Economic Development Commission — Skokie, IL
Date: 2024-05-15

Village of Skokie
 Economic Development Commission
 Wednesday, May 15, 2024
 8:30 A.M.
 Skokie Village Hall, 5127 Oakton Street, Skokie IL, Conference Room D&E



I. CALL MEETING TO ORDER / DECLARATION OF QUOURM

II. APPROVAL OF MEETING MINUTES FROM APRIL 17, 2023 (Attached)

III. INTRODUCTIONS

IV. OLD BUSINESS
 a. Economic Vitality Strategy Update
 b. Business District Litter Management Plan

V. NEW BUSINESS
 a. Skokie Green Business Program
 b. ISTP Update

VI. COMMUNICATIONS
 a. Village Staff
 b. EDC Members

VII. PUBLIC COMMENT

VIII. ADJOURNMENT




The next regular meeting of the Economic Development Commission is scheduled for
Thursday, June 20, 2024 at 8:30 A.M. in CONFERENCE ROOM D+E at Skokie Village Hall,
5127 Oakton, Skokie, IL




Document Number: 615281 1
 Economic Development Commission Meeting Minutes
 Date: April 17, 2024


EDC MEMBERS PRESENT: Michael Rosen, Chair,
 Steve Franklin, Jeremy Gleason,
 Marc Battista, Brian Levinson,


EDC MEMBERS ABSENT: Howard Meyer, Vice-Chair,
 Alexis Barbour, Barbara Carley,
 Scott Gendell, Trustee Pure-Slovin


STAFF PRESENT: Michael Lorge, Corporation Counsel
 Johanna Nyden, Community Dev. Director,
 Carol White, Economic Vitality Coordinator
 Marlene Bargamian, Administrative Asst.


(I) CALL TO ORDER
 A quorum being present, Chair Rosen called the meeting to order at 8:32 AM.

(II) APPROVAL OF MEETING MINUTES FROM MARCH 20, 2024
 A motion was made to accept the draft minutes of the March 20, 2024 meeting. The motion
 passed by unanimous voice vote.

(III) INTRODUCTIONS
 Members gave short introductions and welcomed Rodney Tonelli, former City Manager from
 Joliet, as the new Economic Vitality Manager for the Village of Skokie. Two representatives
 from the Skokie Chamber of Commerce were present on behalf of Howard Meyer.

(IV) OLD BUSINESS
 a. Economic Vitality Strategy Update – Workshop Schedule
 The last plan was created in 2015 with workshops held in 2016 where small sub-
 groups met over an evening session to brainstorm ideas regarding the different
 economic areas in Skokie and report back to the group. Chairman Rosen asked
 for feedback from the commission; possibly organizing another evening meeting -
 he would circulate some dates and times. This is a new team with new staff.

 Steve Franklin asked who would be involved in these sub-groups. It was thought
 that it would be a hybrid of Village staff, community members, commission
 members, marketing staff and business owners. Invitations could be extended to
 others depending on subject matter (retail, professionals, healthcare, industrial, &
 research) for different meetings. Everyone involved could have their voice heard.

 Carol White will take the lead and include Rod Tonelli.




# 618960 Economic Development Commission meeting minutes April 17, 2024
 Director Nyden added that money has been encumbered from the budget for
 assistance. She also suggested a regional poll with people participating virtually
 bringing in international companies into Illinois.


 b. Video Gaming
 Corporation Counsel, Michael Lorge, distributed an updated memo and gave a
 summary of Skokie’s video gaming proposal. He gave a historical timeline of
 Skokie’s considerations to introduce video gaming in the village dating back from
 2017.

 Now 7 years later, the negative connotations have diminished about video
 gaming machines and they are more socially acceptable. Nearby communities
 already have them. Restaurants are still feeling the impact of COVID and as a
 way to enhance revenue, they have shown interest in having video gaming be
 considered once again by the Village Board. They don’t want to lose customers
 by not offering them. Video gaming could promote patrons to stay longer in an
 establishment or come back more often.

 Guidelines were discussed with the group which included the general
 requirements for licensing, site location, interior placement, limitations of number
 of machines per establishment, prohibiting advertising & signage, and fees.

 Diana Rumsley, Village Inn owner, joined the group at 8:50 AM.

 Chairman Rosen stated that the machines are licensed and heavily regulated by
 the State of Illinois but wondered about game content. Diana added that all
 machines as well as their content are controlled by the State.

 Mr. Rosen, from an unofficial interest poll, stated that 3 restaurants in the Village
 are strongly interested. Not all restaurants are prepared to build out a separate
 area for the gaming machines. It might take away from the family atmosphere.
 Initially, 3 machines per establishment was recommended.

 Steve Franklin asked if the market is too saturated. He also inquired about the
 reward system from the games. Ms. Rumsley offered that there is an ATM-like
 machine strictly used to redeem winning slips. The vendor keeps the machine
 supplied; not the restaurant. A sweepstakes ticket could be used also that the
 restaurant would redeem (like a free beverage or dessert).

 Brian Levinson asked if these machines are like slot machines and suggested
 that they be geographically dispersed through a lottery system rather than
 targeted in one area.

 Mr. Levinson asked if the state regulates winnings. If so, does it compete with
 the state lottery. He also asked if there were requirements for the machine
 vendors. Mr. Lorge to find out and report back for the next meeting.




# 618960 Economic Development Commission meeting minutes April 17, 2024
 Ms. Rumsley inquired how regulations would impact Village Inn? The proposal
 stipulates that a user must be a customer of the restaurant or bar – no walk-ins;
 but that would be difficult to enforce.

 An attorney representing Skokie’s Chamber of Commerce offered his strong
 support and cautioned the Village to take the necessary time to get it right – not
 like Morton Grove or Niles where they allow 4-5 gaming machines in small
 storefronts selling liquor only.

 Mr. Levinson asked about any police input. There has been no increase in crime
 or petty outbursts according to Mr. Lorge when he conferred with other
 communities.

 Chairman Rosen inquired what the next steps would be if the EDC and the Skokie
 Chamber of Commerce voted favorably to move forward. Mr. Lorge asked for a
 very informal straw poll of the interest from the commission. Of the members
 present, 6 were in favor of endorsing the proposal outlined in Corporation
 Counsel’s memo. Steve Franklin would endorse with further revisions. Marc
 Battista abstained. Brian Levinson would support it. Jeremy Gleason asked Diana
 if there was any concern about consumers boycotting her establishment for
 having them. She responded that the surrounds are 6 ft tall and the locations are
 tucked away in the back but it could happen. No commissioner voted against it. A
 target date could be for a June Village Board agenda.

 Brian Levinson asked how long before it can “go live”. As soon as a build-out is
 complete, the vendor payment of the $5,000 application fee, the state & Village
 licenses, a state inspection and camera regulations are met.

 The 2 Chamber of Commerce representatives left the meeting at 9:35 AM.


(V) NEW BUSINESS
 a. ISTP Update
 As Barbara Carley was not in attendance, the update has been postponed to the
 next meeting.


(VI) COMMUNICATIONS
 a. Village Staff
 Carol talked about the next Skokie event – Track the Torch in time for the
 Olympics.

 Johanna spoke of the Old Orchard area projects moving forward. Applications will
 be coming in June or July for the residential campus at the mall; the construction
 project for the Portland Cement site – (The Henry); and the Zeller project turning
 from offices to residential.

 It is a tough time for small developers and land owners now with interest rates.
 Materials and construction costs make it challenging to go higher than 5 stories
 and parking regulations make it difficult too. It was suggested that incentives could


# 618960 Economic Development Commission meeting minutes April 17, 2024
 be discussed at a future Village Board meeting for going higher and building
 smaller units.

 b. EDC Members
 Steve Franklin asked about the news that Oberweis declared Chapter 11
 Bankruptcy.

 Brian Levinson inquired about an estimate of new housing within the next 5 years.
 Approximately about 500-2,000 units are expected.

 Chairman Rosen asked for a hotel update. Mr. Lorge stated that the Village is not
 a direct player other than the TIF funding. It is an unusual situation – the
 investment and financing company are not going into foreclosure action. The
 general contractor locked the project up with high fees and costs. They are out of
 Iowa working with local sub-contractors. The general contractor, the sub-
 contractor and finance companies are forced into mediation. The Legal Dept is
 securing the site and building.

 Ms. Nyden offered that there is deep interest in a downtown Skokie hotel and as
 soon as the court issues are settled, a hotel is the only purpose for that site.


(VI) ADJOURNMENT
 Chairman Rosen adjourned the meeting at 9:50 AM.




 Respectfully submitted,
 Marlene Bargamian,
 Administrative Assistant




# 618960 Economic Development Commission meeting minutes April 17, 2024
Memorandum
Community Development Department, Economic Vitality Division
To: Economic Development Commission

From: Rod Tonelli, Economic Vitality Manager
 Johanna Nyden, Community Development Director

Date: May 10, 2024

SUBJECT: Economic Vitality Strategy Update

Now that we have the full Economic Vitality in staff in place, we are excited to move forward
with the update of the Village’s Economic Vitality Strategy. As you are aware, the last
Economic Development Strategy was finalized in 2017 and outlined a three-year plan and action
agenda. Since then, the economic and business landscape has continued to evolve at a rapid
pace, fueled by such factors as e-commerce, technological innovations, remote work and other
impacts of the pandemic. The update of the Village’s Economic Vitality Strategy is an
opportunity to build upon the prior strategies championed by the Economic Development
Commission and adopt new strategies based on the current and future economic landscapes.

The Economic Vitality Strategy is an economic development action plan for all of Skokie.
Developing it requires the input and involvement not just of the Village (elected officials,
commissioners and staff) but also our partners and stakeholders that make-up the economic
development ecosystem in Skokie. As we begin to develop the scope and process that we will
deploy to perform the update, staff is recommending the following guiding tenets:

 1. To incorporate data to the greatest extent possible into our understanding and analysis of
 each strategic area, initiative, and action;
 2. To have a robust engagement plan that will collect information and ideas from a diverse
 set of community partners and stakeholders;
 3. To engage subject matter experts within each strategy area we explore;
 4. To ensure that the resulting strategies are not only actionable, but measurable by adopted
 key performance indicators;
 5. That the resulting strategies align with and strengthen other Village initiatives for land
 use, sustainability, equity, diversity and capital investment.

The Economic Development Commission will serve as the core of the Advisory Committee for
the update process and establish the vision and goals of the plan. The committee should also
include representatives who will be critical to support the analysis, engagement, and strategy
development by serving as a core leadership group and sounding board. Working subgroups will
engage to workshop, brainstorm, and ideate within each key strategy area. The EDC/Advisory
Committee will receive and review working group output to prioritize strategies, measure
alignment with our vision and goals, and to synthesize the output into an actionable plan for bold
and innovative initiatives. Under the guidance of the EDC, the Village’s EV staff will manage
the overall process. The Village has budgeted funds to support the update of the Economic


Document Number: 619422 1
Vitality Strategy. Staff recommends these funds be used to retain technical experts/consultants
to perform specific tasks or analysis within key strategic areas.




Document Number: 619422 2
 Village of Skokie
Economic Development Commission




 Targeted Economic Development
 Strategy & Action Agenda
 2017‐2020
 Welcome
Since its inception in 2013, the Village of Skokie Economic Development Commission has been a
critical resource for elected officials, Village staff, Skokie businesses, and the region. This is
especially true given the fact that Skokie and Chicagoland have positively and collectively
transitioned out of one of the most difficult economic periods in nearly 100 years. As a key
objective, the Commission began to develop the 2017‐2020 Village of Skokie Targeted Economic
Strategy & Action Agenda in 2015.

The Economic Development Commission, staff, and community members have spent hundreds
of hours and made significant effort to create this document. The tenets of the strategy are
based on a number of best practices from a broad base of communities throughout the region
and the U.S. In addition, specific practices were recommended as they were deemed relevant
for Skokie. The Targeted Economic Development Strategy & Action Agenda is meant to be the
foundation and focus towards the future for the Village in attempting to maximize new and
existing opportunities to their highest and most worthwhile potential. In addition, the Village of
Skokie Targeted Economic Development Strategy & Action Agenda is inclusive and appreciates
and embraces the community as a whole while recognizing the human, financial, institutional,
and social impacts of the economic vitality of the Village overall.

It is important to note that the Targeted Economic Development Strategy & Action Agenda will
never be finished or final. This is a living, breathing document which will change and evolve over
time. What may be relevant today may be irrelevant tomorrow. Instantaneous information and
economic transformation through technology and innovation will continue to shape the future in
ways we can’t even imagine today. Thus, changes must be embraced in order to be as proactive
and responsive as possible. The Village of Skokie’s first ever Targeted Economic Development
Strategy & Action Agenda attempts to do just that, focus the Village’s collective economic
development efforts and actions towards the future in a proactive and meaningful way.

Sincerely,




John T. Lockerby
Village Manager
 Table of Contents
Mission Statement 4
Purpose Statement 5
Process 6
Skokie’s Position 7
 Key Indicators 10
 Major Strengths / Major Opportunities 10
 Major Challenges and Threats 11
Economic Goals 12
Economic Impact Scenarios 13
Strategic Objectives 14
 Business Development 16
 Retail, Commercial, and Service Sector 16
 Primary Commercial Corridors 16
 Secondary Commercial Districts 17
 Downtown Skokie 18
 Illinois Science + Tech Park 19
 Skokie NorthShore University Hospital / HealthSystem 19
 Industrial Sector 20
 Manufacturing Zone Districts 20
 Permitting Process 20
 Infrastructure & Amenities 21
 Municipal Revenue Enhancement 22
 Boost Spending 22
 State of Illinois Funding 22
 Assessment Practices 22
 Partnerships 23
 Incentives and Toolbox 23
 Employment Growth / Workforce Development 24
 Employment Center Desirability 24
 Securing Employment and Employees 24
 Partnerships & Needs Assessment 25
 Marketing and Community Branding 26
 Skokie Differentiators 26
 Key Business Sectors 26
 Relationships 26
 Neighborhood Branding 27
 Tools 27
About The Skokie Economic Development Commission 28
Acknowledgements 29
 Mission Statement
The Village of Skokie offers a strong and traditional live/work/play/learn environment as well as
an emerging center for business attraction, expansion, and start‐ups. Skokie’s citizenry prides
itself on its ethnic diversity, an evolving commercial and industrial base, world‐class shopping,
experiential entertainment and dining options, quality municipal services, as well as award
winning schools, library and park system. Skokie also is recognized as an emerging center for
regional science and technology development and deployment.

Skokie is unique among Chicago area suburbs in its economic diversity which includes
businesses from all sizes (small to large), and locations from homegrown to multinational firms
which are primarily represented in the following sectors: retail trade, professional services,
health care, industrial and manufacturing operations, and scientific and research.




 4
 Purpose Statement
The purpose of the Skokie Targeted Economic Development Strategy & Action Agenda is multifaceted,
and includes, but is not limited to, the following:

  Encompasses a range of disciplines including physical planning, economics, financial
 planning and marketing;
  Focuses on enhancing competitiveness, increasing sustainable growth and ensuring that
 growth is inclusive;
  Provides a directed set of activities and research to be undertaken by Village staff and the
 Skokie Economic Development Commission which support existing and ongoing Village
 economic development efforts/programs;
  Provides rationale for local government, the private and non‐profit sectors, and community
 members to work together to improve the local economy in an innovative and targeted
 manner; and
  Seeks to leverage strengths, overcome weaknesses, exploit opportunities, and diminish
 threats to the Village as a vital and viable Chicagoland municipality.




 5
 Process
The following summarizes the Economic Development Commission and staff’s research, workshops,
training, subcommittees and activities to date which supported the development of the Skokie
Targeted Economic Development Strategy & Action Agenda.

2015 Village Economic Development (ED) staff presented and the Economic
 Development Commission analyzed & participated in the following:
  Current economic/demographic conditions/tapestry segmentation for Village of
 Skokie;
  Business development trends (retention, expansion, entrepreneurial
 development, business attraction, clusters, etc.); and
  Workforce development (regional and local) programs;
  Workshop facilitated by Commission member Michael Rosen and ED staff to
 determine Strengths, Weaknesses, Opportunities, and Threats (SWOT) for
 establishing goals and objectives, break‐out group sessions, and wrap‐up
 conclusions/next steps for draft Strategy; and
  Subcommittees were created and the Village Manager assigned selected Village
 staff members to assist the subcommittees in developing key objectives for the
 Strategy.

2016 Economic Development Commission subcommittees met several times with Village staff
 and presented their findings and recommendations at an evening workshop in February.
 Village ED staff developed a strategy outline in March while the preliminary Targeted
 Economic Development Strategy was presented in May. Final review of the Targeted
 Economic Development Strategy & Action Agenda was completed in September with
 minimal proposed edits offered by Commission members.

2017 The Economic Development Commission received additional points from ED staff
 for the Marketing and Community Branding portion of the Strategy and approved their
 inclusion. Village staff and the Commission Chair and Vice Chair reviewed the final
 Targeted Economic Development Strategy & Action Agenda and provided input on
 the presentation to Board of Trustees. Subcommittees continue to meet in order to
 further their work into actionable items and tasks.




 6
 Skokie’s Position*




* Source: U.S. Census Bureau, Census 2010 Summary File Esri forecasts for 2017 and 2022. Esri converted Census 2000 data
into 2010 geography. Five‐mile radius from the intersection of Dempster Street and Skokie Boulevard.



 7
 Skokie’s Position
 Recent Rankings and Accolades:

  Ranked 6th In Top 23 Chicagoland Core Mall Markets
 (Westfield Old Orchard) Retail Sales Growth (Melaniphy &
 Associates 2017 Retail Sales Report)
 Key Skokie Indicators – 2017 and
  Ranked 7th Among the Top 20 Chicagoland Suburbs in
 2022 Projections* Retail Sales (Melaniphy & Associates 2017 Retail Sales
 2017 2022 Report)
 Stein’s “Law,” named after
 Demographics  Ranked in Top 8 Best Places to Buy Home (Crain’s
 economist Herb Stein  Chicagowho coined
 Business, 2017)
  Population 65,485 66,196
 “If something cannot go on
  Ranked in Top 10 Best Neighborhoods and Suburbs
  Households 23,895 24,032
  Average Household 2.74
 forever,  it will stop.”
 2.74
 (Chicago Magazine, 2017)

  Size  Ranked 8th in Highest Median Home Price of Top 20
  Median Age 43.7 44.2 Wealthiest Midwest Communities in U.S. (> 65,000
 pop.)(Nerdwallet.com‐2016)
 Financial
  Median Household $76,916 $83,881  Ranked 7th in Highest Median Income of Top 20
  Income Wealthiest Midwest Communities in U.S. (> 65,000
  Per Capita Income $37,404 $41,596 pop.)(Nerdwallet.com‐2016)
  Median Home Value $332,548 $371,282
  Ranked 12th in Top 50 Suburbs for Education in
  Average Household $102,549 $114,315 America (Movoto Real estate, 2014)
  Income
  Ranked as one of Top 100 Most Livable Cities in the
 U.S. (Livability.com, 2013)

  First U.S. community to have nationally accredited
 Fire, Police, and Public Works Departments



* Source: U.S. Census Bureau, Census 2010 Summary File Esri forecasts for 2017 and 2022. Esri converted Census
2000 data into 2010 geography.

 8
 Skokie’s Position

 Ideal Mix of Job per Resident is .50
 Skokie’s Diverse,
 Talented, and Robust
 Economic Base – Business
 & Employment Data* Skokie’s Job per Resident is .63




 = Jobs for Residents, Brings Workers
 From Other Communities, Spend
 More in Skokie, Supports Skokie
 Businesses




 3,198
 Businesses



 41,440
 Employees

 Skokie’s
 Daytime
 Population Is
 74,735




* Source: U.S. Census Bureau, Census 2010 Summary File Esri forecasts for 2017 and 2022. Esri converted Census 2000 data
into 2010 geography.



 9
 Skokie’s Position
Major Strengths (*)

 Advantageous location within Metropolitan Chicago (proximity to O’Hare, City of Chicago, I‐94)
 Award‐winning municipal services, schools, library, and park systems
 Dense market trade area
 Diversified local economy/business base
 Educated/quality/diverse labor supply
 Established and reliable infrastructure to serve business needs
 Exceptional quality of life
 Superior transportation network (includes regional trail system, public transit, and direct
  interstate highway access)
 Varied business/industrial zoning and land uses

Major Opportunities(*)

 Availability of land/buildings for a wide array of commercial real estate purposes
 Continued growth of retail trade
 Growth of Skokie Hospital/medical services expansion
 Illinois Science + Technology Park/availability of wet lab space
 Large‐scale residential growth potential (includes renovation of existing housing stock)
 Retention and expansion of Westfield Old Orchard
 Variety of commercial corridors and shopping centers




(*) Major Strengths and Opportunities not listed by priority, but alphabetical order.
 10
 Skokie’s Position
Major Challenges and Threats(*)

 Aging infrastructure, industrial and commercial buildings and housing stock
 Competitive disadvantage when compared to newer industrial parks
 Decrease of manufacturing tax base and shift to service‐oriented employment
 Lack of significant ‘millennial’ population and place making for attracting ‘millennials’
 Limited, land‐locked growth potential
 Property tax burdens and disparities within Skokie
 State, county assessment and local tax impacts on business




 Stein’s “Law,” named after
 economist Herb Stein, states that,
 “If something cannot go on
 forever, it will stop.”


(*) Major Challenges and Threats not listed by priority, but alphabetical order.




 11
 Economic Goals
The key Economic Goals (*) for the Village are stated, but not limited to, the following:

 Continue to capitalize on strengths and determine key economic development niches for ongoing
  and future branding;
 Ensure highest and best use of existing properties as well as provide stewardship for creative
  redevelopment opportunities and highest return on investment for the Village;
 Incorporate the Targeted Economic Development Strategy & Action Agenda into the Village’s
  Comprehensive Plan;
 Preserve and expand employment opportunities and improve the quality of the local workforce;
 Preserve and expand municipal revenue sources to cover the costs of services and increase
  quality of life within Village; and
 Retain/expand existing and attract new commercial, industrial, retail, research, and supportive
  entities.




  (*) Key Economic Goals are not listed by priority, but alphabetical order.

 12
  Economic Impact Scenarios
  Jobs created or retained have a varying degree of impact throughout the local, regional, state, and
  U.S. economies. As a widely recognized tool to assess how each job “ripples” throughout the
  community, it is standard practice for economic development organizations to utilize one of two
  economic impact models. The following assessment is from the IMPLAN model, one of these tools.
  The following scenarios assume that 100 jobs will either be created or retained in the Village of
  Skokie for each sector, while 35% of those jobs will be filled by Skokie residents.

  For purposes of definition, direct jobs are only those 100 actual jobs created or retained by sector,
  while indirect jobs are those additional supplier jobs which are derived from the direct activity, and
  induced jobs are those additional jobs which support both the direct and indirect jobs. Local tax
  revenues only include the sales, income, and property taxes generated by all jobs and economic
  output. Total personal income is calculated from the total amount of payroll overall (direct, indirect
  & Induced) as is the value of the total economic output realized throughout the region.


 Economic Impacts Scenario Per 100 DIRECT Jobs In Skokie By Sector

 Bioscience Healthcare Professional Business Education Manufactur Retail Food &
 Services Mgmt. ‐ing Hospitality


Indirect 34 39 39 30 31 25 27 26

Induced 90 70 65 68 61 57 38 35

Total Jobs 224 209 204 198 192 182 165 161

Total 480 448 437 424 410 389 354 345
Residents
Supported

Total $25.77 $12.22 $11.23 $12.04 $10.84 $9.78 $6.71 $6.26
Personal
Income
(Millions)

Total $29.670 $27.81 $30.84 $27.91 $22.93 $24.32 $17.40 $18.42
Economic
Output
(Millions)
Local Tax $665,570 $448,690 $471,387 $451,917 $436,976 $471,807 $353,813 $361,120
Revenues



 Source: Village of Skokie, August 1, 2017.




 13
 Strategic Objectives
The key Strategic Objectives (*) for the Village are stated, but not limited to, the following:

 Attract external investment (from regional, national, and international sources);
 Continue to examine Village‐wide challenges and address deficiencies where possible;
 Continue to explore ‘best practices’ among peer communities with active economic development
  programs and initiatives in order to create ‘benchmarks’ and potentially amend the existing Village
  Targeted Economic Development Strategy & Action Agenda when warranted;
 Encourage investment of more private and public dollars into hard (physical) infrastructure as well as
  soft infrastructure (including educational and workforce development, institutional support systems,
  and regulatory issues);
 Encourage the formation of new enterprises via entrepreneurial support;
 Ensure that the local investment climate is functional for all kinds of businesses (e.g., creating a
  superior ‘environment for investment’);
 Seek a broader variety of businesses to expand in or be attracted to, Skokie;
 Strengthen commercial corridors and improve overall appearance of neighborhood business districts;
 Support newly emerging businesses;
 Support small, medium, and large‐sized enterprises;
 Support the growth of impactful and fledgling businesses, specifically with regard to innovative,
  higher‐paying, and clean industries;
 Target certain groups which might be considered disadvantaged for business assistance and
  workforce development; and
 Target particular areas of the Village for regeneration or growth (establish area‐based initiatives) for
  business retention and expansion purposes.




(*) Strategic Objectives are not listed by priority, but alphabetical order.

 14
 Strategic Objectives

The Targeted Economic Development Strategy & Action Agenda covers
  four (4) distinct areas and includes recommended items which are
 deemed to be critical to advancing the specific targeted objectives.




 Business Development Municipal Revenue Expansion


 Skokie Targeted
 Economic Development
 Strategy & Action
 Agenda

  Employment Growth & Marketing & Community
 Workforce Branding




 15
 Strategic Objectives
 Business Development
Retail, Commercial and Service Sector

1. Support continued growth/expansion of primary commercial corridors
 (Westfield Old Orchard, East and West Touhy Avenue corridors, and the
 Dempster Street shopping districts) as well as office uses proximate to these
 thoroughfares.

Recommended Action Items (*):
a.  Encourage increased retail, residential, entertainment, and employment growth near and
 within the Westfield Old Orchard Shopping Center via outreach to existing property owners
 and retention of consultants as needed to engage national and regional tenants to the area;
b. Enhance business to business product and service access via expanded network of supplier
 information (e.g., Chamber linkages);
c.  Investigate cross‐promotion of successful retail/commercial districts in order to ‘widen the
 desirability area’ and encourage increased investment;
d. Review potential costs and resources required for Skokie‐wide Wi‐Fi access in primary
 commercial corridors; and
e. Village “portal” for building permits, inspections, applicant access, and Village staff technical
 support.




(*) Recommended Action Items are not listed by priority, but alphabetical order.
 16
 Strategic Objectives
 Business Development
Retail, Commercial and Service Sector

2. Support continued improvement of secondary/neighborhood commercial
 districts (Church Street, Main Street, Oakton Street, Crawford Avenue, Skokie
 Boulevard, Howard Street, etc.).

Recommended Action Items (*):
a.  Assess former neighborhood shopping districts to determine if zoning and land use changes
 might be warranted;
b.  Be small business‐friendly;
c.  Conduct study/survey of existing and successful neighborhood shopping districts in and outside
 of Skokie to create better understanding of needs/wants in these locales, and potentially refine
 strategies designed to attract and keep businesses in these areas;
d.  Consider establishing ‘demonstration projects’ to expand the land use possibilities in these
 areas;
e.  Enforce Village codes regarding blight, vacancies and violations (prior to spending funds to
 market these areas), and examine existing ordinances to confirm best approach to addressing
 blight and vacancies in these areas;
f.  Expand Village commercial rehabilitation assistance to areas outside of Tax Increment Finance
 (TIF) Districts;
g.  Limit the impact of assessment reductions for ongoing vacant properties that in turn prevents
 or hinders the reuse or redevelopment of those properties; and
h.  Work with property owners and Cook County to examine why some properties have
 experienced higher assessment values in declining areas.




(*) Recommended Action Items are not listed by priority, but alphabetical order.


 17
 Strategic Objectives
 Business Development
Retail, Commercial and Service Sector

3. Support continued redevelopment and improvement of Downtown Skokie.

Recommended Action Items (*):
a.  Create task force (or other appropriate committee/group) to evaluate Downtown potential,
 including “New Urbanism” approaches, destination attractions, priority Tax Increment Finance
 (TIF) projects, competitive disadvantages related to restaurant/bars, patron and employee
 parking needs, ways to encourage existing property owners to invest in vacant and
 deteriorating structures, and potential for placing moratorium on certain types of businesses in
 order to diversify Downtown offerings, etc.;
b.  Create task force to study the potential for a Downtown Skokie hotel and support uses;
c.  Focus on redevelopment of remaining prime parcels for mixed‐use, commercial, and residential
 uses creating more pedestrian activity, workday population, sales tax collections and overall
 return on investment potential along Oakton Street, Lincoln Avenue, and Skokie Boulevard; and
d.  Limit the impact of assessment reductions for ongoing vacant properties that in turn prevents
 or hinders the reuse or redevelopment of those properties; and
e.  Work with property owners and Cook County to examine why some properties have
 experienced higher assessment values in declining areas.




(*) Recommended Action Items are not listed by priority, but alphabetical order.
 18
 Strategic Objectives
 Business Development
Retail, Commercial and Service Sector

4. Support continued expansion/improvement of the Illinois Science +
 Technology Park (ISTP).

Recommended Action Items (*):
a.  Continue to be proactive with Oakton Community College, Northwestern University, and the
 University of Chicago (partner of NorthShore University HealthSystem) to create a stronger
 university/college presence within or proximate to the ISTP;
b.  Engage existing tenant businesses (including NorthShore University HealthSystem),
 international and headquarter companies to become familiar with spatial and technical needs
 and to better anticipate future growth plans;
c.  Review the original Master Plan for the ISTP, update where necessary, and develop approach to
 the 8030 Lamon Avenue Building, vacant parcels, parking, and target development within the
 ISTP;
d.  Seek additional global and domestic linkages to higher education, foundations, research labs,
 etc; and
e.  Work closely with ISTP owner American Landmark Properties to further enhance the tech
 park’s reach beyond its borders as well as to enact a stronger connection to Downtown Skokie
 merchants and residents (including physical markers in and around entrances to enhance
 visibility and public awareness at ISTP).

5. Support continued growth of Skokie Hospital/NorthShore University
 HealthSystem as part of an expanded technology and medical services district
 within Skokie.

Recommended Action Items (*):
a.  Explore EB‐5 Visa Program or other such mechanisms for potential funding/investment in a
 Skokie Technology/Medical District and/or other appropriate ventures; and
b.  Investigate the possibility of working with local banks to create a consortium to provide better
 financing capabilities for an expanded Skokie Technology/Medical District.

(*) Recommended Action Items are not listed by priority, but alphabetical order.



 19
 Strategic Objectives
 Business Development
Industrial Sector

1. Create clear demarcation of specific manufacturing‐zoned districts and
 develop remedial plans for each identified area (e.g., establish a
 comprehensive “Industrial Zones Strategy”).

Recommended Action Items (*):
a.  Assess infrastructure needs and what improvements are still needed to incorporate into the
 Village’s Capital Improvements Plan for each identified area;
b.  Assess potential manufacturing zone/district incentives to enhance competitiveness of these
 areas;
c.  Create inventory of all building stock (‘shovel‐ready’ and other) and parcels as part of a
 database or “Property Bank” for potential assembly by Village or private partners (via possible
 CoStar or other similar provider); and
d.  Investigate the possibility of working with local banks to evaluate financial needs and
 potentially provide financing for specific construction/renovation projects.

2. Determine whether Village permitting processes can be streamlined for
 industrial and/or larger users.

Recommended Action Items (*):
a.  Investigate existing building departamental systems and work with staff to improve response
 time as well as increase transparency for applicants; and
b.  Research other communities to obtain and potentially adopt certain ‘best practices’ in this
 area.



(*) Recommended Action Items are not listed by priority, but alphabetical order.

 20
 Strategic Objectives
 Business Development
Industrial Sector

3. Evaluate need for and review potential costs and resources required for
 Skokie‐wide Wi‐Fi access in industrial areas.

Recommended Action Items (*):
a.  Incorporate definitive costs for such improvement in upcoming capital improvement plans; and
b.  Research ‘best practices’ in other communities and produce potential plan for upgrades.

4. Prepare infrastructure and amenities (e.g., nearby restaurants, fitness centers,
 daycare centers, etc.) plan geared specifically towards existing and potential
 new industrial users.

Recommended Action Items (*):
a.  Consider establishing special incentive areas to encourage more direct transactions with other
 local suppliers/purchasers;
b.  Establish ‘one‐stop shop’ for talent access and skill‐set needs via Village resources and local
 employment training organizations;
c.  Expand Village business to business opportunity network between industrial and commercial
 users;
d.  Identify and pursue new Federal, State and County grants for infrastructure upgrades
 throughout the industrial areas; and
e.  Utilize Skokie Chamber of Commerce T‐100 Group as a resource to attract more Village
 manufacturing companies to join together (e.g., help to create local manufacturer’s association
 as Chamber affiliate).




(*) Recommended Action Items are not listed by priority, but alphabetical order.



 21
 Strategic Objectives
 Municipal Revenue Enhancement
1. Focus on undertakings which boost spending, wages and overall investment in
 the Village.

Recommended Action Items (*):
a.  Explore additional ways to create and support a fiscally sound business environment that
 benefits residents, businesses and the region; and
b.  Review elements of the Comprehensive Plan of Skokie, Illinois from a financial investment and
 revenue‐generating perspective.


2. Investigate ways to further limit the impact of reduced State of Illinois funding
 over the short and long‐term.

Recommended Action Items (*):
a.  Assess existing policies and examine ‘best practices’ to develop meaningful solutions to this
 ongoing problem; and
b.  Identify additional funding mechanisms and incentives to address local revenue shortfalls
 resulting from stalled or reduced State of Illinois funding.


3. Work with Niles Township and Cook County officials to address prohibitive or
 disparate assessment practices for commercial properties.

Recommended Action Items (*):
a.  Continue outreach to new and current legislators/Township and County officials to present
 Village concerns about local property tax assessment disparities; and
b.  Prepare data which supports the findings of disparity and/or overassessment of specific
 properties or commercial areas in general.


(*) Recommended Action Items are not listed by priority, but alphabetical order.
 22
 Strategic Objectives
 Municipal Revenue Enhancement
4. Continue to strengthen partnerships with local universities, health care
 providers, life science industries, major financial institutions, and other
 governments to help build productive alliances in the short and long‐term.

Recommended Action Items (*):
a.  Continue to support, advertise, and attend industry workshops, seminars, symposiums, &
 conferences, hosted in Skokie as well as within the region to expand Skokie’s network of
 influence; and
b.  Prepare targeted list of existing organizations, companies, and other governments, and set up
 direct meetings with as many officials as possible annually.

5. Develop expanded incentive ‘toolbox’ including the use of public/private
 partnerships in a more aggressive fashion (Tax Increment Financing, County
 property tax assessment reduction programs, EB‐5 Visas, Special Service
 Agreements, Small Business Administration grants/loans, etc.).

Recommended Action Items (*):
a.  Prepare detailed evaluation of various incentive tools and their applicability to achieving Village
 objectives with an eye towards expanding the use of certain programs; and
b.  Update Village website describing said tools including successful examples of where they have
 been utilized.




(*) Recommended Action Items are not listed by priority, but alphabetical order.


 23
 Strategic Objectives
 Employment Growth & Workforce
1. Increase the desirability of Skokie as an employment center, serve the local
 and regional business community, retain and attract talented new workers,
 raise the quality of life, and enhance the Village’s position of supporting job
 creation, expansion and workforce development.

Recommended Action Items (*):
a.  Analyze local labor market to identify issues affecting the development of effective educational
 and training programs;
b.  Assess skill gaps and relevancy of program content to employer needs;
c.  Research approaches to enhance worker skills and support local businesses to increase the
 likelihood that residents and workers will contribute to the local economy; and
d.  Strengthen partnerships with educational institutions, employers, and State and Local
 workforce agencies.

2. Ensure that Village and its partners are equipped to assist both residents and
 businesses in securing employment/employees.

Recommended Action Items (*):
a.  Identify relevant networks of job creators, providers, trainers, and placement organizations;
b.  Investigate financial/technical assistance programs (K/12 school‐to‐work, apprenticeships),
 facilitate tours between schools and businesses; adopt‐a‐classroom, business awards for
 supporting schools; and
c.  Work to achieve an “Awareness Campaign” to act as role model and reliable employment
 resource to local businesses and job‐seekers by providing streamlined guidance and support to
 both.


(*) Recommended Action Items are not listed by priority, but alphabetical order.
 24
 Strategic Objectives
 Employment Growth & Workforce
3. Strengthen partnerships and conduct needs assessments with business
 organizations, existing small, medium and large‐scale businesses, and new
 companies locating to Skokie via ongoing and newly initiated outreach.

Recommended Action Items (*):
a.  Co‐sponsor and/or help to promote traditional and “virtual” job fairs for businesses new to
 Skokie;
b.  Cultivate key employment resource partners (Oakton Community College, School District 219,
 Skokie Public Library, Chicago and Cook County Workforce Boards, Illinois Department of
 Economic Security, U.S. Small Business Administration /Department of Labor, etc.);
c.  Develop comprehensive guide/pamphlet which details information important to employers and
 job‐seekers; and
d.  Work closely with Oakton Community College’s Advisory Councils comprised of existing
 employers to ascertain specific upcoming employment needs.




(*) Recommended Action Items are not listed by priority, but alphabetical order.


 25
 Strategic Objectives
 Marketing & Community Branding
1. Establish a better understanding of how to differentiate Skokie from
 neighboring towns or similar locales in terms of niche & comparative
 marketing & community branding.

Recommended Action Items (*):
a.  Engage a consultant to analyze Skokie peer communities and advise on appropriate niche focus
 for Skokie. (Note: as an alternate Action Item, Village staff could determine peer communities,
 assign Economic Development Commission members with one of the communities to research
 and log their insights on a pre‐developed form that would ensure consistent reporting); and
b.  Host brainstorming session with the Economic Development Commission on Skokie’s possible
 market niche relative to peer communities.

2. Determine key business sectors and/or targets (e.g., healthcare, life sciences,
 entrepreneurial activities, manufacturing, professional services,
 retail/restaurants, arts/entertainment) to attract to the Village.

Recommended Action Items (*):
a.  Develop survey for EDC members to use to gather insights from local and/or regional business
 community for marketing purposes; and
b.  Investigate best methods for reaching out to above identified industries (e.g., direct approach,
 trade association memberships, conferences, etc.).

3. Facilitate stronger relationships with regional and national site
 selection/business location specialists to broaden connections with them in
 today’s competitive world of online search and marketing practices.


(*) Recommended Action Items are not listed by priority, but alphabetical order.
 26
 Strategic Objectives
 Marketing & Community Branding
4. Explore neighborhood specific branding plans which may also correspond to
 proximate commercial districts (e.g., Andersonville (Chicago), Central Street
 (Evanston), Dempster Street (Morton Grove).

Recommended Action Items (*):
a.  Develop ‘demonstration project’ action plan that includes, but is not limited to, enlisting
 appropriate Village departments for ‘housekeeping’ and enforcement issues relative to
 branding/showcasing the area, recruiting the support/input of neighborhood advisors, securing
 possible designs for identification signage and other branding, etc.; and
b.  Identify commercial districts for potential demonstration projects based on geography, visibility,
 neighborhood resources, and more.


5. Establish other specialized marketing campaigns for appropriate goals and
 objectives.

Recommended Action Items (*):
a.  Determine whether specific ‘landmark’ signage opportunities exist within the Village; if so,
 develop cohesive plan for consistent design, size, etc.; and
b.  Explore options for continued economic growth in light of reduced consumer reliance on
 physical stores and more on e‐commerce, seeking national models and strategies.

6. Enhance the Village’s ability to identify/follow up on leads and encourage
 more industry queries via the potential development of a quality Customer
 Relationship Management database.

7. Work with professional website developers retained by the Village to facilitate
 new online marketing and business development components in order to
 strengthen the Village’s digital identity and presence.



(*) Recommended Action Items are not listed by priority, but alphabetical order.



 27
 About The Skokie Economic
 Development Commission
The Skokie Economic Development Commission is committed to the continued growth of industrial
and commercial developments in the Village. As a working Commission, it provides input from all
aspects of the Skokie business community. In an advisory capacity, this Commission made up of
Skokie business members provides a sounding board, researching and analyzing issues affecting the
quality of life in our Village. It is a resource for elected officials and staff to explore new economic
development ideas and changes to Village policies. This Commission may consider and introduce
new economic development ideas for consideration to elected officials and staff.

The primary duties of the EDC include:
 Provide input on matters to facilitate sound economic growth and business development.
 Examine opportunities for fostering an attractive economic climate within the Village with
 respect to both existing and potential new organizations.
 Recommend additional steps and measures to promote economic growth by retaining
 businesses and attracting new commerce and industry.
 Collaborate with Village elected officials and staff to realize appropriate goals and objectives
 relating to sound business policies, an increased tax base, and increased employment
 opportunities.
 Feature a business each meeting as part of its business retention program to educate the
 community about the business and to recognize the contribution the business has made to
 Skokie.
 Interact with other commissions on matters of joint interest or initiatives.




 28
 Acknowledgements
The following individuals are to be commended for their tireless efforts and strong consensus for
the creation of Skokie’s first Targeted Economic Development Strategy and Action Agenda for 2017‐
2020.

Village of Skokie Economic Development Commission:
Shalom Klein, Chair ‐ Vice President, MK&A, Ltd.
Howard Meyer, Vice Chair – Executive Director, Skokie Chamber of Commerce
Karen Gray‐Keeler – Village of Skokie Trustee
David Putrus – Vice President, First Bank & Trust
Billy Haido – IT Consultant, Strategic Consulting Partners
Michael Halliburton MAI, Real Estate Appraiser
Colette Hands – Assoc. V.P. of Continuing Education, Training, and Workforce Development,
 Oakton Community College District
David Jacobsen – Founder, Chicago Jewish Funerals
Serge Khalimsky – General Manager, Westfield Old Orchard
Karim Lakhani – Assistant Director of Operations, Lakhani Hospitality Group
Ross Mathee – Branch President / Regional Director, NorthShore Community Bank & Trust
Randy Miles – Owner, Village Inn Pizzeria, Sports Bar and Grill
Erica Croan Minchella – Attorney at Law, Minchella & Associates
Kristen Murtos – President, Skokie Hospital / NorthShore University HealthSystem
Sacha Patera, PhD. – Senior Manager, Director Corporate Relations, Dartmouth College
Bradley Rosen – Writer/Analyst, Wolters Kluwer Legal & Regulatory
Michael Rosen – Managing Director, Rosen Bioscience Strategies
Edwin Vdovets – Principal, Keeler Real Estate, LLC

Village of Skokie Staff:
John Lockerby – Village Manager
Michael Lorge – Corporation Counsel
Len Becker – Economic Development Manager
Leslie Murphy – Economic Development Specialist
Pete Peyer – Community Development Director
Max Slankard – Public Works Director
Ann Tennes – Marketing and Communications Director
Tom Thompson – Economic Development Coordinator (retired)
George VanGeem – Finance Director (retired)

 29
 Council‐Manager Government
  Mayor Manager
  George Van Dusen John T. Lockerby


  Clerk Counsel
  Pramod C. Shah Michael M. Lorge


  Trustees
  Michele L. Bromberg
  Karen Gray‐Keeler
  Ralph Klein
  Randall E. Roberts
  Edie Sue Sutker
  Ilonka Ulrich


 Village of Skokie Awards and Distinctions
 All‐America City Finalist
 American Public Works Association (APWA) Accreditation
 Commission on Accreditation for Law Enforcement Agencies (CALEA)
 Commission on Fire Accreditation International (CFAI)
 Gold Level Clean Air Counts Community
 Governor’s Hometown Award
 Government Finance Officers Association Budget Award
Government Finance Officers Association Certificate of Achievement for Excellence in Financial
 Reporting
 Illinois Law Enforcement Accreditation (ILEAP)
 Insurance Services Office (ISO) Class One Fire Department
 State of Illinois Certified Health Department
 Tree City U.S.A. Designation

Economic Development Commission Meeting Minutes
 Date: May 15, 2024


EDC MEMBERS PRESENT: Howard Meyer, Vice-Chair,
 Barbara Carley Steve Franklin,
 Jeremy Gleason, Brian Levinson


EDC MEMBERS ABSENT: Michael Rosen, Chair,
 Alexis Barbour, Marc Battista,
 Scott Gendell,


STAFF PRESENT: Michael Lorge, Corporation Counsel
 Johanna Nyden, Community Dev. Director,
 Rod Tonelli, Economic Vitality Manager,
 Marlene Bargamian, Administrative Asst.


(I) CALL TO ORDER
 A quorum being present, Vice-Chair Meyer called the meeting to order at 8:45 AM.

(II) APPROVAL OF MEETING MINUTES FROM APRIL 17, 2024
 A motion was made to accept the draft minutes of the April 17, 2024 meeting. The
 motion passed by unanimous voice vote.

(III) INTRODUCTIONS
 Members gave short introductions. Howard Meyer chaired this meeting in Michael
 Rosen’s absence.

(IV) OLD BUSINESS
 a. Economic Vitality Strategy Update
 Rod Tonelli distributed and summarized the Economic Development Strategy
 Update process for the group. The last time this was done was 2017 and quite a
 lot has changed. There has been an explosion of small business development
 since COVID. He requested members of the Economic Commission to serve as
 liaisons from July through November in 4 groups strategies; business attraction
 & retention, small business development & entrepreneurship, talent attraction
 & workforce development, visitor attraction, and art, culture, & entertainment.
 They would come back together by the end of the year to review and formalize
 actionable and measurable findings for Village Board adoption in Spring 2025.

 Steve Franklin was wondering if Skokie’s policies and procedures are too slow
 and cumbersome to stay competitive when compared with how fast new
 businesses and restaurants open in other nearby communities.


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#619533 – Economic Development Commission Meeting Minutes – May 15, 2024
 Barbara Carley wants to see engagement with consultants, developers and
 brokers and suggested offering a concentration of activities to identify what we
 have and what types of businesses Skokie wants.

 Howard Meyer stated that Old Orchard has a new manager; inquiry should be
 made as to how they recruit for new businesses.

 Rod also spoke of the efforts to revitalize the Main Street corridor. He said that
 you need to start out with lower tier places to fill the vacancies first and then
 move on from there. Ms. Carley agreed.

 Steve Franklin mentioned the many major buildings that are “ghosts” like the
 Bank of America locations. Mr. Meyer added that the Economic Development
 plan is offsetting with Cook County’s plan of giving incentives for keeping
 properties vacant. He cited a scenario: if a business gets money to remodel and
 then doesn’t get enough funding to operate and has to close, a new business
 comes in and gets new money again.

 Brian Levinson and Barbara Carly added that flexibility needs to be built into
 zoning because you don’t know what something will turn into in 30 years. It
 needs to be re-worked to make new businesses function in older spaces.

 b. Business District Litter Management Plan
 CD Director Nyden brought up the discussion from December. Howard Meyer
 allocated it as a future agenda item to discuss plastic bag bans. Lisa
 Sanzenbacher could give a presentation. She also mentioned that Illinois is
 moving to ban styrofoam next year.

(V) NEW BUSINESS
 a. Skokie Green Business Program
 Lisa Sanzenbacher, Village Sustainability Coordinator, updated the group about
 the anti-litter pledge for businesses. Carol is working on a “Shop Small – Think
 Big” program.

 Lisa also spoke about the Village’s monetary support to economic development
 and the need to reduce greenhouse gases to be carbon neutral by 2050. Green
 Business Programs are not new but new for Skokie. It doesn’t need to be a
 certification program but rather a checklist. It should be easy, not financially or
 time crippling. A first step would be to create a task force of volunteers who
 would target 20 small businesses to help work through the checklist. Training
 of volunteers could take place in June; completing checklist items from July to
 November; with public recognition at the end of November.

 Barbara added that we should coordinate with local utility companies to find
 ways to be “greener” like a voluntary energy assessment that would analyze
 utility usage. She also mentioned a recognition of “greenest business of the
 year”. Lisa has already reached out to Nicor and ComED.

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#619533 – Economic Development Commission Meeting Minutes – May 15, 2024
 Mr. Meyer offered that businesses are changing the way they operate. Dunkin
 Donuts is slowly moving away from plastics which are so bad for the cleaning
 systems. He also mentioned that Skokie should take the lead to make cigarette
 butts bio-degradable.

 b. ISTP Update
 Barbara mentioned that “Out of Space” tickets are on sale for July 26 -28
 before leaving the meeting at 9:56 AM.

(VI) COMMUNICATIONS
 a. Village Staff
 After Memorial Day, the car shows and Wednesdays on the Green returns.

(VI) ADJOURNMENT
 Vice-Chair Meyer adjourned the meeting at 10:00 AM.



 Respectfully submitted,
 Marlene Bargamian,
 Administrative Assistant




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#619533 – Economic Development Commission Meeting Minutes – May 15, 2024