We Thrive Elkhart 2040 Implementation Plan : simplebooklet.com

Phases of Work Since 2017The Foundation of FactsWorkforce developmentIndustry diversificationLand use and infrastructureredevelopmentHousingPlacemakingCompleted in 2018, the Phase 1 DiversificationPlan used primary and secondary data toidentify the needs and initiatives required forElkhart's economic stabilization.Consensus for PrioritiesTalent: Develop career crosswalks andtalent intermidiary groupDiversification: Selected diversificationsegments, priorities for incentive toolboxLand use and Infrastructure: identified andassessed properties and quantifiedchallenges for redevelopmentCompleted in 2020, The Phase 2Diversification plan engaged over 60stakeholders to set priorities forimplementation:Structure for ImplementationNeighborhood HubsCareer crosswalks demonstration projectDevelop CDC and workforce housingprojectBegin Growth Alliance projects for 10-minute neighborhoods, downtowndevelopment, diversification targets, andlogistics work planExecute development infrastructure bycreating the organizations and private-publicmaster work plans required for specificprojects to be implemented in 2022+ELKHART 2040 • 2021+2017-18Phase 12019-20Phase 22021-22Phase 3

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ELKHART 2040 • 2021+COLLABORATIVEIMPLEMENTATIONAN INTEGRATED COMMUNITYMODEL FOR CHANGE IN LEGACYCITIESbuild capacity for change, implement development projects, and program meaningful neighborhood amenities. Transformative community change in a legacy city is not for theweary. Few orchestrate to achieve signficant and sustainablechange.Innovative, strategic thinking with practical execution usingdevelopment best practices must be designed to heal the city'sbrokenness and inferiorities, while celebrating its heritage anddesire for greater unity. These intricacies must be captured andexecuted within a focused, integrated, multi-facetedtransformation process which no one entity alone can achieve.This process requires three levels of structured engagementrespectively designed to:The ExpeditersGrowth AllianceThe holding organization that builds CAPACITY through providing master plans, funding sources,project prioritization, and the sense of urgency to achieve the collaborative community vision.The DevelopersCommunity Development CorporationThe nonprofit organization that implements prioritized developmentPROJECTS within neighborhoods.The Visionairies Neighborhood Opportunity HubsThese hubs (multiple) exist to involve themembers of each developing neighborhood,and their network of practioners, whotogether act as the visionaries who willPROGRAM the unique project characteristics,services and amenities that will exist in eachdesignated neighborhood.

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ELKHART 2040 • 2021+PUBLIC-PRIVATEPARTNERSHIPA public-private Growth Alliance will formalize masterplanning and prioritization of macro-developmentopportunities throughout the City while reinforcingthe development partnerships needed for success.NEIGHBORHOODINVESTMENTMicro-investment in neighborhoods through aNeighborhood Opportunity Hub developmentorganization will provide case management andgrowth resources for each neighborhood .HOUSING DEVELOPMENTA formal housing development initiative, structuredthrough a CDC (Community DevelopmentOrganization) will initiate workforce housing andmixed-use development projects to engageinvestors and developers and close the gap on oursignificant housing shortage.TEAM CAPACITYThe City's internal economic development team,leadership and its available resources for growth willbuild the capacity to execute the developmentprojects identified for 2021 and beyond.Growth Framework RequirementsPlanning Complete... Time for Action

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ELKHART 2040 • 2021+Comprehensive Placemaking and Neighborhood Master Plan Comprehensive Downtown Development Master PlanDevelopment Plans for East & West Clusters and Establish TIFsMulti-Modal Connections w/Workforce Housing Master Plan:Including Autonomous Vehicles, Pedestrian Trails, Transit21st Century Business Parks Master Plan: Including Bikeways,Food Trucks Plaza, Recreation, Pocket Parks, EmployeeAmenitiesDevelop Growth Zone Master Plan / Interlocal Partnership(City/County Planning Forum)Development of Bulk Transfer Terminal Sites Master PlanDevelop “Growth Alliance” Forum for Macro-Development ProjectsContinued private-public partnership providing sustainableleadership and planning for multi-year macro-developmentprojects: including providing direction, development connections,linking funding sources, the leadership and sense of urgency asrequired for potential projects such as (to be prioritized):PUBLIC-PRIVATEPARTNERSHIPMACRO-INVESTMENT

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ELKHART 2040 • 2021+RESOURCEREQUIREMENTS Strategic Integrator Leadership, ISC - Shelley MooreProject leadership, facilitation, team development and integration for allinitiatives. Will complete action plans and budgets as required. (90 hours per month)Primary economic development consultant for the formation and implementationof all ED initiatives. (60 hours per month)Senior ED Leadership, OBE Advisors - Mike HigbeePlan-Specific ExpertsOperating CDC Development. Dennis West10-minute Neighborhood and Downtown Development Program, Urban LandInstituteNeighborhood Case Management Services, TBD - see overviewBusiness and Logistics Diversification, NineTwelveCareer Crosswalks Employer Engagement, TPMAEngineering Services, JPR40% of contract fee is slated for third-party resources for: CDC development,case management services, crosswalk facilitation, smart logistics, engineering todefine project scopes, and other administration. Serving the City's top priority, thiscomprehenisve team of resources will beengaged to support existing and various newdevelopment services team needs for dailyfunctions, implementation and training program needs. The existing position for a CommunitySpecialist for needed administrativereporting support will be immediately hired. Total investment for the list to left for 12 months: $440,000.Expert Implementation TeamNine New Interrelated Initiatives - 12 monthswill spinoff the multiple unprecedented communityprojects listed in project slides. City staff will be supported.

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WeThriveImplementationPlanInvestmentBreakdownISC/OBE DennisWest NineTwelve ULI TPMA JPR TOTALProjectLeadership&ImplementationCDCDevelopment Diversification&LogisticsNeighborhoodHub CareerCrosswalks EngineeringDesignNeighborhoodDevelopment‐MicroOpportunityHub$27,65012,900$ 40,550$24weeksforISCteamwmiscsupporttoCityandChambermonths7‐12CareerCrosswalks$15,40033,800$ 49,200$52weeksledbyTPMAwAssistbyISCwemployerengagementOperatingCDC$12,500$14,40026,900$‐$WorkforceHousingProject$24,500$1,20025,700$WestClusterRedevelopmentInitiative$26,9008,325$ 13,000$ 48,225$Thisisprimarilya9monthactivityledbyJPRwithsomestrategicE.D.thinkngfromtheEDCandChamber.Combinationmacro/microprojectGrowthAllianceForumProjects‐Macro10minuteNeighborhoodConcept$25,0409,700$ 3,120$ 37,860$52weekswithsignificantcityroleandISCTeamfacilitation.ULIwillbringfocusedexpertiseTargetedDowntownDevelopmentProgram$36,00011,600$ 6,240$ 53,840$24‐30weekeffortwULIassist.Goaltohaveworkprogramfor2022activationwlinkagestoTolsonandW.ClusterBusinessDiversification$27,0009,075$ 4,680$ 40,755$36‐40weekswithEDCandISCTeamleadingUseNineTwelveforstrategyworkshopalongwithstateregionalexpertsLogisticsProgramming$24,05021,600$ 5,800$ 5,070$ 56,520$AdminandMgmt$50,950$3,5006,000$ 60,450$Misc‐Supplies,TravelandRelatedTOTAL $269,990$19,100$45,000$40,000$33,800$32,110 440,000$Feesareestimatedperresourceallocatedaboveandwilladjustasprojectteamsandresourcesaredefined.AdditionalHoursofTeamInvestment:EstimatedhoursforCityStaff408EstimatedhoursforEDC128EstimatedhoursforChamberofCommerce76

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ELKHART 2040 • 2021+Vision & StrategyComplete vision narrative forwhy economic developmentis the City’s primary focus forthe Roberson administration. Identify proposed strategicframework, the projectswithin and how they fulfillthe vision.Outline the anticipatedresources that will berequired.Clarify next steps andtimeline for planning andimplementation. Complete communicationtools.December 21, 2020Action PlansComplete projectprioritization with staff andconsultants. (NeighborhoodOpportunity Hub, Land useand activation projects (2-4in 2021), Growth Alliance,Housing CDC, TalentIntermediary Group)Complete action plans to beused in weekly progressmeetings. Identify resources need tocomplete the plan andprovide budget and timelinefor resource engagement. Complete meeting cadencewith core team members ona weekly basis for planimplementation.Complete communicationplan for the vision to thecommunity andstakeholders.Services OverviewPer action plans, alignleaders to implement on aweekly basis.Lead the completion ofweekly list of tasks forprojects.Engage staff and consultingresources.Complete communityengagement as required.Communicate progress to allstakeholders.Provide communicationtools as required.ImplementationIdentify and implement thestaff requirements tocomplete the plan.Complete interimorganizational structure androle responsibilities. Alignexisting staff to theorganizational structure.Set meeting structure andexpectations for meetingsand project management.Weekly, identify processesthat need to be documentedfor team development.Begin recruitment ofDirector of EDCS in Q2 2021.OrganizationDevelopment

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Total proposed contract is for $440,000 for 12 months.Fees include Insight’s Leadership, administrative and communications team to provide assistance as needed with the City staff. (90 hours per month)Fees include Mike Higbee serving as Senior Economic Development Consultant. (60 hours per month)Third-party team members (stated above) are estimated to be 40% of the contract and willinvoice on a monthly basis through Insight SC. All third-parties will be approved by theCity Chief of Staff. An additional 10% contingency makes the total contract $440,000 which is factored foradditional resources needed as projects require.We anticipate engaging EDA and other state and federal funding sources to assist withimplementation expenses which may minimize fees (i.e. contingency factored in casetiming of funding will not be achieved in next 12 months and thus would compromiseresults.)Time, materials and other consulting fees will be invoiced as provided or acquired on amonthly basis.The contract can be mutually terminated at any time with only the obligation of completedwork should the ability to execute not be realized. THEINVESTMENTTerms and FeesELKHART 2040 • 2021+

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About Neighborhood Opportunity Hubs Elkhart’s distressed neighborhoods have experienced a steady decline in household wealth, education levels, and individual health indicators. This is not just a local phenomenon but one that carries across much of the state. Poverty, household income, inequality as economic indicators have been moving in a negative direction for much of the past decade. (Source: The Status of Working Families in Indiana, 2018 report). There often is a disconnect for our more impoverished neighborhoods between the unmet needs of their residents and the available opportunities to address them. Access to important services and opportunity is difficult due to issues such as limited transportation and childcare options, lack of financial resources, and a general lack of confidence and sometimes trust in engaging with unfamiliar institutions or organizations. Too often there are very real and personal roadblocks that prevent struggling households from taking advantage of the opportunities that are available. This effort will engage residents where they are most comfortable, in their neighborhood. An effective neighborhood-based services delivery model will be integral to the Opportunity Hub concept. A potential partnership with the Indiana Housing and Community Development Authority and its regional and local service provider partners could provide an existing well-established platform for an improved neighborhood-based approach. Consistent, persistent resident engagement will be a critical component of this initiative. Neighborhood Opportunity Hubs are intended to establish a convenient, visible and inviting front door to a wide range of opportunities. An opportunity hub may be integrated into an existing community center, education facility or easily accessed public space. It first and foremost should be a comfortable gathering place for residents of all ages. It may serve as a place for neighbors to socialize and recreate as well as to engage in accessing needed services and opportunities. A critical element, in keeping with the 15-minute neighborhood concept - a neighborhood-based resource that is easily accessed. Two examples include the John Boner Center in Indianapolis and the Baker-Ripley Gulfton Sharpstown Campus in Houston Texas. Each center is designed to address the resident needs of the neighborhoods that they serve. While the physical layout and programming may be different, in both cases they successfully welcome in residents, connect them to essential services and open doors to new opportunities. Elkhart We Thrive 2040 will engage resources to design and implement a Neighborhood Opportunity Hub, on a demonstration basis in 2021. A group of neighborhood and community leaders will determine an initial location and help to define what services and opportunity programming will effectively improve the economic and quality of life metrics for impacted households. John Boner Center Video Baker Ripley Gulfton Sharpstown

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15-minute Neighborhoods Trends for almost two decades now is for most households to prefer to live where they can live, work, shop, recreate and find most of the services they require within a convenient distance – approximately 15 minutes away. Ideally, we are finding that many residents prefer the car trip to be less, and that they can access these conveniences by foot or bike in 15 minutes or less. Cities like Paris and Amsterdam have committed to creating 15-minute communities. In Paris, Mayor Anne Hidalgo has been an avid supporter since 2014, creating “people first” infrastructure in Paris’ neighborhoods that encourage walking, bicycling and more convenient use of transit. Seattle has begun the process of exploring the 15-minute city in preparation of its next Comprehensive Plan. Detroit, Portland, Boulder to name a few are also interested in integrating this concept into their future neighborhood planning. Many of Elkhart’s older urban neighborhoods were developed with many of the elements of a 15-minute community. As market trends changed in the 60’s and 70’s there was an exodus of services, with middle- and upper-income households not far behind. In most cases, the infrastructure that served these neighborhoods when they were vibrant remains. In a post-pandemic environment, a return to more self-sufficient neighborhoods is an anticipated trend. Neighborhoods designed to take advantage of the changing consumer, work, and leisure activity trends will likely become more attractive to marketplace looking for what is currently a rare commodity in the Elkhart-South Bend Region. In addition, those residents that stayed committed to their neighborhoods will enjoy a renaissance of sorts and benefit from appreciated home and real estate values. This redevelopment concept will serve as a lynchpin to the Opportunity Hub and Smart City concepts that are integral to the We Thrive 2040 Implementation Program.

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Smart Logistics The term “Elkhart Moves” has never been more relevant. Today’s successful businesses are focused on how their goods, people and information move like never. Their business vernacular now includes terms such as; industry 4.0, smart logistics, real time economy, autonomous, supply chain management, connectivity, digitalization, and constant motion. Constant motion relates to information, people and product. Constant motions demand smart logistics which requires automation and technological innovation - impacting how we produce, move, store and consume products moving forward. Yesterday’s infrastructure, policies, regulations and land-uses are not equipped to support the newer, smarter logistics that will drive future investment and business growth. Elkhart fortunately is positioned to transform and adapt to this new world of constant motion. It is already physically connected with its rail and highways to much of the U.S marketplace and beyond. Its business leadership, locally and regionally are well into the process of digitizing, automating and investing to remain competitive and grow their businesses. The Indiana Economic Development Corporation and Central Indiana Corporate Partnership are supporting statewide initiatives designed to ensure state, regional and local economies are not only competitive but prosper. While Elkhart and the region are well positioned leadership must understand and commit to a “smart logistics” economic development strategy, helping to retain current businesses as well as attract new private sector investment. This requires a state-of-the-art digitized eco-system, efficient programmable multi-modal transportation systems, automated product movement systems and skilled workforce to operate and maintain it all. KEY TERMS Blockchain – Blockchain is a type of data base, collecting information in groups or blocks. Each block has significant storage capacity and can be chained to other blocks. Supply chains can verify can track and authenticate the materials, or ingredients in products through an automated collection and storage of information resulting in safety and improved quality. Blockchain Overview Industry 4.0 – Involves the digitization of manufacturing enhancing computers and automation with smart and autonomous systems fueled by data and machine learning (see attached link). Industry 4.0 Overview Digitalization – is the process of employing digital technologies and information to transform business operations – often with the goal of improving its competitiveness (local and global markets) Digitalization Overview Smart Cities - Smart cities are built on a broad infrastructure of systems working together. Smart cities lay the groundwork for prosperity. Businesses will benefit from the innovation and progress inherent in a city powered and connected by data. Because smart cities are entirely connected, businesses and government entities can make smarter choices rooted in data Real time economy - Real-time economy (not to be confused with real economy) is an environment where all the transactions between business entities are in digital format, increasingly automatically generated, and completed in real-time (as they occur) without store and forward processing, both from business and IT-processing perspectives (Wikipedia) Real Time Economy Overview

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A strategic growth firm focused on community development Shelley Moore Founder, President, Lead Strategist Since 1999, Insight SC has provided growth planning services to over 200 organizations including businesses, nonprofits and government entities that have achieved over one billion dollars of impact and growth in part from our team’s services. Services include strategic growth planning, team facilitation and leadership, community development, project management, marketing communications, sales management, and performance management. Shelley’s passion is aligning leaders with their affiliated communities to execute intentional growth strategies that create places where people want to thrive. In that space, she is simply known for providing leadership to achieve project success. Significant Assignments • River District Implementation Team, Project Lead - Commissioned by the City of Elkhart to lead the design process, professional services team, research, redevelopment plan, budget, and communications for $30MM of public investment that will generate over $250MM in private redevelopment investment. • Elkhart Health Fitness Aquatics and Community Center, Administrator – Contracted by the Community Foundation of Elkhart County to lead plan development, project design, fundraising, and communications for this $69.5MM facility that will be one of five of its kind in the country. • City of Elkhart – Contracted to complete City of Elkhart’s brand development, city-wide communications platform, first city economic development plan, and design and develop a public/private partnership for a youth innovation center. • City of Plymouth – Completed public focus groups and developed the city brand platform including public communications, wayfinding, and city gateways. • City of Middlebury - Completed public focus groups and developed the city brand platform including public communications. • Curtis Hill for Indiana – Led campaign management, communications, fundraising and finance management for Curtis Hill’s 2016 campaign for Indiana Attorney General. He won and received more votes than any candidate in Indiana’s history. • Gervasi Destinations – Implemented a series of strategic planning and branding platforms for all start-up resort destinations including vineyard now with nearly 20 labels, villas, conference facility, three restaurants, wedding pavilion, culinary school, marketplace, distillery and hotel. • Lake Tippecanoe Sewer Initiative – Completed public campaign communications for petition process achieving nearly 50% of freeholder signatures with 15% required. • Ronald McDonald Charities of Michiana – Developed and executed strategic plan, staff reorganization, marketing/fundraising/operational plans, and budgeting to design and open in 2017 a new 20-room house at Memorial Hospital in South Bend. • Crossroads RV – Completed focus groups, branding plans and marketing communications to grow the organization from one to 13 product lines and $30MM to $120MM revenue within four years. Shelley has marketing, advertising and international business degrees from The University of Akron and Kansai Gaidai University in Osaka, Japan. She is a Copper Circle Kolbe Certified Consultant, a certified Natural Step facilitator for sustainability planning, 2019 Key to the City of Elkhart by Mayor Timothy Neese recipient, the 2017 Woman of the Year for the Elkhart Greater Chamber, an Addy Award recipient, a NAPW Woman of The Year, Key Business Partner of Specialized Staffing Solutions, and a 2007 Michiana Forty Under 40 recipient. Clients Represented (partial list) ASC Industries Better World Books Daman Products Inc. City of Elkhart City of Plymouth City of Middlebury Community Foundation of Elkhart County Crossroads RV Curtis Hill for Indiana DJ Construction Dec-O-Art Elkhart Brass Elkhart Health Fitness Aquatics Center Gervasi Destinations Inova Federal Credit Union Jayco Lake Tippecanoe Sewer Initiative Lakota Trailers Mainstreet Capital Martin’s Super Markets Midwest Energy Nimet Industries Prosecuting Attorney for Elkhart County REES Theatre River District Implementation Team Ronald McDonald House Charities Michiana Specialized Staffing Solutions St. Joseph County WellPet Yoder Oil w w w . i n s i g h t s c . c o m

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MIKE HIGBEE OBE Advisors, LLC CONTACT PHONE: 317-752-9336 EMAIL: mdhigbee68@gmail.com ADDRESS 1805 N. Alabama Street Indianapolis, IN 46202 EDUCATION Southern Illinois University Graduate Study in Community Development Purdue University Bachelor of Science PROFILE Mike is at heart a community builder. He does not shrink from solving complex community development challenges. In fact, he has made a career of it. From helping to rebuild downtown Indianapolis to constructing new affordable and market rate infill homes in low-income blighted neighborhoods. Mike is a pioneer in urban redevelopment. He relishes using his creative and innovative insights to solve challenging development dilemmas. He has enjoyed a 40-year career that has involved playing several roles in the community and economic development arenas. His primary focus has been on development and redevelopment, implementation, and public-private partnerships (P3). He has helped create plans and developments that benefit urban and rural communities in the United States and abroad. Mike served as the Director of Metropolitan Development for the City of Indianapolis from 1985 to 1991, where he oversaw the City’s economic development and affordable housing initiatives. Premiere projects he led for the City were the Circle Centre Mall development, the Lower Canal Improvement Project, Pan Am Plaza, and negotiations for the United Airlines Maintenance Facility at the Indianapolis International Airport. Mike founded and served as President of Development Concepts, Inc., a development planning, and real estate consulting firm from 1991-2018. His company worked across the country planning and in many cases implementing downtown and neighborhood masterplans. He also partnered in large scale developments including an in-fill housing project and the redevelopment of the 150-acre historic Central State Hospital site. Most recently he led an Economic Development Team at Thomas P. Miller and Associates building a national practice in housing, opportunity zones and economic recovery and resiliency. Mike has served as a Faculty Member for the Rose Center for Public Leadership and is often invited to participate in or chair panels in cities across the country on behalf of the Urban Land Institute Advisory Services Program. Mike recently founded OBE Advisors LLC. OBE Advisors will partner with public and private sector leaders to identify investments and/or projects that enhance the economic opportunities and quality of life assets for community residents and businesses.

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DENNIS WEST 6022 Tenth Street, #103 Kenosha, Wisconsin 53144-1163 906-360-8635 dwupnorth@gmail.com Dennis West Summary of Qualifications My career has been devoted to community economic development bringing about opportunity and social justice in rural and urban settings. I have led a work groups who have supported entrepreneurs in launching and growing businesses, developed housing and supported people to better standards of living. Work Experience 1997 to July, 2020- Northern Initiatives- President, a Community Development Financial Institution begun in the Upper Peninsula of Michigan. During my tenure NI grew to serve 76 of Michigan’s 83 counties, focusing on helping people launch or grow family owned small businesses. The Assets and Net Assets of the organization grew 10 times during this period, as the organization made around 1,200 loans one third of which were to startup businesses. A distinguishing feature of the work was the focus on financial literacy and systems education for customers. NI created a learning platform “Initiate,” which offered over 100 articles, 20+ videos and learning templates to assist small businesses to learn about money, marketing and management. The portal was licensed to CDFIs and is being used to serve small businesses in 40 States. Northern Initiatives was affiliated with ShoreBank which also made for special assignments that advanced my experiences. These included: • Participation in seven, risk management peer reviews reviewing the practices and policies of other ShoreBank affiliated companies, 1998-2008 • A one-month study in Romania and report about the glass and ceramics industry and its post communism viability and competitiveness. The aim was to assess the state of the new small business community and judge whether the was export potential. Supported by the U S Agency for International Development, 2003 • Staff support for the International Development Finance Forum, a dozen of the largest practitioners of microfinance from Africa, Bangladesh, Eastern Europe, India and the United States who held Annual Conferences to discuss the state of the field and its growth to support SMEs, 2004-2008. • Co-author of a case study about the K-Rep Bank and the K-Rep Development Association of Kenya, presented to the Development Finance Forum in Mexico, September of 2005

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1984-1997 Eastside Community Investments, President a multi-faceted community development corporation that focused on housing and human development in Indianapolis. 1983-1984 Bloomington Redevelopment Commission- Executive Director- working on community development projects and issues for the City of Bloomington, Indiana 1980-1983 Consultant- work included aiding community development corporations and the White River Park Commission 1976-1980- Indianapolis Division of Economic and Housing Development-Project Specialist, Project Manager and Deputy Administrator working on downtown and neighborhood community development projects. Education 1975-1976 University of Wisconsin-Milwaukee, Urban Affairs 1971-1975 Hanover College, Political Science 1968-1971 Thomas Carr Howe High School, Indianapolis Extracurricular Activities • Great Lakes Sports Commission, Founding Director, Treasurer, 2019-present • Rural Local initiatives Support Corporation Advisory Council 2018-present • Rural Development Innovation Group, hosted by the Aspen Institute, 2016-present • Michigan Governor’s Outdoor Recreation Advisory Council, 2018-2020 • Michigan Community Capital and its predecessor organization, 2006-2020 • Community Economic Development Association of Michigan, Founding Director, Board of Directors 1998-2006, 2015 to 2020 • Upper Peninsula Economic Development Alliance, Founding Director, 1998-2006 and 2012 to 2020 • Michigan Governor’s Food Policy Council, 2005-2014 • Michigan Good Food Fund, Advisory Board, 2015-2020 • Michigan Department of Natural Resources Land Management Strategy, 2013 • Michigan Governor’s Water Strategy Cabinet, 2013-2018 • Small Business Development Center, Region 1 Advisory Council, 2010-2020 • Invent@nmu, Advisory Board, 2014-2019 • Accelerate UP Advisory Board, 2013-2020 • Saint Paul’s Episcopal, Vestry 2009-2012, Senior Warden 2011-2012, commissioned to preach 2014, and preached 2014-2020 • W K Kellogg Foundation, Community Leader Fellowship Program, Coach/Mentor 2014-2016 • Wealth Creation Project Design Advisory Team, The Aspen Institute, 2011-2012 • Lake Superior Community Partnership, Board of Directors 1998-2012 • Upper Peninsula Land Conservancy, Founding Director, Board of Directors, 1999-2009

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• Michigan State University, Regional Economic Innovations Advisory Board, 2012-2020 • Volunteer Room at the Inn, Marquette Homeless Shelter, 2009-2020 • Marquette County YMCA Board of Directors, 2002-2009 • Marquette Cub Scouts, Cub Master 1998-2001 • Marquette Galaxy, Travel Soccer Coach 1999-2009 • Marquette Senior High School, Girls’ Varsity Assistant Coach, 2005-2008 • Federal Home Loan Bank of Indianapolis, Board of Directors, 1991-2002 Awards Received • Community Economic Development Association of Michigan, Advocate of the Year, 2020 • Marquette Rotary Community Citizens Award presented to Dennis and Kayla West, 2019 • Land Use Leadership Award, Michigan State University and the Michigan Land Use Funders, 2011 • YMCA Wisconsin District, Volunteer Service Award, 2005 • Sagamore of the Wabash, Indiana Governor Frank O’Bannon, 1997 • King, Wilkins, Walker, Young Award from the Indianapolis Urban League, 1997 • Indianapolis Private Industry Council, Joel Yanover Award, 1995 • Indianapolis Business Journal, Michael A. Carroll Award, 1995 • Indianapolis Business Journal, 40 Under 40, 1993 • Indiana Association of Continuing Education Partnership Award, 1993 Family Dennis and Kayla were married in 1987 and have two adult children Anne and Sam

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All biographies as of 2/5/21 Tom Murphy Senior Resident Fellow ULI – the Urban Land Institute Washington, D.C. Tom Murphy is Senior Resident Fellow, ULI/Klingbeil Family Chair for Urban Development. Murphy is the former 3-term mayor of Pittsburgh. Murphy has extensive experience in urban development and revitalization. He understands what drives investment, and what ensures long-lasting commitment to community. He also is an expert in how local and regional political process functions and how these processes are fundamental to successful investment, development, revitalization and urban regeneration. Prior to his appointment as senior resident fellow, Murphy had served as ULI's Gulf Coast liaison, helping to coordinate with the leadership of New Orleans and the public to advance the implementation of rebuilding recommendations made by ULI's Advisory Services panel. In addition, he worked with Louisiana state leadership, as well as with leadership in hurricane-impacted areas in Mississippi, Alabama and Florida to identify areas appropriate for ULI involvement. Prior to his service as the ULI Gulf Coast liaison, Murphy served three terms as the mayor of Pittsburgh, from January 1994 through December 2005. During that time, he initiated a public-private partnership strategy that leveraged more than $4.5 billion in economic development in Pittsburgh. Murphy led efforts to secure and oversee $1 billion in funding for the development of two professional sports facilities, and a new convention center that is the largest certified green building in the United States. He developed strategic partnerships to transform more than 1,000 acres of blighted, abandoned industrial properties into new commercial, residential, retail and public uses; and he oversaw the development of more than 25 miles of new riverfront trails and urban green space. From 1979 through 1993, Murphy served eight terms in the Pennsylvania State General Assembly House of Representatives. He focused legislative activities on changing Western Pennsylvania's economy from industrial to entrepreneurial, and authored legislation requiring the Commonwealth of Pennsylvania pension fund to invest in venture capital. In addition, he authored legislation creating the Ben Franklin Technology Partnership, which is dedicated to advancing Pennsylvania's focus on technology in the economy; and he authored legislation to encourage industrial land reuse and to transform abandoned rail right-of-ways into trails and green space. Murphy served in the Peace Corps in Paraguay from 1970 through 1972. He is a 1993 graduate of the New Mayors Program offered by Harvard University's Kennedy School of Government. He holds a Master of Science degree in Urban Studies from Hunter College, and a Bachelor of Science degree in Biology and Chemistry from John Carroll University. He is an honorary member of the American Society of Landscape Architects; a board member of the Pennsylvania League of Cities and Municipalities; and a board member of the National Rails

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All biographies as of 2/5/21 to Trails Conservancy. He received the 2002 Outstanding Achievement of City Livability Award from the U.S. Conference of Mayors and was selected as the 2001 Pittsburgh Man of the Year Award by Vectors Pittsburgh. Tom Eitler Senior Vice President, Advisory Services ULI – the Urban Land Institute Washington, DC Tom Eitler is a Senior Vice President for the Urban Land Institute, a nonprofit education and research institute that focuses on issues of land use, real estate and urban development. The mission on the Institute is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. Since 1947, ULI has been conducting panels that provide strategic advice to communities and organizations on a wide variety of real estate, planning, and urban design and public policy subjects. Mr. Eitler manages the professional team that makes these advisory panels possible. Mr. Eitler is an urban planner and land use professional with more than 30 years of experience in comprehensive planning, revitalization, land economics, historical preservation, transportation systems, economic development, and sustainable design. He is an expert on US zoning law, municipal codes, and urban design and government operations. He has prepared and conducted hundreds of reports on community engagement plans, charettes, advisory groups, workshops and panels. Mr. Eitler has authored numerous plans, studies, strategies and reports on urban planning, design, land economics, public administration and real estate development. He was the principle author of the Urban Land Institute’s “Ten Principles for Building Healthy Places”. He has directed projects in both the public and private sector in a variety of locations throughout the United States, Europe, Middle East, Africa and Asia. Prior to joining the Urban Land Institute Mr. Eitler was a principal with Community Planning Associates LLC, a land planning consulting firm based in Washington, D.C. Before that he was Director of Operations for the Onyx Group, a planning and architectural firm with offices in Virginia, California, and Hawaii. Prior to that, he was a principal planner with a number of local governments, including Chief of the Long-Range Planning for Prince William County Virginia where he established the County’s first urban growth boundary initiative, Traditional Neighborhood Design ordinance and financial guidance for its impact fee system. He has a Masters in Urban & Environmental Planning from the University of Virginia’s School of Architecture and three undergraduate degrees in urban studies, political science and public administration. Mr. Eitler is a member of the American Institute of Certified Planners, the land economics society Lambda Alpha International and is a member of the Dean’s Advisory Board at the University of Virginia’s School of Architecture.

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All biographies as of 2/5/21 David Zehr Senior Associate Advisory Services ULI-Urban Land Institute Washington, DC David Zehr is a Senior Associate of Advisory Services at the Urban Land Institute (ULI). The mission of ULI is to provide leadership in the responsible use of land and in creating and sustaining thriving communities worldwide. Since 1947, ULI has been conducting panels that provide strategic advice to communities and organizations on real estate, planning, urban design, and public policy subjects. David is experienced in impact evaluation, program implementation, and systems management. Before joining ULI, David worked in the fields of international development and humanitarian assistance with Creative Associates International and UNHCR, the United Nations Refugee Agency. David is an honors graduate of Goshen College with degrees in History and Interdisciplinary Studies. He originally hails from Elkhart, IN, and is now based in Washington, DC.

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www.uli.org/advisoryservices To inquire about convening a panel in your community, or to serve as a panelist, contact Tom Eitler, Vice President, Advisory Services at 1-202-624-7186 or teitler@uli.org.Since 1947, advisory services panels have helped ﬁnd creative, practical solutions for some of the most challenging issues facing today’s urban, suburban and rural communities.l Get timely, candid and unbiased input from expert land use professionals.l Kick-start critical conversations and move beyond deadlock.l Gain fresh insights and dis-cover innovative solutions to the most complex real estate development challenges.Panels bring together the best and brightest from ULI’s diverse membership including developers, planners, ﬁnanciers, market analysts, economists, architects and public ofﬁcials to provide practical and candid advice that is not available from any other source. We work with local governments, private developers, community development corporations, and many other organizations to address the most challenging real estate and land use issues facing communities today.URBAN LAND INSTITUTE ADVISORY SERVICESHelping Communities Help ThemselvesAdvisory Services ProgramExperts Providing Practical Solutions for Complex Land Use Issues

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ULI Virtual Advisory Services132For further information about the differences among these virtual offerings and their cost, please contact advisoryservices@uli.org.Half-day vPAS: This is a three-to-four-hour analysis of a specic challenge that occurs in an intimate, conversational format. The offering begins with a sponsor-led brief overview of the challenge that complements brieng materials provided to the panel. Panelists engage in deliberations with the sponsor, then among themselves prior to reporting out their ndings. Full-day vPAS: This is an eight-hour offering that builds on the half-day program and includes an opportunity for more deliberation and engagement in a limited capacity with area stakeholders. After engaging with stakeholders, panelists deliberate both with the sponsor and among themselves in order to develop strategic recommendations.Final vPAS deliverables include a video recording of the sponsor presentation and Q&A between the sponsor and panelists; a digital copy of the nal presentation materials; a video recording of the nal presentation of the panel’s recommendations and follow-up Q&A between the sponsor and panelists; and an optional summary memo synthesizing ndings.District Council Virtual Technical Assistance Panel (vTAP) Many ULI district councils are in the process of adapting in-person technical assistance panels as virtual offerings. ULI’s TAPs are one of a series of products offered under the ULI Advisory Services program designed to be run and implemented by district councils. Though modeled on ULI’s successful Advisory Service panels, TAPs draw on local member expertise to solve uniquely local challenges.Virtual Advisory Services Panel (vASP) Though a pivot from ULI’s traditional ve-day panel offering, a virtual Advisory Services panel similarly is designed to help break though obstacles, jump-start conversations, and solve tough challenges. This two-and-a-half-day virtual offering is tailored to meet a sponsor’s needs. In a vASP, ULI members are briefed by the sponsor, engage with stakeholders through in-depth interviews, deliberate on their recommendations, and make a nal presentation of those recommendations.Final vASP deliverables include a video recording of the sponsor presentation and Q&A between the sponsor and panelists; a digital copy of the nal presentation materials; a video recording of the nal presentation of the panel’s recommendations and follow-up Q&A between the sponsor and panelists; and an executive summary report synthesizing the panel’s ndings.Virtual Project Analysis Session (vPAS) A virtual project analysis session encourages creative thinking and problem solving between a sponsor and a multi-disciplinary panel on a succinct and direct land use challenge. These intimate, conversational offerings are structured and facilitated to yield in-depth, project-specic, and pragmatic recommendations in a short period of time.Since 1947, the ULI Advisory Services program has helped communities nd strategic, practical solutions for the most challenging issues facing today’s urban, suburban, and rural areas. Advisory Services offerings are ideal for governments and nonprot, public, and private organizations that need independent, timely, and unbiased solutions for specic land use and real estate development challenges.In response to the worldwide COVID-19 pandemic, the ULI Advisory Services team has created a suite of new virtual programs that will allow ULI and its members to continue to fulll ULI’s mission and provide strategic advice to communities on programmatic goals while incorporating social distancing as part of the program’s execution.

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Roy Vanderford is a Senior Director who works with TPMA's Executive Team on strategicdirection and business development for the company and provides project leadership ona wide array of customer engagements focused on workforce development andeducation.Roy brings a lifetime commitment to advancing professionalism in the workforcedevelopment field, assuring that high-quality talent systems are built to increaseproductivity of employers and skills of residents. He has championed workforcedevelopment system innovations for over 40 years, initially as a practitioner and lateras a consultant, including building early one-stop systems, creating non-profitorganizational structures for workforce boards, and positioning workforce boards asrespected partners with economic development and education organizations. He hasserved as CEO of workforce boards in three workforce areas: Louisville, KY; Indianapolis,IN; and Evansville, IN. In addition, Roy has provided on-the-ground consulting onworkforce development and education advancements in 35+ states at both the stateand local levels. He has led statewide rollouts of new workforce development systemsin multiple states including Pennsylvania, Colorado, Indiana, Kentucky, and Ohio.Roy has served as President of the U.S. Conference of Mayors Employment & Training Council, President of the Indiana Association of Local Workforce Boards, and Co-Chair of the Enterprise Council (USDOL's Quality Initiative)He has assisted national organizations in developing strategies and operational excellence, including the National Association of Workforce Boards, the Lumina Foundation, and the Strada Education NetworkRoy has been the lead grant writer and facilitator for development of large grants including USDOL's WIRED and TAACCCT grant programs. Region 10 WDB Bi-State Regional Plan Greater Louisville, Kentucky Indiana University BloomingtonPaul H. O’Neill School of Public and Environmental AffairsGeorgia TechStrategic PlanningProgram DesignProject ManagementService IntegrationGrant WritingData AnalysisGroup Facilitation"Workforce development brings win-win solutions to both employers and employees. Increasing skill and education levels brings higher productivity to employers and higher wages to employees."South Central KY WDB Local WIOA Plan Procurement Bowling Green, Kentucky Ready NWI Staff Support for Coalition Northwest Indiana Atlanta & Cobb County Workforce Boards Local WIOA Plans and Regional WIOA Plan Atlanta, Georgia Central OK Workforce Investment Board Sector-based Talent Strategy Oklahoma City, Oklahoma Pennsylvania Workforce System 8 Local and Regional WIOA Plans Pennsylvania (Statewide)

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CITY OF ELKHART FUTURE ECONOMY ASSET DEVELOPMENT PROPOSAL Developed by: NineTwelve Solutions Executive Summary: The City of Elkhart desires to identify future opportunities and develop assets which will take advantage of the future economy. These strategies should allow its citizens to transition smoothly, provide quality of place, and build wealth along the way. The willingness to prepare the city is the underlying innovation opportunity in itself that Nine Twelve applauds. Our unique organization will recommend and identify actionable steps for the city that are bold, forward looking, and create significant ROI. Market Opportunity: We have all heard or read about Smart Cities, artificial intelligence, robotics, manufacturing 4.0, Internet of Things (IOT), machine learning, and other technologies. It is assumed they will be part of our future lives. The timeline will be swift; in some communities it has already begun. The technologies are developing so fast there are bound to be severe peaks and valleys in the workforce readiness, adaptability, and full employment. The City of Elkhart knows all too well how fragile the economy can be historically. The city must act with purpose to prepare and capture opportunities as they transition. Advanced Technologies’ Approach: The 912 Team will engage private and public sector leaders as they develop business investment strategies intended to diversify the regional economy and promote economic growth. Nine Twelve will explore potential linkages with state and national initiatives that the Elkhart community can take advantage of to position its business community and workforce to better compete and grow regionally, nationally and globally. A series of strategic planning sessions will be held with local leaders to develop a common understanding of the technological change and innovation that will impact local and regional economic development short and long-term. Once this understanding has been established, strategies will be formalized and partnerships proposed to position Elkhart and its business community to prepare and take advantage of the technological innovation.

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NineTwelve drives the commerce of advanced technologies through trusted partnerships with federal, state, and local governments, research institutions, and private sector companies. NineTwelve helps federal and state government leaders implement and execute programs that develop the marketplace conditions to generate new jobs, attract private investments, and achieve their public missions. NineTwelve helps private sector companies (from Fortune 500 to middle market to startups) secure non-dilutive revenue and access to government programs and assets that will help grow their businesses. NineTwelve helps research institutions and local governments maximize the return on investment of their placemaking initiatives. Current exclusive NineTwelve programs chartered by the US Federal Government and State of Indiana include (but are not limited to): • 5G and Beyond Telecommunications • Energy and Unconventional Energy • Trusted Microelectronics • Hypersonics • Next Level (Advanced) Manufacturing • Information Assurance and Resiliency Other areas where NineTwelve serves as Industry Experts are: • Autonomous Mobility • Cyber Security • Vertical Take Off and Lift Off (VTOL) • Private Cellular Networks • E Learning • Economic Development • Public Private Partnerships • Research and Development • NineTwelve affiliates include the NineTwelve Institute and Net Level Manufacturing Institute, both non-profit organizations, and NineTwelve Solutions, a for-profit consulting firm.

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Team Lead: Mark Pishon CFO, Nine Twelve Solutions. Mark is a seasoned financial professional, bringing many years of experience to his position at NineTwelve as Chief Financial Officer. Mark has held financial management leadership positions including his tenure at the Purdue Research Foundation and his statewide and financial leadership role at the Indiana Economic Development Corporation where he served as Chief Financial Officer. Mark has honorably served under three governors in the State of Indiana. His expertise supporting the private sector across technology and manufacturing industries includes Audit Management experience where his clients included Rolls Royce, Allison Transmission, Eli Lilly, General Mills, Milwaukee Electric Tool, Oshkosh Trucking, Rockwell Automation, and SBC (now AT&T). Mark is active in and passionate about his community and serves the Scouting Boy Scouts of America (BSA) organization as the North Star District Committee Finance Chair. Mark has a degree in accounting from the University of Massachusetts Amherst.

We Thrive Elkhart 2040 Implementation Plan

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