===== PDF PAGE 1 ===== [Extraction: embedded PDF text] WHERE HISTORY & PROGRESS MEET Economic Development Commission Tuesday, October 28, 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 August 26, 2025 Meeting Minutes 5. Approval of the 2026-2028 Economic Development Work Plan 6. Vacant Commercial Storefront Registry Discussion 7. Expanded Food Truck Regulations Discussion 8. Approval of the 2026 Meeting Schedule 9. Staff Report 10. Commissioner Reports 11. Adjournment – Next Meeting Tuesday, January 27, 2026 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 August 26, 2025 – 10:30 a.m. Selection of Temporary Chairman With Chairperson Beles absence, a motion was made by Commissioner Harms and seconded by Commissioner Espinosa to appoint Commissioner Sabathne as temporary Chairperson for this meeting. The motion passed unanimously via voice vote. 1. Call to Order Chairperson Sabathne called the meeting to order at 10:32 a.m. 2. Roll Call Roll call found Temporary Chairperson Sabathne, and Commissioners Airhart, Espinosa, Harms, and Moran present. A quorum was established. Business & Community Relations Director Kelley Chrisse and one resident were also in attendance. 3. Public Comment None. 4. Approval of the January 28, 2025 Meeting Minutes Commissioner Moran made a motion to approve the January 28, 2025 Meeting Minutes, which was seconded by Commissioner Espinosa. With Commissioner Airhart abstaining, the motion passed unanimously via voice vote. 5. Status of 2025-2027 Economic Development Work Plan Ms. Chrisse reviewed the current work plan and highlighted the progress achieved to date. During the discussion of the downtown owners meetings initiative, a suggestion was made to expand translation services to enable two-way dialogue rather than limiting them to presentation content. It was also explained that several initiatives have been placed on hold due to staffing constraints, the need to complete other projects first, and shifting priorities. Additionally, a suggestion was raised to evaluate Business Interruption Funding for downtown businesses that may be affected by the upcoming Main Street infrastructure and streetscape improvements. Ms. Chrisse noted that while significant progress has been made on many initiatives, those not yet started or placed on hold will be carried forward into the 2026–2028 Economic Development Work Plan, where appropriate. 6. 2026-2028 Economic Development Work Plan Discussion Ms. Chrisse explained that the 2026–2028 Work Plan was developed to align with City Council priorities, with a particular emphasis on expanding community outreach. She noted that the Business & Community Relations Department currently has one vacancy and has requested 475 Main Street T 630.293.2200 Daniel Bovey MAYOR West Chicago, Illinois F 630.293.3028 Tia Messino 60185 westchicago.org INTERIM CITY ADMINISTRATOR ===== PDF PAGE 3 ===== [Extraction: embedded PDF text] two additional positions in the 2026 Budget: a Business Support Specialist and a Program Support Specialist (Administrative Assistant). The Commission expressed their desire for Ms. Chrisse to resume and expand business outreach activities once the department has greater capacity. Ms. Chrisse also mentioned that the impending retirement of the Community Development Director may temporarily reduce that department’s capacity. In reviewing the draft Work Plan, Commissioners provided the following feedback: • West Washington Street Site: Commissioners questioned whether preparing a City- funded concept plan would be the best use of limited resources, noting that developers typically prepare their own plans based on market conditions. Commissioner Airhart suggested that a new City Hall on the site could generate consistent activity by attracting residents conducting City business. • Multi-Family Regulations: Commissioners recommended a broader review of multi- family housing regulations, rather than limiting changes to the R-6 zoning district near downtown. • Encouraging Investment: The Commission emphasized that the focus should be on reducing barriers to investment and development, with the broader goal of generating overall economic activity and making it easier for businesses and entrepreneurs to succeed in West Chicago. • Balancing Impact and Engagement: Commissioners agreed that initiatives should balance measurable economic impact with opportunities for the public to feel heard and involved. • Building on Momentum: There was consensus that new initiatives should build upon the City’s existing successes to further strengthen momentum. • Business Incubator Initiative: Commissioners discussed the need for partnerships with nonprofit and regional entities, such as a downtown association, Innovation DuPage, and the College of DuPage. They noted Innovation DuPage’s model as a public-private partnership that provides shared workspaces and resources, independent of the Village of Glen Ellyn. They also referenced Batavia’s Boardwalk Shops, operated by Batavia Main Street and separate from the City, as another example. Commissioners agreed that a farmer’s market in downtown West Chicago could serve as a strong starting point. • Measuring Impact: Commissioners underscored the importance of tracking outcomes and asked how the City plans to monitor the effectiveness of these initiatives. 7. Staff Report – None 8. Commissioner Reports – None 9. Adjournment – Commissioner Espinosa made a motion to adjourn, which was seconded by Commissioner Harms. The motion passed unanimously by voice vote. The meeting was adjourned at 12:12 p.m. Respectfully Submitted, Kelley Chrisse, Business & Community Relations Director Economic Development Commission August 26, 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: 5 2026-2028 Economic Development Work Plan COMMISSION AGENDA DATE: 10/28/2025 STAFF REVIEW: Kelley Chrisse, AICP, CEcD SIGNATURE ITEM SUMMARY: At the October meeting, the Economic Development Commission reviewed the draft 2026–2028 Economic Development Work Plan. The discussion focused on refining project priorities, clarifying economic development impacts, and ensuring alignment with the City Council’s adopted strategic priorities. As a reminder, the City Council’s 2025-2027 strategic priorities are: • Revitalizing Downtown • Delivering Exceptional & Transparent Services • Connecting the Community • Elevating Culture & Community Identity • Investing in Our Future The draft work plan is organized around these priorities and incorporates initiatives, projects, and policy updates that directly support economic development while also advancing quality-of-life improvements for residents, workers, and visitors. Updates Since Last Review Based on Commission feedback, staff has: • Streamlined language under each initiative to clearly connect projects and policy updates to economic development outcomes. • Distinguished between core/high-impact projects and supporting/secondary efforts to better guide resource allocation and tracking. • Developed a matrix format to accompany the narrative, allowing for cross-referencing by initiative, timeline, lead department, and role in advancing economic development. Next Steps At the upcoming meeting, staff will present the final draft of the 2026–2028 Economic Development Work Plan for Commission consideration and recommendation. Once approved, the plan will move forward to the City Council for adoption. The work plan will serve as a roadmap for the City’s economic development activity over the next three years, guiding: 1. Budget discussions and allocation of resources, 2. Program evaluation and prioritization, and 3. Coordination with community partners and regional stakeholders. ===== PDF PAGE 5 ===== [Extraction: embedded PDF text] ACTION PROPOSED: Recommend approval of the proposed 2026-2028 Economic Development Work Plan. Attachments: 1. 2026-2028 Economic Development Work Plan Narrative 2. 2026-2028 Economic Development Work Plan Matrix ===== 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. References: Central-Main Street Redevelopment Plan Update; Comprehensive Plan; Strategic Plan Projects: 1) Continue promoting Downtown developments to construct 200+ dwelling units 2) Conduct outreach and develop concept plan for the public use of the West Washington Street Redevelopment Site 3) Demolish deteriorated City-owned structures that are not code compliant 4) Survey City-owned properties, upon demolition Policy Updates: 5) Amend zoning regulations in the B-1 District bulk requirements to allow greater height, density (perhaps bonuses for TOD), and intensity B. Expand Downtown Business & Retail Mix Broaden Downtown’s business mix to serve residents, attract visitors, and adapt to evolving retail trends. References: Comprehensive Plan; Economic Development Plan; Strategic Plan Projects: 1) Attract new retailers and restaurants to Downtown and support existing ones via the Retail & Restaurant Grant Program Page 1 of 8 ===== PDF PAGE 7 ===== [Extraction: embedded PDF text] 2) Assist local entrepreneurs turning vacant buildings into businesses through the Downtown Investment Program 3) Host quarterly meetings with Downtown businesses and property owners to share City updates, coordinate promotions, and obtain feedback 4) Support development of a Downtown food hall 5) Support development of small business incubator and accelerator space(s) Policy Updates: 6) Amend zoning regulations to expand Downtown permitted uses to include artisan manufacturing, arts & culture, child/elder care, medical services, shared workspaces, and more 7) Nurture home-based businesses to grow into commercial locations through business registration C. Activate Downtown with Events, Arts & Placemaking Activate Downtown through cultural programming, public art, and placemaking to foster vibrancy and community pride. References: Marketing & Communications Plan; Marketing Blueprint; Strategic Plan Projects: 1) Coordinate seasonal decorations and aesthetic enhancements to create a cohesive Downtown experience 2) Support development of summer Cultural Market & Food Truck weekly series 3) Identify City-owned properties Downtown for art showcases or murals and connect with artists to activate 4) Schedule monthly pop-up performances and entertainment in Downtown during the summer to activate the streetscape Policy Updates: 5) Evaluate regulations to activate public sidewalks (i.e. permit sidewalk sales and pop-up activities) 6) Amend zoning regulations to allow greater use of food trucks D. Enhance Mobility, Connectivity & Public Realm Upgrade Downtown’s infrastructure and public realm to improve safety, walkability, and the visitor experience. References: Central-Main Street Redevelopment Plan Update; Comprehensive Plan; Strategic Plan Projects: 1) Improve signage for Downtown public parking lots and map locations online 2) Conduct outreach to design the Downtown Modernization & Beautification Project 3) Construct improvements for the Downtown Modernization & Beautification Project Page 2 of 8 ===== PDF PAGE 8 ===== [Extraction: embedded PDF text] 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 modernize City services, improving transparency and efficiency while reducing barriers for businesses and developers in regulatory, licensing, and permitting processes. References: FY 2025 Budget; Marketing & Communications Plan; Strategic Plan Projects: 1) Continue livestreaming City Council meetings 2) Expand bilingual/multilingual communications across City channels 3) Design and implement new official City website (.gov) 4) Improve City calendar and meeting records management systems 5) Implement consolidated online application process for business services 6) Add capabilities for direct mail, SMS/text updates, and WhatsApp groups 7) Evaluate establishing a City informational app (digital help desk) to provide information and allow issue reporting (service request system) 8) Create a digital help desk and service request system B. Build Transparency & Accountability Through Data & Communication Use data, feedback tools, and proactive communication to strengthen trust with residents and businesses, providing clarity in City processes and predictability for economic decision- making. References: FY 2025 Budget; Marketing & Communications Plan; Strategic Plan Projects: 1) Host an annual open house to showcase City projects and services 2) Expand feedback opportunities with online surveys throughout the year, including post- event surveys 3) Provide regular communication with the business community through social media, newsletters, and InWestChicago website Policy Updates: 4) Review and adjust fees associated with business services to ensure fairness, competitiveness, and alignment with service costs Page 3 of 8 ===== PDF PAGE 9 ===== [Extraction: embedded PDF text] C. Strengthen Coordination & Engagement Across the Community Foster collaboration among taxing bodies, agencies, and partners to align investments, reduce duplication of effort, and expand resources available to support business growth and community development. 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 2) Coordinate and invite all taxing bodies to attend an “Annual Community Strategy Summit” to align priorities and explore shared initiatives 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. A. Expand Mobility & Physical Connectivity Enhance pedestrian, bicycle, and transportation connections that improve access to businesses, workforce centers, and community assets, supporting economic activity and placemaking. References: Comprehensive Plan; FY 2025 Budget (CIP); Strategic Plan Projects: 1) Develop sidewalk and bicycle network to connect parks, outdoor spaces, and recreational facilities 2) Identify opportunities to provide wayfinding signage along trails to connect users to community assets 3) Evaluate sidewalk and trail connectivity and street lighting coverage to assess priorities for improvements to public safety and community appearance 4) Evaluate opportunities to install pedestrian safety and traffic calming techniques at Neltnor Blvd. and Washington & Main St. intersections, including wayfinding signage Policy Updates: 5) Integrate resilience and safety into transportation planning to ensure equitable mobility access across all neighborhoods B. Strengthen Community Partnerships Strengthen community partnerships to extend access to programs, resources, and support. References: Strategic Plan; Marketing Blueprint Page 4 of 8 ===== PDF PAGE 10 ===== [Extraction: embedded PDF text] Projects: 1) Recruit volunteers to serve as City ambassadors to share stories and connect residents and businesses with City resources that support local investment and opportunity 2) Expand partnerships with regional and local organizations to connect residents to workforce and small business resources that grow the local economy 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. A. Support Diverse Cultural Expression Through Events & Storytelling Use cultural programming, events, and public art to activate public spaces, attract visitors, and enhance the City’s appeal as a vibrant destination for residents, businesses, and investors. References: Strategic Plan; Marketing Blueprint; Marketing & Communications Plan Projects: 1) Evaluate City-hosted or sponsored special events to ensure they incorporate cultural initiatives 2) Feature one or two parades to celebrate community culture 3) Develop a walking tour of history, culture, and art 4) Strengthen signature events with live art, music, and artisan vendors 5) Expand music, dance, and performance events in public spaces B. Champion Inclusive Initiatives That Reflect Cultural Richness Strengthen partnerships with cultural organizations to broaden access, increase participation, and showcase West Chicago’s diversity as an economic and community asset. References: Comprehensive Plan; Strategic Plan Projects: 1) Partner with Mexican Cultural Center DuPage to expand cultural programming and cross-cultural partnerships 2) Partner with Casa Michoacán and Despertar Latino to promote cultural festivals and strengthen Latino heritage celebrations C. Preserve & Enhance Historic & Cultural Assets Protect and repurpose historic resources to anchor civic pride, reinforce the City’s identity, Page 5 of 8 ===== PDF PAGE 11 ===== [Extraction: embedded PDF text] and encourage reinvestment in key districts. References: Comprehensive Plan; Strategic Plan Projects: 1) Continue to publicize and expand local incentives and grants for preservation where feasible 2) Survey selected properties to increase awareness of historical assets 3) Prepare design drawings for the adaptive reuse of the Washington Street Train Depot Policy Updates: 4) Review and update design guidelines specifically for historic properties within the Turner Junction Historic District D. Promote City Identity Through Branding & Storytelling Leverage branding, storytelling, and Shop Local initiatives to promote West Chicago’s unique identity, supporting small businesses and reinforcing economic vitality. References: Marketing Blueprint; Marketing & Communications Plan; Strategic Plan Projects: 1) Create monthly business and community spotlight articles across City communications 2) Create an online business directory to promote Shop Local 3) Develop a dining and shopping guide as part of a Shop Local program 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 Invest in physical infrastructure to ensure long-term reliability, reduce redevelopment barriers, and attract business investment. References: FY 2025 Budget (CIP); Comprehensive Plan Projects: 1) Replace and maintain infrastructure within industrial parks 2) Continue maintenance and replacement of water and sanitary systems to exceed standards 3) Consider use of development incentives/public financing tools for roadway/infrastructure 4) Present concept plan for new elevated water tower at Prince Crossing Rd and Washington St for public comment Page 6 of 8 ===== PDF PAGE 12 ===== [Extraction: embedded PDF text] 5) Construct elevated water tower at Prince Crossing Rd. and Washington St. B. Promote Sustainable & Strategic Economic Development Use proactive recruitment, property readiness, and regulatory updates to attract targeted investment, retain businesses, and encourage redevelopment of underutilized sites. References: Economic Development Plan; Strategic Plan; Comprehensive Plan Projects: 1) Actively recruit housing developers by partnering with landowners 2) Encourage occupancy of vacant commercial spaces through a vacant commercial storefront registry 3) Attract new retailers to vacant spaces through Retail Lease Trac subscription 4) Prepare and maintain an online inventory of available land and property for redevelopment 5) Conduct regular business surveys to identify risks for business relocation or expansion 6) Host regular meetings with the DuPage Airport Authority (DAA) to update the IGA and develop a strategy to leverage the airport as an asset 7) Coordinate quarterly workshops with partners on business development topics, including investment, funding opportunities, and budgeting techniques 8) Coordinate regional business owner meetings by geography 9) Connect small businesses to capital opportunities (CDFIs, banks, microfinance) 10) Coordinate matchmaking events between entrepreneurs & local investors 11) Create and maintain a community job board as a one-stop shop for employment within the City Policy Updates: 12) Review business registration and licensing regulations to support flexibility and industry shifts 13) Conduct a comprehensive review of multi-family housing regulations, including the R-6 District near Downtown, to identify opportunities for zoning updates that support redevelopment, compact housing options, and expanded residential base to strengthen West Chicago’s business environment 14) Evaluate parking minimums, particularly on Roosevelt Road, to identify opportunities for outlot development on existing sites 15) Consider zoning map amendments for key properties to align with the Future Land Use Map C. Expand Workforce Readiness & Industry Collaboration Develop partnerships and pipelines with schools, employers, and industry organizations to strengthen the local workforce and support business growth. References: Comprehensive Plan; Economic Development Plan; Strategic Plan Page 7 of 8 ===== PDF PAGE 13 ===== [Extraction: embedded PDF text] Projects: 1) Support manufacturing talent pipeline by participating in Greater Chicago Advanced Manufacturing Partnership (GCAMP) 2) Partner with College of DuPage and local industries to develop internship, apprenticeship, or train-to-hire programs 3) Regularly gather data on evolving education and workforce training needs 4) Explore partnership with Western DuPage Chamber of Commerce to provide direct workforce development support for manufacturers 5) Partner with Aurora Regional Hispanic Chamber of Commerce to provide targeted business and workforce support 6) Host annual event with manufacturers to understand challenges and connect to business development resources D. Ensure Resilient & Adaptive Policies Maintain flexible, forward-looking policies and plans that align land use, housing, infrastructure, and economic development to respond to changing conditions and opportunities. References: Comprehensive Plan; Strategic Plan Policy Updates: 1) Continue proactive evaluation of budget allocations to align with community-driven priorities 2) Maintain flexibility in zoning and development codes to respond to emerging industries and evolving community needs 3) Review regulations for modern practices, enforceability, and community priorities 4) Align land use, infrastructure, housing, and economic development policies with current community needs and future opportunities through an update of the Comprehensive Plan Page 8 of 8 ===== PDF PAGE 14 ===== [Extraction: embedded PDF text] Downtown 2027 the in by program redevelopment summer funding guided existing eventual the be Commission of for over will increase to prepare weeks Remarks RFQ/RFP Revitalization Continuation To Look 12 Quarter Quarter Quarter Quarter Quarter Milestone 1st 2nd Quarterly 1st 2nd 1st Police, PW Entities Arts / CD, Police, Downtown PW Downtown BCR, CD CD, CD, CD, CD PW CD, Cultural-Plan 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Investing Future Investing Future ===== PDF PAGE 20 ===== [Extraction: embedded PDF text] Week/Month Manufacturing annually Remarks Evaluate withAlign Quarter Quarter Milestone 2nd 3rd October Entities / Finance CDBCR, Plan CD Participating Department BCR BCR BCR BCR Admin, CD Admin, BCR, Work or Core Core Core Core Supporting Supporting Supporting Supporting Supporting Supporting YearDevelopment 2026 2026 2026 2026 2027 Ongoing Ongoing Ongoing Activity to 7 of andEconomic to to with 7 training and Commerce align respond challenges development of to to Commerce2026-2028 manufacturers opportunities workforce of for codes needs and economic future Chamber support understand enforceability, Plan allocations andChicago support Chamber to and resources education DuPage budget community needs developmentWest workforce of practices, housing, Hispanicof and and evolving Western development evolving Comprehensive manufacturers modernCity on community the development and with Regional evaluation 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Future Investing Future Investing Future ===== PDF PAGE 21 ===== [Extraction: embedded PDF text] CITY OF WEST CHICAGO ECONOMIC DEVELOPMENT COMMISSION AGENDA ITEM SUMMARY ITEM TITLE: AGENDA ITEM NUMBER: 6 Vacant Commercial Storefront Registry Proposal COMMISSION AGENDA DATE: 10/28/2025 STAFF REVIEW: Kelley Chrisse, AICP, CEcD SIGNATURE ITEM SUMMARY: Purpose The City is committed to revitalizing and strengthening its commercial corridors as a priority for generating economic activity in West Chicago. Vacant storefronts (especially in the downtown area) dampen business activity, reduce foot traffic, and create a perception of economic stagnation. To address this, staff recommends revising the City’s existing Vacant Property Ordinance to establish a program that incentivizes property owners to register their vacant storefronts. This program will help ensure properties are well-maintained while also giving owners greater exposure to potential tenants and investors. By creating a structured path to visibility, the City aims to accelerate leasing activity, encourage reinvestment, and support a stronger local economy. Background Current regulations focus on vacant properties in the context of mortgage defaults or general vacancy, but do not specifically address storefront-level vacancies that are most visible and impactful for commercial activity. Other communities have implemented storefront-specific registration requirements, but West Chicago has the opportunity to take a business-first approach by connecting registration to economic development strategies. This proposed update positions registration as a tool to promote properties, attract tenants, and fuel economic growth, not just as a compliance requirement. Key Program Features 1. Definition & Applicability A Vacant Commercial Storefront will mean any unoccupied, commercial unit vacant more than 30 consecutive days, regardless of the occupancy status of the building as a whole. These provisions will apply citywide but with a fee structure reflecting location-based impact. 2. Tiered Registration Fees A two-tier fee structure is proposed to reflect the importance of downtown storefronts in driving economic activity: Semi-Annual Area Description Registration Fee B-1 Zoning District (Downtown) $ TBD All Other Commercial Areas $ TBD ===== PDF PAGE 22 ===== [Extraction: embedded PDF text] Discounted Rate for Downtown Properties Owners of property located within the B-1 Zoning District would qualify for a reduced fee (TBD) per six-month period if all of the following are met: • The space is actively listed for lease or sale by a licensed real estate broker on a publicly accessible platform; • A visible "For Lease/For Sale" sign is posted on-site; • The exterior is well-maintained and free of signage from the former businesses; • The City is provided with accurate contact information for public posting; and • There are no active property maintenance violations. 3. Visibility & Maintenance Standards To keep vacant storefronts as assets to the community, the City requires the following additional standards, beyond existing property maintenance standards and security protocols: • Maintain Window Transparency: Street-facing windows must remain clear and unobstructed. Professionally designed window wraps or temporary marketing displays may be permitted as an alternative only with City approval. • Remove Debris or Paper Coverings: No visible debris or paper coverings may be used beyond 30 days, unless performing work under a valid building permit. • Post Signage: A sign must be prominently posted on the storefront indicating that the property is registered as vacant and providing contact information for the owner or authorized agent. 4. Public Registry & Promotion All registered storefronts will be featured in the City’s new Property Directory on InWestChicago.com, a publicly accessible registry that increases exposure for owners, connects brokers and entrepreneurs to available spaces, and helps the City track vacancy trends. By linking accountability with exposure (including promotion through the City’s new InWestChicago.com Property Directory) the City can reduce long-term vacancy, strengthen business recruitment, and reinforce downtown and corridor revitalization efforts. 5. Enforcement & Accountability While the program emphasizes incentives, compliance will still be required. Non-registration or maintenance failures will trigger enforcement actions. Next Steps Staff is seeking input from the Economic Development Commission regarding this proposal. If there is support, staff will draft proposed ordinance amendments reflecting the details outlined above (or as directed) and bring the revisions forward to the City Council for formal review and adoption. Outreach to property owners, real estate professionals, and applicable stakeholders will be coordinated in advance of implementation. ACTION PROPOSED: Provide direction on the proposed Vacant Commercial Storefront Registry. ===== PDF PAGE 23 ===== [Extraction: embedded PDF text] CITY OF WEST CHICAGO ECONOMIC DEVELOPMENT COMMISSION AGENDA ITEM SUMMARY ITEM TITLE: AGENDA ITEM NUMBER: ______7________ Proposal to Ease Food Truck Restrictions FILE NUMBER: _______________ COMMITTEE AGENDA DATE: October 28, 2025 STAFF REVIEW: John Sterrett, Interim Community SIGNATURE __________________________ Development Director In 2022, the City adopted the current Comprehensive Plan known as West Chicago Forward/Adelante West Chicago. Throughout the plan, the use of mobile food vendors, such as food trucks and food carts, is encouraged. The City’s Code of Ordinances contains regulations for food trucks in the public right-of-way under Section 9-82, Peddler’s Licenses. The Zoning Code, however, allows the use of food trucks within the M Manufacturing District only, and those food trucks may serve only the em- ployees that work on the property where the food truck is located. Food trucks are prohibited in all other areas in the City. The Comprehensive Plan calls for expanding mobile food vendors as a permit- ted use beyond the M District to all commercial zoning districts, with emphasis placed on food trucks permitted in the downtown. Mobile food vendors can add vibrancy to the community by creating a festive atmosphere while also providing economic opportunities for startups in the food industry. Expanding mobile food vendors to other zoning districts can be accomplished through an amendment to the text of the Zoning Code. Staff recommends deleting from the Zoning Code the current section restricting food trucks solely to the M Manufacturing and replacing it with a provision that permits the use of food trucks on private property in all zoning districts. Furthermore, staff recommends that food trucks be permitted in the public right-of-way and on City-owned property in the downtown (Central Business District) with ap- proval of a Mobile Food Vendor license, which staff proposes to create. Below is an outline of the staff recommendations to allow food trucks. Downtown (B-1 Central Business District) Private property • Permit the use of food trucks on all private property within the downtown. • Limit 1 food truck per zoning lot. • Consider separation requirements of a food truck from a brick-and-mortar restaurant/beverage es- tablishment, unless permission is granted from said brick-and-mortar restaurant/beverage estab- lishment. • Establish requirements to ensure the placement of a food truck on a property does not inhibit any vehicular or pedestrian access. City-owned Property/Public Right-of-Way • Identify appropriate public locations for food trucks in areas of the downtown where there are commercial gaps, such as along Main Street between Center Street and the Metra Lot. • Utilization of Turner Court, the Turner Court parking lot, and the Fremont Street water tower park- ing lot. ===== PDF PAGE 24 ===== [Extraction: embedded PDF text] • Consider excluding the use of the public right-of-way of Main Street between Center Street and Washington Street to prevent what could be perceived as unfair competition with existing restau- rant uses. • Require a Mobile Food Vendor license for any food truck utilizing City-owned property or public right-of-way. Festivals and Events • Any food truck associated with a City-planned event (e.g. Food Fest, Blooming Fest, Downtown Trick or Treating, etc.) or City-sponsored event (Railroad Days) shall only be required to complete the vendor application and comply with the requirements associated with the specific event. • West Chicago Food Festival continues to grow each year and future event programming, from ei- ther City-planned or sponsored events, should be supported by City code allowing the increase in opportunities for food trucks. Other Commercial Districts and Industrial Districts • Permit the use of food trucks on all private property in the B-2 General Business District, the B-3 Regional Shopping District, the ORI District, and the M Manufacturing District. • Limit the use of food trucks in these districts to private property only, and only 1 food truck per zon- ing lot. • Consider separation requirements of a food truck from a brick-and-mortar restaurant/beverage es- tablishment, unless permission is granted from said brick-and-mortar restaurant/beverage estab- lishment. • No Mobile Food Vendor License shall be required but a Zoning Permit shall be applied for and se- cured by the property owner to ensure that the food truck will not be located in any required park- ing spaces, does not obstruct any access to/from the site, emergency vehicle access, nor restrict any pedestrian access. Residential Districts • Allow the use of food trucks in all residential districts when associated with a private event occur- ring, such as family parties, apartment complex gatherings, block parties, etc. without the need for a Mobile Food Vendor License. ACTIONS PROPOSED: Staff is requesting the Economic Development Commission review and provide feedback on the pro- posal. Staff’s intention is to bring this topic to the newly formed Downtown Revitalization Commission for their input and recommendation. ===== PDF PAGE 25 ===== [Extraction: embedded PDF text] CITY OF WEST CHICAGO ECONOMIC DEVELOPMENT COMMISSION AGENDA ITEM SUMMARY ITEM TITLE: AGENDA ITEM NUMBER: 8 Economic Development Commission 2026 Meeting Schedule COMMISSION AGENDA DATE: 10/28/2025 STAFF REVIEW: Kelley Chrisse, AICP, CEcD SIGNATURE ITEM SUMMARY: As the Commission meets the fourth Tuesday of every third month, the following is the meeting schedule for 2026: • January 27 • April 28 • July 28 • October 27 All meetings start at 10:30am and are held at City Hall. Special meetings may be called by the chairman or any three (3) members provided that notice is given as provided in the Illinois "Open Meetings Act." ACTION PROPOSED: Staff is looking for concurrence on the 2026 EDC Meeting Schedule.