===== 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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