NEIGHBORHOOD PLAN - Oak Park, Illinois … · 29.03.2007 · Part : Market Analysis .....21 Market...

March 2007

NEIGHBORHOOD PLAN

©2007 Solomon Cordwell Buenz

Adopted by the Village Board of Trustees on March 29th 2007

�March 2007


Lake Street Neighborhood Plan

Acknowledgements

Part 1: The District ..................................................................7 WhyPlanNow? GoalsandObjectives

Part 2: Planning Process ....................................................15 ProjectTeamandProcess CommunityParticipation

Part �: Market Analysis ....................................................21 MarketConditions MarketCharacteristics SWOTAnalysis DevelopmentIssuesandOpportunities Part 4: Land Use and Zoning ....................................................�1 UnderstandingtheDistrict CurrentBusinessesintheDistrict LandUseintheDistrict IssueswithCurrentZoning DevelopmentIssuesinOakPark DistrictZones

Part 5: Historic Preservations Analysis .....................................5� HistoricOverview Preface DistrictBackground ProjectMethodology SurveySummary

Part 6: Transportation and Parking ........................................67 TrafficVolumes TransportationandParkingIssues ExistingParkingCounts

Part 7: Recommendations ..................................................................7� LandUseRecommendations TransportationandParkingRecommendations BlockbyBlockRecommendationsPart 8: Design Guidelines ..................................................................87 UrbanDesignGuidelines ImagePreferenceSurvey StreetscapeGuidelines RetailGuidelines

Part 9: Sustainable Design Practices - LEED ..........................................97 WhatisLEED®? LEEDforNeighborhoodDevelopment LocationEfficiency EnvironmentalPreservation EncourageCompact,Complete,&ConnectedNeighborhoods ResourceEfficiency

Part 10: Implementation Plan ................................................................101 OrganizationandImplementation Marketing BusinessRecruitmentandDevelopment PhysicalDesignImplementation ActionPlan

List of Illustrations ............................................................................106

Appendices .........................................................................................109 AppendixI-CommunitySurveyResults AppendixII-HighSchoolResponses AppendixIII-ParcelRedevelopmentStrategies AppendixIV-VillageProgramsforRetailImprovements AppendixV-HistoricPreservation AppendixVI-CurrentZoning

TABLE OF CONTENTS

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ACKNOWLEDGEMENTS

TheLakeStreetNeighborhoodRedevelopmentteamappreciatesandacknowledgesthecontributionsofthenumerousOakParkcitizenswhoworkedwithustoidentifycriticalplanningissuesandstrategies,sharedideasatcommunitymeetings,andparticipatedinconsensusbuildingeffortstosuccessfullycompletethisplan.Manyindividualsvolunteeredtheirtimetoparticipateinbusinessownerinterviewsandstakeholderfocusgroupstoidentifythespecificchallengestothisdistrict.WewouldespeciallyliketorecognizetheVillageleadershipfortheirguidanceonOakParkgoalsandobjectivesandtheircommitmenttorevitalizetheLakeStreetNeighborhood.

Plan Commission

ColletteLueck,ChairpersonCharlesBassettGaryBelenkeDougLow(untilAugust2006)MichaelQuinnSteveRuszczykPennyWallingfordLindaBolteVictorGuarino

Village of Oak Park

ThomasW.Barwin,VillageManagerLisaShelley,DeputyVillageManagerAdolfoBenages,ParkingDevelopmentManagerJimBudrick,VillageEngineerLorettaDaly,BusinessServicesManagerJa’NetDeFell,BusinessSpecialistCraigFailor,VillagePlanner,ProjectManagerLoriSommers,AssistantVillagePlannerDougKaarre,UrbanPlanner,HistoricPreservation

Current Board of Trustees

DavidPope,VillagePresidentGeoffBaker,Trustee(untilNov,2006)ElizabethBrady,TrusteeMarthaBrock,TrusteeGalenGockel,TrusteeRayJohnson,TrusteeGregMarsey,TrusteeRobertMilstein,TrusteeSandraSokol,VillageClerk

OPRF High School

RebeccaKucharskiKatherineForan

Planning Consultant Team

SolomonCordwellBuenzPrimeConsultantsInassociationwith:

BusinessDistrictsInc.Wiss,Janney,ElstnerAssociates,Inc.FishTransportationGroupMichaelIversen,HistoricPreservation,Historian&Consultanttoteam

7March 2007



PART 1

The District Why Plan Now?

Goals and Objectives

Village of Oak Park, IL

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Now is theoptimal time to instituteaplan for thedevelopment of the Lake Street NeighborhoodandBusinessDistrict(theDistrict).ThecurrentrealestatetrendsintheVillagehaveimpactedOakPark,which currently has one of the highest rising realestatevaluesintheregion.*Atpresentwehavetheopportunitytoestablishaplanforthedistrictbeforethereissignificantdevelopmentpressure.

Building on the District AssetsByframingaplanfortheDistrict,theVillagecanpositionitselfsuchthatitprovidesgoals

fordevelopmentoftheareaincompliancewithdevelopmentopportunitiesandcommunityrequirements.Havingdescriptivegoalsandvisionsforthedistrictalsoempowersthecommunitybygivingthemavoiceintheprocessandtheabilitytoshapeanyredevelopmentornewdevelopmentintheareathroughtheimplementationofdesignguidelines.

WorkingwiththeexistingbusinessesandrecruitingnewbusinessesintotheareaisacriticalelementthatwillimpactthesuccessoftheLake

StreetNeighborhoodPlan.AthoroughmarketanalysisoftheneighborhoodmakesitpossibletoascertainthetypesofbusinessesthatbenefittheareaandcomplementthevisionssetforthaspartofthisPlan.Theuseofdesignelementsandcatalystretaildevelopmentprojectswillenliventheareaandserveasthesteppingstonestothedistricttransformation.Theplanaspirestocreateavibrant,thrivingbusinessdistrictwhichoffersqualityretailandresidentialoptionstoitsresidents.

*Source:Crain’sBusinessChicago

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LAKE STREET

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Figure 1.01: Lake Street Business Corridor

SOUTH BOULEVARD

Why Plan Now?

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Goals and Objectives

TheLakeStreetbusinesscorridorisoneofthehighestperformingbusinessdistrictsinOakPark.Ourprimarytaskistotransformitintoathrivingdistrictand“greatplace”.AsOakParkdevelopsfurther,therewillbeconsiderablepressuretoredevelopthiscorridor.Thefocusoftheplanwillbeonimprovingexistingbusinessesandattractinghighqualityretailtothearea.SouthBoulevardisincludedintheLakeStreetDistrictbutisseparatedbytheCTArailembankment.RetailalongSouthBoulevardisconcentratedatRidgelandAvenueadjacenttotheCTAstation.AmajorityofSouthBoulevardisresidentialincharacter.Thesouthsidehasmanyattractiveandvintageapartmentbuildingswhilethenorthsideisdefinedbytherailembankment.Creatinga

unifiedstreetscapeandimageforSouthBoulevardisonegoalofthisplan.Economic Development and Increasing Sales Tax Opportunities: ThisdistrictcontainstwogrocerystoresDominick’sandAldi’sthatanchortwodistinctclustersofretailalongLakeStreet.Asdescribedindetailinthemarketanalysischapterthegrocerystoresarehighvolumesales,thereforeagreatmunicipalrevenuesource.AstheVillagelookstothefuture,propertytaxreliefisamajorissueandincreasingthesalestaxrevenuecanbeonewaytolowerotherVillagetaxes.Withthatgoalinmind,thisplanseekstofindwaystoincreasethesalespotentialofthedistrictandprovideformoredevelopmentopportunities.

Establishing a Compelling Vision: Besidesthetwo

grocers,mostoftheLakeStreetdistrictcontainsmanysmallretailbusinesses,someofficesandnumerousservicebasedbusinesses.Visuallythereisadisparitybetweenthequalityoftheresidentialneighborhoodstothenorthandsouth,andtheimageoftheretailcorridor.Manyoftheretailwindowsdonotaddressthestreetor

providevisualconnectionsintostorefronts.Thestreetscapeisinconsistentandneedsupgradesandmaintenance.Fortheoveralldevelopmentofthedistrict,improvementsfrombothabusinessandphysicalappearanceperspectiveneedtobeinitiated.

Development Goals:ThecentraldevelopmentgoalfortheDistrictistoshapeacontextthatwillenhanceprivateinvestmentconsistentwiththevisionoftheplan.

Development Strengths:Thesestrengthsarebasedonthecollectiveworkoftheprojectteam,villagestaff,andthecommunity.Thesedistrictstrengths

Figure 1.0�: Dominick’s is a large producer of revenue from taxes in the District

L A K E

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StudyAreaCityBoundaryFigure 1.02: Study Area

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werefurtherconfirmedbyselectedmembersofthedevelopmentcommunity.

•Themarketanddevelopmentpotentialofthedistrictisstrong.

•ThecurrentscaleofdevelopmentisappropriateforOakParkbutcouldbeincreasedindensityinwayswhichwouldremainconsistentwiththedistrictandtheVillageasawhole.

•Thedistrictisnot“startingfromscratch.”Ithasahistoryasabusinessdistrictwithstrongvitalanchorsthatcansupportitsrevitalization.

Addressing Current Development Constraints: Thesevenblockscomprisingthedistrictdonotprovidethe“strongcompatibleadjacencies”describedinthemarketanalysisasimportantforretailstrength.Theplanrecommendationshelpoffsettheseconsequencesoffragmentation:•Fragmentation,withoutaplan,createsriskfor

investorsanddevelopers.

-Unevenrentsforinconsistentproperties,makeithardtosupportcomparablesinthefinancingofnewinvestments;

-Predictingfuturenearbyusesand,hencemarketvalue,ismademoredifficult;

•Fragmentationaggravatesperceivedcrimeasadevelopmentconstraint

-Nounified,consistentfrontfor“zerotolerance”ofcrimeandcommunicationwithVillagepolice;

-Nounified,consistentfrontoncodeenforcement;

-Lackingcohesion,thedistrictisoftenperceivedasatransitionalareatotheCityofChicagoratherthanaspartofOakParkandadistrictinitsownright.

Identifying Key Redevelopment Opportunities and Catalyst Projects:Thedistrictfunctionstodayasadiscontinuousstringofretailactivityandserviceorientedbusinesses.Thereexistmanyproperties

thatarewelllocatedbutarenotservingtheirfullpotential.Theseunder-servedpropertiesareprimeredevelopmentopportunitiesthatcanthenserveascatalystsformorefutureretaildevelopment.Strengtheninganchorretailersandcatalystswillhelptriggerfurthergrowthalongthecorridorandsetthetrendfortheprogressionoftheentirebusinessdistrict.

Theseissuesareaddressedbythefollowingsummaryofthedevelopmentcontextrecommendations,providingpredictabilitywhileincorporatingkeyredevelopmentopportunitiesandcatalystprojects:

• Createonedistrict,book-endedwithtwostrongretailnodes,atAustinandatRidgeland.

• RedeveloptheAustinnodebysupportingtheredevelopmentplanbyAldigrocerystorewithadditionalredevelopmentofneighborhood

Figure 1.04: Existing Retail along Lake Street Figure 1.05: Retail along Austin Blvd Figure 1.06: Retail at Austin and Lake Street

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propertiesandincreasetotheparkingcapacityonthenewgarage.

-AfewpropertyownersonthenorthsideofLakeStreethaveexpressedinterestinredevelopingtheirpropertiesontheblockbetweenAustinAvenueandHumphreyAvenue.

-Newdevelopmentcandefinethe“entrance”tothedistrictandtoOakParkinasignificantway.

• DirecttheAustinnodetoawidevarietyofneighborhoodservingretailincludingrestaurants,drugstore,aswellasto“home”andservicebusinesses.

• DirecttheRidgelandnodetohighervolumesales,wheretheretailreflectshigherpercapitaspending.Encourageredevelopmentofthelargerparcelstohigherdensity(4levels)tocreatemixeduse,retail,parking,officeandresidentialdevelopment.

• Encourageresidentialdwellingswithinthetransitionalareasthatcanincludehomeoffices.

• Re-configureHarveytoprovideabetternorth-southconnectionforbothvehiclesandpedestrians.

• Improvethenegativeimpactoftherail

embankmentandenhancethepedestrianexperiencebyimprovingtheCTAentrances,transitdropoffzone,parkingareas,lightingintheunderpasses,andstreetscapealongSouthBoulevard.

• Directtherelocationofservicebusinesses(automotive,constructionandothernonstorefrontorientedbusinesses)bycreatingaservicecorridoralongNorthBoulevard;thereforestrengtheningtheimageofpropertiesalongLakeStreettobeeitherstorefrontretailshopsorresidential.ImprovetheaccessandprovidegoodsignagetoNorthBoulevard.

• EncouragefirstfloorretaildevelopmentattheintersectionofSouthBoulevardandRidgelandAvenue.ThedevelopmentofthisretailnodewillfurtherreinforcetheretailcharacteralongRidgelandwhileprovidingconvenientretaillocationsclosetotheRidgelandCTAStation.

Developmentinthisdistrictisattractive,evenwiththeknowledgethatnoTIForotherpublicfunds

wouldbeavailable.RedevelopmentofstrategicpropertieswillrequirecoordinationbytheVillageandnegotiationswithexistingowners.

Creating an Inviting Pedestrian Experience:TheretailactivityonLakeStreetfunctionsonaday-timeschedule.Thereareonlyafewbusinessesthatremainopenaftersun-down(Dominicks’s,Aldi,DanceViva,SoapOperaLaundromat).Tocreateanactiveneighborhoodwithplentyofpedestrianactivity,newuseshavetobeaddedthatcatertopeopleforbothdayandeveninguses.

Improving the District’s Sense of Safety:Althoughincidentsofcrimehavediminishedovertheyears,thedistrictsuffersfromaperceptionofbeingunsafe.Thelightingonthestreetsisinadequateandtheentiredistrictlackspedestrianactivityandfoottrafficespeciallyatnighttime.Inordertochangethisperceptionofalackofsafetyandcreatealivelyneighborhood,activestepstoimprovethelightingandthepedestrianexperienceofthiscorridorarerequired.

Providing Convenient Parking: TheDistrictwilloutgrowitscurrentparkingcapacitywithanyadditionaldevelopment.Itcurrentlyhasa

Figure 1.07: Harvey Street Jog

Figure 1.08: CTA Viaduct Underpass

Figure 1.09: Parking Along Viaduct


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combinationofparkingcomprisingofon-streetparking,afewdedicatedretailparkinglotsandCTAparkingareas.ThenewAldiparkinggaragesetsanewurbanmodelfordevelopmentwithretailbelowandparkingonthesecondlevel.TheVillageshouldcoordinatewithAlditoprovideadditionalparkingforthedistrictbyaddingathirdfloorofparkingand/orsecondfloorconnectiontoneighboringpropertiessotheparkinggaragecanbeexpandedatalaterdate.

Preserving Existing Historic Structures:TheDistrictoverlapswiththeRidgeland/OakParkHistoricdistrict.Establishedintheearly1983thisdistrictstrivestopreservethehistoriccharacteroftheVillagebyensuringthatthehistoriccharacterofbuildingexteriorsismaintained.Sincesomeofthesestructuresexistwithinthisbusinessdistrict,theywillbepreservedaspertheregulationsoftheVillage.AdetailedanalysisofthepropertiesintheOakPark/RidgelandHistoricDistrictislocatedinthehistoricpreservationchapter.

Creating a Gateway at Austin Boulevard and Lake Street: ThepropertiesadjacenttoAustinBoulevardarepartoftheOakParkPerimeterOverlayDistrict.Theperimeteroverlaydistrictwascreatedprimarilytoimprovethevisualqualityoftheperimeterareasbyencouragingamixed-useretailzone.Itisalsointendedtolimitundesirableusesandprotecttheneighboringresidentialareas.

Figure 1.10: Historic Structures of Oak Park

March 2007

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PART 2

Planning Process Project Team and Process Community Participation


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Project Team and Process

A Multi- Disciplinary Team Approach: TheapproachforcreatingthisLakeStreetNeighborhoodPlanisaculminationoftheworkandcollaborationoffourfirms:SolomonCordwellBuenz(SCB),BusinessDistrictsInc.(BDI),WissJanney,ElstnerAssociates,Inc.(WJE),andFishTransportationGroup(FTG).Eachfirmprovideddistinctprofessionalexpertiserequiredtoovercomethemajorchallengesofthedistrict.SolomonCordwellBuenz,theprimeconsultant,managedtheprocess,coordinatedcommunityparticipation,establishedanurbandesignapproach,andcreatedbuild-outscenariosforthedistrict.BDIprovidedanindepthunderstandingofthecurrentretailmarketandcapacityofthedistrictwithinformationonretailtypesandsizes,aswellasthespendingpowerandnumberofpotentialcustomersforthiscorridor.WJEandMikeIversen,localhistorianandarchitect,conductedanin-depthhistoricalassessmentandcertifiedthebuildingsofsignificanthistoriccharacterintheDistrict.FTGprovidedguidanceonvarioustransportationissuesincludingparking,trafficcounts,roadwidthsandintersectionimprovementschemes.

Market and Business ModelEstablishingamarketandbusinessmodelforthedistrictwasthefirststepinthisplanningprocess.Themodelanalyzedthedistrict’scurrentbusinessneedsandidentifiedrecruitmentopportunitiesfor

futurebusinessesbasedontherealitiesofthisparticularmarket.Everyretailestablishmenthasspecificneedssuchasphysicalspacerequirements,visibilityissues,accessissues,parking,andsignage.Whenthebusinessgoalsareclearlyarticulatedforthedistrictthentheurbandesignissuescanbetailoredtocoordinateandenhancetheretailplan.

Urban Design VisionThephysicaldesignofthedistrictplaysamajorroleintheidentityoftheplaceandcanbeasignificantindicatorofneighborhoodvitality.Creatingacompellingurbandesignvisionisimportanttochangingtheperceptionofanydistrict.TheLakeStreetdesignelementsincluderoadways,buildingconfigurations,parkinglayouts,trafficcirculation,streetscape,landscape,storefrontdesign,andsignage.Asanurbandesignstrategyisdevelopedforthedistricteachcomponentneedstobetestedfordevelopmentimpacts,financialfeasibility,andtheoverallimplementationrequirements.

Implementation StrategiesTestingideasforimpactinthemarketplaceiscriticaltoensuringthegoalsandrecommendationsoftheplanareachievableonmanylevels.Earlyintheplanningprocessdevelopmentstrategiesweretestedwiththeinvestmentcommunity,businessowners,residentsandpotentialcustomersforfeasibilityanddesirability.

Urban Design Vision

Historical Pr

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Thriving District

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Figure 2.01: Planning Model

• Philosophically our approachidentifies and relies on three interrelated elements to create a thriving district.

- Creating a Market / Business Model- Establishing a Urban Design Vision- Developing Implementation Strategies

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Community Participation

I. Existing Conditions and Data Collection & Issue IdentificationTheinitialphasesetthestageforunderstandingthecriticalissuesandconcernsoftheVillageAdministration,residentsandbusinesscommunity.Theplanningteamcollectedallcriticalphysicalplanninginformationincludingadistrict-level,building-levelandparcel-level,landuseinventoryandregulatoryrequirements.WhilecarefullylisteningtotheVillageandcommunityregardingtheirprimarygoalsandobjectivesofthisstudyaninitialdistrictassessmentofallexistingconditionsincludingazoning,landuse,economic/marketassessment,transportation/trafficimpacts,siteamenitiesandtopographywascompleted.Aftercompilingthedatatheteamevaluatedthecriteriaforimpacts,opportunitiesandconstraints.

Community Session IThismeetingwasfocusedonidentifyingcriticalissuesinthedistrict.Theplanningteampresentedinitialdistrictfindings,observationsanddevelopmentstrategieswithaninteractivecommunitydialoguetoidentifyfurthercriticalissuesfortheLakeStreetBusinessDistrict.

II. Planning StrategiesTheconsultantsexaminedandanalyzedtheeconomic,regulatoryandphysicaldesignfactorsimpactingtheDistrict.BDIanalyzedmarketfactorswhileSCBandFTGassessedthephysicaldesignfactorsbyconductingavisualandbuildingutilizationassessment.Throughtheseexercises

Document Existing Conditions & Data Collection

Implement Strategy

THE PLANNING PROCESS

Develop a District Vision

COMMUNITY SESSION III: Build Consensus (24 October 2006)

Develop Planning Strategies

COMMUNITY SESSION II: Review Planning Strategies (19 September 2006)

Identify Issues

COMMUNITY SESSION I: Identify Critical Issues (22 August 2006)

Figure 2.02: Planning Process

Plan Commission

Village Board

Plan Adoption

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theconsultantsdevelopedarealisticlistofplanninggoalstoguidethemarketinganddevelopmentstrategyforthedistrict.Theseinitialgoalswerepresentedatacommunitysessionforpublicverificationorrevision.

Community Session IITheteampresentedavarietyofplanningalternativesforconsiderationbyandfeedbackfromthecommunity.Thesealternativesincludeddesignguidelines,developmentideasandbusinessstrategiesforestablishingafuturevisionforthedistrict.

III. District VisionTheconsultantswithVillageinputidentifiedvariousprioritizeddevelopmentandredevelopmentsites.Agraphicoverlayoftheprojectareawaspreparedwithadesignvisionillustratingthetypesofimprovementsandenhancementsrequiredtoattractnewbusinessesandcustomers.ThedesignconceptenhancedthespecificcharacteristicsandobjectivesuniquetoLakeStreet.

Community Session IIIThisfinalmeetingwasfocusedonreachingconsensusontheplanrecommendationsandcommunitypriorities.Thiswasaninformativepresentationbytheteamwhichsummarizedtheplanrecommendationsforfeedbackandprioritizationofkeycomponents.

IV. Implementation StrategyTheconsultantspreparedaDistrictFrameworkPlanincludingthefollowingelements:

Physical District Urban Design and Parcel Level Land Use Plan: SCBdevelopedadistrictsiteplanandillustrationsofthefinallanduseandparcellevelrecommendationsforrenovation,reuseand/ornewdevelopmentopportunities.

Target Business List: Aftercombiningmarketrealitiesandgaininginputfromthoseoverseeingthestudy,alistofbusinessespotentiallyinterestedinlocatinginthestudyareawasgenerated.Thislistfocusedonnationalchains,regionalchainsandindependentbusinessescapableofhandlinganotherlocation.

Preparing the Development Context: ThedatadevelopedasaproductofthisstudywillbeusedtocreateatwopageopportunityprofilethatwillbeusedtomarketLakeStreettopotentialinvestorsandnewbusinesses.

Figure 2.04: Community Meeting 1 - Group Exercise

Figure 2.05: Community Meeting 3 - Final Meeting

Figure 2.0�: Community Meeting 1 - Initial Presentation

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PART �

Market Analysis

Market Conditions Market Characteristics SWOT Analysis

Development Issues and Opportunities

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Market Conditions

BusinessDistricts,Inc.(BDI)hasbeenaskedtoanalyzeexistingmarketconditionsandpotentialmarketimprovementsforOakPark’sLakeStreetfromAustintoRidgeland.Thegoalofthismarketreviewistobettercapitalizeonconsumerdemandinadjacentneighborhoodsandthegreaterregionalmarketssothebusinessdistrictcanofferamoredesirablemixofstores,restaurantsandservicestodayandinthefuture.Thismarketreviewexaminesthreeprimarytopics:thestudyofthearea’soverallmarketpotential,strategiestostrengthenthearea,andfutureopportunitiesfordevelopmentandredevelopment.Theultimategoalisthelong-termsustainabilityandenhancementofLakeStreetasaneighborhoodandcommunityasset.

Project Area Description:Thestudyareacurrentlycontains66businessesofalltypes.Therearethreebusinessclusters:AustintoTayloronbothsidesofLakeStreetandanchoredbytheAldi’s;LombardtoElmwoodbothsidesofthestreetandanchoredbyDominick’s

andSouthBoulevardcenteredatRidgeland.Althoughthetwogroceryanchorsdominatethecorridor,consumerservicesarethelargestcategorybybusinessunitcount.

Themedicaloffices,drycleaners,automobilerepairshops,andfinancialservicesthatcomprisetheconsumerservicescategorybothcapitalizeontheanchors’customersandattractdestinationvisitors.Thismixed-useistypicalofatraditionalneighborhoodservingcommercialdistrictsandisexpectedtobeimportanttothefutureofthisDistrict.

Rentsvarygreatlywithvintagespaceleasingfor$13to$17persquarefootandfullyrenovatedspacecommandingupto$30persquarefoot.Manyofthebuildingsareowneroccupied.PlanscurrentlyunderwaytoexpandAldi’sandremodelDominick’sdemonstratethestrengthofthearea’sbusinessenvironment.ThebusinessownershipintheLakeStreetDistrictmixesthestrengthofhighvolumenationalchainswiththeappealofindependentbusinesses.

Theaveragedailytraffic(ADT)countsalongLakeStreetare:

• WestofRidgeland:16,000• RidgelandtoHarvey:14,000• HarveytoAustin:12,000• SouthBoulevard:3,600

Althoughthesevaluesarebelowthe20,000desiredinpurelyautosupportedretailclusters,thereissignificantmasstransitusewiththeMetra,CTAGreenLinestationintheareaandLakeStreetbusservice.Theeasypedestrianaccessalsoaddssignificantlytotheaccessiblecustomerbase.

Figure �.01: Unit Mixes of Businesses Along the Entire District Figure �.02: Dominick’s Cluster: Unit Business Mix

Figure �.0�: Aldi’s Cluster: Unit Business Mix

Figure �.04: South Boulevard: Unit Business Mix

Unit Mix

Stores and Restaurants

43%

ConsumerServices

57%

Dominicks Cluster: Unit Business Mix

Stores and Restaurants, 10

ConsumerServices, 8

Offices, 8

Aldi's Cluster: Unit Business Mix


ConsumerServices, 10

Offices, 2

South Boulevard: Unit Business Mix


ConsumerServices, 12

Offices, 3

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Sustainable Businesses and Districts: TheLakeStreetCorridor’sanchoredclusterscreateanenvironmentmoresimilartocentrallymanagedshoppingcentersthantypicalneighborhoodclustersthatdependonindependent,entrepreneurialenterprises.Theanchorattractsasignificantcustomerbasethataddstothemoretypicalneighborhoodresidentsshoppingatnearbybusinesses.Thiscustomerbasetendstomoderatesalesvariabilitythatoftenchallengesindependentretailbusinessprofitmarginsinneighborhoodservingclusters.

Thenationalchainanchorsrelyonregionalmarketingeffortsandmodelbestpracticestoestablishasustainablebusiness.Theindependentstoresandrestaurantscanrelyonthisconsistentbaseofcustomervisitstothedistrictbutalsomustdevelopauniqueofferingthatprovidesenoughdestinationshopperstosustainlong-termprofitability.Thistableappliesnationalstandardsforretailerexpenseratiostoa$500,000hypotheticalsalesvolumetoillustratehowsalesfluctuationsimpactbusinessprofitability:

The$500,000annualsaleslevelshowstheminimumnecessaryforabusinessthatwillbeprofitableenoughfortheownertosupportahousehold.Notethatifthismodelisappliedtoastorestaffedbythreeandopen10A.M.to9P.M.exceptSundayswhenitopensnoonto6,theaveragehourlywageis$8.60includingbenefits.Thismodeldoesnotdifferentiatethesalaryoftheownerfromotheremployees.Foranownerworking40hourweeks,thatisanannualbasepayofjustover$18,500suggestingamaximumannualcompensationofatmost$68,500($18,500+$50,000beforetaxesandinterestoninvestment).Consideringthattheinvestmentnecessarytostartaretailbusinessoftenexceeds$100,000,itisapparentwhythe$500,000insalesistheminimumnecessarytomakeopeningandcontinuingtooperatearationalbusinessdecision.

ThechallengefacingLakeStreet’sindependent,neighborhoodfriendlybusinessesismaintainingorincreasingtheirsalesdespitechangesinthelocalbusinessenvironment.Relativelysmallfluctuationsinsalescriticallyaffectprofits.Asfigure3.05illustrates,increasesales10%withnoadditional

costsotherthanthemerchandiseandprofitincreasesby50%.Theownercanthenchoosetoincreasehisorherowncompensationormakeimprovementstothestore.Decreasesales5%becausemerchandisemustbemarkeddowntosell,changenothingelse,andprofitsdeclinebyhalf.

Whilesalesincreasesareverydependentontheowner’sbusinessdecisions,factorsthatcausesalesdeclineslikenearbyconstructionortheclosingofaneighboringhighvolumestoreorrestaurantareoftenoutsidethecontrolofbusinessowners.Forthesereasons,thebestbusinesseschoosealocationwithawell-craftedbusinessdistrictplan,supportivegovernmentservices,andstrongcompatibleadjacentbusinesses.Alocationwiththoseconditionsisunlikelytoexperiencetheoverallsalesdeclinesthatchallengethesustainabilityofindependentneighborhoodfriendlybusinesses.Otherfactorsthattendtosupportaconsistentsaleslevelarehighvolumeanchorbusinessesthatcausefrequentcustomertripstotheareaandenhancedlandscapingthatcausescustomerstolinger.

TheLakeStreetBusinessDistrictiswellpositionedtoofferindependentstoresandrestaurantsconsistentsalessupport.ItalreadyhasDominick’sandAldi’sasanchors.Thisplanorganizesfutureactivities,theVillageprovidesbusinessservices,andthepresenceofparksandotherlandscapeimprovementsencouragecustomerstolinger.AddingtheparkingandadditionalhighvolumeretailersrecommendedintheImplementationPlanwilladdadditionalsupportforallbusinesses.

Standard Model 10% increase 5% decline

Sales 100% $500,000 $550,000 $475,000

Merchandise 50% $250,000 $275,000 $250,000

Rent 10% $50,000 $50,000 $50,000

Employees 20% $100,000 $100,000 $100,000

Other 10% $50,000 $50,000 $50,000

Profit before taxes and interest

10% $50,000 $75,000 $25,000

Figure �.05: Sustainable Store Model

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Becauserestaurantsaremorecomplicatedandrequirespecializedstaffathigherpay,thesustainablesaleslevelforarestaurantwithtableserviceisapproximately$1million.

InterviewswithLakeStreet’sbusinessownersandmerchantsindicatedthatthecorridorascurrentlyconfiguredsupportssustainabledestinationbusinessesbutdoesnotofferthecompatibleadjacenciesorconsensusonfuturedirectionthatleadtoagoodmixofstoresandrestaurants.Thisstudywasinitiatedtocreatethatvisionandsetstandardsformakingthisareabetterabletosupportdesirable,sustainable,neighborhoodservingstoresandrestaurants.

Market CharacteristicsAsoneof12separatecommercialdistrictsinOakPark,thestudyareaispartofawelldevelopednetworkofneighborhoodservingcommercialclusters.ThekeytofittingtheLakeStreetBusinessDistrictintothatsystemisunderstandingitslogicalmarketandtailoringthebusinessofferingtofitthatmarket’sneeds.Figure3.06looksatthecustomersmostlikelytofrequentthebusinessesalongLakeStreetandcomparesthemtotheVillageasawhole.

1/2 Mile RadiusAldi’s Anchor

1/2 Mile RadiusDominick’s Anchor

5 Minutes Oak Park

Basic Variables

Population 13,261 8,789 213,928 50,896

Households 5,281 4,026 71,934 21,761

AverageHouseholdSize 2.5 2.2 3.0 2.3

PopulationDensity 16,885 11,190 13,519 10,827

TotalPopulationMedianAge 34.9 36.1 33.6 37.3

Household Income 2005

MedianHouseholdIncome $37,093 $48,342 $46,785 $65,436

HouseholdAverageIncome $48,936 $69,483 $64,090 $87,986

%Income$75,000Plus 20.6% 31.0% 28.4% 43.7%

Business Summary 2005

TotalEmployees 4,752 5,364 20,937 20,937

TotalEstablishments 399 456 2,709 2,709

Consumer Expenditure 2005

TotalHouseholdExpenditure $238,871,485 $230,916,680 $3,858,412,279 $1,471,461,211

TotalRetailExpenditure $104,379,092 $100,315,428 $1,672,931,520 $635,351,524

GroceryStores $18,051,442 $16,677,794 $279,472,012 $102,632,298

FullServicerestaurants $5,525,180 $5,327,732 $87,863,289 $33,854,483

LimitedServiceRestaurants $5,535,228 $5,320,872 $88,007,632 $33,786,276

Housing Units 2005

%OwnerOccupiedUnits 30.3% 57.69% 49.5% 56.5%

Figure �.06: Key Demographics: Demographic data © 2005 by Experian/Applied Geographic Solutions.

March 2007


25

Figure �.08: Oak Park Drive Time

Figure �.07: Five Minute Drive Times

ItisimportanttonotethatthelocationofthisdistrictontheeasternborderofOakParkmeansthatthereisasignificantdrawtoresidentsoftheadjacentAustinneighborhoodofChicago.Thatmarket’spopulationcharacteristicslargelyexplainthevariationbetweenthisdistrict’sdemographicsandtheVillage’sdemographics.

AlthoughthelowerincomesassociatedwiththeresidentsneartheAldi’sClustermayatfirstconsiderationmakethatmarketseemlessattractive,thetotalspendingwithin½mileofthatclusteractuallyexceedsthespendingpowerofresidentsnearesttotheRidgelandcluster,$104millionverses$100million.Theincomedifferenceimpactsthepricepointofgoodsofferednottheamountofretailspacesupported.Forexample,thisdatasuggeststhatrestaurantsaddedtotheAldi’sclusterwouldbemoresuccessfulusingthequickcasualformatwheredinersordercentrallyandcarry-outorbustheirowntablestokeeppricesdownwhileDominick’sclustercustomerswouldbebetterservedbyafullservicerestaurantwithhigherpricepoints.Bothcouldeasilyachievethesustainablevolumeof$1millionbyattractinglessthan10%oftherestaurantspendingwithin½mile.SinceeachcustomerneartheAldi’sclusterspendsless,thatcluster’srestaurantwouldmerelyneedmorecustomerstoreachthatlevelofsales.

Amoredetailedlookatthespendingpowerofthecustommarketrevealsspendingsupportforawidevarietyofbusinesses.AsFigure3.09reports,thetotalspendingofthepopulationwitheasyaccesstoLakeStreetsupportsavarietyofbusinesses.

5 Minutes # Sustainable Businesses Supported

Appliances and Electronics Stores

$27,382,093 10

Auto Parts and Accessories

$17,739,088 5

Book Stores $10,755,341 3

Pubs and Restaurants

$182,999,162 160

Furniture Stores $32,696,017 3

Gasoline Stations w/ Convenience Stores

$124,732,719 30

Pharmacies and Drug Stores

$37,710,900 9

Sporting Goods Stores

$16,544,217 4

Tire Dealers $8,056,656 4

Total Aggregate Annual Retail Sales

$1,814,466,055

*Assumessalesatnationalmediansforthatcategory

Figure �.09: Demographic data © 2005 by Experian/Applied Geographic Solutions, BDI.

Unit Mix

Stores and Restaurants

34%

Consumer Services

47%

Offices19%

Dominicks Cluster: Unit Business Mix


Consumer Services, 10

Offices, 8

171

43

64

290

BerwynBerwynBerwynBerwynBerwyn CiceroCiceroCiceroCiceroCicero

Oak ParkOak ParkOak ParkOak ParkOak Park

Elmwood ParkElmwood ParkElmwood ParkElmwood ParkElmwood Park

Forest ParkForest ParkForest ParkForest ParkForest Park

North RiversideNorth RiversideNorth RiversideNorth RiversideNorth Riverside

River ForestRiver ForestRiver ForestRiver ForestRiver Forest

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SR

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Austin

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ul askiRd

NP

ulaski Rd

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ulaski Rd

NPulaskiR

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WFullerton AveWFullerton AveWFullerton AveWFullertonAveWFullerton Ave

NThatcherA

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N5th

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N5th

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N5th

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N5th

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N5th

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Grand AveGrand AveGrand AveGrandAveGrand Ave

Aldi's Cluster: Unit Business Mix



Offices, 2

South Boulevard: Unit Business Mix



Offices, 3

Oak ParkOak ParkOak ParkOak ParkOak Parktin

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WLakeStWLakeStWLake StWLakeStWLakeSt

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WChicagoAveWChicagoAveW Chicago AveW Chicago AveW ChicagoAve

Lake StLake StLakeStLakeStLakeSt

N Austin Blvd

N Austin Blvd

N Austin Blvd

N Austin

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WRWRWRWRWR

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NW

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aller Ave

NW

aller Ave

SP

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NEuclid

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NTayl orAve

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NTay lor Ave

NTay lor Ave

NTay lor Ave

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OntarioStOntarioStOntarioStOntarioStOntarioSt

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WIowaStWIowaStWIowaStWIowaStWIowaSt

WHuron StWHuron StWHuron StWHuron StWHuron St

WOhioStWOhioStWOhioStWOhioStWOhioStoStStStStSt

WMidway ParkWMidway ParkWMidway ParkWMidway ParkWMidway Park

SS SSS

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NH

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umphrey

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SH

umphrey

Ave

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umphrey

Ave

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umphrey

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SH

umphrey

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STaylor Ave

STaylor Ave

STaylor Ave

STaylor Ave

STaylor Ave


SC

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SC

uyler Ave

SC

uylerAve

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bar dAve

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ST

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k

March 2007

26



Astypicaleverywhere,thispopulationwillshopatavarietyofretaillocationsrangingfromregionalmallsthroughgroceryanchoredcommunitycentersandresortstheyvisitwhileonvacation.Theyalsowillfrequentamixofnationally,regionallyandindependentlyownedstoresandrestaurants.Thosecustomerchoicesdeterminehowmanybusinessessucceedineachtypeofretaillocation.Forthepurposesofthisstudy,thekeyquestioniswhichofthesestoresandrestaurantscouldthispopulationreasonablybeexpectedtosupportiftheyopenedonLakeStreet.Interviewsassociatedwiththisstudy,andfeedbackfromthelisteningsessionrevealedastronginterestinaddingrestaurantsofalltypes,personalservices,andhomeorientedbusinesses.Thekeytovitalityisprovidingamixofusesthatattractsbothdestinationandimpulseconsumption.

SWOT Analysis InformulatinganActionPlantoimprovetheLakeStreetBusinessDistrict,itisimportanttoconsiderthedistrict’srelativestrengths,weaknesses,opportunitiesandthreats,or“SWOT.”Thesefactorscontributedtothedistrict’scurrentsituationandwillremainimpactfulfortheforeseeablefuture.

Strengths:Assetsthatwillmostlikelycontinueandremainkeybuildingblocks:

•$1.7billionofpurchasingpowerwithina5minutedrive

•Traditionalgroceryanchorsdrawingsignificant,frequentcustomervisits

•ExceptionalcustomeraccessfromMetra,twoCTAstations,theAustinexitfromI-290,andpedestrianfriendlyenvironment

•Thesummer’sfarmer’smarketattractingcustomersfromawidearea

•Owneroccupiedbuildingsaddingstabilityandcommitment

•LargeparcelslocatedbetweenLakeStreetandtherailroadtracksofferingopportunitiesforhighvolumeretailersinlargeformatstores

•Newbusinessesprovidingrenewedexcitementandnewcustomers

•Affordablerentssupportingrisktakinguses;•Attractivesurroundingneighborhoods

supportinglong-terminvestment•OakParkDevelopmentCorporationPrograms

addingfinancialsupport•Parksattractingcustomersandenhancingthe

district’sappearance•Recentlandscapingthatimprovesthe

appearanceofpublicareas•Historicpropertiesaddinguniquenessanda

senseofstability•Officesprovidingdaytimecustomers

Weaknesses:Liabilitieswhichwillmostlikelyremainandmustbe“workedaround”:

•Largelyimpenetrabletrainembankmentdividingthedistrict

•Tight,previouslydevelopedparcelscausinghighercostsforconstructionstaginganddifficultyachievingcostefficienciesforredevelopment

Opportunities:Positivetrendsorelementsthatcanbecomestrengthsifproperlydeveloped:

•Utilizehighsalesvolume“anchors”toincreaselowvolumebusinesses’sales

•Developmarketableimagethroughsignage•Expandexistingbusinessesintolargerspaces•Capitalizeonparksbyusingthemasevent

space•EncourageFarmer’sMarketcustomertoshop

districtbusinesses•Allowhigherbuildingswherethe“L”obscures”

thedensity•Small,deterioratedsiteswithundistinguished

architectureshouldbereplacedwithnewdevelopmentthatoffersfirstfloorofficespaceandupperstoryresidentialunits

•Encouragebusinessownerstopurchaseproperty

•Improvethecleanlinessofstores•Organizeadhocandplannedstakeholder

meetingsthatconsolidatecommunicationandadvocacy

•Identifyareliablesourceformarketingfunding•Supporthighvolumeretailersbyexpediting

thedevelopmentprocess,enhancingaccess,andofferingdedicatedparking

Threats:Negativetrendsorelementsthatcanbecomeaweaknessifnotaddressed:

•Crimeandsafetyproblemsthatscarecustomers

•Unorganizedstakeholdersthatfailtocommunicateneedandprovidemarketsupport

•ThelossofcriticalretailmassonSouthBoulevard

•Outdated,unkemptbuildingslendingairofdecline

March 2007


27

•Aparkingproblemobsessionthatfailstorecognizethatbusinessbestpracticesovercomecustomerparkingconcern

•Thefearoffuturedevelopmentunderminingcurrent,neededinvestment

•Unresolvedconflictbetweenneighborhoodresidentsandbusinessowners

•Onesidedretaildevelopmentthatfailstoofferthemarketinginherentinviewingsignageacrossthestreet

Development Issues and OpportunitiesCommercialdevelopmentdecisionsarefundamentallydrivenbybalancingtenantrequirementsandprojectdevelopmentcosts.Althoughstoreandrestauranttenantrequirementsvary,theygenerallyincludeceilingheightsofatleast14feet,maximumstreetexposure,easyserviceanddelivery,anddedicatedparkingof5spacesper1,000squarefeetofstorespaceand11spacesper1,000squarefeetofdiningspace.Overall,individualprojectdevelopmentcostsinOakParkvarywithsitelandcostandstagingdifficulties.Foratypicalmixed-usedevelopmentwitharetailcomponent,constructioncostsrangefrom$75-$90persquarefootforabasic“whitebox”space.Atightsitewithdifficultyaccommodatingconstructionequipmentcaneasilyraisethosecostsby10%.Improvementstomeettenantrequirementsvarysignificantlybyprojectbutgenerallyaddfrom$5-$20persquarefoot.

AlthoughresidentialredevelopmentisstrongintheVillageofOakPark,interviewsassociatedwiththisprojectrevealedthattherehasbeenlessinterest

inpropertyeastofRidgelandthaninotherareasofOakPark.Theequityresidentialmarketactivityinthestudyareahaslargelybeencondoconversionsofvintagecourtyardproperties.Completedunitsaresellingforapproximately$150,000to$250,000perunitdependingonthesize.ExamplesofhighqualityresidentialredevelopmentinotherareasofOakParksuggestthatconstructioncostsareapproximately$105persquarefootoflivingspaceincludingcoveredgaragespace.Withthosecostsandthecostofland,amarketdrivenredevelopmentneedstoachievesalespricesofatleast$200persquarefoot.RecentprojectsatRidgelandandSouthBoulevardaremeetingthosehurdles(Figure3.10).

Withthefeasibilityofmarketdrivenredevelopmentaprimefocusofthisstudy,itisimportanttoevaluatetheconditionsthatdeterminewhetherredevelopmentorrehabilitationismoreeconomicallyfeasibleforspecificproperties.Figure3.10takesasimplifiedlookathowthenetrentforthecompletedprojectaffectstheeconomicsofredevelopingafullblockofLakeStreet.Inkeepingwiththeinformationthatwasgatheredatthepubliclisteningsessionandthecharacterofmodernretaildevelopment,thisanalysislooksatmodernspacewithon-siteparking.Itassumesthattheprojectdeveloperwouldonlyrequirea10%returnbecausetheretailispre-leased.Speculativebuildingwouldrequirehigherreturns.

Itisimportanttounderstandthatthe“FundsAvailableforLand”(Figure3.10)iswhataninvestorwouldpaytopurchasethe

New Construction w/ On-Site Parking

New Construction No On-Site Parking

Net Rent per SqFt $30.00 $20.00

Sample Project With Parking

SqFtStore/RestaurantSpace

10,000 10,000

SqFtParking&PublicSpace

30,000 30,000

TotalSqFtLand 40,000 40,000

Project Value $�,000,000 $2,000,000

ConstructionCosts $1,200,000 $1,200,000

Funds Available for Land

$1,800,000 $800,000

Land Price/SqFt $45 $20

Existing Building:Good Condition No Parking

Existing Building: Bad Condition No Parking

AverageNetRent/SqFt

$17.50 $8.00

Retail(Land)SqFt 40,000 40,000

AnnualIncome $700,000 $320,000

CapitalizationRate 10% 10%

Teardown Purchase Price

$7,000,000 $�,200,000

Price / SqFt $175 $80

Figure �.10: Redevelopment Economics

Figure �.11: Growing Concern Economics

March 2007

28



necessarypropertyandpreparethesiteforredevelopment.Figure3.11illustrateshowapropertyownerwoulddeterminethesalespriceofanexisting,occupiedbuilding.

Developmentsthatprovidewelllandscaped,onsiteparking,supporteachsquarefootofretailwithapproximatelythreeadditionalsquarefeetofland.ThechallengeformarketdrivenLakeStreetredevelopmentthatmeetsthismodernstandardisfindingpropertythatcanbepurchasedforthe“FundsAvailableforLand.”Asfigure3.11demonstrates,areasonableownerofexisting

propertywouldbeunlikelytosellforthatamountbecauseitisfarbelowthevalueoftheexistingpropertycontinuingwithsametenanting.Thatvalueisdeterminedbycalculatinghowmuchcapitalwouldbeinvestedtoreceivethesameincomeatthesamerisk,whichisthecapitalizationrate.Thischallengeoccursbecauseexistingbuildingswereconstructedbeforeparkingwasrequiredandconsequentlythereplacementprojectoffersmanyfewerleaseablesquarefeet.

Becausethereisagapofatleast$1.4millionbetweenwhatreasonabledeveloperswouldpayfora“teardown”andwhatreasonableownerswouldacceptassalesprice,($3,200,000-$1,800,000)redevelopmentwillnotoccurunlessmorevaluecanbecreatedintheredevelopment.Commonwaystoaddvalueare:

• Upperstoryresidential• Upperstoryofficespace• Upperstoryparking

Figure3.12illustrateshowaddingupperstoryresidentialcanmakethemarketdriveredevelopment.

Byaddingthree15,000squarefootstories,thedeveloperofaretailgroundfloorcouldaddthe44unitsaveraging900squarefeetandprovidetheadditional$1.4millionnecessarytomeetthepurchasepriceexpectationsofexistingowners.(44unitsX$32,000inlandvalue)

Manyunderutilizedone-storyandtwostorycommercialbuildingsalongLakeStreetmayprovetobefutureredevelopmentopportunitiesthatcapitalizeontheimprovedinvestmenteconomicsassociatedwithprovidingupperstoryresidentialdevelopment.Thechoiceofsiteswilldependuponthesuccessionplansofexistingbuildingowners.Experiencedmixed-usedeveloperswillassemblesitesandusetheunderlyingeconomicstodeterminehowtobalancethepricespaidforthepropertywiththevolumeofdevelopmentthatmustoccuronthesite.Althoughthesizeofthedevelopmentswillvary,itisanticipatedthatmarket

drivendevelopmentwillrequirevolumesthatfitintoafour-storyorhigherformat.Sincecurrentzoningallowsamaximumheightof45feet,thistypeofdevelopmentwouldnotrequireazoningchange.

Upperstoryofficeaddsleaseablespacebutincreasestheparkingdemand.Upperstoryparkingimprovestheinvestmentreturnbyallowingalargerleaseablegroundfloorspace.CommercialbuildingownersarechoosingtoredevelopLakeStreetpropertiesbecauseexpectedincreasesinsaleswillprovidetheprofittocoverthesubstantialredevelopmentexpense.Aldi’shasannouncedplanstodoublethesizeofitsstoreandtherebydoubleitssalesbyredevelopingthecurrent6,000squarefootbuildingintoa12,000squarefootstorewithsecondandthirdstoryparkingabovethenew

CondoSalesPrice/Unit $180,000

ConstructionCosts/Unit $94,500

LandValue/Unit $32,000

Marketing&DevelopmentExpenses $22,500

Parking $13,000

CashReturnonEachUnit $18,000

UnitstoFill$1.4MillionGap 44

Figure �.12: Residential Value Added

Existing Building:Good Condition No Parking

Rehab Existing Building: Bad Condition No Parking

AverageNetRent/SqFt

$17.50 $12.00

PurchasePrice/SqFt

$175.00 $120.00

ConstructionCosts/SqFt

$0.00 $50.00

Investment/SqFt $175 $170.00

Value/SqFtat$17.50NetRent

$175.00 $175.00

Figure �.1�: Rehabilitation Economics

March 2007


29

store.Thisproposalconfirmsthemarket’sstrengthand,ifsuccessful,shouldbeacatalystforsimilarredevelopmentonadditionallargeparcelsbetweenLakeStreetandthe“L”Tracks.

Renovationisabetteroptionthanredevelopmentwhenthesiteistoosmallforefficientdevelopmentoftheupperfloors.RehabilitationislikelytobethefirststageinrenewingpropertiesonthenorthsideofLakeStreetandasaninterimimprovementpriortoredevelopmentofpropertiesbetweenLakeStreetandthe“L”tracks.Figure3.13revealshowrentincreasespayforrenovationcosts.

Inthishypotheticalexample,thebuildingingoodconditionretainsitsvaluewhilethelowerpricedbuilding,improvedtosameconditionasthewellmaintainedproperty,attainsavalueabovethetotalinvestmentcost.Thehigherrentaskedfortherehabbedpropertywouldbejustifiedbyanexistingtenant’shighersalesorbyanewhighervolumereplacementtenant.Itisimportanttonotethatwithavalue$5higherpersquarefootthantheinvestmentcost,rehabilitationmakessenseeveniftheultimategoalisredevelopment.Thekeyisenoughtimepassingforthehigherrenttocovertherehabcosts.IntheLakeStreetBusinessDistrict,Dominick’splanstoremodelitsstorein2007whileitcontinuestoexaminefutureopportunitiesforredevelopment.Thiscorporatedecisionillustratesconfidencethatprofitsfromhighersalesduetoremodelingwillexceedthecostofimprovementsevenwhentheultimategoalisredevelopment.Theoverallvalueofpropertiesinashoppingdistrictrisesduetotheimproved

appearancefromsignificantnearbyrenovationandredevelopment.

Rehabilitationalsoisanappropriatestrategywhenthebuildingisowneroccupiedandideallysuitedtoitscurrentuse.Underthoseconditions,therentispartofalargerreturnonthebusinessandconsequentlythebuildingmaybemoreexpensiveasaredevelopmentacquisitionbecausethecostoffindingnewspaceforthebusinessmustbeaddedtothereasonablepriceofthepropertybasedpurelyonitspotentialtogeneratenetrent.Underthoseconditions,adevelopercannotpaytheacquisitionpriceandgainareasonablereturnbybuildingtothedensityallowedbyzoning.

Thefewvacantparcelsinthestudyareaarecurrentlyusedasunattractivestorageforbuildingsupplies.Ultimately,risingpropertyvaluesshouldleadtoredevelopmentasnew,infillbuildingswithfirstfloorofficeandupperstoryresidential.Toencourageownerstopromoteredevelopmentanylifesafetycodesthatcouldrestricttheuseofthesepropertiesforstorageshouldbestrictlyenforced.Ifparkingisapreferredtemporaryuse,properscreeningandmaintenanceisnecessary.

BothredevelopmentandrehabilitationarelikelytooccuralongLakeStreet.Thepurposeofthisplanistocreateavisionthatcapitalizesonthemarketpressuretoredevelopbyestablishingcommunitystandardsthatguideownersandpotentialinvestorsastheydeterminethebeststrategyforspecificparcels.

March 2007

�1March 2007



PART 4

Land Use and Zoning

Understanding the District Current Businesses in the District Land Use in the District

Issues with Current Zoning

Development Issues in Oak Park

District Zones

Figure 4.01: Intersection at Austin Boulevard and Lake Street

�2



March 2007

Instudyingthecharacterofthevariousplacesinthedistrict–oneimportantissuebecameevidentabouttheLakeStreetdistrict.Thisisa“completeneighborhood”withawidevarietyofresidentialhomes,accesstotwoCTAtransitstations,astrongcommercialcorethatservesallthedailyneedsofthecommunity,afarmer’smarket,numerousrecreationalfacilities,schools,churches,manysmallbusinesses,healthclinicandahospital.AlltheselandusesandfacilitiesarewithinwalkingdistanceoftheresidentsandprovideagreatframeworkstrategicallyimprovingthedistrictandnotattemptingtofundamentallychangethecoreassetsofLakeStreet.

Tounderstandthedistrictanditsvariouscomponents,theplanningteamwalkedthedistrict,metwithbusinessowners,conductedstakeholdermeetingsandcommunityfeedbacksessions.AsaresultthefollowingisanoverviewoftheLakeStreetdistrictcharacter,currentlandusesandthezoningregulations.Thedistricthasmanysub-areaswithsimilarcharacteristicsandcoreassetsthatcouldbestrengthenedcollectively.Thesesub-areasareorganizedgeographicallyorbylanduseandincludethefollowing;

• AustinBoulevard/LakeStreetRetailNode• RidgelandStreet/LakeStreetRetail• GroceryStores

• AutoOrientedBusinesses• LakeStreetResidential• SouthBoulevardRetail• SouthBoulevardResidential• StevensonPark

Understanding the District


��March 2007

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CTARAIL

AutoOriented/ServiceBusinesses

StevensonPark

GroceryStore

CTARailEmbankment

SouthBoulevardRetail

SouthBoulevardResidential

LakeStreetMulti-familyZone

RetailNode

Figure 4.02: Lake St. District Analysis Map

Through-wayunderCTA

AUST

IN

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GELA

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ALDIDOMINICK’S

�4



March 2007

Austin Boulevard / Lake Street Retail Character

HistoricallythiscommercialdistrictadjoiningtheAustinBoulevard/LakeStreetintersectionoriginatesfromthe1920’swhenitwasatthecrossroadsoftheLakeStreetraillineandAustinBoulevardstreetcarline.Manyofthebuildingsinthisretailnodedatebacktothistimeperiodandareprimarily1and2storybrickstructures.Unfortunatelyovertimemuchofthesignificantarchitecturalcharacterhasbeenlostthroughfaçademodificationswherecorniceswereremoved,windowsalteredandstorefrontsremodeled.BeingontheperimeterofOakParkandlocatedadjacenttotheCityofChicago,theAustinneighborhoodhasposedsubstantialchallengestotheretailviability.Recently,steppedupenforcementeffortsbytheChicagopoliceandaresurgenceofdevelopmentintheAustinNeighborhoodhavehelpedtolowerthecrimeratesinthedistrict.Although,todaymanyofthebusinessesstillkeeptheirdoorslockedandbuzzincustomerswhichultimatelyprovidestheappearanceofanunsafeneighborhood.Ingeneralthesidewalksarenarrow;signageandstreetscapeelementsareinconsistent;lightingispoorandtheretaildistrictwouldbenefitfromimprovementstoenhancethepedestrianexperiencethroughoutthedistrict.

|Retail and Businesses|


�5March 2007

Ridgeland Node Retail Character

ThecommercialdistrictadjoiningRidgelandandLakeStreetsisdiverseandcontainsavarietyofcommercial,recreationalandsocialservices.Thebuildingsvarygreatlyinheightfrom1to3storybrickstructures.ThenorthsideofLakeStreethasmanyolderbrickbuildingsthatprovideaninterestingarchitecturalcharacterandscaletothestreetscapesuchasLickton’sCycleCity,InfantWelfareCenter,OakParkBath&KitchenandGuitarFun,Inc.ThesouthsideofLakeStreetnearRidgelandwaspreviouslyzonedlightindustrialandasaresultcontainssubstantiallylargerparcelsthanfoundelsewhereinthedistrictortheVillageasawhole.CurrentlytheTennis&FitnessCenter,whichdatesfromthe1970’s,andtheCitgogasstationislocatedonthesoutheastcornerofthisintersectionwiththeDominick’sgrocerystorelocateddirectlytotheeast.TheParkDistrictpoolfacilityislocatedonthesouthwestcornerofRidgelandandLakeStreetcreatingarecreationhubofactivities.AllthesebusinessesandfacilitiesarewithinwalkingdistanceoftheneighborhoodandCTAtransitstation,buttheactualphysicalexperienceofwalkingisunpleasantandcouldbemuchbetterthroughstrategicredevelopmentofspecificparcels.ThisportionofRidgelandisafuturedevelopmentopportunitytotakeadvantageoftheinherentattributesoftheretailintersectionwhichinclude:

•Excellenttransitaccess•Greatarchitecturalcharacteronthenorth-side

ofLakeStreet•Goodstreetexposureforretailandvehicle

counts•SomeofthelargestparcelsizesintheVillage•Service/parkingaccessonNorthBoulevard


�6



March 2007

Grocery Stores on Lake Street

Grocerystoresarewonderfulassetstoanyneighborhoodbecauseeveryoneshopsweeklyatagrocerystore.AsdiscussedindetailinthemarketanalysisagrocerystoreisahighvolumesalesproducerandagreatrevenuesourcefortheVillage.TheLakeStreetcorridorisveryuniquebecauseitishometotwomajorgrocerystores.AldiislocatedclosetoAustinBoulevardalongLakeStreet.Itiscurrentlyasinglestorywarehousestylegrocerystore.Thebuildingappearstobeoutdatedinitsfacade,lackinginstylisticsignageandarchitecturalcharacter.Currently,Aldiisintheprocessofredevelopingtheirstorepropertytocreateanewurbangrocerymodelwithretailonthefirstlevelandparkingabove.Thiswillbeasignificantchangefortheretaildistrict.

Dominick’sisfurtherdownLakeStreetattheHarveyintersection.ThisbigboxstoremodelappearstobemoremodernyetthemanagementrecognizestheneedtoupdatethestoreinteriorandLakeStreetfaçade.Dominick’sisplanningonremodelingtheLakeStreetfaçadetocreatestorefrontsforthebakery,Starbucksandfloristdepartments.Thesetypesofrenovationswillcreateamorepedestrianorientedandaestheticstreetscape.Dominick’sparkinglotisverylargeandrarelyfull.Asaresultre-configurationofHarveyStreetandconnectionstotheunderpasscouldbeconsideredforthisparkingarea.

|Grocery Stores |


�7March 2007

Auto Oriented Businesses and other Services on Lake Street

LakeStreethasanumberofautomobileservicebusinesses.Conflictshavearisenbetweentheseautoorientedlandusesandtheiradjacentresidentialneighborssuchasexcessivenoise,outsidestorageandgeneraldailybusinessactivities.MostoftheseautoorientedbusinessesarelocatedonLakeStreetduetotheconvenientstreetlocation,originallowlandcosts,andlackofdesirabilityforretailusageinthepast.Astheimageofthedistrictimproves,theseautoorientedbusinessesandotherservicessuchasconstructionandplumbingcompanieswillnotwanttopaythepremiumrentsortaxesassociatedwithbeinginadesirableor“upandcoming”retaillocation.KeepingtheseexistingbusinessesinOakParkisimportanttotheVillageandastheneighborhoodevolves,theVillagewouldhelpfindplacestorelocateservice,auto-oriented,andconstructionsbusinesses.Thisisalongtermgoaloftheplan.

|Auto Repair|

�8



March 2007

CTA - Rail Stations, Embankments and Parking

TwoCTAtransitstationsbracketeachendofthedistrictcreatinggreataccessforcommutersandgeneralaccessintothedistrict.TheLakeStreet/AustinCTAStationentranceisjustacrossthestreetfromOakParkinChicagoandprovidesthegreatestridershipandinter-modalconnectionstootherbusroutes.ManyresidentsexpressedtheirconcernthatAustinBoulevardisdifficulttocrossandrequestedanadditionalstationbecreatedontheOakParksideoftheplatform.TheRidgelandstationiswellusedandcouldbenefitfromanupdateddropoffzoneforcommutersandtorelievecongestion.

Therailembankmentisasignificantbarrierthatpsychologicallydividesthedistrictintoanorthandsouthzone.Thepassagewaysthroughtheembankmentaredarklowspaceswithsparselightingthatdiscouragespedestrianmovementandcreatesvisualbarriersforvehicles.ManyschoolchildrenuseHarveyStreettowalktotheBeyeSchoolandtheintersectionattheembankmentisoff-setcreatingcrossingobstaclesforstudents.Thewalloftheembankmentisinneedofrepairs,especiallyalongSouthBoulevardadjacenttotheparkingzone.Streetscapeimprovements,pedestrianlights,streettreesandlandscapewilladdsignificantlytothecharacteroftheembankmentedge.

|Rail Embankment |

|CTA Station |


�9March 2007

Lake Street Residential

Thisdistrictoffersawidevarietyofhousingtypesrangingfromsinglefamilyresidentstomultifamilystructuresandtownhouses.Thesesvariousresidentialbuildingsdatefromthe1890’stothe1970’s.Asaresultthearchitecturalcharacterofthehousingisveryinconsistentrangingfromgraystones,prairiestyle,toutilitarianstylesofthe1970’s.Therearetwodistinctresidentialedgesborderingthedistrict,thenorthsideofLakeStreetandthesouthsideofSouthBoulevard.LakeStreethaspocketsofresidentialparticularlyintheblocksbetweenHumphreyandLombardStreets.Strengtheningtheseresidentialedgesisagoaloftheplan.Residentialbuildings,especiallymultifamilyorcondobuildingscanestablishasmoothtransitionintoaconcentrationofretailuses.Mixedusebuildingswithretailonthegroundlevelcanstrengthentheretailnodestocreateashoppingstreetenvironment.Singlelevelretailshouldbeavoidedbyprovidingupperlevelresidential,wherepossible.

|Single Family |

|Multi-family - Condominiums and 6-Flats |

40



March 2007

South Boulevard Retail

SouthBoulevardispredominantlyresidentialexceptforthePublicWorksBuildingblockandtheretailnodeatRidgeland.Therearealsosmallpocketsofretailthroughoutthedistrictthatincludesmallfirstfloorshopsintheolderbuildings.Unfortunatelythereisnocriticalmassofretailtocreateavibrantretaildistrict.ThisisespeciallyevidentinthefactthestreetcanonlyofferonesidedretailduetotheCTAembankmentonthenorthsideofthestreet.AsaresulttheretailviabilityonSouthBoulevardislimitedandcannotbeconsideredasignificantretaildesignation.HowevertheambianceofolderbuildingsalongtheSouthBoulevardcorridorcanbeacharminglocationforaretailerwhodoesnotneedthewalk-intrafficprovidedbybeinglocatedinaretaildistrict.AdditionalretailisapossibilityattheintersectionofRidgelandandSouthBoulevardadjacenttotheCTAstation.Thestationisafundamentalassetofthedistrictandaprimelocationformixedusedevelopmentwithretailonthegroundlevel.AgoodexampleistherecentdevelopmentatthesoutheastcornerofRidgelandandSouthBoulevardacrossfromtheCTAtransitstop.



41March 2007

South Boulevard Residential

ThesouthsideofSouthBoulevardhasgreatarchitecturalcharacterandscalewiththecirca1920apartmentbuildings.TheseolderbuildingsalongSouthBoulevardcorridorcreateanattractivearchitecturalsettingtothestreet.StrengtheningtheresidentialcharacterofSouthBoulevardisagoaloftheplan,exceptattheintersectionofRidgelandadjacenttotheCTAtransitstopwheregroundlevelretailandmixedusebuildingsareviablealternatives.

|Single Family |

|Multi-family - Condominiums and 6-Flats |

42



March 2007

Offices and Public Works Facility

Themedicalclinic,PCCHealthCareandInfantWelfareCentersocialserviceagencycontributetotheofficelandusesinthedistrict.TheWorldDataSystemsofficebuildingislocatedinthehistoricstructureandformerbankbuildingatthesouthwestcornerofLakeandAustin.Thisofficecomplexconstitutesoneofthelargestofficebuildingsinthedistrict.Therearealsoafewsmallerofficesscatteredthroughoutthedistrictincludingalawfirm,somesecondfloorofficesaboveretailandsmallrecordingstudio.

Public Works BuildingThecurrentPublicWorksBuildingislocatedonLombardAvenueandLakeStreet.AnewPublicWorksBuildingisunderconstructionfurthersouthonLombardAvenueandSouthBoulevard.Thecreationofthenewbuildingwillprovidearenova-tionthecurrentPublicworksfacilityandsitetoaneighborhoodorienteduse.ThisparcelcouldbeavaluableassetincreatingaredevelopmentoftheDominick’ssiteandcreatingaretailenvironmentalongLakeStreet.

|Offices |

|Public Works Facility |


4�March 2007

Stevenson Park

ThisdistricthasmanyrecreationalfacilitiesthatmakethisareaagreatplacetoliveandincludestheStevensonPark,ParkDistrictpool,neighboringHighSchoolfields,TennisClub,andothers.StevensonParkisagreatassetoftheneighborhood,wellusedandlovedbyresidentswhoattendedthecommunitymeetings.Residentsdidexpressconcernforlimitedparkdistrictprogrammingwithsummercampsandwantedtomakesuretheparkwasbetterutilized.

|Stevenson Park |

44



March 2007

© 2006 Solomon Cordwell Buenz

DISTRICT BUSINESS MAP


Oak Park, IL

10.10.2006

Gree

n Li

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ustin

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land

Scrubbers Pet Grooming

Guitar Fun Inc.

Oak Park Cleaners

Good Shepards Learning Center

Infant Welfare Center

Edward Jones Investments

Lickton’sCycle City

E.T.Gas

Asian Domestic Authority Inc.

FutureDevelopment Site

Gilchrist’s & SonsPlumbing/Heating

Firestone

King Chop Suey

Subway

FamilyCleaners

Blockbuster

Danza VivaDance Studio

Avon Buy or SellJackson Hewitt

Rose’s Boutique

Suburban Cleaners

BumpCityAutoBody

House of VogueBeauty Salon

Lake St. Family Health Center

Lake BeautySupply

Unity Drug Store Austin Dental& Unilab Medical Lab

Austin Lake CurrencyExchange

AustinCleaners

Beauty Max

Blue Ribbon Market

Oak Pk Med Cntr

World Data SystemsSoap OperaVillageLaundry

Aldi

Minit Car Wash

Institute of Medical ProfessionalsTuscher Roofing

Shear Perfection Hair Center

2xcel Etc. Boutique

New Era Creations

Edible Arrangements

Dominick’s

Pieritz Bros IncOffice Supplies

Sarantos Studios

Dorolyn Academyof Music

Tayloe Glass Co.

Curves

Adrienne’s Fine Hair Design

TaichiOak Park Housing Authority

S.P. II Full Day Spa

Schnack Financial Group, Inc

Movement Salon

Lifetouch

WICVOP Health Dep’t

Oak Pk Citgo

Tennis & Fitness Center of Oak Pk.

Stevenson Park

Pool facility

Oak Pk Bath & Kitchen

Afriware

Antiquax USA, LtdSlipcover PlusPastis Interior DesignOne Stop Comics

Law Offices of Evelyn Gross

Figure 4.0�: Current Businesses in the District


45March 2007

Current Businesses in the District

Thestudyareacurrentlycomprisesatotalof66businessesofalltypes.(Referfigure4.03formapofbusinesses)Ofthetotal,25catertoconsumerservicesincludingalargenumberofdrycleaners.Thereare4restaurantsinthecorridorandamajorityofthemoffertakeoutservicesonly.Thedistrictcompletelylackssit-downrestaurantswhichisacommonrequestatthecommunitymeetings.Otherbusinessesintheareacompriseof8retailstorefronts,15offices,4auto-relatedbusinessesinthedistrictand2gasstations.

Parking ConcernsRetailactivityinthedistrictisnotsupportedbyanysignificantpedestriantrafficandaccordingtobusinessesownersmostcustomersarrivebycars.

Ingeneralthereissufficientparkinginthedistrict,althoughsomespecificbusinessessuchasPCCHealthCarehaveverylimitedaccesstoparkingandtheirclientsandstaffneedparkingcloseby.Thelocationandconfigurationofparkinglotsarenotalwaysbenefitingthedistrictorpedestrianexperiences.

Forexamplesomeretailersprovideparkinglotsinfrontoftheirbusinesses,therebysettingbackthebuildingfromtheedgeofthestreet.Thisfurtherdisruptsanypedestrianactivityduetothelargenumberofcurbcutsthatareassociatedwiththistypeofdevelopment.

Maintenance and Building QualityAmajorityoftheretailbusinessesalongtheLakeStreetcorridoroccupysingle-storystructures.Poormaintenanceisacommonissuewithmanyoftheexistingretailstructureswhichhaveunattractivestorefrontsandlackadequatesignage,andawnings.Otherrenovationissuesassociatedwithmechanicalsystems,roofs,brickworkcouldmakethesepropertiesexpensivetorenovateandprimecandidatesfordemolitionandredevelopment.Howevermanyoldercommercialbuildingsstillhaveaestheticandarchitecturalvalueasnotedwiththeresidentialbuildingsinthedistrictandshouldbeconsideredforrenovation.

Figure 4.04: Existing Land Use

46



March 2007

CU

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Current Land UseSingle Family

Multi-Family

Commercial

Park / Recreation

LAND USE AREA (sqft)

Commercial 525,370

Park/Recreation 121,868

Multi-family 330,422

Single family 187,285

CU

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Current Land UseSingle Family

Multi-Family

Commercial

Park / Recreation

Land Use In The District

Figure4.05.showsthepercentagesoflanduseareaonthecorridor.Ofthe122parcelsintheDistrict,77parcelsarezonedB-1/B-2,27arezonedC,16arezonedR-7,and2arezonedR-2.Thetotallandareaoftheparcelsonthecorridoris26acresofwhichover30%iszonedformulti-familyresidential.Currently100%oftheparcelsthatarezonedforR-7multi-familyuseshavesinglefamilyhomesortownhousesonthem.

Retail 48% Open Space 11%

Single-family 11% Multi-family 30%


47March 2007

Land Use

46%

10%

28%

16%

Existing Parking in the District

53%

1%

46%Village OVillage OPrivate L

Figure 4.05: Land Use for parcels that front on Lake Avenue. (refer Figure 3.04)

Figure 4.06: Residential building on Lake Street

Figure 4.08: The Dominick’s on Lake Street is developed on a parcel that is currently zoned for B1-B2 uses

Figure 4.07: Single Family housing on Lake Street

Figure 4.09: Existing Zoning

48



March 2007

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R-2SingleFamily CCommercial

R-7Multi-family

R-5SingleFamily

B-1/B-2GeneralBusiness

B-3CentralBusiness

R-3SingleFamily


49March 2007

Figure4.09illustratesthecurrentzoningforthedistrict.ThenorthsideofLakeStreetiszonedwithamixofgeneralbusinesscategory(B-1,B-2),commercial(C),andmulti-family(R-7).ThesouthsideofLakeStreetiszonedsimilarlywithgeneralbusiness(B-1/B-2),commercial(C),andsinglefamily(R-2).ThemajorityoftheportionofthedistrictalongSouthBoulevardiszonedB1,B-2,generalbusiness,thoughtheuseisprimarilymulti-familyresidential.Thereare122parcelsofvaryingsizesinthisdistrictofwhich77arecurrentlygeneralbusiness,16aremulti-familyresidential,27arecommercial,and2aresinglefamily.

Issues with Current Zoning

Current Retail Zoning:Agoodportionofthedistrictiszonedforcommercialuses.Thezoningworkswellwiththecurrentlanduses.ThegeneralbusinesszoningattheAustinintersectionallowsforthedevelopmentofthisareaasapotentialretailnodeforthedistrict.Similarlythecommercial/generalbusinesseszoningattheRidgelandintersectionisidealintheredevelopmentofthisnodeasamajorretailnodefortheVillage.Increasingtheheightofdevelopmentto50feetingeneralbusinesswouldallow4storydevelopmentwithahighretailfloorheight.

Stevenson Park:ThezoningoftheStevensonParkiscurrentlysinglefamilyresidentialandshouldbezonedforopenspace.ThezoningoftheparcelsonthenorthsideofLakeStreetacrossfromStevensonParkisprimarilymulti-familyresidential.Itisappropriate

tohavemultifamilyresidentialzoningacrossfromanopenspace.

Multi-family Structures:ThoughzonedR-7,thereareafewstructuresonthenorthsideofLakeStreetthatarecurrentlyoccupiedbysingle-familyunits.Thesewouldbeencouragedtoredevelopasmulti-familyresidentialbuildingsinthefutureastheybecomeavailableforredevelopment.Ifinaretailnode,mixed-usemulti-familystructuresareencouragedtobedevelopedinareasthatarealreadyzonedasR-7.

Development Issues in Oak ParkThedistrict’srevitalizationplanswillbenefitfromexistingcommercialandmixed-usestructuresinOakPark.Manyofthepropertiesthatwerebuiltwithinthepast10-15yearsarethreeorfourstoriesandofhighqualitymaterials,settingastandardforsubsequentstructures.Thesestructuresalsoprovideneededcomparablesforinvestmentandfinancingdecisions,evenifnoneofthemexistinthedistrictitself.Afour-storystructureinthedistrictwouldnotbeinconsistentwiththecharacterofOakParkorthedistrict,especiallysincesomeofthemost-lovedbuildingsinthedistrictareoffourstories.

ThedistrictwillalsobenefitfromOakPark’soldercommercialproperties,includingthoseinthedistrictitself.Althoughlackofparkingandinefficientretailspacemaypresentalong-termreinvestmentissue,olderincome-producingpropertiescanbesuccessfullyupgradedintheshortertermasthedistrictevolves.Thisabilitytoretainamixofpropertytypesinthedistrict

consistentwiththefabricoftherestofOakParkcanhaveastabilizingeffect.

Figure 4.10: Mixed Use Residential Building with multi-fam-ily residential above retail uses

50



March 2007

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RESIDENTIALEDGE

RESIDENTIALEDGE

LARGEPARCELS

CTARAIL

Residential

LargeParcels(SouthsideofLakeStreet)

Multi-familyresidential(SouthBlvd.)

Figure 4.11: District Zones Map

CTARailEmbankment

LakeStreetMixedUseDistrict

District Zones

ManyoftheparcelsalongLakeStreetcreateatransitionzonebetweentheresidentialfabricoftheneighborhoodandbusiness/retailfrontagealongLakeStreet.Thedevelopmentofmixeduse,multi-familyresidentialonthenorthsideofLakeStreethelpstheareatransitionfromaresidentialtoaretaildistrict.

ThelargerparcelsonthesouthsideofLakeStreetwerepreviouslydevelopedtohouselargerlightindustrialuses.Asthesesitesbecomeavailableforredevelopment,theycouldbedevelopedtohouselargerstoresastheyareperfectlysuitedfortheusebyhighvolumeretailers.OtherserviceorientedusesinthedistrictarealsoencouragedtoconsiderlocatingonthesouthsideofLakeStreet.ThepresenceoftherailembankmentprovidesauniqueopportunityfordevelopmentinOakPark.TheparcelsonthesouthsideofLakeStreetdonotfrontontoawellestablishedresidentialneighbor-hoodasdomanyoftheotherretailcorridorsintheVillage.Sincetheseparcelshave‘noneighbors’andareupagainsttheembankment,severaluses

thatmaynotbeappropriateformostotherplacesintheVillagecouldbeaccommodatedhere.Theseincludesomeautomobileorientedservices,park-inggarageaccess,loadingareasforhighvolumeretailers,andeventallerresidentialstructures.

ThesouthsideofSouthBoulevardiscurrentlyoccupiedprimarilybymulti-familyresidentialuses.ThedevelopmentsclosertotheRidgelandinter-sectionhavesomeretailonthefirstflooroftheseresidentialbuildings.Thenewpublicworksbuild-ingisbeingredevelopedalongSouthBoulevardaswell.Thisedgealsoactsasatransitionalareabetweentherailembankmentandtheresidentialfabric.Asitisalreadyawellestablishedmulti-familyresidentialarea,thefuturedevelopmentofthismodelisencouragedalongthisedgekeepingafocusonfirstfloorretailattheRidgelandinter-section.ThedevelopmentofretailattheRidgelandintersectionisadvantageousowingtotheproxim-ityofthetrainstationinthislocation.

Historic PreservationTheLakeStreetDistricthasasignificantamountofhistoricallyprominentbuildings.Inthebeliefthatthesebuildingsshouldbepreserved,asectionhasbeendedicatedtoselectandadministersuggestionstobuildingsthatneedprotection.ThissectioncanbefoundinPart5(page55).


51March 2007

Figure 4.12: P. C.C. health care center on Lake Street

PART 5

Historical Preservation Historic Overview

Preface

District Background Project Methodology

Survey Summary

5�March 2007



* Image Source : The Historical Society of Oak Park and River Forest (prepared by Michael Iversen)

Historic Overview

TheLakeStreetBusinessDistrictresidesalongaNativeAmericantrailthatwasfollowedbyJosephKettlestringsfromChicagoin1833whenhefirstlaidclaimtolandinwhatisnowOakPark.In1857,theTownshipofCicerowasestablished,whichgovernedearlysettlementswhichhadnotbeenpreviouslyincorporatedintoChicagoin1837.ThisincludedthesettlementknownasRidgeland,whichincludedthecurrentLakeStreetBusinessDistrict,alongwithAustin,Cicero,Berwyn,andOakRidge(nowOakPark).

Atthattime,thelandbeyondOakPark’seasternboundary(EastAvenue)wasstilllargelyundevelopedprairiewithonlyanoccasionalfarmhouse.However,thisareawasservedbytheGalenaandChicagoUnionRailroadwhichran

fromChicagoasfarwestasOakParkbeginningin1848.Inthelate1860s,agroupoffarsightedbusinessmenledbyJamesScovilleformedaventurecapitalcompanythatpurchasedlargetractsoflandeastofOakParkforresidentialdevelopment.Theynamedthearea‘Ridgeland’becausemuchofthelandwaslocatedalongaridgeformedfromaglaciallake.Thislandwassubdividedin1872,andboundbyEastAvenue,AustinBoulevard,ChicagoAvenueandtherailroadtracksalongLakeStreet.ThisareabecamethebasisfortheVillageofRidgeland,andlaterexpandedsouthwardtoMadisonStreet.

Itwasonlyamatteroftimebeforethisprairiewouldbedeveloped.ThiswasforetoldbythefollowingpassagefromtheOakParkVindicator(1871),“FarmerswerecuttinghayontheopensquaresofRidgelandthisweek,blocksthatwillsomedaybecoveredwithhandsomeresidences.”

TheVillageofRidgelandbecameaprosperouscommunity,knownatthattimeasa“silk-stocking”town.Thecenterofthevillage’ssociallifewasabrickcommunityhallknownasRidgeland(orCummings)Hall,builtin1890andlocatedatthecurrentaddressof310LakeStreet.SomanyresidentsfromneighboringOakPark,AustinandRiverForestattendedthedancesheldregularlyatRidgelandHallthatspecialstreetcarswerescheduledtoaccommodatetheadditionaldemandfortransportation.

Attheturnofthecentury,mostresidentsofRidgelandandOakParkwerefrustratedwiththegoverningcontroloftheCiceroTownshipBoard.In1902,RidgelandandOakParkconsolidatedandseparatedfromCiceroTownshipandbecameestablishedasaself-governingmunicipalityknownastheVillageofOakPark.

TheVillageofRidgelandhashistoricallybeenaself-reliantcommunity,autonomousforthemostpartfromOakParkbeforeandaftertheirconsolidationin1902.IntheearlydaysofRidgeland,thisself-reliancewasdemonstratedthroughself-imposedtaxationviatheformationofassociationsthatissuedstockforthepurposeofbuildingcommunityessentialssuchasstores,afirestation,acommunityhall,andasewersystem.


55March 2007

A view of the Ridgeland business district on the north side of Lake Street east of Ridgeland Avenue, circa 1903. Only Ridgeland Hall, the building with the tall tower in the distance in the photograph at left, survives today.

Preface*

Thisarchitecturalhistoricalsurveyidentifiesbuild-ingswithhistoriccharacterandsignificancethatshouldbepreservedduringfutureredevelopment.MostbutnotallofthestudyareaisincludedwithintheRidgeland-OakParkHistoricDistrict.Thestudyareaincludesnumerouscontributingbuildingsforthedistrict,aswellasnon-contributingcontempo-rarystructures.

District Background

AftertheChicagoFireof1871,residentialdevelopmentacceleratedinOakPark,andthepopulationgrewto4,589personsby1890.Numerouschurches,socialclubs,andfraternalorganizationswereestablishedinthe1870s,andthefirsthighschoolclassgraduatedin1877.

Assuburbanresidentialdevelopmentcontinuedinthe1880sand1890s,streetcarsandelevatedtrainssupplementedtheoriginalmainlinesteamrailroadstoconnectOakParkcommuterstojobsindowntownChicago.OneofthefirststreetcarlineswastheChicago,Harlem,&Batavia“dummy”line,whichranapproximatelyalongthepresent-dayrouteoftheEisenhowerExpressway.The“dummy”trainsusedaminiaturesteamlocomotivewithafalsecladdingdesignedtoconcealmostofthemovingpartsandavoidstartlinghorses.Thislinefirstbeganoperationin1881,butdidnotprovidedirectcommuterservicetodowntownChicagountilJune1888.AmoreextensivestreetcarnetworkthroughoutOakParkwasopenedin1890.InthefutureVillageofOak

Park,thissystemraneast-westonMadisonStreetandLakeStreet,withanorth-southconnectiononHarlemAvenue.1Streetcarservicewasdiscontinuedin1947,tobereplacedbybuses.2

TheLakeStreetElevatedRailroad(today’sCTAGreenLine)wasextendedintoOakParkin1899–1901,althoughthetrainsranatgroundleveluntilthe1960s.TheMetropolitanWestSideElevatedRailroad(today’sCTABlueLine)wasextendedintoOakParkin1905,providinglocalserviceovertracksoriginallyplacedbytheChicagoAurora&Elginelectricinterurbantrain.The“Met”linemovedontonewtracksalongtheCongress(Eisenhower)Expresswayin1958.3

OakParkseparatedfromCiceroTownshipandwasorganizedasanindependentmunicipalityin1902.Thevillagelimitsincludedlargesectionsofvacantland,muchofwhichwasdevelopedinthefirstdecadesofthetwentiethcentury.OakParkHospitalopenedin1907.LakeStreetindowntownOakParkwastheoriginalcommercialarea.ThiswesternendofLakeStreetdevelopedintoamajorretailcenterduringthe1920s,withbranchesofmajorChicagodepartmentstoressuchasMarshallField&Company.By1930,thepopulationofOakParkhadreached64,000persons.

FollowingWorldWarII,OakParkwasaffectedbylargerdevelopmentaltrendsintheChicagometropolitanarea.TheconstructionoftheEisenhowerExpresswaycutthroughthesouthernportionoftheVillageinthemid1950s.Startinginthe1960sand1970s,OakParkmadeaconsciousefforttoaccommodatechangingdemographicsandsocialpressureswhilemaintainingthesuburbancharacterthathaslongmadetheVillageadesirableresidentiallocation.Newdevelopmentsinrecentdecadeshaveconsistedofreplacementofearlierbuildingswithnewconstruction,aswellastherestorationandpreservationofOakPark’shistoricarchitecturalheritage.

1Halley’s Pictorial Oak Park(1898),88–92.2LeGary,Improvers and Preservers(1967),166.3www.Chicago-L.org

* Prepared by Wiss, Janney, Elstner Associates, Inc.

56



March 2007

Development of the Ridgeland CommunityThe340acretractoflandnorthoftheChicago&NorthWesternRailroadbetweenAustinBoulevardandEastAvenuewaspurchasedbyJamesScoville,W.B.Ogden,JoelD.Harvey,andJosiahLombardaround1868.TherealestatedeveloperE.A.Cummingsmovedtotheareain1869andsubdividedthepropertyin1872,namingtheareaRidgeland.4Thefirsthouseswerebuiltintheareainthe1870s.ThenorthsideofLakeStreetbetweenRidgelandandCuylerAvenuesdevelopedasthesmallbusinessdistrictservingthiscommunity.Afour-roomdepotwasconstructedalongtherailroadjustwestofRidgelandAvenue.

In1876,localhomeownersformedtheRidgelandImprovementAssociationtohelpbuilduptheinfrastructureoftheunincorporatedVillage.Around1878,theassociationestablishedacooperative

storeatthecornerofLakeandRidgeland,withF.Doreasproprietor.Thesecondfloorofthewoodframebuildingwasusedasasocialhall.(In1902,thisbuildingwasrelocatedto115SouthRidgelandAvenue,anditsurvivesasasingle-familyhouse.)Later,theRidgelandHallAssociationwasformedtoconstructalargebrickcommunityhallonLakeStreetbetweenRidgelandandCuyler.Thisbuilding,completedin1890andstillexisting,isat310LakeStreet.Theupstairssocialhallwasusedfordancesandplays.Theassociationalsofinancedsewers,streetpaving,streetlights,andotherimprovementsintheVillage.

4GertrudeFoxHoagland,ed.,Historical Survey of Oak Park, Illinois(OakParkPublicLibrary,1937),9.


57March 2007

Figure 5.02: Ridgeland Hall was constructed in 1890 by the com-munity association on Lake Street between Ridgeland and Cuyler.

Figure 5.0�: Other nineteenth century businesses on this block of Lake Street included a grocer, an ice and coal supply company, and the 1886 firehouse; none of these buildings survives today.

Figure 5.01: Two views of the Ridgeland business district on the north side of Lake Street east of Ridgeland Avenue, circa 1903. Only Ridgeland Hall, the building with the tall tower in the distance in the photograph at left, survives today. Photos courtesy of the Historical Society of Oak Park and River Forest (Philander Barclay collection).

In1886,CiceroTownshipFireCompanyNo.2wasestablishedinRidgeland,andawoodenstationhousewasbuiltonLakeStreetbetweenRidgelandandCuylerAvenues(alocationwiththepresent-dayaddress322–324Lake).ThisstationwasreplacedbyalargebrickandstonestructureonthesouthsideofLakeStreetatLombardAvenuein1898.Theuseofthebuildingasafirehousewasdiscontinuedin1916.OakParkhadagreedtobuyLakeMichiganwaterfromChicagoin1908,andapumpingstationwasestablishedbehindthefirehousein1912toincreasewaterpressure.Thisuseofthebuildingcontinuestoday.

TheCiceroandProvisoStreetRailwayCompanybeganoperationofthefirststreetcarlinesalongLakeStreetin1891.Thecarbarnforthestreetcarsystemwasconstructedin1890onthesouthsideofLakeStreetatCuylerAvenue.Inthe1950swhenbusesreplacedstreetcarsonLakeStreet,theformercarbarnwasreusedasabusgarage.Thebuildingwasultimatelydemolishedin1987for

theconstructionofaDominick’sgrocerystoreonthesite.

TheLakeStreetelevatedrailroadwasextendedthroughRidgelandin1898–1900.TheRidgelandareabecamepartofthenewVillageofOakParkin1902.TheChicago&NorthWesternRailroadtrackswereelevatedonaconcreteembankmentthroughtheVillageinlate1911.Around1900,largeareasofvacantlandalongLakeStreetandSouthBoulevardweredevelopedwithamixtureofcommercial,industrialandapartmentbuildings.IndustrialuseswerelocatedonthesouthsideofLakeStreetbetweenRidgelandandLombard,whereeasyaccesstotherailroadwaspossible.BusinessesincludedBorden’sCondensedMilkCompanyplant,W.G.DavisCoalCompany,andBedard&Morencywoodplaningmill.TheParkDistrictofOakParkwasestablishedin1912,andamongitsfirstactionswastopurchasetheformercricketgroundsownedbyJames

58



March 2007

Figure 5.06: View of the Cicero and Proviso Street Railway Com-pany car barn, shortly before its demolition in 1987.

Figure 5.07: Streetcar on Lake Street at Austin Boulevard, 1940s.

Figure 5.04: The Cicero Township Fire Company No. 2 building, shortly after its completion in 1898.

Figure 5.05: The building today, which now houses the Oak Park main water pumping station.

ScovilleatthesouthwestcornerofLakeandRidgeland,whichbecame“RidgelandCommons.”TheVillagepurchasedlandalongLakeStreetwestofHumphreyAvenuein1918asoneofthefirstcomponentsinthevillageplaygroundsystem,andtheparkopenedin1921.Afieldhousewasbuiltintheparkin1927,whichwasrenamedthe“RobertLouisStevensonPlayground.”ThisbuildingwasreplacedbythepresentFieldhousein1966.

Since1970,theformerindustrialusesalongthesouthsideofLakeStreethavebeenreplacedbyavarietyofrecreational,retail,andresidentialuses.TheBorden’splantandcoalcompanysitebecametheRacquetClubofOakParkandRiverForestin1973.ThefourteenstoryHeritageHouseapartmenttowerwasconstructedontheformerplaningmillsitein1979.TheformerstreetcarcarbarnwasdemolishedtomakewayforaDominick’sgrocerystorein1987.NewresidentialapartmentandcondominiumbuildingshavecontinuedtobebuiltintheRidgelandarea.Inthe1960s,thisincludedmoremodestapartmentbuildings,whichwereusuallyconstructedasinfillbuildingsonpreviouslyvacant

sites,suchasthebuildingsat114LakeStreetorthecornerofTaylorAvenueandSouthBoulevard.Inthe2000s,withlimitedvacantlandremaining,newdevelopmenthastypicallyinvolvedthereplacementofearlierbuildingswithlargerresidentialormixed-useprojects,suchasthebuildingatRidgelandAvenueandSouthBoulevard,whichreplacedseveralearliercommercialbuildings,orthetownhousebuildingatCuylerAvenueandSouthBoulevard,whichreplacedaformerautoservicebuilding.In2006,constructionbeganonanewOakParkPublicWorksFacilityonSouthBoulevardbetweenTaylorandHarveyAvenues.


59March 2007

Figure 5.08: Top: Borden’s Condensed Milk Co. was located on the southwest corner of Lake Street and Cuyler Avenue. This view, looking northeast from the Chicago & North Western Railroad, shows the Cicero and Proviso Street Railway car barn in the background. Photograph from Oak Park in Vintage Postcards. Bottom: The Bedard & Morency Mill Co. was located on the southwest corner of Lake Street and Lombard Avenue. Illustration from the 1905 Oak Park directory.

Figure 5.11: Twenty-first century development in the corridor has included multi-unit residential and mixed use buildings such as this recently completed four-story building at Ridgeland Avenue and South Boulevard.

Figure 5.12: A new Oak Park public works facility is now under construction on South Boulevard.

Figure 5.09: The fourteen story Heritage House was constructed in 1979.

Figure 5.10: The infill apartment building at 114 Lake Street was constructed in 1961.

Project Methodology

Architectural SurveyHistorical ResearchHistoricalresearchforthisprojectwasconductedattheOakParkPublicLibrary(OPPL)andtheHistoricalSocietyofOakParkandRiverForest(HSOPRF).ThecollectionatOPPLincludespublishedbooks,localnewspapers,andvillagedirectoriesonmicrofilm.ThecollectionatHSOPRFincludesextensiveandpartiallyindexedlocalnewspapers(Oak Leaves andWednesday Journal),historicphotographcollections,ephemerafilesorganizedbystreetname,andSanbornmaps.Additionally,Mr.MichaelIversen,localhistorianandarchitect,providedaccesstohisextensivecollectionofhistoricmaterialsrelatedtothehistoryofRidgeland.

Field SurveyThefieldsurveyworkwasconductedinAugust2006byLauraKraftandKennethItleofWJE.Theentirecorridorwassurveyedonfoot.Eachbuildingwasphotographedusingdigitalcameras.Asappropriate,additionalphotographsweretakenofnotabledetailsorfeaturesofthebuilding.Writtennotesweremadeidentifyingexistingmaterialsandexistingbusinessoccupants.Obviouslycontemporarybuildingsonthecorridor,suchasgasstations,werenotsurveyed.

Database and Map PreparationThesurveyandresearchdatawerecompiledandpresentedinaMicrosoftAccessdatabase.Digitalfieldsurveyphotographswereinsertedelectronicallyintothedatabase.Also,amapwas

preparedinArcGISusingaerialphotographyandparcellinesprovidedbytheVillage.ThecompletesurveydatabaseisgeoreferencedintotheGISsoftware,toallowforsimplecomparisonandgeographicanalysisofthesurveyinformation.

PresentationThedrafthistoricsurveywaspresentedtotheVillageHistoricPreservationCommissionataregularpublicmeetingonOctober12,2006,attheOakParkConservatory.FollowingreceiptofcommentsfromtheCommissionersandadditionalhistoricalbackgroundinformation,andfurtherreviewofthesurveyresultstoensureconsistency,thefinalreportandsurveyformshavebeenprepared.

Summary Report and SubmittalsBasedontheresultsofthesurveyandresearch,thissummaryreportwasprepared.Thesurveyformsareattachedasanappendix.IncludedunderseparatecoverwiththefinalsubmittalwillbeaCD-ROMcontainingthereport,maps,andsurveyformsas.PDFfiles;thesurveyphotographyas.JPGfiles;thesurveygeodatabaseas.MDBfile;andthesummaryreportas.DOCfile.TheresultsofthesurveyhavebeenconsideredbytheplanningteamaspartoftheoverallLakeStreetCorridorPlan.

TerminologyThecategoriesusedtodesignatethehistoricalsignificanceofindividualpropertiesarebaseduponthecategoriesusedinthe“ArchitecturalSurveyofDowntownOakParkandtheAvenueBusinessDistrict”preparedbytheVillageofOak

Park,asapprovedNovember21,2005.Thecategoriesofsignificanceusedhereinareasfollows:Significant(NationalRegister):AsignificantpropertythathaspotentialtobeeligibleforlistingontheNationalRegisterofHistoricPlaces.Generally,NationalRegisterCriterionC,relatingtoarchitecturaldesignorcharacter,hasbeenconsideredinmakingthisdesignation.OtherpropertiesmaybeeligiblefortheNationalRegisterunderothercriteria;however,moredetailedresearchontheindividualpropertywouldberequired.AllpropertiesinthiscategoryarealsoeligibleforlistingasOakParklandmarks.

60



March 2007

Figure 5.1�: A property considered National Register-eligible as part of this study: the former Ridgeland Hall (1890).

Figure 5.14: A property considered National Register-eligible as part of this study: the former Cicero Township Fire Company No. 2 (1898)

Significant:The2005surveyofdowntownOakParkdefinesaSignificantpropertyas“anypropertyand/orimprovementwhichhasspecialcharacterorsignificanthistorical,cultural,architectural,archeological,communityoraestheticvalueandisworthyofpreservation.ThepropertyisimportantenoughtowarrantindividualOakParkLandmarkdesignation.”

Thebuildingsdesignated“Significant”aspartofthepresentsurveyhavethepotentialtobeeligibleforlistingasanOakParklandmarkunder

oneormoreofthecriteriadefinedintheHistoricPreservationOrdinance.Thebuildinghasahighlevelofintegrity,withminimalchangestomajorhistoricfeatures.Oneexceptionisalterationstostorefronts;replacementofthestorefrontdoesnotnecessarilydisqualifyaproperty,aslongastheoriginalpatternofopeningshasbeenmaintained.

StructureofMerit:The2005surveyofdowntownOakParkdefinesaStructureofMeritpropertyas“abuildingwhichhashistoricoraestheticcharacterbuttoalesserdegreethanaSignificantbuilding,orthathashadalterationsaffectingitsintegrity.Suchabuildingmaycontributetoabroaderhistoriccharacterorprovidehistoriccontexttoalargergroupofbuildingsandisworthyofpreservation.”

Aspartofthepresentsurvey,theterm“Contributing”isusedwhenthebuildingislocatedwithintheboundariesoftheexistingRidgeland-OakParkHistoricDistrict;theterm“StructureofMerit”isusedwhenthebuildingislocatedoutside

thedistrictboundaries.Oftentimes,abuildingdesignatedContributingorStructureofMeritcouldberaisedtotheSignificantlevelbytheremovalofinappropriatelateralterations,suchastheremodelingorfillinginofstorefronts.OtherbuildingsdesignatedContributingorStructureofMeritmayultimatelyqualifyasSignificantpendingfurtherresearch(beyondthescopeofthisstudy)toestablishtheiroriginalarchitecturalcharacter,toidentifyotherhistoricassociations,ortobetterunderstandthearchitecturalandhistoricalcontextofthebuilding.

In2002,theOakParkHistoricPreservationCommissionadoptedarevisedlistingofcontributingstructureswithintheRidgeland-OakParkHistoricDistrict.Ingeneral,theresultsofthepresentsurveyagreeswiththedesignationofindividualbuildingsascontributingandnon-contributing.Averysmallnumberofpropertieshavebeenconsideredcontributinginthepresentsurveyinspiteofbeingdesignatednon-contributingin2002,andatleastonepropertyis

Figure 5.16: An example of a building designated Significant as part of this study: the retail/apartment building at South Boulevard and Ridgeland Avenue

Figure 5.15: An example of a building designated Significant as part of this study: the retail building at 128–136 North Ridgeland Avenue.

Figure 5.17: The apartment building at 118–126 North Taylor Avenue, although somewhat altered, still retains a noteworthy historic character and is contributing designated contributing.


61March 2007

Figure 5.18: The former garage building at 21 South Boulevard, now used as offices, retains its basic simple historic character. This building is designated Contributing.

considerednon-contributinginthepresentsurveyinspiteofbeingdesignatedcontributingin2002.Commentsonindividualsurveyformsreflectthesedifferences.Also,acheckboxoneachsurveyformindicatesifthatpropertyisphysicallylocatedwithintheboundariesoftheRidgeland-OakParkHistoricDistrict,andifso,ifitwasdesignatedcontributingin2002.

NoMerit:The2005surveyofdowntownOakParkdefinesaNoMeritpropertyas“abuildingwhichislessthanfiftyyearsold,orabuildingwhichneveroriginallyhadaestheticcharacterorsignificance,orthathashadalterationsthatdestroyitsintegrity.Whilethe[HistoricPreservation]Commissionisnotnecessarilyadvocatingthedemolitionofthesebuildings,theyarenotconsideredworthyofpreservationfromanarchitecturalstandpoint.”

Aspartofthepresentsurvey,theterm“Non-Contributing”isusedwhenthebuildingislocatedwithintheboundariesoftheexistingRidgeland-OakParkHistoricDistrict;theterm“NoMerit”isusedwhenthebuildingislocatedoutside

thedistrictboundaries.Whilemanyofthesebuildingsmaybewell-built,prominent,orusefulstructures,theydonotwarrantspecialprotectionashistoricallysignificantproperties.

ThereareafewolderbuildingsonthecorridorwhicharecurrentlyidentifiedasNoMerit,generallyduetothepresenceofcontemporaryfacadeovercladdingmaterials.Itispossiblethathistoricmaterialsmaystillexistonthesebuildings,concealedbeneaththecontemporarymaterials.Withappropriaterestorationwork,thesepropertiesmaydeservere-assessmentasStructuresofMeritorSignificantstructures.5

StylisticterminologyuseinthisreportisbasedonthestylenamesanddefinitionsusedinthepublicationHow to Complete the Ohio Historical Inventory.6Inaddition,theterm“Commercial”stylehasbeenused,similartotheuseofthistermintheOctober2005surveyofdowntownOakPark.

Generally,thestylenameCommercialhasbeenassignedtomasonrybuildingsfromtheperiod1900to1930,usuallyonetothreestoriesinheight,withflatroofandgroundlevelstorefronts,andminimaldecorativedetailinginthemasonrybasedlooselyonClassicalstylemoldingsandtrim.Theseareoftenbuilder-designedstructuresandareubiquitousintheChicagoareaalongmajorcommercialstreetssuchasLakeStreet.

Survey Summary

Historical SignificanceTheRidgelandareadevelopedinthe1870s,1880s,and1890sasadistinctcommunitythatwasperceivedassomewhatindependentofthesettlementofOakParktothewest.ThephysicalcenterofRidgeland—theLakeStreetandSouthBoulevardcorridorthatisincludedinthepresentstudy—includedalimitednumberofcommercial,social,andpublicbuildingsthatservedtheRidgelandcommunity.Severaloftheimportantpublicbuildingsfromthenineteenthcenturystillsurvivetoday,includingtheCiceroTownshipFireCompanyNo.2buildingandtheformerRidgelandHall.Thistimeperiodalsoincludedtheconstructionofmanysinglefamilyhousesinthelargerneighborhood;afewofthesehousesareincludedintheboundariesofthepresentstudy.

5 If redevelopment is proposed for sites of this type, further

investigation of their potential historical significance is

recommended6StephenC.Gordon,How to Complete the Ohio Historic Inventory

(Columbus,Ohio,OhioHistoricPreservationOffice,1992).

Figure 5.19: Non-contributing buildings include mainly post-World War II buildings like 222 Lake Street

Figure 5.20: Non-contributing buildings include mainly post-World War II buildings like small number of drastically altered older buildings, such as the retail building at the corner of Lake Street and Austin Boulevard.

62



March 2007

WhenCiceroTownshipbrokeapartintoindependentmunicipalitiesin1902,RidgelandwasincludedinthenewVillageofOakPark.Thedevelopmentofmuchofthestudycorridoroccurredaftertheincorporationofthevillage,especiallyinthedecadeofthe1920s.Newbuildingsinthestudyareaintheearlytwentiethcenturyincludedresidentialapartmentbuildings,retailbuildingsservingtheeverydayneedsoftheneighborhood,andsomeautomobile-orientedbusinessessuchasfillingstationsandgarages.Witheasyaccesstorailroadtransportation,thecentralstripofthecorridorwasdevelopedwithindustrialuses.

Thesignificantbuildingsofthecorridorthereforedatemainlytothefiftyyearsfrom1870to1930.Relativelylittle new construction occurred in the corridor inthe period 1930 to 1960. Since 1960, some infillconstructionorredevelopmenthasoccurred.

Commercial PropertiesThesurveycorridorhasavarietyofhistoricsmallscalecommercialbuildings,especiallynearAustinBoulevardandRidgelandAvenue,whichcorrespondtoelevatedtrainstationlocations.Thesehistoricretailbuildingsgenerallyweredesignedtoservetheneedsoftheresidentsofthesurroundingneighborhood,ratherthanservingasaregionalretailcenter.Architecturally,thedesignandconstructionofthesetwentiethcenturymasonrybuildingsisverytypicalofthetypeofcommercialstructuresfoundthroughouttheChicagoregiononmajorthoroughfareslikeLakeStreet.

Residential PropertiesAlthoughLakeStreethastraditionallybeenzonedforcommercialandindustrialuses,thecorridordidincludesomeresidentialproperties.Thesurveyincludedhistoricapartmentbuildings,manyofwhicharelocatedoncornerlotsalongLakeStreetorSouthBoulevard.Thesurveyalsoincludedanumberofsinglefamilyhouses,manyofwhichfacetheperpendicularavenues,ratherthanLakeStreetorSouthBoulevard.Anassessmentofhistoricsignificancehasbeenmadeforthesinglefamilyhousesandapartmentbuildingsincludedinthesurvey.

Figure 5.22: The former First National Bank building anchors the commercial strip at the corner of Austin Boulevard andLake Street.

Figure 5.21: Part of the commercial strip on Lake Street near Ridgeland Avenue.

Figure 5.24: Other residential properties include 1920s apart-ment buildings such as this building at Harvey Avenue and South Boulevard.

Figure 5.2�: The survey included some single family houses that date back to the earliest development of Ridgeland in the 1870s, such as this house on South Elmwood Avenue.


6�March 2007

Survey StatisticsAtotalof96propertiesweresurveyedindetailaspartofthisproject.Obviouslycontemporarybuildingsalongthecorridor,suchasgasolinefillingstationsandfastfoodrestaurants,wereexcludedfromthescopeofworkforthissurvey.Thesebuildingsareclassifiedas“Non-Contributing”or“NoMerit”duetotheirage,anddependinguponiftheyarelocatedwithintheboundariesoftheRidgeland-OakParkHistoricDistrict.

Bydateofconstruction: •1870–1899:9properties •1900–1909:18properties •1910–1919:21properties •1920–1929:26properties •1930–1945:none •1946–1959:7properties •1960–2006:15properties

Bysignificance:•Significant(NationalRegister):2prop.•Significant:11properties•ContributingorStructureofMerit:53prop.•Non-contributingorNoMerit:30propertiesRefer to the terminology section above for the definition of the terms used to designate historical significance and the use of these terms in the present study.

Bybuildinguse:•Commercial,typically1or2stories:33•House(singlefamilyortwo-flat):35•Apartmentbuilding:17•Mixedusecommercialandapartments:11

64



March 2007

Figure 5.25: Historic Significance of Buildings in the in Lake Street Corridor


65March 2007

77

149

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103

135

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21

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Oak Park Lake Street Corridor - Historic SignificanceStudy Boundary

Significance

Not included in survey

Significant (National Register eligible)

Significant (Local landmark eligible)

Contributing / Structure of Merit

Non-contributing / No Merit

Oak Park Ridgeland Historic District

Frank Lloyd Wright Historic District 0 300 600 900 1,200150Feet

77

149

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127137

659 14

9994

27607

91715

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2324

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2265

98 95

12

159

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61

101

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63

103

135

139 131132

118

156

113119

110109

116

164

130 107117

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88

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121123

81

6937

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158 152

154157

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21

136145 147 105143

108114

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8579 71

93 7487

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LAKE ST

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Oak Park Lake Street Corridor - Historic SignificanceStudy Boundary

Significance

Not included in survey

Significant (National Register eligible)

Significant (Local landmark eligible)

Contributing / Structure of Merit

Non-contributing / No Merit

Oak Park Ridgeland Historic District

Frank Lloyd Wright Historic District 0 300 600 900 1,200150Feet

67March 2007



PART 6

Transportation and Parking

Traffic Volumes Transportation and Parking Issues

Existing Parking Counts

67


68



March 2007

NOT TO SCALE

© 2006 Solomon Cordwell Buenz Oak Park, IL

Lake Street Redevelopment Plan

10.23.06Transportation Information Map

CU

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Green Line- Austin2,070 WKDY Boardings

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OAK PARK FREE SHUTTLE

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1,480 WKDAY Boardings

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Stop Lights

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CTA91

1�,000 Vehicles on Ridgeland

14,00 VehiclesRidgeland to Harvey

12,000 Vehicles Harvey to Austin

Figure 6.01: Average Daily Traffic Volumes

NOT TO SCALE




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69March 2007

Traffic Volumes

AspresentedinFigure6.01,trafficvolumesgener-allyincreaseeasttowest(volumesarecloserto18,000ADTnearHarlem).Cross-streetvolumes(north-southstreets)vary;RidgelandsouthofLakeStreetcarriesabout13,000ADT;LombardsouthofLakeStreetcarriesaround1,400ADTandAustinjustnorthofLakeStreetcarriesaround28,000ADT.TrafficsignalsarelocatedonLakeStreetatRidgeland,Harvey,andAustin.TwotrafficsignalsarelocatedonSouthBoulevardatRidgelandandAustin.Whileroadwaycapacityisavailabletoaccommodatenewgrowth,improvementsmaybeneededatintersections.

Transportation and Parking Issues

Thefollowingsectionoutlinessomeofthestrategiesthatcouldbeadoptedtoimprovethetrafficandparkinginthedistrict.

1. Reconfiguration of Harvey StreetHarveyStreetoriginallytraveleddirectlyacross

LakeStreetsouthundertheviaduct.WhenDominick’smovedtotheDistrict,additionalparkingwasrequired.Theexistingparcelwasenlargedandthestreet’sedgeshiftedeastcreatingan“S”shapedpatternintheroadway.AsthearearedevelopsandDominick’splanstoundergorenovations;theplanrecommendsinstitutingan‘urbanmodel’providingstructuredparkingtherebyremovingtheHarveyStreetoffsetandreinstatingtheoriginalstreetpatternandcreatingadirectlinkundertheviaduct.

2. Beye School walking routeBeyeSchoolislocatedonCuylerandOntariowithtwoofficialcrossinglocationsforstudentswalkingsouthacrossLakeStreet.TheschoolcrossingzonesonLakeStreetarelocatedatHarveyandRidgelandAvenues(Figure6.05).Thesaferoutesas

prescribedbytheschoolindicatethatstudentseitherwalkeast/westonOntariotoHarveyorRidgelandandtravelsouthontheseroadsusingthecrossinglocationsprovidedatLakeStreet.StudentsusingtheHarveylocationtocrossLakehavetomakeanadditionalcrossingacrossHarveytonegotiatethejoginthestreet.Thiscreatesaconfusingsituationforthechildrenusingthisroute.StraighteningHarveywillhelptheschool’scrossingzonesandsimplifythewalkingroutes.

�. Potential parking garage locationsAtthecornerofAustinandLakeStreetthenumberofon-streetparkingspacesbecomesfullyutilized

mostofthetime.Further,thereisagreaterneedforadditionalparkingfromthePCC(PCCCommunityWellnessCenter)andotherretailers.Asdevelopmentandredevelopmentoccurs,moreparkingspaceswillbeneededthroughoutthedistrict.Asthearearedevelops,additionalparkingshouldbeprovidedinstructures(Chapter7,Figure7.06showsthepotentiallocationforparkingstructuresintheDistrict).

Figure 6.04: PCC Community Wellness Center on Lake Street

Figure 6.02: Jog on Harvey and Lake

Figure 6.0�: Aldi Parking Lot on Lake Street

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March 2007© 2006 Solomon Cordwell Buenz

Lake Street Plan

Oak Park, IL

07.28.2006SAFE WALKING ROUTES TO BEYE SCHOOL

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71March 2007

AsAldi’sredevelopsitsstore,thenewdesignisproposedtofollowthe‘urbanmodel’.This‘urbanmodel’willreplacetheexistingretailstructureandsurfaceparkingbyaddinganewgrocerystorewithtwolevelsaboveforparking.Structuralprovisionsthatwillallowformoreparkingfloorsinthefuturearerecommended.OtheradditionalparkinglocationsinthedistrictincludetheparcelonthesoutheastcornerofHarvey,accomplishedbystraighteningthejogonHarvey.SincethiswouldreducethecurrentamountofparkingforDominick’s,itisrecommendedthatDominick’sconsidersusingan‘urbanmodel’storeandincorporateaparkingstructureaspartoftheredevelopment.

4. North BoulevardNorthBoulevardiscurrentlydiscontinuousandgenerallyusedaspermitparkingandaservicedrive.ByextendingNorthBoulevard,additionalparkingspacescouldbecreatedandusedforcommutersaswellasmoreopportunitiesfor

servicelocationsforadditionaldevelopmentsinthedistrict.

5. Improvements to the CTA Green Line stations at Ridgeland and AustinToencourageadditionaluseoftransitservicesandtofacilitatebustorailtransfers,improvementsshouldbeconsideredtotheareasurroundingtherailstations.ThiswouldincludeimprovingthepedestrianenvironmentbetweenLakeStreetandtherailline(improvedviaductlighting,improvedstreetcrossings,busshelters),addingbicycleparkingincludingbikelockers,andaddressingthegradeissuewiththeAustinstationwhichcurrentlyprohibitsaccesstothewest.

6. CTA ViaductTherailembankmentbetweenNorthBoulevardandSouthBoulevardcreatesadisconnectedsenseoffeelingintheLakeStreetCorridor.Theviaductinterruptssightlinesgoingnorthandsouth.Italsoproducesdarkunderpassesmaking

ituncomfortabletocrossthroughduringallhoursoftheday.Aesthetically,theviaductlooksoldandunsightly.Despitethenegativeaspects,therailembankmentcanbehelpfulincreatingapositivesolutiontohideparkingstructuresthatwillbeneededinthefuture.

Existing Parking Counts

Ingeneral,adequateparkingisavailabletomeetthecurrentneedsofthedistrict.AspresentedinFigure6.09,therearejustover700parkingspaceswithinthedistrict,comprisedofabout340off-streetspacesandabout370on-streetspaces.Theon-streetspacesincludeabout130spacesonLakeStreetandabout240spacesalongSouthBoulevard.ManyofthespacesonSouthBou-levardareincludedasvillage-ownedlots,whichallowsforbothmeterandpermitparking.Overall,parkingspacesinthedistrictareabout60%to70%occupied,withthepercentageofoccupiedon-streetspacesgenerallyincreasingtowardstheAustin/LakeStreetintersection.

Figure 6.06: Green Line entrance off Ridgeland

Land Use

46%

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Figure 6.08: Existing Parking in the DistrictFigure 6.07: Viaduct Underpass

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March 2007

Figure 6.09: Existing Parking Counts



10.23.06District Parking

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Key: example 38 (82%) =Number of parking spaces on both sides of the street ( % Occupied )

NOT TO SCALETOTALPARKINGINTHEDISTRICT :714spacesINPARKINGLOTS :341spacesONSTREETPARKING :373spaces

7�March 2007



PART 7

Recommendations

Land Use Recommendations

Transportation and Parking Recommendations

Block by Block Recommendations

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© 2006 Solomon Cordwell Buenz project number

01.12.2007RECOMMENDATION DIAGRAM


Oak Park, IL

Redevelopment Potential – current properties that are under-utilized and could be redeveloped

Retail Zones – Current retail areas to strengthen as retail

Residential Edge- Transition areas adjacent to single family residential

Catalyst Project Sites

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Figure 7.01: District Recommendations

*

* At this time, the current property owners in the Catalyst 2 area are not interested in redevelopment. The planning team and Village respect the owner’s opinions and appreciate the quality contributions their businesses make to the district. However, the planning team has kept the ideas in the plan because it is a prime property for mixed use retail redevelopment within the Village as a whole. It is important to note this is a long range plan and could be a great opportunity for the property owners and the Village in the future.


75March 2007

Land Use Recommendations

Theoverallstrategiesforthedistrictweredevisedbasedonconsideringvariouscontributingfactorsincludingcurrentlandusesandexistingbusiness-esinthedistrict.

ThefollowingaresomegeneralstrategiesfortheretaillandusesfortheLakeStreetNeighborhoodPlan(refertoFigure7.01)

Catalyst 1ThetwoblocksalongLakeStreetbetweenAustinBoulevardandHumphreyStreetserveasa“Gateway”toOakPark.SinceAustinBoulevardisthedividinglinebetweenChicagoandOakPark,thereareseveralChicagoAustinneighborhoodissuesthatdirectlyimpactOakPark.ManyofthebusinesseslocatedatthisintersectiondirectlyservetheChicagomarketandarenottypicallyutilizedbytheresidentsofOakPark.Thecurrentmixofretailersareunder-servingthetotalmarket

potentialofthecommunity,Manyofthebuildingsneedbasicimprovementsandthedistricthasthepotentialforsignificantretailtenantupgradesandrecruitment.ThroughinterviewswithlocalbusinessesalongLakeStreet,theplanningteamlearnedthatmanybusinesseswereengagedinexpansionplansincludingtheprimarytenantofthesouthblockAldiandnorthblockPCCCommunityWellnessCenter.TherenovationoftheAldiwillserveasacatalysttoimprovethequalityofretailatthisnode.Thenewstoreisplannedtobemodeledalongthe‘urban’formatfeaturingstructuredparking.ThefactthatAldiiswillingandfinanciallyabletobuildaparkingstructureoveragrocerystoreisamajorsignalthatthemarketisreadyforgreaterinvestmentinthedistrict.

Thisblockoftheshoppingdistrictisatmaximumparkingcapacity,withtheon-streetparkingoccupiedamajorityofthetime.Additionalparkingwouldimprovethebusinessandretailpotentialofthisblock.Astheparcelsonthisblockbecome

availableforredevelopmenttheyshouldbedevelopedinacomprehensivemannertoaddresstheparkingrequirementsofthevariousbusinesses.ItisimportantthatthereiscoordinationwithAlditoexpandtheirproposedparkingstructuretoservetheadjacentbusinessesontheblock.Thegarageshouldbedesignedtoexpandfloorplatestootherparcelsortoprovideadditionalfloorsofparking.IncreaseddensityinthisblockcouldberealizedbecausetherearenoadjacenctresidentialbuildingsandtheparcelisnexttotheAustinCTAStationTheformerBankBuildingatthecornerishistoricandshouldbeconsideredforrenovation.Creatingoneblockofmixedusedevelopmentwithastrongretailnodeinthisareawouldfurtherserveasasymbolic“Gateway”totheVillage.

SomeoftheexistingservicebusinessesalongLakeStreetthathaveinherentconflictswiththeirresidentialneighbors,whichincludenoises,storageofcarsandstorageofmaterials.

Figure 7.02: Existing Gateway at Austin Figure 7.0�: Historic Bank Building at Austin and Lake Figure 7.04: PCC Health Care on Lake Street

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March 2007

Mostofthesebusinesseshaveexistedinthisdistrictforalongtime.TheyhavealoyalclientalanddonotrequirevisibilityonLakeStreetforretailexposure.Overtime,theVillageisencourgedtoworkwiththesebusinessestorelocatethemappropriatelocationswheretheywouldnothaveresidentialadjacencyissues.RedefiningNorthBoulevardasaservicezonecouldprovideaperfectrelocationareaforsomeoftheselanduses.Theadjacencyoftherailembankmentprovidesscreeningandnoneighborhoodconcerns.Theselandusescouldbewellservedinthefirstfloorofaparkingstructurewithgoodsignagetodirectclientstobusinesses.

Residentsandbusinesseshavevoicedconcernsaboutsafetyinthisdistrict.Manybusinesseshavelockeddoorsandrequirethatcustomersbebuzzedintothestore.

Thereareanumberofsafetyimprovementsforthedistrictthatwillchangethepublicperceptionofsafetyincluding:

1)Greaterpolicepresenceinthedistrict

2)Additionaleveninglightingfrompedestrianfixturesandstorefrontambientlight

3)Increasingnighttimeactivitiesinthedistrictthroughadditionalrestaurantsorotherretailers

1. Residential Neighborhood Edges

TheblocksalongthenorthsideofLakeStreetandthesouthsideofSouthBoulevardaretransitionzonesbetweencommercialandsinglefamilyhousingdistricts.AgoodpercentageofthenorthsideofLakeStreetisexistingresidentialbuildings,bothmulti-familyandsingle-familystructures.

AnydevelopmentonthissideofLakeStreetshouldcomplimenttheresidentialusewithfirstfloorneighborhoodservingretail.Newdevelopmentshouldideallybe3-4levelsofupperlevelresidentialdevelopmentwithretail,officeorresidentialfirstflooruses.Thearchitecturaldesignofbuildingsonboththeseedgesshouldbeofacompatibleinscaleandcharacterwiththeadjacentneighborhood.Goodexamplesofcompatiblebuildingsincludefigure7.05whichisamixedusebuildingwithgroundlevelretailandresidentialaboveorahighqualitymultifamilybuildingsuchasfigure7.09.

2. Open Space and RecreationPreserveandenhanceStevensonPark(Figure7.06)asavitalneighborhoodamenityinthedistrict.Atthecommunitymeetingsmanyresidentsstatedthattheprogrammingoftheparkwasinadequateandnotservingtheneeds

Figure 7.06: Stevenson Park Figure 7.07: Existing Community Retail at LombardFigure 7.05: Mixed Use Building at the corner of Humphrey


77March 2007

Figure 7.09: Multi-family building on Austin Blvd.

oftheneighborhood.Itisimportanttounderstandparkuse/programmingandwaystoenhancetheaccesstotheparkandanystreetscapeopportunities.

�. Strengthen Existing RetailStrengthentheexistingcommunityserviceretailthroughtheadditionofretailandstructuredparkingthatserveinadjacentproperties.

4. Reconfiguration of HarveyThepotentialreconfigurationofHarveywillallowforamoresubstantialretaildevelopmentontheSouthEastcornerofHarveyandLakeStreet.Thisareacoulddevelopintoanotherretailareathatservesthecommunityandwouldfunctionwellwiththeexistingcommunityserviceretailcenteracrossthestreet.

5. Preserve Neighborhood EdgePreservetheresidentialbuildingsandallowsomeinfillneighborhoodorientedretailusesonthefirstfloorofanewdevelopment.

Catalyst 2: ConsiderredevelopmentopportunitiesforthelargeblockbetweenHarveyandRidgelandAvenue.This4.5acrepropertyiscurrentlyunderutilizedwithsinglelevelstructures.LargeredevelopmentretailsitesareararecommodityinOakParkandthiscouldbeagreatopportunitytocreateamixedusedevelopmentwithaparkingstructure.

However it is important to note that a few of the property owners in the Catalyst 2 area have responded to the planning recommendations

and specifically stated they are not interested in redevelopment at this time.

Dominick’sisaveryvaluableretailertothisdistrictanditiscriticalthattheybeincludedinanyfutureplanningofthesite.In2007Dominick’swillundertakeamajorrenovationoftheinterioroftheirstorewithsomefaçade/storefrontimprovementsonLakeStreet.ThisstoreremodelingwillprovideagreaterpedestrianpresenceonLakeStreetwithstorefrontsforthebakery,Starbucksandflorist.ItisimportanttonotethatevenwiththeseupcomingimprovementsDominick’siswillingtorevisitthestoredesignandconsideropportunitiesin5yearstoredevelopthestoreintoalarger4.5acresiteredevelopmentproject.

Someofthelandusesforconsiderationinamixed-useredevelopmentofthis4.5acresitecouldincludethefollowing:

Level1:Grocery(50,000–60,000GSF),ahighvolumesalesretailer(20,000–40,000),3-4mallretailers(1,800–3,000each)andstructuredparking.Level2:HealthClub,TennisFacility,OfficeandParkingLevel3&4:Residential

Dominickshasco-tenancyrequirementsthatwillrestrictsomeretailuses.SomeofthehighvolumeretailersforconsiderationfortheDominickssiteincludeelectronics,officesuppliesandhomewares.

6. Retail on South BoulevardEnhanceasmallclusterofretailusesattheintersectionofSouthBoulevardandRidgelandAvenue.TakeadvantageofthecloseproximitytotheCTARidgelandstationwithusessuchasapremiercoffeeshop,restaurant(s)andotherneighborhoodservingretailers.

7. Residential Edge on South BoulevardPreservethelargelyresidentialcharacterofSouthBoulevardwithfaçadeimprovementsandstrategicinfillofresidentialprojectsthatareinkeepingwiththecharacterofthedistrict.

Figure 7.08: Current configuration of Harvey Street

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0 150 300


10.11.2006TRANSPORTATION RECOMMENDATIONS


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Transportation and Parking Recommendations

Thefollowingaresomegeneralstrategiesfortransportationandparkinginthedistrict(refertoFigure7.10):

1.ProvideaparkinggaragebehindretailfrontagetoaddresstheneedsofPCCCommunity

WellnessCenterandanynewretailersthatareaddedatthiscorner.

2.ProvideadditionalstructuredparkingaspartoftheAldigaragetoservetheneedsofthedistrict.

3.Structuredparkingtosupporttheexistingserviceretailandadditionalretailuses.

4.StructuredparkingtosupporttheredevelopmentoftheDominick’sandanynewdevelopmentontheblockbetweenHarveyandRidgelandAvenue.

5. WorkwithCTAtoimprovethepedestrianaccess,provideabetterandlargerdropoffarea,enhancetheentrancedesignoftheCTAstationatRidgelandAvenue.

6.WorkwithCTAtoimprovetransitstationatAustinBoulevard.ConsidertheoptionofextendingtheplatformandprovidinganentranceandaccesstothestationfromtheOakParksideofAustinBoulevard.Thiswouldallowriderstocrossthestreetattheplatformlevel.

7.ImprovethestreetscapeandparkingareasalongSouthBoulevard.

8.Generalrepairandupgradetherailembankmentwall,under-passesandstreetscapetoimprovethetransitparkingareasandpedestrianexperienceonSouthBoulevard.

AccessRecommendations:NorthStreetsthatrunthroughtheviaductinthedistrictareHumphrey,LombardandRidgeland.ThestraighteningofHarveycouldprovidebetteraccessthroughtheviaduct.NorthBoulevardisadiscontinuousstreetthatdoesnotcontinuethroughStevensonParkandtheDominick’sblock.MakingNorthBoulevardacontinuousstreetwouldprovideabetteraccesslocationforloadingandservicerelatedbusinesses.

Figure 7.10: Transportation and Access Recommendations


79March 2007

Figure 7.07: Block by block break up of the District

Block by Block Recommendations

ThefollowingisalistofgeneralrecommendationspresentedtothecommunityandapprovedbyvotingattheSeptember19thcommunitymeeting.

BLOCK 1BLOCK 2BLOCK 3BLOCK 4BLOCK 5BLOCK 6

BLOCK 7BLOCK 8

Austin to Humphrey

Humphrey toTaylor

Taylor toLombard

Lombard toHarvey

Harvey toCuyler

Cuyler toRidgeland

Ridgeland toElmwoodElmwood to

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March 2007

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BLOCK 1 AUSTIN TO HUMPHREY•Makeblock1agatewaytoOakPark•Keeptheviablebusinesses;addandimprovetotheretailmix•Encourageresidentialcompatiblebusinesses•Redevelopwithnewbuildings(inscalewiththeneighborhood)•Increasedensitywithmixeduseretail/residentialbuildings•Theformerbankbuildingistheonlysignificantbuildingwitharchitectural

characterandshouldbepreserved•Provideadequateandconvenientparking•Createapedestrianfriendlystreetscapeandbuildingfacades


81March 2007

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BLOCK 2 HUMPHREY TO TAYLOR•Makeblock2atransitionblock(retailnodetoresidential)•Encouragebusinessestoexpandandimprovetheirestablishments•Workwithpropertyownertoimprovegroundfloorbusinesses•Workwithpropertyownertoimproveapartmentquality/maintenance•EncourageparkdistricttoimproveprogrammingtoStevensonPark•Improveviaductforpedestriansandsenseofsafety(lighting)•Coordinatestreetscapeandstrategicallymakeimprovements –Incorporatetheexistingtrees –Enhancethepedestrianenvironment –Providebettervisibilityandaccesstoskateboardpark

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March 2007

BLOCK � TAYLOR TO LOMBARD•Promotetheneighborhoodresidentialandparkcharacterofblock3•Encourageresidentialpropertyownerstoimproveproperties•WorkwiththeparkdistricttoimproveStevensonPark•EncourageparkdistricttoimproveprogrammingtoStevensonPark•Strategicallyimprovestreetscapemaintainingexistingtrees

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8�March 2007

BLOCK 4 LOMBARD TO HARVEY•Makeblock4atransitionblock(retailnodetoresidential)•Promoteneighborhoodorientedretail/residentialcharacterinblock4•Relocatebusinessesthatarearesidentialnuisancetoappropriatesites•Improveshoppingcentertobelessstripmalloriented•Redevelopsinglelevel–underutilizedandvacantretailsites•ConsiderdevelopingresidentialbuildingssimilartoSouthBoulevard•Realign/re-designHarveyStreetandadjacentparcel•Coordinatestreetscapeandstrategicallymakeimprovements

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BLOCK 5 HARVEY TO CUYLER•Promotetheneighborhoodorientedretailcharacterinblock5•Redevelopsinglelevel–underutilizedandvacantretailsites•Developnorthsidetobeneighborhoodorientedretailorresidential•Relocatenorthsidebusinessesthatarearesidentialnuisancetoappro-priatesites•ImproveDominick’sfaçadetohavestorefrontdesign•Improvetennisclubfaçadetohavestorefrontdesignandimproveparkinglot•Considerredevelopmentofonestorybuildingsonlargeparcelstocreatemorevaluetovillage•ConsiderdevelopingresidentialbuildingssimilartoSouthBoulevard

•Realign/re-designHarveyStreetandadjacentparcel•Coordinatestreetscapeandstrategicallymakeimprovements

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85March 2007

BLOCK 6 CUYLER TO RIDGELAND•Promotetheneighborhoodorientedretailcharacterinblock•Redevelopsinglelevel–underutilizedandvacantretailsites•Developgasstationtobeneighborhoodorientedretail•Villageencourageretailrecruitment

•PromotetheneighborhoodorientedretailcharacterattheRidgelandcorner•Redevelopsinglelevel–underutilizedretailsites•ImprovebuildingfacadesandparkingareasthatfrontontoLakeStreet•Villageworkonretailrecruitment•TheresidentialbuildingatElmwoodisapotentialdistrictresidentialproto-type

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BLOCK 7 RIDGELAND TO ELMWOOD

87March 2007



Part 8

Design Guidelines Urban Design Guidelines

Image Preference Survey

Streetscape Guidelines

Retail Guidelines

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March 2007

Urban Design Guidelines

AnyredevelopmentsintheLakeStreetDistrictareintendedtoaccommodateamixofpedestrian-orientedretailshops,servicestores,restaurantsandofficeandresidentialusesfocusedinavital,mainstreet-likeenvironmentthatpromotesactivestreetlife.Theguidelinesandstandardsofthissectionaddressthekeyplace-makingcomponentsofpedestrian-oriented,mixed-usedevelopments.

Urban DesignThefollowingbuildingimages(Figure8.01-Figure8.03)wereselectedbyresidentsandbusinessownerswhoattendedthecommunitymeetingsforthisplan.TheseillustrationsareexamplesofthetypesofbuildingsthatarecommunityapprovedforredevelopmentopportunitiesalongLakeStreet.ThefollowingaregeneralguidelinesandwithanynewdevelopmentbeingproposedforLakeStreet,theVillageshouldrequiredetailednarrativeandgraphicinformationabouttheproposeddesigntheme,landuseandlanduserelationships,streets,parking,focalpoints,openspace,amenitiesanddesigntofullydefinethecriticalfeaturesofthedesignthemetobeutilized.Ingeneral,thearchitecturaldesignshouldcreateactive“streetorbuildingwalls”liningLakeStreetandbeamaximumoffourlevels.Buildingsoncornersitesshouldbelocatedclosetobothstreetfrontagestohelp“hold”and“frame”thecorner.Complementaryusesshouldbeplacedclosetogethertofacilitatewalkingbetweenuses.Thephysicaldesignofbuildings

Figure 8.01: Community Image Preference Survey Results, top choices


89March 2007

shouldoccurinamannerthatdoesnotcreateundueadverselanduseimpactsonresidentialareas.

Streetscape ThestreetscapealongLakeStreetandSouthBoulevardshouldcreateasenseofplaceandpleasantwalkingenvironment.Acommonstreetscapedesignwithstreettrees,pedestrianlightsandsignageshouldbeestablishedfortheentiredistrictsosuchelementswillbeconsistentfromblock-to-block.Wherepossible,allsignificantandmaturetreesshouldbepreservedinthestreetscapedesign.Commonstreetscapeelementsshouldbeusedtoconnectandunifyretail,mixeduseandresidentialbuildingsblock-to-blockandbuilding-to-building.Landscapingshallbeprovidedatprimaryentriestoserveasafocalpointandtohighlightmajorentrances.

Loading / Service AreasLoadingareas,refuseareas,mechanicalequipmentandsimilarservicefacilitiesshallbelocatedandscreenedtominimizetheirvisibility.Off-streetloadingandserviceareasforcommercialbuildingsshouldbelocatedawayfromprimaryentrancesandresidentialbuildingssoastominimizetheeffectsofnoise,odor,andappearance.Rooftopandothermechanicalequipmentshouldbescreenedfromviewofadjoiningpropertiesandareasaccessiblebythegeneralpublic.Noise-generatingfeaturesshouldbelocatedawayfromneighboringproperties,especiallyresidences,ornoisebarriersorothermeans

Figure 8.02: Community Image Preference Survey Results, top choices

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March 2007

ofreducingnoise-relatedimpactshouldbeemployed.NorthBoulevardisadesignatedserviceaccessstreetbutshouldbedesignedtobeasefficientandattractiveaspossible.

ParkingLargefieldsofsurfaceparkingbetweenusesshouldbeavoided.ParkingshouldbelocatedinaparkingdeckaccessiblefromNorthBoulevardandbehindbuildingswherepractical.Thisisespeciallytrueforuseslocatedonthesouth-sideofLakeStreetadjacenttotherailembankment.Parkingdecksshouldbeconstructedtoalloweasyaccesstooneormorebuildingsandmultiplestorefronts/uses.Multi-levelparkingstructuresarepreferredoverlargesurfaceparkinglots.Parkingareasshouldbedesignedandlaidouttominimizeinterferencewithpedestrianaccessandconnectionstoadjoiningdevelopments.

Building DesignElementssuchascornices,beltcourses,windowbays,variationsinwallplaneandrooffeaturesshouldbeusedtocreateinterestingattractivebuildings.Ifadevelopmentincludesmultiplebuildingsthataredesignedtobeconsistentwithoneoverallarchitecturaltheme,theyshouldbevariedwithdifferentrooflines,façadetreatmentsandsignbands.Architecturaldesignshouldarticulateandenhancebuildings,especiallythoselocatedatintersectionsduetotheirprominenceandvisibility.Largeexpansesofblankwallsshouldbeavoidedinareaswherepedestrianmovementisexpected.Ifopenstorefronts

arenotpossible,buildingfaçadesshouldbewellarticulatedatgroundlevelwithdesignelementsorotherfeaturestoenhancepedestrianareasandviews.Transparentglasswindows(storefronts)shouldbeincludedonfrontfacadesandnearsideentranceswherepractical.Street-facingfaçadesofbuildingsshouldbebrokenupbyusingbaysthatgivetheappearanceofsmall,individualstorefronts.Baysshouldhaveawidthof25to40feettoreducethevisualimpactoflargerbuildingsandcreateamorepedestrianfriendlyenvironment.

Awningsandcanopiesshouldbeusedatthestorefrontleveltoprovideweatherprotectionandaddvisualinterest.Awningandcanopycolorsshouldbecoordinatedandintegratedintoabuilding’soveralldesignscheme.

MaterialsBuildingmaterials,textures,patterns,colorsanddetailsshouldbevariedtobreakupthemassoflargebuildings.Exceptasotherwisestatedintheseguidelinesandstandardsallwalls,enclosures,signstructures,andotherstructuresshallbecladwithbrick,architecturalcaststone,naturalstone,glassorothercomparable,durablematerialsapprovedbytheVillage.Materialsshouldbeconsistentonallsidesofabuildingthataregenerallyvisibletothepublicandresidents.ConcreteMasonryUnits,architecturalpre-castpanels,andsimilarmaterialsshallbeallowedinserviceareasandonexteriorwallsthatarenotgenerallyvisibletothepublic.

Figure 8.0�: Community Image Preference Survey Results, top choices


91March 2007

Image Preference Survey

Mixed Use Grocery Store Development Thisexercisewaspresentedtotheresidentsatthefirstcommunitysessionthatwasheldatthebeginningoftheplanningprocess.Thegoaloftheexercisewastoestablishthescaleandimageofthenewgrocery/mixedusedevelop-mentonthecorridor.

Severalimageswerepresentedunderthefol-lowingcategoriestothecommunity:

Setbacks;Parkinggaragelocations;Siteconfigurations.

Theresidentsassessedtheseimagesandsimplystatedwhetherthetypeofdevelop-mentwasappropriateorinappropriatetotheneighborhood.Theresultsofthesurveyareasfollows.

Thediagramshowsthepreferredgrocerystoremixeduseoptionsthatwereselectedasexam-plesofbestpracticesfortheneighborhoodbytheresidentswhenpresentedtothemattheCommunitymeetingheldonthe19thofSeptem-ber2006.

Figure 8.04: Example of Grocery Store Mixed Use Building Preferred by the Residents of the District by a 90% Approval Rating


RETAIL PREFERENCE SURVEY

Oak Park, IL

LAKE STREET NEIGHBORHOOD PLAN

�

08.22.2006

EXAMPLE 1: 71% answered “Appropriate”


This is an example of a grocery store on the first floor with a 3 level parking garage above that has been setback from the edge of the building.

This is an example of a grocery store on the first floor with a 3 level parking garage directly above.

Grocery

Parking

Parking

Parking

Setb

ack

Grocery

Parking

Parking

Parking



Oak Park, IL


�

08.22.2006



This is an example of a grocery store on the first floor with a 3 level parking garage above that has been setback from the edge of the building.

This is an example of a grocery store on the first floor with a 3 level parking garage directly above.

Grocery

Parking

Parking

Parking

Setb

ack

Grocery

Parking

Parking

Parking



Oak Park, IL


�

08.22.2006



This is an example of a grocery store on the first floor with 3 levels of residential development directly above and an adjacent parking garage.

This is an example of retail on the first two floors with office directly above and an adjacent parking garage that is separated by a drive through.

Grocery

Residential

Residential

Residential

Parking

Parking

Parking

Retail

Retail

Parking

Parking

Parking

Office

Retail

Parking

Driv

e- th

ru

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e- th

ru



Oak Park, IL


�

08.22.2006



This is an example of a grocery store on the first floor with 3 levels of residential development directly above and an adjacent parking garage.

This is an example of retail on the first two floors with office directly above and an adjacent parking garage that is separated by a drive through.

Grocery

Residential

Residential

Residential

Parking

Parking

Parking

Retail

Retail

Parking

Parking

Parking

Office

Retail

Parking

Driv

e- th

ru

Driv

e- th

ru

Figure 8.05: Example of Grocery Store Mixed Use Building Preferred by the Residents of the District by a 71% Approval Rating

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March 2007

| G a t e w a y s and Directory Information |

| B a n n e r s -D i s t r i c t Character |

Streetscape Guidelines

Thedistrictisveryfragmentedandlackscharacter.Itfunctionsasacollageofusesthatcometogetheronacorridorwithnocommonthreadbringingthemalltogetherharmoniously.Byrenderingacertaincharactertothiscorridorandcreatinganidentitytotheretailinthisarea,itispossibletohaveacoherentblendofusessharingtheuniversalfoundationofstreetscapeanddesignelements.

Gateways and Directory InformationBeingagatewaytoOakParkfromtheCityofChicago,theAustinintersectionprovidestheopportunityfortheplacementofmarkersthatproclaimonesentryintotheVillage.Thetypeandscaleofmarkerswerediscussedatthecommunitymeetingandtheresidentspreferredanunderstated,yetdistinctivecolumnmarker.SeveraltypesofmarkersareseenthroughouttheVillage(Figure8.03).Anothertypeofgatewaymarkerthatwasthoughtappropriatewasadirectorylistingofallbusinessesonthecorridor.

Banners - District CharacterBannershelplendcharactertoanydistrictandtheiroccurrencealongthelengthofthecorridorserveasanindicatorthatoneisstillinthedistrict.Theyarealsoinformationalandcanserveasadvertisementstolocalretailersandsponsors.

Figure 8.06: Gateway and Banner Examples Existing in Oak Park


9�March 2007

|Pedestrian Fixtures - Lighting |

|Way Finding - Signage |

Pedestrian Fixtures - LightingPedestrianfixturesarepresentlyfoundthroughoutOakPark.ThestreetfixturesindowntownOakParkarespeciallydesignedtosupportbannersandflags.TheresidentialneighborhoodintheLakeStreetBusinessDistricthaspedestrianfixturesasdoesthecorridoralongAustinBoulevard.ThepedestrianlightsonAustinaredecorativeluminariesthataremountedatan18footheightonexistingstreetlightingfixtures.Itissuggestedthatpedestrianfixturesbeimplementedalongthecorridor,aspartofthestreetscapeintheDistrict.

Way Finding - SignageWayfindingsignageisavitalrequirementforthesuccessoftheretailonLakeStreet.FutureparkingwillbelocatedinparkingstructuresandcanbeaccessedoffNorthBoulevard.Theseparkingstructuresrequirecleardirectivesignagethatcanleadcustomerstotherightretailparkingareas.Currentlythedistrictlacksinformationalsignagedirectingpeopletocertainparkingareasthatarelocatedbehindthebusinesses.Figure8.04showssomeoftheexistingwayfindingsignsindowntownOakPark.

Figure 8.07: Lighting and Signage Existing in Oak Park

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March 2007

Existing Issues with Retail StorefrontsManystorefrontsonLakeStreetarenotpedestrianorientedandwouldbenefitformbasicstorefrontandfacadeimprovementssuchas:

•Greatertransparency•Improvedsignageandawnings•Upgradestostorefrontdesignsandlighting•Generalmaintenanceandaestheticmodifications

Figure 8.08: Storefront Opportunity Improvements


95March 2007

Storefront Facade ElementsStorefrontfaçadesaretheprimarystreet-levelelementinaretaildistrict.Thereforespecialattentionshouldbepaidtoensurethatallthestorefrontsworktogethertocreateaharmoni-ousandvisuallypleasingdistrict.

· Windows· Awnings· Signage· Entrances· Lighting· SecurityFeatures

Retail Guidelines•Createasignbandandrestrictplacementsofsignswithinthisbandonthefaçade.Thispreventsoversizedsignsfromdominatingthebuildingfront.•Encouragesignagethatisclearand uncluttered.•Createanawningbandtosetthemaximumheightoftheawning.Thishelpscreateaconsistentframefortheawningsofdifferentstorefrontsonthesamebuildingfaçade.•Createstorefrontzonewith70%minimumareafortransparentglasstopromotevisibilitywithinastorefront.•Encouragelightingwhichcreatesaninvitingappearanceandaccentuatesentries,signageanddisplays•Coordinatesecurityelements,lighting,signage,andentrieswitharchitecturalelements.R

ES

IDE

NTIA

LR

ETA

ILR

ES

IDE

NTIA

LR

ES

IDE

NTIA

L

Sign

Pier

Awning

Transom Window

Store Entrance

Display Window

SillFigure 8.09: Section through Storefront Window Figure 8.10: Components of a Storefront Elevation

97March 2007



PART 9

Sustainable Design Practices - LEED

What is LEED®?

LEED for Neighborhood Development Location Efficiency

Environmental Preservation

Encourage Compact, Complete, & Connected Neighborhoods

Resource Efficiency

97


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ThissectionisasynopsisofsustainabledesignguidelinesforneighborhooddevelopmentthatispartoftheLEEDpilotprogram.

What is LEED®?TheLeadershipinEnergyandEnvironmentalDesign(LEED)GreenBuildingRatingSystem™isthenationallyacceptedbenchmarkforthedesign,construction,andoperationofhighperformancegreenbuildings.LEEDgivesbuildingownersandoperatorsthetoolstheyneedtohaveanimmediateandmeasurableimpactontheirbuildings’performance.LEEDpromotesawhole-buildingapproachtosustainabilitybyrecognizingperformanceinfivekeyareasofhumanandenvironmentalhealth:sustainablesitedevelopment,watersavings,energyefficiency,materialsselection,andindoorenvironmentalquality.

LEEDprovidesaroadmapformeasuringanddocumentingsuccessforeverybuildingtype

andphaseofabuildinglifecycle.SpecificLEEDprogramsinclude:

• NewCommercialConstructionandMajorRenovationprojects

• ExistingBuildingOperationsandMaintenance• CommercialInteriorsprojects• CoreandShellDevelopmentprojects• Homes• NeighborhoodDevelopment• GuidelinesforMultipleBuildingsandOn-

CampusBuildingProjects• LEEDforSchools

LEED for Neighborhood DevelopmentSustainableguidelinesareorganizedintothefollowingcategories

1. LocationEfficiency2. EnvironmentalPreservation3. EncourageCompact,Complete,&Connected

Neighborhoods4. ResourceEfficiency

Location Efficiency Thegoalistoreduceenergyconsumptionandderogationoftheenvironmentbypromotingthefollowinglocationefficiencyinitiatives.

1A. Transportation Efficiency: Reduceairpollution,energyconsumption,andgreenhousegasemissionsgeneratedbytransportationbyencouragingnewdevelopmentinlocationsthatreduceautomobiledependence.Promotepublichealthbyencouragingnewdevelopmentinlocationsthatprovideincreasedopportunitiesfor

walking.

1B. Water and Storm Water Infrastructure Efficiency:Conservenaturalandfinancialresourcesrequiredforconstructionandmaintenanceofinfrastructure.Encouragenewdevelopmentwithinandnearexistingcommunities,inordertoreducemultipleenvironmentalimpactscausedbyhaphazardsprawl.

1C. Clean up and Encourage Contaminated Brownfields Redevelopment:Conservelandandreduceair,water,andlandpollutionfromcontaminatedland.

1D. Adjacent, Infill, or Redevelopment Site to Reduce Automobile Dependence:Encouragedevelopmentwithinexistingcommunitiesandalready-developedplacestoreducemultipleenvironmentalharmsassociatedwithhaphazardsprawl.Reducedevelopmentpressurebeyondthelimitsofexistingdevelopment.Conservenaturalandfinancialresourcesrequiredforconstructionandmaintenanceofinfrastructure.

1F. Contribution to Jobs-Housing Balance: Encouragebalancedcommunitieswithadiversityofusesandemploymentopportunities.Reduceenergyconsumptionandpollutionfrommotorvehiclesbyprovidingopportunitiesforshortervehicletripsand/oruseofalternativemodesoftransportation.

1G. School Proximity:Promotechildren’shealththroughphysicalactivitybyfacilitatingwalkingto


99March 2007

schoolandpromoteasenseofcommunity.

1H. Access to Public Space:Provideaccesstopublicgatheringspaceinordertopromotesenseofcommunity.

Environmental Preservation Thegoalistoreduceenergyconsumptionandderogationoftheenvironmentbypromotingthefollowinglocationenvironmentalpreservationinitiatives.

2A. Preserve Imperiled Species and Ecological Communities:Protectimperiledspeciesandecologicalcommunities.Conserveexistingnaturalareasandprotecttreestoprovidehabitatandpromotebiodiversity.

2B. Parkland Preservation:Protectnaturalhabitat.Preserveexistingtreecanopy,nativevegetationandpervioussurfaceswhileencouraginghighdensity,smartgrowthcommunities.

2C. Wetland & Water Body Protection:Conservewaterquality,naturalhydrologyandhabitatthroughconservationofwaterbodiesandwetlands.2D. Farmland Preservation:Protectlandthatisimportantfornaturalorculturalresourcesfromdevelopment.Preserveirreplaceableagriculturalresourcesbyprotectingprimeanduniquefarmlandfromdevelopment.

2E. Design the Site for Habitat or Wetlands Conservation, through Restoration and

Implement Conservation Management:Conservewaterquality,naturalhydrologyandhabitatthroughconservationofwaterbodiesandwetlands.

2F. Provide Erosion & Sedimentation Control through Steep Slope Preservation and Site Disturbance during Construction:Minimizeerosiontoprotecthabitat,andreducestressonnaturalwatersystems,bypreservingsteepslopesinanatural,vegetatedstate.Reducewaterpollutionfromerosionduringconstruction.

2H. Reduce or Maintain Storm Water Runoff Rates and Provide Storm Water Treatment:Protectlandthatisimportantfornaturalorculturalresourcesfromdevelopment.Conservenativewildlifehabitat,wetlandsandwaterbodies.Reducestormwaterpollution,preventflooding,andpromoteaquiferrecharge.

2M. Prevent Outdoor Hazardous Waste Pollution: Reducesurfacewaterpollutionfromstormwater.Reducestormwaterpollutionfromtheuseofpesticidesandfertilizers

Encourage Compact, Complete, & Connected NeighborhoodsThegoalistoreduceenergyconsumptionandderogationoftheenvironmentbypromotingthefollowinglocationcompactandcompleteneighborhoodinitiatives.�A. Encourage Compact Development especially with Transit-Oriented Development:Conserve

land.Promotelivability,transportationefficiency,andwalkability.Maximizewalkingtripstoandfromtransitstopsintheareaimmediatelysurroundingthetransitstop.

�B. Provide for Transit Amenities and Inter-Modal Connections:Promotecommunitylivability,transportationefficiency,andwalkability.

�C. Provide for a Diversity of Uses:Promotecommunitylivability,transportationefficiency,andwalkability.�D. Provide for Housing Diversity:Toenablecitizensfromawiderangeofeconomiclevelsandagegroupstolivewithinacommunity.�E. Incorporate Affordable Rental Housing in New Development:Toenablecitizensfromawiderangeofeconomiclevelsandagegroupstolivewithinacommunity.

�F. Encourage the Development of Affordable For-Sale Housing: Toenablecitizensfromawiderangeofeconomiclevelsandagegroupstolivewithinacommunity.

�G. Reduce the Parking Footprints:Reducestormwaterrunoffpercapita.Encourageneighborhoodwalkabilityandpromotepublichealththroughphysicalactivity.�H. Provide for Community Outreach and Involvement:Toencouragecommunityparticipationintheprojectdesignandplanningandinvolvethepeoplewholiveinacommunity

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indecidinghowitshouldbeimprovedorhowitshouldchangeovertime.�I. Orient and Design Buildings to Shape Walkable Streets and Comprehensively Design Walkable Streets: Topromotepedestrianconnectivityandencouragepedestrian-orientedstreets.

�J. Create and Maintain Street Network for Vehicles and Pedestrians:Providedirectandsafeconnections,forpedestriansandbicyclistsaswellasdrivers,tolocaldestinationsandneighborhoodcenters.Promotepublichealththoughincreasedphysicalactivity.

�K. Maximize Pedestrian Safety and Comfort and Maximize Pedestrian Experience:Providedirect,safe,andcomfortableconnections,forpedestriansandbicyclists,tolocaldestinationsandneighborhoodcenters.Promotepublichealththoughincreasedphysicalactivity.Provideappealingandcomfortablepedestrianstreetenvironmentsinordertopromotepedestrianactivity.

�M. Regional Precedents in Urbanism and Architecture:Promoteenergysavings,respondtoregionalclimate,increasethelifeofbuildingsandmaterials, provideculturalcontinuity,andreinforcelocaldistinctiveness.

�N. Provide Adaptive Reuse of Historic Buildings: Encourageuseofhistoricbuildingsinamannerthatpreservestheirhistoricmaterialsandcharacter.

Resource Efficiency Thegoalistoreduceenergyconsumptionandderogationoftheenvironmentbypromotingthefollowingresourceefficiencyinitiatives.

4A. Encourage Certified Green Buildings through use of LEED rating systems:Encouragethedesignandconstructionofbuildingstoutilizeenergyconservingpractices.4B. Regulate Energy Efficiency in Buildings:Encouragethedesignandconstructionofenergyefficientbuildingstoreduceair,water,andlandpollutionandenvironmentalimpactsfromenergyproductionandconsumption.

4C. Regulate Water Efficiency in Buildings:Encouragethedesignandconstructionofwaterefficientbuildingstoreducetheenvironmentalimpactsfromwaterconsumption.4D. Encourage Heat Island Reduction:Reduceheatislandeffecttominimizeimpactonmicroclimate,humanandwildlifehabitat,andrequiredenergyforcooling.4E. Develop Infrastructure Energy Efficiency: Reduceair,water,andlandpollutionfromenergyconsumptiononamunicipallevel.4F. Encourage On-Site Power Generation and Renewable Energy Sources:Reduceair,water,andlandpollutionfromenergyconsumptionandproductionbyincreasingtheefficiencyofthepowerdeliverysystem.Increasethereliabilityofpower.Reduceenvironmentalimpactsassociated

withfossilfuelenergygenerationbyincreasingtheuseofon-siterenewableenergysources.

4G. Encourage Efficient Irrigation through the use of Greywater & Stormwater Reuse:Conservepotablewater.

4F.Encourage efficient Wastewater Management: Reducepollutionfromwastewaterandreusenutrientsfromthewastewaterstream.

4G. Encourage Reuse of Materials and Recycled Content:Promotereuseofmaterials,resourceandrecycledcontent,.4H. Use Regionally Provided Materials to Reduce Transportation:Promoteselectionofregionallyavailablematerialsandresourcestobuildlocaleconomyandreduceembodiedenergy.

4I. Develop Construction Waste Management: Promoteefficientuseofsolidwastebydivertingconstruction,demolitionandlandclearingdebrisfromlandfilldisposal,andbyredirectingresourcesforrecyclingandreuse.Promotesafeandefficientdisposalorreuseofwastestreamsgeneratedbyoccupants.4J. Light Pollution Reduction:Reducelightpollution.

4K. Contaminant Reduction in Brownfields Remediation:Encouragebrownfieldscleanupmethodsthatreducecontaminanttherebyminimizelong-termremediationormonitoringburdens.

101March 2007



Part 10

Implementation Plan OrganizationandImplementation

Marketing

BusinessRecruitmentandDevelopment

PhysicalDesignImplementation

ActionPlan

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March 2007

Objective: Provide an organization to facilitate public/private implementation of this plan.1. AppointaSteeringCommitteetooverseetheplan;eachmember shouldmakeaminimumofa2yearcommitment.Thecomposition ofthesteeringcommitteeshouldbebalancedandisrecommendedto includethefollowingindividuals:

· 3propertyowners· 3businessowners(greatifalsopropertyowners)· 2neighborhoodresidents· RepresentativeofVillageplanningstaff· RepresentativeofVillagebusinessdevelopmentstaff· RepresentativeofVillagePoliceDepartment· RepresentativeofCTA(adhoc,non-votingmember)· RepresentativeofChicagoAustinBusinessDistrict (AldermanicStaff)(adhoc,non-votingmember)

2. Steeringcommitteeshouldmeetapproximatelyevery6weeks.

3. Amethodofcommunicationneedstobeestablishedbetweenthe SteeringCommitteeandallprojectareastakeholdersandcaninclude thefollowingelements:

· Createpreferredcontactmasterlistthatfocusesonusing e-mailbutidentifies“snailmailers”· Sendmeetingminutestothestakeholderlist· Alertstakeholderstoadvocacyopportunities

4. RepresentativesoftheSteeringCommitteeshouldadvocatefor implementationofplanelementsby:

· AttendingVillageBoard,PlanCommissionandother commissionmeetings· Communicatingwithpress· Othercommissionsasnecessary

5. TheSteeringCommitteeshouldmakeasemi-annualprogressreport totheVillageBoard.

6. TheSteeringCommitteeandVillagetogetherneedtodesigna permanentorganizationtoundertakethelong-termprogrammingof

thedistrictespeciallyforthefollowingissues:· ConstructionMitigation· JointMarketing· Events· BusinessDevelopment

Marketing

Objective: Publicize plan to the development communityPublicizingtheplaniscriticaltogettingthewordouttothecommunity;thefollowingisalistofstepstomarkettheplan:

1. Publish4-pageexecutivesummaryofplan.2. Identifypointofcontact.3. Issueapressreleasetomassandtradepress.4. Mailexecutivesummarytolocallyactivedevelopers.5. Follow-upwithphonecallstopressanddevelopers.6. ReporttoSteeringCommitteeonfeedbackfrompress&developers.

Organization and Implementation


10�March 2007

Objective: Develop the “product”1. Identifyanameforthedistrictthatismemorableanddifferentiatesit

fromothercompetitiveareas.

2. Createalogoforthedistrict.

3. CreatecollateralmarketingmaterialsforLakeStreet. · Directory · ParkingMap · Website

Business Recruitment and Development

Objective: Fill vacancies with high quality tenants1. Useplaninformationtocreateaone-pagemarketingsheetabout

LakeStreetbusinessopportunities.

2. Confirmandupdatethedatabaseofexistingspaceinthedistrict.

3. Requestco-tenantrecommendationsfromexistingbusinesses · Distributemarketinginformation · Distributeprospecttrackingform

4. Interviewcommercialpropertyownerstoidentifyupcomingvacanciesandsuitabletenantcategoriesforeachbuilding

5. Invitelocalrealestateagentswithafocusonsmallretailspacestoafamiliarizationbreakfastwiththesteeringcommitteeand/orVillage.

6. Establishatarget(orprospect)businessdatabaseofbusinessesbynameandphonenumberperthesuggestionsoftherealtors,Village

Staff,andfromotherLakeStreetbusinesses. · NoticeatlocalSmallBusinessDevelopmentCenter · Otherreferralsources

7. Contactalltheprospectivebusinessesandcreatedatabaseof potentiallyinterestedtenants

8. Informpropertyownersaboutthelistofinterestedtenantsbyquarterly mailingoftheentirelistandphonecallingpropertyownerswithideal tenantsandopportunities.

9. Assistwithnewbusinessincentivedevelopmentasappropriate

10. Requestco-tenantrecommendationsfromexistingbusinesses.

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Thefollowingarekeyphysicaldesigncomponentsthatshouldbepartofanimplementationplanforthedistrict.

· Prepare District Design Guidelines for Future Development Sites Designguidelinesareregulationsthatgoverntheappearanceof

adevelopment.Guidelinesaretypicallyusedtocreatedistinctiveattractiveplaces,andensurethatpresentandfuturedevelopmentiscontextsensitive.Theyaddvaluetoacommunity’s builtenvironmentbyensuringwell-designedbuildings,attractiveandusefulsignage,appealingfaçades,andstreetorientationthat isdistinctivetothecommunity.Guidelinescanapplytoavarietyofcommunityelements,residences,commercialandretailuses,lighting,signage,transitshelters,benches,sidewalks,publicspacesetc.

· Façade Improvement Program Providefinancialassistanceforqualifiedpropertyownerstoundertake

façadeimprovementprojectsthatareconsistentwiththeplanthatwillimprovethepedestrianandshoppingexperiencealongLakeStreet.Theimprovementscanincludenewawnings,storefronts,lighting,signageorfaçademaintenance.

· Establish District Parking Plan Collectivelyreviewalltheparkingdemandsforcurrentbusinessesand

residents.Establishadistrictwideplanforaccommodatingparkingfornewbusinesses.Someusesmightbeabletoshareparkingbetweendayandnighttimeusessuchasretail,officeandresidentialparkingspaces.

· Provide Parking Incentives or Financing Options Wherepossibleprovideincentivesforbuildingadditionalparking

spacesthatwillservethedistrictwideneeds.

· Review Development Proposals for Compliance NewdevelopmentproposalsshouldbereviewedbytheVillagefor compliancewiththeobjectivesoftheLakeStreetPlan.

· Prepare Streetscape and Landscape Design PublicImprovementssuchasstreetscapeelements,crosswalks, specialpaversandlandscapingcanaddtothequalityofthedistrict andencouragebusinessdevelopment.

· Prepare Pedestrian Lighting Plan ThesidewalksalongLakeStreetareverydarkandpedestrianlight

fixtureswillimprovetheappearanceoftheshoppingdistrictandprovideagreatersenseofsafety.CurrentlytherearefixturesalongAustinBoulevardthatcouldbeincorporatedintothedesignforthedistrict.

· Prepare Physical Public Improvements Cost Estimates Prepareacostestimateforstreetscapelandscape,crosswalks, pedestrianlightingandanyotherpublicimprovements.

· Establish Way-Finding Signage Program Havingattractiveandinformationaldistrictsignageisveryimportant fordirectingpeopletoparkingareasandprovidinginformationabout thedistrictbusinesses.

· Establish an Implementation Phasing and Action Plan Everyconstructionprojectneedstobesequencedsothebusinesses arenotinconveniencedandpublicimprovementsarephasedinan appropriatemanner.

· Coordinate all Physical Improvements with Property and Business Owners Everypropertyneedstounderstandhowapublicimprovementwill impacttheirpropertyand/orbusinesssotheycanplanappropriately.

Physical Design Implementation


105March 2007

Action Plan

Thefollowingisapreliminaryaction/implementationplanfortheLakeStreetDistricttosupporttheplanrecommendationsinthisdocument.Thisisbynomeansaconclusivelist;howeveritisintendedtohelpguideandkickofftheimplementationprocessaftertheplanisadoptedbytheVillageBoard.

1.Establishacollaborativepublicprivatepartnershipsimilartothepartner-shipestablishedforMadisonStreet–(refertopage102fororganizationcomponents).Utilizemonthlyelectroniccommunicationsuchasa“newsletter’tocommunicatewiththedistrictbusinessesandpropertyownersabouttheimplementationprocess,especiallywiththosethatdonotliveintheVillage.

2.Identifyshorttermthingsthatcanbeaccomplishedtoimprovethedistrictimmediately.

3.PrepareaprioritizationplanforthevariousthetwoblocksthatfrontLakeStreetbetweenAustinBoulevardandHumphreyStreet.

4.Developaplanforretailrecruitmentandincludediversityinretailoptions.

5.Workwithbusinessestoimprovetheappearanceoftheirproperties-thischangecanimprovetheperceptionofsecurityinthedistrict.

6.Reviewcompliancewithcodeenforcementrequirementswithinthedistrict.

7.DevelopaconceptualstreetscapeplanforcreatingagatewayatAustin/HumphreyonLakeStreet-coordinatethestreetscapewithanynewdevelop-ment.Establishstreetscapeguidelinesforthedistrictandworkwithanyprop-ertyownersordeveloperstoensuretheyimplementthestreetscapeelementsaspartoftheirimprovementprojects.(thisisimportanttocommunicatetoAldiandPCCHealthCarewhoarecurrentlyplanningimprovements.

8.ContacttheAustinNeighborhood,CityofChicagoandCTAregardingtheplanrecommendationsandpresentcoordinationissues.

9.Exploredesignalternativesfordistrictsignageelements,landscaping,andentrancepylonsincombinationwithanynewsignaturedevelopment..

11.DevelopaconceptualstreetscapeplanforSouthBoulevardandredesigntheentrance/dropoffandpedestrianaccessintothetwoCTAstations.

12.CreatedetaileddevelopmentguidelinesforthesitethatcombinestheDominick’sandTennisCenter.

13.OutlinealandacquisitionprocessforthenorthsideofBlock5whichisdeterioratedandobsolete.

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LIST OF ILLUSTRATIONSPART 1: The DistrictFigure 1.01: Lake Street Business Corridor.....................................................................................9Figure 1.02: Study Area...............................................................................................................10Figure 1.0�: Dominick’s is a large producer of revenue from taxes in the District...........................10Figure 1.04: Existing Retail along Lake Street...............................................................................11Figure 1.05: Retail along Austin Blvd............................................................................................11Figure 1.06: Retail at Austin and Lake Street.................................................................................11Figure 1.07: Harvey Street Jog.....................................................................................................12Figure 1.08: CTA Viaduct Underpass............................................................................................12Figure 1.09: Parking Along Viaduct........................................................................... ...................12Figure 1.10: Historic Structures of Oak Park.................................................................................13

PART 2: Planning ProcessFigure 2.01: Planning Model........................................................................................................17Figure 2.02: Planning Process.....................................................................................................18Figure 2.0�: Community Meeting 1 - Initial Presentation...............................................................19Figure 2.04: Community Meeting 1 - Group Exercise....................................................................19Figure 2.05: Community Meeting 3 - Final Meeting.......................................................................19

PART �: Market AnalysisFigure �.01: Unit Mixes of Businesses Along the Entire District.....................................................22Figure �.02: Dominick’s Cluster: Unit Business Mix......................................................................22Figure �.0�: Aldi’s Cluster: Unit Business Mix...............................................................................22Figure �.04: South Boulevard: Unit Business Mix..........................................................................22Figure �.05: Sustainable Store Model...........................................................................................23Figure �.06: Key Demographics...................................................................................................24Figure �.07: Five Minute Drive Times............................................................................................25Figure �.08: Oak Park Drive Time.................................................................................................25Figure �.09: Demographic data....................................................................................................25Figure �.10: Redevelopment Economics.......................................................................................27Figure �.11: Growing Concern Economics....................................................................................27Figure �.12: Residential Value Added...........................................................................................28Figure �.1�: Rehabilitation Economics.........................................................................................28

PART 4: Land Use and ZoningFigure 4.01: Intersection at Austin Boulevard and Lake St.............................................................32

Figure 4.02: Lake St. District Analysis Map..................................................................................33Figure 4.0�: Current Businesses in the District.............................................................................44Figure 4.04: Existing Land Use.....................................................................................................46Figure 4.05: Land Use for parcels that front on Lake Avenue.........................................................47Figure 4.06: Residential building on Lake Street............................................................................47Figure 4.07: Single Family housing on Lake Street ........................................................................47Figure 4.08: The Dominick’s on Lake Street zoned for B1-B2 uses...............................................47Figure 4.09: Existing Zoning.........................................................................................................48Figure 4.10: Mixed Use Residential Building with multi-family residential above retail uses............49Figure 4.11: District Zones Map...................................................................................................50Figure 4.12: P. C.C health care center on Lake Street...................................................................51

PART 5: Historic PreservationFigure 5.01: Two views of the Ridgeland business district.............................................................57Figure 5.02: Ridgeland Hall..........................................................................................................57Figure 5.0�: Other nineteenth century businesses.........................................................................57Figure 5.04: The Cicero Township Fire Company No. 2 building....................................................58Figure 5.05: Oak Park main water pumping station........................................................................58Figure 5.06: View of the Cicero and Proviso Street Railway Company car barn.............................58Figure 5.07: Streetcar on Lake Street at Austin Boulevard, 1940s.................................................58Figure 5.08: Top: Borden’s Condensed Milk Co. ; Bottom The Bedard & Morency Mill Co..............59Figure 5.09: The Heritage House..................................................................................................59Figure 5.10: The infill apartment building at 114 Lake Street.........................................................59Figure 5.11: Recently completed four-story building at Ridgeland Ave. and South Blvd..................59Figure 5.12: New Oak Park public works facility...........................................................................59Figure 5.1�: The former Ridgeland Hall (1890).............................................................................60Figure 5.14: Former Cicero Township Fire Company No 2 (1898).................................................60Figure 5.15: The retail building at 128–136 North Ridgeland Avenue.............................................61Figure 5.16: The retail/apartment building at South Boulevard and Ridgeland Avenue....................61Figure 5.17: The apartment building at 118–126 North Taylor Avenue...........................................61Figure 5.18: The former garage building at 21 South Boulevard.....................................................61Figure 5.19: Post-World War II buildings like 222 Lake Street........................................................62Figure 5.20: Retail building at the corner of Lake Street and Austin Boulevard................................62Figure 5.21: Part of the commercial strip on Lake Street near Ridgeland Avenue...........................63Figure 5.22: The former First National Bank..................................................................................63


107March 2007

Figure 5.2�: House on South Elmwood Avenue............................................................................63Figure 5.24: Apartment building at Harvey Avenue and South Boulevard.......................................63Figure 5.25: Historic Significance of Buildings in the in Lake Street Corridor..................................65

PART 6: Transportation and ParkingFigure 6.01: Average Daily Traffic Volumes...................................................................................68Figure 6.02: Jog on Harvey and Lake...........................................................................................69Figure 6.0�: Aldi Parking Lot on Lake Street.................................................................................69Figure 6.04: PCC Community Wellness Center on Lake Street......................................................69Figure 6.05: Existing Transportation and BEYE Safe Walking Routes.............................................70Figure 6.06: Green Line entrance off Ridgeland............................................................................71Figure 6.07: Viaduct Underpass...................................................................................................71Figure 6.08: Existing Parking in the District...................................................................................71Figure 6.09: Existing Parking Counts............................................................................................72

PART 7: RecommendationsFigure 7.01: District Recommendations........................................................................................74Figure 7.02: Existing Gateway at Austin.........................................................................................75Figure 7.0�: Historic Bank Building at Austin and Lake..................................................................75Figure 7.04: PCC Health Care on Lake Street................................................................................75Figure 7.05: Mixed Use Building at the corner of Humphrey...........................................................76Figure 7.06: Stevenson Park........................................................................................................76Figure 7.07: Existing Community Retail at Lombard......................................................................76Figure 7.08: Current configuration of Harvey Street......................................................................77Figure 7.09: Multi-family building on Austin Blvd..........................................................................77Figure 7.10: Transportation and Access Recommendations...........................................................78Figure 7.07: Block by block break up of the District......................................................................79

PART 8: Design GuidelinesFigure 8.01: Community Image Preference Survey Results, top choices ......................................88Figure 8.02: Community Image Preference Survey Results, top choices ......................................89Figure 8.0�: Community Image Preference Survey Results, top choices ......................................90Figure 8.04: Grocery Store Mixed Use Building preferred by the Residents....................................91Figure 8.05: Grocery Store Mixed Use Building preferred by the Residents....................................91Figure 8.06: Gateway and Banner Examples Existing in Oak Park..................................................92Figure 8.07: Lighting and Signage Existing in Oak Park.................................................................93

Figure 8.08: Storefront Opportunity Improvements.......................................................................94Figure 8.09: Section through Storefront Window...........................................................................95Figure 8.07: Components of a Storefront Elevation.......................................................................95

NEIGHBORHOOD PLAN - Oak Park, Illinois … · 29.03.2007 · Part : Market Analysis .....21 Market...

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Transcript of NEIGHBORHOOD PLAN - Oak Park, Illinois … · 29.03.2007 · Part : Market Analysis .....21 Market...