Highwood Downtown Assessment Report (DRAFT) 102213

Downtown Assessment ReportHIGHWOOD DOWNTOWN TOD PLAN

Last Revised: October 22, 2013

DRAFT - FOR REVIEW PURPOSES ONLY

SUBMITTED BY:

Teska Associates, Inc. | Fish Transportation Group | Business Districts, Inc. | wohltgroup

DRAFT - FOR REVIEW PURPOSES ONLY | Last Revised: October 22, 2013

Downtown Assessment Report | Highwood Downtown TOD Plan | 1

EXECUTIVESUMMARY

SECTION 1

By adopting a new Comprehensive Plan in January

2013, the City of Highwood established a vision and

general framework for how its downtown area should

evolve. The intent of the Highwood Downtown Transit

Oriented Development (TOD) Plan is to take this vision

and craft creative, innovative, and practical solutions

for individual development opportunity sites, overall

downtown image brand enhancements, streetscape,

and transportation access improvements.

In addition to the Comprehensive Plan, the City has

also completed other studies relating to Downtown

Highwood, including a parking study and market study

for the City Hall site. This Downtown Assessment Re-

port summarizes the general characteristics of Down-

town Highwood and the findings from these plans and

studies, particularly identifying opportunities that will be

explored in greater depth to support development and

improvements that further strengthen the vitality of the

downtown area.

The summaries on the next two pages describe the

key findings from this Downtown Assessment Report,

particularly highlighting the issues and opportunities

that will be explored in more depth in the next phase of

the planning process for Downtown Highwood.


| Highwood Downtown TOD Plan | Downtown Assessment Report2

1 | Executive Summary

Identify development opportunities and site improvements that improve the downtown land use mix and create a downtown experience that encourages multi-task visits.

Explore infill development where possible.

Figure out options to maintain City Hall’s location in the downtown area, whether at present or new site.

Identify potential programming at community facilities like Everts Park, the community center, and library to enhance the draw of downtown.

Explore zoning that supports certain uses as of right in the downtown area rather than the need for variances or special uses.

Pursue a more streamlined development review process to clarify developer expectations and requirements, as well as responsibilities of municipal boards, committees, and commissions.

Draft site plan concepts for key opportunity sites that take into account elements such as site design, community needs, market support, financial feasibility, and transportation aspects like parking and access by pedestrians and bicyclists.

Identify any potential environmental issues with any of the opportunity sites and determine impacts on development potential.

LAND USE, ZONING & INFRASTRUCTURE ASSESSMENT

SECTION 2

ISSUES & OPPORTUNITIES TO EXPLORE

SECTION 3

Explore development that caters to the growth market comprised of “Gen Y” (aka Millennials), who are an especially good match with the mixed use and multi-family development types most appropriate to transit oriented development (TOD).

Identify specific office development -- particularly in the medical office, medical tech, culinary education, and specialty foods sectors -- that will add the estimated 2,000 employees/students that would help invigorate the daytime market to support downtown restaurants and businesses.

Identify a downtown planning approach that integrates regional cooperation, particularly with Highland Park, Lake Forest, and Fort

Sheridan, to take advantage of their pedestrian and convenience markets that overlap with Downtown Highwood.

Explore residential development that is appropriate for the market and supported by the community.

Continue to build upon Highwood’s history of offering a cluster of unique, high quality restaurants, which positions it well in the emerging retail market that emphasizes “internet proof” dining and entertainment options that cannot be sold on the internet.

Support existing businesses by exploring downtown improvements that help them increase their sales and support the addition of new restaurants and retailers to downtown.

MARKET ASSESSMENT


Consider streetscape improvements that support downtown when in “festival mode.”

Consider expanding the streetscape to other downtown locations, such as Green Bay Road, north and south portions of downtown, alleyways, and building rears.

Explore ways to better connect public spaces like Everts Park to the core downtown area.

Consider designating “flexible” events spaces and expanding festival offerings towards winter time events.

Explore gateway and wayfinding signage to direct bicyclists between regional trails and downtown.

Pursue collaboration with Metra and UP Railroad to identify ways to accommodate safe pedestrian connectivity between the train platforms and the core downtown area.

Explore a streetscape hierarchy that reflects the various districts throughout the downtown.

Minimize the disconnect between parking areas and businesses by better delineation of parking.

Utilize streetscape design to visually unify downtown’s east and west halves.

Address pedestrian crossings at railroad.

Identify ways to improve the downtown perimeter entrances through gateway treatments.

STREETSCAPE ASSESSMENT


SS

SIIS

SECTION 4



Executive Summary | 1

Consider strategies to strengthen and expand Downtown Highwood’s image as a high quality community appealing to young people, families, and those seeking access to Lake Michigan and high quality recreational facilities and open spaces.

Identify historic images and elements that provide visual references to reinforce and authenticate Downtown’s overall branding and marketing goals.

Build upon local marketing savvy by working with successful business owners to help communicate Highwood initiatives and achievements, as well as provide a “boots on the ground” recruiting resource for networking and attracting complementary uses that enhance the community’s image.

Explore streetscape improvements that reinforce Highwood’s image as a festive entertainment destination.

Leverage Downtown’s existing brand and image as a dining and entertainment destination by focusing recruitment of businesses specializing in specialty/gourmet foods, cooking, gardening, and other unique businesses relating to the culinary arts.

Continue to encourage new structures that utilize high quality construction, particularly certain masonry techniques that convey the legacy of the Italian stonemasons who once made Highwood their home.

Explore ways to more effectively utilize the multiple identities presented by the City of Highwood, the Highwood Chamber of Commerce, and the Highwood Historical Society.

Carefully leverage Downtown’s identity as a dining and entertainment destination to pursue broader development goals.

Consider creating and featuring a new name to identify Downtown, while maintaining use of the “Highwood” name as a sub-identifiers, particularly given the dual image that the City’s name imparts on Downtown and the residential neighborhoods.

Develop a coordinated signage and wayfinding system, including signature gateway signage.

Initiate a long term strategy to incrementally improve the streetscaping along the Sheridan Road corridor.

Explore sign enhancements that help enhance Downtown’s overall appearance and image.

BRANDING & IMAGE ASSESSMENT


Explore improved east-west pedestrian circulation, particularly at railroad crossings.

Identify ways to reduce vehicular conflicts with pedestrians and bicyclists at the various curb cuts along Sheridan Road/Waukegan Road and Green Bay Road.

Utilize wayfinding signage and dedicated pedestrian paths/crossings to improve safety, particularly in and around surface parking areas.

Identify specific connection opportunities that link the Robert McClory Bike Path to the downtown area and Metra station.

Integrate bike connectivity in the wayfinding signage system linking to downtown destinations and the Metra station.

Define better linkages between the Metra station and the core downtown area.

Identify ways to attract more commuters to Metra and increase parking utilization.

Designate bike routes and bike parking facilities to enhance the bikeability of the downtown area.

Explore enhanced Pace bus stop facilities.

Collaborate with Pace to address improved bus service for downtown employees.

Identify roadway improvements if needed to accommodate potential downtown development concepts.

Identify ways to improve coordination and management of parking resources, including the use of time management, designation of employee parking locations, and increased shared parking.

Explore the potential to supplement the downtown wayfinding signage system with handouts/maps at restaurants, web-based tools, and smart phone apps.

Consider coordination of valet operations and dedicated valet parking locations.

Identify potential areas to increase parking, such as along the railroad right-of-way or through cooperation between businesses regarding space behind buildings.

Consider implementing a shuttle service operating on Friday and Saturday nights and during special events and festivals.

Review the parking in-lieu program.

TRANSPORTATION ASSESSMENT


BB

SIIS

TT

SIISS

SECTION 5

SECTION 6



1 | Executive Summary

FIGURE 1.1

DOWNTOWN HIGHWOOD TOD STUDY AREA

The study area for this project is the ½-mile radius from the Highwood Metra Station. Given the relatively small footprint of the City, coverage of this ½-mile radius extends beyond Highwood and also encompasses part of neighboring Highland Park and Phillip H. Sheridan Reserve Center.

City Boundary

Study Area Boundary1/2-MILE RADIUS AROUND METRA STATION

!?GREEN BAY RD

C ST

PATTEN RD

D ST

WES

TERN

AVE

SHERIDAN RD

H ST

HIGH

ST PRAIRIE AVE

WALKER AVE

SAIN

T JOH

NS A

VE

BLOOM ST

1ST ST

9TH ST

3RD ST

WAUKEGAN AVE

HIGHWOOD AVE

WAR

BLER

PL

HILL ST

MORAINE RD

GREE

NWOO

D AV

E

S CE

NTRA

L AVE

B ST

BANK LN

11TH ST

LOCK

ARD

LN

G ST

BURCHELL AVE

TEMPLE AVE

LYSTER RD

ORCHARD LN

WASHINGTON AVE

2ND STM

URPHY RDN

CENT

RAL A

VE

SARD PL

PLEA

SANT

AVE

CLAY AVE

EVER

TS P

L

BURTIS AVE

10TH ST

MCKIBBIN ST

MORGAN PL

SKOKIE AVE

HALF DAY RD

JEFF

REYS

PL

4TH STASHLAND AVE

NORTH AVE

JOHN

STON

DR

EUCLID AVE

EISENHOWER RD

LAKE

VIE

W A

VE

WEBSTER AVE

ELM AVE

NIADA TER

VETE

RANS

DR

LOGAN ST

HECK ST

WESTOVER RD

SUMMIT AVE

EVOL

UTIO

N AV

E

LLEWELLYN AVE

TRILLIUM LN

BROOK RD

GROV

E AVE

SHERIDAN AVE

FUNS

TON

AVE

CHATFIELD DR

CHICAGO AVE

MICHIGAN AVE

OAKRIDGE AVE

RIENZI LN

OAK AVE

OMAHA ST

PALM

ER A

VE

MEARS PL

GRANT ST

LAUR

ETTA

PL

S MURPHY RD

PORT

CLI

NTON

RD

NORMANDY ST

MCNAIR ST

WRENDALE AVE

DAVIS ST

FORT

SHE

RIDA

N AV

E

WAINWRIGHT ST

EUCLID CT

UNNAMED

OAK

TERR

ACE A

VE

MON

TGOM

ERY A

VE

JOCELYN PL

EXMOOR AVE

EXM

OOR

CT

MCK

IBB

ST

ROSLYN CIR

WARBLER CT

BLACKHAWK DR

UNNAMED

2ND ST

LLEWELLYN AVE

4TH ST

PATTEN RD

EUCLID AVE

BURCHELL AVE

B ST

NORTH AVE

WESTERN AVE

GREE

NWOO

D AV

E

MICHIGAN AVE

UNNAMED

Source: GIS Map Data from City of Highwood and Lake County

MetraStation

HotelMoraine

CityHall

Oak TerraceElementary School

LibraryPostOffice

MunicipalCenter

Public SafetyFacility

EvertsPark



LAND USE, ZONING& INFRASTRUCTUREASSESSMENT

SECTION 2

Downtown Highwood is already characterized by the

essential elements that typically define a true mixed

use transit oriented development (TOD) district. Sit-

uated at the core of the City, Downtown Highwood is

home to a mix of vibrant restaurants, businesses, and

services that attract residents and visitors alike. The

residential density that typically supports a TOD are

generated by dense multi-unit buildings and adjacent

single family neighborhoods. While residents and

visitors may find places in Downtown Highwood that

cater to their personal, social, civic, recreational, and

commercial needs, there are opportunities to further

enhance the draw of the downtown area, vitality of

businesses, and attraction for additional development

and investment.

From maximizing land use configuration and stream-

lining zoning processes to improving safe access

and capitalizing on key opportunity sites, this section

outlines opportunities to advance the mixed use and

pedestrian-oriented qualities of Downtown Highwood.



2 | Land Use, Zoning & Infrastructure Assessment

LAND USE

The existing land use pattern in Downtown Highwood is generally supportive of the TOD concept, specifically providing a mix of residential, retail, services, restaurant, office, civic, and institutional uses in a pedestrian-oriented environment with access to Metra. While the restaurants are the lifeblood of Downtown Highwood, other commercial uses include a range of businesses, such as consignment stores, small retail shops, major businesses like Walgreens, auto oriented ser-vices, and a major cleaners facility. The restaurants and businesses are partially supported by a daytime population comprised of office and City Hall employees and patrons of institutional uses like the library and post office. Military reservists from the neighboring Phillip H. Sheridan Joint Reserve Center also provide a unique population within walking distance of the downtown. The future land use plan outlined in the Highwood Comprehensive Plan continues to maintain the mixed use and pedestrian-oriented qualities of the downtown area.

OPPORTUNITIES

While Downtown Highwood has the es-sential pieces to create a true mixed use TOD district at the core of the City, there are opportunities to improve the land use mix to further enhance the vitality of busi-nesses and attraction of the downtown as a place to live, work, visit, or establish a new business or development. For instance, retail uses, such as restaurants and retail stores, that are greatly depen-dent on high visibility should be placed along major roads like Sheridan Road and Green Bay Road. On the other hand, ser-vice uses like auto shops and professional offices may be placed on side streets off the major roads, recognizing that they are viewed more as destination businesses that do not necessarily need high visibility as patrons actively seek them out. Infill residential development should be con-sidered to further enhance the density near the Metra station, as well as encour-age new quality housing units that meet different price points and lifestyles. Main-taining City Hall’s location in Downtown Highwood is critical to creating a strong civic presence and contributing to the em-ployee daytime population. In addition, enhanced programming at the commu-nity center and the planned expansion of the library will further increase the draw of downtown.

City Hall and the Highwood Police Department provide a

civic presence in the downtown area. Commercial businesses are

diverse in Downtown High-wood, including restaurants

and consignment shops, which are the defining element of the downtown. Office uses like

the Viti complex are part of the downtown area, with residen-

tial neighborhoods surrounding the periphery of the core area.

1

32

54

1

2

3

4

5



Land Use, Zoning & Infrastructure Assessment | 2

ZONING

A majority of Downtown Highwood is zoned B-1 (Retail Business), primarily along the main thoroughfares of Sheridan Road and Green Bay Road, as shown in the City’s Zon-ing Map in Figure 2.1. Other prominent zoning districts in Downtown Highwood include R-2 (Single Family), R-3A (Multiple Family), and B-2 (Service and Retail Business). A select few parcels -- including the Walgreens, U.S. Bank, Fort Sheridan Place apart-ments, and Hotel Moraine site – are zoned PUD (Planned Unit Development), which provides greater flexibility to development “that would not be possible under the strict application of the other provisions of [the Highwood Zoning Ordinance].” City officials and members of the development community both recognize the potential to re-assess the development review process to clarify expectations and requirements of developers and review responsibilities of municipal boards, committees, and commissions.

OPPORTUNITIES

The PUD designation is often viewed as ideal for a mixed use district like Downtown Highwood, particularly due to the flexibility it extends to de-velopments with unique qualities that underlying zoning may place certain restrictions. However, the current zoning designations may already be supportive of the mixed use character desired for Downtown Highwood. For example, multiple-family dwell-ings are permitted uses within the B-1 district, which is advantageous for advancing mixed use in Downtown Highwood. Providing certain uses as of right rather than special uses or variances holds the potential for the City to establish a more predictable and streamlined development review process that benefits developers and the municipality. There is also op-portunity to review the development review process to clarify expectations and requirements of developers, as well as review responsibilities of municipal boards, committees, and commissions.

FIGURE 2.1

DOWNTOWN ZONING DISTRICTS

Source: City of Highwood




COMMUNITY FACILITIES

Downtown Highwood and immediate vicinity are comprised of a variety of community facilities that meet the educational, spiritual, recreational, and civic needs of residents. While the two local schools – St. James Catholic School and Oak Ter-race Elementary School – are generally viewed as having sufficient capacity for even potential student population growth, Highwood Public Library has plans for expansion to modernize its facilities and expand programming to the community. Rec-reational facilities are offered at Everts Park, the Highwood Recreation Center, the Fort Sheridan Forest Preserve, and other open spaces to the east of downtown and along the lakefront. The presence of City Hall and the U.S. Post Office in the downtown area are also beneficial to building up the daytime population of employees and visi-tors. Many of the community facilities within High-wood’s municipal limits are located west of the railroad, which is often viewed as a physical barrier to the core downtown area but still related from a walkability standpoint.

OPPORTUNITIES

Providing safe and convenient access to the schools, parks, recreational facilities, City Hall, and other community facilities is critical to cre-ating vitality in the downtown area by fostering an environment where residents and visitors check out local businesses during their down-town visits. Whether it’s a commuter picking up a package at the post office after returning home via Metra or a family getting ice cream after a morning at the library, community facil-ities are an important piece of the machinery that makes a mixed use district like Downtown Highwood work. Chances are, a downtown will be more dynamic and inviting with assort-ed activities that meet the various needs and interests of residents and visitors, particularly if they can accomplish multiple tasks in a sin-gle visit to downtown. As a result, there are opportunities to maintain community facilities in and around the downtown area, particularly keeping City Hall as a downtown use. Also, expanded programming at the library, parks, and recreation center will help attract residents and visitors to the downtown area.

In addition to the restaurants and businesses that define the commercial core of Downtown Highwood, vari-ous community facilities are located within and in close proximity to the downtown area, including the Metra

station, City Hall, library, post office, Everts Park, public safety facility, and Oak Terrace Elementary School.Source: Bing Maps

MetraStation

CityHall


LibraryPost

Office


EvertsPark



Land Use, Zoning & Infrastructure Assessment | 2

ENVIRONMENTAL ISSUES

While the core downtown area is located more than a half mile west of Lake Michi-gan, Downtown Highwood has no environ-mental issues relating to the natural envi-ronment, such as wetlands and floodplain. However, there may be environmental issues caused by physical land development, particularly relating to the cleaners site and auto service businesses. In the past, Fort Sheridan filled its deep ravines with landfill waste, which were not initially managed in an environmentally sound manner. Howev-er, the situation was remedied by capping the landfill and securing federal funds for further cleanup efforts.

OPPORTUNITY SITES

The Highwood Comprehensive Plan iden-tified a set of key opportunity sites in and around the downtown area, which pro-vides potential sites for redevelopment or improvements to enhance the vitality of Downtown Highwood. These key opportu-nity sites are illustrated in yellow on the map in Figure 2.2. Additional opportunity sites have been identified on the map (shown in orange), including the Hotel Moraine site, the former Carousel Linens site, the recently closed Bertucci’s restaurant, and other sites.

OPPORTUNITIES

As the City considers development options for down-town opportunity sites, it will be critical to conduct appropriate environmental studies to ensure land is suit-able for development and impose no negative impacts on adjacent properties.

OPPORTUNITIES

While the Comprehensive Plan outlines potential con-cepts for redevelopment or improvement of the key opportunity sites, the primary purpose of the Highwood Downtown TOD Plan is to develop more specific plans for the opportunity sites, taking into account elements such as site design, community needs, market support, financial feasibility, and transportation aspects like park-ing and access by pedestrians and bicyclists.

The laundry and dry cleaners facility located west of the Sher-idan Road/Clay Avenue intersection is a prominent business in Downtown Highwood, but may pose environmental impacts.

The former Shrimp Walk restaurant site is a prime opportunity site in Downtown Highwood, located

one block east of the Sheridan Road corridor.




FIGURE 2.2

OPPORTUNITY SITES

!?

C STGREEN BAY RD

D ST

H ST

SHERIDAN RD

PRAIRIE AVE

PATTEN RD

9TH ST

3RD ST

NORTH AVE

HIGHWOOD AVE

1ST ST

WALKER AVE

HIGH

ST

BANK LN

11TH ST

LOCK

ARD

LN

WAUKEGAN AVE

BLOOM ST

G ST

TEMPLE AVE

MURPHY RD

N CE

NTRA

L AVE

BURCHELL AVE

WASHINGTON AVE

CLAY AVE

EVER

TS P

L

10TH ST

MCKIBBIN ST

2ND ST

JEFF

REYS

PL

4TH ST

EISENHOWER RD

LAKE

VIE

W A

VE

WEBSTER AVE

S CE

NTRA

L AVE

LOGAN ST

EVOL

UTIO

N AV

E

ASHLAND AVE

GROV

E AVE

SHERIDAN AVE

MORGAN PL

FUNS

TON

AVE

OAKRIDGE AVE

B ST

PALM

ER A

VE

OMAHA ST

MEARS PL

LAUR

ETTA

PL

LLEWELLYN AVE

MCNAIR ST

EUCLID AVE

NORMANDY ST

SAIN

T JOH

NS A

VE

MARSHALL RDS M

URPHY RD

OAK

TERR

ACE A

VE

6TH ST

7TH ST

5TH ST

8TH ST

LYSTER RD

CHATFIELD DR

JOCELYN PL

B ST2ND ST

4TH ST

Opportunity SitesIDENTIFIED IN THE COMPREHENSIVE PLAN

Opportunity SitesIDENTIFIED AS PART OF THIS STUDY


MetraStation

HotelMoraine

CityHall


EvertsPark

LibraryPost

Office

St. JamesCatholic School

MunicipalCenter




MARKETASSESSMENT

SECTION 3

With the City’s recently conducted Redevelopment

Potential of Highwood City Hall Site and Comprehen-

sive Plan, which both included community market

information, this transit oriented development (TOD)

study for Downtown Highwood focuses on the addi-

tional information necessary to understand the markets

accessible to the broader downtown and specifically

the role of transit in growing markets. The goal of

this market assessment is to understand how short

term and long term planning decisions that strengthen

the market and make existing and future businesses

serving Downtown Highwood more successful. This

approach recognizes that the community of Highwood

has a unique resource in its legendary restaurant and

entertainment cluster.

This market assessment provides baseline data to the

City, existing business owners, property owners, poten-

tial investors, and residents about the market support

for specific types of retail, office, residential, and mixed

use projects. This overview highlights the importance

of balancing activity in all sectors and paying special at-

tention to adding office uses to build daytime population

that supports the vibrancy of Downtown Highwood.



3 | Market Assessment

MARKET OVERVIEW

The commercial land uses and residential types associated with typical downtown TODs

appeal to the four markets described below. The table in Figure 3.1 reports demographic and

spending characteristics of these markets. These markets cover a multi-jurisdictional sub-re-

gion where residents cross community boundaries while traveling to work, shop, dine, and

enjoy the many amenities available in this area. Effective economic development in High-

wood’s TOD area seeks to combine this active residential population with a daytime popula-

tion of employees that creates an economically sustainable local marketplace.

COMMUNITYAFFILIATED MARKET

Downtowns such as High-wood’s define the character of a community. With pride, residents bring guests to dine in independent restau-rants and seek special items at unique stores. High-wood’s Downtown serves as a setting for community festivals that draw residents. This relationship creates an affiliation that makes commu-nity residents an important market for the downtown businesses and the public transportation that is located in the study area.

PEDESTRIAN MARKET

Residents living within a ½- to 1½-mile walk of a commer-cial development like Down-town Highwood are partic-ularly frequent users. The frequent trips and presence of these nearby residents add vitality, even when business-es are not open. Conse-quently, this pedestrian, walk-in market is more important to the success of commercial clusters than its spending power suggests. About 55% of Metra riders living within the study area are walking to the station a significantly high percentage than Metra’s system wide average, 21%. As Figure 3.2 illustrates, the ½-mile walking radius of the Highwood Metra station falls within three communities: Highwood, Highland Park, and Lake Forest. Conse-quently, this market’s devel-opment requires regional cooperation.

CONVENIENCE MARKET

If one can easily drive or bicycle to a location where needed items are available, that location can be the routine choice to meet every day needs if it offers desirable quality and variety. Conve-nience shoppers are the core market for neighborhood serving stores. Employees within this area are potential lunchtime customers for restaurants. This 5-minute drive time market also iden-tifies the homes of bicyclists who can travel to a commer-cial cluster or transit station in 10 minutes or less. This mar-ket dynamic adds recreation-al users to the auto oriented market. For Highwood, this is a multi-jurisdictional market where the majority of the area is in Highland Park and Lake Forest. Consequently, planning decisions made in Highwood have little impact on the growth of this market and therefore, regional coop-eration is important to build-ing the size of this market.

DESTINATION MARKET

The businesses with unique offerings attract shoppers from a larger geographic market create a destination draw and their customers from this larger trade area add sales to adjacent con-venience businesses. The unique stores and restaurants attracting this market also give the commercial cluster a character that distinguishes it from other shopping alterna-tives. One should note that, although the sales volume from this market is a smaller percent of total sales volume for each store, these margin-al sales add significantly to the profits of all businesses. Without destination custom-ers, few businesses can meet their operational goals. High-wood’s specialty restaurants have a well-established re-gional reputation and history, and the regional draw of such establishments as Froggy’s French Restaurant, Del Rio Italian Restaurant, Miramar, and other dining establish-ments extend the reach of all Highwood businesses. Wayfinding through signage and simplified directions are critical to easy access for a 15-minute drive time and, given the power of High-wood’s dining and enter-tainment, potentially to the 30-minute drive time market. This regional visibility also influences residential interest in living in proximity to this unique district.

With Downtown Highwood’s pedestrian and conve-nience markets overlapping into the adjacent com-munities of Highland Park and Lake Forest, planning decisions made in Highwood will rely upon regional cooperation to nurture these markets.



Market Assessment | 3

SheridanReserveCenter

FIGURE 3.1

HIGHWOOD MARKET AREAS

Highwood

Total Population

Total Households

Median Age

Owned Free and Clear

Owned with a Mortgage

Rented Housing Units

Hispanic Ethnicity

Not of Hispanic Ethnicity

Average Household Income

Median Household Income

Consumer Expenditures

Employees

Employee Spending

5,368

1,759

33.0

15.2%

26.7%

57.9%

52.5%

47.4%

$108,306

$65,930

$90,155,786

1,440

-

Source: Experian, 2013; What Workers Spend; BDI

1/2-MileRadius

5,287

1,750

36.0

18.8%

31.9%

49.1%

43.4%

56.5%

$120,262

$71,165

$93,299,500

1,750

-

5-MinuteDrive Time

14,736

5,338

39.0

20.3%

39.8%

39.7%

28.6%

71.3%

$133,220

$81,265

$302,899,472

7,825

$57,325,950

15-MinuteDrive Time

92,286

33,499

45.0

26.7%

56.2%

16.9%

7.5%

92.4%

$196,472

$124,507

$2,181,086,391

93,990

-

30-MinuteDrive Time

875,593

317,239

40.0

22.1%

53.9%

23.9%

15.3%

84.6%

$126,023

$82,520

$18,551,185,003

555,800

-

SheridanReserveCenter

5-MINUTE DRIVE TIME CONVENIENCE MARKET1/2-MILE RADIUS PEDESTRIAN MARKET

30-MINUTE DRIVE TIME EXTENDED DESTINATION MARKET15-MINUTE DRIVE TIME DESTINATION MARKET

HIGHWOOD

HIGHWOOD

HIGHWOODHIGHWOOD




The table in Figure 3.2 compares pop-

ulation and employment in the ½-mile

pedestrian accessible markets sur-

rounding the Highwood Metra station

and other Metra stations in the Lake

Forest, Highwood, and Highland Park

sub-region.

Note that Highwood’s Metra station is

accessible to the largest population but

lags Lake Forest and Highland Park in

the daytime employee population. The

other significant difference between

Highwood and the other nearby stations

is the younger population. The table

in Figure 3.3 reveals that this younger

population is caused by a significantly

higher “Gen Y” population. “Gen Y,” also

called Millennials, is the population born

in the 1980s and 1990s that is now 20 to

34 years old. That population recently

passed the “Baby Boomers” as the larg-

est segment in the United States. That

size, combined with its age, make “Gen

Y” the growth market for the future.

Recent research by the Urban Land

Institute comparing housing choice by

age reports that this younger population

is an especially good match with the

mixed use and multi-family develop-

ment types most appropriate to TOD.

Highwood

“Gen Y,” also called Millennials and born in the 1980s and 1990s, recently passed the “Baby Boomers” as the largest segment in the United States. That size, com-bined with its age, make “Gen Y” the growth market for the future. Research comparing housing choice by age reports that this younger population is an especially good match with the mixed use and multi-family development types most appropriate to TOD.

FIGURE 3.2

POPULATION & EMPLOYMENT IN DOWNTOWN HIGHWOOD ½-MILE PEDESTRIAN MARKET

Gen Y … shows the strongest preference among the generations for communities with a mix of uses, with shops, offices, and housing together (62%), as well as a mixture of different types of housing, such as detached homes, apartments, and row or townhouses (59%).

FIGURE 3.3

AGE VARIATION WITHIN ½-MILE OF METRA STATIONS

Under

Age 2

0

Metra Station

Highwood

Fort Sheridan

Highland Park

Ravinia

Lake Forest

West Lake Forest

28.4%

30.8%

23.5%

29.3%

26.5%

29.6%A

ge

20 to 3

4

20.2%

10.3%

12.3%

8.3%

10.7%

7.6%

Source: Experian, 2013; BDI

Americans’ Views on theirCommunities, Housing, and Transportation, Urban Land UseMarch 2013

-

Total Population

Total Households

Population per Square Mile

Median Age



Employees

Daily Metra Boardings (2006)

5,289

1,747

5,955

35.7

49.10%

$118,217

1,748

279

Source: Experian, 2013; RTAMS

FortSheridan

1,436

598

2,825

41.9

22.60%

$155,531

526

279

HighlandPark

3,542

1,715

3,668

47.1

39.60%

$136,140

4,145

1,118

Ravinia

2,881

1,100

3,301

44.8

11.60%

$187,988

532

332

LakeForest

1,641

703

1,799

46.9

22.90%

$183,642

1,930

725

West LakeForest

1,023

367

1,030

47.8

5.50%

$279,776

434

578




Figure 3.4 maps these stations and reveals that these ½-mile

markets do not overlap.

The 5-minute drive time markets do overlap and therefore com-

pete for the daytime spending of employees. The table in Figure

3.5 reveals that Highwood has the highest residential density but

again lags in the daytime market created by employees.

FIGURE 3.5

CONVENIENCE MARKETS SURROUNDING METRA STATIONS

FIGURE 3.4

PEDESTRIAN & CONVENIENCE MARKETS SURROUNDING METRA STATIONS

Highwood

Total Population

Total Households


Median Age



Employees

14,572

5,274

3,733.5

39.1

40.00%

$130,451

7,781

Source: Experian, 2013

FortSheridan

14,929

5,088

2,600.8

39.6

29.00%

$164,686

5,658

HighlandPark

13,322

5,170

3,133.6

44.0

31.90%

$156,909

9,612

Ravinia

9,864

3,799

2,836.3

46.1

14.00%

$199,619

2,570

LakeForest

11,801

4,120

1,435.1

43.9

15.00%

$207,895

8,521

West LakeForest

6,868

2,407

842.8

48.0

9.70%

$260,040

11,780

30-MINUTE DRIVE TIME EXTENDED DESTINATION MARKET15-MINUTE DRIVE TIME DESTINATION MARKET


LAKE FOREST

FORT SHERIDAN

HIGHWOOD

WEST LAKE FOREST

HIGHLAND PARK

RAVINIA

LAKE FOREST

FORT SHERIDAN

HIGHWOOD

HIGHLAND PARK

RAVINIA

WEST LAKE FOREST




In considering the opportunity for TOD,

it is useful to look beyond the sub-region

to consider the market developed by

communities that focused on TOD to

create vibrant environments in their

downtowns. Unlike communities such

as Arlington Heights and Evanston,

which pursued TOD with extensive re-

development, Elmhurst and La Grange

primarily energized their vintage spaces

to create vibrant dining and entertain-

ment districts. Again, at the ½-mile dis-

tance, Highwood compares favorably in

residential population, as summarized in

Figure 3.6. However, Downtown High-

wood has significantly fewer employ-

ees. At the critical 5-minute drive time

distance, Downtown Highwood slightly

lags in residential population (the lake

makes this a difficult problem for most

shore communities), while it significantly

lags in daytime population.

This market assessment provides base-

line data to the City, existing business

owners, property owners, potential in-

vestors, and residents about the market

support for specific types of retail, office,

residential, and mixed use projects. This

overview highlights the importance

of balancing activity in all sectors and

paying special attention to adding office

uses to build daytime population that

supports the vibrancy of Downtown

Highwood.

At the ½-mile distance, Highwood compares favorably in residential population to communities like Elmhurst and La Grange, which primarily energized their vintage downtown spaces to create vibrant dining and enter-tainment districts. However, Downtown Highwood has significantly fewer employees.

FIGURE 3.6

PEDESTRIAN & CONVENIENCE MARKETS IN COMPARISON TOD DEVELOPMENTS

Highwood

Total Population

Total Households


Median Age



Employees

5,289

1,747

5,954.9

35.7

49.1%

$118,217

1,748


Elmhurst

4,669

1,660

6,111.6

31.6

34.5%

$139,478

3,897

La Grange

5,630

2,546

6,602.3

41.9

37.3%

$104,003

4,314

PEDESTRIAN MARKETS

Highwood

Total Population

Total Households


Median Age



Employees

14,572

5,274

3,733.5

39.1

40.0%

$130,451

7,781

Elmhurst

15,300

5,703

4,952.5

40.8

23.7%

$132,845

9,148

La Grange

27,455

10,346

5,814.1

41.3

22.1%

$115,383

9,823

CONVENIENCE MARKETS

Downtown Highwood compares favorably to com-munities like Elmhurst and La Grange, which each

has a vibrant restaurant and entertainment district.




OFFICE & COMMERCIALSERVICES OPPORTUNITIES

Unlike retailers and restaurateurs who

must find space specifically connected

to a consumer market, office tenants

look regionally and are able to relocate

for price or amenities. The region-

al office market remains weak, with

total vacancies in the North Suburban

Market reported at 20.4% at the end

of the 2nd quarter 2013.2 Although the

general market for office is quite weak,

downtowns in communities such as

Highwood often overcome that weak-

ness, as nearby residents choose office

locations that minimize their commute.

Generally, small to mid-sized corpora-

tions requiring developments of 10,000

to 30,000 square feet can make this

type of relocation. Initially, buildings

are constructed with the prime tenant

occupying 70% of the space.

These unique office opportunities cannot

be documented because they often

involve property acquisition or landlord

tenant relationships that occur because

the tenant chooses to make an invest-

ment in the community where they

have personal connections. Downtown

Highwood’s recent Viti Insurance build-

ing development is an example of this

type of office development.

Planning studies like this one and notices

in City publications can stimulate these

“micro-market” opportunities. In other

communities, specialized advertising

agencies, insurance servicing business-

es, and manufacturing representatives

have moved into downtown bringing 30

to 150 employees per business.

Given the regional market conditions,

adding new space depends on special-

ized uses that fit growing fields: (1) med-

ical office growing to provide services

to residents newly insured by the U.S.

Affordable Care Act; and (2) entrepre-

neurial businesses that capitalize on

the medical tech associated with Lake

County’s Abbott and Baxter cluster.That

space can be upper stories in mixed

use buildings with first floor stores and

restaurants. The medical tech space can

be data centers as well as associated

office space. Again, the market for the

medical office and medical tech fields is

difficult to document and will only devel-

op based on specific appeals to real es-

tate decision makers associated with the

key Lake County medical businesses.

This assessment highlights the need

to capitalize on community affiliation

and sub-regional specialization to seek

“micro-market” office tenants as a com-

ponent that could improve the financing

of potential developments. The unique

position of Downtown Highwood as a

restaurant cluster serving the sub-re-

gion may offer the opportunity to add

culinary education as a daytime use.

Other related uses to investigate are a

multi-user, leasable commercial kitchen

and businesses supporting marketing

specialty foods such as packaging and

marketing consultants.

The goal is to, over time, add as many

as 2,000 employees/students that would

invigorate the daytime market. Accom-

modating that daytime population would

involve approximately 300,000 square

feet. In the short-term, it is expected

that much of that space would be in

upper stories and conversion of existing

properties to take advantage of lower

costs associated with vintage buildings.

As the market is proven, the higher cost

new construction would follow.

2 Chicago Office Market Trends 2q13, U.S. Equities Realty

SPECIALTY FOODSBUSINESSES

Packaging and marketing consul-tants associated with multi-user, leasable com-mercial kitchen and businesses could help sup-port the market-ing of specialty foods.

CULINARYEDUCATION

Additional day-time population could be built up by culinary education that takes advantage of Downtown Highwood’s restaurant cluster.

MEDICAL TECH

Entrepreneurial businesses that offer spaces, such as data centers and associated office space, that capitalize on the medical tech relating to the Abbott and Baxter cluster in Lake County.

The goal is to, over time, add as many as 2,000 em-ployees/students that would invigorate the daytime mar-ket. In the short-term, it is expected that much of that space would be in upper stories and conversion of existing properties to take advantage of lower costs associated with vintage buildings. As the market is proven, the higher cost new construction would follow.

MEDICAL OFFICES

Medical offices that offer services to residents, par-ticularly to those newly insured by the U.S. Afford-able Care Act.




RETAIL DEVELOPMENTOPPORTUNITIES

This is a time of transition for retailers as

new store sizes and selling through the

internet as well as a store becomes the

foundation for success. These changes

are impacting both Main Streets and

the neighborhood shopping centers that

form the commercial land uses near

TOD districts like the Highwood Metra

station area. Stores now face growing

internet sales and a changing compet-

itive environment as mass merchan-

disers like Target and warehouse clubs

like Costco and Sam’s Club compete for

the grocery and general merchandise

business.

Complicating Highwood’s position in

the regional shopping landscape is

its close proximity to Highland Park’s

Renaissance Place, where Sak’s exit

was followed by the loss of national

chain stores, leaving modern store

space to compete less than a mile from

Highwood’s vintage store offering.

Still, Highwood’s history of offering a

cluster of unique, high quality restau-

rants positions it well in the emerging

retail market where shopping clusters

increasingly seek to “internet proof”

their attraction by emphasizing dining

and entertainment that cannot be sold

on the internet.

New development responds to this

change in the retail environment by:

Focusing on recruiting stores

that thoroughly use both “bricks

and clicks” channels by accepting

internet pick-up and return in stores.

Demolishing buildings with obsolete

shopping and dining configurations

to accommodate new formats.

Creating true neighborhood centers

by integrating office, recreation,

and classroom uses into the ground

floor commercial space.

Replacing parking minimums with

utilization studies that often verify

over-parked conditions and thereby

free space for flexible event space

and landscaping.

Consolidating parking so tenants

share all spaces in a manner that

respects the time-of-day utilization

associated with customer utilization.

The Highwood TOD market spans a

very competitive regional shopping area

where the full range of national high

volume tenants has locations. Figure

3.7 compares the retail restaurant and

grocery sales in the communities of

Highwood, Highland Park, and Lake

Forest to their respective spending pow-

er for restaurants and grocery stores.

ResidentRestaurant

Spending

Highwood’s history of offering a cluster of unique, high quality restaurants positions it well in the emerging retail market where shopping clusters increasingly seek to “in-ternet proof” their attraction by emphasizing dining and entertainment.

FIGURE 3.7

SUB-REGIONAL CAPTURE RATES

Highwood

Highland Park

Lake Forest

Total

$5,310,119

$43,089,995

$26,996,012

$75,366,126

Source: Illinois Department of Revenue Sales Tax Report; Experian, 2013; BDI

RestaurantSales

$19,984,882

$56,729,463

$31,729,109

$108,443,454

CaptureRate3

376.4%

131.7%

117.7%

143.9%

GrocerySpending

$8,550,192

$65,730,501

$41,134,594

$115,415,287

GrocerySales

$5,172,898

$82,588,443

$58,551,735

$146,313,076

CaptureRate

60.5%

125.6%

142.3%

126.8%

Category Sales divided by spending calculates the capture rate. This calculation is also referred to as “Market Share.” Percentages in excess of 100% show that the sales are obtained by a larger geography than the community.

3

Downtown Highwood’s vibrant restaurant market, including The Toad Stool, Buffo’s, and Miramar, contributes to the City’s signifcantly higher restaurant capture rate (376.4%)

compared to neighboring Highland Park (131.7%) and Lake Forest (117.7%).




Capture rates above resident spend-

ing illustrate the attraction power of

existing businesses. Customers from

other communities are spending in

this sub-region and thereby driving

sales above the spending power of the

sub-region communities. Note that

Lake Forest’s restaurant spending is sig-

nificantly impacted by sales from the top

performing Oasis in the Illinois Tri-State

Toll Way system. Therefore, the restau-

rant sales in Lake Forests overstate the

sales of traditional offerings.

Downtown Highwood’s performance

within the sub-region is revealed by the

table in Figure 3.8 that examines restau-

rant market share capture rates for its

logical markets.

This very strong capture rate for the

5-minute drive time illustrates High-

wood’s dominance of the local restau-

rant scene. The ability to grow that

cluster is confirmed by the size of the

15-minute drive time market. Any

restaurant targeting sales of $1.2 million

needs only to capture 1% of that mar-

ket. With Highwood’s strong reputation

for quality restaurants, new entrants

with a top quality offering benefit from

joining the cluster because their target

market sees them on visits to other top

quality restaurants.

The key to reinforcing Highwood’s

unique regional identity is increasing

the sales of existing businesses to make

them more profitable and thereby to

encourage additional restaurants and

unique retailers to join the cluster.

Examining the current footprint of

commercial properties south of North

Avenue and north of Prairie Avenue and

along Sheridan Road and Green Bay

Road reveals that there is significant

opportunity to expand without incurring

the high cost of building new space.

Existing properties offer approximately

200,000 square feet of ground floor

space. The targeted unique businesses

that would add to Highwood’s market

advantage average approximately

2,000 square feet each, therefore, that

space could accommodate about 100

store and restaurant businesses. The

Commercial Inventory of Downtown

Highwood provided in the Redevelop-

ment Potential of Highwood City Hall

Site study documents 44 restaurants

and stores with the balance of the space

accommodating 40 offices and services.

That calculation suggests that, although

there are opportunities for site redevel-

opment, the future success of Down-

town Highwood does not require expan-

sion beyond this core area. If 150,000

square feet were sales tax generating

to allow for the hair care and other

personal services that enhance the mix,

and sales in these businesses just met

the national average of $300 per square

foot, sales would be $45 million. 2012

Eating and Drinking and Drugs and

Miscellaneous retail sales in Highwood

were $32 Million. These estimates

suggest that improving the sales of ex-

isting businesses, filling vacancies, and

moving services to upper story space

could increase sales by $13 million and

add as much as $300,000 in municipal

and home rule sales tax revenue.

The very strong capture rate for the 5-minute drive time illustrates Highwood’s dominance of the local restaurant scene. The key to reinforcing Highwood’s unique re-gional identity is increasing the sales of existing business-es to make them more profitable and encourage addi-tional restaurants and unique retailers to join the cluster.

FIGURE 3.8

MARKET SHARE CAPTURE RATES

Estimated sales assuming 150,000 sq ft of Downtown Highwood’s existing retail space were sales tax generating busi-nesses that met the national average of $300 per sq ft in sales

$45 million

Estimated retail sales of 2012 Eating and Drinking and Drugs and Miscellaneous retail sales in Highwood

$32 million

Estimated increase in sales of existing businesses in Downtown Highwood and new businesses that fill vacancies

$13 million

Estimated additional municipal and home rule sales tax revenue

$300,000

RestaurantsSpending

Highwood

1/2-Mile Radius

5 Minute Drive Time

15 Minute Drive Time

30 Minute Drive Time

$5,277,547

$5,444,912

$17,113,697

$120,038,307

$1,036,924,857


HighwoodSales

$19,984,882

$19,984,882

$19,984,882

$19,984,882

$19,984,882

MarketShare

378.7%

367.0%

116.8%

16.6%

1.9%




RESIDENTIAL OPPORTUNITIES

The recently completed City Hall site

study provides a wealth of documenta-

tion for Downtown Highwood’s residen-

tial market. That study summarized its

findings thusly:

Multifamily residential units would

be appropriate as part of a mixed-

use development with ground floor

commercial space. New, quality

residential units will bring more ac-

tivity to Downtown Highwood and

help support the retail and restau-

rants. The condominium market,

however, is still years from a full

recovery. Quality rental apartments

targeting younger working house-

holds, divorced parents, and other

small households would be more

appropriate for the City Hall site.

These additional recommendations still

apply:

Multifamily residential units would

be appropriate for (Downtown

Highwood) site(s) as part of a

mixed-use development with

ground floor commercial space.

New, quality residential units will

bring more activity to Downtown

Highwood and help support the

retail and restaurants.

The condominium market, howev-

er, is still years from a full recovery.

Despite low mortgage rates, neither

downsizing empty nesters nor

younger households are choos-

ing to buy condominiums in large

numbers. The City Hall site should

not be considered for condominium

development until more prominent

sites that could command higher

prices are successfully developed,

such as the second tower of the

Ravines or the proposed condo-

minium adjacent to the Highland

Park Theater.

Quality apartments targeting

younger households would be more

appropriate for the City Hall site in

the near term. A local residential

broker described Highwood as “the

Wrigleyville of the North Shore,”

indicating its attractiveness to

younger households who enjoy the

area’s entertainment and dining

venues. Proximity to the Metra

station provides access to North

Shore employment centers, such

as Highland Park Hospital and

Lake Forest College, as well as to

Evanston and Downtown Chicago.

Divorced parents seeking proximity

to their children might be another

source of demand for these units.

Given the significant need for day-

time population and the communi-

ty’s stated desire to avoid additional

rental residential, a priority for office

development over residential devel-

opment is appropriate.

MARKET ASSESSMENTSUMMARY

Highwood is a unique market with a

history that supports a focus on dining

and entertainment that could appeal

to markets associated with younger

populations, “internet proof” restaurant

concepts, and tech data center/offices.

The challenge is building the ideal mar-

ket to successfully maintain Highwood’s

very desirable market position. High-

wood’s small footprint in this sub-re-

gional market makes it challenging to

add the needed daytime population on

the limited redevelopment sites. Future

elements of this study will look at meet-

ing that challenge by careful evaluation

of the mix of uses on development sites.

A focus on improving the sales volume

of existing businesses does not preclude

adding destination stores and restau-

rants in new development at sites on

the perimeter of Downtown Highwood’s

vintage core. Rather, the emphasis is

on understanding what value new ten-

ants, whether office or sales tax gener-

ating, add to the market before commit-

ting community financial resources.

Given the significant need for daytime population and the community’s stated desire to avoid additional rental residential, a prior-ity for office development over residential develop-ment is appropriate for Downtown Highwood.

Multifamily residential units are located within the downtown area, including a few mid-rise buildings

along Clay Avenue to the east of Sheridan Road.



STREETSCAPEASSESSMENT

SECTION 4

The physical environment of Downtown Highwood

projects the community’s image. The streetscape

must support this image, including functional needs and

the ability to convey community character and image.

The streetscape supports active downtown uses such

as shops, restaurants, transit centers, open spaces, and

homes with interconnected walks, available parking,

well defined roadways, and crossings. Highwood’s

downtown is unique due to its well-attended commu-

nity events and festivals. As a result, the streetscape is

challenged to support the dramatic increase of pedes-

trians, motorists, and transit riders who are drawn to

Highwood from surrounding communities.

Highwood’s streetscape is well-established in some

locations. However opportunities exist to enhance and

expand that image to other spaces, increasing Down-

town’s effectiveness as a major North Shore destina-

tion for shopping, dining, and seasonal festivals.

This plan will find solutions that address the City’s

streetscape as a major festival destination, including:

1. Near term treatments, such as seasonal plantings,

public art, decorative lighting, and signage;

2. Expanded on street and off street parking;

3. Treatments that define the Downtown via high to

low intensity treatments which unify but differenti-

ate various downtown subareas; and

4. Streetscape amenities that are flexible to accom-

modate daily use, but also expandable to support

community events.



4 | Streetscape Assessment

STREETSCAPE PRESENTS A POSITIVE COMMUNITY IMAGE

Streetscape treatments along Sheridan Road include on street parking, curb bump outs, orna-mental lighting, street trees, raised curb planters, and decorative paving. These elements define the public way and sidewalk café areas.

STRENGTH

OPPORTUNITIES

Although the Comprehensive Plan addresses long range streetscape opportunities, Highwood should consider long range and near term opportunities that support down-town when in “festival mode”. This may include additional decorative lighting, public art installations, and seasonal landscaping. For example, art installations may explore the potential for the City to partner with world renowned sculptors Omri Amrany and Julie Rotblatt-Amrany -- who operate their studio in High-wood and are known for statues of iconic sports figures in Chicago and other cities -- to provide a series of sculptures along the downtown streetscape.

Highwood should consider expand-ing the streetscape to other down-town locations, such as Green Bay Road, north and south portions of downtown, alleyways, and building rears. Although the Comprehensive Plan recommends burying utilities along Green Bay Road, the City may consider working with property owners to relocate overhead utilities to building rears to minimize cost and provide streetscape enhance-ments.

A unique opportunity that the City has begun to explore is the potential to partner with world

renowned and Highwood-based sculptors Omri Amrany and Julie Rotblatt-Amrany to create a

series of sculptures along the downtown street-scape, particularly at intersections . Their

work includes statues for Chicago sports figures like Michael Jordan at the United Center, George Halas at Soldier Field, and Harry

Caray at Wrigley Field, to name a few.

Curb bump outs define on street park-ing and provide outdoor seating areas.

Landscape bollards, tables, and chairs may be further augmented with plantings and

decorative lighting during the outdoor din-ing and festival seasons. City standard

streetscape treatments may be expanded to Green Bay Road, the south end of which

is an active restaurant and sidewalk café environment. Decorative acorn style

light poles with banners and flags may be further enhanced with additional decorative

lighting, such as Tivoli Lights, to reflect a festival environment.

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5

6

7

1

2

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1

2

4

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Streetscape Assessment | 4

PUBLIC OPEN SPACE ENHANCES THE CITY

Everts Park and City Hall are quality open spaces in the City, providing green space and relief in an otherwise urban environment.

STRENGTH

OPPORTUNITIES

Everts Park is well landscaped, but not well connected to the Down-town, especially being located west of the railroad tracks. Although the Comprehensive Plan recommends pedestrian access through an active business along Green Bay Road, there may be opportunities to incorporate access without property acquisition, such as through al-leyways and along North Avenue. Many festivals take place in Everts Park. While small festivals can be supported, larger festivals may pose challenges with lawn maintenance and vehicular access.

3

Everts Park is a quality open space with child friendly amenities close to Downtown. This space has an opportunity to become more visually and functionally connected to Downtown. During

large events, such as Highwood Craft Beer Fest and the Farmers Market, vehicular access and lawn maintenance may pose challenges for the City. The memorial column and flagpole area at City Hall has previously been the site of the City’s Farmers Market, which is now held on the

west side of the railroad tracks in Everts Park. The open space at City Hall has supported past community events. Proximity to the alleyway towards the east provides vehicular access for

festival staging as well as visibility and access to the surrounding downtown area.

4

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1

2

3

4




STREETSCAPE SUPPORTS COMMUNITY EVENTS

Community events such as the Farmers Market and Pumpkin Festival previously took place at City Hall property. Downtown streets and park-ing lots are temporarily closed to accommodate festivals and events. The Farmers Market is currently held at Everts Park.

STRENGTH

DOWNTOWN IS ACCESSIBLE TO NEIGHBORHOODS & REGIONAL TRAILS

The grid network of downtown and residential streets promotes a walkable environment. Generally, sidewalks are in fair to good condition and improvements may be required as part of regular maintenance practices. The Robert McClory Bike Path is a regional bike path along the east side of downtown. The fencing located along Lakeview Avenue provides access con-trol for Fort Sheridan. However, fencing appearance is of poor quality within close proximity to Downtown. The Skokie Valley Bike Path is located approximately 1.5 miles west of town and accessible via Prairie Ave / Half Day Road.

STRENGTH

OPPORTUNITIES

The Comprehensive Plan does not address festivals and events as they relate to streetscape. The City may consider designating “flexible” events spaces which can accommodate daily parking as well as community events. For instance, parking lots may be treated with City standard streetscape elements to promote an attractive “pedestrian first” environ-ment while also accommodating cars. The City may also consider expanding festival offerings towards winter time events. These may be supported within existing facilities such as the Recreation Center or with a new three or four season pavilion.

OPPORTUNITIES

Consider gateway and wayfinding signage to direct bicyclists between regional trails and downtown. Re-gional trails such as the Robert McClory Bike Path and Skokie Valley Trail are opportune areas for wayfinding signage directing visitors to downtown. Although the Comprehensive Plan addresses wayfinding signage for the downtown core areas, the City may consider wayfinding signs that connect with trail users. The City may consider working with Fort Sheridan to upgrade the quality of fencing along Lakeview Avenue while still providing functional access control.

Community events take place in temporarily vacated streets and parking lots. The City may

consider expanding its streetscape treatments to designated “festival” parking lots and/or streets.

The Robert McClory Path lacks signage directing trail users to Downtown. Poor quality fencing exists along Lakeview Avenue

and Clay Avenue. The City should work with Fort Sheridan to consider alternative access control fencing materials that are

more attractive nearby to the downtown area.




TRANSIT INFRASTRUCTURE IS IN PLACE

Metra is located in the heart of downtown and includes high quality building archi-tecture and platforms. Platforms are flanked on the east and west sides by orna-mental access control fencing. While the fencing promotes safety at the railroad crossings and controls pedestrian movements between platforms and downtown uses, it also inhibits pedestrian access to other surrounding downtown areas.

Pace service is provided on Green Bay Road and Sheridan Road. A Pace shel-ter exists on Green Bay Road nearby to the Metra Station. However this shelter lacks crosswalks and sidewalks to connect to uses along Green Bay Road.

STRENGTH

OPPORTUNITIES

The Comprehensive Plan does not address access control fencing. The City may consider working with Metra and the UP Railroad to identify ways to accommodate safe pedestrian connectivity between the train platforms and the core downtown area. The Comprehensive Plan addresses a proposed crosswalk at North Avenue. Additional sidewalks and streets-cape at the west side of the Pace shelter may be considered to further promote transit use in Downtown Highwood.

Metra station architecture is high quality, however the areas surrounding the station area are visually and

physically disconnected from the Downtown. The Pace bus shelter presents an opportunity for improved

pedestrian crossings at North Avenue. Pedestrian access between the Metra station and surroundings is

limited by ornamental access control fencing locat-ed along the east and west sides of the platforms.

Although access control is a critical safety concern in Downtown, an opportunity exists to improve pedestrian

connectivity to and from the train station via strategic openings in the fence, such as at North Avenue and

select locations near eastern parking lot areas.

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STREETSCAPE IS LACKING IN KEYDOWNTOWN AREAS

Sheridan Road streetscape treatments include on street parking, decorative paving, ornamental lighting, banners, raised planters, and tree grates. This treatment is appro-priate for the core downtown area. As City budgets al-low, streetscape treatments for the balance of downtown should not be a “one size fits all” approach, but variations on the established streetscape theme.

WEAKNESS / CONCERN

OPPORTUNITIES

Although the Comprehensive Plan recommends streetscape in general, the City may consider a streetscape hierarchy that reflects the various districts throughout the downtown, such as high intensity streetscapes along Sheridan Road and Green Bay Road. Medium intensity streetscapes are established in areas north of Washington Avenue and south of Highwood Avenue. Low intensity streetscapes are at rear alleyways and secondary roadways.

This example of high intensity streetscape treatment on Sheridan Road is highlighted by

decorative paving, ornamental lighting, banners, and plantings. Quality building architecture also

helps frame the streetscape. Green Bay Road presents an opportunity for additional high intensity

streetscape treatments to match those existing along Sheridan Road, and to support active shops and dining in the downtown. North portions of

Green Bay Road offer opportunities for medium in-tensity streetscape treatments, including relocated

overhead wires, enhanced sidewalks, pedestrian crossings, decorative light poles, and plantings.

Bank Lane, which runs along the rear of buildings facing Sheridan Road, is an opportunity for lower intensity streetscape treatments such as lighting

and rear building façade enhancements.

3 4

1 2

1

2

3

4




PARKING IS NOT WELL DEFINED

On street parking and individual parking lots ex-ist throughout downtown. However, many of these areas are poorly marked or signed, which may detract from the downtown experience by confusing visitors and creating a disconnect between parking areas and businesses.

WEAKNESS / CONCERN

OPPORTUNITIES

Although the Comprehensive Plan mentions the presence of parking in Downtown, opportunities exist to better define existing parking through clear delineation via markings and signage. There are also opportunities to create additional parking.

Metra parking is visually disconnected from Sheridan Road.The City should consider working with parking lot property owners

to create a more formal parking lot entry that serves pedestrians and automobiles. This may become an opportunity for a flexible festival space. There are opportunities for additional on street

parking north of the Highwood Metra station, with gatewaylandscape features along the railroad right-of-way.

2

1

1

2




EAST AND WEST DOWNTOWN AREASARE DIVIDED BY THE RAILROAD

Highwood is a downtown divided by the Union Pa-cific railroad tracks. This is a challenge, especially for those “one sided” retail businesses along Green Bay Road. At grade crossings exist at Highwood Avenue and Washington Avenue, which limit connectivity between east and west. Furthermore, the businesses along Green Bay Road generally look upon the rear sides of businesses east of the tracks.

WEAKNESS / CONCERN

OPPORTUNITIES

Although the Comprehensive Plan addresses the one sided nature of businesses in downtown, streetscape solutions were not provided to alleviate this. Highwood’s streetscape can serve to visually unify east and west halves of down-town. Tall vertical elements, visible from opposite sides of the tracks, such as signage, lighting, and public art, will help to visually connect downtown as one unified district.

Existing views looking south from Green Bay Road towards the railroad and building rears to the east. This view should

be improved to promote a visual connection between Green Bay Road and the east portion of downtown.




STREETSCAPE LACKS VISUAL &FUNCTIONAL CONNECTIVITY

Active centers in the downtown include the Metra station, Everts Park, and restaurants. While sidewalk connectivity is well defined along Sheridan Road and Green Bay Road, pedestrian connections are lacking in the east-west direction, in part due to the railroad tracks and limited at-grade crossings.

WEAKNESS / CONCERN

OPPORTUNITIES

The Comprehensive Plan identifies a railroad pedestrian crossing at North Avenue. Another at-grade railroad cross-ing is located at the south end of the Metra platforms in between North Avenue and Highwood Avenue. Two addi-tional crossings exist at Highwood Avenue and Washington Avenue. These pedestrian crossings are supported to re-main in place, particularly given the crossing safety features that are in place per the Illinois Commerce Commission. Improved railroad crossings such as upgraded rail crossings, pedestrian crossing beacons, and lighted pedestrian cross-ing pavements are recommended, where applicable and supported by the City and UP Railroad.

The City is encouraged to add enhanced pedestrian crossings at

North Avenue and Green Bay Road to support Pace and Metra uses.

Improved visibility and access between Everts Park and Green

Bay Road would help promote the park as a destination in downtown,

including this view corridor between the park and Metra station.

2

1

1

2




PERIMETER ENTRANCES TO DOWNTOWN &WAYFINDING SIGNAGE ARE NOT WELL DEFINED

The north and south entries to downtown are general-ly marked by a change in land use and building form, transitioning from residential to commercial.

WEAKNESS / CONCERN

OPPORTUNITIES

While the Comprehensive Plan identifies a need for gateway treatments at downtown entrances, the City may consider coordinating with IDOT and the City of Highland Park on a joint signage program along Route 41 as it is a major gateway from the west. As well, the City may consider a hierarchy of gateway treatments that respond to building form. For instance, gateway treatments at Green Bay Road and Prairie Ave should be auto oriented. While gateway treatments within the core Downtown should be pedestrian oriented.

Although a modest sign faces eastbound drivers along Prairie Avenue, appropriately scaled signage is lacking for northbound

visitors along Green Bay Road, as this image depicts.




H S

T

GREEN BAY RD

9TH ST

HIGHWOOD AVE

BANK LN

SHERIDAN RD

NORTH AVE

D ST

CLAY AVE

WAUKEG

AN AVE

HIG

H S

T

C ST

WALKER AVE

LAK

E V

IEW

AV

E

WEBSTER AVE

WASHINGTON AVE

BURCHELL AVE

EVERTS

PL

SHERIDAN AVEFU

NS

TON

AV

E

OAKRIDGE AVE

TEMPLE AVE

PALM

ER

AV

E

MEARS PLJEFF

RE

YS

PL

LAU

RET

TA P

L

LLEWELLYN AVE

10TH ST

11TH ST

OA

K T

ER

RA

CE

AV

E

B ST

MO

RG

AN

PL

0 200 400100Feet

Downtown HighwoodCORE DOWNTOWN AREAHighwood Downtown TOD Plan // September 11, 2013

SSHERIDAN RD

RRSHERRIDAN R

D

BANK LBANBANK LBANK LBANK LNNNNN

KL

ANKNANN

BANBANBB

HIGHWOOD AVEOOOD AAVEOOD AVEHIGHW

EEEN BAY R

EEN BAY R

EEN BAY RDDD

NBAY

EE

DRDAY

RBAY

NB

EENE

HIGHWOOD AVE

NORTH AVE

TEMPLE AVE

WALKER AVE

WEBSTER AVE

CLAY AVE

WASHINGTON AVE

EvertsPark

CityHall

Library

SHERIDAN ROAD

GREEN BAY ROAD LAKE

VIEW

AVE

FortSheridan

High Intensity Streetscape

Low Intensity Streetscape

Medium Intensity Streetscape

Open Space / Event Space

Gateway & Wayfinding Signage Opportunity

Parking Expansion Opportunity

MAP LEGEND

Existing Traffic Signal

Intersection Enhancements

Pace Bus Route

Robert McClory Bike Path

Access to Skokie Valley Trail

Metra Station

Pace Shelter

Fence Enhancements

Enhanced Access

expand streetscape treatments to active commercial areas

improve alleyways and building rears; consider as alternative events spaces

expand elements of streetscape treatments

FIGURE 4.1

DOWNTOWN STREETSCAPE OPPORTUNITIES





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BRANDING & IMAGEASSESSMENT

SECTION 5

Today, Highwood appears to have two distinctive iden-

tities. The first revolves around its Downtown, which

is highly regarded as one of the North Shore’s premier

dining and entertainment destinations. Downtown

Highwood creates tremendous goodwill for the City

as visitors experience its many attractive features and

activities.

The second identity revolves around its residential

neighborhoods. Many stakeholders interviewed for

this project suggested that the collective image of High-

wood’s residential neighborhoods does not match the

high regard held for Downtown (due principally to po-

tential code violations and the poor condition of some

properties). However, the neighborhoods’ scale and

character have an undeniable charm that will become

more readily apparent as code issues are addressed

and improvement made over time.

The good news is that Highwood has many oppor-

tunities to leverage key assets -- particularly those of

Downtown -- to enhance the image and identity of the

entire community.

The following pages include observations about both

the strengths and weaknesses of Highwood’s existing

image, and the opportunities that correspond to each.

Of these, three in particular stand out as potential short,

intermediate, and long term opportunities to strengthen

perceptions of Highwood.



5 | Branding & Image Assessment

The short term opportunity is to feature

the existing “Celebrate Highwood” logo

as the City’s primary identifier. Current-

ly the City, Highwood Historical Society,

and Highwood Chamber of Commerce

all have separate identities. Having

these and possibly other organizations

use the “Celebrate Highwood” logo as

either a principle or “endorsing” iden-

tifier will help the City present a more

unified identity to outside audiences.

The intermediate opportunity is to ex-

plore the potential of creating a special

name for Downtown (perhaps referenc-

ing its historical legacy). In this scenario,

the “Celebrate Highwood” logo would

be used in conjunction with the special

name as an “endorsing identifier.” The

goal would be to highlight and feature

what is clearly one of the City’s major

strengths -- Downtown -- while its

residential neighborhoods continue to

undergo improvements that elevate

their image over time.

The long term opportunity is to enhance

awareness of Lake Michigan’s close

proximity and strengthen perceptions

that Highwood is a community in which

residents can enjoy a “lakefront life-

style.” The goal is to help Highwood

differentiate itself more clearly from

nearby inland communities, and to

attract the attention and interest of

investors. The absence of a municipal

beach should not inhibit the City from le-

veraging this unique asset. Just as one

does not have to own a boat to enjoy

boating, a community doesn’t have to

have a beach in order for its residents to

enjoy a coastal lifestyle.

In terms of image and identity, High-

wood is at a much higher level than

many Midwestern peer communi-

ties. While limited public resources

are always a challenge in regards

to implementing identity enhancing

development strategies, Highwood is

fortunate to have a marketing savvy

business community that understands

the importance of brand and image.

As Highwood positions itself for future

success, public / private partnerships will

likely plan a critical role in advancing the

City’s brand and marketplace appeal.

The “Celebrate Highwood” logo is prominent in the downtown area, including the promotional Fiat car, which is adjacent to City Hall and steps from shops and restaurants along Sheridan Road.



Branding & Image Assessment | 5

STRENGTH:

Highwood is a lakefront com-munity located on Chicago’s famed North Shore. It is a signature amenity that differ-entiates Highwood from peer communities in the Chicago metro region and the Ameri-can heartland as well.

OPPORTUNITIES:

Highwood should consider strate-gies to strengthen and expand its image as a high quality commu-nity appealing to young people, families, and those seeking access to Lake Michigan and high quality recreational facilities and open spaces. The North Shore identity expands Highwood’s image as a dining / entertainment destination, as it can be leveraged to enhance the community’s overall image in ways that complement its existing identity.

GEOGRAPHICLOCATION

STRENGTH:

Highwood’s one hundred- plus year legacy as an en-tertainment destination is unique among North Shore communities.

OPPORTUNITIES:

Historic images and documents can provide a rich source of visual references that might help to reinforce and authenticate Downtown’s overall branding and marketing goals. The entertain-ment legacy also suggests a more lively and festive overall approach to placemaking and placebranding strategies (as opposed to a com-munity focused on promoting his-toric sites and resources, requiring a more formal and traditional image and identity).

ENTERTAINMENTDESTINATION LEGACY

STRENGTH:

The presence of marketing and media savvy business-es owners is a tremendous advantage for the City.

OPPORTUNITIES:

Successful business owners are excellent resources for commu-nicating Highwood initiatives and achievements, and thus helping to ensure the City gets credit for the good things that it does. Businesses owners also provide a “boots on the ground” recruiting resource for networking and at-tracting complementary uses that enhance the community’s image. Clarifying marketplace opportuni-ties will help stakeholders better understand the marketing efforts that will be needed to attract new businesses.

MARKETINGSAVVY




STRENGTH:

Downtown’s premium street-scape enhancements are very attractive and help to sig-nificantly unify the commercial core’s overall appearance.

DOWNTOWNSTREETSCAPES

OPPORTUNITIES:

The traditional styling of street-scape hardware (light posts, fencing, brickwork) appropriate-ly reflect Downtown’s historic character. Future streetscape improvements might consider strategies to reinforce Highwood’s image as a festive entertainment destination. Public art, year round lighting, and the use of a coordi-nated but selective palette of col-ors in applications such as banners are just of few of the techniques that can help to enliven streets in a dignified and appropriate manner.

STRENGTH:

Downtown’s well established reputation as a dining and entertainment destination, the presence of other food fo-cused specialty retailers, and the growing number of food related events is a trendous strength that can be further leveraged.

LEVERAGE DOWNTOWN’SEXISTING BRAND & IMAGE

OPPORTUNITIES:

Highwood appears to be a natural location for additional specialty / gourmet food businesses and / or other unique shops related to food preparation, such as cookware. Other activities such as cooking or gardening classes and seminars can also be promoted. Focused business recruiting can help expand Highwood’s brand and im-age to become the North Shore’s go-to location for all things related to the culinary arts.

STRENGTH:

Thoughtfully sited and de-signed structures enhance Downtown’s image as a desirable place to invest.

NEW, HIGH QUALITYARCHITECTURE

OPPORTUNITIES:

The City should continue to en-courage new structures that utilize high quality construction. Increased use of certain mason-ry techniques might also help to highlight and convey the legacy of the Italian stonemasons who once made Highwood their home.



Branding & Image Assessment | 5

WEAKNESS/CONCERN:

Currently, the City of High-wood, the Highwood Cham-ber of Commerce, and the Highwood Historical Society employ different visual identi-ties.

MULTIPLEIDENTITIES

OPPORTUNITIES:

For smaller communities, the fewer sub-identities used the more likely those that are will be recog-nized by outside audience. The “Celebrate Highwood” logo can potentially be modified and used as an “endorsing” identifier for multiple organizations (while each, of course, retains use of its formal name). Before doing so, however, the “Celebrate Highwood” identity should be tested in a variety of prototype applications to validate its legibility in a wide variety of sizes.

WEAKNESS/CONCERN:

The existing Highwood “prod-uct” and brand promise are strongly associated with its dining / entertainment desti-nation identity. From a brand-ing standpoint, few Metro Chi-cago communities enjoy such clarity in the marketplace.

FUTURE HIGHWOOD“PRODUCT” EXTENSIONS

OPPORTUNITIES:

As a smaller community with limited public resources, High-wood should be very careful about leveraging its existing image to pursue broader development goals. For example, efforts to attract more families and children -- a very different target than the adults who now patronize dining and entertainment establishments -- can be successful, but they should never weaken Highwood’s core brand promise.

WEAKNESS/CONCERN:

A number of stakeholders interviewed mentioned the City’s dual image -- on one hand, the Downtown is highly regarded, while the image of the residential neighbor-hoods is thought to be less appealing. This suggests that in some respects, the “High-wood” name may be weak-ening the image and identity of Downtown.

HIGHWOODNAME

OPPORTUNITIES:

Names are a very important part of a community’s image and iden-tity. Highwood could consider cre-ating and featuring a new name to identify for Downtown, while maintaining use of the “Highwood” name as a sub-identifiers.




WEAKNESS/CONCERN:

It is somewhat difficult to rec-ognize exactly where Down-town Highwood begins and ends.

DOWNTOWN EDGES ARENOT CLEARLY DEFINED

OPPORTUNITIES:

A coordinated signage and way-finding system should be de-veloped that includes signature gateway signage. There is also potential to integrate the “Cele-brate Highwood” identity into the signage designs whenever possi-ble.

WEAKNESS/CONCERN:

The view corridor along Sher-idan Road north of Downtown does not match the visual ap-peal of Downtown Highwood. As one of the City’s highest volume roadways, Sheridan Road plays an important role in how Downtown and the community as a whole are perceived.

UNAPPEALING SHERIDAN ROAD VIEW CORRIDOR

OPPORTUNITIES:

The City should consider initiating a long term strategy to incremen-tally improve the streetscaping along the Sheridan Road corridor.

WEAKNESS/CONCERN:

Downtown has some excel-lent commercial signs that reflect its image as a festive destination, but many other signs are not as supportive.

COMMERCIALSIGNS

OPPORTUNITIES:

Commercials signs are a relative-ly cost effective way to further enhance Downtown’s overall appearance and image. Making high quality a commercial signs a priority focus of short term rede-velopment strategies will provide highly visible evidence that good things are happening in Down-town Highwood and the commu-nity as a whole.



TRANSPORTATIONASSESSMENT

SECTION 6

Downtown Highwood is truly a multimodal location,

offering a range of transportation choices including

walking, bicycling, commuter rail, bus, and automobile.

The transportation assessment provides an overview

of the roadways, transit facilities, pedestrian and bicycle

access, and parking components that serve Downtown

Highwood.

ROADWAYS

The study area is divided in two halves by the Union

Pacific (UP) railroad, which travels in a southeast to

northwest direction. While each side of the railroad

has a continuous north-south roadway, the railroad is

a barrier to traffic, pedestrian, and bicycle circulation.

Two east-west roadways cross the railroad at-grade:

Washington Avenue on the north and Highwood Ave-

nue on the south. All roadways are generally two lanes

-- one lane per direction -- with on-street parking.

All roadways within the study area are under the juris-

diction of the City of Highwood. Major roadways in the

study area include:

Sheridan Road /Waukegan Avenue: A minor

arterial carrying 9,850 average daily vehicles. The

intersection with Washington Avenue is the only

signalized intersection in the study area. One lane

per direction with turn lanes is provided along with

on-street parallel parking.



6 | Transportation Assessment

Green Bay Road: A minor

arterial carrying 15,000 average

daily vehicles south of Prairie

Avenue. No volumes are

available for the segment north

of Prairie Avenue, although

they are assumed to be less

north of Prairie as Green Bay

Road terminates two blocks

north of Washington Avenue.

One lane per direction with turn

lanes is provided, along with a

mix of parallel and angled on-

street parking.

Washington Avenue: A

collector roadway carrying

2,350 average daily vehicles.

One lane per direction is

provided. The intersection with

Sheridan Road is signalized.

Washington Avenue is one

of two roadways that travel

across the railroad, as indicated

on the map in Figure 6.1.

Prairie Avenue: A collector

roadway carrying 7,000

average daily vehicles west of

Green Bay Road.

Highwood Avenue: A

collector roadway carrying

1,350 average daily vehicles.

Highwood Avenue is one of two

roadways that travel across

the railroad, as indicated on the

map in Figure 6.1. East of the

railroad the road name changes

to Temple Avenue.

North Avenue and Walker

Avenue: Both are collector

roadways carrying 2,300

average daily vehicles. North

Avenue is located west of

the railroad and terminates

at Green Bay Road. Walker

Avenue runs east of the railroad

starting from Sheridan Road

eastward towards the lake.

FIGURE 6.1

EXISTING TRANSPORTATION ELEMENTS MAP

C STGREEN BAY RD

D ST

H ST

PATTEN RD

SHERIDAN RD

PRAIRIE AVE

9TH ST

3RD ST

WALKER AVE

HIGHWOOD AVE

NORTH AVE

BLOOM ST

1ST ST

HIGH

ST

BANK LN

WAUKEGAN AVE

11TH ST

G ST

TEMPLE AVE

MURPHY RD

N CE

NTRA

L AVE

CLAY AVE

EVER

TS P

L

10TH ST

MCKIBBIN ST

BURCHELL AVE

WASHINGTON AVE

JEFF

REYS

PL

4TH ST

2ND ST

EISENHOWER RD

S CE

NTRA

L AVE

LAKE

VIE

W A

VE

WEBSTER AVE

SAIN

T JOH

NS A

VE

LOGAN ST

MORGAN PL

GROV

E AVE

SHERIDAN AVE

FUNS

TON

AVE

CHATFIELD DR

OAKRIDGE AVE

OMAHA ST

PALM

ER A

VE

MEARS PL

LAUR

ETTA

PL

LLEWELLYN AVE

S MURPHY RD

B ST

NORMANDY ST

MCNAIR ST

ASHLAND AVE

MARSHALL RD

OAK

TERR

ACE A

VE

6TH ST

7TH ST

5TH ST

8TH ST

MCK

IBB

ST

EUCLID AVE

LYSTER RD

2ND ST

4TH ST

B ST


PEDESTRIANRAILROAD CROSSING

HotelMoraine

CityHall

EvertsPark

LibraryPost

Office


RRRTTTHHH AAAAVVAAA EEEPACE BUS SHELTER

PACE ROUTE 472

11SSTTRO

BER

T M

CCLO

RY

BIK

E PA

TH

METRA STATION

7,000 ADT

1,350 ADT

2,300 ADT

2,350 ADT

1,0

50 A

DT

9,850 AD

T

TRAFFIC SIGNAL



Transportation Assessment | 6

METRA

Highwood is served by the Metra Union

Pacific-North Line (UP-N). This line

originates in Downtown Chicago at

the Ogilvie Transportation Center and

terminates at Kenosha, a distance of just

over 50 miles. The Highwood station

is the last station in the “E” fare zone.

Metra owns the station and the land on

which the station is located. Highwood

operates and maintains the station.

TRAIN FREQUENCY

There are a total of 70 passenger trains

that run on the UP-N line per weekday,

of which 44 stop at the Highwood sta-

tion. This level of service is comparable

to the Fort Sheridan station, but less

than the service to the Highland Park

station, as summarized in Figure 6.2.

RIDERSHIP

Per Metra’s 2006 Systemwide Board-

ing/Alighting Counts, there were 279

boardings at the Highwood station. His-

torically, ridership at the Highwood sta-

tion has remained fairly stable. Rider-

ship at Highwood has been comparable

over time to the Fort Sheridan station,

but much less than the Highland Park

station, as summarized in Figure 6.3.

While the majority of riders travel in the

peak direction commuting downtown

(about 70%), there is a significant per-

centage that is traveling in the reverse

direction (about 30%), as indicated

in Figure 6.4. Additionally, between

12:30pm and 2:30pm, there were 78

riders who got off of trains at Highwood.

This could be restaurant workers arriv-

ing for the afternoon/evening shifts.

FIGURE 6.2

DAILY METRA UP-N TRAINS AT HIGHWOOD STATION

Time Period Inbound Outbound

Highwood

Inbound Outbound

Fort Sheridan

Inbound Outbound

Highland Park

AM Peak(Start of Service to 9:15 AM)

Midday(9:15 AM to 3:29 pm)

PM Peak(3:30 PM to 6:45 PM)

Night(6:45 PM to End of Service)

Total

8

5

4

6

23

2

5

6

8

21

9

6

3

6

24

2

5

7

8

21

12

5

5

6

28

5

6

10

9

30

FIGURE 6.3

WEEKDAY BOARDINGS/ALIGHTINGS AT HIGHWOOD STATION

FareZone

Highwood

Fort Sheridan

Highland Park

E

F

E

1991

258

276

1,133

1993

290

279

1,171

1995

246

296

1,118

1997

290

338

1,240

1999

270

276

1,124

2002

311

285

1,107

2006

279

279

1,118

WeekdayBoardings

FIGURE 6.4

RIDERSHIP BY DIRECTION ATHIGHWOOD STATION (2006)

Inbound

Boardings (Ons)

Alighting (Offs)

Total

201 (72%)

77 (28%)

278 (100%)

Ridership Outbound

78 (30%)

186 (70%)

264 (100%)

Source: Metra

Source: MetraSource: Metra

Located at the heart of the downtown area, the Highwood Metra station has generally maintained stable ridership, comparing favorably

to the Fort Sheridan station but less than the Highland Park station.




MODE OF ACCESS

Mode of access to the station is pre-

dominantly by walking, followed by

driving alone/parking and being dropped

off, as shown in Figure 6.5. Highwood

has a much higher walk access to the

station and much lower number of rid-

ers who drive alone and park compared

to both the UP-N line and the Metra

system as a whole. The majority of rid-

ers at the Highwood station come from

either Highwood or Highland Park, with

44% and 42%, respectively. Highwood

residents also board stations at the Fort

Sheridan station (8%) and the Highland

Park station (2%).

COMMUTER PARKING

As the graphic in Figure 6.6 indicates,

commuter parking is provided in one

lot with 114 regular and 5 accessible

spaces. These spaces can be used on

a daily fee basis or with a permit. The

cost of parking is $2.25/day, $85.00/

quarter, or $325.00/year. Overall, park-

ing is 26% utilized, per 2012 data. The

City of Highwood owns and maintains

the parking lots.

FIGURE 6.5

MODES OF ACCESS TO STATION

Walk

Drive Alone

Dropped Off

Carpool

Bus

Bike

Taxi

Rapid Transit

Other

55%

25%

14%

0%

2%

0%

0%

0%

0%

Mode ofAccess

Source: 2006 Metra Origin-Destination Survey

Highwood

15%

69%

13%

3%

0%

0%

0%

0%

0%

FortSheridan

20%

55%

15%

6%

2%

1%

0%

0%

0%

HighlandPark

44%

34%

12%

4%

3%

2%

1%

1%

1%

UP-NLine

21%

54%

14%

4%

4%

1%

1%

1%

1%

MetraSystem

FIGURE 6.6

COMMUTER PARKING AT HIGHWOOD STATION

While public parking at the Highwood Metra station costs $2.25 per day (increased re-cently from $2.00, as the picture indicates), commuter parking spaces are utilized at 26%. Source: Metra




PACE

Fixed route bus service is provided

by Pace Route 472, offering service

between the Fort Sheridan Metra

station and the Highland Park Metra

station via St. Johns Road, Waukegan

Avenue, Summit Avenue, and Half

Day/Prairie Avenue. This route also

connects to Highland Park High School

and Highland Park Hospital. Route 472

connects to the Highwood Metra station

Monday through Saturday. Weekday

service is provided with an approximate

45 minute frequency during the peak

periods and 60 minute frequency during

the midday.

Total route ridership ranges from about

180 to 200 riders per day. Locations

in Highwood with the most boarding/

alighting activity are listed in the table in

Figure 6.7.

Route 472 does provide connections

between Downtown Highland Park,

Highwood, and Fort Sheridan, and con-

nections to the Metra stations in those

communities. However, the limited

schedule does not really serve either

the restaurant employees or restaurant

patrons, which would require additional

evening/night service.

To help promote transit use and support

local businesses, there are opportuni-

ties to collaborate with Pace to explore

enhanced Pace bus stop facilities and

address improved bus service for down-

town employees.

FIGURE 6.7

PACE BUS SERVICE VIA ROUTE 472

Todos los autobuses están equipados con racks para bicicletas.

El servicio de Pace es accessiblepara sillas de ruedas.

\

Time Period Ons Offs

Northbound

Ons Offs

Southbound

Ons Offs

Total

Walker Ave / Waukegan Rd

Sheridan Rd / Webster Ave

Sheridan Rd / Clay Ave

Sheridan Rd / Washington Ave

Washington Ave / Bank Ln

Green Bay Rd / Highwood Metra

Green Bay Rd / Highwood Ave

Green Bay Rd / Prairie Ave

Green Bay Rd / Washington Ave

21

4

1

10

5

10

2

0

8

14

3

4

7

2

3

4

1

0

Source: Pace

20

4

1

10

5

10

2

0

8

1

0

0

0

0

1

1

0

0

1

0

0

0

0

0

0

0

0

13

3

4

7

2

2

3

1

1

Pace Route 472 travels along Green Bay Road before picking up commut-

ers at the Highwood Metra station.




PEDESTRIAN / BICYCLE

Downtown Highwood is a very walk-

able area, with continuous sidewalks

throughout the downtown and adjacent

neighborhoods. Streetscaping elements

have been added, including sidewalks,

curb bump outs, crosswalks, and dec-

orative lighting. East-west pedestrian

circulation is limited, similar to vehicular

circulation, due to the lack of railroad

crossings. The City and UP RR recently

added decorative fencing to prohibit

access across the railroad as a safety

measure. This limits pedestrian cross-

ings to Washington Avenue and High-

wood Avenue. The Comprehensive

Plan suggests that the City work with

the UP to add a pedestrian crossing,

although the likelihood of a new cross-

ing is very low. New rail crossings are

generally limited to pedestrian tunnels,

which can cost $3 to $5 million, and re-

quire adequate space for ADA ramping.

While the streetscaping elements are

attractive, there are numerous curb cuts

along both Sheridan Road/Waukegan

Road and Green Bay Road which cre-

ates conflicts between pedestrians/bicy-

clists and motor vehicles. With the large

amount of space dedicated to surface

parking, much of which is operated by

individual businesses, pedestrian safety

may be an issue. Improvements such

as wayfinding and dedicated pedestrian

paths/crossings should be considered.

The Robert McClory Bike Path (formerly

the North Shore Bike Path) traverses

the community, traveling adjacent to

Sheridan Road and along the western

border of the City. The presence of

this bike path is a great community

asset. To better capitalize on this asset,

specific connections to the downtown

and Metra station should be explored.

Bike connections to downtown destina-

tions and the Metra station should be

included in a wayfinding system. With

the population density within convenient

bicycle access to the Metra station,

convenient access and parking are

important issues.

Consider improvements such as wayfinding and dedicated pedestrian paths/crossings.

Explore specific connections to the downtown and Metra station.

Assess convenient bicycle access and parking to capitalize on the population density close the downtown and Metra station.

OPPORTUNITIES

Sidewalks surfaces vary in the downtown area with a mix of concrete and brick pavers, providing a sense of visual diversity to the streetscape. The Robert McClory Bike Path is a designated bicycle facility that primarily traverses the east side of Downtown Highwood, including a segment along Sheridan Road north of Clay Avenue. With restaurants being one of the hallmarks of Highwood, outdoor seating areas area defining feature of the downtown area. Downtown Highwood is a highly walkable district with amenities like benches that cater to pedestrians.

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1 2

3 4

2

3

4




PARKING

A downtown parking study was

completed for Highwood in October

2005. Much of this information is still

valid today. In 2005, there was a total

inventory of 1,057 public and private

parking spaces, including both on- and

off-street. On-street spaces comprise

52% of total parking, while off-street

spaces comprise the remaining 48%. Of

the total off-street spaces, these are split

49% public and 51% private.

As stated in the study, much of the

parking demand in Downtown High-

wood is generated by the restaurants.

As such, there is a significant increase in

parking demand between 5pm and 6pm

on weekdays, leveling off between 7pm

and 8pm. On Saturdays, parking de-

mand increases between 4pm and 5pm,

peaking at 7pm. At the peak time on

weekdays and Saturday, overall down-

town parking occupancy was just under

60%. Parking at the Metra commuter

lot was completely full.

However, even though it would appear

that there is plenty of parking available

when considering the downtown as a

whole, many of the restaurants gener-

ating the parking demand are located

south of North Avenue on Green Bay

Road and south of Webster Avenue

along Sheridan Road. The parking

facilities in these areas were about 84%

to 88% occupied. Parking resources

that are further north towards Washing-

ton Avenue have much lower utilization.

This suggests that restaurant patrons

are unwilling to walk more than a block

to reach their destination.

Many restaurants do offer valet parking,

managed by each individual business.

This is usually the parking option that

restaurant patrons choose. Valet

operators tend to park vehicles at the

Public Library lot, the Metra commuter

lot, and along the southern end of Bank

Lane. However, should there be any

changes to the owners of these parking

lots, spaces may not be available in the

future. For example, the library had

indicated that more evening program-

ming may occur, reducing the availabil-

ity of parking spaces for valet parking.

Currently there does not appear to be

a coordinated effort among businesses

between valet operations or valet park-

ing locations.

The 2005 study also included a turnover

study to determine the length of time

vehicles were parked by location. Lon-

ger parking durations occurred at the

Public Library lot, the Metra commuter

lot, and part of the City Hall lot. This

suggests that these are the locations

where employees are parking.

Improve coordination and management of parking resources. This could include the use of time management, designation of employee parking locations, and increased shared parking.

Establish a wayfinding program with signage in the downtown and handouts/maps at the restaurants and online.

Consider coordinated valet operations and dedicated valet parking locations.

Review parking in-lieu program.

OPPORTUNITIES

Identify potential areas to increase parking, such as along the railroad right-of-way or through cooperation between businesses regarding space behind buildings.

Consider implementing a shuttle service operating on Friday and Saturday nights and during special events and festivals.

Determine future need for parking, either through new facilities or shared use of existing facilities.

On-S

treet

Park

ing

FIGURE 6.8

DOWNTOWN PARKING

Time Period

Public On-Street

Public Off-Street

Private Off-Street

Total Inventory

Friday

Max Occupancy(7PM to 8PM)

% of Max Occupancy

Saturday

Max Occupancy(7PM)

% of Max Occupancy

550

-

-

550

346

63%

327

59%

Off-S

treet

Park

ing

-

246

261

507

271

53%

297

59%

550 (52%)

246 (23%)

261 (25%)

1,057

617

58%

624

59%

Total




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Highwood Downtown Assessment Report (DRAFT) 102213

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