Economic Development Commission

Village of Brookfield Agenda Economic Development Commission Meeting Wednesday, September 17, 2025 @ 8:30 AM Edward Barcal Hall 8820 Brookfield Avenue Brookfield, IL 60513 I. Call to Order II. Roll Call Commissioner Jen Baader Commissioner Dave Curelo Commissioner Mike Gatto Commissioner Doc Mack Commissioner Wendy Moore Commissioner Dave Pardun Commissioner Phil Richard Commissioner Gina Sharenow Commissioner Chris Valadez III. Approval of Minutes 1. EDC Minutes (08-20-25) IV. Old Business 1. Rental Registration Program - Continued Discussion of Rental Registration Ordinance (Residential Single-Family and Multi-Family) Staff Report - Rental Registration Program 2. Discussion of Village Branding and Branding Process Staff Report - Village Branding V. Community Development Department Report 1. Economic Development Commission Budget Review & Discussion VI. Commissioner Reports VII. Public Comment VIII. Adjournment Individuals with a disability requiring a reasonable accommodation in order to participate in any meeting should contact the Village of Brookfield (708)485-7344 prior to the meeting. Wheelchair access may be gained through the police department (East) entrance of the Village Hall. Page 1 of 10  Village of Brookfield Economic Development Commission Meeting Minutes of Wednesday, August 20, 2025 Village of Brookfield – Council Chambers 8820 Brookfield Avenue, Brookfield, Illinois 60513 I. Call to Order The regular meeting of the Economic Development Commission was called to order by Chairman Pro Tem Pardun at 8:34 a.m. II. Roll Call Commissioners Present: Commissioners Curelo, Gatto, Mack, Moore, Pardun, Richard, and Sharenow Commissioners Absent: Commissioners Baader and Valadez Others Present: Trustee Ketchmark, Village Manager Wiberg, Community Development Director Libby Popovic, Communications Director Bob Uphues, Parks & Recreation Director Luke Gundersen, and Deanne Adasiak III. Approval of Prior Meeting Minutes A motion was made by Commissioner Mack to approve the Meeting Minutes of July 16, 2025 (07-16- 25) and seconded by Commissioner Gatto. The motion passed unanimously. IV. New Business 1) Potential Partnership with Ripson Media Group to Support Economic Development Marketing & Outreach - Mr. Christopher Comes, President, Ripson Group and Ms. Lisa Ripson, CEO, Ripson Group Ms. Ripson began by sharing her background noting that she is the CEO of the Ripson Group, a boutique public relations and marketing team based in Chicago. She explained her career in television news having spent many years at NBC 5 and emphasized her strengths in storytelling and connecting with journalists to help communities and businesses share their stories effectively. She highlighted that her firm has worked with many municipalities and small businesses and has already been engaged with projects in Brookfield including the Brookfield Shops. Mr. Combs then introduced himself as President of the Ripson Group explaining that he grew up in La Grange Park and has over 28 years of experience in Marketing and Public Relations. He indicated that his background includes telecommunications work with AT&T and Sprint as well as agency experience. Lisa noted that Chris brings strong strategic insight and deep media relations expertise to their team. Together they described the Ripson Group as a senior-level media relations firm with a network of writers, video producers, and government affairs specialists, in addition to contracted support for web and graphic design. They emphasized their credibility and strong media connections, explaining that they are often called upon by producers looking for stories. Lisa continued by explaining how their media relationships and her background in broadcast news allow them to quickly connect stories with outlets ensuring strong coverage. She gave examples of previous work in Brookfield noting that past collaborations had brought visibility that extended beyond initial television segments to online and social media platforms drawing more people into the community. She emphasized their work across television, print, and radio, sharing success stories such as their long-term partnership with Old St. Patrick’s Church in Chicago. She indicated that for its recent Shamrock on the Block event, Ripson Media generated over $2 million in publicity value from 1 Page 2 of 10 just a five-hour event. She stressed that they are trusted by municipalities, businesses, and organizations across multiple industries and geographies with a focus on telling authentic stories that generate measurable results. Lisa described how the firm works closely with clients to develop key messages, prepare them for media interactions, and ensure no one is placed in front of reporters unprepared. Their services also extend to video production, crisis communications, branding support, and analytics with multiple tools used to track publicity value and audience reach. She pointed out that for the Brookfield Shops launch alone, Ripson Media generated $310,000 in publicity value with an audience reach of over 5.2 million. She went on to say that coverage from broadcast television was further amplified across platforms like MSN, Yahoo, YouTube, and social media, expanding the exposure and driving traffic back to the Shops. Lisa also highlighted their longstanding relationship with the Lincoln Square Ravenswood Chamber of Commerce in Chicago where they have managed Apple Fest since 2007. She indicated that event, originally a four-hour gathering, has now grown into a three-day festival attracting significant crowds and delivering direct economic benefits to small businesses. Lisa shared that vendors have reported festival sales allowing them to make major investments such as replacing a roof or purchasing a year’s inventory. She underscored that this kind of impact shows how strategic storytelling and event promotion not only draw people to communities but also help local businesses grow and reinvest in their neighborhoods. Lisa shared another example of their work describing their long-standing partnership with La Grange on the Hometown Holiday program which they have managed for the past 12 years. She shared that their efforts have focused on promoting small businesses and building community awareness, including the popular “12 Holidays of Joy” campaign featuring Santa and Mrs. Claus visiting local shops. Libby emphasized how instrumental Ripson Media has been for the Brookfield Shops initiative explaining that while the Village has been working to grow its presence through TIF districts, new developments, and improved social media, a higher-level public relations strategy is needed to stay competitive with neighboring communities. She explained that currently, Brookfield benefits somewhat from the broader “Explore Oak Park” marketing but it does not allow the Village to control messaging or proactively shape its image. She explained that hiring a public relations firm would allow Brookfield to strategically showcase developments, businesses, and events, rather than relying on outside organizations to decide what gets attention. Libby then gave examples of how a PR firm could help push out requests for proposals for development sites, highlight major projects like the downtown land assembly, the bowling alley site, or Congress Park, and also promote community events such as Music on Grand or the streetscape improvements. The Commissioners were asked to consider whether the Village should move forward with hiring a public relations company to elevate Brookfield’s profile, attract new businesses, and better control the narrative of its economic growth and community identity. The discussion shifted to the need for Brookfield to move beyond piecemeal marketing efforts and instead focus on a broader, long-term strategy. Commissioners expressed that Brookfield is too often recognized only for the zoo and agreed that the Village needs a stronger identity and more visibility. Mr. Comes explained that while they could certainly assist with individual projects like writing or promoting RFPs, the greater value lies in developing a comprehensive proposal shaped by community priorities. He emphasized the importance of the Commission defining its top goals for the next several years so a clear scope of work could be established and accurate costs provided. . 2 Page 3 of 10 The Commissioners also raised questions about reaching broader audiences stating that while local events are successful, there is still a gap in outside awareness. Chris described how their work in La Grange has included creative campaigns like holiday videos as well as targeted digital advertising by zip code, demographics, and online platforms to expand reach. He stressed that their services include providing analytics and engagement data ensuring that the Village could measure impact and understand who is being reached. The Commissioners asked how stories are chosen and which businesses receive publicity with concern raised about fairness and politics in the selection process. Chris explained that coverage is always guided by the strength of the story whether it is a business with a unique product, an upcoming event, or a timely connection to media interest. Lisa stressed that not all businesses want or are ready for media exposure so part of their role is identifying compelling stories, preparing businesses to participate, and partnering with the Village to determine priorities. Commissioners noted that Brookfield’s current promotion efforts are inconsistent and often fragmented resulting in the Village being viewed as a “hidden gem” rather than a well-recognized destination. The group agreed that the goal must be broader than promoting individual businesses, with outreach aimed at potential residents, visitors, and developers alike. Chris emphasized the importance of a coordinated, strategic marketing plan that uses multiple channels, including traditional media, digital campaigns, and targeted storytelling, rather than scattered or one-off promotions. Commissioners echoed the need for a sustained, long-term approach that would position Brookfield more effectively in the region and move beyond relying on the zoo as its primary identity. Commissioners asked whether the presenters themselves produce the videos or simply pass them through and Chris explained that their team handles the full process from concept and creative strategy through execution, logistics, and even media buying if requested. He explained that they try to ensure that coverage is spread among as many businesses as possible and work with villages or chambers to select participants. The conversation then focused on how marketing results are quantified. Both Lisa and Chris explained the industry practice of calculating publicity value which is based on the equivalent advertising cost multiplied by three and that they work with multiple third-party tracking firms to provide independent, verifiable results. Questions were raised about whether such efforts can reach audiences beyond the local bubble and attract regional or even global attention. Libby emphasized that the purpose of bringing in consultants is to move beyond a piecemeal, reactive approach to promotion and instead implement a strategy aligned with the Village’s priorities. She explained that from the perspective of community development, the main focus is on encouraging investment and business development, followed by strengthening community image and branding, and finally public engagement and support. The conversation shifted toward the need for an overarching strategy rather than jumping directly into execution. The Commissioners emphasized the importance of first identifying Brookfield’s brand, defining its goals, and clarifying the message the Village wants to communicate. They felt that without this foundation, efforts risk becoming fragmented and disjointed, like a “potluck dinner” where various activities take place without coordination. The Commissioners also noted that while businesses are an important part of the picture, the broader goal is about positioning and developing Brookfield as a whole. It was suggested that brand strategy should come first and then more specific tactics like video production and social media could follow. Chris acknowledged that while they are not brand strategists themselves, they often partner with firms that specialize in branding, and that this could be a first step for the Village. He stressed that in their industry, brand management comes first, and execution follows in a clear hierarchy to ensure consistency and impact. 3 Page 4 of 10 The Commissioners acknowledged that much of the conversation had jumped ahead to implementation without first establishing a clear brand strategy. They agreed that branding and goal setting must come before execution but also recognized that certain initiatives cannot wait for a full branding process which could take years to complete. Libby emphasized the need to continue telling Brookfield’s story and elevating awareness of ongoing projects such as new developments, land acquisitions, and infrastructure improvements, while a broader branding discussion unfolds. She mentioned Ripson’s coverage for the Brookfield Shops Grand Opening, which cost around $6,000 and generated significant exposure. Commissioners discussed the importance of understanding costs, scope, and the analytics that would demonstrate the value of these efforts. The Commissioners expressed concern that the discussion felt disjointed without clear direction on goals, budget, or staff recommendations. One commissioner noted that while the need for branding and marketing is evident, decisions should be guided by data, cost-benefit analysis, and clarity on the Village’s overall objectives. One Commissioner questioned whether staff had considered multiple firms and whether it was premature to evaluate consultants without knowing how much funding might be allocated or what the specific mission would be. Frustration was voiced that the Commission was being asked to weigh in without access to budget figures or analytics, which made it difficult to assess the value of pursuing outside assistance. Staff clarified that no budget currently exists for this work and that any allocation would need to be considered during the 2026 budget process. Libby stated that the purpose of bringing the consultants was to begin the conversation on whether there is a need and whether the Commission believes the Village should explore branding and communications support further. The Commissioners agreed that a comprehensive branding effort is necessary. It was suggested that staff return with a clearer recommendation including cost estimates and potential scope so that the Commission can provide more informed input. Staff reiterated that this discussion was intended only to gauge whether there is interest in pursuing branding and communications strategy with more detailed analysis and budget considerations to follow. There was general agreement that the consultants are best suited for project-by-project execution in the short term and supporting current initiatives like specific developments or events while a full community branding effort should be initiated immediately and handled separately. The consensus was to table a full recommendation for now with the understanding that future discussions would include a structured branding campaign and strategic marketing plan. 2) Memorandum of Understanding (MOU) with Chamber of Commerce Regarding Joint Economic Development Events and Initiatives Libby explained the purpose of implementing a Memorandum of Understanding (MOU) with the Chamber of Commerce regarding Village-Chamber events. She explained that the purpose of the MOU is to formalize collaboration on community events including the Kris Kringle tree-lighting event and a new Autumn Gathering. She explained that the MOU would clarify responsibilities, costs, and processes, ensuring consistency and avoiding situations where the Village absorbs costs for chamber- led events without clear agreements. The Commissioners discussed the need to distinguish between full Village-sponsored events, joint events, and strictly chamber-led events, and agreed that further discussion with the Chamber would be needed to finalize the details such as establishing cost structures for services such as street closures, police presence, and public works support, and considering housing all events under the Chamber’s 501(c)(3) structure to streamline management and allow the Village to reimburse costs as needed. Libby noted that events support economic development by driving visitors to the community, benefiting local businesses, and increasing tenant retention. The Commissioners agreed that even if some events incur costs, the broader community and business benefits justify their continuation. The Commission agreed to move forward with drafting the MOU to formalize the partnership. 4 Page 5 of 10 A motion was made by Commissioner Richard to move forward with the MOU with the Chamber of Commerce regarding Joint Economic Development Events and Initiatives. The motion was seconded by Commissioner Mack. The motion passed unanimously. V. Adjournment A motion to adjourn was made by Commissioner Moore and seconded by Commissioner Pardun. The motion passed unanimously. The meeting adjourned at 9:58 a.m. 5 Page 6 of 10  Meeting Date: September 17, 2025 Staff Contact: Deanne Adasiak, Business Development Specialist Department: Community Development Subject: Rental Registration Program / Ordinance Background Information: The Economic Development Commission previously held preliminary discussion of the potential implementation of a Rental Property Registration Program in April, 2025. The program would apply to both single-family and multi-family rental properties. As part of the discussion, the Village Inspector, Jordan Isenberg, and Village Prosecutor, John Kenney, presented their perspectives on current challenges within Brookfield. They highlighted code enforcement and property maintenance issues related to rental properties. Some of those issues related to ongoing maintenance concerns and management of code enforcement. Their input underscored the need for better tools to address compliance and ensure that rental housing contributes positively to neighborhood stability. The Commission tabled the discussion for further review in 2025. Rental Registration programs are designed to provide municipalities with reliable contact information for property owners, establish an additional framework for property inspections, and help ensure rental housing is maintained in a safe and habitable condition. CMAP (Chicago Metropolitan Agency for Planning) data (2019-23) indicates that Brookfield's housing profile snapshot includes: Total occupied housing units: 7,657; Renter occupied households: 1,570 (20.5% renter-occupied). Many nearby communities have already implemented rental registration or licensing programs:  Riverside, IL o Registration required for buildings with 3+ rental units; $15 annual fee. o Housing stock: primarily single-family, with a modest mix of small multifamily buildings. o Renter households represent approximately 15-19% of occupied housing.  Oak Park, IL o Rental dwelling license required under municipal code; framework applies to 1–3 units and larger buildings. o Renter households represent 39.3% of occupied housing.  North Riverside, IL o Registration required for both single-family and multifamily rentals; tied to inspection process. Page 7 of 10  o Renter households represent 33.3% of occupied housing Next Steps  Brookfield would benefit from establishing reliable ownership and management contact information.  Brookfield’s 2–4 unit and 5–9 unit buildings closely resemble housing patterns in neighboring communities that already operate rental registration programs.  By adopting a rental registration program, Brookfield would be aligning with established practice in surrounding communities.  New Development would be exempt for 2-3 years after certificate of occupancy is received. Staff recommends: 1. Continue evaluating administrative and fee structures used by peer communities. 2. Explore potential inspection requirements and staffing implications. 3. Draft the final framework for a Brookfield Rental Property Registration Program 4. A program that balances Village oversight with landlord flexibility and avoid unnecessary burdens Financial Impact: N/A Recommendation(s): Staff recommends that the Economic Development Commission recommend further discussion of the Residential Rental Registration Program before the Village Board Page 8 of 10  Meeting Date: September 17, 2025 Staff Contact: Deanne Adasiak, Business Development Specialist Department: Community Development Subject: Discussion of Village Branding and Branding Process Background Information: In 2024, earlier this year, and at last month’s meeting with Ripson Media Group on public relations, discussions have focused on Village branding and its value in strengthening identity, increasing visibility, and supporting economic vitality. A strong brand can help communicate the Village’s character, values, and vision both to residents and visitors, prospective businesses, and investors. Branding can also support consistency across communications and enhance community pride. Next Steps: Village Staff is requesting the Economic Development Commission’s recommendation to pursue a comprehensive branding strategy for the Village and to consider that funds be allocated in the upcoming 2026 fiscal year budget to support this initiative and related process which may include: 1. Community & Stakeholder Engagement: Input sessions, surveys, and/or workshops with residents, businesses, and community groups to identify core values, strengths, and perceptions of the Village 2. Brand Identity Development: Creation of a unified visual identity and messaging framework that reflects the Village’s character and future vision. 3. Marketing & Communication Strategy: Development of key messages, tagline, and promotional materials that can be used across print, digital, and social media platforms. 4. Implementation Plan & Guidelines: Preparation of a brand standard policy and rollout plan for use by Village staff, boards, commissions, and partner organizations to ensure consistency across all communications. To provide context, here is an example of how La Grange Park approached branding: In 2024, La Grange Park engaged a consultant, SPAN Studio, to lead a Branding & Identity Plan. The process included public workshops, surveys, and visual preferences. Based on that input, they developed a unified visual identity (logo, color palette, typography) and a streetscape toolkit (signage, lighting, banners, planters, etc.). Drafts were reviewed and then formally adopted by the Village Board. The plan also addressed physical entry points and wayfinding to ensure consistency across both communications and public spaces. La Grange Park’s branding effort, which began in May 2024, was a roughly year-long project, with the Page 9 of 10 rollout of new materials starting in summer 2025. The project fee for SPAN's work on the branding initiative was $81,400. Financial Impact: $60,000 - $80,000 Recommendation(s): Staff recommends that the Economic Development Commission discuss the potential benefits of a comprehensive branding strategy and consider providing a recommendation to the Village Board in support of allocating funds in the upcoming budget to initiate this process. Page 10 of 10