1. COOK COUNTY Economic Development Overview of Related Programming and Special Initiatives

2. Scope of Cook County Operations Provides more than five million residents with vital services for public safety, health, and property. Also responsible for providing municipal services to areas of unincorporated Cook County. Uniquely positioned to foster economic development and job growth.

3. Cook County Demographic Characteristics Data Source: U.S. Decennial Census

4. Key Industry Clusters in Cook County Business Services Freight and Logistics Health and Medical Food Manufacturing

5. Council of Economic Advisors (CEA) Appointed by President Preckwinkle in July 2012 Provides high level advice on economic trends and regional strengths Released Partnering for Prosperity - An Economic Growth Action Agenda for Cook County in April 2013

6. Bureau of Economic Development MISSION STATEMENT: To foster community development, economic development and workforce development within Cook County To strategically leverage resources and provide efficient professional management To stimulate:  Sustainable community investment  Business growth, attraction, and retention  Affordable housing  Regional planning

7. Bureau of Economic Development The Bureau is made up of the following Departments: Capital Planning and Policy Planning and Development Real Estate Management Building and Zoning Zoning Board of Appeals

8. Department of Planning and Development DPD is the primary agency which develops, administers, and manages economic development centric programming in Cook County DPD includes the following divisions:  Economic Development  Community Development  Affordable Housing  Finance

9. Department of Planning and Development The Cook County Department of Planning and Development is committed to developing sustainable communities by:  fostering economic development;  preserving and expanding the supply of safe, decent and affordable housing;  Facilitating infrastructure improvements;  promoting fair housing;  and supporting programs that address the problems of homelessness.

10. Department of Planning and Development Key Goals: Support Expansion of Economic Opportunities Support Sustainable Community Development Support Homelessness Prevention Activities Implement Affordable Housing Strategies Improve Grants Management

11. Department of Planning and Development Annual Federal Programs: (1) promote grant opportunities (2) improve response to reflect innovative approaches, best practices, or new models (3) review applications in accordance with HUD requirements and applicable plans (4) provide support to funding recipients Grant Management: (1) deploy and track grant funds, (2) disburse funds, (3) report accomplishments & performance measures regularly, (4) identify and apply for mission-aligned grants.

12. Department of Planning and Development Business Incentive Programs: (1) assist businesses with growth and job retention/attraction, (2) process/review incentive requests through administrative and legislative processes, (3) track incentives awarded for compliance. Regional Planning: (1) identify innovative approaches to solving regional economic development issues, (2) engage active regional partners, (3) apply new strategies to problem- solving with Cook County in the leadership role, (4) encourage collaboration among municipalities.

13. Department of Planning and Development Prior Year Performance Recent HUD Funding Summary

14. Department of Planning and Development Prior Year Performance Outreach: 1500+ People 50+ Businesses 130+ Municipalities 30 Townships Assistance (Funding and/or Technical): 38,150 People 57 Businesses 49 Municipalities 114 Taxing Districts 2 Townships

15. Department of Planning and Development Prior Year Performance Housing: 149 Rental Units Produced 73 For Sale Units Produced 68 Units Sold Jobs: 2,214 Estimated Jobs Created by Incentives 1,195 Estimated Jobs Retained by Incentives 830 Construction Jobs Supported by CDBG/HOME 151 Service Jobs Supported by CDBG/ESG

16. Department of Planning and Development Prior Year Performance Leverage Generated more than $161 million in private investment in Cook County from $26 million in tax savings - Ratio of 6.19 to 1 for County’s investment Leveraged $819,407 with 2013 ESG Funds Leveraged $4.8 million with 2013 CDBG Funds Leveraged $39.3 million in other public/private financing against $4.5 million in HOME funds for projects active in 2013

17. Department of Planning and Development Prior Year Performance New Resources Based upon increasingly strong performance, the County is also receiving $83 million from HUD to support flood disaster projects in suburban Cook County. Received Investing in Manufacturing Communities Partnership (IMCP) designation for regional metal manufacturing consortium. Continued coordination of seven-County Presidents’ collaborative.

18. Department of Planning and Development Recent Economic Development Efforts DPD works diligently to promote regional economic development opportunities, structure and facilitate financing and incentives to attract/retain businesses as well as create/maintain jobs, and resolve delinquent tax issues to return properties to productive use and enhance the local tax base through:

19. Department of Planning and Development Recent Economic Development Efforts Reconfiguration and renewal of the Economic Development Advisory Committee (EDAC) Launch of the $30 million Section 108 BUILT in Cook Loan program and solicitation/review of prospective transactions Creation of two (2) new property tax incentives to address concerns of the commercial real estate community in Cook County  Temporary Emergency Economic Recovery Modification (TEERM)  Sustainable Emergency Relief (SER) – Class 6b

20. Department of Planning and Development Recent Economic Development Efforts Fox Ford Chicago 2501 North Elston Avenue Chicago, IL DPD Assistance: Class 7b $57 million in private investment $4.6 million in tax savings 25 jobs retained and 292 jobs created Construction to start Spring 2014

21. A strategic planning process that will guide resource development, investments, and partnerships from 2015-19 CMAP is providing technical assistance Coordinated effort consisting of two plans in one Covers economic development, affordable housing, and community development

22. Planning for Progress Status Update Significant outreach conducted to date through formal kickoff meeting, three suburban regional workshops, interactive website survey, targeted topical focus groups, e-blasts, and social media. Over 2,000 individuals representing public, private, and non-profit stakeholder groups as well as the general public have participated.

23. Planning for Progress Status Update Feedback to Date: - #1 Priority: Infrastructure - #2 Priority: Workforce Development - #3 Priority: Business Development - #4 Priority: Affordable Housing Overall focus on economic development Emphasis on connecting people with jobs and housing in coordination with public and active transit Social services and planning/capacity building less emphasized

24. Planning for Progress Infrastructure Strategies Key findings – Need for additional job growth – Focus on better connecting people to jobs – Emphasis on coordinating with other housing, community, and economic development investments

25. Planning for Progress Infrastructure Strategies Proposed Strategy – Prioritize multi-jurisdictional funding requests – Seek funding for planning and infrastructure construction projects that address the jobs/housing disconnect – Prioritize projects that have a clear economic development connection – Coordinate more closely with other infrastructure funders

26. Planning for Progress Workforce Development Strategies Key findings – Existing workforce lacks necessarily skills to obtain and sustain employment as well as advance professionally – There is a need to better connect workers to employment in key industry clusters – Industries with job growth are not easily accessible for prospective and current employees

27. Planning for Progress Workforce Development Strategies Proposed Strategy – Coordinate more effectively with employers and workforce development providers – Collaborate with the Chicago Cook Workforce Partnership and provide supplemental funding for workforce initiatives – Develop a Section 3, MBE/WBE compliance system in partnership with other area agencies required to similarly comply – Connect workforce development programming with other County economic development initiatives such as IMCP, BUILT in Cook loan fund, etc.

28. Planning for Progress Business Development Strategies Key findings – Small businesses face challenges in launching and sustaining operations – Existing County tax structure creates barriers to business attraction, retention, and growth – Businesses lack some awareness of County economic development resources

29. Planning for Progress Business Development Strategies Proposed Strategy – Support small business creation in target areas – Coordinate the use of key incentive programs – Strategically make use of the County’s economic development tools – Explore tax reforms that would break the cycle of low tax base growth and high tax rates – Ensure the long-term viability of the manufacturing and transportation specialized O’Hare and Midway job centers

30. For More Information Our work has just begun. For more information, consult: http://www.cookcountyil.gov/economicdevelopment http://www.cmap.illinois.gov/programs-and- resources/lta/cook-county http://www.cmap.illinois.gov/programs-and- resources/lta/cook-county

31. For More Information Our work has just begun. For more information, contact Herman Brewer, Bureau Chief, Bureau of Economic Development - 69 West Washington, Suite 3000, Chicago, IL 60602 - 312-603-1077 - herman.brewer@cookcountyil.govherman.brewer@cookcountyil.gov Michael Jasso, Director - 69 West Washington, Suite 2900, Chicago, IL 60602 - 312-603-1033 - michael.jasso@cookcountyil.gov.michael.jasso@cookcountyil.gov