Flossmoor officials delivered a mid-cycle strategic plan update at a recent village board meeting, outlining progress under the village’s 2022-2026 plan and previewing priorities as the village prepares to begin the next planning process later this year.
Village Manager Bridget Wachtel said the strategic plan — organized around five focus areas — reflects both board direction and resident input. The latest report covers updates from May 2025 through January 2026.
Grants and service modernization
Grants worth more than $1 million have supported infrastructure and safety initiatives. Since 2021, the village has secured a total of about $8.35 million in grant funding. Among the latest awards is a Metropolitan Water Reclamation District stormwater partnership grant tied to Phase 5 of the Flossmoor Road Viaduct Drainage Improvements Project.
Police-related grants included an IDOT traffic enforcement grant, a ComEd grant for flashing pedestrian beacons at crosswalks, and an Illinois Attorney General retail safety grant supporting expanded camera capacity in commercial areas.
Trustees said many of the actions tracked with what they hear from residents, especially around traffic enforcement, customer service and modernizing payments.
Streets, sidewalks and major capital work
The village reported routine maintenance accomplishments — street resurfacing, crack filling and sidewalk replacements — along with major capital projects including substantial completion of the Downtown Streetscape Project and continued work on drainage improvements near the Flossmoor Road viaduct.
The report also cited an average 12% increase in home values over the past year, a figure trustees referenced as a sign that infrastructure work and property maintenance efforts are paying off.
Economic development: projects and business retention
Economic development highlights included Chipotle and 7 Brew planned for a Meijer outlet, a proposed townhome-and-café concept on village-owned property, a proposed Flossmoor Smokehouse, and a development agreement tied to OBE Studios.
The report also emphasized behind-the-scenes work to support downtown businesses during last summer’s streetscape construction, including frequent construction communication, promotional support and parking adjustments.
Inclusivity and community support
Expanded outreach and partnerships, including a redesigned village newsletter and community programming tied to heritage-month events, were recognized.
One of the most discussed initiatives was the village’s partnership with Grand Prairie Services to provide Mobile Crisis Response support — two days a week onsite plus 24/7 emergency response—intended to connect residents in crisis with services while reducing demand on police for non-criminal calls.
Staffing and public safety improvements
The village filled seven police vacancies, converted two part-time positions into a full-time community service officer role, and continued the fire department’s internship pipeline, which has produced 17 certified firefighter/EMTs.
Trustees: ‘home run’ progress, with more ahead
Trustees offered strong praise for the scope of progress, arguing the accomplishments were significant given limited resources and rising costs. Several framed the report as a benchmark heading into the next strategic plan cycle rather than a final scorecard.
As Wachtel noted in closing, much of the “what’s next” section the report will be visible to residents: more customer-service upgrades, continued infrastructure investment, ongoing business recruitment and retention, and sustained efforts to build inclusive programming and partnerships across the community.
