Mundelein Community Connection

History

In 1990-91, the Village of Mundelein commissioned and adopted a village-wide Comprehensive Plan, prepared by Thompson Dyke & Associates, Ltd. that, within it's findings noted the need for a special initiative focusing on the Central Business District (CBD). The consultants recognized that the traditional downtown area had suffered from a lack of identity, recognizable features and density normally associated with a thriving business district. Maintaining a "small-town atmosphere", removing blighted areas, increasing control over appearances, encouraging retail development, preservation of historic landmarks, increasing residential density, becoming more pedestrian-friendly and "Strengthening the central business district as an important focal point for business and diversified cultural and residential opportunities" were stated goals.

It also recommended that "revitalization efforts should be directed toward achieving these goals" and "a more detailed neighborhood plan is necessary to address the specific needs of this area."

Village officials and the Village's Business Development Commission then conducted business surveys and a series of meetings to decide how to implement these objectives. A Steering Committee was named to help organize this effort, consisting of 5 residents and business community leaders - M.J. Seiler, Debbie Mullen, Lynnea Hansen, Kevin Kristan & Barry Kraemer. This committee determined that a proven model for downtown revitalization was needed, and looked across the state and eventually towards neighboring Libertyville, where they had already established a strong downtown program. The National Main Street Center had a trade marked 4-Point Approach to downtown management that was actively working in over 1,500 communities nationwide. This approach touched on all the objectives Mundelein officials had hoped to address, so the Steering Committee agreed that forming an independent organization to lead the effort was the course to take in Mundelein.

Mundelein Pride
During an organizational period in 1992-93, the first 13-person Board of Directors was elected, By-laws and Mission Statements were written, committees were established and activities began. Officially incorporated in July of 1993, the organization took the name "MUNDELEIN PRIDE", to reflect the attitude of those leaders and the emotion they hoped to instill in the community by the rebirth of the downtown business district. The Board used space in the then-vacant Lincoln School basement for it's office and began laying the groundwork through education and recruitment efforts. Resurrecting a faded community tradition, the Board & dozens of volunteers built and staffed the "Santa's Cottage" to serve as an anchor for downtown holiday activities and from that began a great public relations swing. The Farmer's Market, the Golf Outing, Paint & Plant Exchanges, Family Block Party, Mundelein Pride Week, newsletters, a Facade Loan Pool and many high-profile appearances throughout the next few years earned Mundelein Pride a reputation as an active organization that would make a great difference.

The Village of Mundelein enthusiastically supported Mundelein Pride's efforts, with in-kind assistance for activities and financial support through a "Matching Funds" grant that became a cornerstone of the yearly budget. Local banks also pooled cash in the early years to sustain efforts as wider sources of funding grew through membership and sponsorship.

Mundelein MainStreet
As more people recognized the potential of this group, the number of activities and responsibilities grew. Staffed entirely by volunteers, the Board recognized the need for more coordination and more stable management. The Lincoln School space had to be vacated to reopen the school, so a storefront office was rented at 16 East Park Street. Judy Weimer, a volunteer who had already been active, was hired on an hourly basis to be the Office Manager. The Board managed it's calendar of events sufficiently, but realized that for more substantial reinvestment and change to happen downtown, a more aggressive plan of action needed to be implemented.

To become an official "Illinois MainStreet Community", a strict set of qualifications needed to be met. Mundelein met all but two of those requirements - that a Comprehensive Plan of Action be in place, and that the budget would support the hiring of a full-time program manager. In 1996-97, the Board committed to growing the budget to accommodate the staff requirements and the Village of Mundelein planned to hire an outside consultant to draft the Downtown Comprehensive Plan. Hitchcock Design Group went to work in 1996 on a detailed concept plan for downtown Mundelein and delivered the final product to the Village in October of 1997. At the same time, Mundelein Pride was preparing to meet all the application requirements to become an Illinois MainStreet Community, and assembled a thorough presentation of written documentation, statistics, video testimonies, commitments of participation and action plans. The Mayor and Village Board passed resolutions for the long-term support of the Village government.

The "Application Team" consisted of the entire Board of Directors, Office Manager Judy Weimer, Village Trustee Ray Semple, Assistant Village Administrator Mike Flynn and Nancy Chmelar, an economic development intern working for the Village who did much of the statistical research. The application was creatively leather-bound and delivered to a distinguished panel of judges in a presentation at the Lieutenant Governor's office.

In January of 1998, Mundelein was notified that, in a competitive application process, they were one of only four communities to be accepted into the Illinois MainStreet program. Upon acceptance, the Board made the commitment to full operations and hired John Maguire, a downtown business owner, an original Board Member and lifelong Mundelein resident to become it's first full-time Executive Director.

Still operating from the office on Park Street, the organization took a proactive role in working with business and property owners to encourage participation and improvements. Promotional events, educational programs, business assistance and MainStreet training became more frequent and media attention increased with the "MainStreet" connection. To fully capitalize on the affiliation with Illinois MainStreet, the National MainStreet Center and the 1,500-plus other communities in the program, the name of the group was officially changed from Mundelein Pride to "MUNDELEIN MAINSTREET".

Moving Forward
Substantial gains began when both public and private entities began to grasp the MainStreet concepts. The Abernathy family redesigned and renovated their historic building at the corner of Park Street and Seymour, starting the revitalization of Mundelein's original business area. This set a great example for other property owners and helped demonstrate how a new look could energize the business district.

A key building block for downtown redevelopment was the beginning of service and the opening of the Metra Commuter Station in the heart of the downtown, on an unused industrial property. Future planning, and the marketability of properties throughout the district would be affected by this new asset, which placed Mundelein on the list of attractive "connected" suburban communities.

The Village of Mundelein also began the first phases of a multi-year Streetscape Renovation Program, where new features were added to downtown neighborhoods to create an inviting, cohesive atmosphere. Decorative light posts, colorful banners, brick accents to new sidewalks, landscaping features and enhanced public parking were installed. Plans call for these amenities to be used as a link between the various streets and neighborhoods to present a common visual identity and a sense of "arrival" in the downtown. These character features would help business people, property owners and developers recognize downtown as a viable destination for shoppers and visitors, and worthy of their continued investment.

Many notable activities and changes happened in downtown and with the Mundelein MainStreet organization. As part of the Illinois MainStreet Program, Mundelein received recognition in the form of five "Lt. Governor's Awards for Excellence in Downtown Revitalization" for:

1999 - Organization (Fund Raising Activity) Annual Golf Outing
1999 - Promotions (Retail Promotion) Santa's Cottage
1999 - Organization (Publications) Downtown Directory
2000 - Design (Sympathetic New Construction) Hawley Commons Annex
2001 - Design (Public Improvements) Streetscape Renovation Project Phases 1 & 2

From 1998-2003 members, board members, volunteers, businesses, sponsors and activities continually evolved, while the "MainStreet" movement became a national trend. Despite losing the Fremont Library as a key anchor, downtown Mundelein saw steady, gradual improvements, as 7 property owners utilized the MainStreet Loan Program to renovate their buildings, and the trend to "dress up" tired buildings spread. National chains Walgreen's and Dunkin' Donuts worked with us to design new facilities to fit into the neighborhood. The Village redeveloped half a block to build the new Police Department headquarters, and the Park District began rebuilding Kracklauer Park into a wonderful "central park", with a gazebo/stage as it's centerpiece.

Businesses continue to come and go in natural cycles, and Mundelein continually works to identify desirable destinations and activities to meet the diverse needs of it's market. While strong in the late 1990's, the tougher economic times beginning in 2001 were felt by Mundelein MainStreet businesses and by the organization. But by enhancing the basic core and developing long-term strategies, we're building a solid base that should endure, prosper and remain a source of community pride throughout the foreseeable future.

The Mundelein MainStreet program can continue to help guide good decisions and educate the community about how to create and maintain a vital downtown mix, while using promotions and design standards to enhance it's unique character.

Illinois MainStreet
Illinois MainStreet began in 1993-1995 in the office of Lt. Governor Bob Kustra, to bring a cohesive approach to revitalizing traditional downtown areas in communities across the state. The program assembled an energetic staff, experts in the Four Points of MainStreet, and professional resources to work with not-for profit groups that would otherwise be left on their own. The diverse network of communities, large and small, proved invaluable to organizations seeking new approaches to solve the common problems of traditional business districts.

Illinois MainStreet provided, free to member communities, ongoing Board training, program assessment, statistical tracking, individual guidance, regular educational seminars, access to services of the Illinois Historic Preservation Agency (IHPA), and membership in the National Trust's National MainStreet Center.

The state MainStreet Program was housed in the Lt. Governor's office until 1999, into the tenure of Lt. Governor Corrine Wood, and helped bring the Lt. Governor to Mundelein for two high-profile visits. Then, in a move to stabilize the funding, staff and resources of the program, Illinois MainStreet was moved into the Dept. of Commerce and Community Affairs (DCCA). But, in an unfortunately political budgeting process, as a newer, smaller program in the huge, established DCCA, the MainStreet program was a victim of the State's budget cuts and the program was dissolved in 2002.

However, the 56 communities who had been designated "MainStreet" have continued the association by forming the "Illinois Council of MainStreet Communities". Producing a statewide travel planner, the "Historic Main Streets of Illinois" guide was an initial project, and the group maintains regular communications to assist each other, to share training opportunities and to push for the reinstatement of the State program. Because of the statistically proven effectiveness of the MainStreet concept nationwide, hope remains for Illinois MainStreet to be included in the state's FY 2003-2004 budget.

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