This is the third in a series profiling the five candidates for the Buffalo Grove Village Board. To avoid any bias or sense of endorsement, they are being posted in alphabetical order this week. Responses have not been edited. Today’s profile features Joanne Johnson.
Candidate's name:
Joanne R. Johnson
How long have you lived in Buffalo Grove?
37 years
Please provide brief biographical information:
I am an incumbent candidate for the Buffalo Grove Village Board having served as Trustee since 2015. My husband and I raised our two adult children in Buffalo Grove. I’m a member of the Suburban Municipal Conference Legislative Committee and serves as the Village’s Communications Department liaison. As the Board President of the nonprofit GiveNKind, I continue to drive meaningful change. I spearheaded the successful effort to establish the Vernon Township Community Mental Health Board and proudly served on its inaugural board.
Are you affiliated with any political party? If so, to what extent are you being supported by that party?
I am not formally affiliated with any party and this race is nonpartisan.
What civic activities, if any, have you been involved with?
For over three decades, I’ve been proud to serve and strengthen Buffalo Grove, leading initiatives that create real impact. Before joining the Village Board, I dedicated five years each to the Planning and Zoning Commission and the Buffalo Grove Days Committee, shaping the future of our community.
Prior to that, I had the privilege of helping celebrate BG’s 50th anniversary as editor of an 88-page history book, ensuring every home and business received a piece of our shared story. Later, I also spearheaded the successful referendum that established Lake County’s first Community Mental Health Board, serving as its Vice President and Treasurer.
Beyond policy, I’m passionate about giving back. As President of GiveNKind, I help connect nonprofits with essential resources. Last year alone, we donated over $17 million in goods to Chicagoland nonprofits. Whether volunteering as a room mom or serving as an elected Trustee, I’ve always stepped up to lead, collaborate, and drive positive change. In every role, my peers have entrusted me with leadership, and I’m ready to continue working hard for the residents of Buffalo Grove.
Why are you running for the Village Board?
Buffalo Grove is thriving, and I’m dedicated to keeping that momentum going! Over the past four years, we’ve made smart, strategic investments—$225 million in infrastructure—to enhance our community for generations to come. We’ve transformed key properties, replacing the outdated Town Center with The Clove and revitalizing the vacant Rohrman properties into the dynamic Tesla mixed-use development. Best of all, we’ve achieved these major milestones while maintaining fiscal responsibility—holding the tax levy steady for six consecutive years with ZERO increases. The future is bright, and I’m excited to keep moving Buffalo Grove forward!
Have you served on a village committee or commission before? If yes, which one and how long did you serve and in what capacity?
· Planning and Zoning Commission – five years
· Buffalo Grove Days Committee – five years
· 50th Anniversary Committee – 3 years
The village has continued to attract new businesses. What do you think of the recent initiatives related to economic development?
Our strategy is working. We’ve transformed blighted and vacant areas into vibrant, thriving commercial properties, boosting economic growth and easing the financial burden on taxpayers. Many people may not realize it, but by attracting major companies to our industrial district, the driving force of Buffalo Grove’s economy, we’ve strengthened our revenue base without putting residents at risk. Through smart, strategic agreements that benefit both businesses and our community, we’ve increased revenue while keeping the tax levy flat for six consecutive years. These partnerships ensure that revenue-generating companies stay and grow right here, building a strong and sustainable future for Buffalo Grove!
Should the village continue with its current economic development strategies or consider alternatives? Why?
Our current economic development strategies have proven to be extremely successful, as evidenced by the impressive progress we’ve made in areas like the Lake-Cook Road corridor, Dundee Road, and more. These strategies have helped attract high-quality businesses, revitalize key properties, and maintain a flat tax levy for six consecutive years. However, I’m always open to considering new approaches if there’s an opportunity that benefits Buffalo Grove and its residents.
If a new type of incentive or approach can aid a particular business and further our community’s growth, we should absolutely explore it. That said, I firmly believe in the principle that “if it isn’t broken, don’t fix it.” Our current strategies are working, and I see no reason to depart from an approach that’s already yielding outstanding results. By staying flexible and receptive to innovative ideas while continuing to build on what has been successful, we can keep Buffalo Grove moving forward optimally, ensuring long-term prosperity for generations to come. for a few seconds. In essence, we will continue doing what works while staying receptive to fresh, effective ideas. After all, when we build on a proven formula and remain agile enough to consider alternatives, we pave the way for an even brighter future for Buffalo Grove.
A key component in the village's economic development plans is "The Clove" which will, when completed, include retail stores, restaurants, open space and multi-family housing. Are the existing restaurants and rumored future restaurants strong enough anchors to make "The Clove" a success?
The Clove is designed for long-term success, integrating residential, retail, dining, and entertainment into a dynamic mixed-use development. Each component plays a role in creating a vibrant destination, but the overall success isn’t measured by any single business. It’s more about the synergy of the entire space. Just like The Glen or Deer Park, businesses may come and go, but the development itself continues to thrive. With each element working together to draw people in, The Clove will remain a strong and sustainable asset for Buffalo Grove.
Which business development plan do you think should be a priority? Lake-Cook Road corridor, Dundee Road, Milwaukee Avenue or the Prairie View concept? Please explain your priorities.
All of these corridors are a priority, and we are well-equipped to handle multiple developments simultaneously. Our dedicated staff is prepared to evaluate and manage any and all proposals that come our way, ensuring that we can capitalize on opportunities as they arise. Buffalo Grove’s ability to pivot and respond efficiently means we don’t have to choose just one focus. We can drive progress on Lake-Cook Road, Dundee Road, Milwaukee Avenue, and the Prairie View concept simultaneously. Each of these areas plays a unique role in strengthening our local economy, attracting businesses, and enhancing the overall vibrancy of our village. By remaining flexible, proactive, and strategic, we can ensure smart growth and sustainable development in every key corridor, keeping Buffalo Grove a thriving place to live, work, and do business.
Is the village’s economic development incentive policy clear? Do you think it adequately creates predictability and appropriately assists in making the most efficient use of limited local resources when supporting proposed development projects. If not, how would you update the policy?
Buffalo Grove’s approach to development is both clear and flexible, built on a comprehensive Economic Development Plan that guides every decision. While we don’t operate under a rigid incentive policy, we tailor our incentive deals on a case-by-case basis always ensuring that every agreement delivers real benefits to our village and its residents. Our strategy is designed to maximize the efficient use of local resources. We assess each project individually, focusing first on what’s best for the community and then customizing the incentive to fit the specific needs of the business involved. This proactive method not only creates predictability but also enables us to form mutually beneficial partnerships that drive growth.
A great example of this approach is our deal with Woodmans. When the intersection of Milwaukee and Deerfield needed expansion to support new development, Woodmans stepped up by contributing $7 million upfront for vital infrastructure improvements. In return, we structured a sales tax revenue-sharing agreement that repaid them over several years. This innovative partnership demonstrates how a flexible, case-specific strategy can address immediate needs while securing long-term benefits for our community. By continuously adapting and embracing tailored solutions, we ensure that Buffalo Grove remains a leader in smart, sustainable development, one that consistently supports our residents and fuels our future success.
Do you think the village should continue using Tax Increment Financing (TIF) districts to entice economic development?
Tax Increment Financing (TIF) has been a powerful tool for revitalizing and transforming blighted areas in Buffalo Grove. Our two TIF districts have clearly delivered outstanding results, sparking new development that has breathed new life into our community. By using a TIF, we’re able to make necessary infrastructure improvements—such as new roads and sewers—while attracting businesses and supporting the growth of existing ones, all without dipping into general funds or raising property taxes. This strategy allows us to reinvest in areas that need it most, creating vibrant spaces that benefit both residents and businesses. However, we must always balance the need for economic development with fiscal responsibility. That’s why, in Buffalo Grove, we ensure that the success of a TIF district relies on the developer, not the taxpayer. We don’t underwrite TIFs, which encourages developers to plan with the utmost attention to ensuring their success. As federal and state support for economic development continues to decrease, TIFs provide a vital alternative for local governments, allowing us to attract high-quality private development without burdening local property owners. In an era where businesses and developers are often looking for incentives, TIF has become an essential tool for fostering a competitive edge and driving growth. With a responsible approach, TIF not only revitalizes our community—it’s a transformative tool for securing a prosperous future for Buffalo Grove.
Do you think there are forms of incentives other than TIFs that the village should consider using to entice economic development. If so, what manner or type of incentives do you think would be helpful and effective?
As a candidate, I believe that our economic development strategy should be as dynamic and multifaceted as our community. While TIFs have proven effective in addressing critical infrastructure needs and jumpstarting growth, we must also explore other innovative incentives to attract and support businesses. Incentives aren’t always financial. They can be designed to address specific barriers to development. For instance, we can implement streamlined permitting processes and regulatory reforms that help businesses launch more quickly and efficiently. Additionally, targeted workforce training programs and temporary tax credits or abatements could create a more attractive environment for both new enterprises and expanding companies. The key is to customize our approach on a case-by-case basis. We need to ensure that any incentive offered directly addresses a hurdle that might otherwise block a promising development. By doing so, we protect our resources while providing the support necessary for sustainable growth. My vision is to build on our proven success by offering a full range of creative, flexible incentives that not only stimulate economic activity but also enhance the quality of life in Buffalo Grove. Together, we can ensure that our community remains vibrant, competitive, and ready for the future.
How do you think the village should encourage redevelopment of existing retail areas that are struggling?
Buffalo Grove has a tremendous opportunity to revitalize our struggling retail areas by transforming them into dynamic, multi-use destinations that serve both residents and businesses. Successful redevelopment requires three key elements: a motivated seller, an interested buyer, and a proactive government partner to help facilitate the process.
While we cannot dictate which businesses move into our community, nor can we exclude businesses that align with our comprehensive plan, we can take strategic action to attract quality investment and foster vibrant commercial areas. As a Trustee, I strongly advocate for tailored redevelopment initiatives that go beyond financial incentives to include:
· Streamlining permitting processes – Making it easier and faster for businesses to invest and grow in our village.
· Infrastructure improvements – Enhancing streetscapes, accessibility, and public amenities to make these areas more appealing.
· Reimagining spaces – Encouraging a mix of retail, dining, entertainment, and community gathering spots to create engaging destinations.
· Public-private partnerships – Collaborating with developers, property owners, and businesses to unlock new possibilities.
By taking a creative and proactive approach, we can turn struggling retail corridors into thriving hubs of economic and social activity. I am committed to leveraging every available tool to attract new investment, support local businesses, and enhance the overall quality of life in Buffalo Grove. Together, we can build a future where every part of our village is vibrant, thriving, and full of opportunity!
The village has engaged in intergovernmental partnerships for programming and sharing facilities. Do you think the village should continue to pursue partnerships? If so, to what extent?
I believe in harnessing the power of collaboration to benefit our community. Our intergovernmental partnerships have delivered outstanding results. For instance, our agreement with the Buffalo Grove Park District for BG Days has combined the strengths of both entities, boosting event quality while reducing taxpayer costs. The 2024 BG Days event generated an impressive $100,000 profit that we shared with the Park District, a clear testament to the value of working together.
Similarly, our partnership with Aptakisic-Tripp School District 102, where we lease space in our new Public Works facility at a highly competitive rate, has not only provided the district with affordable space but also accelerated our building’s debt repayment. As your candidate, I will actively pursue and expand these partnerships. By continuing to collaborate with neighboring agencies, we can maximize resources, enhance services, and create more win-win scenarios for Buffalo Grove. Together, we’ll build a stronger, more innovative community.
Is the village properly managing its workforce costs? Is there a need for adjustments in the number of employees and/or compensation levels at the village? If you deem adjustments are necessary, how would you implement them?
I’m proud to say that Buffalo Grove is managing its workforce costs in an exceptionally responsible way. Compared to similar-sized municipalities, we maintain one of the leanest, most efficient staffs—strategically optimized over the past 15 years. We’ve smartly outsourced services like grass cutting and golf course maintenance to lower costs while still delivering top-quality results. At the same time, we’ve bolstered our team in areas such as communications and permitting, ensuring our operations remain transparent and responsive to current needs.
Our commitment to competitive wages has attracted and retained a talented workforce that saves taxpayers millions. A shining example is our Engineering Department, which proactively secures funding through diligent project planning—our Infrastructure Modernization Plan, with a cost of $225 million over the last four years, has been funded at least 75% by external sources, totaling around $170 million.
Moreover, we ensure fairness by keeping our non-represented employees on par with those in collective bargaining agreements, conducting market analyses every three years to position our pay rates at the third highest spot among comparable municipalities. This approach not only makes Buffalo Grove a destination workplace but also guarantees that every dollar is spent wisely, delivering maximum value to our community.
The Village recently made a major capital investment and operational change by moving Public Works from its location on the Village campus to Leider Lane. Do you agree with the decision to do so? Are there other projects you would like to see the village undertake?
With our growing population, we recognized 25 years ago that Buffalo Grove had outgrown its public works building. Every day, our staff had to spend valuable time maneuvering vehicles in a space that was too small, so we took decisive action. By repurposing an existing building, we saved at least $20 million and solved a problem that had persisted for a quarter of a century, a smart, forward-thinking decision.
Since 2017, our board and staff have been actively planning for our future facilities. With both Village Hall and the Police Department aging and requiring costly repairs, we’re carefully evaluating our options: should we invest in repairs, build new facilities, or repurpose an existing structure? A comprehensive facilities study will equip us with the data needed to make informed, thoughtful decisions.
I’m particularly excited about the potential of combining Village Hall and the Police Department into a single, shared facility. This proven model not only reduces costs but also creates a vibrant community hub where residents can connect and access essential services more easily. We’ll pursue funding through a mix of grants, bonds, and revenue generated by new business ventures and ongoing redevelopment projects.
Together, we’re building a brighter, more efficient future for Buffalo Grove - one that meets the needs of today and sets the stage for tomorrow’s success.
The village has spent considerable money on a "rebranding" effort that touts the village being "Smart. With Heart." Do you think the plan is effective and what do you think a measurable outcome or return on investment should be?
Buffalo Grove’s new brand is an exciting and meaningful step forward for our village, and I truly believe it has been a great success. Through extensive input from residents, community leaders, and neighboring officials, we shaped a brand that authentically represents who we are today. “Smart. With Heart.” perfectly captures Buffalo Grove’s identity—blending innovation, intelligence, and excellence with the warmth and compassion that make our community special.
"Smart" highlights our strong educational foundation, highly skilled workforce, and commitment to forward-thinking growth. "With Heart" reflects the generosity, kindness, and community spirit that we see every day, from philanthropic initiatives to the way we support one another as neighbors.
While measuring the direct impact of branding in government can be challenging, we have already taken steps to assess its effectiveness through our Brand Barometer survey, which gathers feedback on how Buffalo Grove is perceived as a place to live, work, and visit. We can revisit these insights in 18-24 months to track progress. Additionally, the brand’s success can be seen in growing economic activity, rising home values, and an energized sense of community pride.
The overwhelmingly positive reception to this effort, with minimal pushback, reinforces that we are on the right path. Our new brand is not just a slogan—it’s a reflection of the dynamic and caring community we continue to build together. Buffalo Grove’s future is brighter than ever, and I’m excited to see how we grow with this inspiring vision!
Some of our volunteer groups (commissions, committees) have seen shrinking membership. What would you do to engage the community on a broader scale? Do you think the community engagement initiative is an effective program to get residents involved? What would you do to encourage broader demographic participation?
Our volunteer commissions and committees have evolved over time, not due to a lack of engagement, but as part of a strategic effort to streamline and enhance participation. By focusing on impactful initiatives, we ensure that volunteers are engaged in meaningful ways that truly benefit our community. Community engagement is about building strong partnerships between residents, businesses, and the village to foster transparency, address key issues, and contribute to the public good. A program I hold close to my heart is our Community Champions initiative, which has been thriving since 2019. As the board liaison, I have had the privilege of watching this program grow, bringing together passionate residents who want to stay informed and involved. We meet quarterly to keep community leaders up to date on village news and serve as a resource for anyone with questions or concerns. More importantly, we empower our Champions to share information within their own networks, helping to strengthen communication and engagement across all corners of the village. Based on participation levels and community response, this program has been a resounding success.
To encourage even broader demographic participation, I am committed to building relationships with individuals from diverse backgrounds. We have already seen positive progress, with participation trends becoming more reflective of our village’s diversity. I am confident that by continuing to foster connections and provide inclusive opportunities, we will further strengthen community engagement and create an even more dynamic and representative volunteer base. Buffalo Grove is filled with people who care deeply about our community, and I am excited to keep expanding the ways we engage and connect with them!
Do you think the Village communicates well with residents? If not, what changes would you like to see made?
Buffalo Grove is committed to strong, transparent, and accessible communication with our residents. Over the years, we have made tremendous strides in how we engage with the community, thanks to our new Communications and Community Engagement Department. The shift from traditional "government-speak" to a more dynamic, engaging, and approachable style has helped us connect with residents in meaningful ways.
We now offer multiple ways for residents to stay informed:
· Weekly e-newsletter, The Trail – A quick, digestible update on key happenings.
· Quarterly mailed newsletter, The BG Brief – Ensuring all residents, including those less active online, receive important updates.
· Enhanced social media presence – Engaging content that keeps residents informed in real-time.
· Website upgrades with accessibility and translation features – Making information easier to find for everyone in our diverse community.
· Live-streamed Village Board meetings on Facebook – Bringing government closer to the people in a format that fits their lifestyle.
We recognize that in today’s fast-paced world, capturing attention can be challenging. That’s why Buffalo Grove has proactively adapted, creating multiple, accessible, and engaging avenues to ensure our residents always have the information they need. Our commitment to innovative and transparent communication remains strong, and we will continue to explore new ways to connect, listen, and engage with our community!
