Airport Advisory Board

DEKALB TAYLOR MUNICIPAL AIRPORT AIRPORT ADVISORY BOARD MINUTES June 27, 2017 Chairman Owens called the meeting to order at 7:14pm Roll Call: Robert Owens, Bernie Pupino, Jim Rhoades, Matt Duffy, Paul Borek, Ryan James and Gary Hanson. Guests: Duane Brown - DeKalb resident and Bessie Chronopoulos former DeKalb Mayor. APPROVAL OF AGENDA – Motion by Jim Rhoades, seconded by Bernie Pupino. Motion passed. PUBLIC PARTICIPATION – DeKalb resident Duane Brown asked the Airport Advisory Board about building a new hangar for the proposed STEM Learning Center in DeKalb and also about selling bonds to build new hangars. The Airport Advisory Board will discuss these items. APPROVAL OF MINUTES – Motion by Paul Borek, seconded by Bernie Pupino. Motion passed. OLD BUSINESS – None NEW BUSINESS - The presentation about the DeKalb County Economic Development study from Melissa Henriksen – Research Associate for the Center for Governmental Studies at Northern Illinois University, had to be cancelled. Ms. Henriksen had car troubles and was not able to attend the meeting. The Airport Advisory Board (AAB) discussed what the presentation was going to be about and how to incorporate the airport in all the economic development literature in the county. The AAB also discussed how to educate the general public what the airport does for the community and the region. Further discussion is needed. Airport Managers Report – Airport Manager Tom Cleveland discussed airport development and airport marketing with the AAB. The jet fuel incentive program is going well. The jet fuel sales were up to 3 times of what the City sells normally. Jet owner/operators are purchasing the biggest percentage of jet fuel. The jet fuel daily price update website www.flydkb.com is getting more and more hits on the web. City Council approved World Fuel/Ascent Aviation Group to be the supplier of aviation fuels for 3 years for the City of DeKalb/ DeKalb Taylor Municipal Airport (DTMA). The City of DeKalb has chosen Crawford Murphy and Tilly, Inc. for their Airport Consultant Engineers for 5 years. Airport Advisory Board members Robert Owens and Bernie Pupino were on the selection committee. This item will be on the July 10, 2017 City Council Agenda. The Oshkosh Air Venture air show was discussed. Numerous air travelers stop at DTMA for fuel on their way to and from the Oshkosh Air Venture air show. The DeKalb Flight Center has a daily cook-out for these air travelers prior, during and after the airshow dates. In 2016, the DeKalb Flight Center sold 3 times the amount of 100 octane fuel that they normally sell during the month of July. Airport Manager Tom Cleveland invited all of the AAB members to come to the airport anytime during the dates he specified to see all the aircraft and to talk to the Oshkosh Air Venture pilots and passengers that are on their way to and from Oshkosh, Meeting adjourned – Motion by Jim Rhoades, seconded by Matt Duffy. Motion passed. Meeting adjourned – 8:05pm Minutes submitted by Airport Manager – Tom Cleveland Minutes approved - August 22, 2017 June 27, 2017  DeKalb County Thriving! Visioning Framework-Inclusive, Input gathering  DeKalb County Community Foundation Funding Opportunities (county and community level)  Countywide action plan, not the County plan  Road map to create DeKalb County’s economic future; enhance eligibility for federal, state, and local funding sources such as CEDS  DCEDC, with partners, will help implement strategies and actions established  Roles and responsibilities  DeKalb County Economic Development Planning Committee  Steering Committee helping to guide the process (partner organizations) 2 Cooperation and collaboration among all communities in the county is a must; need a shared vision. DeKalb County’s location in terms of proximity to the Chicago MSA, and access to Chicago and smaller regional cities via highway, rail and the airport is a strong asset for economic growth. Higher education is an asset in the County for job creation, workforce development, access to talented, skilled workers, life-long learning, arts, culture and sports activities, and entrepreneurial resources. Available land and buildings make DeKalb County attractive to investors and businesses (potential and current). Manufacturing and high-tech firms are underrepresented industries/businesses in DeKalb County; need to understand why these businesses, and others choose not to expand or locate in the county. Strategic action planning is needed to set a collective direction; must be action-oriented, have accountability, and have both short and long-term goals that are measurable and involve countywide partners. 3 Survey Results of EDC Members:  Identifying strategic and measurable goals that promote DeKalb County as a destination for businesses to locate  The development of clear well-defined goals with action items that can be quickly deployed with accountability  Government agencies working together to attract quality businesses and living-wage jobs  Three strong businesses move into the area  Creating TIFs and redeveloping blighted areas with a focus on high crime rate neighborhoods by the University  Strong marketing of county wide sites, not just DeKalb-Sycamore  Research/Tech Park Initiated - Insightful Labor Market Study (including students) completed/initiated;  A defined, shared marketing story to share  Major new business expansion or attraction using the new Enterprise Zone  Others? 4  Session I. Economic Climate, Stakeholder Feedback, and Vision for the Future (April 2017)  Economic climate of DeKalb County  Review of stakeholder feedback  Exploration and identification of the county’s desired future conditions as individuals and as a group.  Session II. Environmental Scan & Assessment of Strengths, Weaknesses and Opportunities (May 2017)  Identification of the internal factors inhibiting the achievement of the future vision.  A review of external factors in the environment that can impact the success of countywide activities both negatively and positively.  Session III. Goal Identification and Classification and Prioritization of Goals (June 2017)  Collaborative establishment of strategic goals and objectives necessary to achieve the future vision. Goals will range from ST, simple objectives to LT complex goals.  Collaborative classification of complexity and priorities.  Creating the plan  After the planning sessions are complete, CGS is meeting with DCEDC on July 10 for action planning.  The plan will include priorities, responsibilities, timelines, and performance measures. Draft will be shared with Planning committee for feedback before being finalized.  All countywide partners and communities will have collective responsibility for moving beyond vision to action. 5 Community Development Economic Development Business Development Industry Development 6  Legend DeKalb Region Chicago MSA 7   50.8% of employees in DeKalb County are residents  Additional 23.2% of employees live in adjoining counties  20.2% of employees live in Cook/Will/DuPage counties  However, the size of these counties would cause them to overwhelm the local/immediate regional data  Chicago MSA will be used as a reference region for data comparisons, but not for the cluster analysis. Data source: U.S. Census Bureau, OnTheMap 8  DeKalb Workers’ Residence Count Share DeKalb County 16,305 50.8% DeKalb Residents' Employment Kane County 2,387 7.4 Count Share Cook County 2,129 6.6 DeKalb County 16,305 39.9% DuPage County 1,171 3.6 Kane County 6,602 16.1 Ogle County 1,136 3.5 Cook County 3,967 9.7 LaSalle County 1,109 3.5 DuPage County 3,450 8.4 Winnebago County 1,029 3.2 Winnebago County 1,871 4.6 Kendall County 974 3.0 9 Data Source: U.S. Census Bureau, OnTheMap and LEHD Origin-Destination Employment Statistics. 6/27/2017 10  2014 Employment Cluster Name County Region Total, All Industries 28,412 543,034 Public and Private Education Sector, Incl. NIU & K-12 7,692 61,523 Distribution and Electronic Commerce 2,122 33,175 Criteria: Business Services 585 20,894 Plastics 505 9,952  Higher than average Automotive 495 11,829 concentration Marketing, Design, and Publishing 470 3,712  Employment growth Production Technology and Heavy Machinery 435 13,750 Construction Products and Services 430 4,475  Growth is higher than Information Technology and Analytical Instruments 410 3,906 nation for that industry Upstream Metal Manufacturing 350 3,498  Growing concentration Metalworking Technology 260 11,025 Downstream Chemical Products 245 4,118  Wages above average Food Processing and Manufacturing 205 8,741 Printing Services 145 6,413 Downstream Metal Products 90 3,438 Livestock Processing 60 2,950 Insurance Services 40 3,793 11 Data Sources: U.S. Cluster Mapping Project, http://clustermapping.us; U.S. Census Bureau, OnTheMap.  18,000 16,000 14,000 2000 2010 2015 12,000 10,000 8,000 6,000 4,000 2,000 0 Under 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+ 5 Years Years Years Years Years Years Years Years Years Years Years Years Years Years Years Years Years Years 12 Data Source: U.S. Census Bureau.  If you left the county tomorrow, and didn’t return for 10-15 years, what do you think you’ll see, or what do you hope you’ll see, when you return? 13  What is an issue you think the county should focus on in the next 12 months? 14 Focus on strengths and the positive of the county and tell a positive story Need to chart a course through productive and efficient planning and implement it All communities in the county need to work together through partnership and collaboration Infrastructure awareness and modernization are a must to attract businesses Expand markets in the areas of manufacturing, healthcare, and technology, and tourism (sports) Public safety and the perception of safety are issues Residential growth with a diversity of housing options are needed 15  Strengths, Weaknesses, Opportunities, Threats  The first two letters in the acronym, S (Strengths) and W (Weaknesses), often refer to internal factors such as:  Financial resources, such as funding, sources of income and investment opportunities  Physical resources, such as your company's location, facilities and equipment  Human resources, such as employees, volunteers and target audiences  Access to natural resources, trademarks, patents and copyrights  The second two letters in the acronym, O (Opportunities) and T (Threats) often refer to external factors such as:  Economic trends, such as local, national and international financial trends  Funding, such as donations, legislature and other sources  Demographics, such as age, race, gender and culture  Political, environmental and economic regulations 16  Collaboration  Transportation network (Rail,  Education airport, I-88) - NIU, Kishwaukee College, - K-12  Housing/Cost of Housing  Extraordinarily good farmland  Existing employers  People  Enterprise Zone  Proximity to Chicago (O’Hare), Elburn  Shabbona State Park  Social Service community  Egyptian Theater  Record of innovation, creativity, forward thinking  Convocation Center  Fiber optics  Healthcare system  Diversity  Recreation and trails 17  Promotion of NIU strengths/assets  NIU/Kishwaukee College (Young workforce)  Fiber optics  Parks (Shabbona, etc.)  Diversity (age/talent/etc.)  Commuter rail proximity to Elburn  Agriculture  Airport  Transportation  Globalization of region  Housing  Philanthropy  Tourism (arts & sports)  Civic collaboration  Convocation Center  Land available with industrial  Research/technology development infrastructure  Healthcare  Rockford and Chicago regions  E-commerce  Quality of life consistent measures  Enterprise Zone  Arts/entertainment/cultural assets  Potential land development  Leadership and business succession planning 18  Short-term goals are those goals that could or should be completed or substantially underway within two fiscal years.  Long-term goals are those goals that will take three plus years to be substantially underway or complete.  Complex goals are goals that required extraordinary resources, specialists, funding, or the agreement of outside organizations or agencies.  Routine goals (not simple), are goals that could be accomplished upon unilateral decision of the Planning Committee and within present budget allocations or with minor revenue enhancements or reallocations. 19  Online survey designed to produce the consensus ranking of short (ST)- and long-term (LT) goals. Some goals are very closely ranked.  41 respondents  The online survey reflected the goals statements the group developed  Routine, ST Complex, LT Routine and LT Complex  Asked group to select the personal priority ranking number for each goal, when compared to others in the same category (i.e., prioritize all ST Complex against one another, prioritize all LT Routine against one another, and so on).  Results: 4-Number 1 goals, 4-Number 2 goals, etc.  In the next slides, included suggestions from Thriving! participants where they fit. 20  Goal 1: Target industries, identify collaborative partnerships and market the county and  Thriving! Suggestions:  Publicize how businesses can benefit from the County’s Enterprise Zone designation and other incentives  Identify and address barriers to business growth and economic diversification in all communities. Create training modules that address business planning, financial planning, expansion, succession, marketing, and others useful topics.  Facilitate business access to local, state, and federal programs to improve their competitiveness.  Help smaller communities determine if businesses such as grocery stores, pharmacies, and other retail are viable and create a plan to recruit needed services.  Goal 2: Coordinate planning between NIU and local/county political bodies. This could include creating a process for linking NIU and other anchor events to increase timely awareness, collaboration and mutual benefit.  Thriving! Suggestions:  Create or enhance a County-wide asset inventory that is updated annually. It could include community anchor institutions, businesses, natural resources, etc.  Help communities and NIU, Kishwaukee College, and other training/education organizations connect to create a robust County-wide network. These entities are knowledgeable about entrepreneurship, innovation, business and marketing, and other areas of benefit to communities and businesses of all sizes. 21  Goal 1: Change the narrative of what makes DeKalb County unique. Develop “the DeKalb County Experience,” using a unified branding of what we are good at and what we want to be. May include marketing for tourism (recreational, distillery, wine, and sports).  Develop or enhance a comprehensive County-wide tourism campaign that highlights attractions such as natural amenities and agri-toursim (e.g., wine, whiskey, and beer tours).  Help communities enhance their economic development opportunities by collaborating with each other for tourism related activities.  Create or enhance the County’s online presence for topics that affect all communities such as zoning, taxes, transportation, etc. This could be a place where studies, press releases, opinion pieces, hot topics, questions, and blogs are shared.  Goal 2: Make local government more “business-friendly” with less unnecessary regulation, including modernizing codes to allow redevelopment as matter of right.  Streamline and update policy and permit application processes to ensure new and expanding businesses have a clear path for moving forward.  Consistently enforce building and zoning codes throughout the County and communicate why decisions are made (e.g., agriculture zoning and boundary agreements) and the financial and non-financial impacts. 22  Goal 1: Research Technology Park including locations, models and research and development including engaging students.  Thriving! Suggestions  Support entrepreneurial opportunities in technology, local foods production and processing, and in the arts.  Explore locations currently available, including near campus, for technology and research park.  High speed fiber optics accessible throughout County.  Goal: 2 Review consolidation/duplication of efforts in services, resources, administration, etc.  Thriving! Suggestions:  Help communities plan for growth including how to pursue new funding sources for infrastructure replacement or expansion, e.g., new water tower or sewer system.  Create a learning network for exchanging effective practices, celebrating successes, and sharing challenges.  Explore hiring a shared Economic/Community Developer for smaller communities. 23  Goal 1: Economic Development strategy that encompasses changes in automation, geography, workforce and the State of Illinois.  Thriving! Suggestions:  Establish a small business loan program including micro-business lending.  Develop soft skills training and outreach programs to help unemployed and under-employed workers.  Create business incubators with training focused on entrepreneurship and innovation that can be “taken on the road” to all communities and/or have locations in several communities.  Goal 2: Incorporate technology-based improvements, such as using the fiber optic network to its fullest potential, to attract technology-based businesses and develop clusters of hi-tech start-ups with a focus on interconnectivity.  Thriving! suggestions:  Support entrepreneurial opportunities in technology, local foods production and processing, and in the arts.  Facilitate access to high-speed Internet. 24  Transparent government  Higher education tradition  Resilient and robust communities  Industry and business innovation  Vitality and collective capacity for change  Imaginative leaders  Networking and connecting opportunities  Giving non-profit network 25  Once an agreed upon grid of goals and priorities is developed, the focus must move to effective approaches for implementation.  Action plans, scheduling, and structural assignments will produce the necessary levels of awareness and accountability that are necessary for success.  The project team will work with the DCEDC to help launch and frame the all important element of implementation. The project team’s efforts will be focused launching the following strategies:  Operationalizing the Goals: What does Goal X, X1, etc., really mean from a task-based or “on the ground” perspective?  Structural Assignments: What person or work group will be responsible for working on a particular goal? Who will own the goal, take steps to secure resources, carry out tasks, bring about tangible outcomes?  Scheduling: What will be the key target dates, timelines and follow-up schedules? How does this fit in with the overall schedule of needs and priorities in the County or within the project’s overall time-frame? 26 For additional information contact: Mel Henriksen Research Associate Center for Governmental Studies 815-753-0323 Mhenriksen@niu.edu 27