===== PDF PAGE 1 ===== [Extraction: embedded PDF text] WHERE HISTORY & PROGRESS MEET Economic Development Commission Tuesday, August 26, 2025 - 10:30 a.m. West Chicago City Hall Committee Room B 475 Main Street, West Chicago, IL 60185 A G E N D A 1. Call to Order 2. Roll Call 3. Public Comment 4. Approval of the January 28, 2025 Meeting Minutes 5. Status of 2025-2027 Economic Development Work Plan 6. 2026-2028 Economic Development Work Plan Discussion 7. Staff Report 8. Commissioner Reports 9. Adjournment – Next Meeting Tuesday, October 28, 2025 at 10:30 a.m. 475 Main Street T 630.293.2200 Daniel Bovey MAYOR West Chicago, F 630.293.3028 Illinois westchicago.org TiaINTERIMMessinoCITY 60185 ADMINISTRATOR ===== PDF PAGE 2 ===== [Extraction: embedded PDF text] ECONOMIC DEVELOPMENT COMMISSION DRAFT MEETING MINUTES January 28, 2025 – 10:30 a.m. 1. Call to Order Chairperson Beles called the meeting to order at 10:33 a.m. 2. Roll Call Roll call found Chairperson Beles, and Commissioners Espinosa, Johnson, and Sabathne present. With four members present at the start of the meeting, a quorum was established. Business & Community Relations Director Kelley Chrisse was also in attendance. 3. Public Comment None. 4. Approval of the October 22, 2024 Meeting Minutes Commissioner Espinosa made a motion to approve the October 22, 2024 Meeting Minutes, which was seconded by Chairman Beles. The motion passed unanimously via voice vote. 5. 2024 Annual EDC Report Ms. Chrisse reviewed the annual report that will be forwarded to the City Council. 6. Discussion of Loan Program Participation Ms. Chrisse presented the option of partnering with local financial institutions to increase access to capital for business and property owners, specifically for those looking to make investments into their property through the Downtown Investment Program. Three existing programs were reviewed. Commissioners agreed that it would be both beneficial and proactive for the City to work with local financial institutions to compile and provide a list of resources to business and property owners. Due to concerns about the City’s potential liability in becoming part of the lending process, the Commissioners did not want to pursue participation in a loan program. Staff will work to compile both a list of participating contractors and financial institutions for the grant program. 7. Staff Report – Ms. Chrisse confirmed that the grant programs were funded at the requested levels for 2025. Additionally, she explained that the City was reorganized to create the new Business & Community Relations Department and provided a description of the functions and operations. Ms. Chrisse highlighted the opening of Raised Bakery Café and the reimbursement for the Retail & Restaurant Grant Program. Algo Healthy, Light up the Floor and Cricket Wireless have all opened up in/near the downtown recently. The Redwood multi-family development preliminarily approved by the City Council in November is now on hold pending the completion of the condemnation proceedings. Ms. Chrisse updated the Commissioners on the status of the ComEd upgrades with the anticipated completion in 2026. She also reviewed ===== PDF PAGE 3 ===== [Extraction: embedded PDF text] recent City Council approvals, which included extension of the Special Use for The Crusher, Special Uses for improvements at multiple D33 properties, zoning text amendments allowing greater densities and expanded uses, revisions to allow gas stations to sell beer and wine, rezoning to allow a multi-family development by Habitat for Humanity, and approval of a contract to develop construction drawings for the new Community Park, Phase 0. 8. Commissioner Reports – None 9. Adjournment – Chairman Beles made a motion to adjourn, which was seconded by Commissioner Sabathne. The motion passed unanimously by voice vote. The meeting was adjourned at 11:32 a.m. Respectfully Submitted, Kelley Chrisse, Business & Community Relations Director Economic Development Commission January 28, 2025 Minutes Page 2 of 2 ===== PDF PAGE 4 ===== [Extraction: embedded PDF text] CITY OF WEST CHICAGO ECONOMIC DEVELOPMENT COMMISSION AGENDA ITEM SUMMARY ITEM TITLE: AGENDA ITEM NUMBER: 6 2026-2028 Economic Development Work Plan COMMISSION AGENDA DATE: 08/26/2025 STAFF REVIEW: Kelley Chrisse, AICP, CEcD SIGNATURE ITEM SUMMARY: Background Last year, the Economic Development Commission approved the Economic Development Work Plan, establishing priorities for 2025–2027. That plan was grounded in recurring themes drawn from previously adopted planning documents, with the intent of identifying a set of guiding priorities to shape economic development activity. It also served as a tool for aligning City resources and efforts, recognizing the need for an annual review process to ensure that the City’s economic development priorities remain aligned with broader community goals. Current Direction For the development of the 2026–2028 Work Plan, the City followed a similar process of building upon adopted plans and existing frameworks. However, this cycle included an important addition: the City Council’s review of five strategic priorities in advance of the work plan’s creation. At the August 13 Special City Council meeting, Council reached consensus that adopting strategic priorities will provide clear direction for budget discussions and resource allocation. These priorities, intended to guide City efforts through the next two years, reflect a community-driven approach rooted in collaboration, inclusivity, and long-term vision. The City’s 2025-2027 Strategic Priorities are as follows: Revitalizing Downtown Lead the transformation of Downtown West Chicago into a dynamic, inclusive, and economically vibrant district that reflects community pride and attracts investment. Delivering Exceptional & Transparent Services Deliver high-quality, accessible, and accountable municipal services that reflect community needs, build trust, and enhance operational efficiency through innovation and continuous improvement. Connecting the Community Foster connections between people, places, and opportunities—strengthening relationships, expanding access, and building inclusive networks through both physical infrastructure and collaborative partnerships. Elevating Culture & Community Identity Celebrate West Chicago’s diversity, heritage, and creative spirit to strengthen our shared identity and foster a vibrant cultural landscape that promotes belonging and civic pride. Investing in Our Future Build a stronger, more resilient West Chicago by investing in infrastructure, economic growth, and workforce development to ensure long-term prosperity for all. ===== PDF PAGE 5 ===== [Extraction: embedded PDF text] Next Steps The proposed 2026–2028 Economic Development Work Plan is structured around these strategic priorities. It includes initiatives, projects, and policy updates designed to: • Advance downtown revitalization efforts, • Support business attraction, retention, and expansion, • Foster community and workforce connections, • Highlight West Chicago’s cultural identity, and • Ensure the City’s infrastructure and economic base remain strong. As with the first work plan, the Commission’s role is to recommend efforts that will boost economic development activity over the next three years. Once adopted, the work plan will serve as a framework for evaluating programs, initiatives, and capital investments, ensuring that decisions are tied to shared goals and aligned with the City Council’s strategic direction. ACTION PROPOSED: Provide direction on the proposed 2026-2028 Economic Development Work Plan. Attachment: Draft 2026-2028 Economic Development Work Plan ===== PDF PAGE 6 ===== [Extraction: embedded PDF text] City of West Chicago 2026-2028 Economic Development Work Plan The proposed Economic Development Work Plan for 2026-2028 builds on the foundation established with the 2025-2027 work plan, aligning local economic development priorities with the City Council’s strategic priorities. This plan identifies key initiatives, projects, and policy updates that will guide investment, strengthen community partnerships, and advance West Chicago’s long-term prosperity. 1. Revitalizing Downtown We will lead the transformation of Downtown West Chicago into a dynamic, inclusive, and economically vibrant district that reflects community pride and attracts investment. A. Advance Redevelopment & Infill Encourage the development of mixed-use and higher density dwelling units within Downtown to support existing commercial and attract new retail and service uses (Comprehensive Plan – H1, H2) References: Central-Main Street Redevelopment Plan Update; Comprehensive Plan; Strategic Plan Projects: 1) Continue promoting Downtown developments to construct 200+ dwelling units (ongoing) — Lead: BCR 2) Conduct outreach and develop concept plan for the West Washington Street Site (2026) — Lead: BCR/CD 3) Demolish deteriorated City-owned structures that are not code compliant (ongoing) — Lead: CD 4) Complete preliminary soils tests for City-owned properties upon demolition (2026/27) — Lead: PW/CD 5) Survey City-owned properties, upon demolition (2026/27) — Lead: PW/BCR 6) Prepare design drawings for re-use of the Washington Street Train Depot (2027) — Lead: BCR/CD Policy Updates: 7) Amend zoning regulations in the R-6 District to allow greater maximum lot coverage for compact, walkable development near Downtown (2026) — Lead: CD 8) Amend zoning regulations in the B-1 District bulk requirements to allow greater height, density (perhaps bonuses for TOD), and intensity (2026) — Lead: CD Page 1 of 9 ===== PDF PAGE 7 ===== [Extraction: embedded PDF text] 9) Evaluate and update design guidelines for Downtown commercial buildings, or adopt form-based code (2026) — Lead: CD B. Expand Downtown Business & Retail Mix Broaden Downtown’s business mix to serve residents, attract visitors, and adapt to evolving retail trends (Comprehensive Plan – R3) References: Economic Development Plan; Strategic Plan; Comprehensive Plan Projects: 1) Attract new retailers and restaurants to Downtown and support existing ones via the Retail & Restaurant Grant Program (ongoing) — Lead: BCR 2) Assist local entrepreneurs turning vacant buildings into businesses through the Downtown Investment Program (ongoing) — Lead: BCR 3) Host quarterly meetings with Downtown businesses and property owners to share City updates, coordinate promotions, and obtain feedback (ongoing) — Lead: BCR 4) Support development of a Downtown food hall (2026) — Lead: BCR Support development of small business incubator and accelerator space(s) (2026) — Lead: BCR Policy Updates: 5) Amend zoning regulations to expand Downtown permitted uses to include artisan manufacturing, arts & culture, child/elder care, medical services, shared workspaces, and more (2026) — Lead: CD/BCR 6) Encourage occupancy of vacant spaces in the downtown through a vacant commercial storefront registry (2026) → Lead: CD/BCR 7) Nurture home-based businesses to grow into commercial locations through business registration (2028) → Lead: BCR C. Activate Downtown with Events, Arts & Placemaking Activate Downtown through cultural programming, public art, and placemaking to foster vibrancy and community pride (Strategic Plan – 2.4.3; Marketing Blueprint – CE1, CE2, CE3) References: Marketing & Communications Plan; Marketing Blueprint; Strategic Plan Projects: 1) Coordinate seasonal decorations and aesthetic enhancements to create a cohesive Downtown experience (ongoing) — Lead: BCR 2) Support development of summer Cultural Market & Food Truck weekly series (2026) — Lead: BCR 3) Identify City-owned properties Downtown for art showcases or murals and connect with artists to activate (2026) — Lead: BCR (Cultural Arts Commission) Page 2 of 9 ===== PDF PAGE 8 ===== [Extraction: embedded PDF text] Policy Updates: 4) Evaluate regulations to allow sidewalk sales and pop-up events by private businesses (2026) — Lead: CD/BCR 5) Amend zoning regulations to allow greater use of food trucks (2026) — Lead: CD D. Enhance Mobility, Connectivity & Public Realm Upgrade Downtown’s infrastructure and public realm to improve safety, walkability, and the visitor experience (Comprehensive Plan – PM2; Strategic Plan – 2.4.1) References: Central-Main Street Redevelopment Plan Update; Comprehensive Plan Projects: 1) Improve signage for Downtown public parking lots and map locations online (2026) — Lead: PW/BCR 2) Conduct outreach to design the Downtown Modernization & Beautification Project (2026) — Lead: BCR 3) Construct improvements for the Downtown Modernization & Beautification Project (2027) — Lead: PW 2. Delivering Exceptional & Transparent Services We will deliver high-quality, accessible, and accountable municipal services that reflect community needs, build trust, and enhance operational efficiency through innovation and continuous improvement. A. Modernize Digital Service Delivery & Access Leverage technology and digital platforms to improve access, transparency, and efficiency in City service delivery (Strategic Plan – A.3.a, A.3.c) References: Marketing & Communications Plan; FY 2025 Budget; Strategic Plan Projects: 1) Continue livestreaming City Council meetings (ongoing) — Lead: Admin 2) Expand bilingual/multilingual communications across City channels (ongoing) — Lead: BCR 3) Design and implement new official City website (.gov) (2026) — Lead: BCR 4) Improve City calendar and meeting records management systems (2026) — Lead: Admin/BCR 5) Implement consolidated online application process for business services (2026) → Lead: BCR 6) Add capabilities for direct mail, SMS/text updates, and WhatsApp groups (2026) — Lead: BCR Page 3 of 9 ===== PDF PAGE 9 ===== [Extraction: embedded PDF text] 7) Evaluate establishing a City informational app (digital help desk) to provide information and allow issue reporting (service request system) (2027) — Lead: IT/BCR 8) Create a digital help desk and service request system (2028, pending study) — Lead: IT B. Build Transparency & Accountability Through Data & Communication Use performance data, feedback tools, and proactive communication to build trust and accountability with residents and businesses (Strategic Plan – 2.3.2; FY 2025 Budget goals) References: Strategic Plan; FY 2025 Budget; Marketing & Communications Plan Projects: 1) Host an annual open house to showcase City projects and services (ongoing) — BCR/All Departments 2) Expand feedback opportunities with online surveys throughout the year, including post- event surveys (2026) — Lead: BCR/Admin 3) Provide regular communication with the business community through social media, newsletters, and InWestChicago website (2026) — Lead: BCR Policy Updates: 4) Review fees associated with business services and adjust as applicable (2026) → Lead: BCR/Admin/Finance C. Strengthen Coordination & Engagement Across the Community Build stronger partnerships with residents, businesses, and government entities to expand reach, reduce costs, and improve responsiveness (Strategic Plan – 3.1.1, 3.1.2) References: Strategic Plan; Marketing & Communications Plan Projects: 1) Continue to engage other taxing jurisdictions and public agencies to share costs of services, facilities, and programs (ongoing) — Lead: Admin/BCR/Finance 2) Coordinate and invite all taxing bodies to attend an “Annual Community Strategy Summit” to align priorities and explore shared initiatives (2026) — Lead: Admin/BCR 3. Connecting the Community We will foster connections between people, places, and opportunities—strengthening relationships, expanding access, and building inclusive networks through both physical infrastructure and collaborative partnerships. Page 4 of 9 ===== PDF PAGE 10 ===== [Extraction: embedded PDF text] A. Expand Mobility & Physical Connectivity Expand mobility and physical connectivity to promote access, equity, and safety (Comprehensive Plan – TD9; Strategic Plan – 2.4.2) References: Comprehensive Plan; FY 2025 Budget (CIP) Projects: 1) Develop sidewalk and bicycle network to connect parks, outdoor spaces, and recreational facilities (ongoing) — Lead: PW/CD 2) Identify opportunities to provide wayfinding signage along trails to connect users to community assets (2026) — Lead: PW/BCR 3) Evaluate sidewalk and trail connectivity and street lighting coverage to assess priorities for improvements to public safety and community appearance (2027) — Lead: PW 4) Evaluate opportunities to install pedestrian safety and traffic calming techniques at Neltnor Blvd. and Washington & Main St. intersections, including wayfinding signage (2028) — Lead: PW/BCR Policy Updates: 5) Integrate resilience and safety into transportation planning to ensure equitable mobility access across all neighborhoods (2026) — Lead: PW/CD B. Strengthen Community Partnerships Strengthen community partnerships to extend access to programs, resources, and support (Strategic Plan – 4.3.1; Marketing Blueprint – CE5) References: Strategic Plan; Marketing Blueprint Projects: 1) Recruit volunteers to serve as City ambassadors to share stories and connect residents with City resources (2026) — Lead: BCR 2) Expand partnerships with regional and local organizations to connect residents to workforce and small business resources (2026) — Lead: BCR 4. Elevating Culture & Community Identity We will celebrate West Chicago’s diversity, heritage, and creative spirit to strengthen our shared identity and foster a vibrant cultural landscape that promotes belonging and civic pride. Page 5 of 9 ===== PDF PAGE 11 ===== [Extraction: embedded PDF text] A. Support Diverse Cultural Expression Through Events & Storytelling Support diverse cultural expression through public art, events, and storytelling (Strategic Plan – 2.4.3; Marketing Blueprint – CE1, CE2, CE3, CE4) References: Strategic Plan; Marketing Blueprint; Marketing & Communications Plan Projects: 1) Evaluate City-hosted or sponsored special events to ensure they incorporate cultural initiatives (ongoing) — Lead: BCR 2) Feature one or two parades to celebrate community culture (2026) — Lead: BCR 3) Develop a walking tour of history, culture, and art (2026) — Lead: BCR (City Museum/Cultural Arts Commission) Policy Updates: 4) Strengthen signature events with live art, music, and artisan vendors (ongoing) — Lead: BCR (Cultural Arts Commission) 5) Expand music, dance, and performance events in public spaces (ongoing) — Lead: BCR (Cultural Arts Commission) B. Champion Inclusive Initiatives That Reflect Cultural Richness Champion inclusive initiatives that reflect and uplift West Chicago’s cultural richness (Comprehensive Plan – CB14, CB15; Strategic Plan – 4.4.2) References: Strategic Plan; Comprehensive Plan Projects: 1) Partner with Mexican Cultural Center DuPage to expand cultural programming and cross-cultural partnerships (2026) — Lead: BCR 2) Partner with Casa Michoacán and Despertar Latino to promote cultural festivals and strengthen Latino heritage celebrations (2026) — Lead: BCR C. Preserve & Enhance Historic & Cultural Assets Preserve and enhance historic and cultural assets as anchors of civic pride (Comprehensive Plan – AR2, AR3, AR4) References: Comprehensive Plan; Strategic Plan Projects: 1) Continue to publicize and expand local incentives and grants for preservation where feasible (ongoing) — Lead: BCR/CD 2) Survey selected properties to increase awareness of historical assets (2026) — Lead: CD/BCR (City Museum) Page 6 of 9 ===== PDF PAGE 12 ===== [Extraction: embedded PDF text] 3) Prepare design drawings for the adaptive reuse of the Washington Street Train Depot (2027) — Lead: CD Policy Updates: 4) Review and update design guidelines for historic properties (2026) — Lead: CD D. Promote City Identity Through Branding & Storytelling Promote the City’s identity through consistent branding and storytelling (Marketing Blueprint – PS2, ED6; Strategic Plan – 2.1.3) References: Marketing Blueprint; Marketing & Communications Plan Projects: 1) Create monthly business and community spotlight articles across City communications (2026) — Lead: BCR 2) Develop a dining and shopping guide as part of a Shop Local program (2026) — Lead: BCR 3) Create an online business directory to promote Shop Local (2026) — Lead: BCR 5. Investing in Our Future We will build a stronger, more resilient West Chicago by investing in infrastructure, economic growth, and workforce development to ensure long-term prosperity for all. A. Strengthen Physical Infrastructure Strengthen physical infrastructure to meet current and future needs (Comprehensive Plan – CI21, CI22) References: FY 2025 Budget (CIP); Comprehensive Plan Projects: 1) Replace and maintain infrastructure within industrial parks (ongoing) — Lead: PW 2) Consider use of development incentives/public financing tools for roadway/infrastructure (ongoing) → Lead: PW/BCR 3) Create concept plan for new elevated water tower at Prince Crossing Rd and Washington St and present for public comment (2026) — Lead: PW/BCR 4) Construct elevated water tower at Prince Crossing Rd. and Washington St. (2027) — Lead: PW Page 7 of 9 ===== PDF PAGE 13 ===== [Extraction: embedded PDF text] Policy Updates: 5) Continue maintenance and replacement of water and sanitary systems to exceed standards (ongoing) — Lead: PW B. Promote Sustainable & Strategic Economic Development Promote sustainable and strategic economic development that responds to changing market conditions and leverages community assets (Strategic Plan – 1.2.8–1.2.13; Economic Development Plan – EDP17) References: Economic Development Plan; Strategic Plan; Comprehensive Plan Projects: 1) Actively recruit housing developers by partnering with landowners (ongoing) 2) Attract new retailers to vacant spaces through Retail Lease Trac subscription (2026) — Lead: BCR 3) Prepare and maintain an online inventory of available land and property for redevelopment (2026) — Lead: BCR 4) Conduct regular business surveys to identify risks for business relocation or expansion (2026) — Lead: BCR 5) Host regular meetings with the DuPage Airport Authority (DAA) to update the IGA and develop a strategy to leverage the airport as an asset (2026) — Lead: Admin/BCR 6) Coordinate quarterly workshops with partners on business development topics, including investment, funding opportunities, and budgeting techniques (2027) — Lead: BCR 7) Coordinate regional business owner meetings by geography (2027) → Lead: BCR 8) Connect small businesses to capital opportunities (CDFIs, banks, microfinance) (2027) → Lead: BCR 9) Coordinate matchmaking events between entrepreneurs & local investors (2027) → Lead: BCR 10) Create and maintain a community job board as a one-stop shop for employment within the City (2027) → Lead: BCR Policy Updates: 11) Consider zoning map amendments for key properties to align with the Future Land Use Map (2026) — Lead: CD 12) Review business registration and licensing regulations to support flexibility and industry shifts (2026) — Lead: BCR/Admin 13) Evaluate parking minimums, particularly on Roosevelt Road, to identify opportunities for outlot development on existing sites (2027) — Lead: CD Page 8 of 9 ===== PDF PAGE 14 ===== [Extraction: embedded PDF text] C. Expand Workforce Readiness & Industry Collaboration Expand workforce readiness through collaboration and talent development (Comprehensive Plan – W1, W2, W3; Economic Development Plan – EDP12) References: Economic Development Plan; Strategic Plan Projects: 1) Support manufacturing talent pipeline by participating in Greater Chicago Advanced Manufacturing Partnership (GCAMP) (ongoing) — Lead: BCR 2) Partner with College of DuPage and local industries to develop internship, apprenticeship, or train-to-hire programs (ongoing) — Lead: BCR 3) Regularly gather data on evolving education and workforce training needs (ongoing) — Lead: BCR/Partners 4) Explore partnership with Western DuPage Chamber of Commerce to provide direct workforce development support for manufacturers (2026) — Lead: BCR 5) Partner with Aurora Regional Hispanic Chamber of Commerce to provide targeted business and workforce support (2026) — Lead: BCR 6) Host annual event with manufacturers to understand challenges and connect to business development resources (2026) — Lead: BCR D. Ensure Resilient & Adaptive Policies Integrate resilience and adaptability into planning and development practices (Comprehensive Plan – CI29; Strategic Plan – 1.2.22) References: Comprehensive Plan; Strategic Plan Policy Updates: 1) Continue proactive evaluation of budget allocations to align with community-driven priorities (ongoing) — Lead: Admin/Finance 2) Maintain flexibility in zoning and development codes to respond to emerging industries and evolving community needs (ongoing) — Lead: CD 3) Align land use, infrastructure, housing, and economic development policies with current community needs and future opportunities through an update of the Comprehensive Plan (2026) — Lead: CD 4) Review regulations for modern practices, enforceability, and community priorities (2026–2028) — Lead: CD/BCR/Admin Page 9 of 9