Economic Development Commission

DeKalb Municipal Building PLEASE NOTE LOCATION Council Chamber, Second Floor 200 South Fourth Street DeKalb, Illinois 60115 AGENDA Economic Development Commission September 1, 2017 8:00 a.m. A. Roll Call B. Approval of Agenda – Additions / Deletions C. Approval of Minutes – June 2, 2017 Meeting D. Public Participation E. Old Business 1. Review Draft of 2025 Strategic Plan: Economic Development Commission Implementation Strategies F. New Business 1. Future Meeting Day & Time G. Adjourn  MINUTES MEETING OF THE ECONOMIC DEVELOPMENT COMMISSION CITY OF DEKALB JUNE 2, 2017 The Economic Development Commission (EDC) of the City of DeKalb, Illinois held a regular meeting on Friday, June 2, 2017 in the Council Chambers of the DeKalb Municipal Building, 200 South Fourth Street, DeKalb, Illinois. The meeting was called to order at 8:13 a.m. ROLL CALL Roll was recorded by Economic Development Planner, Jason Michnick, and the following members of the Economic Development Commission were present: Trixy O’Flaherty, Mark Sawyer, Tom DeVries, Vernese Edghill-Walden, and Mohammed Labadi. Also present were City Manager, Anne Marie Gaura, Economic Development Planner, Jason Michnick, Mayor, Jerry Smith, and Executive Director of DCEDC, Paul Borek. APPROVAL OF AGENDA MOTION Chair O’Flaherty asked for a motion to approve the agenda. A motion to approve the agenda was made by Mr. Sawyer and seconded by Mr. Labadi. The motion was carried on a voice vote. APPROVAL OF MINUTES MOTION Chair O’Flaherty requested a motion to approve the minutes from the previous meeting. Mr. Sawyer made a motion, which was seconded by Mr. Labadi. The motion carried on a voice vote. PUBLIC PARTICIPATION Mayor Smith thanked the commission for serving on the Economic Development Commission and shared details on the special Committee of the Whole meeting that was held to discuss the STEAM Learning Center project that is being considered. The Mayor also requested that the commission make a stronger effort to start its meetings at the scheduled time of 8:00 AM, or discuss changing the meeting time to a later start. Planner Michnick stated he would place the topic of changing the meeting time on a future agenda for discussion. BUSINESS 1. Review Draft of 2025 Strategic Plan: Economic Development Commission Implementation Strategies The commission discussed the most recent draft of the City of DeKalb 2025 Strategic Plan: Economic Development Commission Implementation Strategies 2017 document, which was included in the agenda packet. Planner Michnick conveyed to the commission that the previously discussed idea of including an action matrix for individual projects and initiatives could be included as annual supplements to the full report. The timing of these supplements would coincide with the City’s budget process, when items from the 2025 Strategic Plan are being selected and budgeted for the following fiscal year. The commission also discussed including an Executive Summary to the report that would succinctly summarize the prioritization and provide direction to City Council on the purpose of the report. Planner Michnick stated he would discuss with Center for Governmental Studies to have an Executive Summary added to the final report. The commission also discussed how to track the success of projects that were to be implemented, whether it be increases in sales tax, increases in value of property, or number of annual visitors. It was determined that each project would potentially have a different set of performance measures and would need to consider them on a case by case basis. ADJOURNMENT MOTION Mr. Sawyer moved to adjourn the meeting; seconded by Chair O’Flaherty. Motion carried on voice vote. The meeting adjourned at 9:21 a.m. ________________________________ Jason Michnick, Economic Development Planner CITY OF DEKALB: 2025 STRATEGIC PLAN Economic Development Implementation Strategies june 2017 NORTHERN ILLINOIS UNIVERSITY Center for Governmental Studies Outreach, Engagement, and Information Technologies 1 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 EXECUTIVE SUMMARY In December, 2016 the City of DeKalb began developing an implementation plan as a follow- up to the DeKalb 2025 Strategic Plan (released February, 2016). The implementation plan will focus on the economic development aspects of the 2025 Strategic Plan. Among the five distinct visions outlined in the 2025 Strategic Plan, two focused on economic development: »» A Sense of Place: DeKalb is proudly known as a welcoming, safe, and vibrant city offering economic, educational, social, cultural, and recreational opportunities for everyone. »» 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. Each vision has several goals. Those most closely EDC Members related to economic development are: »» Trixy O’Flaherty, EDC Chair, Gordon Hardware »» Support place-making in DeKalb’s »» Dr. Vernese Edghill-Walden, NIU neighborhoods, downtown, at entrance »» Dr. Steven Glasgow, Midwest Orthopedic gateways, the airport, and on campus. Institute »» Bridge NIU and the city, whenever feasible, »» David Barrow, DAAHA to create a mutually beneficial environment. »» Tom DeVries, Nestle »» Position downtown DeKalb for long-term »» Mohammed Labadi, The Huddle success. »» Mark Sawyer, RVG Commercial »» Facilitate a business-friendly environment that supports existing merchants while attracting Ex-Officio EDC Members new investment to areas in need of commercial »» Paul Borek, DeKalb Economic Development development. Corporation »» Create an attractive climate for commercial and »» Matt Duffy, DeKalb Chamber of Commerce industrial investment. »» Bob Snow, Council Liaison to the EDC The City of DeKalb reconstituted its Economic In addition, City of DeKalb Staff in attendance Development Commission (EDC) in October, included: 2016 to advise the City on economic development »» Anne Marie Gaura, DeKalb City Manager activities. The EDC which also includes ex-officio »» Jason Michnick, DeKalb Economic commissioners, represents major industries in Development Planner DeKalb such as real estate and development, retail, tourism, education, hospitality and civic In order to prioritize the economic development organizations. The EDC’s role is to ascertain and components of the 2025 plan, operationalize many distill opinions from community leaders, provide of the strategies identified, as well as discuss any recommendations to the DeKalb City Council on new opportunities that have surfaced since the business climate policies, and assist in business plan was released, the City asked Northern Illinois retention and recruitment strategies. The EDC University (NIU) Center for Governmental Studies currently includes: 2 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 (CGS) to facilitate the creation of an economic Tier 1 representing the highest in priority followed development implementation plan. Several by Tiers 2 and 3. Within each priority grouping, important steps were involved including collecting projects are listed according to short-, medium-, data related to DeKalb’s economic development and long-term or ongoing timeframes, as described climate, surveying EDC members to gather their below: input on economic development related activities in the city, and facilitating three EDC planning »» Short-Term: Project could start this fiscal year; sessions to ultimately prioritize strategies/projects »» Medium-Term: Project could start in 1-2 years; for the City. »» Long-Term: Project could start in 3-4 years; »» Ongoing: Project could start this year or later The EDC worked with a list of projects drawn from with ongoing efforts over many years the 2025 Strategic Plan and added several projects that were important but were developed after the It is anticipated that clear achievements would plan was completed. The EDC was asked to begin be evident within 12-24 months of start dates the process of by developing guidelines for project for all projects. Developing an action plan prioritization. The projects were prioritized based for the prioritized projects is the next step in on how difficult each would be to implement, implementing the 2025 Strategic Plan. The the potential impact on the city, and the level of action plan will address responsibilities, funding support from city officials and the community. The sources, opportunities for collaboration, and other prioritized list is divided into tiers with components necessary to begin implementing specific projects. PRIORITIZED ECONOMIC DEVELOPMENT PROJECTS PROJECT/STRATEGY TIMEFRAME NIU/DeKalb collaboration; Streetscape/NIU Connector Short-Term Arts, culture and entertainment Corridor (ACE) Short-Term Developing, beautifying downtown and adding attractions Short-Term TIER 1 Developing west of downtown to Annie Glidden Medium-Term Egyptian Theatre, as component of ACE Medium-Term Marketing DeKalb assets such as city-owned property, the airport, and an Ongoing expanded event calendar New commercial development; identify retail, commercial and service needs; Short-Term food beverage and entertainment focused on students Virtual incubator; co-working space; traditional small business incubator Short-Term TIER 2 Communication channels using social media Short-Term Annie Glidden N. corridor Medium-Term NIU/DeKalb technology initiative Medium-Term Develop living wage jobs; develop pipeline of skilled employees Ongoing STEAM Center Long-Term Develop DeKalb food systems Short-Term Recruitment and retention strategies; support business owner initiatives Short-Term TIER 3 Residential growth Ongoing Hotel/conference center Long-Term Revitalize S. 4th St. and E. Lincoln corridors Long-Term Long-term vision for Peace Rd. Long-Term 3 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 INTRODUCTION The organization of this report is based on the process the Economic Development Commission (EDC) carried out to arrive at the prioritized implementation strategies. There were three implementation planning sessions facilitated by staff from Northern Illinois University (NIU) Center for Governmental Studies (CGS). Session one oriented the EDC members to the 2025 Strategic Plan, updated them on progress to date in implementing various components of the Plan focused on economic development, and provided an overview of the economic environment of the city and surrounding area. At the conclusion of session one, EDC members were provided with data and information on each of the economic development projects from the 2025 Strategic Plan electronically and asked to score projects based on a set of criteria. The objective of session two was to discuss the commissioners’ initial thoughts on project prioritization, share additional information and arrive at a consensus on a refined prioritized project list. This list would then form the basis for the implementation strategies. Lastly, session three addressed the request of the commissioners for information on innovative approaches taken by other communities to address some of the same ideas included in the 2025 Strategic Plan. These ideas could then be incorporated into DeKalb’s plans, if desired. A detailed discussion of each session and the recommendations of the EDC follows. SESSION ONE CGS staff facilitated the first strategic planning session for the DeKalb EDC at the City of DeKalb Council Chambers on Friday, February 3, 2017. The first half of the session focused on data related to the economic development climate of the city (Appendix A: City of DeKalb Economic 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 the challenge of including »» DeKalb should be a “one stop shop for businesses,” undocumented workers, a demographic that is and “do the work for them (businesses).” Need very hard to capture and is not part of the U.S. to overcome the idea that DeKalb is a city where Census. How can the social service needs, policy it is hard to do business. The EDC agreed this needs, employer issues, etc., of undocumented perception has improved over the last year, but workers be captured? there is still room for improvement especially in »» Need to evaluate underperforming sectors in the areas of subcontracting. the city. »» Access to transportation is an issue. »» Need to evaluate workforce development and −− This includes within the city via bus routes, job creation. Where can employers find talent? walkability, NIU connection to downtown and Discussion of WorkNet and other resources to stores (grocery, Wal-Mart, activities) and to available in city and county. Need to strengthen outside locations via train access (Metra and the connection among employers, educators, Amtrak), bus routes, and others. and workers. 4 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 »» Need to increase enrollment at NIU. NIU is the reports. The EDC requested additional resources largest employer and declines in enrollment affect and information in order to better prioritize all aspects of the local and regional economy. The strategies and projects, including: students are a huge asset to the community and also a potential educated workforce. Students, »» STEAM Center report; as well as other residents, want to see quality of »» The Power Point from the session with economic life activities (arts and culture activities, general development data and sources; retail and niche stores, variety of entertainment »» Merchant meeting notes or summary or this may and restaurants, etc.). be a potential need for the City to survey or meet »» Based on available data, the number of people with businesses to determine needs; who both live and work in DeKalb seems low. »» Egyptian Theater study; This could be an opportunity to capture those »» Update on the Annie Glidden Corridor study; living elsewhere. DeKalb may need to evaluate »» ABC project updates; housing options for those commuting from other »» Cornerstone project updates; areas to work. »» Examples of business incubators and co-working −− Property taxes are an issue in attracting spaces; residents. »» Complete Streets Design report; −− Residential growth is needed. Some of the »» Downtown Redevelopment Plan; largest employers such as Northwestern »» Update from meetings with NIU students Medicine Kishwaukee Hospital and NIU regarding development in DeKalb; and have employees that live outside of the city »» A map of vacant city-owned properties. and often the county. This may be because the spouse has a job elsewhere and they are In between the first and second sessions, CGS splitting the commute, but it is something to provided the EDC with session one notes and all explore. NIU is researching this topic as well. available requested materials and asked them to review the additional resources and score The second half of the session included an update the projects/strategies based on several criteria on the progress of economic development projects/ including economic impact, cost (relative), and strategies in the 2025 Strategic Plan. Updates were City and community support (Appendix B: also provided to the EDC via online documentation Example Scoring Sheets). The scores were shared provided by the City through quarterly progress prior to, and at, the second session and discussed as a group. SESSION TWO CGS staff 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 and included: NIU enrollment, the relationship of factors should be considered in scoring the the City and the University, and NIU’s role as an projects and why they scored certain projects high economic driver; the recently released crime report or low. This exercise gave all commissioners an for DeKalb; and any additional projects that have opportunity to contemplate the projects in a new surfaced since the original 2025 Strategic Plan that light and either reaffirm or reconsider the ranking should be discussed for possible inclusion in the of the projects. Three topics were discussed in detail prioritization. It was suggested that the EDC listen 5 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 to President Baker’s presentation on enrollment and view Chief Lowery’s presentation to the DeKalb We are a university town and this can be City Council on crime statistics. The following are a positive by connecting to arts, cultures, summary notes of the commissioners’ comments and the outcome of their prioritization process. innovation, and research occurring at NIU. UNIQUELY NIU — EDC Member One of the discussions focused on how the city and »» DeKalb and NIU should be marketing each other NIU can work together to understand and promote more, having joint ventures in the arts and what makes NIU unique as an economic driver. other areas that benefit students, businesses, Comments made by the group included: residents, and visitors, and developing downtown opportunities through connections. »» We are a university town, but we are not like any other university town. What makes us Uniquely CGS agreed to share articles and ideas on university NIU? There is some resistance to acknowledging and community relations regarding economic and that DeKalb is innately connected to NIU, but it community development. is not a question of whether DeKalb is or is not a university community, but how to make the ADDITIONAL PROJECTS/IDEAS relationship better and economically beneficial Some additional ideas were shared by members to both the city and NIU. of the group. The improvement of the Annie »» DeKalb’s identity is tied to NIU, so it is in the best Glidden North corridor was not on the original list interest of the city to embrace the relationship provided to the EDC because it was not identified and make it strong. Are the right people at the as an economic development project in the 2025 table for discussions on collaboration? Strategic Plan. However, the group felt that it »» We are a university town and this can be a positive should be considered in the prioritization process. by connecting to the arts, culture, innovation, In addition, the subject of light industrial growth and research occurring at NIU. was discussed including: »» Is there a need for small industrial incubation? It is not a question of whether the DeKalb is »» Companies such as 3M benefited from fast- tracking of industrial expansion. Could this or is not a university community, but how to happen more often? »» The proposed NIU High Tech Park is a City make the relationship better and economically collaboration with NIU and could connect beneficial to both the city and NIU. students, programs, and businesses. — EDC Member »» There needs to be a connection, not just physically but collaboratively. While several initiatives have been undertaken in the last few years, there is a need for regular meetings 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. 6 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 PRIORITIZATION »» Arts, culture and entertainment Corridor (ACE) Egyptian Theatre Following the discussion of the preliminary »» Virtual incubator; co-working space; traditional prioritization (Appendix C: Preliminary Prioritization small business incubator Scoring), commissioners decided which of the »» Hotel/conference center projects were closely related and could be combined. »» Revitalize S. 4th St. and E. Lincoln corridors The combined list of projects is shown below (in no »» STEAM Center particular order) and includes some projects added to »» Developing, beautifying downtown and adding the original list by individual commissioners (Green attractions; developing west of downtown to represents added projects since 2025 Strategic Plan). Annie Glidden »» Marketing DeKalb assets such as city-owned »» Long-term vision for Peace Road property, the airport, and an expanded event »» Communication channels using social media calendar. »» Annie Glidden N. corridor »» NIU/DeKalb technology initiative »» Residential growth After arriving at this new combined list, commissioners »» Develop living wage jobs; develop pipeline of again prioritized the projects. The combined skilled employees reprioritized list is shown below in descending priority. »» NIU/DeKalb collaboration; Streetscape/NIU It should be noted that the ability to implement all or Connector a significant part of a project in a short time frame was »» New commercial development; identify retail, considered in prioritizing projects. Therefore, projects commercial and service needs; food, beverage towards the bottom of the list are not necessarily and entertainment focused on students considered less important to the long-term economic »» Develop DeKalb food systems growth of the city. The projects are grouped into three »» Recruitment and retention strategies; support categories below: Tier 1, Tier 2, and Tier 3. business owner initiatives PROJECT/STRATEGY LIST BY TIER LEVEL NIU/DeKalb collaboration; Streetscape/NIU Connector TIER 1 Arts, culture and entertainment Corridor (ACE); Egyptian Theatre Developing, beautifying downtown and adding attractions; developing west of downtown to Annie Glidden Marketing DeKalb assets such as city-owned property, the airport, and an expanded event calendar New commercial development; identify retail, commercial and service needs; food, beverage and entertainment focused on students Annie Glidden N. corridor TIER 2 NIU/DeKalb technology initiative Virtual incubator; co-working space; traditional small business incubator STEAM Center Develop living wage jobs; develop pipeline of skilled employees Communication channels using social media Residential growth Develop DeKalb food systems TIER 3 Recruitment and retention strategies; support business owner initiatives Hotel/conference center Revitalize S. 4th Street and E. Lincoln corridors Long-term vision for Peace Road 7 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 After completing the reprioritization, the group 4. Marketing DeKalb assets such as city-owned began working on implementation strategies for property, the airport, and an expanded event the Tier One, top four projects: calendar 1. NIU/DeKalb collaboration; Streetscape/NIU It was noted that several of the top scoring Connector projects were related to NIU and its relationship 2. Arts, culture and entertainment Corridor to downtown. The groups brainstormed (ACE); Egyptian Theatre implementation strategies starting with NIU/ 3. Developing, beautifying downtown and adding DeKalb collaboration and Streetscape/NIU attractions; developing west of downtown to Connector. Annie Glidden SESSION THREE CGS staff 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 regarding such collaboration. GENERAL FINDINGS Increasing communication between DeKalb and SELECTED EXAMPLES OF CITY/UNIVERSITY PARTNERSHIPS NIU leaders was considered key to strengthening »» Bethlehem, PA and Lehigh University: Bethlehem, collaboration. This might entail regular formal PA (population 75,000) and Lehigh University meetings or less formal gatherings, information (enrollment 6,000) have achieved economic exchanges, and the use of a variety of media. There growth through a focus on education and was a need for leaders from both institutions to health services, and population growth through learn what was important to the other and come to immigration. The City and university have targeted an understanding of the terms each used (which in downtown as an area for collaboration. Lehigh some cases were very different). The relationship funds a downtown coordinator position. The may be different in smaller towns than in large University also funds the majority of the cost of cities because of the relative reliance on the the South Side Ambassadors Program, providing university, or conversely a small school may not $200,000 of the $270,000 annual budget. This have the influence of a large public university. program puts a uniformed team of residents on targeted neighborhood streets between the hours Many positive traits often found in college towns, of 7:00 a.m. and 11:30 p.m. to welcome people and such as low crime, strong public schools, and an provide information, maintain the cleanliness of entrepreneurial atmosphere, enable the town to the area, and increase safety. 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 talent can be used to offer services and opportunities to city residents. A summary of selected best practices follows. Bethlehem, PA and Lehigh University 8 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 »» Binghamton, NY and Binghamton University: »» Kalamazoo, MI and Western Michigan University: Binghamton, NY (population 46,000) and Kalamazoo, MI (population 74,000) and Western Binghamton University (enrollment 16,000) are Michigan University (enrollment 25,000) have jointly tackling a difficult economic environment both benefited from the Kalamazoo Promise, in upstate New York. The goal is to recover from a guaranteed tuition program for graduates of the loss of manufacturing jobs by focusing on Kalamazoo high schools. The city’s image has healthcare and education. University enrollment improved and the program has been an asset in has been increasing while job growth has been attracting employers. In addition, the number negative. The City and university have established of WMU graduates remaining in the city after a joint economic development center as a one stop graduating has increased. WMU’s enrollment shop for entrepreneurs, bringing together all the has grown as two-thirds of Kalamazoo high resources of the university and city. The university school graduates enroll in WMU directly or after is also building student housing downtown and is attending the local community college. focusing recruitment at the graduate level which will generate more off campus housing needs. It should be noted that the campus and downtown are separated by a river. Binghamton, NY and Binghamton University Kalamazoo, MI and Western Michigan University »» Denton, TX and University of North Texas: After the session was complete, the EDC asked CGS Denton, TX (population 123,000) and the to compile priorities and strategies based on the University of North Texas (enrollment 38,000), EDC discussions, rankings, and review of additional are both growing as a result of a strong state research. This document could then be used by the economy, domestic migration and international City Council and Staff to develop action plans for immigration. The University has established an the prioritized list of projects/strategies. off campus housing office to oversee off campus rentals for students. Denton, TX and University of North Texas 9 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 PRIORITIZED PROJECTS/STRATEGIES »» Goal: Position DeKalb Taylor Municipal Airport to serve as a regional hub for air travel and The list of projects/strategies below are tied to commerce. specific goals, strategies and actions in the DeKalb 2025 Strategic Plan. Many of the projects are relevant to implementing more than one of the plan’s goals. Below are two lists of projects/strategies. While Listed below are the goals which are most closely the two lists include the same projects/strategies, related to the projects/priorities in the plan. they are organized differently. The first list is organized around the following timeframes: »» Goal: Support place-making in DeKalb’s neighborhoods, downtown, at entrance gateways, »» Short-Term: Project could start this fiscal year; the airport, and on campus. »» Medium-Term: Project could start in 1-2 years; »» Goal: Bridge NIU and the city, whenever feasible, »» Long-Term: Project could start in 3-4 years; to create a mutually beneficial environment. »» Ongoing: Project could start this year or later »» Goal: Position downtown DeKalb for long-term success. It is anticipated that clear achievements would »» Goal: Facilitate a business-friendly environment be evident within 12-24 months of start dates that supports existing merchants while attracting for all projects. Within each timeframe category, new investment to areas in need of commercial projects/strategies appear in priority order. This development. first list might be particularly helpful if the City is »» Goal: Create an attractive climate for commercial most interested in addressing those projects with and industrial investment. a relatively short timeframe. PROJECT/STRATEGY LIST BY TIMEFRAME PROJECT/STRATEGY PRIORITY LEVEL NIU/DeKalb collaboration; Streetscape/NIU Connector Tier 1 Arts, culture and entertainment Corridor (ACE) Tier 1 Developing, beautifying downtown and adding attractions Tier 1 SHORT-TERM New commercial development; identify retail, commercial and service needs; food Tier 2 beverage and entertainment focused on students Virtual incubator; co-working space; Traditional small business incubator Tier 2 Communication channels using social media Tier 2 Develop DeKalb food systems Tier 3 Recruitment and retention strategies; support business owner initiatives Tier 3 Developing west of downtown to Annie Glidden Tier 1 MEDIUM- Egyptian Theatre, as component of ACE Tier 1 TERM Annie Glidden N. corridor Tier 2 NIU/DeKalb technology initiative Tier 2 STEAM Center Tier 2 LONG- Hotel/conference center Tier 3 TERM Revitalize S. 4 St. and E. Lincoln corridors th Tier 3 Long-term vision for Peace Rd. Tier 3 Marketing DeKalb assets such as city-owned property, the airport, and an expanded ONGOING Tier 1 event calendar Develop living wage jobs; develop pipeline of skilled employees Tier 2 Residential growth Tier 3 10 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 The second list is organized in priority order with Often individual projects/strategies are closely the Tier 1 priority projects/strategies appearing in related to each other. In those cases, it may be the first group, followed by Tier 2 priority and then advantageous to address related projects/strategies Tier 3 priority. Within each priority grouping, the at the same time regardless of ranking. Examples projects are listed according to short, medium, long might be the streetscape/NIU connector and or ongoing timeframe. This list might be particularly developing west of downtown to Annie Glidden. helpful if the City is interested in addressing the projects in priority order rather than by timeframe. PROJECT/STRATEGY BY TIER LEVEL PROJECT/STRATEGY TIMEFRAME NIU/DeKalb collaboration; Streetscape/NIU Connector Short-Term Arts, culture and entertainment Corridor (ACE) Short-Term Developing, beautifying downtown and adding attractions Short-Term TIER 1 Developing west of downtown to Annie Glidden Medium-Term Egyptian Theatre, as component of ACE Medium-Term Marketing DeKalb assets such as city-owned property, the airport, and an Ongoing expanded event calendar New commercial development; identify retail, commercial and service needs; Short-Term food beverage and entertainment focused on students Virtual incubator; co-working space; Traditional small business incubator Short-Term TIER 2 Communication channels using social media Short-Term Annie Glidden N. corridor Medium-Term NIU/DeKalb technology initiative Medium-Term Develop living wage jobs; develop pipeline of skilled employees Ongoing STEAM Center Long-Term Develop DeKalb food systems Short-Term Recruitment and retention strategies; support business owner initiatives Short-Term TIER 2 Residential growth Ongoing Hotel/conference center Long-Term Revitalize S. 4th St. and E. Lincoln corridors Long-Term Long-term vision for Peace Rd. Long-Term 11 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 Action Planning Developing an action plan for the prioritized projects/strategies is the next step in implementing the 2025 Strategic Plan. The EDC began this process for the top Tier 1 projects/strategies (Appendix D: Action Items for Top Tier Priorities): »» NIU/DeKalb collaboration; Streetscape/NIU connector »» Arts, culture and entertainment corridor (ACE) »» Developing, beautifying downtown and adding attractions »» Marketing DeKalb assets such as city owned property, the airport, and an expanded event calendar. The EDC recognizes that collaboration among the City, NIU, local businesses, and other stakeholders will be necessary to implement many of the items in the 2025 Strategic Plan. In addition, professional expertise and funding from a variety of sources may be needed, depending on the project. The City of DeKalb staff will establish an action plan that addresses responsibilities, funding sources, opportunities for collaboration, and other components necessary to begin implementing specific prioritized projects recommended by the EDC. The next step after completion of the action plan draft is to share the draft with the EDC for approval and then present to DeKalb City Council. 12 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 Appendix A: City of DeKalb Economic Data (as reported during session one) 13 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 14 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 15 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 16 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 17 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 18 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 Appendix B: Example Scoring Criteria CRITERIA SCORE VALUE Is the project/program doable? 0 points: none are reasonably attainable »» What will it cost? 3 points: one or two are reasonably attainable »» Can it be funded? »» How long will it take? 6 points: three or four are reasonably attainable »» Is the talent available? 9 points: all are reasonably attainable »» 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 we succeeded? 9: clearly quantifiable Is there City and community support? 0: weak support from City and community »» Are leaders willing to actively support the project/ 3: moderate to strong support from either City or program? community »» Is there leadership to take ownership of it? 6: moderate support from both City and community »» Is there significant opposition? »» Is it inclusive? 9:strong support from both City and community 19 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies june 2017 Appendix C: Prioritization Preliminary Scoring Total Project Score 1 Score 2 Score 3 Score 4 Score 5 Score 6 (Out of 162) Market City owned vacant properties 24 18 27 27 18 12 126 Market the airport 27 18 27 21 18 12 123 Develop pipeline of skilled employees 24 24 21 24 18 9 120 Identify retail, commercial & 24 24 18 18 24 12 120 service needs Residential growth 21 21 21 21 21 15 120 Develop living wage jobs 27 18 21 24 18 6 114 NIU/DeKalb collaboration 21 24 18 15 24 12 114 New commercial development 21 21 18 24 18 9 111 Support business owner initiatives 21 18 18 18 24 9 108 Recruitment and retention strategies 21 18 24 15 18 12 108 Arts, Culture and Entertainment 24 27 12 12 21 9 105 Corridor (ACE) Streetscape/NIU Connector 21 21 9 18 21 12 102 Virtual Incubator 27 9 18 12 15 24 102 Co-working Space 18 12 21 12 15 24 102 Revitalize S. 4th St. & 24 18 15 18 12 6 93 E. Lincoln corridors Egyptian Theatre 21 15 15 6 21 12 90 STEAM Learning Center 18 18 9 12 21 12 90 NIU/DeKalb technology initiative 24 21 12 12 12 6 97 Traditional Small Business Incubator 18 12 12 15 12 18 87 Hotel/Conference Center 15 15 12 9 9 9 69 20 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies june 2017 Appendix D: Priority 1: Improve both the physical connection and collaborative spirit between NIU and DeKalb. ACTION ITEMS »» NIU Downtown Connector project-Embrace »» Work with Proudly DeKalb to market the city the “Complete Streets” philosophy in future and the university as a”UniverCity” (or other transportation and planning initiatives, i.e. terminology) community Long-Range Transportation Plan »» Improve the Annie Glidden North corridor »» Streetscape including lighting, signs, etc. from »» Develop an NIU/DeKalb technology initiative the eastern edge of downtown to Annie Glidden including the feasibility of a jointly developed »» Engage students to understand what they need/ research park. want in the downtown »» Work to attract businesses that meet student »» “One-channel” for communication to students needs and desires about events in DeKalb. May include social media »» Develop connections between NIU students and should be evaluated yearly for updating and DeKalb businesses that encourage graduate »» Monthly meetings with leaders of the University retention to grow the local workforce, such as and City to discuss and implement collaborative an internship fair focused on DeKalb County efforts. This could include having and economic only businesses development designee for both “teams” »» Co-sponsor events with NIU to introduce and »» Evaluate transportation options such as the attract students to downtown DeKalb. Huskie pups, trolley transportation, bus routes »» Develop off-campus housing options for young including cost, accessibility, interest professionals and graduate students who want »» Work with businesses from campus to the to stay in DeKalb. downtown to help create a place students “want »» Create places in the downtown and throughout to be” the City where students are welcome to study. 21