1. DeKalb City Council Strategic Planning Retreat August 20, 2015

2. Retreat Objective To develop a strategic planning framework the City can use to allocate existing resources and prioritize new programs and projects

3. Strategic Framework Elements 10-Year Strategic Plan Mission Core values Vision Strategic goals

4. Community Engagement Purpose: To identify… what people who live, work, and/or learn here think about DeKalb’s future; issues and opportunities associated with that future; assets on which to build; and opportunities for residents to become more engaged with their community.

5. Discussion Questions 1. What do you think makes a city a great place in which to live? 2. Which of these qualities does DeKalb have? 3. What can the City of DeKalb do over the next 10 years to improve your community - to make (or keep) it a great place to live? 4. How can you be more connected and engaged with your community? 5. What are you most proud of when thinking about DeKalb?

6. The Process Community Café model - 60-90 minute hosted dialogue of small groups Citywide marketing and promotion, English and Spanish Outreach to minority neighborhoods and young people Minimized barriers to participation 14 ADA accessible locations, neutral settings around city Offered transportation information, children welcome Different days, times No identification of individuals or restrictions on attendance Online survey option 321 participants (some repeats), 91 surveys, 2 other 48 small group discussions Higher response from white, older DeKalb residents

7. Processing the Input Community conversations served as the basis for this framework Issues rolled up into 5 broad categories Sense of place – identity Community vitality and vibrant downtown Inclusiveness Accessibility Quality, responsive services Vision statements and commentaries developed, framed strategic goals Result: a preliminary framework for City Council to discuss and modify

8. Draft Mission Statement The mission of the City of DeKalb is to deliver high quality municipal services to those who live, work, learn in or visit our community through leadership, innovation, and fiscal responsibility to continuously improve the quality of life.

9. Sample Core Values InnovationTeamwork IntegrityProfessionalism RespectExcellence TrustResults AccountabilityCustomer Service CommitmentInitiative Five best practice recommendations

10. Vision Statement: Sense of Place/Identity DeKalb is widely regarded as a welcoming, safe, and vital city offering economic, educational, cultural, and recreational opportunities for families and residents of all ages and incomes.

11. Sense of Place/Identity Potential Strategic Goals 1. Develop a positive, asset-based identity and brand for DeKalb with key stakeholders. 2. Identify and address misperceptions about DeKalb. 3. Engage residents in local activities. 4. Support place-making in DeKalb’s neighborhoods, in downtown, at gateways, and on campus. 5. Bridge NIU and the city visually and programmatically. 6. Conserve and protect DeKalb’s natural resources. 7. Improve the safety and utilization of DeKalb’s recreational assets. 8. Develop and promote cultural, historical, and recreational activities that appeal to a wide range of interests and age groups. 9. Create destination events and gathering places that draw people from throughout the region to DeKalb.

12. Vision Statement: 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.

13. Community Vitality and a Vibrant Downtown - Potential Strategic Goals 1. Create a business-friendly environment that supports existing enterprises while attracting new investment and entrepreneurs. 2. Advance a City/private sector/NIU partnership to revitalize downtown DeKalb. 3. Leverage DeKalb’s locational assets - highways, rail, NIU, broadband, and an airport – and available commercial and industrial space. 4. Ensure that DeKalb employers have access to a skilled workforce and residents have access to education and training programs. 5. Create an attractive investment climate by retenanting empty storefronts and demolishing dilapidated structures. 6. Develop a range of rental and owner-occupied housing options that allow people of all income levels to stay in DeKalb.

14. Vision Statement: Inclusiveness DeKalb promotes and fosters an inclusive environment in which diversity is valued, respected, and celebrated.

15. Inclusiveness Potential Strategic Goals 1. Promote open and candid community conversations around diversity and inclusion. 2. Develop a diverse cadre of community-based leadership. 3. Support diversity in City policies and practices. 4. Encourage activities and events that showcase DeKalb’s diverse population and cultures.

16. Vision Statement: Accessibility DeKalb offers access to a network of services and amenities within and outside the city through an efficient network of transportation options that include roadways, public transit options, bike paths, and a regional airport.

17. Accessibility Potential Strategic Goals 1. Expand the availability of affordable and timely public transportation options within DeKalb. 2. Enhance the bikeability and walkability of DeKalb. 3. Explore options for facilitating transportation between DeKalb and major regional destinations, including Rockford, Chicago and Elburn.

18. Vision Statement: Quality, Responsive Services Through sound fiscal stewardship and collaboration with community stakeholders, City government provides and engages the resources needed to sustain a thriving DeKalb.

19. Quality, Responsive Services Potential Strategic Goals 1. Develop a long-term capital plan to address the range of infrastructure needs in DeKalb. 2. Continue and expand the friendly presence of City police, fire, and other personnel in the neighborhoods. 3. Encourage homeowners, property owners, and tenants to help beautify and maintain all of DeKalb’s neighborhoods. 4. Pursue the highest possible standards of fiscal stewardship by providing transparent and accountable information. 5. Cultivate a customer service culture by City employees. 6. Encourage the meaningful involvement of residents in City government through volunteering. 7. Provide the community with clear and timely information about current issues, options, activities, and progress on implementing the strategic plan using a variety of media and approaches.

20. Next Steps 1. Modify the framework to reflect the changes from this retreat and return to City Council for review (by 8/28). 2. Share framework with City departments to develop specific activities for the strategic goals (by 9/2) 3. Provide the framework to the ABC group to guide development of their programs and projects (by 9/2) 4. Present final strategic plan with operational component to City Council for final review, modification, and adoption (10/12 and 10/26)