Economic Development Commission

DeKalb Municipal Building PLEASE NOTE LOCATION Council Chamber, Second Floor 200 South Fourth Street DeKalb, Illinois 60115 AGENDA Economic Development Commission May 5, 2017 8:00 a.m. A. Roll Call B. Approval of Agenda – Additions / Deletions C. Approval of Minutes – April 7, 2017 Meeting D. Public Participation E. New Business 1. Preliminary Review of Report / Project Matrix F. Adjournment  MINUTES MEETING OF THE ECONOMIC DEVELOPMENT COMMISSION CITY OF DEKALB APRIL 7, 2017 The Economic Development Commission (EDC) of the City of DeKalb, Illinois held a regular meeting on Friday, APRIL 7, 2017 in the Council Chambers of the DeKalb Municipal Building, 200 South Fourth Street, DeKalb, Illinois. The meeting was called to order at 8:09 a.m. ROLL CALL Trixie O’Flaherty, Mark Sawyer, Mohammad Labadi, David Barrow. Also present were City Manager, Anne Marie Gaura, Jason Michnick (City Planner), Matt Duffy (DeKalb Area Chamber of Commerce), Mim Evans (NIU Center for Governmental Studies, and Melissa Henriksen (NIU Center for Governmental Studies), Paul Borek (DCEDC). Trixie called meeting to order. APPROVAL OF AGENDA Motion to approve agenda by Barrow with Labadi seconding the motion. Passed on a voice vote. MOTION TO APPROVE MINUTES Motion to approval minutes from last meeting by Barrow with Labadi seconding the motion. Passed on a voice vote. BUSINESS 1. Summary of Sessions One & Two (February 3 & March 3, 2017) Mim reviewed the discussions and survey results from previous meetings completed by the commissioners regarding the prioritization of projects from the 2025 Strategic Plan. 2. Review Prioritizing Projects Previous projects were discussed with a general trend towards focus on strategies the link the City with NIU. Matt Duffy spoke about Proudly DeKalb goals and accomplishments within this conversation. This lead into item 3 on the agenda and the prioritization of various aspects of the work to date. 3. Discussion of Community/University Relations Continuing discussion focused on some of the projects that Proudly DeKalb has worked on and their impact on the goal of increasing enrollment at NIU. CGS presented research done since the last meeting regarding what other universities and towns have done to improve economic development in their respective towns. David Barrow related what happened in Denton, TX where he is from. Denton revitalized their downtown around being a “university town” and has seen population growth and increase in enrollment. The following discussion focused on what might be the best type of project to focus on for the city in regards to accomplishing goal of strengthening NIU. 4. Discussion of Project Implementation as group Discussion at this point evolved more towards what can/should we do as a group? What will the document that we create for the city entail? How much detail, or lack of detail and more general direction is desired from the group? CGS stated that they would provide a rough outline of the document for the next meeting, so the commission can have an understanding of what to expect in the first draft. The first draft will be reviewed at the June meeting. It was also recognized that the City will need to come forward and state more clearly what they want from the commission to be able to form this document. 5. Next steps The city will work towards answering the above question as they work with CGS on a draft of the report. This working document will then be discussed and worked on by the commission with a goal of having it finalized after the June meeting. Adjournment Barrow moved to adjourn, as Sawyer had to leave and this left the group without a quorum, and it was seconded by Mohammed and the meeting was adjourned. Motion passed on a voice vote. The meeting was adjourned at 10:12. Draft 5-3-17 n CITY OF DEKALB 2025 STRATEGIC PLAN: ECONOMIC DEVELOPMENT COMMISSION IMPLEMENTATION STRATEGIES 2017 PREPARED BY NORTHERN ILLINOIS UNIVERSITY CENTER FOR GOVERNMENTAL STUDIES Draft-Not for Distribution 5-3-17 Overview In December 2017 DeKalb launched an economic development strategic planning process as a follow-up to the City of DeKalb’s 2025 Strategic Plan (released February 2016). The 2025 plan outlined five distinct visions each with goals and strategies to guide policy, budgeting, and programming across the organization for the next decade. One vision in the 2025 Strategic Plan is directly related to economic development and states “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 that retains and attracts businesses with living-wage jobs. Following adoption of the 2025 Plan, a newly comprised Economic Development Commission (EDC) representing business and industry in DeKalb such as real estate and development, retail, tourism, hospitality, and education, was reconstituted in October 2016. It also includes ex-officio commissioners that represent civic organizations and community development partners. The Commission is asked to ascertain and distill opinions from community leaders and provide recommendations to the Council on business climate policies, assist in business retention and recruitment strategies. As a part of this process, they will be tasked with the creation of an implementation strategy to achieve economic development elements of the 2025 Plan. The EDC currently includes: • Trixy O’Flaherty- Chair (Gordon Hardware) • Vernese Edghill-Walden (NIU) • Dr. Steven Glasgow (Midwest Orthopedic Institute) • David Barrow (OC Imageworks) • Tom DeVries (Nestle) • Mohammed Labadi (The Huddle) • Mark Sawyer (RVG Commercial) In order to prioritize the economic development components of the 2025 plan, operationalize many of the strategies identified, as well as discuss any new opportunities that have surfaced since the plan was released, the City has asked Northern Illinois University’s (NIU) Center for Governmental Studies (CGS) to assist them in creating an economic development implementation plan. Several important steps are involved including data collection related to DeKalb’s economic development climate, a survey of EDC members to gather their input on economic development related actives in the city, and facilitation of 3 EDC planning sessions to ultimately prioritize strategies/projects for the city over the next 12-24 months. Session One Research associates Mel Henriksen and Mim Evans from the Center facilitated the first strategic planning session for the DeKalb EDC at the City of DeKalb Council Chambers on Friday February 3, 2017. The first part of the session was aimed at sharing data related to the economic development climate of the City (Appendix A: City of DeKalb Economic 1 Draft-Not for Distribution 5-3-17 Development Data). This was followed by a discussion of the EDC members’ reactions to the data including: information that surprised them, additional resources or data needed to understand the climate better, and assets/challenges/opportunities arising from the data. Several thoughts were captured and are presented below:  Concern about inclusion including undocumented workers not included in data, a demographic that is very hard to capture and are not part of the U.S Census. How can the social service needs, policy needs, employer issues, etc. of undocumented workers be captured?  Need to evaluate underperforming sectors in the city of DeKalb.  Need to evaluate workforce development and job creation. Where can employers find talent? WorkNet and other resources available in city and county. Need to strengthen the connection between employers, educators, and workers.  DeKalb need to be a “one stop shop for businesses,” and “do the work for them (businesses).” Need to overcome the idea that DeKalb is a city where it is hard to do business. The EDC agreed this perception has improved a lot over the last year, but still room for improvement especially in the areas of subcontracting.  Access to transportation is an issue. o This includes within the city via bus routes, walkability, and NIU connection to downtown and to stores (grocery, Wal-Mart, activities) and to outside locations via train access (Metra and Amtrak), bus routes, and others.  Need to increase enrollment at NIU; it is the largest employer and declines in enrollment affect all aspects of the local and regional economy. The students are a huge asset to the community and also represent potential educated workforce. Students, as well as other residents, want to see quality of life activities (arts and culture activities, retail and niche stores, variety of entertainment and restaurants, etc.).  The data showing those who both live and work in DeKalb seems low-this could be an opportunity to capture those living elsewhere. DeKalb may need to evaluate housing options for those commuting from other areas for work. o Property taxes are an issue in the attraction of residents. o Residential growth is a need in the area. Some of the largest employers such as Kish at Northwestern and NIU have employees that live outside of the city and often the county. This may be that the spouse has a job elsewhere and they have to split the commute, but it is something to explore. NIU is researching this topic as well. The second part of the session included an update on the progress of economic development projects/strategies from the 2025 Plan. Updates were also provided to the EDC via online documentation provided by the city via quarterly progress reports. The EDC suggested that 2 Draft-Not for Distribution 5-3-17 in order to advise city staff on which strategies and projects should be their top priorities they needed additional resources and information to review over the next month between meetings including:  STEAM Center report;  Power Point with economic development data and sources;  Merchant meeting notes or summary if available or this may be a potential need for the city to survey or meet with businesses to determine needs;  Egyptian Theater study;  Update on the Annie Glidden Corridor study;  ABC project updates;  Cornerstone project updates;  Examples of business incubators and co-networking spaces;  Complete Streets Design report;  Downtown Redevelopment Plan;  Update from meetings with NIU students regarding development in DeKalb when available; and  A map of vacant city-owned properties. In between the first session and the second session held on Friday March 3, 2017, CGS provided the EDC with all available requested materials and asked them to review the additional resources, and score the projects/strategies based on several criteria including economic impact, cost (relative), and city and community support) (Appendix B: Example Scoring Sheets). The scores were shared at the second session and discussed as a group. Session Two Research associates Mel Henriksen and Mim Evans facilitated the second planning session for the EDC at the City of DeKalb council chambers on Friday, March 3, 2017. The first part of the session focused on the preliminary project prioritization completed individually by each commissioner between sessions one and two. This prioritization was designed to generate discussion among the commissioners during session two and lead to a group prioritization activity. Commissioners shared their thoughts on which factors should be considered in scoring the projects and why they scored certain projects high or low. This gave all commissioners a chance to contemplate the projects in a new light and either reaffirm or reconsider the ranking of the projects. Three topics were discussed in detail and included: NIU enrollment and the relationship of the City and the University as an economic driver, the recently released crime report for the City of DeKalb, and any additional projects that have surfaced since the original 2025 Strategic Plan. It was suggested that the EDC listen to President Baker’s presentation on enrollment and view Chief Lowery’s presentation to council on crime 3 Draft-Not for Distribution 5-3-17 statistics. The following are summary notes of the commissioners’ comments and the outcome of their prioritization process. Uniquely NIU One of the discussions focused on how the city and NIU can work together to understand and promote what makes NIU unique as an economic driver. Comments made by the group are listed below. We are a university town, but we are not like any other university town. What makes us Uniquely NIU? There is some resistance to “admitting” that DeKalb is innately tied to NIU, but it is not a question of whether the city is or is not, but how to make the relationship better and economically beneficial to both the city and NIU.  The City of DeKalb’s identity is tied to NIU, so it is in the best interest of the city to embrace the relationship and make it strong. Are the right people at the table for discussions on collaboration?  We are a university town and this can be a positive by tying into the arts, culture, innovation, and research happening at NIU.  There needs to be a connection, not just physically but collaboratively. While several initiatives have been undertaken in the last few years, there needs to be a regular meeting between the city and NIU leaders about economic and community development. CGS shared that several best practices in community university relations may address this issue.  DeKalb and NIU should be marketing each other, having joint ventures in the arts and other areas that benefit students, businesses, residents, and visitors, and developing downtown opportunities through the connections. CGS agreed to share articles and ideas on university and community relations with regards to economic and community development. Additional Projects/Ideas Some additional ideas were shared by members of the group. The improvement of the North Annie Glidden corridor was not on the original list because it was not identified as an economic development project in the Strategic Plan. However, the group felt that it should be added as a project to be considered in the prioritization process. In addition, the subject of light industrial was discussed including:  Is there room from small industrial incubation?  Companies such as 3M benefitted from fast-tracking of industrial expansion, does this need to happen more often?  The NIU High Tech Park is a city collaboration with NIU and could tie students, programs, and businesses. Prioritization 4 Draft-Not for Distribution 5-3-17 The discussion of the preliminary prioritization (Appendix C: Preliminary Prioritization Scoring) was followed by a group activity that gave commissioners an opportunity to reorder the projects. Before rearranging the projects on a large board, the commissioners decided which of the projects were closely related and could be combined. The combined list of projects is shown below (in no particular order) and includes some projects added to the original list by individual commissioners (Green represents added projects since the 2025 report).  Market city owned property; market the airport; more events etc. with marketing, inventory and market DeKalb assets  NIU/DeKalb technology initiative  Residential growth  Develop living wage jobs; develop pipeline of skilled employees  NIU/DeKalb collaboration; Streetscape/NIU Connector  New commercial development; identify retail, commercial and service needs; food beverage and entertainment focused on students  Develop DeKalb food systems  Recruitment and retention strategies; support business owner initiatives  Arts, culture and entertainment Corridor (ACE); Egyptian Theatre  Virtual incubator; co-working space; Traditional small business incubator  Hotel/conference center  Revitalize S. 4th St. and E. Lincoln corridors  STEAM Center  Developing, beautifying downtown and adding attractions; developing west of downtown to Annie Glidden  Long term vision for Peace Rd.  Communication channels using social media  Annie Glidden N. corridor After arriving at this new combined list, commissioners again prioritized the projects by individually placing colored dots on the projects they felt should be scored highest. The combined reprioritized list is shown below along with the number of dots received.  NIU/DeKalb collaboration; Streetscape/NIU Connector (8)  Arts, culture and entertainment Corridor (ACE); Egyptian Theatre (8)  Developing, beautifying downtown and adding attractions; developing west of downtown to Annie Glidden (7) 5 Draft-Not for Distribution 5-3-17  Market city owned property; market the airport; more events etc. with marketing, inventory and market DeKalb assets (6)  New commercial development; identify retail, commercial and service needs; food beverage and entertainment focused on students (3)  Annie Glidden N. corridor (3)  NIU/DeKalb technology initiative (2)  Virtual incubator; co-working space; Traditional small business incubator (2)  STEAM Center (1)  Develop living wage jobs; develop pipeline of skilled employees (1)  Communication channels using social media (1)  Residential growth (0)  Develop DeKalb food systems (0)  Recruitment and retention strategies; support business owner initiatives (0)  Hotel/conference center (0)  Revitalize S. 4th St. and E. Lincoln corridors (0)  Long term vision for Peace Rd. (0) It should be noted that the above scoring was based on which projects the EDC felt the City should focus on in the near-term and were likely to realize significant progress and impact. Projects scored lower are not necessarily viewed as less important in the long run. Also, the EDC decided that “Communication channels using social media “is a necessary component of all projects and therefore not a stand-alone project. After completing the reprioritization, the group began working on implementation strategies based on the top four scoring projects: 1. NIU/DeKalb collaboration; Streetscape/NIU Connector (8) 2. Arts, culture and entertainment Corridor (ACE); Egyptian Theatre (8) 3. Developing, beautifying downtown and adding attractions; developing west of downtown to Annie Glidden (7) 4. Market city owned property; market the airport; more events etc. with marketing, inventory and market DeKalb assets (6) It was noted that several of the top scoring projects were related to NIU and its relationship to the downtown. The groups started brainstorming implementation strategies starting with NIU/DeKalb collaboration and Streetscape/NIU Connector. They will continue working on implementation strategies at the next meeting, scheduled for April 7, 2017. 6 Draft-Not for Distribution 5-3-17 Session Three Research associates Mel Henriksen and Mim Evans facilitated the third, and final, planning session for the EDC at the City of DeKalb council chambers on Friday, April 7, 2017. Because previous sessions generated much interest in innovative approaches to collaboration between cities and universities, CGS researched and shared best practices on collaboration between cities and universities. A summary of those best practices follows. General Findings Increasing communication between city and university leaders was considered key to strengthening collaboration. This might entail regular formal meetings or less formal gatherings, information exchanges, and the use of a variety of media. There was a need for leaders from both institutions to learn what was important to the other and come to an understanding of the terms each used (which in some cases were very different). The relationship may be different in smaller towns than in large cities because of the relative reliance on the university, or conversely a small school may not have the influence of a large public university. Many positive traits often found in college towns, such as low crime, strong public schools, and an entrepreneurial atmosphere, enable the town to attract jobs and residents and the university to attract students and staff. Cities should be aware of the changing demographics of the student body and the shift to nontraditional delivery of educational services which may result in fewer students living near the school. University facilities and talents can be used to offer services and opportunities to city residents. Collaboration involving Specific City/University Partnerships  Bethlehem, PA and Lehigh University: Bethlehem, Pa (population 75,000) and Lehigh University (enrollment 6,000) have achieved economic growth through a focus on education and health services and population growth through immigration. The city and university have targeted downtown as an area for collaboration. Lehigh funds a downtown coordinator position. The University also funds the majority of the cost of the South Side Ambassadors Program, providing $200,000 of the $270,000 annual budget. This program puts a uniformed team of residents on targeted neighborhood streets between the hours of 7:00 a.m. and 11:30 p.m. to welcome people and provide information, maintain the cleanliness of the area, and increase safety.  Binghamton, NY and Binghamton University: Binghamton, NY (population 46,000) and Binghamton University (enrollment 16,000) are jointly tackling a difficult economic environment in upstate New York. The goal is to recover from 7 Draft-Not for Distribution 5-3-17 the loss of manufacturing jobs by focusing on healthcare and education. University enrollment has been increasing while job growth has been negative. The City and University have established a joint economic development center as a one stop shop for entrepreneurs, bringing together all the resources of the university and city. The University is also building student housing downtown and is focusing recruitment at the graduate level which will generate more off campus housing needs. The campus and downtown are separated by a river.  Denton, TX and University of North Texas: Denton, TX (population 123,000) and the University of North Texas (enrollment 38,000), are both growing as a result of a strong state economy, and domestic migration and international immigration. The University has established an off campus housing office to oversee rentals for students.  Kalamazoo, MI and Western Michigan University (Kalamazoo, MI (population 74,000) and Western Michigan University (enrollment 25,000) have both benefitted from the Kalamazoo Promise, a guaranteed tuition program for graduates of Kalamazoo high schools. The city’s image has improved and the program has been an asset in attracting employers. In addition, the number of WMU graduates remaining in the city after graduating has increased. WMU’s enrollment has grown as 2/3 of Kalamazoo high school graduates enroll in WMU directly or after attending the local community college. After the session was complete, the EDC asked CGS to compile priorities and an action plan based on the EDC discussions, rankings, and review of additional research. The action plan would then be shared with the City and City staff would begin to create action plans around each of the top priority areas: 1. Improve both the physical connection and collaborative spirit between NIU and DeKalb. 2. Encourage growth in Arts, Culture, and Entertainment to celebrate community and promote economic development. 3. Strengthen downtown including creating an attractive climate for current and prospective businesses. 4. Identify and market DeKalb’s assets. 8 Draft-Not for Distribution 5-3-17 Proposed Strategies (Add action plan when complete) 9 Draft-Not for Distribution 5-3-17 Appendix A: City of DeKalb Economic Data 10 Draft-Not for Distribution 5-3-17 11 Draft-Not for Distribution 5-3-17 12 Draft-Not for Distribution 5-3-17 13 Draft-Not for Distribution 5-3-17 14 Draft-Not for Distribution 5-3-17 15 Draft-Not for Distribution 5-3-17 Appendix B: Example Scoring Criteria CRITERIA SCORE VALUE 0 points: none are reasonably attainable  What will it cost? 3 points: one or two are reasonably attainable  Can it be funded? 6 points: three or four are reasonably attainable  How long will it take? 9 points: all are reasonably attainable  Is the talent available?  Do regulations allow it? What is the economic impact? 0: not measurable or impact assessable  Is it measurable? 3: non-quantifiable impact can be determined  How will we measure it? 6: somewhat quantifiable  If not measurable, how will we know if 9: clearly quantifiable we succeeded? Is there City and community support? 0: weak support from City and community  Are leaders willing to actively 3: moderate to strong support from either City or support the project/program? community  Is there leadership to take 6: moderate support from both City and ownership of it? community  Is there significant opposition? 9:strong support from both City and community  Is it inclusive? 16 Draft-Not for Distribution 5-3-17 Appendix C: Prioritization Preliminary Scoring 17 DRAFT 5/3/2017 Priority 1: Improve both the physical connection and collaborative spirit between NIU and DeKalb. Primary/Lead Dept. 2ndry/Coop. Person, Dept. or Role of the Lead Other Participants or Outside Potential Funding Action/duration Action Items or Person Committee Person or Dept. Expertise/Research Needed Source(s) Schedule Initiation Date Key Status Date #1 Key Status Date #2 Metrics NIU Downtown Connector project-Embrace the “Complete Streets” philosophy in future transportation and planning initiatives, i.e. Long-Range Transportation Plan Streetscape including lighting, signs, etc. from the eastern edge of downtown to Annie Glidden Engage students to understand what they need/want in the downtown "One-channel" for communication to students about events in DeKalb. May include social media and should be evaluated yearly for updating Monthly meetings with leaders of the University and City to discuss and implement collaborative efforts. This could include having and economic development designee for both "teams" Evaluate transportation options such as the Huskie pups, trolley transportation, bus routes including cost, accessibility, interest Work with businesses from campus to the downtown to help create a place students "want to be" Work with Proudly DeKalb to market the city and the university as a"UniverCity" (or other terminology) community Improve the Annie Glidden North corridor Develop an NIU/DeKalb technology initiative including the feasibility of a jointly developed research park. Work to attract businesses that meet student needs and desires Develop connections between NIU students and DeKalb businesses that encourage graduate retention to grow the local workforce, such as an internship fair focused on DeKalb Co businesses Co-sponsor events with NIU to introduce and attract students to downtown DeKalb. Develop off-campus housing options for young professionals and graduate students who want to stay in DeKalb. Create places in the downtown and throughout the City where students are welcome to study. DRAFT 5/3/2017 Priority 2: Encourage growth in arts, culture and entertainment to celebrate community and promote economic development Other Participants or 2ndry/Coop. Outside Key Key Primary/Lead Dept. Person, Dept. or Role of the Lead Expertise/Research Potential Funding Action/duration Status Status Action Items or Person Committee Person or Dept. Needed Source(s) Schedule Initiation Date Date #1 Date #2 Metrics Completed Implement the ACE Corridor Resolution passed X Identifying signage Inventory and identify businesses and sites Marketing strategy Events calendar Renovate and expand the Egyptian Theatre Complete feasibility study Council adoption Implementation plan Develop entertainment venues of interest to Student input Discussions with existing businesses Develop materials to attract new businesses Develop marketing plan Increase the number of restaurants Encourage new businesses related to the arts Promote events to encourage collaboration between the arts and business community Collaborate with NIU and Kishwaukee College for cultural events throughout the community. Explore the feasibility of reinventing the DeKalb Farmer’s Market as an accessible, potentially year- round regional destination. DRAFT 5/3/2017 Priority 3: Strengthen downtown including creating an attractive climate for current and prospective businesses. Other Participants 2ndry/Coop. or Outside Key Key Primary/Lead Dept. or Person, Dept. or Role of the Lead Expertise/Researc Potential Funding Action/duration Status Status Action Items Person Committee Person or Dept. h Needed Source(s) Schedule Initiation Date Date #1 Date #2 Metrics Implement improvements to landscaping, signage, facades and lighting. Develop new attractions Support the establishment of a regional technology, art, and cultural children’s learning space (STEAM) Explore the feasibility of attracting businesses identified as desirable by community members: e.g., a bookstore, new ethnic restaurants, entertainment venues, and boutique shops for downtown DeKalb. Explore partnerships with business owners to make additional downtown enhancements. Target specific areas to address existing deficiencies in parking, lighting, streetscape, signage, building facades and other urban design elements. Ensure the downtown has state-of-the-art transportation and telecommunications infrastructure (i.e. Wi-Fi, electric car charging stations). Expand available downtown housing options to help create a nighttime population and support a thriving downtown. Support initiatives developed by business owners, i.e. restaurant week, shop local, summer shopping hours, coordinated shopping promotions. Implement smart regulations to streamline local business start-up and encourage responsible business ownership and management. Position, recognize, and utilize university, college, and vocational programs as a pipeline for a range of skilled employees, i.e., NIU and Kishwaukee College internship programs, Kishwaukee Educational Consortium, and DeKalb-Ogle Workforce Development Consortium. Develop aesthetic and image-enhancing projects and programs. Develop standards for appearance and informational signage used by the City. Connect and enhance the various transportation modes in DeKalb for vehicles, pedestrians, and bicyclists. DRAFT 5/3/2017 Priority 4: Identify and market DeKalb assets Other Participants or 2ndry/Coop. Outside Key Key Primary/Lead Dept. or Person, Dept. or Role of the Lead Expertise/Research Potential Funding Action/duration Status Status Action Items Person Committee Person or Dept. Needed Source(s) Schedule Initiation Date Date #1 Date #2 Metrics Market City-owned vacant parcels for uses that complement the mix and Identify opportunities to actively market the DeKalb Taylor Municipal Airport, referencing the current Airport Marketing Plan. Provide comprehensive and timely communication about all events of interest to people who live, go to school, or work in DeKalb. Encourage community leaders to positively promote the City and speak at public, professional and civic In partnership with stakeholder groups, organize, encourage and participate in community events. Use the City’s official channels for communication to share and disseminate balanced information and updates on developments in DeKalb using all forms of traditional and social media to reach the largest audience (i.e. students may receive their information different than homeowners, etc.) Draft 5-1-17 Strategy/Priority Primary/Lead Dept. 2ndry/Coop. Person, Dept. or Role of the Lead Other Participants or Outside Potential Funding Action/duration Action Items or Person Committee Person or Dept. Expertise/Research Needed Source(s) Schedule Initiation Date Key Status Date #1 Key Status Date #2 Metrics