community; and,
Advanced several large-scale economic development projects;
►
Identify guiding principles, goals, and strategies that will put Ford Heights on a path towards economic and community revitalization.
Driven by a new vision for the future of the community, Ford Heights—under the leadership
Creek Flood Control Project;
Achieved compliance with MWRD’s Infiltration and Inflow Control Program (IICP);
(8) Ford Heights Advisory Team Meetings;
►
(2) Evening with the Mayor events;
►
(2) Community Workshops;
Participated in ongoing South Suburban Mayors and Managers Association (SSMMA)
►
Community Survey;
Participated in Cook County’s Brownfields Assessment Program;
►
(2) Presentations to Village Board;
►
Various topic-specific working group meetings; and,
►
Interviews and informal conversations with key stakeholders.
Implemented the Streetlight Improvement Program; Transportation Committee meetings;
Participated in the Lincoln Highway / 394 Enterprise Zone development efforts; Secured funding through the Chicago Metropolitan for Agency’s (CMAP) Local Technical Assistance (LTA) program to implement a Comprehensive Plan;
advance an array of high priority projects and initiatives. The list below outlines some of the
►
►
150+ residents engaged;
►
20 Community Surveys collected;
►
30+ local, regional, and state partners organizations engaged;
►
Elevated Ford Heights to the County and State level agendas.
Figure 1.2. illustrates some of the Envision Ford
other stakeholder through the following means:
Initiated the Ford Heights Green Streets Project in the Sunnyfield neighborhood;
Through the Envision Ford Heights planning process, Village staff and elected representatives worked with local and regional partners to
Outcomes from these activities included the following:
owners, village staff, elected representatives, developers, and other local and regional partners.
Began hosting “Evening with the Mayor” community outreach events;
Engage a diverse set of community stakeholders in a collaborative planning effort;
►
difficulties in attracting and retaining businesses, crumbling infrastructure systems, blighted
The Envision Ford Heights planning process engaged a broad range of residents, business
Convened the Ford Heights Advisory Team;
goals of this planning effort were to: ►
WHAT WE HEARD
EARLY WINS
Since launching Envision Ford Heights, the Village has worked with local and regional partners to achieve the following:
The Envision Ford Heights Strategic Plan is the outcome of two years of community planning,
Heights community and stakeholder outreach activities. Key takeaways from these efforts are listed on page six.
Completed a Pavement Management Plan (PMP);
early wins that were catalyzed through this effort.
Defined the Ford Heights Water Main Improvement Project;
Figure 1.2. Envision Ford Heights Outreach Activities
Secured funding to complete a Feasibility Study for the Lincoln Highway Corridor
This Strategic Plan outlines a clear path forward
Improvement Project;
for advancing and sustaining these early wins. More specifically, this plan articulates a shared vision for the future of Ford Heights and provides
Submitted a Surface Transportation Program (STP) application for the Cottage Grove Avenue Sidepath Project;
guiding principles, goals, and strategies for realizing Ford Heights 2.0. Implementation of
Supported Sauk Village’s application for the Old Plank Road Trail Extension Project; Hosted Columbia University and University of Illinois at Chicago studio class; and,
these strategies will put Ford Heights on a path towards economic revitalization and enhanced
Supported the Cook County Forest Preserves’ Strategic Land Acquisition Plan.
community resilience.
2
Envision Ford Heights Strategic Plan
DEMOGRAPHICS Ford Heights’ current population is estimated to be 2,754. Today, the Village has approximately 50% less residents than it did in its peak in 1980 (5,347 residents). The out-migration of people from Ford Heights was likely driven by a combination of factors including the decline in
steel manufacturing, the Great Recession, and the limited availability of jobs in the area. Based on the most recent American Community Survey estimates, it appears that the Ford Heights’ population may be stabilizing, however, the full impacts of COVID-19 pandemic remain to be seen.
Figure 2.2. Population Change in Ford Heights, IL from 1950 to 2018
4
3
Introduction
Envision Ford Heights Strategic Plan
Ford Heights is predominately Black (88.6%) with 4% Hispanic or Latino, 3.6% Other, 2.8% White, and 0.6% Asian, as shown in Figure 2.4. This demographic distribution has been somewhat consistent to the area throughout its history.
ENVISION FORD HEIGHTS— GUIDING PRINCIPLES AND GOALS
Figure 2.4. Race & Ethnicity, 2018 100.0%
COLLABORATIVE PLANNING Ford Heights’ residents, leaders, and partners are engaged in ongoing collaborative efforts aimed at revitalizing the community and region.
COLLABORATIVE PLANNING
88.6%
Ford Heights’ residents, leaders, and regional partners are engaged in ongoing collaborative efforts aimed at revitalizing the community and region.
80.0%
60.0%
CP-1. CONTINUE TO CONVENE THE FORD HEIGHTS ADVISORY TEAM The Ford Heights Advisory Team is comprised of local and regional stakeholders with interest in revitalizing the community and the greater Southland region. This team has been instrumental in providing strategic direction to the Village and connecting village staff to funding opportunities for various priority projects. The Village should continue to convene this Advisory Team on a regular basis.
EQUITABLE DEVELOPMENT Ford Heights’ community assets and new enterprises are strengthened and leveraged in ways that create sustainable prosperity for all.
40.0%
20.0%
4.0%
1.0%
2.8%
3.6%
Asian
White
Other
RESILIENT INFRASTRUCTURES
0.0%
Black
Hispanic
Ford Heights’ physical and natural infrastructure systems are in a state of good repair and support a wide array of community benefits.
Source: U.S. Census Bureau Data (2018)
Ford Heights’ residents and neighbors have access to healthy built, social, and natural environments.
The Village’s decreasing population is a concern amongst residents and regional
Source: U.S. Census Bureau Data (2018)
partners alike.
Improving and expanding the educational, recreational, and workforce development opportunities for Ford Heights’ youth was a priority that was identified through the Village’s outreach activities.
The Village should engage community residents and business owners in ongoing planning and community revitalization efforts. The Village staff and leaders should use the Village’s website and social media accounts, surveys, the “Evening with the Mayor” dinners, and other community events to engage stakeholders (Figure 3.3). The goal of these online and in-person engagement strategies should be to keep residents and business owners informed of the Village’s ongoing initiatives,
SUSTAINABLE MOBILITY
Residents would like to see more safe and accessible facilities and programs for youth
Ford Heights’ streets are designed and operated to enable safe access for all users, including pedestrians, bicyclists, transit riders, and motorists.
and teenagers in the community.
The Village should support elderly residents’ ability to “Age in Place.” The Village should partner with Cottage Grove Upper Grade Center, Boys & Girls Club of America, CEDA, Cornerstone Community Development Corporation, Ford Heights District 169, and local churches and community organizations to provide services and programs for youth and elderly in the community.
Figure 2.3. Age Cohorts, 2018
programs, and available resources.
CP-3. CONTINUE TO PARTICIPATE IN REGIONAL PLANNING, COORDINATION, AND IMPLEMENTATION EFFORTS There are several regional planning efforts that could shape future developments in Ford Heights. The Village should continue to participate in regional planning, coordination, and implementation initiatives, such as SSMMA Transportation Committee meetings, CMAP meetings, Lincoln-394 Enterprise Zone meetings,
Source: U.S. Census Bureau Data (2018)
12
Males
and project-specific collaboratives. Ford Heights staff and elected representative should aim to
Females
Envision Ford Heights Strategic Plan
32
13
Existing Conditions
align local planning and development efforts with regional priorities, such as those identified in ON TO 2050, Connecting Cook County, and others. Doing so will make the Village more competitive when applying for grants and technical assistance opportunities. Figure 3.3. An Evening with the Mayor Discussion
CP-2. ENGAGE COMMUNITY RESIDENTS AND BUSINESSES THROUGH ONGOING ENVISION FORD HEIGHTS ACTIVITIES
HEALTHY PEOPLE + PLACES
TAKEAWAYS AND RECOMMENDATIONS: DEMOGRAPHICS
Key takeaways from community stakeholders and recommendations from the Advisory Team:
On average, Ford Heights has a young population. Approximately 37% of residents are under the age 19 and less than 10% are over 65. The median age for the community is 29, which is younger than both Cook County and the Chicagoland region.
5
Introduction
Envision Ford Heights Strategic Plan
ON SEPTEMBER 11, 2018, the Village held its first “Evening with the Mayor” community event. The Village promoted the event through flyers, advertisements in local newspapers, and word of mouth. Attendees enjoyed a free dinner, which was provided by the Village, while learning about the Envision Ford Heights planning process and participating in a series of collaborative planning exercises. The Village plans to make this a regularly-occurring event.
33
The Plan
Table 4.1. Envision Ford Heights Implementation Matrix1 GOALS/STRATEGIES
EQUITABLE MOBILITY CP
Ford Heights’ streets are designed and operated to enable safe access for all users, including pedestrians, bicyclists, transit riders, and motorists of all ages and abilities. EM-1. IMPLEMENT THE STREET LIGHTING IMPROVEMENT PROGRAM Improving Ford Heights’ street lighting was one of the highest priorities identified through Envision Ford Heights. Residents reported that Ford Heights’ dark streets cause safety concerns and limit mobility. In response to this concern, the Village has been working with ComED to replace 138 existing streetlights with more energy-efficient LED lights. The Village should continue to work with ComED, Elevate Energy, and other partners to replace remaining streetlights and secure additional funding to install new smart streetlights in high priority locations, including:
Village of Ford Heights Strategic Plan
►
Lincoln Highway from Cottage Grove Avenue to Torrence Avenue;
►
Ellis Avenue from 10th Street to 16th Street;
►
Veterans Projects area; and,
►
The residential streets south of Lincoln Highway, west of Woodlawn, and east of Deer Creek.
EM-2. DEVELOP AND IMPLEMENT A ROADWAY IMPROVEMENT PROGRAM
August 2020
The Village should develop and implement a Roadway Improvement Program that gradually brings Ford Heights’ local streets and roads to a state of good repair. Moving forward, the Village should: ►
Envision Ford Heights Strategic Plan
Adopt a Complete Streets policy, which will make Ford Heights more competitive when applying to certain grants, such as STP, ITEP, CMAQ, and others;
►
►
►
CP-1
CP-2
Complete the CMAP-funded Pavement Management Plan (PMP) and incorporate the outputs of this plan into the Village’s overall CIP;
CP-3
CP-4
CP-5
ED
Develop and follow a standard process for prioritizing annual roadway improvement work (e.g., maintenance, resurfacing, reconstruction), procuring contractors, and delivering projects; and,
RI-1
RI-2
RI-3
RI-4
RI-5
HP
►
Develop a community-wide Sidewalk Assessment;
HP-1
►
Develop a shared-cost sidewalk program in which the Village shares the cost of sidewalk repairs with property owners;
HP-4
►
Advance the various bikeway projects that were proposed in the SSMMA’s Complete Streets and Trails Plan and the Northeastern Illinois Greenways and Trails Plan;
►
Prioritize ongoing sidewalk repair work based on the Sidewalk Assessment and CIP; and,
►
Implement targeted crosswalk improvements and traffic calming projects.
HP-2
HP-3
HP-5
SM SM-1
Implement a Property Demolition and Reactivation Program Revitalize the Lincoln Highway Corridor
Redevelop the New Town Center and revitalize Ford Heights’ residential areas RESILIENT INFRASTRUCTURES
Prioritize the maintenance of existing infrastructure systems
Achieve and maintain compliance with regulatory agencies
Develop a process for prioritizing and delivering capital improvement projects
Secure and leverage technical assistance, funding, and other capacity-building resources
Adopt and adhere to best practices for planning and delivering capital improvement projects
Medium-Term
Forthcoming
VoFH Mayor’s Office
VoFH Mayor’s Office; residents, busines owners
VoFH Mayor’s Office; SSMMA; CMAP
VoFH Mayor’s Office and Public Works; Cook County
VoFH Mayor’s Office and Public Works; CMAP
Ongoing
Proposed
VoFH Mayor’s Office; Cook County; SSMMA; CSEDC; SSEGI
Ongoing
Proposed
VoFH Mayor’s Office; Cook County; SSMMA; CSEDC; SSEGI
Long-Term Medium-Term Long-Term
HEALTHY PEOPLE + PLACES
Ongoing
Ongoing
Short-Term Ongoing
Ongoing
Goal: Ford Heights’ residents and neighbors have access to healthy built, social, and natural environment.
Empower residents and local organizations to lead and sustain community-driven initiatives Implement a voluntary buy-out program for flood-prone properties
Improve residents’ access to healthy foods
Improve the community’s parks and natural areas
Enhance residents’ ability to age in place
Proposed Proposed Proposed
VoFH Mayor’s Office; Cook County; HUD; MWRD VoFH, Cook County (DOTH), SSMMA
SUSTAINABLE MOBILITY
Ongoing
Long-Term
Short-Term
Medium-Term Ongoing
In Progress
VoFH Mayor’s Office, Cook County, SSLBA
In Progress
In Progress
In Progress Proposed
Proposed Proposed TBD
Planning
Proposed
VoFH Mayor’s Office, Public Works, Water Department
VoFH Mayor’s Office, Public Works, Water Department
VoFH Mayor’s Office, Public Works, Water Department
VoFH Mayor’s Office, various partners
VoFH Mayor’s Office, Public Works, Water Department
Community organizations, schools, churches,
VoFH Mayor’s Office, Cook County, MWRD, HUD
VoFH Mayor’s Office, businesses, Cook County, CMAP
VoFH Mayor’s Office
VoFH Mayor’s Office; AARP
Goal: Ford Heights’ streets are designed and operated to enable safe access for all users, including pedestrians, bicyclists, transit riders, and motorists. Implement the Street Lighting Improvement Program
Develop and implement a Roadway Improvement Program
SM-4
Advance the Lincoln Highway Corridor Improvement Project
SM-5
In Progress
In Progress
In Progress
Goal: Ford Heights’ physical and natural infrastructure systems are in a state of good repair and support a wide array of community benefits.
SM-2 SM-3
In Progress
Ongoing
Ongoing
Short-Term
EQUITABLE DEVELOPMENT
Promote development within the Linocln-394 Enterprise Zone
RI
CURRENT STATUS LEAD(S) / PARTNER(S)
Ongoing
Goal: Ford Heights’ community assets and new enterprises are strengthened and leveraged in ways that create sustainable prosperity for all.
ED-3 ED-5
EM-3. DEVELOP AND IMPLEMENT BIKE AND PEDESTRIAN IMPROVEMENT PROGRAM
Develop a Comprehensive Plan
Utilize tax and development incentives to unlock private investment in the area
ED-4
The Village should develop and implement Bicycle and Pedestrian Improvement Program that complements the Roadway Improvement Program. Moving forward, the Village should:
Engage community residents and businesses through ongoing Envision Ford Heights activities
Continue to participate in regional planning, coordination, and implementation efforts
Develop a Capital Improvement Plan
ED-1 ED-2
Continue to apply for grant funding to implement roadway improvements on local roads and to advance larger-scale projects, such as the Lincoln Highway Corridor Improvement Project.
PHASING
COLLABORATIVE PLANNING
Goal: Ford Heights’ residents, leaders, and regional partners are engaged in ongoing collaborative efforts aimed at revitalizing the community and region.
Continue to convene the Ford Heights Advisory Team
Develop and implement Bike and Pedestrian Improvement Program Improve residents’ access to transit and shared mobility services
Medium-Term
In Progress
Ongoing
Proposed
Ongoing
Medium-Term Medium-Term
Proposed Proposed Proposed
VoFH Public Works; Cook County, ComEd, Elevate Energy VoFH Public Works; Cook County, SSMMA, IDOT VoFH Public Works; Cook County, SSMMA, IDOT VoFH Public Works; Cook County, SSMMA, IDOT
VoFH Public Works; Cook County, SSMMA, IDOT, RTA, Pace
1 This matrix provides a summary of the planning priorities, goals, and strategies outlined in the Envision Ford Heights Strategic Plan.
1 52 44
Envision Ford Heights Strategic Plan
The Plan
45
Envision Ford Heights Strategic Plan
From Vision to Action
53
1
2
4 5
1
6
3 7
8
9
10
1
1 2 3 4 5 6 7 8 9 10
Deer Creek Greenway / Forest Preserve Deer Creek Flood Control Project I-394 Logistics Center Ford Heights Green Streets Project New Town Center Lincoln Highway Revitalization Capital Improvement Projects Ford Heights Recreation Center Cargo-Oriented Development Old Plank Road Trail Expansion
06 City Forest Products Social Enterprise | Chicago, IL
07 RainReady Calumet Corridor Various municipalities| Cook County, IL
These overland flow path and depression area maps show where stormwater is likely to flow and accumulate, or pool, in Robbins. These maps are based on high-resolution digital elevation models (DEMs) derived from Light Detection and Ranging (LiDAR) technology. Although LiDAR provides very detailed information on land cover and topography, there are several factors that may result in discrepancies between these maps and how stormwater actually flows through a community (e.g., small landscape features like gutters, curbs, small hills that route water, which may not have been picked up in our flow path analysis). Also, each community has a sewer and drainage system that is designed to intercept and manage stormwater. Our team modeled the flow of stormwater over the landscape as if local sewer systems are at full capacity and could not handle any additional flows. In other words these maps only show the overland flow paths and accumulation of stormwater and do not factor in the underlying sewer network. In spite of these limitations and assumptions, these maps represent a good approximation of how stormwater is likely to flow and accumulate in the Calumet Corridor. These maps were used alongside other information on flooding risk and solution opportunities to determine where green infrastructure retrofits could alleviate local flooding issues. This information informed the RainReady Action Plan for Robbins. F IGU R E RO -5:
Robbins Urban Flooding Risk Assessment
ROBBINS - 6
R AINREADY CALUMET CORRIDOR PLAN