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Home My WebLink About2020-05-06 DOBID Strategic Plan DRAFTDownrown OSHKOSH RVIFFEK 9 "JCW 2020-2024 Business Improvement District Strategic Plan - DRAFT Task / Action Who By When Status Find any Mission, Vision, Values statements from past Megan / 5/19 planning Jessie Update One -Page Committee Charter and Policies Jessie / 5/19 Sandy/ Carrie Present to Board Megan June mtg • One Page Plan Jessie • Proposed Committee Structure Carrie • Sign-up for your committee Aaron • Committee Charter Sandy • Committee Expectations Jill • Next Steps and Expectations Set-up prep meeting for June Board meeting Jessie Last week in May Clean up plan and send out links and invites for May 6 Walter meeting Determine Chair and Members of each committee and ask all Deb, 5/f` Board members preferences: Megan, • MemberCo - Chair: Carrie Carrie? • Communications and Marketing Committee Chair: AJ • Beautification Committee - Chair: Megan/Carrie • Holiday Parade Committee - Chair: Meghann/Jill • Added Events Committee - Chair: Kris Larson Clean up Committee diagram and add tentative names - put in Jessie 4/30 DOf- doc or google drive Page 1 of 11 Downrown OSHKOSH RappeKing Now 2020-2024 Business Improvement District Strategic Plan - DRAFT Previous Planning Mission <INSERT> Vision <INSERT> Values <INSERT> Taglines <INSERT> etc. 2020-2024 DOBID Detailed Strategic Plan I. Increase Communication Lead: COMMUNICATIONS AND MARKETING COMMITTEE -CHAIR: Aaron Armstrong Issues: There's a disconnect between property owners and business owners Many members don't know what is being done on their behalf General lack of knowledge of what the BID is or what they do? Am I even in it the BID? Future State: Property owners, business owners, and residents know what the BID does, what value it brings, and know BID sponsored activities A. Develop Comprehensive Communication Plan 1. Reform/Invigorate a Marketing and Communication Committee: Tasked to develop and publish a quarterly newsletter with the BID manager. Sub -committee would highlight BID activities and opportunities , interview and promote BID businesses and properties . Newsletters could be either promoted online or in print. ($$) This same information could also be used on social media. Sub -committee would meet monthly. Actively support BID manager with content for website b. Face to face visits c. BID events 2. Get a full membership directory with all member contact information - name and email address It is my understanding that there is no current list of members and email addresses of BID members.l asked Cossie if this existed before she left and her response was that there is no list. The only formal data is the property owners/tax assessment. If we could gather current members and active email addresses we could distribute information directly. That would be most cost effective. Right now, members have to contact the BID, not the BID contacting the members. a. Add Members Section to website/ Newsletter archive 3. Evaluate current information sources. Downtown Oshkosh website/ Information Packets -Block Captains/ BID manager b. Property owners and tax assessment contact information - physical addresses 4. Develop a "What is the BID?" piece The BID is o formal entity that was formed in 1987. Property owners are assessed tax dollars which are used in a collaborative effort to maintain and improve the viability of Downtown Oshkosh. Those tax dollars provide the funding in which the BID supports organized efforts to support and grow business in downtown Oshkosh. The district has firm boundaries and has a formal structure. The BID board is comprised of property owners, business owners and residents. a. Address the general non -awareness of the BID. b. What we do/what we don't do 5. Determine how we better share information to members and non-members? Currently, we have an online directory of businesses, facebook page (multiple) and a monthly BID board meeting with open access to the public. Social media is currently subcontracted. Downtown Oshkosh website is active. There is a newsletter sign-up on the website. I am not sure of its current status - BID manager task? 6. Hold monthly open hours with BID manager and at least two members of the board a. Available for face to face interactions with BID members. b. Each BID board member would sign up for 1-2 meetings per year. For example: First Friday of the month: 1-3 pm. Page 2 of 11 Downrown OSHKOSH fkappeKiv,q Now 2020-2024 Business Improvement District Strategic Plan - DRAFT 7. Reassess current practice for effectiveness a. Eliminate block captains and yearly distribution of information packets. b. Implement new lines of communication via email/newsletter/website and open hours c. Consider other avenues of communication: example: The Herald, OCVB - co-sponsors, social media 8. Improve understanding of why and what we spend $ on beautification signage on the planters b. sponsors for planters c. Use existing sources to highlight sponsors: website/newsletter/social media 9. Improve awareness of Marketing and Advertising spend a. Create a "blanket" marketing campaign to promote entire downtown b. Newspaper, bus, billboard, radio, social media - example: getting married? buy dress/ matching tattoos/hotel accommodations/counselor/divorce attorney - have some fun with it. c. more use of logo 10. Build grant fund awareness Review the last 5 years of grant funds- who participated? Were the available funds used? What was the average transaction? b. Is there a way to make the process more convenient -ease of use? o Simplify o User friendly language - example: 2 bids... are you forced to use the lowest bid? 11. Include BID initiatives in city manager annual report B. Provide Clear Access to Answer All BID Related Questions The BID manager is the ultimate resource for information. Committee to support BID manager Contact information of manager and committee on website. 1. NEW: Hold monthly open hours with BID manager and at least two members of the board - available for face to face interactions with BID members. This would help support the BID manager and create a conducive environment for constructive discussion. Each BID board member would sign up for 1-2 meetings per year. For example: First Friday of the month: 1-3 pm. 2. Reassess current practice for effectiveness. a. Most of the communication tasks were delegated to the BID manager. Very big and challenging task. The BID manager was located in the basement of the Chamber. Location was not ideal for visibility and ease of use regarding face to face interactions. b. Yearly distribution of expensive folders of information delivered by -block captains. Very little direct communication with the business owner- often passing the material to employees. Expensive print materials- could $$ be put to better use? II. Improve Marketing and Promotion Opportunities Lead: COMMUNICATIONS AND MARKETING COMMITTEE -CHAIR: Aaron Armstrong Issues: The BID overall lacks a destination theme, a message, and ideal demographic. The downtown lacks an overall vision, mission, and purpose. The current marketing strategy has simply been some social media when the overall strategy needs to be comprehensively re-evaluated to ensure marketing dollars are being best spent. Future State: The BID has a vision, mission, and brand message. The greater Oshkosh community knows the downtown area as a destination for . The public perception is that Page 3 of 11 Downrown OSHKOSH kappeKivng Now 2020-2024 Business Improvement District Strategic Plan - DRAFT downtown is a destination for . The overall destination theme is for the general betterment of all Downtown Businesses. A. Develop Comprehensive Marketing and Promotions Plan (BID Manager due April BID Meeting) 1. Identify Ideal target BID customers and demographic 2. Create a customer -facing value proposition for the BID 3. Create a marketing concept that is inclusive of the diverse business mix of the Downtown 4. Develop a comprehensive multi -media promotion plan optimized and tailored to channel the target demographic of BID customers 5. Evaluate trade-offs between specific government ads vs specific business informative ads B. Improve Advertising for the Downtown as a Whole (targeted at BID customers, not BID members) 1. Improve Awareness of the Downtown Business Diversity 2. More positive, regular promotion to create positive vibe to draw people Downtown 3. Determine a marketing operation plan to schedule promotional posts to facilitate community engagement C. Identify New Marketing Options/Ideas 1. BID Manager to report -out on marketing status to Marketing Consortium - monthly. 2. Reassess current mission, vision and purpose for the BID 3. Establish a destination theme for the downtown 4. Refresh or assess downtown branding to include, logo, slogans, website, and social media channels III. Increase Member and Board Engagement Lead: Jessie Meidl - MEMBERCO? Issues: Lack of participation People are willing to be involved, but need to know how they can be Lack information sharing/knowledge Future State: Members and board are sharing information, interacting more often,know how to participate and are participating more, everyone is more knowledgeable and engaged A. Increase Member Engagement 1. Increase BID Socials (BID Manager - 2020Q2) a. Offer quarterly Downtowners social events b. Regular get-togethers of Downtowners c. Promote membership/attendance 2. Facetime with Business owners via BID manager a. Include personal contacts in BID Manager Report 3. Increase ways in which we engage members a. regular polls via emails b. create more face to face interaction opportunities c. All members have BID board contact information (email addresses) d. Invite members to join our existing committees and create new ones with the members B. Improve Board Engagement 1. Reassess current committee structure a. Restructure committees and subcommittees b. Develop regular meeting schedule for all committees and subcommittees Page 4 of 11 Downrown OSHKOSH kappeKiv,q Now 2020-2024 Business Improvement District Strategic Plan - DRAFT c. Develop a plan to strengthen committees d. Delete committees that are not needed 2. Define Committee Roles and Responsibilities giving committees the authority to make decisions a. Reassess and restructure, reassign committee, subcommittees, roles and responsibilities b. Create a charter for each committee - with roles, responsibilities, spend authorities, report out, etc. 3. Set realistic expectations of Board and members C. Better Engage the Members and Board 1. Increase interaction between Board, members, and BID manager a. BID manager open office hours b. Develop schedule for BID manager to stop into businesses (focus on new and low participation businesses) c. develop schedule for Board members to stop in to businesses(focus on businesses board are unfamiliar with or have had little personal interaction with) d. encourage a mix of Board and members in committees e. Create an engagement/ communication committee 2. Invite businesses to BID board and committee meetings a. Post meeting dates on social media b. email invites c. mailer at beginning of year with calendar of BID events and meetings d. regularly updated list of meetings and events on downtown website e. In person invite to new businesses form BID manager or a board member IV. Enhance Our Beautification and Cleanliness Efforts Lead: Beautification Committee Co -Chairs: Megan Lang, Carrie Olson Issues: Beautification is costly Planters are 10 years old We do not know the status and condition of our beautification assets Future State: Beautification is thoughtfully planned and effective in creating a nice place and reason to come downtown A. Review Our Beautification Assets 1. Count and map out the existing number of planters - check condition of planters for possible removal 2. Develop a layout for planters that contain permanent art/sculpture and flowers/grasses (contact Jeff in Planning for mapping) 3. Consider replacing planters with permanent art installation- replacing a planter and flowers - assure compatibility with planters 4. Develop a layout for the bump outs that would contain perennial flowers/grasses with annuals 5. Develop a fence around bump outs or signs to protect plantings from animals and/or humans 6. Develop a relationship with businesses that have planters next to them to "adopt" and care for the planters include seasonal planting, water and general maintenance 7. Re-evaluate the number and type of banners from the current 5 changes to possibility of 2 or 3 Spring/Summer, Fall/Winter and Holiday 8. Partner with the art community and/or schools UWO, FVTC and high schools to add permanent art to the planters or replacing a planter 9. Count and map out the number of garbage cans to enhance cleanliness. Add as needed 10. Wrap garbage cans with art partnering with art community and/or schools Page 5 of 11 Downrown OSHKOSH kappeKiv,q Now 2020-2024 Business Improvement District Strategic Plan - DRAFT 11. Add beautification efforts to side streets, target neglected areas 12. Review with the Planning department, the buildings that are deteriorating and what can be done with them. 400 and S00 block of N. Main B. Develop Clean-up Days 1. Develop Spring and Fall clean up contest with Boys and Girls Club with a pizza party at the end of cleanup (contact Oshkosh School District - Sandy - by Feb 18). 2. Educate business owners to sweep/pick up and monitor their area of sidewalk daily 3. Consider an "adopt a block" campaign to "own" a designated area to assure that it is clean 4. Develop a snow removal ATV for the BID and work with City staff to man the streets post snowfall V. Refine Our Events Lead: Jesse Meidl - MEMBERCO has a lot of events, HOLIDAY PARADE COMMITTEE, EVENTS COMMITTEE Issues: Keeping up with all the tasks to put them on We never say no to people asking for money — need to have Not all events are of benefit to BID members — how do we determine what we sponsor? Difficult to determine what is sponsored and not sponsored Future State: Downtown Oshkosh is the event destination people come for old events as well as new, and member participation in events is up. A. Develop an Events Operation Plan/Committee 1. Create decision criteria and develop formal request process - requests will be discussed privately vs instant agreement of request 2. Reassess events for effectiveness and target audience -balance between Family -Focused Fun / Events and Adult Events 3. Develop a process for evaluating event sponsorship - were the goals reached? 4. Subcommittee discussion before approval 5. Determine Staffing 6. Detailed review of events at quarterly BID meeting 7. Assist event promoters for upcoming(new) events/partnerships 8. Promote predetermined BID sponsored events B. Continue / Refine Specific Events 1. Wine Walk 2. Parade 3. Farmers Market 4. Chalk Walk 5. Whoville 6. Cocoa Crawl 7. Holiday Events 8. Gallery Walk 9. Waterfest 10. Live at Lunch 11. Into the Night C. Increase Communication, Awareness, and Participation in Events (see Strategic Goal II) 1. Create master list of events and sign up dates to participate 2. Create master list of event committees and member contacts Page 6 of 11 Downrown OSHKOSH kappeKiv,q Now 2020-2024 Business Improvement District Strategic Plan - DRAFT VI. Promote a More Creative Business Culture Lead: Aaron Armstrong, AD HOC COMMITTEE OF COOL CATS Issues: Downtown Oshkosh has many bureaucratic nuances that prevent brick and mortar businesses from expressing themselves creatively to include building facades, exterior decorations, and signage. Future State: The BID board actively lobbies on behalf of the BID members to influence policymakers to minimize restrictions on creative efforts downtown while suggesting active reformation of bureaucratic policies that limit entrepreneurial creativity. The endstate is that the downtown is a hotspot for entrepreneurial creativity where businesses and public common areas can freely and openly express themselves via building facades, signage, decorations, and artwork within the confines of reasonable taste. A. Increase Public Art 1. Work with local artists Gallery Walk committee - Vicky Redlin City Art Council - Schools 2. How do we get more murals, sculptures? collaboration with OCVB a. Develop a plan to connect building owners without the financial means to have a mural on their wall with an artist. help them find grant programs, find sponsorship. Find a way to take away the financial burden of beautifying their building. 3. How do we make it easier? more than make easy how do we communicate B. Incorporate Performance Artwork into Beautification and Cleanliness 1. Utilize Opera House Square for plays, concerts etc after hours. 6-8? Collaboration with local artists and/or theater people . Assist with permits and other support C. Create a "Cool' Culture 1. Influence and encourage policymakers to reform policies limiting entrepreneurial creativity a. Encourage and assist "new looks" o Creative building facades o Exterior business decorations o Innovative architectural concepts o Public and Private Art displays o Offer incentives for building upgrades b. Regularly educating ourselves on existing codes/restrictions to outside of bldgs and decaying bldgs to recommend reform due to obsolescence or new direction 2. Develop a broad downtown marketing campaign plan (see goal II) a. Regularly communicate marketing goals and future vision to city stakeholders b. Regularly running Herald ad featuring something downtown c. blanket ad promoting downtown(bus ad, billboard, newspaper, radio, social media, ext.) 3. Other a. Architectural appreciation b. Re-route semi trucks from the downtown to alternate routes - impression is that it is unsafe to drive downtown c. Provide incentives d. Large business retention and recruitment Encourage and assist new looks o buildings o art Page 7 of 11 Downrown OSHKOSH kappeKiv,q Now 2020-2024 Business Improvement District Strategic Plan - DRAFT VII. Improve Member Communal Services Value Lead: TBD - BOARD ACTIVITY AND AD HOC Issues: There are some issues that are best handled as a collective group Future State: The BID is helping me grow my business and improve the value of my property. The group can accomplish tasks that I cannot accomplish on my own. A. Evaluate BID Contracted Snow and Garbage Removal 1. Snow removal was requested. It has broad appeal as a value of membership. 2. Can we purchase/store equipment and hire out the work? (Kitz and Pfeil?) 3. Liability issues? 4. Garbage removal B. Evaluate and Resolve Downtown Parking Issues 1. Parking is an ongoing concern per questionnaire. 2. Not regulated, not enforced. Law enforcement - changes in marking tires- can tickets be written? 3. How to address chronic offenders? 4. Agreement with City of Oshkosh- historical agreement/current agreement and what we need for the future. a. Parking meters - example: Appleton b. Active monitoring of parking- Community officers c. Parking lots- cleanliness, maintenance, plantings, - who's responsibility? 5. Potential negative when trying to attract new business to downtown. a. retail businesses are already challenged from online competition. Need easy parking for customers. b. employees want to be able to park near their workplace C. Solve the Seagull Issues 1. 2020 initial implementation of seagull remediation. D. Address Neglected Areas of the BID: 1. 500 block of N. Main - main entry point of the BID district- busiest street of the BID district a. At least one grouping of planters/ more garbage cans/ mural 2. Side streets - State Street Future Committee Structure Page 8 of 11 oownrown OSHKOSH kappeKing Now 2020-2024 Business Improvement District Strategic Plan - DRAFT Hdb&r rar.& our:lr A.J. ? M. our Mw- r Mas am " Mft.r? t Fam�ers Martet its mt m cW Beard Page 9 of 11 Downtown OSHKOSH RappeKing Now 2020-2024 Business Improvement District Strategic Plan - DRAFT OLD Committees 200 BID Committees &Committee Block L',aglalns ,qembers caRie 01— Ulb Deb F—] EH - Kay Bahr ...,.. ,. SHndy 1—ty Cam! Hem,— B.b N.1— [M1aF WAIF --, • Beautification Committee o Only committee that has been empowered to make financial decisions • Marketing o BID Marketing Consortium is not part of this committee but we should think of empowering this committee to work closely with the Consortium on advertising and events o The Consortium is primarily businesses that pay an annual dues and receives $3000.00 from the BID for funding their events. The dues go into the BID coffers. The manager used the funds as she saw fit in promotion material but the Consortium is wanting more control over their dollars o This committee could easily encompass events • Recruit/retain o Currently a strong committee that reviews all requests and has developed a format for funding dispersal • Holiday Parade o Needs to be stronger and members more active' o Consortium does the tree lighting • Parking o is anon existing committee at this time. The BID was formed originally to allow free parking Downtown Page 10 of 11 Downrown OSHKOSH kappeKivng Now 2020-2024 Business Improvement District Strategic Plan - DRAFT o A parking study was done in the past 3 years finance by City and BID which recommended parking meters but the City Council voted not to accept the recommendations e TBD Page 11 of 11