City Council

AGENDA Committee of the Whole Meeting City Council Retreat on the Strategic Plan Holmes Student Center - University Suite August 20, 2015 5:00 p.m. A. Roll Call B. Considerations 1. Strategic Plan. C. Public Participation D. Adjournment CITY COUNCIL RETREAT ON DEKALB’S 10-YEAR STRATEGIC PLAN August 20, 2015 INTRODUCTION The City of DeKalb is undertaking a 10-year strategic planning process to set direction for City policy, budgeting, and program development. To help inform this process, an extensive outreach effort was conducted to capture the opinions and ideas about the future of DeKalb from people who live, work, and/or learn in the city. In total, information was received by 321 people who attended a conversation cafe (including those who attended multiple conversations), 91 who completed a survey, and two additional sets of emailed comments. Northern Illinois University’s (NIU’s) Center for Governmental Studies (CGS), contracted to provide facilitation for this planning process, organized and summarized this information and provided it to City staff so they could provide additional input. The results are presented in this document and provide a discussion framework for the City Council’s strategic planning retreat. This report is organized as follows:  Process of Community Engagement  Strategic Planning Framework  Mission Statement  Core Values  Vision Statements  Strategic Goals  Next Steps  Appendix A: Themes suggested by participants in the community conversations  Appendix B: Assets identified by community conversation participants PROCESS OF COMMUNITY ENGAGEMENT The purpose of the broad-based community engagement process undertaken for this planning effort was to provide DeKalb’s City Council with:  an understanding of what people who live, work, and/or learn here think about DeKalb’s future;  issues and opportunities associated with that future;  assets on which to build; and  opportunities for residents to become more engaged with their community. Five questions were identified to obtain that information: 1. What do you think makes a city a great place in which to live? 2. Which of these qualities does DeKalb have? 3. Looking at these qualities, what can the City of DeKalb do over the next 10 years to improve your community - to make (or keep) it a great place to live? 4. How can you be more connected and engaged with your community? 2|Page  5. What are you most proud of when thinking about DeKalb? Dialogue Model These questions were posed by NIU CGS facilitators and two community volunteers who hosted small roundtable discussions around the city following a “community café” model. Community cafés offer hosted dialogues of 60-90 minutes that take place in small groups of 3-8 people. A host sets up the conversation and, for purposes of DeKalb’s discussions, worked from a short script that ensured a similar format was used across the 48 tabletop discussions. Each host captured pertinent points from his/her discussion on flipchart sheets to keep the conversation focused. These points, along with additional notes taken by NIU CGS personnel, were transcribed and incorporated into this document. Only first names were requested and the hosts emphasized that names would not be used in writing up the conversations. DeKalb’s City Manager or Assistant City Manager welcomed participants to the nine larger community conversations and stayed for the length of the event. Their opening remarks included a brief overview of the responsibilities of DeKalb City government to help focus the conversation in those areas. Participants in all of the community conversations were assured that any ideas falling outside the purview of the City would be shared with the appropriate entity. Marketing and Promotion In an effort to engage people from throughout DeKalb, these community conversations were promoted in multiple ways:  Flyers in English and Spanish were posted at 90 sites throughout the city, including public facilities (e.g., the library), grocery stores, laundromats, multi-unit residential buildings, rental offices, churches, community-based organizations, and other places with significant community traffic. Thirteen locations were identified for Spanish only posters.  A press release was prepared and sent to local media. It was picked up by the local newspapers as well as NIU media.  Radio advertisements were developed for three local stations after community feedback indicated that outreach would be more effective using that medium.  The City created a web page on its website dedicated to strategic planning. All available information about the process was posted as well as links to an online survey in English and Spanish that contained the same five questions discussed in the community cafés.  Community influencers were contacted by NIU staff regarding their willingness to “talk up” the event. The focus was primarily on communities with low income and minority residents. CGS reached out to Latino, African-American, and Asian communities as well as high school and university students. The Mayor emailed approximately 60 leaders from the nonprofit, private, faith- based, and public sectors to participate. 3|Page Community Conversation Locations Fourteen locations throughout DeKalb were used to host 15 community conversation sessions with one location used twice. These were selected in consultation with City staff and the Aldermen to ensure that each ward had at least one nearby location. Efforts were made to identify neutral settings in which people would feel comfortable sharing their candid perceptions and opinions. Each community conversation was held at a location that is ADA accessible, and transportation was available at no cost to participants. Locations included: Asian American Center of NIU First Congregational United Church of Barsema Alumni and Visitors Center Christ City Hall Hopkins Park Community Center Conexión Comunidad Northern Illinois University – DeKalb High School Holmes Student Center DeKalb Wesleyan Church Police Department New Hope Baptist Church River Heights Golf Course Faranda’s Banquet Hall St. Paul’s Episcopal Church Participants In total, 48 small group discussions were held between May 1 and July 31, 2015. People were allowed to participate in as many of these discussions as they wished, so the total of 321 participants includes an unknown number of duplicates. CGS staff who attended these discussions estimate that between 10 and 20 people attended more than one. Of the 321 participants, 260 (81%) provided demographic information about themselves. Of these 260 people, 85% self-identified as residents of the City of DeKalb. Non-residents identified 12 other communities throughout the Chicago region as their home town. Participants who identified their home wards in DeKalb were distributed as follows: Ward 1 7.0% Ward 2 14.5% Ward 3 12.0% Ward 4 9.5% Ward 5 25.0% Ward 6 < 1% Ward 7 2.0% n/a 28% Approximately 69% of the participants self-identified as Caucasian, 6% as African American/Black, 5% as Hispanic/Latino, 4% Asian, and 2% bi-racial. The remaining 14% did not provide race or ethnicity. With respect to age, of the 245 participants providing such information, 6% were 21 or younger, 25% were 22-43, 42% were 44-64, and the remaining 27% were 64 and older. 4|Page Promotional information included a website for people to access a short online survey in English and Spanish that asked the same five key questions as were posed in the conversation cafes. An additional 91 people completed an online survey. Finally, two sets of comments were provided directly to the City and were incorporated into the analysis. In total, information was received by 321 people who attended a community conversation (including those who attended multiple conversations), 91 who completed a survey, and two additional sets of emailed comments. STRATEGIC PLANNING FRAMEWORK The steps proposed to develop DeKalb’s 10-year strategic plan included the following: 1. Conduct a series of community conversations to collect information pertinent to the strategic plan from community members. 2. Using the information from the community conversations, CGS prepares a high-level draft strategic planning framework consisting of a preliminary mission, core values, vision, and strategic goals. 3. CGS works with City staff to incorporate their ideas into the strategic planning framework for presentation to City Council. 4. City Council reviews, modifies, and approves the strategic planning framework at its planning retreat. 5. The approved strategic planning framework is shared with City departments so they can translate the strategic goals into operational plans. 6. The final strategic plan, including an operational component, is presented back to City Council for review, modification, and adoption. This report represents the completion of steps 1 and 2 above. The information presented below provides DeKalb’s City Council with a draft mission statement, core values, vision, and strategic goals. 5|Page MISSION STATEMENT A mission statement is a short (typically one sentence) description of the reason an organization or program exists. It should be clear, concise, and memorable. Mission statements help guide decisions about priorities, responsibilities, and actions, and as such are at the core of a strategic plan. DeKalb currently does not have a mission statement, so the first step in strategic planning is to develop one. Looking at examples of other cities’ missions provides some guidance. Following are seven mission statements from other cities of various sizes:  It is the mission of City government to provide effective and fiscally responsible municipal services in a manner which promotes a high standard of community life.  The City partners with our community to deliver excellent service and plans for the future while preserving, protecting, and enhancing the quality of life.  The City is committed to promoting the highest quality of life for all residents by providing fiscally sound, responsive municipal services and delivering those services equitably, professionally, and with the highest degree of integrity.  To provide the highest quality of life through essential infrastructure, public safety, recreation, and welcoming growth within the constraints of fiscally responsible government.  We provide high-quality, innovative and cost-effective municipal services that enhance the lives of our citizens and the vitality of our neighborhoods and business districts through teamwork, integrity, and continuous improvement.  We provide municipal services and programs essential to a desirable community in which to live, work, and play.  The City provides quality, affordable services that ensure the health, safety, and well- being of citizens, while collaborating throughout the community to ensure its economic, social and environmental vitality. The two elements shared by all seven mission statements are that they describe the “what” and the “who” of city government: providing municipal services to promote quality of life for the community. Additional elements may further refine the “who” (for example, people who live, work, and play in the community) or emphasize an important “how” (e.g., through partnerships, fiscal responsibility, or teamwork/integrity/continuous improvement). 6|Page Three additional concepts that the City Council may wish to consider for DeKalb’s mission statement are suggested by themes from the community conversations:  The City serves people who live, work, and learn in DeKalb; and potentially those who visit the city given the interest in making DeKalb a regional destination.  Incorporate the idea of inclusiveness.  Integrate fiscal responsibility. If these three concepts were incorporated into a basic mission statement for DeKalb City government, it could look something like this: PROPOSED MISSION STATEMENT FOR DISCUSSION BY CITY COUNCIL: The mission of the City of DeKalb is to deliver high quality municipal services to those who live, work, learn in or visit our community through leadership, innovation, and fiscal responsibility to continuously improve the quality of life. CORE VALUES Core values are beliefs or convictions that guide and direct behavior and support purpose and vision. As a municipal organization, the City of DeKalb will utilize the core values to guide employees’ actions and shape the culture of city government. Below are examples of core values that other public sector organizations have used. Best practice suggests that approximately five core values is optimum. Selecting a subset of these or other core values will support and enhance the mission and vision.  Innovation  Teamwork  Integrity  Professionalism  Respect  Excellence  Trust  Results  Accountability  Customer Service  Commitment  Initiative VISION STATEMENTS Vision statements complement the mission by describing the future state of the community if the mission were fully realized. Vision statements typically have these characteristics: 7|Page   Understood and shared by members of the community  Include a diverse variety of local perspectives  Inspiring and uplifting to the audiences  Easy to communicate (length and language) Many topics or themes were identified by participants in the community conversations. These have been consolidated into the 30 themes presented in Appendix A, and have been further grouped into five proposed vision statements addressing sense of place, community vitality and a vibrant downtown, inclusiveness, accessibility, and quality, responsive services. Each proposed vision statement is presented below with a short commentary that highlights themes and ideas raised in the community conversations or suggested by City staff. Each discussion summary is followed by a set of potential strategic goals for the City Council to consider. A. Vision of a Sense of Place: DeKalb is widely regarded as a welcoming, safe, and vital city offering economic, educational, cultural, and recreational opportunities for families and residents of all ages and incomes. Commentary: Participants identified many aspects of DeKalb as assets and features about which they were proud. These are summarized in Appendix B and include:  Desirability as a community in which to live, work, and raise a family.  Blend of a small town feel and a university presence; country living but near Chicago.  Diverse, hard-working, friendly, and generous people.  A shared community value of caring and extensive network of social services.  Variety of cultural activities.  Quality educational institutions.  History and agricultural heritage.  Varied faith community.  Abundant green space, parks, and recreation. Despite these many assets, participants also described the lack of a strong sense of identity as one of DeKalb’s biggest challenges. Several factors contribute to this. One is the sense that DeKalb and NIU are separate communities, despite DeKalb’s being described as a “university town.” As one participant inquired, “Is DeKalb a university town or a community with a university in it?” Another contributing factor is that DeKalb suffers from a perception problem related to public safety, the quality of its schools, and negative incidents occurring in the past few years that have garnered media attention. It was thought that if the data were closely examined, these perceptions would be disproved. Improving the image of DeKalb to both internal and external audiences was viewed as essential to the city’s future. 8|Page Developing a city identity will help strengthen the sense of community in DeKalb. It will help bring together the city’s diverse people, rich heritage, and distinctive neighborhoods, and help bridge the disconnect - physical, visual, and behavioral - between NIU and the balance of the city. A strong city identity also will support effective placemaking (see www.placemaking.org). Placemaking leverages a community’s assets and potential to create public spaces that promote people’s health, happiness, and wellbeing. DeKalb has many existing unique assets around which “place” may be created, including its neighborhoods, NIU, the downtown, the newly expanded library, and the gateways to the east and west of the City, to name but a few. A sense of place helps foster a sense of community. Providing a broad spectrum of enjoyable activities and entertaining events is central to attracting and retaining residents and drawing visitors to the city. This is particularly true for DeKalb’s youth, who represent the future of the city. Important needs described by participants included creating gathering places that bring people together within neighborhoods and across the city and establishing destination events that keep students in DeKalb for the weekends and provide them with diversions over the summer. DeKalb has much on which to build these activities and events, including historic places, countless artistic and cultural resources offered by NIU, a newly expanded library, a system of 44 parks, and underutilized features such as the Kishwaukee River. The bikeability and walkability of the city were described as good, but improvements in their safety and connectedness could elevate them to important assets. A single online communication hub for all activities occurring in the city, NIU, and the county should be a priority. DeKalb has numerous natural features in addition to the Kishwaukee River that need to be protected and enjoyed. The city has many green spaces that provide beauty and respite, good and plentiful water, some of the richest agricultural land in the world, and a burgeoning local food movement. DeKalb also has organizations dedicated to good environmental practices, such as the DeKalb County Community Gardens, NIU’s STEM and environmental programs, and the Citizen’s Environmental Commission. Participants connected environmental sustainability to a number of other opportunities, such as employment for youth in the summer to maintain parkways and greenways, encouraging green entrepreneurship, and using local food to build community and create a sense of place. Many other opportunities exist for the City to support the natural environment, including working with the County to conserve agricultural land and top soil, exploring alternative energy options, using more environmentally friendly approaches to maintaining green spaces, and promoting what we are currently doing. Potential Strategic Goals: 1. Develop a positive, asset-based identity and brand for DeKalb with key stakeholders. 2. Identify and address misperceptions about DeKalb. 9|Page  3. Engage residents in local activities. 4. Support place-making in DeKalb’s neighborhoods, in downtown, at gateways, and on campus. 5. Bridge NIU and the city visually and programmatically. 6. Conserve and protect DeKalb’s natural resources. 7. Improve the safety and utilization of DeKalb’s recreational assets. 8. Develop and promote cultural, historical, and recreational activities that appeal to a wide range of interests and age groups. 9. Create destination events and gathering places that draw people from throughout the region to DeKalb. B. Vision of Community Vitality and a Vibrant Downtown: DeKalb’s neighborhoods, the downtown and NIU’s campus are interconnected in a dynamic interplay of energy and creativity. Commentary: Participants described community vitality as stemming from a strong business community, a thriving downtown, a rich array of cultural and recreational activities for people of all ages, and a flourishing natural environment. A strong business sector provides needed goods and services to city residents, wages to its employees, and tax revenues to the City. The employment opportunities they offer are key to retaining college graduates and young families, as well as providing low income residents with pathways out of poverty. Participants described the need for an expanded employment base that includes more middle-skill and high tech opportunities and for connecting under-skilled workers with training programs. Many suggestions focused on providing a friendlier and more attractive business climate, particularly for local businesses and start-ups. Attention to the mix of retailers in downtown DeKalb is needed as part of a downtown revitalization effort. Leveraging the innovation and entrepreneurship resources of NIU was identified by a number of participants as an opportunity that has yet to be realized. People who wish to live in DeKalb and enjoy and contribute to its community vitality need appealing housing choices from which to choose. Attracting and retaining a mix of people and families require a range of housing options. Participants observed that there was considerable affordable housing in DeKalb, but much of it was not quality housing. A lack of housing for middle and upper-middle class individuals and families also was described. Potential Strategic Goals: 1. Create a business-friendly environment that supports existing enterprises while attracting new investment and entrepreneurs. 2. Advance a City/private sector/NIU partnership to revitalize downtown DeKalb. 3. Leverage DeKalb’s locational assets - highways, rail, NIU, broadband, and an airport – and available commercial and industrial space. 10 | P a g e  4. Ensure that DeKalb employers have access to a skilled workforce and residents have access to education and training programs. 5. Create an attractive investment climate by retenanting empty storefronts and demolishing dilapidated structures. 6. Develop a range of rental and owner-occupied housing options that allow people of all income levels to stay in DeKalb. C. Vision of Inclusiveness: DeKalb promotes and fosters an inclusive environment in which diversity is valued, respected, and celebrated. Commentary: Diversity was described in many ways: ethnic, racial, cultural, socioeconomic, religious, disability and sexual orientation. Prejudicial attitudes are a problem encountered by students and residents who have experienced discriminatory behavior first-hand. The social and economic isolation of residents in University Village and other low-income neighborhoods was identified as another form of discrimination. This gap between rhetoric and behavior led some participants to differentiate between diversity and inclusion. One individual observed “There’s an appreciation for cultural diversity, but not a lot of embracing.” Others described prejudice by long-term residents and polar views among segments of the community, some of which was linked to income disparity. These opposing attitudes are a major challenge to forging a single, strong DeKalb identity. Participants called for efforts to increase the participation of diverse groups in the community. Encouraging local business to welcome and cater to different groups, continuing and expanding DeKalb’s “Beloved Community” dinners, pairing different cultural events, and offering cultural competency training were among the suggestions for making DeKalb a more inclusive city. Potential Strategic Goals: 1. Promote open and candid community conversations around diversity and inclusion. 2. Develop a diverse cadre of community-based leadership. 3. Support diversity in City policies and practices. 4. Encourage activities and events that showcase DeKalb’s diverse population and cultures. D. Vision of Accessibility: DeKalb offers access to a network of services and amenities within and outside the city through an efficient network of transportation options that include roadways, public transit options, bike paths, and a regional airport. 11 | P a g e Commentary: Three aspects of accessibility were described by participants: public transportation within DeKalb, the city’s bikeability and walkability, and travel from DeKalb to Chicago and neighboring communities. The transportation network includes DeKalb Taylor Municipal Airport. Public transportation emerged as an important issue that the City may be best positioned to address. While public transportation within DeKalb is offered through NIU’s Huskie Bus and TransVAC, it can take a long time to travel across the city and hours of service are limited. TransVAC was described as “stretched thin” and taxi service in DeKalb as “sparse”. Transportation to Chicago, O’Hare Airport, and neighboring communities from DeKalb is challenging and is likely to require a regional solution. Without a car, getting to and from the Elburn Metra station can be difficult. There are no affordable and timely public transportation options for traveling between O’Hare Airport and DeKalb, an issue of particular concern for international students. Travel to neighboring communities within the region is also challenging. Access to important services, such as grocery stores and health care, provided by the private sector also is key to quality of life. Identifying and assisting in the development of essential and diverse retail establishments and other services typically provided by the private sector are needed to help connect residents throughout DeKalb and the NIU community with necessary resources. The bikeability of DeKalb was described by many as good but needing improvements. These included increasing safety for children, connecting the various segments of bike trail (although only if cost‐ effective), and creating dedicated bike lanes. Clogged drains were described as a hazard as they force bicyclists into traffic. The walkability of DeKalb also was described as good except in certain areas. Sycamore Road has inadequate sidewalks and no buffer from high speed traffic, and certain streets are perceived to be unsafe at night. Additional lighting was recommended. Potential Strategic Goals: 1. Expand the availability of affordable and timely public transportation options within DeKalb. 2. Enhance the bikeability and walkability of DeKalb. 3. Explore options for facilitating transportation between DeKalb and major regional destinations, including Rockford, Chicago and Elburn. E. Vision of Quality, Responsive Services: Through sound fiscal stewardship and collaboration with community stakeholders, City government provides and engages the resources needed to sustain a thriving DeKalb. 12 | P a g e Commentary: A range of services is required to address the varied needs of residents, business people, students, and visitors. These include:  basic health, life, and safety services provided directly by the City, such as public safety and public works, as well as essential services that the City helps plan and coordinate;  quality professional services through a combination of appropriate staffing, equipment, technology, facilities, partnerships, outsourcing, and shared services;  social services provided by the City and non-profit organizations; and  services provided by the private sector, such as healthcare and grocery stores. Improvement opportunities to strengthen services in each of these areas were identified by participants. With respect to city services, while it was thought that DeKalb was overall a safe and well-maintained community, pockets of the city were perceived as unsafe. Similarly, DeKalb does well overall in cleanliness and beautification, but more is required to improve the “curb appeal” in certain neighborhoods. DeKalb’s infrastructure - roads, sewers, sidewalks, the electrical grid, and water mains - is in need of extensive repair. Participants recognized that DeKalb’s needs exceed available funding and are concerned that the City’s needs are growing while the resources are shrinking. Declining student enrollments at NIU were linked to a likely decrease in sales tax revenue, and participants were worried that property taxes may increase further. In light of this challenging fiscal environment, supporting sustainable operations is paramount. The challenging environment also emphasizes the need for a strong strategic planning framework. The need for City government to operate with the highest levels of transparency and accountability was described, as was the need for improved customer service in the public interactions of City employees. Social services are key to the quality of life for many DeKalb residents. Although DeKalb has an extensive nonprofit network offering these services, funding is a perennial issue and tightened eligibility requirements for federal and state programs are becoming an added barrier. City government may be able to help connect residents with needed services through its planning and public information resources. Potential Strategic Goals: 1. Develop a long-term capital plan to address the range of infrastructure needs in DeKalb. 2. Continue and expand the friendly presence of City police, fire, and other personnel in the neighborhoods. 3. Encourage homeowners, property owners, and tenants to help beautify and maintain all of DeKalb’s neighborhoods. 4. Pursue the highest possible standards of fiscal stewardship by providing transparent and accountable information. 5. Cultivate a customer service culture by City employees. 13 | P a g e  6. Encourage the meaningful involvement of residents in City government through volunteering. 7. Provide the community with clear and timely information about current issues, options, activities, and progress on implementing the strategic plan using a variety of media and approaches. Woven together, the vision statements read as follows: DeKalb is widely regarded as a welcoming, safe, and vital city offering economic, educational, cultural, and recreational opportunities for families and residents of all ages and incomes. DeKalb’s neighborhoods, the downtown and NIU’s campus are interconnected in a dynamic interplay of energy and creativity. DeKalb promotes and fosters an inclusive environment in which diversity is valued, respected, and celebrated. DeKalb offers access to a network of services and amenities within and outside the city through an efficient network of transportation options that include roadways, public transit options, bike paths, and a regional airport. Through sound fiscal stewardship and collaboration with community stakeholders, City government provides and engages the resources needed to sustain a thriving DeKalb. NEXT STEPS After City Council has reviewed, modified, and approved the draft strategic planning framework elements proposed in this document, the framework will be shared with City departments. Utilizing the feedback and specific action recommendations from the community conversations, their task is to translate the strategic goals into an operational plan that describes what actions they will take over the next 10 years to address these goals and how progress against these goals will be measured. This framework also will be shared with the planning group working on DeKalb’s application for an America’s Best Cities (ABC) award to ensure that application is grounded in the same vision for DeKalb. The City and the ABC group will coordinate their planning efforts so that specific programs and projects are complementary and their timelines aligned. CGS will incorporate these operational plans into this framework to complete the City’s 10-year strategic plan. It will be presented to the City Council for review, modification, and adoption. 14 | P a g e  Appendix A Themes Suggested by Participants in the Community Conversations 1. Safety and security 2. Good schools 3. Healthcare 4. Diversity/inclusion 5. Economic opportunities/business friendly 6. Government accessibility and transparency 7. Environmental protection 8. Affordability 9. Ease of getting around/public transportation/accessibility 10. Religious foundation 11. Culture and recreation/communication about events 12. Neighborliness/small town feeling/friendly people 13. Gathering places and events 14. Positive energy/pride 15. Clean/well-maintained/curb appeal 16. Shopping 17. Restaurants 18. Parks 19. Historic buildings/heritage/unique features 20. Public services/human services 21. Sense of community/community involvement/local social activism 22. Philanthropy/volunteering 23. Integration of town and university/presence of higher education 24. Vision/thoughtful planning 25. Viable financial base 26. Attractive to all ages 27. Vibrant downtown 28. Proximity to large city 29. Amenities 30. Airport 15 | P a g e  Appendix B Assets Identified by Community Conversation Participants 1. It’s a desirable community in which to live, work, and raise a family. The best of both worlds: small town feel but a university presence, country living but near Chicago 2. The people: diverse, hard-working, friendly, generous, educated; they will rally behind the right cause 3. Cultural activities: Egyptian, Stage Coach Players, Elwood House, new library 4. Proximity to Chicago, Rockford, Aurora 5. Airport 6. Quality education:  NIU (music and accounting programs, band, Davis Hall Observatory, MLK Commons)  New high school (music and athletic programs)  Kishwaukee College’s growth and expansion 7. History: farming heritage, barbed wire, the underground railroad, architecture, historic neighborhoods 8. A caring community: a. Programs that engage residents like Beloved Community, Camp Power, the Penguin Project, Community Gardens, Hope Haven b. Strong human service network c. Local philanthropy – the DeKalb County Community Foundation d. Volunteer opportunities (e.g. VAC) 9. Faith community and network 10. Environment: Green space and recreation (44 parks for 44,000 people), the bike trail system, the Citizen’s Environmental Commission, water quality and availability, recycling program 11. Agriculture: DeKalb Hybrid Seed Corn, the rich soil, Farmer’s Market 12. Fiber optics opportunities 13. Cindy Crawford’s hometown 14. The east lagoon 15. Services: healthcare, City services (Police, Fire, Public Works, new emergency alert system) 16 | P a g e