A closer look at the Economic Strategy Commission, civic engagement, and what it reveals about the gap between civic participation and power in Northbrook.
This is Part I of a two-part series. Part I gets underneath the history and trajectory of the Economic Strategy Commission. Part II evaluates the Hometown Coffee deal. As with each of the pieces in this space, the goal is to get it right and not to be right. If there are inaccuracies or misinterpretations of the public record, please let me know.
In Northbrook, serving on a Village commission is widely seen as the proper way to begin civic engagement—almost a prerequisite for being taken seriously. It’s a proving ground: a place to “do the work” before seeking office or weighing in more broadly. That expectation is reinforced during election season, where candidates without prior commission experience are often criticized—especially by those aligned with the Northbrook Caucus—as lacking credibility or commitment. There is a process, and this kind of service is clearly valued above all else.
Given that expectation—and the high volume of vacancies and commissioners whose appointments come up this month—I wanted to better understand what kind of experience residents actually have when they step up to serve. What I found was both confounding and disheartening: an A-team of Northbrook professionals asked to help solve a pressing problem—then largely sidelined, and now at risk of fading out entirely. How can something that’s supposed to be a meaningful path toward civic leadership end up feeling like more like a symbolic gesture than a genuine opportunity to contribute? I’d like to believe I just happened to focus on the one commission where things went sideways—but when even the most capable outside experts are sidelined, it raises a deeper question: how much is outside expertise truly valued?
Nowhere is that question more pressing than in the conversation around economic growth—especially in the wake of Northbrook Court’s decline and the $3 million in annual sales tax revenue it once delivered. The future of Downtown Northbrook, in particular, remains a lightning rod for debate—and a place where expectations have far outpaced progress.
Northbrook participated in the National Community Survey™ (NCS) in late 2023 to assess community livability and resident satisfaction. The survey, conducted among a representative sample of 677 residents with a 4% margin of error, aimed to capture how people experience life in Northbrook—not just as a place they live, but as one they choose to call home. Among the many findings in that survey, the vibrancy of downtown was rated positively by just 35% of respondents—well below the national benchmark.
The Caucus slate also made downtown a central theme of their campaign (alongside some rather dubious claims about sales tax performance):
A Reimagined Downtown: Building a more vibrant downtown is underway. Our goals are to attract the right investments so that residents have a downtown that is full of fun places to eat, great retail, and things to do. With a phase one of new streetscaping, a new Hometown Coffee & Juice, and a bike and pedestrian pathway extension down Shermer Rd. from Willow Rd into downtown.
We also plan to:
- Kick off a new Downtown Master Plan with an urban planner and public input.
- Roll out new economic incentives for existing and small businesses.
- Improve both parking and wayfinding signage.
- Create additional events with partners in order to attract more downtown foot traffic.
- Look for new opportunities to improve density so that our downtown has more daily foot traffic.
- Consider developing a non-profit to focus on the needs of downtown—events, marketing, and volunteers.
- Continue to work closely with downtown businesses and the Chamber to monitor impact and needs.
These are ambitious goals—especially given how physically constrained downtown Northbrook is. Train tracks run directly through the center. A large park sits mostly empty, offering no commercial value. School-related traffic chokes access during peak hours. Parking is limited. And unlike neighboring communities, Northbrook’s downtown is not a natural destination.
But as a central campaign promise—one backed by a Board in which every member either ran or unconditionally endorsed those who did—it now carries a clear mandate. There is no room for anything less than full accountability and visible results.
That led me to the commission tasked with advising the Board on this initiative.
“This board created, through the leadership of the president, an Economic Strategy Commission—the purpose of which was to look at a number of different business focus areas and more specifically the downtown area and what we want it to be.”
That framing, offered during a Village Board presentation on November 12, 2024, accompanied an agenda item titled: “A presentation on the history, status, and next steps of the Village of Northbrook Economic Strategy for downtown”. The stated purpose was to share the Economic Strategy Commission (ESC) formation, the recommendations it developed, and the steps taken to date—along with what might come next.
The presentation included several initiatives in motion: a $1.75 million streetscape project along Shermer and Meadow; a proposal for a professional urban design firm; and continued discussion around enabling walkable, higher-density residential development downtown.
It also introduced the potential of a tiered business incentive concept to encourage investment—from small “boosts” under $10K to major reinvestments of $150K or more. The final slide listed a series of next steps, one of which was to “consistently engage with the ESC on the economic strategy,” through future memos, presentations, or meetings. Another was a request to refer the topic to the Committee of the Whole for continued discussion.
During discussion, the Village President stated that this was the fourth meeting (later corrected to fifth) where the downtown strategy had been discussed. She asked that the ESC review the incentive ideas presented and return to the Committee of the Whole (COTW) with feedback and recommendations. (Note that, as of five months later, it still hadn’t made it onto a COTW agenda). She also noted that $7 million had been allocated for additional streetscape improvements in FY27–30, in addition to the $1.75 million already underway. Trustees expressed broad support and emphasized the important role the ESC had played—and would continue to play—in shaping this work.
It is worth noting that the topic immediately following this presentation was the Board’s highly controversial decision to grant a $1.5 million loan to Hometown Coffee. We will return to that in Part II, but it is helpful context for understanding the timing and significance of the presentation.
The ESC’s influence seems abundantly evident throughout the presentation. The presentation echoed themes from the August 27 Board meeting—the first time the Hometown topic surfaced publicly—though this time with a more formal framing and broader strategy context.
At that meeting, the Village President called the ESC a “breath of fresh air,” recalling how the Village had dissolved the former Economic Development Commission and replaced it in 2022 with the ESC—a citizen-led body made up entirely of business professionals, with no representation from the Village Board. It was a notable endorsement, further suggesting that the commission had played a pivotal advisory role in one of Northbrook’s most consequential issues in years. In retrospect, though, it’s hard not to wonder whether that praise was a reflection of real influence—or a convenient narrative meant to deflect scrutiny and project consensus.
The reality behind that narrative—what actually unfolded for the ESC—deserves a closer look. Because while the group did produce a timely, detailed set of recommendations, it was met with long stretches of silence, layers of procedural red tape, and minimal engagement from the very Board it was meant to advise.
While I was not able to locate a formal Board vote to establish the commission, the earliest public mention I found appears in the November 29, 2022 Village Board meeting. During that meeting, the Village President responded to a resident’s comment about the need for more development in Northbrook by stating that there was “one more space on our newly formed Economic Strategy Commission” and encouraged the resident to reach out about getting involved. She made the same suggestion to the next resident, who also spoke in favor of stronger development. Neither resident was ultimately appointed to the commission.
On the Village website, the charter of the ESC is described as follows:
The Economic Strategy Commission shall act in an advisory capacity to the Village President and Board of Trustees. It shall:
- Within parameters authorized by the board of trustees, review and recommend additional steps and measures deemed appropriate to the accomplishment of sound economic growth and a harmonious environment, retention of existing business, and attraction of new business.
- Focus on business recruitment efforts by understanding sales tax leakage, Northbrook’s consumer base, building vacancy, and targeted solutions.
- Focus on business retention efforts by understanding which business sectors are poised for growth and identifying partners and infrastructure necessary for growth.
- Conduct economic analysis of when and at what level incentives should be used for recruitment and retention. The Commission should understand when economic incentives are available to the Village and identify additional tools, if any, which should be considered.
- Develop templates to report to the Board of Trustees regarding economic industry trends and their future impact on Northbrook.
- Discuss Village reputation/image, marketing and branding efforts in relation to the business community and residents.
- Within parameters authorized by the board of trustees, the commission may, at its own initiative, engage in specific activities beyond the scope of those listed above.”
The ESC held its first meeting in January 2023. The Village Manager outlined its purpose as a body focused on long-range strategic thinking related to economic growth, downtown redevelopment, business attraction, and incentive policy. From the beginning, the commission was encouraged to think broadly and offer high-level recommendations that could shape the Village’s future direction. These meetings were not recorded, so the narrative that follows is pieced together primarily through meeting minutes (which we know can be incomplete—so take that for what it’s worth).
The group came together quickly and included two prominent commercial developers, a senior real estate executive at a national retailer, and other professionals with real estate, planning, and investment experience. They moved with speed and seriousness. Within three meetings, the ESC produced a comprehensive set of draft recommendations focused on the Meadow Shopping Plaza and Pop-up Patch (aka the Heitman properties)—two centrally located parcels they viewed as the cornerstone of any viable downtown revitalization. Central to those recommendations was the idea that the Village itself should consider purchasing the properties.
On April 26, 2023, the ESC finalized a memo to the Village Board with ten detailed recommendations, including:
- Village acquisition or purchase option of the Heitman properties to catalyze redevelopment.
- Rezoning to allow high-density mixed-use development by right.
- Implementation of a shared parking strategy to support flexible land use.
- Permit and fee waivers to attract restaurants and experiential businesses.
- Recognition that traditional retail is in long-term decline.
- Proactive zoning reform to reduce entitlement delays and signal investment-readiness.
- Retaining an urban design firm to guide public infrastructure and placemaking.
- Promoting diverse housing types and ownership models.
- Launching downtown events and programming as an economic development tool.
- Using public-private funding mechanisms, such as TIFs and SSAs.
Their tone was clear: the Village could no longer wait for the market to fix downtown. Without decisive municipal leadership—including the possibility of acquiring key parcels—redevelopment would remain elusive. At that same meeting, though it didn’t make the final list of recommendations, one commissioner floated a bold idea: a land swap between the Village and the Park District involving the Green Acres property and the Village Green. It didn’t move forward, but it reflected the kind of creative, big-picture thinking this group brought to the table—and with the benefit of hindsight, it’s easy to imagine the Board wishing it had taken a closer look, even if it might never have proven feasible.
The memo needed to make its way through the Village’s internal process—staff input, legal review, and administrative routing—so it wasn’t transmitted to the Village Board until more than five weeks later, in June 2023. At their June meeting, commissioners asked whether there had been any feedback. At that point, there was none. And unbeknownst to the group at the time, they would not hear from the Village Board until May 2024.
Perhaps as a quiet signal of that frustration, commissioners in July 2023 asked whether a Village Trustee could attend an upcoming meeting. The response laid bare how structurally disconnected the ESC was from the Board. Commissioners were reminded that they had no designated trustee liaison—staff served as the intermediary. The chair of the Planning and Economic Development Committee could potentially be invited, but only after the ESC formally clarified the purpose of the invitation. Staff offered to draft a letter, but cautioned that the Board was busy with Northbrook Court matters and that a response might not be prompt.
The level of red tape had to be frustrating for people accustomed to making things happen in the business world.
In the end, whether a formal request was made or not, no trustee attended a meeting in 2023. Despite being created to advise the Board, the ESC was struggling to do so.
Their list of recommendations finally landed on a Committee of the Whole agenda on November 14, 2023—close to six months after their memo had been delivered to the Board.
The first two items on that agenda were the 2023 Property Tax Levy and revisions to Chapter 2 of the Northbrook Municipal Code. The ESC memo appeared third, listed as: Discussion on the Economic Strategy Commission’s Memo Regarding Downtown Development Strategies.
However, as the meeting minutes reflect, any actual discussion would be delayed further:
Due to time constraint, President Ciesla stated that a lot of ideas came forth from the Economic Strategy Commission and she would like staff to review the items and present a recommendation for Board consideration as part of the upcoming budget process and then schedule a meeting with the Economic Strategy Commission to talk about their thoughts and feedback. Manager Pavlicek stated that she will incorporate it into the budgetary process and provide a preview for a recommendation for a joint conversation timed with the FY24/25 budget which is considered in the March/April 2024.
At the next ESC meeting in February 2024—over a year since their first session—the frustration was palpable.
The Chair asked the Village Manager to clarify the duties and responsibilities of the Economic Strategy Commission. The response was that the ESC is meant to provide a long-term strategic voice to the Board. The Chair noted that members felt they had brought substantial ideas and expertise to the table, and that the lack of response to their recommendations—submitted more than eight months earlier—felt dismissive. Others agreed, stating this was not their experience in other communities. They did not feel like their talents were being properly utilized. One member observed that the Village suffered from what felt like an overly bureaucratic culture.
The Village Manager tried to offer context: the Board was navigating a two-year budget process due in just a few weeks, a complete overhaul of the zoning code, planning for three new municipal facilities, and several development-related matters. We also know that Northbrook Court and Green Acres were both high on the Board’s agenda at the time. In short, the Board’s plate was full. And as I’ve said before in this space, the trustees are quasi-volunteers with demanding day jobs—this isn’t their full-time responsibility. But that reality doesn’t excuse wasting the time of highly qualified residents who stepped up in good faith to contribute.
She also shared that she did not believe the Board would support purchasing the Heitman properties, largely due to the Village’s unresolved ownership of the Grainger site. There were also environmental challenges that would need to be addressed before any residential redevelopment could proceed.
So there the ESC stood in February 2024: more than a year into their work, having taken their charter seriously and submitted timely, substantive recommendations—now being told their ideas hadn’t made it to the front burner, and that their top recommendation was unlikely to gain traction.
Their frustration was justified.
Still, they agreed to move forward with a joint meeting with the Board, scheduled for May 29, 2024. They canceled their planned March and April meetings—perhaps concluding that further discussion wasn’t worthwhile until their time and input were taken seriously.
On March 1, 2024, the Village Manager—ahead of the upcoming FY’25 budget cycle—sent a memo to the Board titled “Downtown Northbrook Economic Incentives.” The memo framed Village staff’s opinion on each of the ten recommendations from the ESC’s April 2023 memo and concluded with this line:
“The FY 2025 Municipal Budget as presented does not include an appropriation of funds for specific items identified by the ESC.”
At the March 12 Administration & Finance Committee meeting—an annual session primarily focused on reviewing the proposed budget—the Board reviewed key considerations, goals, and objectives for the upcoming fiscal year. These included:
- Economic development – Northbrook Court
- Communications – rollout of the new Zoning Code
- Organizational capacity – Community Survey follow-up and a new HR division
- Vibrant and inclusive community – Climate Action Plan, affordable housing, identity/branding
- Safe community – emergency preparedness, Public Works, IT
The ESC’s recommendations were mentioned, but no specific funds were allocated to advance them. Instead, the Board agreed to revisit the topic during its upcoming joint meeting with the ESC in May.
That joint meeting was held May 29. Noticeably absent were the ESC Chair and the two commercial developers who had helped shape the group’s early direction—though the other five members were present. The Village President began by outlining five major initiatives already underway: Northbrook Court, elimination of the 1% grocery tax (and the potential revenue shortfalls that could follow), replacement of Fire Station #11, replacement of the Police Station, and a new Fleet Garage.
Still, as the minutes reflect, she acknowledged that “the downtown area needs attention.”
Regarding Recommendation #1—purchasing the Heitman property—there was a fair amount of discussion. Commissioners noted that leases were not being renewed and that remediation for environmental issues caused by the former dry cleaner was in progress. The Village Manager shared that multiple developers had toured the site over the past three years, and she believed the market would eventually bring forward a residential proposal, likely asking for five stories or more. The takeaway was clear: the Board wasn’t ready to consider acquiring the Heitman property.
For what it is worth, I have heard differing reports about what the leading bidder for the property intends to do—hearing from some that they intend to redevelop for residential and from others that the intent is to keep the site largely intact as a shopping center. I am happy to update this with details from anyone who is closer to what is happening. I think most agree the easier sale is the one for a lower sales but more certainty of execution by keeping the site largely intact. The sale to anyone daring bolder redevelopment will be a riskier sale.
One exchange stood out—especially in the context of the Hometown Coffee discussion, which I’ll cover in Part II. The Village Manager noted that it’s increasingly common for restaurants to request economic incentives to locate in a community. One ESC commissioner pushed back, stating plainly that the Village needs to support its existing restaurants before offering incentives to new ones.
On that last note, the Board would surely remind us that the Village is investing $1.75 million in streetscaping along Shermer—specifically to allow Oliverii, Landmark, and Eataco to have permanent year-round outdoor seating. While that’s true and I expect the final product to be beautiful (though we were more than a little bummed to see all the trees cut down as a first step), it’s equally true that these restaurants already have outdoor seating during the periods they need it most. The new enhancements don’t actually expand their footprint—it’s essentially the same space they’re using now under the temporary setup. So, while the streetscape will absolutely be more attractive, the actual economic value for those businesses is limited to the handful of days when it’s warm enough for outdoor dining outside the typical seasonal window. Whether they’ll be able to staff up and capitalize on those fringe days is unclear. But even if they can, the revenue impact is likely quite modest.
In the end, the Village President said the ESC had given the Board “a lot to consider.” She directed staff to begin preparing paperwork for a Food and Beverage Tax, outline a timeline for implementation, and provide a plan for how the revenue would be used. She also supported hiring a design firm to focus on downtown, exploring the idea of a nonprofit for downtown programming, and visiting models from other communities—both Chamber-led and independent—to see what might work in Northbrook.
Not all of the ESC’s recommendations were discussed during the meeting, but the President concluded by stating that roughly 50% of the group’s ideas were in process, in some form or fashion.
After the joint meeting, the ESC met once more in 2024—at their November meeting. Two members, including the Chair, were absent. The meeting lasted fifty minutes and reads more like a status update following the Village Board’s November vote to approve the Hometown agreement. I’ve heard the ESC met again in March 2025, but no record of that meeting appears on the Village website, so I can’t speak to what was discussed.
As of now, the Village website shows the ESC with two vacancies—including the Chair position. Four members’ terms expire this month, and three others are listed as serving through April 2026 (though one was just elected to the Village Board and will presumably step down). Given the experience they’ve had over the past two years, it’s hard to imagine the four members with expiring terms opting to return. If none do, that would leave the ESC with just two members and six vacancies. And if any potential appointees take a moment to investigate how this commission has operated, it’s equally hard to imagine them signing up.
This isn’t about any one meeting or individual. It’s about what happened over time. I am not presuming root cause and do firmly believe that everyone involved has positive intent. What we do know is a commission was asked to think big and provide guidance. They did. Their recommendations were thoughtful, timely, and rooted in real experience. And when the Village finally acted, it touted the commission’s involvement—despite that experience telling a very different story.
This does not bode well for attracting talented residents to participate in future Village commissions. The community is already deeply fractured from the recent election, with little indication that healing those divisions is any kind of priority for the current Board. It’s hard to imagine anyone stepping forward to fill open seats—especially if they take a moment to examine how the last two years played out for the members of this supposedly key commission. And under the Village’s current unwritten rules, where commission service is expected before a trustee run, that shrinking pool will only further limit the pipeline of future leadership.
In Part II, I’ll turn to the Village’s decision to incentivize Hometown Coffee to come to Northbrook. In many ways and in stark contrast to the approach with the ESC, it appears to me as a bold and proactive step—one that signaled a clear willingness to invest in downtown revitalization. But perfect is rarely on the menu in municipal government and even sound decisions come with complications, and this one is no exception. The process behind it raises questions, the communication around it was uneven, and the ripple effects—particularly for existing businesses—are worth exploring.