Committee of the Whole

Village of Brookfield Agenda Committee of the Whole Meeting Monday, March 28, 2022 @ 7:00 PM or Immediately Following Village Board Meeting Edward Barcal Hall 8820 Brookfield Avenue Brookfield, IL 60513 I. ROLL CALL II. REGULAR BUSINESS 1. Discussion Concerning the Establishment of a Superintendent of Public Works Position Committee Item Memo-Superintendent Position 2. Discussion Concerning Economic Development Three Year Plan Committee Item Memo-Economic Development Plan III. PUBLIC COMMENT IV. EXECUTIVE SESSION V. ADJOURNMENT Page 1 of 16  Committee Item Memo Meeting Date: March 28, 2022 Staff Contact: Tim Wiberg, Village Mananger Department: Village Manager's Office Subject: Discussion Concerning the Establishment of a Superintendent of Public Works Position Background Information: Currently the Public Works Department consists of two non-union positions; the Director and an Administrative Assistant, and 17 union positions. A review of similar communities to Brookfield reveals that the standard is at least two non-union positions to oversee the operation of public services in the community. The Village Manager is recommending the creation of a new, non-union position titled Superintendent. This position will assist the Director in managing all facets of the Department, with particular emphasis on overseeing all Village facilities. It is expected that this new position will ensure proactive management of all facilities to ensure preventative maintenance is being performed, all mechanicals are in proper working order, and will oversee capital improvement projects when deemed necessary. Attached is the current organization chart and proposed chart for the Department. Financial Impact: Recommended compensation range: $84,615 - $110,000. Recommendation(s): Village Board consent to move forward with creation of this position. Attachments: Village of Brookfield_Consensed Organizational Chart_2022 updated PW org chart Page 2 of 16  VILLAGE OF BROOKFIELD – Population: 19,476 DEPARTMENT OF PUBLIC WORKS – 2 non-union; 17 union positions ORGANIZATIONAL CHART Page 3 of 16  VILLAGE OF BROOKFIELD – Population: 19,476 DEPARTMENT OF PUBLIC WORKS – 2 non-union; 17 union positions ORGANIZATIONAL CHART Page 4 of 16  Committee Item Memo Meeting Date: March 28, 2022 Staff Contact: Emily Egan, Community Development Director Department: Community Development Subject: Discussion Concerning Economic Development Three Year Plan Background Information: In 2021 the Village engaged Cindy Klima as an Economic Development consultant to expand the Village’s economic development efforts. Cindy comes to the Village with extensive professional experience. She has researched the community, performed interviews with stakeholders, and utilized best practices in order to develop a three year ED Plan. On February 14, 2022 Cindy introduced the Economic Development (ED) Plan. On March 28, she will review the plan again with more detail and give the Village Board additional time to review. The plan aims to revitalize commercial districts, support local business owners, increase sales tax revenue, and market and promote the Village as a whole. Financial Impact: N/A Recommendation(s): Village staff recommends the Village of Brookfield Committee of the Whole review the attached for subsequent action by the Board of Trustees. Attachments: BrookfieldEconomicDevPlan 2022 final Page 5 of 16 JANUARY 2022 BROOKFIELD ECONOMIC DEVELOPMENT PLAN THREE YEAR PLAN 2022-2024 Page 6 of 16 ECONOMIC DEVELOPMENT PLAN FOR THE VILLAGE OF BROOKFIELD EXECUTIVE SUMMARY The focus of this economic development plan is to present a foundational approach that identifies a variety of efforts and opportunities to improve the economic wellbeing of the Village of Brookfield. While there is no single definition for economic development, no single strategy, policy, or program for achieving successful economic development implementing the plan will create the synergy needed for successful economic development in the Village. The efforts highlighted in this plan entail tax base enhancements, business and job attraction and retention activities, and collaborative efforts to elevate the community’s brand and quality of life. This economic development plan is intended to engage stakeholders and encourage collaborative efforts to maximize Brookfield’s unique assets and geographic strengths to elevate the Brookfield community as a destination for business, visitors, and residents. There are many moving parts identified to proactively create and sustain a business-friendly environment, build relationships, and become a key player in facilitating development and redevelopment of properties to viable businesses and to grow Brookfield’s economic development profile. This Plan is primarily intended to: 1) Provide a guide for staff and Village Board that supports economic development needs for the next 6 months to 3 years, 2) Identifies attraction and retention efforts to stabilize and encourage growth as well as attract new businesses to expand and diversify the tax base and improve quality of life, and 3) Promotes quality of life and improved business environment to better serve residents, businesses, and visitors. The current strategies identified incorporates expectations identified in several planning documents including the Brookfield Comprehensive Plan, 2020-2023 Strategic Plan, the Energize Ogden Avenue Tool Kit, existing corridor planning, TIF planning documents and annual budget. This document also represents the result of interviews with a wide variety of stakeholders, members of the community and best practices that drive economic development. Through the promotion, marketing, and networking of the community as well as the use of websites, electronic communications, social media, and networking with professionals throughout the region and state this plan will be a living, breathing and dynamic strategy that serves as a tool to attract investment and residents. This plan should be reviewed annually to ensure that it reflects the changing environment and remains open to new opportunities to expand and further develop activities to secure a more diverse, dynamic, and self-reliant economy for the Village of Brookfield. Respectfully submitted by Cindy Klima January 2022 Page 7 of 16 GOAL #1 - PROFESSIONAL AND ECONOMIC SUPPORT Establish ongoing and strategic efforts specifically focused on economic development for the Village of Brookfield. Objective #1 – Engage an economic development professional and the financial resources that are dedicated to the development and coordination of activities related to business attraction, retention, expansion, and marketing necessary to elevate the Village of Brookfield as a destination and encourage investment. An effective economic development strategy requires dedicated staff time to implement and to build relationships. It is important to identify one person dedicated to managing economic development activities, operating programs, pursue funding and track results. Objective #2 - Identify individuals and professionals that represent the community and Brookfield’s various business sectors. These individuals should be willing to share their professional experience, knowledge, and passion for the community to extend and support Brookfield’s economic development efforts and effectiveness to elevate the Village of Brookfield as a destination. Ongoing collaboration between the public and private sectors is also a vital component of economic development. To encourage collaboration, representatives from the public and private sectors can collaborate on better ways to support the community and facilitate economic development. ACTION 6 MONTHS – 12 MONTHS STAKEHOLDER 1. Engage an Economic Development professional to collaborate with staff and community CD stakeholders to assist in the implementation of an economic development plan and efforts to elevate Brookfield as a destination and encourage investment into the community. 2. Create an Economic Development Commission or Committee that consists of Brookfield VM/VB professionals that reflects the community’s various business sectors and who are willing to ED/CD volunteer their passion, knowledge, and expertise to support economic development efforts. BUSCOM 3. Work with existing Beautification and Conservation Commissions to understand initiatives ED/CD/PW and to identify opportunities to effectively support economic development and raise BC/CC community awareness. Staff Liaisons 4. Identify financial resources to support economic development plan - attraction/retention ED/CD activities and marketing/communication efforts. VM/VB a. For support of economic development efforts, develop ongoing communication Bee-line with DECO, Cook County - Bureau of Economic Development, and CMAP to identify and apply for appropriate funds. Review options for Block Grants as well as Special Assessment Funds, STP Funds for specific opportunities. b. For marketing and communications efforts, identify opportunities to maximize efforts of Bee-line Communications to promote Brookfield as a destination for business, residents, and visitors. c. Identify opportunities to utilized TIF funds for TIF specific efforts. 5. Work with existing organizations and associations to support and identify opportunities to ED/EDC/BC/CC collaborate and enhance existing initiatives that promote business attraction/retention, raise BCOFC/BORG/RPRTNR/IL awareness, and elevate Brookfield as a destination. 6. Develop matrix and reporting that tracks achievements and activities that support economic ED/CD/VM development efforts. Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 8 of 16  ACTION 12 MONTHS – 24 MONTHS STAKEHOLDER 1. Support existing businesses and evaluate need for more targeted attraction and retention ED/EDC efforts that focus on business corridors. Possible new supporting associations, Downtown BUSCOM/BCOFC Business Association, Hospitality Committee, 8 Corners Business Partnership. 2. Work with existing Beautification and Conservation Commissions to identify ways to support ED/CD/ PW economic development efforts such as promote walk/bike ability, multimodal community, EDC/BC/CC enhanced hardscapes and streetscapes, vacant business window programs, and train BCOFC stations. Work with Commissions to identify Commission objectives that support business attraction and retention, marketing, education, and communication opportunities. 3. Evaluate interest in creating a public private Economic Development Corporation with a ED/CD/VM/VB separate 501(c) (3)/ (6) and its own Executive Director and Board of Directors. EDC 4. Identify annual resources to support ongoing economic development efforts, ED/CD attraction/retention activities and marketing/communication efforts. VM/VB a. Develop an annual budget including public and private support. b. Continue to develop opportunities and means to communicate opportunities through regional partners. c. Evaluate private business interest to sponsor specific programs. 5. Review efforts, revise and finalize economic develop matrix and reporting. ED/CD/VM Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 9 of 16 GOAL #2 - BUSINESS SUPPORT Assist existing Brookfield businesses to stabilize and encourage growth as well as attract new businesses to the community to create jobs, encourage entrepreneurship, enhance fiscal sustainability by expanding and diversifying the tax base, and improve quality of life with new services and amenities. Objective #1 Business Retention - Develop and deploy an inclusive retention plan to support existing Brookfield businesses. Existing businesses are the foundation of the community and any economic development strategy. By building on what already exists, Brookfield can support existing businesses and create a solid foundation to attract new businesses, residents, and employment opportunities. Objective #2 Business Attraction - Develop and deploy an inclusive attraction plan that elevates Brookfield as a new business location. Attracting new business is a high priority to diversify and improve tax base as well as increase local employment options. Efforts are most effective when tailored to specific business sectors that are void within the community, provide resources to businesses that encourage residents to support local businesses, attract customers/visitors and best suits available property options within Brookfield. ACTION 6 MONTHS - 12 MONTHS STAKEHOLDER 1. Review and revise business license application to include necessary information needed to ED/CD create an effective economic development database. 2. Review existing permit and approval processes to identify opportunities to shorten the CD/ED timeline and reduce development costs. Identify areas that ED can provide elevated support through the development process to support opportunities for a positive experience. 3. Review planning, zoning, and design controls to identify opportunities to maximize sales tax CD/ED generation and allow for flexible and diverse attraction efforts. Focus on locations where P&Z uses are most likely to succeed and develop opportunities to expand active uses for ground and second floor locations. Example, allow for not only retail, restaurants, bars but also small-scale noncommercial uses, spaces for art and culture, traffic generating services, medical, and shared workspaces. 4. Work with Community Development as they review Zoning for special use and parking CD/ED codes to ensure clarity and to understand business impacts and opportunities. 5. Collect, aggregate, and analyze data to determine wellbeing of existing businesses, ED/CD/EDC understand barriers to growth, identify threats to retention, identify opportunities, and BUSCOM establish reliable lines of communication. 6. Contact property owners, brokers, and current developers to determine building/tenant ED/CD status, availability, barriers to development or property investment, support positive EDC recruitment/marketing of future tenants. PO/BRK/DEV 7. Collect and build out information related to current available properties. ED/CD/EDC PO/ BRK 8. Identify and build out database and other software options that ensure accurate ED/CD information management and the ability to segment business information quickly and GISC/BUSCOM effectively. Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 10 of 16  9. Network with property owners, commercial brokers, developers, and site selection ED/CD consultants to identify barriers and opportunities to development and means to promote. 10. Define and provide initial information for each business district for investment and ED development purposes: Congress Park Site, Ogden Corridor Plan, Grand Blvd (Downtown) 31st St. and 8 Corners. 11. Identify and prioritize locations in each corridor where new or improved streetscapes and CD/PW/ED hardscape would further support the development of the corridor. Determine funding and timing needed to pursue these opportunities. 12. Establish Congress Park as Site Ready for development. Site confirmed as available for sale ED/CD and development, has appropriate planning/zoning, boundary survey, clear title, VM/VB environmental conditions identified, soil conditions, and infrastructure in place or engineer- planned (cost and timeline) and develop supporting materials. 13. Schedule direct outreach efforts to businesses to establish a positive relationship, open ED/ EDC lines of communication, ensure continuity of information and the distribution of relevant BUSCOM business information. 14. Work directly with businesses to encourage reinvestment, participation in available ED/EDC programming (PIP/exterior and signage programs), and access to state and federal financial BC/CC assistance, and regional business development programs. BUSCOM/BCOFC 15. Provide site selection assistance for new and relocating businesses. Maintain a real time ED/GISC inventory of available spaces and supportive materials. BUSCOM 16. Prioritize opportunities to assemble properties to maximize development. ED/CD a. Priority for properties that would benefit from additional area/depth from street to VM/VB accommodate traffic, parking, safety, and delivery patterns. b. Initial focus on Ogden Avenue and 31st St corridors. 17. Establish Developer/Broker tours and informational meetings. Meet at a host business, ED/CD provide information about the community, and provide on-site tours of available EDC properties. Opportunity to meet with village staff, broker, property owner, other BRK/DEV/RPRTNR/BUSCOM appropriate resources, see interior and provide marketing details on the assets. Establish follow up process after each tour to maximize effectiveness of the opportunity. ACTION 12 MONTHS – 24 MONTHS STAKEHOLDER 1. Support and utilize the information developed through a Commercial Corridor Design CD/ED Guidelines and Overlay District information. 2. Formalize Development/Redevelopment tool kit to include TIF tools to assist with site VM/VB/CD/ED specific opportunities to support financial gaps and barriers to successful development. 3. Work to re-envision Brookfield as individual neighborhoods/quadrants where: ED/EDC a. activities happen in the streets or in community areas BC/CC b. neighbors can connect and people feel they belong BUSCOM c. small businesses grow and thrive RESIDENTS d. residents can conveniently access essential goods and services e. transit connections to the community and the region f. community and cultural options g. exposure to new things Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 11 of 16  4. Use re-envisioning information and Brookfield Strategic Plan to assist in identifying business ED/EDC voids and develop business sector needs and opportunities. BUSCOM 5. Identify prospects and opportunities for investment and development that support ED/EDC Brookfield vision for each district: Congress Park Site, Ogden Corridor Plan, Grand Blvd BUSCOM/PO (Downtown) 31st St. and 8 Corners. BCOFC 6. Work with brokers and building owners to promote available properties to target audiences ED/CD/EDC such as national brand restaurants, fast casual, brewery, specialty retail and grocery BRK/PO/RPRTNR/IL/BUSCOM concepts. Costar/Zoom Prospector 7. Work with property owners, brokers, and businesses to develop strategies to secure infill ED/CD redevelopment opportunities for under-performing properties. BRK/PO/BUSCOM 8. Work with brokers and property owners to identify ground floor vacant spaces that may be ED/CD appropriate for temporary uses (Pop-Up), as an extension of public space or may have a BRK/PO/BUSCOM wider range of temporarily or permanent uses that accommodate a different vision or use. 9. Work with entrepreneurs, investors, developers, and new businesses to connect them to ED/CD/EDC appropriate resources and identify opportunities to support their startups or ventures to BCOFC/ BUSCOM encourage a positive and successful experience in Brookfield. 10. Establish Developer/Broker tours and informational meetings. Meet at a host business, ED/CD/EDC provide information about the community and tour available properties. Opportunity to BRK/DEV/PO meet with village staff, broker, property owner, other appropriate resources, see interior BUSCOM and provide marketing details on the assets. ACTION 2 – 3 YEARS STAKEHOLDER 1. Encourage workforce development by identifying existing programs, services and business ED/EDC resources that support small businesses and their development. Engage and work with DCEO/SBE/BCOFC/LIBRARY DCEO and Small Business Entrepreneurship (SBE) where appropriate. BUSCOM 2. Identify grants and opportunities for business support. Consider opportunity for other ED/EDC programs or initiatives such as: VM/VB a. Small business lease incentive program - encourage new small businesses BCOFC investment in Brookfield. BUSCOM b. Incubator program - a collaborative program designed to help new startups succeed. LIBRARY/SCHOOLS Incubators help entrepreneurs solve issues commonly associated with running a RPRTNR/IL startup by providing workspace, mentoring, and training to help entrepreneurs grow their business. c. Pitch Competition – initiative to identify sector specific businesses looking to start or scale operation as a new business in Brookfield. 3. Continue to better utilize area brokers and related professionals to establish and foster ED/EDC Brookfield as a viable location for business. Utilize networking and broker contacts BRK/DEV/IL/RPRTNR developed through International Council of Shopping Centers (ICSC), Chicago Restaurant Site Selection professionals Brokers Association (CRBA) and other professional organizations. Intersect Illinois/Zoom Prospector 4. Attend ICSC, IEDA, IEDC, CRBA and related events to promote community and establish ED Brookfield as a viable location in the marketplace. Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 12 of 16 GOAL #3 - PROMOTE QUALITY OF LIFE AND BUSINESSES Promote quality of life and improved business environment to support Brookfield’s efforts to compete for economic growth to better serve residents, businesses, and visitors and aligns residential and business district development needs. Vibrant commercial districts support local entertainment, services and retail as a destination and encourage activities that lead to property development that supports a healthy tax base. Easy access to needed goods and services is important for a high quality of life. Attractive streetscapes and storefronts contribute to a sense of place that attract new businesses and residents. Objective #1 Promote and preserve natural open space, parks, and recreation including trails, paths, bike routes that connect neighborhoods and employment that are important to economic development activities. The assets of the community are critical to a successful strategy to attract new businesses. Business prospects and investors look for an appealing location that employees, customers, and visitors will find appealing and useful. Objective #2 Develop strategies to promote character and encourage the development of assets that are distinctive to Brookfield including public art, museums, natural landscapes, gathering places and building exteriors. Objective #3 Develop communication and marketing strategies and assets to raise Brookfield’s visibility, encourages investment, supports existing business development initiatives, community outreach and promotes the character and distinct features of the community. ACTION 6 MONTHS – 12 MONTHS STAKEHOLDER 1. Position Brookfield Economic Development professional as a resource for business and link CD/ED/VM to the community. Identify options to collaborate with stakeholders to support businesses BUSCOM and promote Brookfield assets into existing events/activities, communication, etc. BORG/BCOFC/LIBRARY/BEE- LINE 2. Create an inclusive communication and marketing plan and supporting marketing materials ED/CD/VM/PARKS to promote Brookfield as open and ready for business investment, supports attraction and GISC retention efforts, business and community activities, site development efforts, corridor BEE-LINE marketing and destination development efforts. Plan will promote: BCOFC/BUSCOM a. Brookfield brand Brookfield Zoo b. Destination marketing and communication efforts (Enjoy Brookfield) BORG/LIBRARY c. Related village/regional/state information Intersect Illinois/Zoom d. Maximize established activities/events/community assets including Brookfield Zoo Prospector e. Economic Development web pages, social media, community calendar, targeted Costar emails 3. Revisualize activities and key messages to include: ED/CD/VM/PARKS/EDC a. The future of retail and the community to support “Brookfield as safe, inclusive, and BEE-LINE equipped to meet residents’ daily needs with a diverse mix of businesses and attractions.” b. Business friendly development process. c. Promote infrastructure investments that have been made/future efforts to support business attraction and retention. d. Promote improved walking and biking infrastructure that benefit residents, workers, and visitors. Traveling to work, school or businesses lets people work physical activity into daily routines as well as alternative transportation. e. Promote community assets that are distinctive to Brookfield by identifying opportunities to highlight these assets. Efforts may include streetscapes, storefront displays, vacant property pop ups and marketing materials. f. Support Enjoy Brookfield campaign and incorporate efforts where appropriate. Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 13 of 16  4. Work with community partners to establish opportunities, mechanisms, and messages to ED/CD/VM support and elevate Brookfield at a local and regional level. EDC/BUSCOM/BCOFC a. Support ongoing Village and stakeholder efforts with appropriate content to raise BORG visibility of Brookfield as well as support attraction and retention efforts. Library b. Provide timely and accurate information to inform residents, businesses and Brookfield Zoo property owners of valuable information related to development throughout the Cycle Brookfield community. Residents c. Collaborate with businesses and organizations to optimize marketing efforts. d. Develop opportunities to recognize business openings, successes, anniversaries, expansions and other significant milestones and efforts. e. Establish relationships with local influencers to ensure the distribution of information through social media. 5. Establish mechanisms to provide reliable and timely communication to establish the Village ED/CD/VM and economic development as a resource and supportive of business. Mechanisms to include GISC ED email, website pages, and social media tools for targeted communications. 6. Support destination development website - Enjoy Brookfield and unified community ED/VM calendar by working with businesses, organizations, and associations to promote their BEE-LINE activities and events on the site. BUSCOM BORG/BCOFC/Library 7. Develop promotions that support Brookfield businesses throughout the year that maximize ED opportunities already focused on regional/national promotional exposure. Example Wellness BUSCOM/BCOFC Week, Shop Local, Small Business Saturday etc. 8. Support the development process. Add a webpage for project information and updates that ED/CD provides project specific information on new projects and business developments to create a GISC positive experience for the business and the community. ACTION 12 MONTHS – 24 MONTHS STAKEHOLDER 1. Participate in business focused events to connect with stakeholders, build community EDC/BUSCOM/BORG/ relations, promote Brookfield, communicate economic development efforts, and share BCOFC success stories. Library 2. Support and maximize existing community events and programs by encouraging local ED/EDC/PARKS/VM businesses to utilize events as a marketing opportunity. BCOFC/BUSCOM/BORG 3. Identify ongoing opportunities to promote walkability and biking investments, public transit, ED/CD parks, and other community assets. Work with and support efforts of Beautification and EDC/BC/CC Conservation Commissions, and Bike Brookfield to focus on mechanisms to communicate Brookfield Cycle investments made by the community. 4. Utilize train stations as a gateway opportunity to promote community assets, Options could PW be lights during the holidays, bike display to promote trans modal. Initial work on exterior of BC/CC train station and add signage once ridership improves. 5. Support code enforcement programs by establishing relationships with existing businesses ED/CD and property owners to encourage improvements that encourage a visually positive business EDC/BC/CC district. PO a. Develop a property owner program that promotes and highlights best practices, BUSCOM ways to ensure a safer facility, strategies for a more stable tenant base and opportunities to lower costs. b. Develop recognition program to highlight successful efforts of a business. Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 14 of 16  6. Incorporate and utilize the Energize Ogden Tool Kit to develop and communicate ED/CD opportunities to attract and retain businesses. EDC BC/CC 7. Create a formalized site profiles or spec sheets to include a site map/diagram to include site ED/CD name and address, site boundaries, surrounding road names, traffic counts, distance scale to airports, expressways, City of Chicago. Also include utilities, environmental condition, infrastructure improvements, five industry targets for the site, community information and information related to development process. ACTION 2 – 3 YEARS STAKEHOLDER 1. Engage and work with Intersect Illinois, Zoom Prospector, Costar, LoopNet or other programs ED/CD and support services to maximize marketing effectiveness for business attraction and VB retention efforts. 2. Create a green building program to encourage healthier and efficient construction, ED/CD/VM/VB renovation, operation, maintenance, or demolition to achieve environmental, economic, and social benefits. This program could include an expedited permitting process, reduced building and permit fees, tax credits for green initiatives in key locations. 3. Update and create a library of photography and drone footage of the community, use ED/VM resources to assist in the development of videos to promote ED initiatives. 4. Create Advertising scheduled and message planning to support economic development ED/CD/VM business retention/attraction efforts. Economic Development - Business Ledger economic PARKS development publication, Crain's, and other participating Economic Development outlets. To support Brookfield as a destination, build out opportunities through Landmark, Gateway, ICVB, and other regional on-line options. 5. Create a business assistance program to provide local business with technical assistance in ED/CD/EDC marketing, accounting, finance, and potential funds for landscaping, signage or building BUSCOM facades. BCOFC a. Develop a B2B mentor program that provides support for a new business from Library another Brookfield business. 6. Promote Downtown and 8 Corners as destinations: ED/EDC a. Collaborate with Galloping Ghost to set up a pop up in the 8 Corners to attract PO/BRK/BUSCOM attention of area middle school population, draw visitors to the area - create an experience for the district. b. Work with building owner/leasing agents to attract a seasonal experience like an Escape Room or holiday shop/French market etc. c. Move the Farmers Market from the parking lot to Downtown District. 7. Identify additional possibilities for wayfinding signage, banners and streetlight signage that ED/CD promotes Brookfield’s points of interest, business districts, attractions, and events. PW Village Board (VB) Village Management (VM) Community Development (CD) Economic Development Professional (ED) Public Works (PW) Parks and Recreation (PARKS) Planning & Zoning (P&Z) Beautification Commission (BC) Conservation Commission (CC) Economic Development Committee (EDC) Business Community (BUSCOM) Property Owners (PO) Brokers/Developers (BRK/DEV) Chamber of Commerce (BCOFC) Brookfield Organizations (BORG) Regional Partners (RPRTNR) State of IL (IL) GIS Consortium (GISC) Page 15 of 16 BROOKFIELD ECONOMIC DEVELOPMENT PLAN THREE YEAR PLAN 2022 - 2024 Submitted by Cindy Klima Page 16 of 16