This is the fifth, and last, in a series profiling the five candidates for the Buffalo Grove Village Board. To avoid any bias or sense of endorsement, they were posted in alphabetical order this past week. Responses have not been edited. Today’s profile features Kevin Richards.
Candidate's name:
Kevin Richards
How long have you lived in Buffalo Grove?
26 years (this August)
Please provide brief biographical information:
My wife and I chose Buffalo Grove in 1999 as the place to raise our family. With two (now adult) children, we’ve been an active part of the Buffalo Grove community through volunteerism. I am the Vice-Chair of the BG Planning and Zoning Commission, and was very active coaching Park District flag football, girls’ softball, and boys’ basketball over the years. Through these experiences, I have had the privilege of mentoring young athletes and building connections with families across the Village.
Professionally, I graduated from Michigan State University, and have been a dedicated business leader in cybersecurity and risk management, helping global organizations navigate complex technology and cybersecurity challenges. My expertise in technology and governance allows me to assess risks, develop forward-thinking policies, and drive meaningful change.
As a Village Trustee, I will work to ensure Buffalo Grove remains a vibrant, welcoming, and well-managed community.
Are you affiliated with any political party? If so, to what extent are you being supported by that party?
I am an independent candidate, not supported by any political party.
What civic activities, if any, have you been involved with?
I am currently the Vice-Chair of the VBG Planning and Zoning Commission, and have served on the PZC since June 2019.
I coached several years for the Park District boys flag football, girls softball, and boys basketball.
Why are you running for the Village Board?
I am running for Village Trustee because I believe in the power of strong leadership, strategic planning, and community engagement to drive meaningful progress. Our Village is a place where families grow, businesses thrive, and neighbors support one another. As we look to the future, we must ensure that our local government is forward-thinking, fiscally responsible, and committed to enhancing the quality of life for all BG residents.
With a professional background in cybersecurity, risk management, and business strategy, I bring a results-driven approach to problem-solving and decision-making. I understand the importance of fiscal responsibility and will work to ensure that every investment in our Village strengthens our financial foundation while fostering smart growth. Economic development tools must be evaluated carefully to encourage business investment and infrastructure improvements รข€“ without jeopardizing the long-term stability of our community.
Beyond economic development, I am passionate about leveraging technology to improve Village services. Whether it’s streamlining administrative processes, enhancing public safety, or making local government more transparent and accessible, I will advocate for modern, efficient solutions that make life easier for BG residents.
My commitment to this community goes beyond policy, it's personal. As a volunteer coach for youth sports, I’ve had the privilege of mentoring young athletes and building connections with families across the Village. I’ve seen firsthand how strong community engagement fosters a sense of pride and belonging, and I want to bring that same dedication to public service.
As Trustee, I will work to ensure that our Village remains a vibrant, welcoming, and well-managed place to live and work. I look forward to listening, learning, and collaborating with residents to build a stronger future -- together.
I would be honored to have your support.
Have you served on a village committee or commission before? If yes, which one and how long did you serve and in what capacity?
I am currently the Vice-Chair of the Village of Buffalo Grove Planning and Zoning Commission (PZC), serving on the PZC since June 2019.
The village has continued to attract new businesses. What do you think of the recent initiatives related to economic development?
Buffalo Grove has undertaken several commendable initiatives to bolster economic development and attract new businesses. Notable within these are Bison Crossing, set on a 16-acre site that had been vacant for over a decade. This development will feature a 50,000-square-foot Tesla sales, service, and delivery center, alongside luxury residential units and commercial spaces, and The Clove, a transformative $150 million mixed-use redevelopment project on the former 22-acre Town Center site which aims to create a modern central district. Such projects not only enhance the Village's economic landscape but also create jobs and provide modern amenities for residents, I was honored to have been a collaborative part of the Village's 2024-2028 Strategic Plan which outlines a vision for sustained growth. This plan emphasizes financial responsibility, outstanding municipal services, and proactive community engagement. By focusing on these core principles, Buffalo Grove is positioning itself as a forward-thinking community that values both economic vitality and quality of life.
Moreover, I agree with the "Moving BG Forward" initiative reflecting the Village's dedication to continuous improvement, ensuring that Buffalo Grove remains an attractive destination for businesses and residents alike.
Should the village continue with its current economic development strategies or consider alternatives? Why?
Buffalo Grove has made significant strides in economic development, attracting new businesses, revitalizing key areas, and investing in strategic projects like The Clove and Bison Crossing by successfully leveraging TIF districts to encourage local investments. These initiatives are yielding positive results by creating a more dynamic and business-friendly environment. However, while the current strategy has been effective, the Village should remain agile, forward-thinking, and open to alternative approaches to ensure long-term success.
Why Continue the Current Strategy?
1. Momentum & Investment Attraction – Projects like The Clove are already transforming underutilized areas into vibrant mixed-use developments, demonstrating that the Village’s strategic vision is working.
2. Public-Private Partnerships – The Village has successfully collaborated with developers and businesses, helping to reduce financial risk while driving growth.
3. Smart Use of Incentives – Tools like TIF districts and strategic zoning adjustments have proven useful in attracting businesses without burdening taxpayers.
Why Consider Alternatives & Adjustments?
While the current approach has been productive, a balanced economic strategy should remain flexible. Buffalo Grove should keep options available to expand its toolkit:
1. Diversify Incentives Beyond TIFs – Relying too heavily on TIFs could divert tax revenue from essential services.
2. Support Local & Small Businesses – The Village should enhance support for small businesses and startups by offering mentorship programs, co-working spaces, or innovative financing vehicles to encourage homegrown entrepreneurship.
3. Encourage Adaptive Reuse & Mixed-Use Development – Beyond large-scale developments, the Village should promote adaptive reuse of vacant spaces for co-working, incubators, entertainment, or community-driven initiatives.
The Best Approach: A Hybrid Strategy Buffalo Grove should continue with its current economic development strategies while integrating alternative, innovative solutions that ensure long-term sustainability, financial responsibility, and adaptability. By expanding incentives, investing in smart infrastructure, and prioritizing diverse business growth, the Village can solidify its position as a thriving, forward-thinking community.
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 success of the Clove hinges on the strategic mix of retail, dining options, and "The 250" - the luxury apartment building. The dining options are a combination of leading fast/fast-casual restaurants, and then some soon-to-be-announced casual and upscale dining options. The LazyDog and other options across the street round out a wonderful selection of dining and retail options.
The powerful element of The Clove, however, transcends dining and retail. The Clove represents an innovative approach to creating a truly special neighborhood experience. It will have the "walkability" advantages for residents in The 250 and also be a destination for other "drive in" BG residents wanting to experience the dining and retail. The central park will be a focal point of community engagement bringing green-space and community programming.
It's the collection of retail, dining, walkability or destination. and community engagement that will make The Clove a success.
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.
While each of these areas presents unique opportunities for growth and revitalization, my initial priority would be the east and west ends of Dundee Road – even considering the significant progress of Bison Crossing. The east end of Dundee Road remains underutilized, and the western portion is in desperate need of revitalization. Both locations are prime opportunities for redevelopment, and it is clear that focused attention is needed to attract the right mix of businesses, infrastructure improvements, and community-oriented spaces. Ensuring that these areas do not remain stagnant is critical to the Village’s long-term economic health.
The Lake-Cook Road corridor continues to be a major area of interest, and momentum appears to be building with increasing investment interest. Given this activity, my focus would be on supporting ongoing efforts while prioritizing areas that require more immediate intervention, such as Dundee Road.
Similarly, Milwaukee Avenue and Prairie View are vital to the future of Buffalo Grove, and the recent design review sessions and proposed investments indicate that these areas are already attracting developer interest. While they remain important, the groundwork for progress is in motion, allowing the Village to balance efforts across multiple corridors while ensuring resources are allocated where they are most needed.
By prioritizing the revitalization of Dundee Road while continuing to support and facilitate growth across other key areas, the Village can maintain a balanced, strategic approach to business development that maximizes community benefit.
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?
In 2016, the Village published Buffalo Grove’s Economic Development Strategic Plan (EDSP) which provided a comprehensive framework for economic growth, land use, and quality of life improvements. The Plan outlines a proactive approach to economic development, including incentives such as Tax Increment Financing (TIF), Special Service Areas (SSA), Business Districts, and Sales Tax Rebates to encourage business investment. However, the effectiveness of these policies depends on their clarity, predictability, and ability to efficiently allocate local resources.
Strengths of the Current Incentive Policy
1. Site-Specific & Multi-Site Incentives – The Village has successfully utilized site-specific incentive agreements in the past.
2. Flexible Development Tools – The plan provides a variety of incentive mechanisms beyond TIFs, including Business Districts and Special Assessments, ensuring multiple options for different project needs.
3. Strategic Economic Growth Vision – The policy aligns with long-term economic goals, focusing on redevelopment, infrastructure improvements, and business retention.
Areas for Improvement & Suggested Updates
While the policy provides a strong foundation, there are areas where increased clarity, predictability, and efficiency could further strengthen Buffalo Grove’s ability to maximize local resources:
1. Enhance Transparency in Incentive Criteria - The current policy does not clearly define eligibility thresholds for businesses seeking incentives. - A standardized evaluation framework could be established, outlining specific benchmarks such as job creation, local hiring, sustainability efforts, and infrastructure investment contributions.
2. Improve Predictability for Developers & Businesses - While the Village offers a range of incentives, businesses may find the process unclear. - Implementing a streamlined, digital, step-by-step application process with clearly defined timelines would enhance predictability for investors.
3. Strengthen Performance-Based Incentives - Current incentives may not always tie funding directly to measurable economic outcomes. - The Village should incorporate performance-based agreements that ensure incentives are contingent on delivering tangible benefits such as tax revenue growth, infrastructure improvements, or workforce expansion.
4. Periodic Incentive Policy Review - The economic landscape is constantly evolving, and Buffalo Grove should conduct regular reviews of the incentive policies to ensure alignment with market trends. - Establishing a formal review committee involving business leaders, economic advisors, and community stakeholders would ensure ongoing policy effectiveness. In a final review, Buffalo Grove’s economic development incentive policy is a solid and strategic framework, but could benefit from some targeted enhancements to help optimize efficiency and increase confidence among developers and businesses.
Do you think the village should continue using Tax Increment Financing (TIF) districts to entice economic development?
I believe in exploring every available tool to foster responsible economic growth and strengthen our local economy. Tax Increment Financing (TIF) districts can be a valuable mechanism for attracting investment, revitalizing underdeveloped areas, and creating new opportunities for businesses and residents. However, they must be used strategically and transparently to ensure they serve the best interests of the entire community. My approach to TIF districts is guided by three key principles: 1. Fiscal Responsibility & Stability – Any TIF proposal must align with the long-term financial health of our Village. I will support initiatives that demonstrate clear economic benefits without placing unnecessary financial burdens on taxpayers or diverting funds from essential services. 2. Accountability & Transparency – TIF districts should be managed with open communication, ensuring that residents and stakeholders fully understand the purpose, scope, and expected outcomes of each project. I advocate for regular reviews and public reporting on TIF-funded developments to measure their success and impact. 3. Smart Growth & Economic Development – TIF should be used to encourage responsible development that aligns with our Village’s vision, attracts quality businesses, and enhances property values. I will support TIF projects that promote job creation, infrastructure improvements, and community enhancements while avoiding unnecessary subsidies for developments that would have proceeded without assistance. While I am open to considering TIF as a tool for economic development, my priority is maintaining the Village’s strong financial foundation. I will work to ensure that any TIF-related decisions strike the right balance between encouraging growth and preserving the fiscal stability of our community.
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?
I believe in a strategic, fiscally responsible approach to economic development – one that prioritizes innovation, financial stability, and smart investments. While Tax Increment Financing (TIF) districts can be a useful tool for revitalization, they should not be the Village’s only option. I support a broader approach that evaluates a range of funding options, including the following:
1. State & Federal Grants – Leveraging available state, federal, and regional funding can help finance infrastructure, small business support, and Village revitalization – reducing reliance on local tax incentives. Programs like Community Development Block Grants (CDBGs) and transportation funding can be game changers. The Village currently does a great job on identifying and securing grant funding for projects – I’d continue to support those efforts.
2. Technology & Innovation Investments – In addition to traditional tax incentives, the Village should explore investing in technologies to create a more efficient government and a business-friendly environment. Continuing to modernize areas like permitting, online services, and smart city solutions can streamline processes and attract growth.
3. Public-Private Partnerships (PPPs) – Partnering with private sector leaders on key projects can reduce financial risk while ensuring high-quality development.
4. Business Improvement Districts (BIDs) & Special Service Areas (SSAs) targeted funding mechanisms allowing businesses and property owners to invest directly in their districts, enhancing streetscapes, safety, and marketing efforts.
5. Impact Fees & Developer Incentives – Rather than long-term tax diversions, the Village can negotiate impact fees on new developments to support infrastructure while offering targeted tax abatements or fee reductions where appropriate. The Village should evaluate every tool available to encourage economic development without compromising the Village’s long-term financial stability. My goal is to ensure smart, sustainable growth that benefits both businesses and residents while keeping the Village on a strong financial footing.
How do you think the village should encourage redevelopment of existing retail areas that are struggling?
The Village should proactively collaborate whenever possible with struggling businesses. Each situation would be unique and the Village should be armed with a multi-faceted approach to support the business. Potential options could include one or more of the following:
1. Research State & Federal Grants – The Village can assist in seeking state, federal, and regional grants to support redevelopment efforts.
2. Enhance Walkability & Public Spaces – Streetscape improvements, pedestrian-friendly designs, and community gathering areas (like plazas or outdoor event spaces) can increase foot traffic and make retail areas more inviting.
3. Public-Private Partnerships (PPPs) – The Village can collaborate with property owners and developers to create win-win redevelopment plans, exploring areas like mixed-use projects that combine retail, office, and residential spaces to drive foot traffic and sustainability.
4. Flexible Zoning & Adaptive Reuse – The Village can collaborate on innovative zoning approaches to encourage redevelopment, such as repurposing vacant retail spaces for co-working areas, pop-up shops, restaurants, or community gathering spaces.
5. Incentivize Small Businesses & Local Entrepreneurs – The Village can explore and support local entrepreneurs and small businesses through targeted incentives, tax abatements, or fee reductions that encourage investment in vacant storefronts.
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?
Buffalo Grove has effectively leveraged intergovernmental partnerships to enhance services, optimize resources, and improve efficiencies. Given the increasing demands on local governments to provide high-quality services while maintaining fiscal responsibility, continuing to pursue and expand these partnerships is a prudent strategy. These collaborative partnerships deliver significant value to BG residents, including:
1. Cost Efficiency & Resource Sharing – Partnerships with neighboring municipalities, counties, school districts, and regional agencies allow the Village to share facilities, infrastructure, and services, reducing operational costs without sacrificing quality.
2. Expanded Service Offerings – By collaborating with entities such as park districts, libraries, and law enforcement agencies, the Village can offer broader recreational, educational, and safety programs that might otherwise be cost-prohibitive.
3. Infrastructure & Transportation Improvements – Working with Cook and Lake Counties, Metra, and regional planning organizations helps secure funding for road expansions, transit enhancements, and multimodal connectivity—critical to Buffalo Grove’s long-term growth.
4. Economic & Workforce Development – Partnerships with Lake County Workforce Development, area chambers of commerce, and regional business organizations strengthen workforce training and small business support, ensuring a strong local economy.
While expanding partnerships is beneficial, each collaboration should be assessed for long-term sustainability, mutual benefit, and alignment with the Village’s strategic priorities. The Village should:
• Prioritize Partnerships that Offer Cost Savings & Service Enhancements – Focus on agreements that reduce costs or improve service efficiency (e.g., shared public works, emergency services, or technology infrastructure). • Expand Economic & Workforce Development Collaborations – Strengthen regional workforce training, small business support, and innovation hubs to attract high-quality employers and entrepreneurs.
• Ensure Transparency & Accountability – Each partnership should include clear agreements, performance metrics, and regular evaluations to maintain effectiveness. Buffalo Grove should actively continue and expand intergovernmental partnerships in areas where cost efficiencies, service enhancements, and economic growth can be realized. However, each partnership must be strategically evaluated to ensure that it aligns with the Village’s long-term financial and community development goals and interests of the BG residents.
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?
The Village of Buffalo Grove demonstrates a commitment to fiscal responsibility and transparency in managing its workforce costs. With approximately 170 employees (full time + part time), the staffing levels aligns with the Village's strategic objectives and resource allocations needed to meet service demands.
Employee compensation is structured through collective bargaining agreements and employment contracts, ensuring that wages and benefits are competitive and fair. For instance, the Village has agreements with the Metropolitan Alliance of Police (MAP) and the International Association of Fire Fighters (IAFF), which outline specific terms for wages and staffing.
Given the Village's proactive approach to budgeting and resource allocation, there doesn't appear to be an immediate need for significant adjustments in staffing numbers or compensation levels. However, to maintain fiscal health and service quality, it's advisable for the Village to:
1. Conduct Regular Workforce Assessments: Periodically evaluate staffing levels and workloads to ensure they align with the community's needs and operational efficiency.
2. Benchmark Compensation: Continuously compare employee salaries and benefits with similar municipalities to remain competitive and retain talent.
3. Enhance Training and Development: Continue to invest in employee development programs to improve productivity and service delivery, potentially offsetting the need for increased staffing.
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?
The Village of Buffalo Grove's decision to relocate its Public Works Department from the outdated facility at 51 Raupp Boulevard to the newly acquired and renovated building at 1650 Leider Lane is a strategic and fiscally responsible move. This transition addresses the growing demands of the community and enhances operational efficiency. I am in complete agreement on this relocation. The key benefits of the relocation are:
1. Addressing Space Constraints: Since the original Public Service Center's dedication in 1976, Buffalo Grove's population has more than tripled, leading to increased staff and equipment needs. The new 173,000-square-foot facility on Leider Lane accommodates these expansions, ensuring that all equipment and maintenance functions are housed under one roof.
2. Cost-Effective Solution: By opting for the adaptive reuse of a vacant warehouse, the Village realized significant cost savings—nearly $30 million compared to constructing a new facility from the ground up. This prudent financial decision reflects the Village's commitment to maximizing taxpayer value.
3. Enhanced Emergency Preparedness: The new facility features an expanded Emergency Operations Center (EOC), bolstering the Village's capacity to manage emergencies effectively. Federal funding of $171,400 was secured to support the creation of this state-of-the-art EOC.
Repurposing the old Public Works building at 51 Raupp Boulevard as a temporary location for Fire Station 25 during its reconstruction and then Fire Station 26 after that is a resourceful approach. This plan ensures that fire services remain uninterrupted and that existing Village assets are utilized efficiently.
Building upon this successful initiative, and not to omit mentioning the continuing investments in upgrading the aging water and sewer systems, the Village might consider further enhancements in technology infrastructure enhancements as well as sustainable energy initiatives – implementing renewable energy solutions, such as solar panels on municipal buildings, to reduce the Village's carbon footprint and promote environmental stewardship.
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?
The Village of Buffalo Grove's recent rebranding initiative, encapsulated by the tagline "Smart. With Heart.", aims to authentically represent the community's identity and distinguish it within the region. This strategic move is designed to enhance civic pride, attract new residents and businesses, and unify the community under a cohesive brand.
To cut to the main question – I like it, as it embodies the philosophy that Village actions and decisions need to make fiscal and/or strategic sense - and - must be a betterment for our residents. One without the other doesn’t work.
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?
Buffalo Grove’s volunteer groups – including commissions and committees – are vital to resident engagement, local governance, and community-building. There are hundreds of residents that volunteer within formal commissions and committees, as well as individual events (Farmer’s Market, BG Days, the Pride Parade, the Labor Day parade, Rotary Club, etc.).
There are focused efforts to foster connections with and between residents and the Village leadership. However, to maximize effectiveness, the Village needs to continuously focus on the following:
1. Expand Outreach Channels – Not all residents consume information the same way. The Village should ensure outreach extends across social media, direct email campaigns, school partnerships, and in-person events.
2. Create Clear Pathways for Involvement – Some residents may be unaware of how to join a committee or what the roles entail. A streamlined application process and orientation program could help improve participation.
3. Recognize and Promote Volunteer Efforts – continue to publicly acknowledge committee members' contributions through awards, social media spotlights, and Village events can incentivize participation.
To foster additional participation, the Village should consider the following:
1. Host "Civic Nights" and Open Houses
• Organize quarterly civic engagement events where residents can meet committee members, trustees, and staff to learn about open opportunities.
• Offer informal Q&A sessions where residents can explore where their skills and interests align.
2. Leverage Schools, Local Businesses & Faith-Based Organizations
• Partner with high schools, community colleges, and business networks to encourage younger and working professionals to contribute time and expertise.
• Create service-learning credits for students who serve on commissions or assist in Village initiatives.
3. Expand Outreach
• Ensure outreach extends to underrepresented groups, renters, new residents, and multi-generational families.
• Translate engagement materials into multiple languages to accommodate diverse backgrounds. 4. Flexible Participation Models • Introduce short-term or "micro-volunteering" opportunities for those unable to commit long-term. • Allow virtual participation in meetings to accommodate busy schedules.
Do you think the Village communicates well with residents? If not, what changes would you like to see made?
The Village has invested significantly in building a communications team and infrastructure to foster transparency, trust, and community engagement. I’ve seen noticeable improvements as the Village has invested in the Communications and Engagement Department, the Resident Services, Portal, and the BG Connect app. However, as mentioned earlier, not all residents consume information the same way. With that, the Village needs to continue to enhance and expand communication channels and capture regular feedback from residents on their experiences and input for improvement.
