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2025-02-03 - Village Board Committee of the Whole - Agenda Packet Page 1 of 2 AGENDA BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 at 7:00 PM Jeffrey S. Braiman Council Chambers Fifty Raupp Blvd Buffalo Grove, IL 60089-2139 1. Call to Order a. Pledge of Allegiance b. Roll Call 2. Village President's Report a. Caring Community Program Recognition (Trustee Johnson, Molly Gillespie) 3. Special Business a. Introduction of Assistant Village Engineer (Trustee Stein, Kyle Johnson) b. Presentation of the Police Department Cadet Program Proposal (Trustee Cesario, Brian Budds) c. Staff presentation regarding fund raising sponsorship program for the Rick Kahen Commission for Residents with Disabilities (Trustee Stein, Tyler Ankney) d. Discussion Regarding Clove Park (Trustee Weidenfeld, Nicole Woods) 4. Public Comment Public Comment is limited to items that are not on the regular agenda. In accordance with Section 2.02.070 of the Municipal Code, discussion on questions from the audience will be limited to 5 minutes and should be limited to concerns or comments regarding issues that are relevant to Village Board business. All members of the public addressing the Village Board shall maintain proper decorum and refrain from making disrespectful remarks or comments relating to individuals. Speakers shall use every attempt to not be repetitive of points that have been made by others. The Village Board may refer any matter of public comment to the Village Manager, Village staff or an appropriate agency for review. 5. Executive Session a. Executive Session - Section 2(C)(1) of the Illinois Open Meetings Act: the Appointment, Employment, Compensation, Discipline, Performance, or Dismissal of Specific Employees of the Public Body or Legal Counsel for the Public Body, Including Hearing Testimony on a Complaint Lodged Against an Employee of the Public Body or Against Legal Counsel for the Public Body to Determine Its Validity. 6. Adjournment Page 1 of 29 Page 2 of 2 The Village Board will make every effort to accommodate all items on the agenda by 10:30 p.m. The Board does, however, reserve the right to defer consideration of matters to another meeting should the discussion run past 10:30 p.m. The Village of Buffalo Grove, in compliance with the Americans with Disabilities Act, requests that persons with disabilities who require certain accommodations to allow them to observe and/or participate in this meeting or have questions about the accessibility of the meeting or facilities, contact the ADA Coordinator at 847-459-2500 to allow the Village to make reasonable accommodations for those persons. Page 2 of 29 Page 1 of 2 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 2.a. Caring Community Program Recognition Contacts Liaison: Trustee Johnson Staff: Molly Gillespie Staff Recommendation Staff recommends presentation. Summary Background Trustee Denice Bocek nominated residents Amy and Kaylee Leibach for a special recognition after reading about their book drive they initiated for Hurricane Helene victims in Haywood County, NC. They are now working on book drive for victims of the Los Angeles fires. The idea inspired the creation of the Caring Community Program to celebrate individuals, groups, organizations, and programs in Buffalo Grove that embody the community’s “Smart. With Heart.” brand. This initiative will recognize outstanding contributions that enhance the quality of life, demonstrate leadership, and reflect the values of collaboration, compassion, and innovation within the Village. Honorees will be acknowledged bi-annually at Village Board meetings (in February and August), where they will be presented with certificates of recognition by the Village President. Analysis Following the initial recognition, the program will have a nomination process available through an online form open for four weeks before each recognition date. Nominations can be submitted by community members and must include a brief description of the nominee’s contributions, alignment with the “Smart. With Heart.” values, and their impact on the community. Nominations will be reviewed by staff with criteria for selection including impact, innovation, and alignment with Buffalo Grove’s core values (thoughtful, compassionate, service, results, professionalism, innovation, integrity, teamwork/collaboration). Recommend honorees will be provided to the Village President for final approval. Bi-annual presentations will take place during Village Board Committee of the Whole meetings held in February and August. Each honoree will receive a certificate of recognition from the Village President and be publicly acknowledged for their contributions. Photos and brief descriptions of honorees will be shared on the Village’s website and social media platforms to Page 3 of 29 Page 2 of 2 amplify recognition. The Caring Community Program is an opportunity to uplift and celebrate the remarkable individuals, groups, and initiatives that exemplify Buffalo Grove’s “Smart. With Heart.” ethos. This program will not only recognize excellence but also inspire continued community engagement and reinforce the values that make Buffalo Grove exceptional. The initial recognition will honor Trustee Bocek's nomination of the Leibachs at the February 3, 2025 Committee of the Whole meeting. Next Steps The inaugural recognition will be shared on various communications channels. Future nominations will be solicited one month prior to the August recognition. Strategic Alignment Guiding Principle Principle 6: Engages Our Residents Principle 7: Builds Our Community Goal Goal 3: Strengthened Buffalo Grove community identity and pride File Attachments None Page 4 of 29 Page 1 of 1 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 3.a. Introduction of Assistant Village Engineer Contacts Liaison: Trustee Stein Staff: Kyle Johnson Staff Recommendation Staff recommends presentation. Summary Kyle Johnson will introducing Briget Schwab as a new addition to Public Works as the Assistant Village Engineer. Strategic Alignment Guiding Principle Principle 4: High Performing Village Team Goal Goal 1: Maintained effective village government: fiscally responsible and providing outstanding, responsive services File Attachments None Page 5 of 29 Page 1 of 1 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 3.b. Presentation of the Police Department Cadet Program Proposal Contacts Liaison: Trustee Cesario Staff: Brian Budds Staff Recommendation Staff recommends presentation. Summary Background The purpose of the Buffalo Grove Police Cadet Program is to establish and foster positive relationships with the youth of our community while providing young men and women an opportunity to explore career interests in law enforcement through classroom training and community service. The program is designed to provide young men and women, between the ages of 14 and 18, a unique opportunity to explore career interests within the law enforcement profession. Additional information can be found in the attached memorandum. Strategic Alignment Guiding Principle Principle 2: Outstanding Village Services Principle 4: High Performing Village Team Principle 6: Engages Our Residents Principle 7: Builds Our Community Goal Goal 1: Maintained effective village government: fiscally responsible and providing outstanding, responsive services Goal 2: Enhanced, beautiful, safe and sustainable neighborhoods File Attachments 1. 2025 Police Cadet Program Proposal Page 6 of 29 Page 1 of 3 DATE:January 30, 2025 TO:Village Manager Dane Bragg FROM:Police Chief Brian J. Budds SUBJECT:Police Department Cadet Program Proposal RECOMMENDATION Police Department staff recommends the Village of Buffalo Grove authorize the implementation of a new cadet program sponsored and coordinated by the Buffalo Grove Police Department. BACKGROUND The purpose of the Buffalo Grove Police Cadet Program is to establish and foster positive relationships with the youth of our community while providing young men and women an opportunity to explore career interests in law enforcement through classroom training and community service. The program is designed to provide young men and women, between the ages of 14 and 18, a unique opportunity to explore career interests within the law enforcement profession. Police cadets, working under direct supervision of a department employee, will be assigned to operational components within the police department in a support capacity. Cadets will participate in a structured program comprised of routine and progressively more advanced tasks to prepare them for a career in law enforcement. ANALYSIS The Police Cadet Program will be assigned to the Field Operations Support Group under the supervision and direction of the program coordinator. The program will have two (2) associate coordinators; one will be assigned to operations and training while the other will be tasked with recruitment and administrative functions. A team of sworn officers along with civilian personnel shall act as advisors and assist with providing field training when appropriate. Police cadets will not be commissioned with sworn officer status, and cadets will be prohibited from identifying themselves, or otherwise acting, as sworn law enforcement officers. All police department personnel will be superior in rank to any cadet, and any lawful order rendered by police department personnel to a cadet will be immediately followed. MEMORANDUM Page 7 of 29 Page 2 of 3 To be eligible for the program, cadet candidates must have reached their 14th birthday and have graduated 8th grade. Each candidate will be required to complete a written application and undergo a thorough background review to assess character and integrity. Once accepted, cadets will be required to remain free from negative police contact(s) and must remain a full-time student with a minimum grade point average of 2.0 on a 4.0 scale (C grade) unless they meet such requirements to graduate early. This program is not intended to be used as a punishment, and all cadets must participate willingly. Cadets will be expected to follow all rules and regulations set forth by the cadet program policy. Any and all violations can lead to dismissal from the program. A training manual is being finalized to ensure cadets receive standardized instruction. All training will be approved by the program coordinator and Chief of Police prior to dissemination. Sworn officers and other department members who specialize in certain training aspects will be permitted to train cadets. Aside from training, cadets will also assist the police department with the following tasks/assignments: •Crime prevention services •Community relation events •Traffic/crowd control at parades, events, and other festivals •Participating with bicycle safety programs •Assist the department during natural disasters and will training exercises •Assist with organized searches for lost/missing persons (deemed not to be a threat) Cadets will be provided with a basic uniform to differentiate themselves from department employees. These uniforms will meet specifications determined by the program coordinator with the approval of the Chief of Police. No insignia on the uniform with utilize the word “POLICE” and will explicitly indicate “CADET.” Under no circumstances will cadets be permitted to respond to active calls for service indicating a threat to the public. Cadets are required to adhere to any/all lawful orders issued to them by sworn members or civilian employees of the Buffalo Grove Police Department. Police cadets shall not be assigned to, or become involved in, any assignment which requires the use of force other than that situations may escalate forcing the police cadet to use force to defend themselves prior to the arrival of a sworn officer, or to come to the aid of a sworn officer requesting such aid. The police cadet program will not only allow youth to learn about various aspects of law enforcement but will also mold future candidates to fill vacant positions within the department. Other local police departments that have operated a cadet/explorer program have demonstrated great success regarding hiring and promoting law enforcement professionals. To note, members of the Lincolnshire Police Explorer Post have filled more than 130 positions in more than 50 local, county, state, and federal law enforcement entities across the country. The Buffalo Grove Police Cadet Program will serve as an avenue for prospective candidates to develop contacts within the law enforcement profession and begin to network with personnel from various jurisdictions. FINANCIAL IMPACT Page 8 of 29 Page 3 of 3 The exact financial impact of the cadet program will be determined after a review of qualified candidates is completed. It is anticipated that it will cost roughly $630 to outfit each cadet. Staff requested a very slight increase in our operating (uniforms) proposed FY25 budget to fund these projected costs. The Department will issue necessary equipment allow for uniformity and safety of the cadets. Equipment intended to be provided to each participant is listed below: •Polo shirt •Jacket •Pants •Boots •Belt •Hat Items provided to the cadets will remain departmental property and will be returned by all cadets upon separation from the program. Equipment can be repurposed to allow for cost savings. Cadets are volunteers will be considered volunteers of the Buffalo Grove Police Department and will not be classified as employees of the Village of Buffalo Grove and will not be afforded such benefits as an employee as outlined in the Village of Buffalo Grove Personnel Manual. NEXT STEPS The Cadet Program Steering Committee has completed all planning stages of the proposed program and the recruitment process is ready to launch. The first step is to obtain an accurate depiction of the number of candidates interested. This will help determine the needs of the program and will allow for the program coordinator, associate coordinators, and advisors to better design aspects to meet the ideas noted above. The draft program flyer contains a QR code to allow interested individuals to input their information into a database. Once a baseline of candidates is established, applications can then be sent electronically with anticipated onboarding of our first class in the 2nd quarter of 2025. Page 9 of 29 Page 1 of 1 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 3.c. Staff presentation regarding fund raising sponsorship program for the Rick Kahen Commission for Residents with Disabilities Contacts Liaison: Trustee Stein Staff: Tyler Ankney Staff Recommendation Staff recommends presentation. Summary Background Staff will be presenting the RKCRD Sponsorship Program designed to raise funds to continue to provide impactful and meaningful family events for our disabled residents Strategic Alignment Guiding Principle Principle 1: Financially Responsible and Sound Principle 2: Outstanding Village Services Principle 6: Engages Our Residents Principle 7: Builds Our Community Goal Goal 1: Maintained effective village government: fiscally responsible and providing outstanding, responsive services Goal 3: Strengthened Buffalo Grove community identity and pride Goal 4: Vibrant and innovative community: leading edge Goal 5: More livable Buffalo Grove community with leisure experiences for all File Attachments None Page 10 of 29 Page 1 of 1 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 3.d. Discussion Regarding Clove Park Contacts Liaison: Trustee Weidenfeld Staff: Nicole Woods Staff Recommendation Staff recommends discussion. Summary See attached memorandum. Strategic Alignment Guiding Principle Principle 3: Plan and Invest in the Future Goal Goal 2: Enhanced, beautiful, safe and sustainable neighborhoods Goal 3: Strengthened Buffalo Grove community identity and pride Goal 4: Vibrant and innovative community: leading edge Goal 5: More livable Buffalo Grove community with leisure experiences for all File Attachments 1. Memo Clove Park Planning 2. Exhibit A. WRT Qualifications and Comparable Projects Submittal Page 11 of 29 Page 1 of 5 DATE: January 30, 2025 TO: Village Manager Dane Bragg FROM: Nicole Woods, Director of Community Development SUBJECT: Clove Park Planning BACKGROUND In 2018, the Buffalo Grove adopted the Lake Cook Corridor Plan (LCCP) as part of the Comprehensive Plan to identify how the Village can best reposition the Lake Cook Corridor to improve the community’s identity, vitality, and fiscal sustainability. LCCP prioritized the redevelopment the former Town Center into a compact and active mixed-use Village Center for the community. In September 2022, the Village, along with developers Kensington Partners and Urban Street, celebrated the groundbreaking for the redevelopment of the Town Center with a new mixed-use district called, The Clove. The Clove’s site plan, accessibility, building orientation, and related building and planning stipulations, embraces LCCP’s vison by implementing the key concepts featured in the LCCP including: • An active mixed-use Village center • Reflect market realities • Pedestrian-Friendly • New publicly-accessible open space • New established identity for the Village • Improved connectivity & multi-modal accessibility • Sensitive to existing environmental feature MEMORANDUM Page 12 of 29 Page 2 of 5 As the Clove is approaching the mid-mark of its completion, these concepts are now guiding the final elements of this site, which includes incorporating the redevelopment of the former Boston Market and Burger King outlots, that were not previously available for redevelopment. With the foundation in place, momentum rising, and additional opportunities opening, the time is ripe to drawn upon the concepts above to guide a vital component of The Clove yet to be designed: the one-acre central park. Community leaders, staff, residents, business and other stakeholders greatly value this element of The Clove and view its significance to extend beyond the development and onto the community and regional stage. As a result, the Village has not only retained ownership of the park but also intends on leading its design. PLAN OBJECTIVES The objectives in designing the central park are best understood in realizing its significance within the context of the key themes of open space, connectivity, civic pride, focal points, and character as identified below. Objective 1. Identify/assert its position within the greater local and regional parks and open spaces network. Over the past few years, Buffalo Grove has completed three interrelated projects, a Branding and Logo Initiative, Strategic Plan, and a Comprehensive Plan update. The outreach for these projects, which was often combined and/or complementary, found that one of the town’s most cherished and distinguished features is its abundance and accessibility to parks, trails, and open space. In conjunction with Rotary Green, the Clove’s central park can draw from this network as well as contribute to it by providing an eastern linkage. Ultimately, the park’s design should look to complement and coordinate with other open spaces as well as distinguish itself within the larger open space context. Objective 2. Enhance the Civic Triangle Buffalo Grove is a community that is organized around civic, commercial and industrial nodes. The Village’s civic nodes are places of identity that generally have a mix of uses including civic use (school, park, etc.) as well as other important landmarks. Three key civic nodes, which include Mike Rylko Park area, the Lake Cook Corridor’s eastern edge (The Clove, The Grove, St. Mary’s, Northwest Community Healthcare), and the LCC’s western edge (Chase Plaza, Buffalo Grove Golf Course) create a Civic Triangle that represents the heart of Buffalo Grove. This triangle of nodes is a conflation of higher densities, taller buildings, a mix of uses, a connective greenway, and significant Buffalo Grove landmarks/civic uses. Objective 3. Capture and integrate the Urban/Suburban Dynamic inherent to the Clove’s Development The Clove development aims to create the vitality of an urban environment while recognizing and incorporating its suburban setting. Urban elements such as mixed-use developments, walkability, high- Page 13 of 29 Page 3 of 5 density residential, and contained and constrained parking areas, help to foster an environment that concentrates people, energy, and activity to create vibrancy and excitement. At the same time, the auto- oriented elements of the Clove, including the various outlots, drive-throughs, surface parking lots and auto access points, literally and figuratively ground the development into its suburban surrounding and market reality. Through the park’s relatively compact size, adjacency to commercial properties, and utility as the front lawn to the 300 units in the residential building, it retains a downtown/urban feeling. At the same time, the park’s strategic placement along Route 83 enables great visibility to the tenants within The Clove, thereby reflecting the suburban pull. The further design and programming of the park should be cognizant of these dynamics and continue to hold both. The design should capitalize and compound the energy and vitality created by the mixed-use, walkable development. At the same time, the design should also recognize that it is part of a larger suburban fabric and community and must accommodate those influences and preferences according. Objective 4. Accommodate activity and that is versatile and adaptable to variety of uses and weather. The Clove’s park should be a place of activity. Given its limited size and targeted audience (those within walking distance of the park as well as the community and visitors at-large), the park must also be versatile for variety of uses. Potential uses could include arts, concerts, farmers markets, civic uses, active/passive recreation, family fun, health/wellness, entertainment, festivals, education, enrichment, and other special events. Restaurants flanking the park should be able to have their patios encroach into the space if necessary while nearby fast causal restaurants and other potential food/drink vendors, should be able to have customers carry-out their food to enjoy along the lawn. The park’s versatility should include its programing and uses in a variety of weather and seasons. Objective 5. Become an iconic image and landmark for the Village that aligns with the community’s vison and character. The Clove Park will become one of the most visible parks in Buffalo Grove as approximately 300 residential units will peer over it, over 8,000 cars will daily drive past it, and various businesses will line its perimeter. As a result, the park will likely become synonymous with The Clove and the community as an iconic image/landmark. The look, feel, and use of the park should match the tone and tenor of Buffalo Grove in 2024. It is expected that the Clove project will have an outreach process that includes stakeholders such as the Clove property owners and developers (Kensington and Urban Street), Village leadership, residents, nearby businesses and property owners, and the Park District. Page 14 of 29 Page 4 of 5 RETAINING PROFESSIONAL SERVICES FOR PARK DESIGN WRT, a landscape, planning, and architecture firm has expressed interest in taking on the challenge of designing the Clove Park. Their portfolio includes open space design that scales from 0.25 to 4,000 acres. Their skillset is in navigating the environmental, fiscal, structural, and community constraints and demands to create meaningful, authentic open spaces that weave in playful, artistic, educational, interactive, aesthetic, and functional elements. A key example of this type of ingenuity is exemplified from their work at Ashland Zocalo park in San Leandro, California, which is about 25 miles east of San Francisco. This park was a former one-acre car lot that is surrounded by streets, parking lots, apartments, and other commercial outlots. WRT and their partners were charged with developing a community-driven design concept for the new park. WRT and partners held a series of community meetings and were provided some key themes and objectives for the park which included authenticity, functionality, environmental sustainability, art, local ecology, safety, and the notion that the park would be an extension of the community’s back or front yard or in other words, the “neighborhood living room.” Building from these community engagement themes and findings, the landscape architect created a final master plan that included a multi-purpose lawn, play areas and structures, interactive water feature, murals, outdoor stage, a walking loop, and a public plaza with shade structures for pop-up markets and food trucks and a demonstration garden developed by the local high school. The park, which was named “Zocalo” (Spanish for public square), was fitting given the large Latino demographic in the area. To apply a similar type of ingenuity to the Clove Park, WRT has proposed the following framework for the Clove park design process. The final results include a conceptual plan and rendering that can then be utilized as a concept for construction and engineering plans. Ashland Zocalo Park Page 15 of 29 Page 5 of 5 As shown above, the project includes in-person and virtual engagement. The intention of this integration is to help optimize and customize outreach given the Village’s institutional knowledge as well as help reduce labor and cost on behalf of WRT. The cost of the park concept plan will be approximately $108,000. Ultimately, this project could be reimbursed with the Lake Cook Corridor TIF funds, once TIF funds are generated. NEXT STEPS At the February Committee of the Whole, staff will introduce the Clove Park objectives for design as well as WRT’s approach to meet these objectives. Staff will then take feedback from the Board’s discussion and integrate any comments into a proposed contract with WRT, which can be presented to the Board at a future Board meeting for further action. APPENDICES a. WRT Qualifications and Comparable Projects submittal Page 16 of 29 WRT FIRM OVERVIEW WRT works across scales and professional disciplines to create forward-thinking, actionable solutions that meet the unique needs of the communities we serve. We promote the cross-pollination of ideas, perspectives, and techniques by emphasizing integrative learning, critical thinking, and creative problem solving among our staff of planners, urban designers, landscape architects, and architects, as well as with our clients and partners. We have always believed that although each professional discipline has a focal area of expertise and concern, each must be viewed as overlapping with the others in a continuum: from the wider ecological, environmental, social, economic, and urban planning factors through landscape, urban design, and ultimately architectural form. Each of the disciplines we practice seeks a balanced approach to the natural, physical, social, and economic factors in considering a project’s sustainability. WRT is a team of planners, urban designers, architects, and landscape architects. We value the impact of our collective approach to create simple solutions for complex problems across scales. We serve our communities by designing places that enhance the natural and social environment. GEORGETOWN WATERFRONT PARK | WRT WASHINGTON, DC Page 17 of 29 Regardless of the scale of the assignment, all of the firm’s work strives to meet high standards of design excellence to express the cultural identity of the place. WRT’s success is based on our tradition of excellence, innovation, and leadership in planning and design, and our commitment to the firm’s guiding principles of designing with nature and reinforcing urbanism. We work with communities to address and integrate complex issues related to quality of life and physical character, growth management, economic and fiscal health, infrastructure capacity, and resource preservation and activation. We build on the strengths of those who have come before us, but welcome change as an opportunity to create impact. Our practice is guided by the following themes: Placemaking at all Scales At its core, the craft of placemaking is the process of activating the public realm through design. It is our conviction that placemaking is integral to improving quality of life, supporting inclusive growth, and integrating the shared values of communities. Uniting planning, architecture, and landscape architecture, placemaking is a transformative tool that shapes public spaces into equitable community places. We develop a true understanding of the unique character of a community to create places that enhance existing assets, strengthen connections between people and spaces, and promote healthier communities. Achieving Equity We believe in equitable communities that level playing fields for their most vulnerable citizens—homeless, low-income, youth, elderly, disabled, immigrant, refugee, and LGBTQ. At our core, we believe that while talent is universal, opportunity is not. Our projects address this inequity by tackling issues of housing affordability/insecurity, mitigating gentrification/displacement, advocating for environmental justice, supporting local economies, building local capacity, focusing on community health and well-being, and ultimately re-balancing social determinants of health—so that talent can thrive everywhere. Embracing Community Values The threads of a community create a sense of belonging, strength, comfort, and resiliency. An understanding of these threads—shared stories, common values, a similar culture— forms a foundation from which communities can build capacity, regenerate, and blossom. We tailor engagement tools (from high- tech to no tech) to enable residents to discover the distinct characteristics of their communities, as well as their needs and ambitions. Working alongside communities, we shape aspirational yet implementable plans that range in scale from neighborhood, corridor, and district plans, to regional and citywide plans, to park and resiliency master plans. Planning For Resiliency Our planning and design practice is guided by an ecological and systems- based approach with resiliency at its core. This approach is essential in addressing today’s complex challenges dealing with environmental, social, economic, and technological changes. WRT was among the first planning and design firms to recognize the need to “design with nature” in order to sustain natural resources and provide a healthy living environment for all. We bring our expertise in ecology, parks and open space, green stormwater infrastructure, and revitalization of urban neighborhoods and districts to mitigate the vulnerabilities and challenges communities face and help them adapt for an ever-changing future. ARCHITECTS 45% PLANNERS 15% URBAN DESIGNERS 12% LANDSCAPE ARCHITECTS 28% FOUNDED IN1963 WRT HAS WON PLANNING AND DESIGN AWARDS 400+ Page 18 of 29 Ashland Zócalo Master Plan Ashland, CA WRT, in collaboration with HARD and TPL, led a comprehensive community-driven design process—from master planning to construction documentation—for Ashland Zócalo, a vibrant new park in the unincorporated East Bay community of Ashland. Now open, this amenity-rich space was shaped by extensive community engagement, ensuring it reflects the needs and aspirations of local residents. Community input played a central role in every phase of the project. Through well-attended meetings, including a community book-making workshop and a park design workshop, residents shared their visions for the park. WRT staff led these meetings in Spanish, with English translation provided as needed, ensuring broad accessibility. In response to community concerns, an additional meeting was held to carefully plan the relocation of an existing futsal court to another park. The final park design emerged directly from community feedback, with all input documented in multilingual formats to maintain transparency. Public art is a key element of Ashland Zócalo. In partnership with HARD and artist Debbie Koppmann, WRT facilitated an art-making workshop where community members helped shape the park’s artistic vision. The resulting design balances much-needed green space with hardscape areas that support a market plaza and community events. Page 19 of 29 The park offers ample open green space for flexible use, a robust tree canopy and shade structures, a nature-inspired playground, a water feature for cooling off on hot days, and a market plaza to promote local commerce. Intensive programming ensures that Ashland Zócalo meets the diverse needs of the community. Initially developed as part of a grant application effort, the project secured $7 million in funding for its implementation. Throughout the design process, the team remained committed to incorporating community feedback into every detail. Ashland Zócalo celebrates the neighborhood’s rich character through thoughtful material choices, vibrant colors, and dynamic programming. Now a thriving community hub, the park provides a welcoming space where all Ashland residents can gather, play, and take pride in their neighborhood. Page 20 of 29 Mariposa Park at UCSF Mission Bay San Francisco, CA Mariposa Park is a 2.5 acre urban park located in the Mission Bay neighborhood of San Francisco. Developed in conjunction with the UCSF Russell Benioff Children’s Hospital, the park provides a multi-functional outdoor space for patients, hospital staff, and the surrounding neighborhood to picnic, play, and relax in a rich and ecologically vibrant landscape. Born out of extensive community dialogue, the design creates a distinctive landscape of forms and elements that celebrate the heritage of the industrial waterfront and local ecology. The story of early use of the site as a railyard is told through the design of the plaza, paths, and shade structures. A trellis made of locally salvaged timbers and steel I-beams replicate the roundhouse tracks and turntable. Where spur lines once radiated, gabion segments filled with brick, concrete, and asphalt rubble collected from nearby building demolition – trace their paths. The gabions create a unifying language of perimeter markers, field game viewing platforms, and habitat for small fauna. Trimmed in wood, gabions in the plaza become impromptu stages and seats. Page 21 of 29 Park ecology is both meaningful and character-defining. Planting promotes biodiversity through use of extensive native species that attract bird and beneficial insects. Butterflies, as inspiration for the park’s biomorphic forms and the park’s namesake, are particularly supported. Plant species associated with the endemic and endangered Mission Blue butterfly are included. Stormwater is managed through vegetated swales and other LID techniques. Children’s play features continue the theme of butterflies. The four stages of metamorphosis — itself a metaphor for healing — are expressed in the features; colored egg spheres, a string of caterpillar balancing balls, web cocoon climber swing, and flight lift off mounds. Through planting and play, WRT created a healing space that welcomes children, hospital visitors, and neighbors in Mission Bay. Page 22 of 29 Windsor Civic Center Visioning Plan + Town Green Windsor, CA WRT led the consultant team for the Town of Windsor’s Civic Center Visioning Study. In parallel to the process of updating their General Plan, the Town initiated this study for the Civic Center and adjacent areas. Being cognizant of the importance of this space to the community – which is currently used for a variety of public services, including the town hall and administration facilities, law enforcement facilities and fleet parking, a public library, a public gym, and school district offices – the Town’s leadership hopes to guide future development of the study area in a way that will further develop a cohesive, vibrant mixed- use downtown and foster additional activation of the Town Green. To this end, the study provides direction for the urban form, public amenities, and economic viability of future development in the Civic Center Planning Area that builds upon the ongoing success of downtown Windsor. Ultimately guided by the Town’s General Plan, an Urban Structure Plan and Design Guidance document was the final outcome of this study and the basis for a developer RFQ, that WRT wrote on behalf of the Town, for one of the parcels in the project area. A developer was selected through a multi-stage selection process. Page 23 of 29 This Study followed the success of the WRT- designed Town Green which is the heart of the Civic Center area, 15 years after it was built. The creation of the 4.5-acre Town Green was a key element in Windsor’s strategy to establish a town center for this growing Sonoma County community, spurring reinvestment and serving as a nucleus for a revitalized downtown. WRT worked with the community to design and build a park that would serve as both a civic space for public events and a park space for informal socializing and recreation. The design draws on the Town’s rural agricultural heritage to embrace the community’s past and enhance its civic identity. More than just an open space feature, the Green is actively programmed, supporting a weekly farmers market, a thriving summer theater and concert series, and numerous holiday celebrations. Page 24 of 29 Oyama Yuen Harvest Walk Oyama-Shi, Tochigi Prefecture, Japan On the former site of Oyama Yuenchi, a well-known amusement park, Oyama Yuen Harvest Walk is a shopping center located north of Tokyo in the Tochigi Prefecture of Japan. Originally constructed in 2007, the site gradually evolved into a shopping destination with two distinct zones: a cluster of large roadside stores around the perimeter of the property, and a collection of smaller retail stores in the center. The preexisting conditions did not provide for an active interchange of consumers between the two zones, with few consumers entering the small-retail zone due to difficult walking conditions and a lack of accessible pedestrian circulation. The newly renovated project transforms large portions of the original vehicular landscape into an active and vibrant public realm, with a concept of “shopping in the park.” At its heart, Merry-Go-Round Town generates excitement through an artifact of the former site, surrounded by rich planting palettes and site furnishings. The Harvest and Rambling Walks serve as wayfinding landscapes, designed to direct pedestrian traffic, while Sakura Plaza and Water Plaza offer a moment of pause and opportunities for play. An undulating “river” of plantings weaves the Harvest Plaza and Forest Garden, encouraging interaction with the environment. No longer is the shopping experience defined by the proximity of one’s car to the storefront, but rather by the experience one has from the moment they arrive on site. Page 25 of 29 Page 26 of 29 Congress Square Redesign Portland, ME WRT was selected as the design team for the Congress Square Redesign project, a large- scale renovation in the heart of the Arts District of Portland, Maine. This New England urban square currently gives priority to motor vehicles at the expense of the pedestrian experience. The 1.3-acre public space consists of a five-way intersection, one public park, two public plazas, two traffic islands, and surrounding sidewalks. The redesign comes after Portland City Council’s vote to sell about two-thirds of Congress Square Park in 2013. The sale encountered strong neighborhood opposition, and residents collected signatures calling for a citywide referendum which passed in 2014, to undo the sale and increase protections for all city parks. Year‐round, the Square provides a welcome break in the dense, historic district, where one encounters a range of activities including events and installations that celebrate local arts and culture, and foster spontaneity and informal gathering. As a gateway intersection, the redesigned Congress Square places priority on the pedestrian experience and safety while accommodating all transportation modes in an efficient manner. Page 27 of 29 The direction of the project was defined by its unique collaborative approach. There was a high level of community interest and participation – neighborhood organizations, residents, nonprofits, arts organizations, and the business community have worked with the City of Portland for more than five years to develop a vision for Congress Square, creating an exciting and rare opportunity for design and art collaboration during the process. In addition, the project is a public/ private partnership with three partners - the City of Portland, the Portland Public Art Committee, and Friends of Congress Square Park. WRT hosted multiple public meetings, and coordinated with a public art consultant to create a schematic design for the square. The project’s Design Development Design phase was completed in 2018. Approvals, construction documentation, fundraising, and implementation of the project is currently underway. Page 28 of 29 Page 1 of 1 AGENDA ITEM SUMMARY BUFFALO GROVE VILLAGE BOARD Committee of the Whole: February 3, 2025 AGENDA ITEM 5.a. Executive Session - Section 2(C)(1) of the Illinois Open Meetings Act: the Appointment, Employment, Compensation, Discipline, Performance, or Dismissal of Specific Employees of the Public Body or Legal Counsel for the Public Body, Including Hearing Testimony on a Complaint Lodged Against an Employee of the Public Body or Against Legal Counsel for the Public Body to Determine Its Validity. Contacts Liaison: President Smith Staff: Dane Bragg Staff Recommendation Staff recommends move to Executive Session. Summary Executive Session - Section 2(C)(1) of the Illinois Open Meetings Act: the Appointment, Employment, Compensation, Discipline, Performance, or Dismissal of Specific Employees of the Public Body or Legal Counsel for the Public Body, Including Hearing Testimony on a Complaint Lodged Against an Employee of the Public Body or Against Legal Counsel for the Public Body to Determine Its Validity. Strategic Alignment Guiding Principle Principle 4: High Performing Village Team Goal Goal 1: Maintained effective village government: fiscally responsible and providing outstanding, responsive services File Attachments None Page 29 of 29