Economic Development Commission

DeKalb Municipal Building PLEASE NOTE LOCATION Council Chamber, Second Floor 200 South Fourth Street DeKalb, Illinois 60115 AGENDA Economic Development Commission October 6, 2017 8:00 a.m. A. Roll Call B. Approval of Agenda – Additions / Deletions C. Approval of Minutes – September 1, 2017 Meeting D. Public Participation E. Old Business 1. Review Draft of 2025 Strategic Plan: Economic Development Commission Implementation Strategies F. New Business 1. Annie Glidden North Revitalization Plan Update 2. Future Meeting Dates and Time 3. TIF Phase Out G. Adjourn  MINUTES MEETING OF THE ECONOMIC DEVELOPMENT COMMISSION CITY OF DEKALB September 1, 2017 The Economic Development Commission (EDC) of the City of DeKalb, Illinois held a regular meeting on Friday, September 1, 2017 in the Council Chambers of the DeKalb Municipal Building, 200 South Fourth Street, DeKalb, Illinois. The meeting was called to order at 8:01 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 David Barrow. Absent was Mohammed Labadi. Also present were City Manager, Anne Marie Gaura, Economic Development Planner, Jason Michnick, Research Associate from Center for Governmental Studies, Mim Evans, Executive Director of the DeKalb Area Chamber of Commerce, Matt Duffy, and Executive Director of DCEDC, Paul Borek. APPROVAL OF AGENDA MOTION Chair O’Flaherty made a motion to approve the agenda. The motion was seconded by Mr. Barrow. The motion carried on a voice vote. APPROVAL OF MINUTES MOTION Chair O’Flaherty made a motion to approve the minutes from the June 2, 2017 meeting. Mr. DeVries seconded motion. The motion carried on a voice vote. PUBLIC PARTICIPATION There was no public participation. BUSINESS 1. Review Draft of 2025 Strategic Plan: Economic Development Commission Implementation Strategies Ms. Evans provided a recap to the commission on the process that has led to the most recent draft of the working document, reiterating the importance of the document to be able to clearly explain the process that lead to the recommendation. Planner Michnick requested specific feedback from the commission on the document, including any proposed revisions. The following revisions were recommended via the following motions: MOTION Mr. Barrow requested that the first bullet on page four, under “Session One” be revised to clarify the contribution of undocumented workers, but challenges to measure this contribution. The motion was seconded by Chair O’Flaherty. The motion passed on a voice vote 5-0-1. The following motions were made to amend the language in the “Prioritized Economic Development Projects” chart that is found on multiple pages of the document. MOTION Chair O’Flaherty made a motion to combined multiple rows in Tier 1 and include the verbs “support” and “develop” in the description of the action items. The motion was seconded by Mr. DeVries. The motion passed on a voice vote 5-0-1. MOTION Chair O’Flaherty made a motion to change the language of item one of Tier 2 to read, “Identify new commercial development opportunities and service needs such as food, beverage, and entertainment focused on shared use by community and students.” The motion was seconded by Ms. Edghill-Walden. The motion passed on a voice vote 5-0-1. MOTION Mr. Barrow made a motion to amend the language of item two in Tier 2 to read, “Fostering an environment for entrepreneurial success such as a virtual incubator, co-working space, traditional small business incubator, and other support.” The motion was seconded by Ms. Edghill-Walden. The motion passed on a voice vote 4-0-2 (Mr. Sawyer left the meeting prior to vote). MOTION Chair O’Flaherty made a motion to add the word “revitalize” to item four of Tier 2, so that it would read “Revitalize Annie Glidden N. Corridor.” The motion was seconded by Ms. Edghill-Walden. The motion passed on a voice vote 4-0-2. MOTION The commission made a decision to include remaining recommendations for language changes as a single motion, rather than individual. Mr. Barrow made a motion to include the following changes and direct staff to make further changes seen fit: 1.) “Communication channels using social media” to “Improve communication to residents, businesses, and visitors through traditional and social media channels.” 2.) “Develop living wage jobs; develop pipeline of skilled employees,” to “Attract living wage jobs” and “Help develop a pipeline of skilled employees through strategic partnerships” 3.) “NIU/DeKalb technology initiative” to “Pursue an NIU/DeKalb technology initiative including a research park west of the NIU Convocation Center” The motion was seconded by Chair O’Flaherty. The motion passed on a voice vote 4-0- 2. 2. Future Meeting Day and Time Mr. Barrow made a motion to table this topic until a future meeting, seconded by Ms. Edghill-Walden. Motion passed on a voice vote 4-0-2. ADJOURNMENT MOTION Mr. Barrow moved to adjourn the meeting; seconded by Mr. DeVries. Motion carried on voice vote. The meeting adjourned at 9:45 a.m. ________________________________ Jason Michnick, Economic Development Planner CITY OF DEKALB: 2025 STRATEGIC PLAN Economic Development Implementation Strategies September 2017 Center for Governmental Studies Outreach, Engagement, and Regional Development Unit_2line_SpotClr.ait 1 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 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 focuses 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 »» David Barrow, DAAHA related to economic development are: »» Tom DeVries, Nestle »» Support place-making in DeKalb’s »» Mohammed Labadi, The Huddle neighborhoods, downtown, at entrance »» Mark Sawyer, RVG Commercial gateways, the airport, and on campus. Ex-Officio EDC Members »» Bridge NIU and the city, whenever feasible, to create a mutually beneficial environment. »» Paul Borek, DeKalb County Economic »» Position downtown DeKalb for long-term Development Corporation success. »» Matt Duffy, DeKalb Chamber of Commerce »» Facilitate a business-friendly environment that »» Bob Snow, Council Liaison to the EDC supports existing merchants while attracting City of DeKalb staff: new investment to areas in need of commercial development. »» Anne Marie Gaura, DeKalb City Manager »» Create an attractive climate for commercial »» Jason Michnick, DeKalb Economic and industrial investment. Development Planner In order to prioritize the economic development The City of DeKalb reconstituted its Economic components of the 2025 plan, operationalize many Development Commission (EDC) in October, of the strategies identified, as well as discuss any new 2016 to advise the City on economic development opportunities that have surfaced since the plan was activities. The EDC, which also includes ex-officio released, the City asked Northern Illinois University commissioners, represents major industries in (NIU) Center for Governmental Studies (CGS) to DeKalb such as real estate and development, facilitate the creation of an economic development retail, tourism, education, hospitality and civic implementation plan. Several important steps organizations. The EDC’s role is to ascertain and were involved including collecting data related to distill opinions from community leaders, provide DeKalb’s economic development climate, surveying recommendations to the DeKalb City Council on EDC members to gather their input on economic business climate policies, and assist in business development related activities in the city, and retention and recruitment strategies. The EDC facilitating three EDC planning sessions to ultimately currently includes: prioritize strategies/projects for the City. EDC Members The EDC worked with a list of projects drawn from »» Trixy O’Flaherty, EDC Chair, Gordon DeKalb’s 2025 Strategic Plan and added several Hardware projects that were important but were developed »» Dr. Vernese Edghill-Walden, NIU after the initial plan was completed. The EDC »» Dr. Steven Glasgow, Midwest Orthopedic was asked to begin the process of by developing Institute guidelines for project prioritization. 2 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 2017 The projects were prioritized based on how difficult It is anticipated that clear achievements will be evident each would be to implement, the potential impact on within 12-24 months of start dates for all projects. the city, and the level of support from city officials and Developing an action plan for the prioritized projects is the community. The prioritized list is divided into tiers the next step in implementing the 2025 Strategic Plan. with Tier 1 representing the highest in priority followed by Tiers 2 and 3. The EDC recognizes that collaboration among the City, NIU, local businesses, and other stakeholders Within each priority grouping, projects are listed will be necessary to implement many of the items according to short-, medium-, long-term and ongoing in the 2025 Strategic Plan. In addition, professional timeframes, as described below: expertise and funding from a variety of sources may be needed. The City of DeKalb staff will establish an »» Short-Term: Project could start this fiscal year; action plan that addresses responsibilities, funding »» Medium-Term: Project could start in 1-2 years; sources, opportunities for collaboration, and other »» Long-Term: Project could start in 3-4 years; components necessary to implement the prioritized »» Ongoing: Project could start this year or later with projects recommended by the EDC. After approval by the ongoing efforts over many years DeKalb EDC and City Council, this plan will be available to guide the City’s economic development initiatives. FINAL PRIORITIZED ECONOMIC DEVELOPMENT PROJECTS PROJECT/STRATEGY TIMEFRAME Strengthen collaboration between NIU and DeKalb including implementing a Short-Term Streetscape/NIU Connector Support the Arts, Culture and Entertainment (ACE) Corridor and continue to Short-Term TIER 1 evaluate improvements to the Egyptian Theatre Develop, beautify, and add attractions to downtown and west of downtown to Annie Short-Term Glidden Market DeKalb assets such as city-owned property and the airport and create and/or Ongoing improve an expanded city-wide event calendar Identify new commercial development opportunities and service needs such as food, Short-Term beverage and entertainment focused on shared use by community and students Revitalize Annie Glidden N. Corridor Medium-Term Pursue an NIU/DeKalb technology initiative including a research park west of the Medium-Term NIU Convocation Center TIER 2 Foster an environment for entrepreneurial success such as a virtual incubator, Short-Term co-working space, traditional small business incubator, and other support Continue investigating the feasibility of a STEAM Center Short-Term Help develop a pipeline of skilled employees through strategic partnerships Ongoing Attract living wage jobs Ongoing Improve communication to residents, businesses, and visitors through traditional and Short-Term social media channels Develop DeKalb food systems in collaboration with local food providers and producers Short-Term Enhance recruitment and retention strategies for businesses Short-Term TIER 3 Encourage residential growth Ongoing Encourage exploration of a hotel/conference center Long-Term Revitalize S. 4 Street and E. Lincoln Corridors th Long-Term Develop a long-term vision for Peace Road Long-Term 3 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 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 prioritization, share additional information and Strategic Plan, updated them on progress to date arrive at a consensus on a refined prioritized for implementing various components of the Plan project list. This list would then form the basis focused on economic development, and provided for the implementation strategies. an overview of DeKalb’s economic environment. »» Lastly, session three addressed the request of the At the conclusion of session one, EDC members commissioners for information on innovative were provided with data and information on each approaches taken by other communities to of the economic development projects from the address some of the same ideas included in the 2025 Strategic Plan electronically and asked to 2025 Strategic Plan. These ideas could then be score projects based on a set of criteria. incorporated into DeKalb’s plans, if desired. »» The objective of session two was to discuss A detailed discussion of each session, and the the commissioners’ initial thoughts on project 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 acknowledgment of the »» DeKalb should be a “one stop shop for businesses,” contributions to our economy by undocumented and “do the work for them (businesses).” Need workers. Since this demographic is not part of the to overcome the idea that DeKalb is a city where U.S. Census, how can we ensure that the social it is hard to do business. The EDC agreed this service needs, policy needs, employer issues, perception has improved over the last year, but etc., of undocumented workers are determined there is still room for improvement especially in and met? the areas of subcontracting. »» Need to evaluate underperforming sectors in »» Access to transportation is an issue. the city. −− This includes within the city via bus routes, »» Need to evaluate workforce development and walkability, NIU connection to downtown and job creation. Where can employers find talent? to stores (grocery, Wal-Mart, activities) and to Discussion of WorkNet and other resources outside locations via train access (Metra and available in city and county. Need to strengthen Amtrak), bus routes, and others. the connection among employers, educators, and workers. 4 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 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 light and either reaffirm or reconsider the ranking that should be discussed for possible inclusion of the projects. Three topics were discussed in detail in the prioritization. It was suggested that the 5 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 EDC listen to President Baker’s presentation on enrollment and view Chief Lowery’s presentation We are a university town and this can be to the DeKalb City Council on crime statistics. The a positive by connecting to arts, cultures, following are summary notes of the commissioners’ comments and the outcome of their prioritization innovation, and research occurring at NIU. process. — EDC Member UNIQUELY NIU »» DeKalb and NIU should be marketing each other One of the discussions focused on how the City and more, having joint ventures in the arts and NIU can work together to understand and promote other areas that benefit students, businesses, what makes NIU unique as an economic driver. residents, and visitors, and developing downtown Comments made by the group included: opportunities through connections. »» We are a university town, but we are not like any CGS agreed to share articles and ideas on university other university town. What makes us Uniquely and community relations regarding economic and NIU? There is some resistance to acknowledging community development. that DeKalb is innately connected to NIU, but it is not a question of whether DeKalb is or is not ADDITIONAL PROJECTS/IDEAS a university community, but how to make the Some additional ideas were shared by members relationship better and economically beneficial of the group. The improvement of the Annie to both the city and NIU. Glidden North corridor was not on the original list »» DeKalb’s identity is tied to NIU, so it is in the best provided to the EDC because it was not identified interest of the city to embrace the relationship as an economic development project in the 2025 and make it strong. Are the right people at the Strategic Plan. However, the group felt that it table for discussions on collaboration? should be considered in the prioritization process. »» We are a university town and this can be a positive In addition, the subject of light industrial growth by connecting to the arts, culture, innovation, was discussed including: and research occurring at NIU. »» Is there a need for small industrial incubation? »» Companies such as 3M benefited from fast- It is not a question of whether the DeKalb is tracking of industrial expansion. Could this happen more often? or is not a university community, but how to »» The proposed NIU High Tech Park is a City make the relationship better and economically collaboration with NIU and could connect students, programs, and businesses. beneficial to both the city and NIU. PRIORITIZATION — EDC Member Following the discussion of the preliminary »» There needs to be a connection, not just physically prioritization (Appendix C: Preliminary Prioritization but collaboratively. While several initiatives have Scoring), commissioners decided which of the been undertaken in the last few years, there is a projects were closely related and could be combined. need for regular meetings between the City and The combined list of projects is shown below (in no NIU leaders about economic and community particular order) and includes some projects added to development. CGS shared that several best the original list by individual commissioners (Green practices in community-university relations may represents added projects since 2025 Strategic Plan). address this issue. 6 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 2017 »» Marketing DeKalb assets such as city-owned »» Revitalize S. 4th St. and E. Lincoln Corridors property, the airport, and an expanded event »» STEAM Center calendar. »» Developing, beautifying downtown and adding »» NIU/DeKalb technology initiative attractions; developing west of downtown to »» Residential growth Annie Glidden »» Develop living wage jobs; develop pipeline of »» Long-term vision for Peace Road skilled employees »» Communicating through traditional and social »» NIU/DeKalb collaboration; Streetscape/NIU media channels Connector »» Annie Glidden N. Corridor »» New commercial development; identify retail, After arriving at this new combined list, commercial and service needs; food, beverage commissioners again prioritized the projects and and entertainment focused on students clarified language. The combined reprioritized list »» Develop DeKalb food systems is shown below in descending priority. It should be »» Recruitment and retention strategies; support noted that the ability to implement all or a significant business owner initiatives part of a project in a short time frame was considered »» Arts, Culture and Entertainment (ACE) Corridor; in prioritizing projects. Therefore, projects towards Egyptian Theatre the bottom of the list are not necessarily considered »» Virtual incubator; co-working space; traditional less important to the long-term economic growth small business incubator of the city. The projects are grouped into three »» Hotel/conference center categories below: Tier 1, Tier 2, and Tier 3. PROJECT/STRATEGY LIST BY TIER LEVEL Strengthen collaboration between NIU and DeKalb including implementing a Streetscape/NIU Connector Support the Arts, Culture and Entertainment (ACE) Corridor and continue to evaluate improvements to the TIER 1 Egyptian Theatre Develop, beautify, and add attractions to downtown and west of downtown to Annie Glidden Market DeKalb assets such as city-owned property and the airport and create and/or improve an expanded city-wide event calendar Identify new commercial development opportunities and service needs such as food, beverage and entertainment focused on shared use by community and students Revitalize Annie Glidden N. Corridor Pursue an NIU/DeKalb technology initiative including a research park west of the NIU Convocation Center TIER 2 Foster an environment for entrepreneurial success such as a virtual incubator, co-working space, traditional small business incubator, and other support Continue investigating the feasibility of a STEAM Center Help develop a pipeline of skilled employees through strategic partnerships Attract living wage jobs Improve communication to residents, businesses, and visitors through traditional and social media channels Develop DeKalb food systems in collaboration with local food providers and producers Enhance recruitment and retention strategies for businesses TIER 3 Encourage residential growth Encourage exploration of a hotel/conference center Revitalize S. 4th Street and E. Lincoln Corridors Develop a long-term vision for Peace Road 7 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 After completing the reprioritization, the group began working on implementation strategies for the Tier One, top four projects: 1. Strengthen collaboration between NIU and DeKalb including implementing a Streetscape/NIU Connector 2. Support the Arts, Culture, and Entertainment (ACE) Corridor and continue to evaluate improvements to the Egyptian Theater 3. Develop, beautify, and add attractions in downtown and west of downtown to Annie Glidden 4. Market DeKalb assets such as city owned property and the airport and create and/or improve an expanded city-wide event calendar. It was noted that several of the top scoring projects were related to NIU and its relationship to downtown. The groups brainstormed implementation strategies starting with strengthening collaboration between NIU and DeKalb. 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 SELECTED EXAMPLES OF CITY/UNIVERSITY PARTNERSHIPS Increasing communication between DeKalb and »» Bethlehem, PA and Lehigh University: Bethlehem, NIU leaders was considered key to strengthening PA (population 75,000) and Lehigh University collaboration. This might entail regular formal (enrollment 6,000) have achieved economic meetings or less formal gatherings, information growth through a focus on education and exchanges, and the use of a variety of media. There health services, and population growth through was a need for leaders from both institutions to immigration. The City and university have targeted learn what was important to the other and come to downtown as an area for collaboration. Lehigh an understanding of the terms each used (which in funds a downtown coordinator position. The some cases were very different). The relationship University also funds the majority of the cost of may be different in smaller towns than in large the South Side Ambassadors Program, providing cities because of the relative reliance on the $200,000 of the $270,000 annual budget. This university, or conversely a small school may not program puts a uniformed team of residents on have the influence of a large public university. targeted neighborhood streets between the hours of 7:00 a.m. and 11:30 p.m. to welcome people and Many positive traits often found in college towns, provide information, maintain the cleanliness of such as low crime, strong public schools, and an the area, and increase safety. 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 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 September 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. PRIORITIZED PROJECTS/STRATEGIES The list of projects/strategies below are tied to 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. Listed below are the goals which are most closely related to the projects/priorities in the plan. »» Goal: Support place-making in DeKalb’s neighborhoods, downtown, at entrance gateways, the airport, and on campus. »» Goal: Bridge NIU and the city, whenever feasible, Denton, TX and University of North Texas to create a mutually beneficial environment. »» Goal: Position downtown DeKalb for long-term success. 9 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 »» Goal: Facilitate a business-friendly environment »» Short-Term: Project could start this fiscal year; that supports existing merchants while attracting »» Medium-Term: Project could start in 1-2 years; new investment to areas in need of commercial »» Long-Term: Project could start in 3-4 years; development. »» Ongoing: Project could start this year or later »» Goal: Create an attractive climate for commercial and industrial investment. It is anticipated that clear achievements would »» Goal: Position DeKalb Taylor Municipal Airport be evident within 12-24 months of start dates to serve as a regional hub for air travel and for all projects. Within each timeframe category, commerce. projects/strategies appear in priority order. This first might be particularly helpful if the City is Below are two tables that list the prioritized most interested in addressing those projects with projects/strategies. While the two lists include a relatively short timeframe. the same projects/strategies, they are organized differently. The first list is organized around the following timeframes: PROJECT/STRATEGY LIST BY TIMEFRAME PROJECT/STRATEGY PRIORITY LEVEL Strengthen collaboration between NIU and DeKalb including implementing a Tier 1 Streetscape/NIU Connector Support the Arts, Culture and Entertainment (ACE) Corridor and continue to Tier 1 evaluate improvements to the Egyptian Theatre Develop, beautify, and add attractions to downtown and west of downtown to Tier 1 Annie Glidden SHORT-TERM Identify new commercial development opportunities and service needs such as food, Tier 2 beverage and entertainment focused on shared use by community and students Foster an environment for entrepreneurial success such as a virtual incubator, Tier 2 co-working space, traditional small business incubator, and other support Improve communication to residents, businesses, and visitors through traditional Tier 2 and social media channels Develop DeKalb food systems in collaboration with local food providers and producers Tier 3 Enhance recruitment and retention strategies for businesses Tier 3 Revitalize Annie Glidden N. Corridor MEDIUM- Tier 2 TERM Pursue an NIU/DeKalb technology initiative including a research park west of the NIU Convocation Center Tier 2 Continue to investigate the feasibility of a STEAM Center Tier 2 LONG- Encourage exploration of a hotel/conference center Tier 3 TERM Revitalize S. 4 Street and E. Lincoln Corridors th Tier 3 Develop a long-term vision for Peace Road Tier 3 Market DeKalb assets such as city-owned property, the airport, and an expanded Tier 1 ONGOING event calendar Attract living wage jobs; develop pipeline of skilled employees Tier 2 Help develop a pipeline of skilled employees Tier 2 Encourage residential growth Tier 3 10 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 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 to strengthen collaboration between NIU and or ongoing timeframe. This list might be particularly DeKalb including implementing the Streetscape/NIU helpful if the City is interested in addressing the Connector and to develop, beautify, and add attractions projects in priority order rather than by timeframe. to downtown and west of downtown to Annie Glidden. PROJECT/STRATEGY BY TIER LEVEL PROJECT/STRATEGY TIMEFRAME Strengthen collaboration between NIU and DeKalb including implementing a Short-Term Streetscape/NIU Connector Support the Arts, Culture and Entertainment (ACE) Corridor and continue to Short-Term evaluate improvements to the Egyptian Theatre TIER 1 Develop, beautify, and add attractions to downtown and west of downtown to Short-Term Annie Glidden Market DeKalb assets such as city-owned property and the airport and create and/ Ongoing or improve an expanded city-wide event calendar Identify new commercial development opportunities and service needs such as food, Short-Term beverage and entertainment focused on shared use by community and students Revitalize Annie Glidden N. Corridor Medium-Term Pursue an NIU/DeKalb technology initiative including a research park west of the Medium-Term NIU Convocation Center TIER 2 Foster an environment for entrepreneurial success such as a virtual incubator, Short-Term co-working space, traditional small business incubator, and other support Continue investigating the feasibility of a STEAM Center Short-Term Help develop a pipeline of skilled employees through strategic partnerships Ongoing Attract living wage jobs Ongoing Improve communication to residents, businesses, and visitors through traditional Short-Term and social media channels Develop DeKalb food systems in collaboration with local food providers and producers Short-Term Enhance recruitment and retention strategies for businesses Short-Term TIER 3 Encourage residential growth Ongoing Encourage exploration of a hotel/conference center Long-Term Revitalize S. 4 Street and E. Lincoln Corridors th Long-Term Develop a long-term vision for Peace Road Long-Term 11 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 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): »» Strengthen collaboration between NIU and DeKalb including implementing a Streetscape/NIU Connector »» Support the Arts, Culture, and Entertainment (ACE) Corridor and continue to evaluate improvements to the Egyptian Theater »» Develop, beautify, and add attractions in downtown and west of downtown to Annie Glidden »» Market DeKalb assets such as city owned property and the airport and create and/or improve an expanded city-wide 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. After approval by the DeKalb EDC and City Council, this plan will be available to guide the City’s economic development planning. 12 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 2017 Appendix A: City of DeKalb Economic Data (as reported during session one) City of DeKalb Economic Development Climate • Population: 44,050 • Median Income: $27,719 • Total EAV: $526,062,131 • Median home value: $165,500 • Median Rent: $809 Employment Statistics 13 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 Location Quotient • LQ Score < 1 : Below average • LQ Score = 1 : Average • LQ Score > 1 : Above average Source: Census on the Map Tool Location Quotient Source: Census on the Map Tool 14 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 2017 Employment Statistics Monthly Wages Outflow Inflow Interior $1,250 or less 27.6% 33.4% 28.2% $1,251 to $3,333 34.3% 33.6% 34.1% $3,333 or more 38.2% 33.0% 37.7% State Monthly Wages $1,250 or less 24.3% $1,251 to $3,333 32.7% $3,333 or more 42.9% • $1,250/mo. = $15,000 $3,333/mo. = $39,996 • Income and wages are underperforming compared to State benchmark • Further analysis is needed to adjust for cost of living • DeKalb imports low-wage employees (inflated due to student employment?) Source: Census on the Map Tool Employment Statistics Where are DeKalb workers coming from? Source: Census on the Map Tool 15 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 Equalized Assessed Value Source: County Assessments, Trulia Equalized Assessed Value • 2008: $756,451,596 • 2014: $523,032,841 • Loss of $700,256,265 in real estate value in 6 years • Industrial: $41,428,239 • Comm.: $162,305,511 • Residential: $500,291,244 • 2016 estimate: $619,236,109 • 17.71% increase over 2015 Source: County Assessments 16 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 2017 Economic Development Organizations Industrial Commercial Residential Tourism Events Workforce Development Incentive Programs • Enterprise Zone • Administered by DCEDC • Pre-negotiated incentives • Property tax abatement for new industrial development • Sales tax abatement on construction materials • Tax Increment Financing • Central Area TIF : Expires Dec. 31, 2021 • 2008 IGA: Half of revenue declared surplus • TIF #2 : Expires Dec. 31, 2018 • Architectural Improvement Program • Dairy Queen & Thai Pavilion • Individual Custom Development Agreements • Brian Bemis Toyota 17 City of DeKalb: 2025 Strategic Plan, Economic Development Implementation Strategies September 2017 Tax Increment Financing Allowable Expenditures • Cost of studies, surveys, development plans, and development services (legal, financial, admin) • Marketing of redevelopment project area • Land acquisition • Rehabilitation, reconstruction, repair, remodeling of privately owned buildings • Job training • Financing costs related to issuance of bonds • 30% of developer interest on loans • Impact fees to other taxing bodies • Relocation costs due to redevelopment • Infrastructure 18 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 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 September 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 *These projects represent the initial project list and scoring completed by the individual EDC members after session one. After review and discussion at session two, several of the items were combined where a similar themes existed. In addition, some of the items were moved higher or lower on the priority list after further discussion, review, and rescoring as a whole. 20 City of DeKalb: 2025 Strategic Plan, Economic Development Strategies September 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