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HomeMy WebLinkAbout2020-05-06 MASTER Downtown Oshkosh Business Improvement District Strategic PlanningDownTOwn OSHKOSH l6ppmi.q Now MASTER DECK Walter Jankowski reinvention consultant 608.225.8219 walterjankowski@gmail.com BETTER DASH FASTFP CONSULTING DownTOwn OSHKOSH l6ppmi.q Now Wednesday, May 61n 1:30 to 3:00 pm Walter Jankowski reinvention consultant 608.225.8219 walterjankowski@gmail.com BETTER DASH FASTFP CONSULTING oownTown OSHKOSH 16ppmi.q Now Today's Objectives /Agenda A i 7 BETTER DASH FA`-,TF R GpNSVLTING Objectives ❑ Finalize Strategic Plan ❑ Finalize Committee Structure Agenda I. Review revised committee Structure and participants - Jessica / All II. Overview of High-level One -Page Strategic Plan - Walter III. Overview of Proposed Committee "Charter" - Walter IV. Tracking of Strategic Plan Action Items - How do we do it and how often do you want to check progress V. Next Steps 4 Holiday Parade Chair: Jill Anderson? Vice Chair: Meghann Kasper Members: Megan Lang Katie Hoxtel I? (Sponsor) Mary Murken Marlo? Maurissa? Farmers Market Reports out to DOBID Board PEW Events Marketing & Beautifi ommunication Marketing & Communications Chair: Aaron Armstrong Vice Chair: TBD Members: David Cameron* CarrieOlson Jessica Graf? MarloAmbas? Kris Larson? Sandy Prunty? BID Ad Hoc Co . jitt Recruitment Fund Grants Budget Recruitment / Retention Recruitment Fund Grants (RFG) Committee Chair: Jessie Meidl Vice Chair: TBD Members: Aaron Armstrong Jim Evans Jim Stapel Jason Monett Jeffery Ahrens Jim Larson Megan Lang Meghann Kasper Jim Skogl i nd Tom Belter Budget Committee Oversees Budget Chair: Megan Lang Vice Chair: TBD Members: CHAIR OF EACH COMMITTEE CarrieOlson Jill Anderson Aaron Armstrong Sandy Prunty Kris Larson Recruitment / Retention Chair: Jessie Meidl Vice Chair: TBD Members: Board Ad hoc Farmers Market Committee Policies Committee Tasks • 80%Meeting Attendance per year is required • Complete their Charge/Mission • Ifyou leave DOBID Board, Membership or are no longer contracted, Committees will develop annualgoa/s you are not eligiblefor Committee Membership Chair of Committee is on Budget Committee • All Committees focus on two tasks: BID Members and Customers of BID 1. INCREASE COMMUNICATIONS State:Future •r• owners,business owners,andresidents knowr I does, whatr brings, and know BIDspon• •r activities A. Develop a Comprehensive Communications n B. Provide ClearAccess to AnswerAll BID Related Questionsd- 1� II. IMPROVE MARKETING AND PROMOTION IDEAS . o u� nTo uu n 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 downtown is a destination for_. The overall destination theme is for the general betterment of all Downtown Businesses. O S H K O S H A. Develop Comprehensive Marketing and Promotions Plan C. Identify New Marketing Options/Ideas µappeKih9 Now B. Improve Advertising for the Downtown as a Whole III. INCREASE MEMBER AND BOARD ENGAGEMENT 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 C. Better Engage the Members and Board 2020-2024 Downtown B. Improve Board Engagement Business Improvement District Strategic Plan IV. ENHANCE OUR BEAUTIFICATION AND CLEANLINESS EFFORTS Future State: Beautification is thoughtfully planned and effective in creating a nice place and reason to come downtown A. Review Our Beautification Assets B. Develop Clean-up Days Mission: Vision Values r V. REFINE OUR EVENTS 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 B. Continue / Refine Specific Events C. Increase Communication, Awareness, and Participation in Events 1. Re form/invigorate a Marketing and Communication Committee a) Acti velys upport BID manager with content for we bsite b) Face to face visits c) BID events 2. NEW: Get a full membership directory withal I member contact information a) Add MembersSectionto website/ Newsletter rchive 3. Eva I uate current information sources. a) Downtown Oshkosh website/ Information Packets -Block Ca ptains/ BID manager b)Propertyownersandtaxassessmentcontactinformation- physical addresses 4. Develop "What is the BID?" piece a) Address the general non-awarenessof the BID. b) What we do/whatwedon't do S. Determine how we better share information tome mbers and non-members? 6. Hold monthlyopen hours with BID manager and atIeast two members of the board I. INCREASE A. Develop a) Ava i lableforface to face interactions with BID members. b) Each BID board memberwould sign up for 1-2 meetings perye ar. For example: First Fridayof the month: 1-3 pm. COMMUNICATIONS Comprehensive 7. Reassess current practice for effectiveness Communication a) Eliminate block captains and yearly distribution ofinformation packets. Plan b) Implement newlinesofcommunicationvia email/newsletter/website and openhours Lead: COMMUNICATIONS c) Consider other avenues ofcommunication: example: The Herald,OCVB - co-sponsors, social media ANDMARKETING 8. Improve understandingofwhyand whatwe spend$on beautification COMMITTEE a) si gnage on the planters b) sponsors for planters CHAIR: David Cameron c) Use existings ources to highlight sponsors: website/newsletter/sodat media 9. Improve awareness of Marketing and Advertising spend Future State: Property a) Create a "blanket" marketingca mpaign to promote entire downtown owners, business owners, b) Newspaper,bus,billboard,radio, socialmedia- example: getting married? buydress/ matching tattoos/hotel a ccommodations/counselor/divorce attorney- have somefun with it. and residents know what the c) more use oflogo BID does, what value it 10. Buildgrantfund awareness brings, and know BID a) Revi ewthe last 5 years of grant funds -who participated? Were the available funds used? What was the average sponsored activities transaction? b) Is thereawayto make the process more convenient -ease of use? 11. Include BI D in itiatives i n city ma nager ann ual report 1. Hold monthly open hours with BID manager and atIeast two membersofthe board -avaiIableforface to face interactions with BID members. B. Provide Clear 2. Reassess current practice for effectiveness. Accessto Answer a) Most of the communication tasks were delegated to the BID manager. Very big and challenging All BID Related task. The BID managerwas located in the basementof the Chamber. Locationwas notideal for Questions visibility and ease of use regardingface to face interactions. b) Yearly distribution of expensive folders of information delivered by -block captains. Very little direct communication with the business owner- often passingthe material to employees. Expensive print materials- could $$ be put to better use? 1� 116 Dowmwn OSHKOSH 901ppehivig Now 2020-2024 Downtown Business Improvement District Strategic Plan Mission Vision Values Strategic Goal II. CREATE PRIDE IN PROPERTY AND STRENGTHEN PUBLIC SAFETY Lead: COMMUNICATIONS AND MARKETI NG COMMITTEE CHAIR: David Cameron Future State: The BID has a vision, mission, and brand message. Thegreater Oshkosh community knows the downtown area as a destination for_ . The public perception is that downtown is a destination for_. The overall destination theme is for the general betterment of all Downtown Businesses. Objectives - WHAT Strategies / Tactics - HOW A. Develop 1. Identify Ideal target BID customers and demographic Comprehensive 2. Create a customer -facing value proposition for the BID Marketing and 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 Promotions demographic of BID customers Plan 5. Evaluate trade-offs between specific government ads vs specific business informative ads B. Improve 1. Improve Awareness of the Downtown Business Diversity Advertising for 2. More positive, regular promotion to create positive vibe to draw people Downtown the Downtown 3. Determine a marketing operation plan to schedule promotional posts to facilitate community as a Whole engagement C. Identify New 1. BID Manager to report -out on marketing status to Marketing Consortium - monthly. Marketing 2. Reassess current mission, vision and purpose for the BID Options/Ideas 3. Establish a destination theme for the downtown 4. Refresh or assess downtown branding to include, logo, slogans, website, and social media channels OSHKOSH 4000opKiKa Now 2020-2024 Downtown Strategic Goal rI III. IMPROVE COMMUNITY INVOLVEMENT AND ENGAGEMENT Business Improvement Lead: JESSE- District Strategic Plan MEMBERCO? Mission Vision Values 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 O bj ecti ves - W HAT I A. Increase Member Engagement IF B. Improve Board Engagement C. Better Engage the Members and Board Strategies / Tactics - HOW 1. Increase BID Socials ( BID Manager - 2020Q2) a) Offer quarterly Downtowners social events b) Regularget-togethersofDowntowners 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 tojoinour existing committees and create new ones with the members 1. Reassess current committee structure a) Restructure committees and subcommittees b) Develop regular meeting schedule forall committees and subcommittees c) Develop a plan to strengthen committees d) Delete committees that are not needed 2. Define Committee Roles and Responsibilities giving committees the authorityto 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 1. Increase interaction between Board, members, and BID manager a) BID manager open office hours b) Develop schedule for BID managerto stop into businesses (focus on new and low participation businesses) c) develop schedule for Board membersto stop into 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) maileratbeginning ofyear with calendar ofBIDeventsandmeetings d) regularly updated listofineetingsandeventsondowntownwebsite e) In person inviteto new businesses form BIDmanagerora board member Strategic Goal Objectives- WHAT IV. ENHANCE OUR �� BEAUTIFICATION o DOWnTOWn AND CLEANLINESS O S H K O S H A. Review Our (�appehih9 Now EFFORTS Beautification BEAUTIFICATION Assets COMMITTEE - SLIGHT ADJUSTMENT OR AS IS I 2020-2024 Downtown CHAIR: CARRIE Business Improvement Future State: District Strategic Plan Beautification is thoughtfully planned and effective in creating a Mission: nice place and reason to Vision: come downtown B. Develop clean up days Values: kL Strategies /Tactics -HOW 1. Countand map out the existing numberof planters - check condition of planters for possible removal 2. Develop a layout for planters that contain permanent art/sculpture andflowers/grasses (contactJeff in Planningformapping) 3. Consider replacingplanterswithpermanentartinstallation- replacingaplanterandflowers- assure compatibilitywith planters 4. Develop a layoutforthe bumpoutsthat would contain perennial flowers/grasses with annuals 5. Develop afence around bump outsorsigns to protect plantingsfrom animals and/orhumans 6. Develop a relationship with businessesthat have planters nexttothemto "adopt" and care forthe planters include seasonal planting waterand general maintenance 7. Re-evaluatethenumberand type of bannersfromthe current5 changesto possibilityof 2or 3 Spring/Summer, Fall/Winterand Holiday 8. Partnerwith the art community and/or schools UWC, FVTCand high schoolsto add permanent art to the planters or replacing a planter 9. Countand map out the numberof garbage cans to enhance cleanliness. Add as needed 10. Wrap garbage cans with art partneringwith art community and/orschools 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 and500 block ofN. Main 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 sidewalkdaily 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 oouumwn OSHKOSH 901ppehivig Now 2020-2024 Downtown Business Improvement District Strategic Plan Mission Vision Values Strategic Goal Objectives - WHAT Strategies / Tactics - HOW 1. Create decision criteria and develop formal request process -requests will be discussed privately vs instant agreement of request A. Develop an 2. Reassess events for effectiveness and target audience -balance between Family -Focused Fun / Events Events and Adult Events Operation 3. Develop a process for evaluating event sponsorship - were the goals reached? 4. Subcommittee discussion before approval V. REFINE OUR Plan / 5. Determine Staffing EVENTS Committee 6. Detailed review of events at quarterly BID meeting 7. Assist event promoters for upcoming(new) events/partnerships 8. Promote predetermined BID sponsored events Jesse Meidl - MEMBERCO has a lot of events, 1. Wine Walk HOLIDAVPARADE 2. Parade COMMITTEE, EVENTS 3. Farmers Market COMMITTEE 4. Chalk Walk B. Continue / 5. Whoville Future State: Downtown Refine Specific 6. Cocoa Crawl Oshkosh is the event Events 7. Holiday Events destination people come 8. Gallery Walk for old events as well as 9. Waterfest new, and member 10. Live at Lunch participation in events is 11. Into the Night up. C. Increase Communication, Awareness, and 1. Create master list of events and sign up dates to participate 2 Create master list of event committees and member contacts Participation in Events VI. PROMOTE A MORE CREATIVE A. Increase Public Art 1. Work with local artists GalleryWalk commit -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 wayto 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 BUSINESS Performance 1. Utilize Opera House Square for plays, concerts etc after hours. 6-8? Collaboration with local artists CULTURE Artwork into and/or theatre people . Assist with permits and other support Beautification and Cleanliness Lead: AARON, AD HOC COMMITTEE OF COOL 1. Influence and encourage pol icymakers to reform policies Iimitingentrepreneurial creativity CATS a) Encourage and assist "new looks" • Creative buildingfacades Future State: The BID Exterior business decorations board actively lobbies on Innovative architectural concepts Public and Private Art displays behalf of the BID members Offer I nce ntives for bui Wing upgrades to influencepolicymakers b) Regularly educating ourselves on existing codes/restrictions to outside of bldgs and decaying bldgs to to minimize restrictions on recommend reform due to obsolescence or new direction creative efforts downtown 2. Develop abroad downtown marketing campaign plan (see goal II) while suggesting active C. Create a'Cool' a) Regularly communicate marketing goals and future vision to city stakeholders reformation of Culture b) Regularly running Herald ad featuring something downtown bureaucratic policies that c) blanketad promoting downtown (bus ad, billboard, newspaper, radio, social media, ext.) limit entrepreneurial 3. Other creativity. 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 e) Encourage and assist new looks • buildings • art A. Evaluate BID MEN 1. Snow removal was requested. It has broad appeal as a value of membership. Contracted 2. Can we purchase/store equipment and hire out the work? (Kitz and Pfeil?) Snow and 3. Liability issues? Garbage 4. Garbage removal Removal VII. IMPROVE MEMBER 1. Parking is an ongoing concern per questionnaire. 2. Not regulated, not enforced. Law enforcement- changes inmarkingtires- canticketsbewritten? COMMUNAL 3. How to address chronic offenders? SERVICES VALUE B. Evaluateand 4. Agreement with City of Oshkosh- historical agreement/currentagreement and whatwe need forthe future. resolve a) Parkingmeters -example: Appleton Lead: TBD - BOARD downtown b) Active monitoring of parking- Community officers parking issues c) Parking lots- cleanliness, maintenance, plantings, -who's responsibility? ACTIVITY AND AD HOC 5. Potential negative when tryingto attract new businessto downtown. a) retail businesses are already challenged from online competition. Need easy parkingforcustomers. Future State: The BID is b) employees wantto be able to park neartheirworkplace helping me grow my business and improve the C. Solve the value of my property. The seagull issues 1. 2020 initial implementation ofseagull remediation. group can accomplish tasks that I cannot accomplish on my own. D.Address 1. 500 blockof N. Main- main entry point of the BID district- busiest street of the BIDdistrict neglected areas a) At leastone groupingof planters/ more garbage cans/ mural ofthE 2. Side streets -State Street DownTlOwn OSHKOSH l{uppmi.q Now BETTER DASH F A S T E R CONSULTING TBD Title TBD Ti tl e m MemberName Name Title Title Team Member The Committee Chair ensures alignment with organizational strategies and provides high level direction tothe Committee. Has ultimate authority over the Committeeand is responsible tothe organization for itssuccess. The Chair secures project funding, resolves issues and risks atthe executive level, and is a champion ofthe project across the organization. The Vice Chair has ultimate responsibility for the overall success ofthe project (processes and systems). Owns decisions throughout the project, ensures thatstakeholders are appropriately engaged, and thatthe project results meetsthe needs ofthe business. Has ongoing ownershipofthe project deliverables/results ember Team M Name Name Name Title Title Title Core Tea rr jD :, M I Support / Steering Tear Name Name Name Title Title Title Committee Policies • 80% Meeting Attendance per year is required • Ifyou leave DOBID Board, Membership or are no longer contracted, you are not eligiblefor Committee Membership • All Committees focus ontwo tasks: BID Members and Customers of BID 14 DOWnTOWn OSHKOSH R.Fpmivq Now BETTER DASH FA`-,TF R CONSVLTING Resources Committee Chair Team Lead/Bus. Owner Team Members Support/Resource People Who will we need assistance from besides the team members? ' • • •[Cron Problem Statement I n one sentence, what's the problem? TBD What problems oropportunities will the team solve? Issues to be ❑ TBD addressed ❑ LI Project Mission / What is the purpose of the team? Whatprocess will be improved? Vision ❑ TBD ❑ H D P Q ❑ TBD ❑ Project Goals LJ Success Measures Whatmeasurets) willbeusedto / Benefits / Business Case gab determine success? 0 0 a Work Packages d&h Upcoming Tasks ■ is DOwnTOwn OSHKOSH 16ppmi.q Now 5X5 Presentation Model BETTER DASH F A S T E R CONSULTING 17 DOwnTOwn OSHKOSH 16ppmi.q Now What was the name of your project? What was the aim of your project? What changed did you make? Where changes an improvement? How did they specifically improve? * What are your next steps? Did you adopt, adapt or abandon changes? * What will you do next? * How did the project impact your customers and your organization, agency or BETTER department? DASH FA`-,TF R GpNSVLTING 18 Title Slide DownTOwn O S H K O S H Nuppei,q Now AN - 1. Objective 2. Current 3. Changes 4. Results 5. Ne.r State Impact Step, There are actually 6 slides in our 5x5 presentation format. Your first slide will include the following: • The organization you're representing • Presenter(s) names/titles • The name of your project Best practice: Use a logo and photo of your team or your facility BETTER DASH FASTFP CONSULTING 19 oownTown OSHKOSH 16ppet,Mq Now 1 of 5: Objective /Goal /Aim MMM Title _ _ 2. Current 3. Changes 4. Results 5. Impact � step, Tell us what the goal or purpose of your project was What problem were you trying to solve? Best practice: be clear and simple in your description. "We had to find a way to reduce costs." "17% of our customers didn't speak English." "Our website didn't offer the information our BETTER DASH CONSULTING constituents wanted." 20 DownTOwn O S H K O S H R.Wp i,q Now Title 1. Objective - 3. Changes 4. R=cults 5. Ne" Impact Sfepz What's the current state? • Process • Metrics — how big is the problem? State the potential risks and issues Best practice: High-level process flow with issues, graphs of how often, how big is the problem (quality, $ impact, etc.) BETTER DASH FASTFP CONSULTING 21 DOwnTOwn OSHKOSH 16ppmi.q Now Title 1. Objective 2. Current 4. Results 5. Ne.r State Impact � Sfepz Tell us what changes you plan to make. Who was involved, how did you go about it, how long did it take? Best practice: describe the key steps you took, and make sure you can convey them in about 60 seconds. This tends to be the slide that presenters will overshoot their time on. BETTER DASH F A S T E R CONSULTING 22 DOWfiTOWn OSHKOSH R.Fpmivq Now What where the results of your changes? Did the changes produce a better outcome? What were they? How much better are you today than when you started? Best practice: a "before and after" comparison made graphically or using a photograph. BETTER DASH FA`-,TF R GpNSVLTING q. Results / Inipoct� 23 DownTOwn OSHKOSH 16ppmi.q Now ®Objective Prop. 1 Reduce cost spent on dumpster removal $85,300/yr $30,700/yr $54,600/yr • 0 tons to landfill • 2 Reduce waste going to landfill 195 tons 195 tons recycled1 additional bale/day $19,200/yr • 1 truck/month 3 Reduce the staff time and energy spent on 580 hrs 90 hrs/yr $10,000/yr kicking out cores • Core removal 4 4 Improve core removal safety and aesthetics process is unsafe Improved safety Soft benefit & unsightly • $15,000 purchase 5 Cost to install and maintain shredder $1,000 install N/A • $1,500/yr maintain Total Annual Savings $83,800/yr BETTER 1 Year ROI = (($83,800-$17,500)/$17,500)x100 DASHROI = 380% FA`-,T� R GpNSVVING DOwnTOwn OSHKOSH 16ppeni.q Now z. C.,.en� Title 1. Ohjeclive Sfate 3. Changes Im -I pa� What are your next steps? Communication / Roll -out Based on what you've done, what will you do next? Best practice: demonstrate that you're committed to continuous improvement. Describe subsequent steps in the project you're addressing next, or how you will apply your approach to solve new problems. BETTER DASH F A S T E R CONSULTING 25 DownTOwn O S H K O S H R.Wp lny Now Downtown Business Improvement District Planning Session January 151h, 2020 5:00pm to 8:30pm BETTER DASH FASTFP CONSULTING DOWfiTOWn OSHKOSH R.Fpmivq Now Name • Business /How long? • What's one thing you are proud of in the last two years with DOB/D or Oshkosh in General? BETTER DASH FA`-,TF R GpNSVLTING DOWfiTOWn OSHKOSH R.Fpmivq Now Walter Jankowski reinvention consultant 608-225-8219 walter.jankowski@gmail.com BETTER DASH FA`-,TF R GpNWLTING Business Consulting Services ❑ Strategic Planning & Execution ❑ Building Centers of Excellence ❑ Program Management ❑ Project Management ❑ Vendor Partnerships Technology 114 ❑ Application Development ❑ Service Oriented Architecture ❑ Database development and management ❑ Web/ Internet development ❑ Systems development and management ❑ ERP/ PDM / CRM Implementation, Migration ❑ Network administration and support ❑ E-commerce and e-business People ❑ Change Management ❑ Organizational Design ❑ Training ❑ Talent Assessment ❑ Project Resourcing ❑ Recruiting / Staffing Process ❑ Business Process Management ❑ Roles and Responsibilities ❑ Business and IT Requirements ❑ On-line SharePoint Documentation ❑ Staffing Models ❑ Metrics 29 DownTOwn OSHKOSH l6ppmi.q Now AM E R I AN FAMILY U N A _ S,ol MUTUAL HEALTH GROUP P WPS.l SOLUTIONS A Healthy Conversation. LANDS' END Spectrum Brands Oshkosh On(7� SHKOSH ARLA SC1100L DIS I RIC I MONONA w BETTER DASH FASTFP CONSULTING �UiaR1�MY� .I PfiaC04'S S.4�� $Went cstp ST, CRO NTY YYY��Y���Yr� YY el LA C_;KOSSE 18 97 THE CITY OF SOUTH MILWAUKEE yet W15CONSIN DEPARTMENT OF EMPLOYEE TRUST FUNDS STATE OF WISCONSIN C% SWD D Department of Workforce Development " WISCONSIN DEPT. OF NATURAL RESOURCES Pt �i�Tp�l1 -03 PUBLIC [N TRLICI JON G I carpital „ LLAKEpLANDDCARE F1 ilW IS[DMSIM DFrk RTMENi OF Madison ADMINISTRATION COMMUNITY FOUNDATION 100 ISCONSIN DEPARTMENT c}'IIEALTH SERVICES � * WISCONSIN DEPARTMENT 0. CHILDREN AND FAMILIES OSHKOSH AREA COMMUNITY 1 FOUNDATION 30 DOWnTOWn OSHKOSH l6ppmi.q Now Adpkcit,x. oe Wisconsin's A ©SHKOSHAREA GREATER �� %:Oshkosh OSHKOSH � C��IMA �MUA N1�7+,Y� DownTOWn O 5 H K * ►S H -OR PORO EVELOPMENT AREA SCHOOL DISTRICT OshkoshConvenii - s FOUNDATION O S H K O 5 H IFuppening Now BETTER DASH FASTFP CONSULTING 31 DOWnTOwn OSHKOSH 16ppmi.q Now 7 BETTER DASH FA`-,TF R GpNSVLTING Objectives ❑ Develop DOBID 2020-2024 Strategic Plan ❑ Determine Top 5 to 7 2020-2022 Project Priorities Agenda I. Welcome and Introductions II. Overview of Pre -planning Survey Results III. Determination of Gaps and Issues We Need to Address IV. Develop DRAFT Strategic Goals, Objectives, and Action Items V. Prioritization VI. Next Steps 32 Begin with the End in Mind City of Oshkosh Strategic Plan QR Ilty of Llle suPEQRT LCD: creg Dumer:All r.,,� �6��ffi m�a .�.� '➢""®m'�a�mma" .. ""�®aa�`"�'"a ,a a �:�, yo"q%m PROVIDE A SAFE, SECURE, AND HEALTHY COMMUNITY wart ownerr=E rm f rrfirre5lvfe. Ae mmgrriuiv.vprcmrw mmmrmlFyia N'umr�an Pv lml -.�..r ilrllr C. IMPROVE AND M pBQVIDE ASAFE a IMPROVE AND MAFNTATN OUR TNPRASTRUCLURE _ umes Rube, {m C'oikru, John Fiez� Mck &1aff Orvnertsl:7<m� nm�r,srmrn h�rM.B'„„ "... rianar sl.rr_nuReu aeal�ac®y rmi�,r5rare:A ev Ir.r eM,nraarAae raadrsafaraamar�l Arlf.mlammmTnrvr'nw,r,.ar Almp hacnT� � 'L Rim. �ae�r��a nrmi�uuiioes .. P Lnp.o,re OwSca.m Wm.rkla.,�emem • _ Peep �r[oL G Emure CurCLwW Eutiarives D OrvG Ead EI6 E, Update andM 7 Q rryTgy �Y Im'Rmis opa Prof G Sr Sena M1ef p Q 1 �or�mmo�'rysTelecmrmmacationlsrtrmaueM1ve tiI RENCTHEN Ol "': .:. SMff Ownertsl:Ailr ... I. FrMnrecxla>. ENHANCE THE EFF 'r' �MO�g ENAANCE OUR QUALM D3riIlT 5E1MICR5 AND ASSETS JefJr GSIJ¢i ' Du e,l4aJ.Maurtw, Eva uwlq,ew4�ii. "' xarerxgti 1: fz AnfirrxV. V IartAmrnfmml ArM.M lIvRN mr grauivaysonrmgpriekforlAemmmrarN .. ...... . E. Improve Qvl G Reowt Rxov ' A Upiate Camp EeomrxOuWanx Ro onflmlCORP7 U. Improve Qv -, E. CrnWwero Ue�elop River Walk C. Erdumreae Musncrosfapedy Rc,plrir,Prexree,aW lnterprnum Hrstmy ofOm Commmriry ` E AEpn titev„ D. EUke Pmpez iowaM tlreLiMms' Vasom W"A LiFm vnf fury Ufr P Mgn EmplaTerm FL Dawloplln Fumding Searegykr OueaQ,mliR nvl.iFeAsserslCvand Opera House, FL Russessl Re ]. EwimeLacxi - ]. SemrgtMn .' .: .. Kr Emm�raga<',�� STRENDTHEN OUR NEIDHRORHDODS -Allen Davli „rSfvlaN�ghko,ha ,aeghm mm..iy.vaumn,,....,.:!fmo,.ara;,d..idaimdV.pl.�mlirtlFaf ,:p,epmr�or.m.! „f kIA rl lAcm n ii inhmEr'nnsvmmrgrmfArnh DOBID Projects A CmatrsCWnueoiNaghbaAooa E, Leramge Ciy ResmvaesaM lnrenmezro Enrmvage Pn».te Eamslmenrin Neyfbodrosdz D. Irrmrwek �emnweoa,an Imzsmrmve.WW Mmvmanainpmperry E. EsmbtisLGy Lut<➢epumuaRalTeemzYarflmv®garW CompkmrgN�r6mAaw19hvja� F, Increue Q,UaernryafHmving5mck G. ErumaageD-Iy iaeesiry nW ErcMwon DOW OTfI wn Tips for Today OSHKOSH 16ppmmq Now 1. It's All About Your BID Members, Customers, and Potential Customers 2. Recognize the Difference Between a Problem and a Solution 2. Get Out of the Weeds - Think Strategically 3. Don't Over -Think It • "Because the population is aging, we will need to have more training for our staff" 4. Be Concise, Action Oriented and Stay on Task • Don't try to SOLVE the problem —identify it and what major activities need to happen to address it • Verb-Noun-4 to 7 words —not "Communicate" S. Stay Positive and Be Respectful • "That's just stupid there is no way that could possibly work" • "We tried that 10 years ago" BETTER DASH FA`-,TF R GpNWLTING 34 DOwnTOwn OSHKOSH l6ppmi.q Now BETTER DASH FASTFP CONSULTING DownTOwn OSHKOSH l6ppmi.q Now Downtown Business Improvement District January 15, 2020 BETTER DASH FA`-,TF R GpNSVLTING DownTlOwn OSHKOSH l6ppmi.q Now DOWOTOWA o sH K 0 $ H 2019 Business Improvement District Feedback Survey 36 Total Responses Question 1— Name Question 2 - Your Organization (Check all that apply) Respondents Ownward Rosiness operator 15 Other z s% Property Owner Only 11 Own/Operate 1 B-1n.s Only 3% r' ss OnBoth Pro •Own/Operate Businely perty, Owner and Buess sinOperator • Other • Property Owner Only Please provide which property (address) and the business you own/operate downtown o 1 Pearl Ave 13 Wang- Mai Page I f B 1 Adam Carlson 2 Amin Brownfield 3 Deb Toman 4 Don Stolley 5 Eric Hoopman 6 lenni Rutkowski 7 Jenny Oaks 8 Jessica Graf 9 Kassandra Krasselt 10 kris larson 11 Lea Ann Schneider 12 Lunch Box (Clark) 13 Marisa Armstrong 14 Mary lanness 15 Moles 16 Scott Dercks 17 Tamara 18 Tamara Ybarra 19 Thompson Studio 20 Todd Cummings 200 City Center 407N Main St House of Heroes 420N Main St. 423N BETTER DASH F A S T E R CONSULTING 36 Responses 37 DownTOwn OSHKOSH Aarr,,Mq Now Beautification 1. Spending less on beautification overall, while trying to get more bang for our buck when we do spend money on it. Finding more permanent solutions to beautify areas through the utilization of native plants that can thrive with little maintenance. Also by adding boulders, decorative rocks, and art installations such as murals and sculptures to these common downtown spaces. z. Beautification appears to be an issue and it is one of the largestfunded items. Consider pro/con of what is done annually. Example S banner changes vs 3 3. Increase cleanliness of streets, sidewalks and buildings 4. We make beautification a priority. s. Beautification is a substantial about of the budget, and the City of Oshkosh should be assisting more with this. Not included on the numbers is also $3000 we take from our foundation account to cover banner installations 6. Money not spent effectively for beautification 7. The BID funds the flower pots and bump outs to help keep downtown beautiful. Advertising / Marketing 1. More money should be going to advertising. Advertising is the one thing that can benefit ALL businesses within the BID, including services such as attorneys 2. Need to increase overall advertising for the Downtown as a whole along with individual opportunities 3. More emphasis should be put on marketing and events that don't require businesses to pay to participate. Having BID funds set aside for collective marketing could add value for businesses that are located within the BID. For example; a billboard, or bus ad that benifits everyone within the BID. A Shop, Eat, Drink, Play in Downtown Oshkosh kind of theme could be a good place to start. Coming up with a couple events a year that are inexpensive or free for businesses within the BID to participate in would also help marketing efforts. 4. Personally, I feel we need to advertise the DO as a whole and financially support more events BETTER DASH F A S T E R CONSULTING Events 1. We do a good job allocating funds for events. z. Wine walk is a positive downtown event 3. Interesting comment on Gallery Walk as it is a very small amount and historically was a very well attended event 4. The BID brings the Holiday parade to downtown- and it is a massive effort. Communication / Information 1. More business and property owners within the BID should have a better understanding of the Operating Plan. More information needs to be shared with the stakeholders within the BID. z. our constituents need better information Parking 1. No money should still be going toward parking; most BIDS receive money from their municipality to help with services such as beautification and/or snow removal Other 1. Our constituents need more of a voice at the table z. The intentions of the Plan are good 3. The plan is ok but the board tends to award monies when asked instead of discussing it privately. This stymies open conversation of members 4. It's gonna be hard to make everyone happy all of the time s. The BID has grants and low interest loans available for BID member to take advantage of to improve their downtown business. 38 DOWfiTOWn OSHKOSH R.pp it q Now BETTER DASH FA`-,TF R GpNSVLTING What are the biggest gaps in the Operating Plan? 1. Review slide 2 of Board survey (and/or page 2 of Member survey) What are the top 2 or 3 things BID Members (or you) can say about the current Operating Plan - Biggest Gaps? 2. Asa Group, Develop Your Team's Top 3-5 Gaps • Biggest gaps that still need to be filled by Downtown Business Improvement District in the next 2-3 years • Write them on separate sticky notes 3. Prioritize 4. Scribes: Document your team's results 39 DownTOwn OSHKOSH Aarr,,Mq Now Beautification 1. Beautification (2) 2. Beautification is great but drives the majority of the budget 3. The constantly improving beautification: plants, mural(s),decorations. etc a. The BID does a great job with the holiday decorations, as well as banners. I know there is a plan in place to upgrade our Holiday lights and can't wait to see the end result. 5. Holiday decorations look nice 6. They like the fact that downtown looks like, with all the beautification efforts being done 7. Beautification keeps the downtown appealing s. Banners 9. Develop OHS to be more festive during winter lo. The BID is interested in finding new ways to improve... for example a real Christmas tree planted for years to come, instead of using a cut tree. Going green! Murals/ Artwork Recruitment, Retention, and the Mural Grant Program are great. I would love to find a way to expand the mural program to maybe include other forms of art, such as sculpture. To kickstart our mural grant program and raise awareness, we need more murals. We should target the ugliest walls downtown, and put the building owners in touch with artists who are interested in painting legal walls. I suggestthe BID sponsor 2 mural projects for the upcoming fiscal year, and allocate funds to cover the full cost of each of these murals. Events 1. The variety of downtown events 2. They like the events that bring people downtown; they would like more events like wine walks that bring people into their doors, not just downtown 3. Keep growing and developing new events 4. We have had some great success with events. Moving forward, working with the business BETTER DASH F A S T E R CONSULTING owners and marketing consortium to create and support ongoing events that promote the BID. s. Events that bring people downtown- but a mix of free family type events and designated shopping events 6. We have a good history of supporting events. Marketing / Advertising 1. marketing efforts engage the community with downtown 2. Social media 3. overall awareness of the district Business Recruitment / Engagement 1. Business recruitment 2. Develop biannual open house 5-7 for businesses to meet BID board/manager for problem solving and/or support and increase knowledge of BID initiatives 3. They like the diversity of businesses available downtown, and the amount of buildings that are full and not empty Parking 1. free parking 2. Free parking (for customers as long as employees don't use the "key" spots) No longer than hour parking as well! Other 1. The BID understands that a diverse downtown is a vibrant downtown. 2. The BID is 100% committed to making our downtown viable. 40 DOWfiTOWn OSHKOSH R.pp it q Now BETTER DASH FA`-,TF R GpNSVLTING What do people like that we need to continue? 1. Review slide 3 of Board survey (and/or page 3-4 of Member survey) LIKE - What are the top 2 or 3 things people (and/or you) like about the DOBID? What do we need to continue to do well? 2. Asa Group, Develop Your Team's Top 2-3 Things We Need to Continue • Activities that need to be continued or improved by Downtown Business Improvement District in the next 2-3 years • Write them on separate sticky notes 3. Prioritize 4. Scribes: Document your team's results 41 DownTOwn OSHKOSH j6fpenmq Now Information/ Communication of BID Activities 1. Increase awareness of all businesses of BID initiatives and progress towardsgoals. Despite newsletter, emails and block captain interventions, peopledon'tseem to know what is happening 2. BID needs to communicate and work more directlywith members of the BID 3. Better communication is still an issue 4. 1 dislike the lack of communication between the BID and 1. property owners 2. business owners 3. the community s. Make clearto the BID businesses that every eventthat happens in downtown is not necessarily BID event. 6. It seems the disconnect with the consortium came up many times in the responses given. There needs to be more communication between the two groups. Setting common goals, and using each group's strengths to accomplish them would help. This could be done by members from both the consortium, as well asthe BID Board, attendi ngthe other's monthly meetings a few times a year. 7. Even though we do have newsletters and emails in place, I constantly hear no one knows what we are working on Inclusion / Engagement 1. also agreed inclusiveness needs improvement 2. Moreinclusive. Find ways to make sure people within the BID knowwhatthe BID is workingon, and how theirtaxdollars are beingspent. Find betterwaysto contact, interact with, and deliver information to business and property owners. 3. 1 dislike the lack of involvementfrom some people on the BID Board; the BID Board should be involved in some wayto help the board thrive besides showing up fort meeting a month 4. Not all business are retail- so sometimes itseems like we are leavingthose businesses behind or possibly having negative effect on their business. For example, not all businesses are positively affected bythe farmers market- loss of parking, people askingto use the restroom etc... Events 1. Broaden event creation so they appeal to all age groups 2. Get more people involved in the downtown events 3. Develop summer "fun" transportation like trolley orpedicabs 4. Events are great but cannot saythat all of the events truly bring in customers, even when special offers are available s. I agree focus on events is misguided attimes Kid Friendly Events 1. The number of family friendly kid focused events also was mentioned. There are many people who don't have children, who would love to come downtown for a more adult oriented event that has few children around. Also, family friendly events usually don't equal sales for businesses. We need to focus on creating more adult, shoppingfocused events. 2. and too much effort on kids events BID Staffing/ Roles i. There area lot of overlapping entities which contributeto the downtown- it is confusingto know exactly what the BID role is for some of these events.A BID managerthat spends more time walkingthe BID, gettingto know everyone involved 2. 1 dislike that there is only lstaffperson; there isnowayto have person do events, marketing, be the face of the BID, coordinate all monthly/daily aspects, and daily monthly office functions Recruit / Attract New Businesses 1. Create ways to better recruit and attract new business to the BID 2. Develop a want I ist of businesses and work aggressively with other economic development groups to recruit to DO Gift Card Program 1. Figure out someway to make the Downtown Oshkosh Gift Card program more of a success 2. Customers have gotten confused with gift cards Snow Removal 1. Snow removal 2. Although notfaultof BID, width of Main St. can make things unsafe and snow removal can be an issue Beautification 1. We need to expand beautification to the backs of the buildings 2. Generally, I think people are happywith the beautification of the BID area. I think everyone, myself included, would like the Board to work on away to spend less while stil I gettingthe same or betterresults. Find smarter, more permanent solutions, so more of the budget could be used in other categories. I would like tosee adding more publicartwithin the BID districtto be added to part of the beautification mission. What betterwayto beautify an area than with a little art. 3. Monitor building condition as it does decrease the appeal of the total Downtown Parking 1. Lack of parkingat times during key business hoursfornormal businesses 2. My personal opinion isthatthe BID district needs to be clean, safe and pretty. We also need to make sure that parking is available for shoppers and thattennantsand/or business owners don't use those spaces fortheir convenience. Right now, there is NO ticketingsystem otherthan if person callsto complain. I don't wantto haveto police other business owners. ljustwantpublic parkingtobe publicparking. Marketing 1. 1 dislike the lack of marketing dollars given forthe year 2. Develop a master list of events with Marketing Consortium Other 1. And agree consortium does not always help the perception of any of the above 2. We need to continue to discourage homeless/camping in the BID. It scares people away. 3. Identify crosswalks better 42 DownTOwn OSHKOSH Aarr,,Mq Now Information / Communication of BID Activities Communication is not the best Increase communication Better communication with BID members How do we share more information about what the BID does for the community as well as business owners, and get more feedback on what we are doing from the community, as well as the business owners within the BID? We need more communication between board members, and business owners outside their daily orbit. Better outreach to the BID district Marketing / Advertising 1. More promotion, and marketing that is good for the BID district as a whole. Making sure businesses are equally promoted on downtown social media and website. Having inclusive advertising that comes with just being in the BID. Advertising and marketing opportunities that don't require businesses to pay anything. Some ideas; a Shop Eat Playthemed Downtown billboard, bus ad, or newspaper ad paid for entirely by the BID. This is justto name a few, and I think we can be a bit more creative than just these. This type of benefit is in line with the BID's mission statement of Recruitment and Retention. They want more exposure to their business. Develop an aggressive marketing plan to promote DO and utilize advertising dollars Marketing of the district (not just events) Building Vacancies Place more effort and monies toward filling building vacancies and developing the beautification and green spaces of downtown Figuring out how to fill long time vacant commercial spaces, and how to make it more appealing to property and or business owners to remodel or restore their storefronts and buildings. How do we help them with this process more? the top 3 here nail it 1/ empty locations BID Manager/Staffing 1. The BID manager's job description and duties z. Recruit a BID manager with a strong background in marketing and business recruitment 3. BID manager spending more time face to face with property & business owners a. Hire a part time person for events Beautification 1. Beautification z. They want to have a clean downtown. Cleaning up other people's dog poop and garbage is a drag. Help with snow removal would be appreciated. 3. Work with City for building repair/appearance. Several buildings are definitely eye sores Parking 1. Parking The city backing off the parking study was a mistake that still needs to be dealt with. z. We DO NOT need a parking ramp. 3. Stop paying the City money for parking New Business Recruitment 1. Better effort for new businesses z. Develop relationships with city economic development for increase businesses Fees / Funding 1. Fees/assessments should be talked about as it was brought up many times. Recently changed and the comment of having the "BID doesn't have a presence in the DO" is disturbing to me z. Develop a process for receiving money requests and privately discuss the pro/con of the request Other 1. Effort to look out for the best interest as everyone as a whole z. They want to pay less tax dollars- but you can't have it both ways. DOWfiTOWn OSHKOSH R.pp it q Now What do people dislike and want to change? 1. Review slides 4 & 5 of Board survey (and/or page 4-6 of Member survey) • DISLIKE/IMPROVE - What are the top 3 or 4 things the Membership (and/or you) say they dislike about DOBID? What are the top 2 or 3 things DOBID can do to improve? • CHANGE - What are the top two or three things that Members (and/or you) say we should change about the Downtown Oshkosh Business Improvement District? 2. Asa Group, Develop Your Team's Top 3-5 Gaps Biggest gaps that still need to be filled by Downtown Business Improvement District in the next 2-3 years Write them on separate sticky notes 3. Prioritize BETTER DASH FA`-,TF R GpNWLTING 4. Scribes: Document your team's results 414 DownTOwn OSHKOSH Aarr,,Mq Now Marketing / Advertising 1. Additional marketing so our community knows what our awesome downtown has to offer z. More inclusion in marketing and Event participation. More marketing and events that are not pay to participate. Finding ways to really make business owners feel like being in the BID is a benefit. 3. Increase marketing on DO in multiple media 4. Increase social media presence; maybe include quotes on our website from customers who love our downtown 5. Need Oshkosh residents to get a better perception of the Downtown 6. Need to get people to not think of the Downtown to be "so far away", it's only 7 minutes from the westside of 41. Information / Communication of BID Activities 1. Better communicate the efforts of the BID constituants so they have a better understanding of the efforts and intentions of the BID Board z. Share more information, educate business/property owners on what the BID is and does. It seems a lot of people within the BID have no idea what BID is or does. Engage BID Members 1. Provide biannual evening meetings for interaction with district members. Provide short presentation on goals and current progress z. The downtown business owners need to see more value from the BID to better support the efforts being made Staffing 1. Increase staffing to 1.5 FTE z. Decide if the BID can support a .5 fte to focus on increasing events Events 1. Increase events z. Send surveys out to event attendees and/or businesses that participate in events to get feedback for improvements Business Mix 1. Would be nice to get a better mix of businesses, which is hard with today's buying habits Beatification / Art 1. Art and diversity in types businesses. We need to get "hipper". We need far more public art, and we need to try to recruit as many unique businesses we can. Thriving downtowns are kitzchy, artsy, and have a flavor. Other 1. Snow removal is an issue for safety and aesthetic reasons. Many areas/stores can be inaccessible z. 1 am not sure what that means. 3. as above, same 3 items 4. 1 don't get this question, if they own or operate a business in BID they are members. We don't have an opt out option. Net Promoter Score 39% 39% � o 0 0 5 a 4 0 6 3 z z Promoters (9-10) Passive (7-8) Detractors (0-6) Net Promoter Score 5 s 4 4 3 03 z 07 6 z 1 1 1 0 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% DownTOwn OSHKOSH Aarr,,Mq Now Communication / Information 1. The fact that so many businesses say they never know what's going on downtown 2. Communication 3. There seems to be a lack of communication between the Board members, and other business owners within the BID. Would love to see the Board members popping into random businesses from time to time. 4. Lack of communication between all parties; BID Board, business owners, BID manager, property owners, community. I have not found one good way to communicate with all parties s. People seem to have a misunderstanding about what a BID district is and how they operate. For instance we can not just expand to the south. Funding Requests 1. Giving sponsorship money to some events that should probably be supporting themselves at this point, or don't really benefit the BID as a whole. Examples are the gallerywalk (benefits a few) and Waterfest (successful and should support itself at this point), and things like farmers market, that although it adds to the quality or life downtown, impedes business for many while it is happening, and should be able to support itself this many years in. 2. Need to develop a program to receive funding requests after the budget has been developed. Currently we address the request immediately which in counterproductive to our overall goals. Example lake fly sculpture 3. We tend to agree with all requests received without much discussion 4. We spend a lot of time discussing the Farmer's Markets. They have three venues. The Farmer's Market is asking for $$ in perpetuity, even though we have said that has never been done. The Farmer's Market is wonderful, but not all BID members and businesses are enhanced by it. It seems like there could be other sources for funding - Visitors Bureau? I would like to determine what the BID role is and have it be defined. s. Too much talk and not enough action towards projects that will enhance the BID Involved / Engagement 1. Need members to be more involved 2. More involvement and commitment from all BID Board members 3. Private agendas and non participating members 4. again as above, we are not as inclusive as we should be to all members Staffing / Roles 1. Need to have a better focus of what you want the BID staff person to do. There is way too much listed in our operating plan as well as dayto day activities for one person to complete 2. Private agendas as to where the manager will be housed 3. 1 think we need to determine how the BID is separate from the Chamber- how to use the resources and money to accomplish what our members need. Parking 1. The parking situation: employees parking overtime in spots that should be left for customers &the lack of regular time -limit enforcement. 2. Need to find out who is responsible for parking lot landscaping 3. Parking Promotion / Advertising 1. and we do not generally promote the district enough (primarily as too much time is spent on the misguided events ;_) 2. Perception Events 1. events often miss an appropriate focus (folks who actually spend $) Beautification 1. More focus on public art and green spaces. Assessment 1. The assessment should be increasing every year, as the cost of products and services do. Asking to do more activities/projects without increasing the assessment makes no sense. The assessment is $10,000lower than it was in 2012, but the workload and expectations keep going up, some lack of involvement from Board members Other 1. Mentality of this is how it has been done in the past. Need to position DO for the future 2. The City can be resistant -for example- let us use a truck to help get rid of the seagull eggs. Resistant. More work. DownTOwn OSHKOSH Aarr,,Mq Now Beautification / Art 1. Continue with beautification - maybe a cleanup day for members? Get people involved. 2. Beautification to assume clean up as well as planting- snow and dog clean up 3. Continue working on the areas that still need beautification help a. New beautification elements (mostly holiday) s. Continue with murals 6. Art, more murals, more sculptures, matching artists with building owners, and figuring out a way to get the uglist walls coverd with some beautiful art. 7. Increase art elements downtown-murals/selfie spots/decorate utility boxes s. Continue with the upkeep to make it clean and welcoming Marketing / Advertising 1. More mass marketing being used; which includes increasing the advertising budget z. Ma rketi ng! 3. marketing the DO a. Continue to improve and expand social media s. Continue with social media program- relatively low cost. 6. Draw consumers who want to support, promote, and spend. 7. Increase people traffic to the downtown Staffing 1. Hire part time event person z. Hire manager and decide if need more staff 3. Hire a new BID manager- and help them succeed. 4. Increase events. Possibly hire .5 fte to assist Communication / Information 1. Improve communication, and information sharing with business owners, building owners, marketing consortium members, and the community. z. Increase communication. See previous biannual meeting 3. Communication, communication, communication!! 4. The Bid needs to communicate more, with business owners and with customers of those businesses Fill Empty Storefronts 1. Fill up storefronts z. Filling empty building and stores 3. Expand the BID to river south Seagulls 1. Seagull abatement- let's see if it works. It's relatively low cost. z. Resolve seagull issues 3. Deal with the seagulls. Planning 1. Develop plan/vision of board with action steps z. Set specific goals and duties for the next BID manager 3. survey question responses are right on with this one ... in order is fine! Events 1. Working with the consortium to create and support ongoing successful events. Also working together to come up with some new adult geared shopping events. DOwnTOwn OSHKOSH 16ppmi.q Now What gaps/projects do we need to address? 1. Review slides 6-8 of Board survey (and/or page 4-6 of Member survey) Net Promoter Score Frustrate You Top Projects 2. Asa Group, Develop Your Team's Top 3-5 Gaps • Biggest gaps that still need to be filled by Downtown Business Improvement District in the next 2-3 years • Write them on separate sticky notes 3. Prioritize BETTER DASH 4. Scribes: Document your team's results F A S T E R CONSULTING 48 DOwnTOwn OSHKOSH l6ppmi.q Now BETTER DASH FA`-,TF R GpNSVLTING 49 2019-2023 Strategic Plan Mission The OCVB is the official destination marketing organization for Winnebago County committed tosupport and enhance the economic impact oftourism through events, services, sales, and marketing Vision The OCVB is the go-tofor everything Oshkosh, is a strong partner in the community thatsupportsan amazing visitor experience and positive economic impact. Target / Lead Customers 1. Professional Associations/Organizations 2. Event PI a nne rs/Organ i zers /Sports Commissioners 3. Hotel Staff 4. New Hotels/Recreation Venues 5. visitors II. IMPROVE HOW WE TELL OUR STORY - MARKETING / PR Staff Owner. Justin Future State: Our community understands who OCVB is, what we do, and why we do it. The community has a better understanding of tourism and its economic impact. Oshkosh has a brand identity. A. Identify Our Brand - Justin B. Create a Marketing/PR Plan that Consistently Shares Our Story to Visitors as Well as the Community - Justin III. PROMOTE AND SUPPORT PARTNERSHIPS FOR GROWTH AND A BETTER VISITOR EXPERIENCE Staff Owner: OCVB Team Future State: We have buy -in and coordination with our hotel and tourism partners. People have an exceptional experience when they come to Oshkosh A. Build Stronger Partnerships with Hotels —Cathy/ Jodi B. Develop Strategic Partnerships for Identifying Cross -Organizational Solutions -Amy C. Assist Economic Development with Additional Lodging in Oshkosh D. Explore Opportunities for Creating a New Sports Complex E. Explore Opportunities to Add Transportation Options and Parking IV. ENHANCE THE EFFECTIVENESS OF OCVB OPERATIONS Staff Owner: Amy Albright Future State: OCVB is high -performing, efficient effective and known for its service excellence. A. Develop and Deploy Our Planning Processes B. Develop Key Performance Indicators and Measures that Accurately Define Our Success. C. Define Our Sales Process and Plan D. Deliver Excellent Customer Service (Experiential Tourism) E. Improve Staff Education/Knowledge. F. Evaluate Staffing Needs June,2018 1. Develop concentrated marketing plan toward event planners— Justin/ Cathy —2018Q4 a. FAM —Familiarization Events (on -going) —December, 2018 A. Increase Sales b. Motor Coach Market (Circle Wisconsin) and Grow c. Marketing Campaign — 2018Q4 Room Tax 2. 2. Develop an offseason events plan — Jodi / Cathy (several years out 2021 to 2022) Revenue - Amy 3. a. Have a good handle on what is going on --communication 4. b. Coordinate dates with our partners I. BECOME MORE 5. 3. Target Weddings —Amy ("I'm obsessed with weddings") -TBD • FINANCIALLY I issionSUSTAINABLE B. Create and 1. Identify potential members OCVB is the official destination rketing organization for Winnebago Executew 2. Identify how fund will be used unty committed to support and Tourism 3. Determine how much we want to raise events, services, sales, and Developmentrough 4. Make assignments rketing Staff Owner: Amy Albright Fund — Amy 5. Execute plan 2018Q4 Future State: We are financiallystable. We havea 1. Research what is available (private, local, County, and State) —Cathy (State)/Amy (local)— 2018Q3 healthy reserve and able to a. Restaurantweek provide more services to our C. Apply for b. Meetings Mean Business clients and community. Tourism Grants Etc. "OCVB would be taking — Cathy/ Jodi C. home the bread!" 2 Identify which rants we will pursue y g 3. Apply for targeted grants D. Explore 1. Identify opportunities to provide revenue stream to OCVB (AirBnB, UW-0, VRBO) Additional 2. Event Revenue Revenue 3. Etc. Sources - OCVB DOWfiTOWn OSHKOSH R.Fpmivq Now What are DOBID "Big Rocks"? 1. Review ALL responses from today 2. As a group, what are the top 4 to 7 "Big Rocks?" • What are the 4-7 areas we need to make significant improvement in the next 3-5 years? 3. Prioritize 4. Report Out 6 BETTER DASH _ FASTF P .. GpNSVLTING i +a' — 52 DOwnTOwn OSHKOSH l6ppmi.q Now BETTER DASH FA`-,TF R GpNSVLTING DownTOwn OSHKOSH 16ppmi.q Now Performance Based Interviews • Prep— Develop a Marketing Campaign • No Prep— Create a post • No Prep— Rotary Club Introduction • Prep — Budget Analysis of Operating Plan —what would you change? Partner with Convention & Visitors Bureau • Lots of Overlap • Involve Amy in Position description and Interviews • Hasa team and leader to report to • Has more staff to help in big events BETTER DASH FA`-,TF R GpNWLTING 54 DOW OTfI wn Next Steps OSHKOSH 16ppmmq Now 1. Compile today's results 2. Meet with? to Make Changes / Develop Next Draft 3. Present Back to Full Board - TBD BETTER DASH F A S T E R CONSULTING 55 DOwnTOwn OSHKOSH R.Fpmivq Now BETTER DASH FASTFP CONSULTING 56 DOWfiTOWn OSHKOSH R.Fpmivq Now What did you like, dislike, or learn tonight? BETTER DASH FA`-,TF R GpNSVLTING 57 DownTOwn OSHKOSH j6ppeni.q Now • Beautification • Overall spend • Annuals • Murals/Artwork • Business Recruitment • Vacancies • Business Mix • Business Inclusion / Engagement • I nvolvement • Advertising / Marketing • Events • Balance of Kid / Adult Friendly • BID Staffing • Communication / Information • Parking • Employee Parking • Snow Removal • Fees / Funding • Funding Requests BETTER - Programs DASH • Gift Card F A S T E R CONSULTING 58 DownTOwn OSHKOSH l6ppmi.q Now Downtown Business Improvement District January 15, 2020 BETTER DASH FA`-,TF R GpNSVLTING DownTOwn OSHKOSH Aarr,,Mq Now Beautification 1. Spending less on beautification overall, while trying to get more bang for our buck when we do spend money on it. Finding more permanent solutions to beautify areas through the utilization of native plants that can thrive with little maintenance. Also by adding boulders, decorative rocks, and art installations such as murals and sculptures to these common downtown spaces. z. Beautification appears to be an issue and it is one of the largestfunded items. Consider pro/con of what is done annually. Example S banner changes vs 3 3. Increase cleanliness of streets, sidewalks and buildings 4. We make beautification a priority. s. Beautification is a substantial about of the budget, and the City of Oshkosh should be assisting more with this. Not included on the numbers is also $3000 we take from our foundation account to cover banner installations 6. Money not spent effectively for beautification 7. The BID funds the flower pots and bump outs to help keep downtown beautiful. Advertising / Marketing 1. More money should be going to advertising. Advertising is the one thing that can benefit ALL businesses within the BID, including services such as attorneys 2. Need to increase overall advertising for the Downtown as a whole along with individual opportunities 3. More emphasis should be put on marketing and events that don't require businesses to pay to participate. Having BID funds set aside for collective marketing could add value for businesses that are located within the BID. For example; a billboard, or bus ad that benifits everyone within the BID. A Shop, Eat, Drink, Play in Downtown Oshkosh kind of theme could be a good place to start. Coming up with a couple events a year that are inexpensive or free for businesses within the BID to participate in would also help marketing efforts. 4. Personally, I feel we need to advertise the DO as a whole and financially support more events BETTER DASH F A S T E R CONSULTING Events 1. We do a good job allocating funds for events. z. Wine walk is a positive downtown event 3. Interesting comment on Gallery Walk as it is a very small amount and historically was a very well attended event 4. The BID brings the Holiday parade to downtown- and it is a massive effort. Communication / Information 1. More business and property owners within the BID should have a better understanding of the Operating Plan. More information needs to be shared with the stakeholders within the BID. z. our constituents need better information Parking 1. No money should still be going toward parking; most BIDS receive money from their municipality to help with services such as beautification and/or snow removal Other 1. Our constituents need more of a voice at the table z. The intentions of the Plan are good 3. The plan is ok but the board tends to award monies when asked instead of discussing it privately. This stymies open conversation of members 4. It's gonna be hard to make everyone happy all of the time s. The BID has grants and low interest loans available for BID member to take advantage of to improve their downtown business. DownTOwn OSHKOSH Aarr,,Mq Now Beautification 1. Beautification (2) 2. Beautification is great but drives the majority of the budget 3. The constantly improving beautification: plants, mural(s),decorations. etc 4. The BID does a great job with the holiday decorations, as well as banners. I know there is a plan in place to upgrade our Holiday lights and can't wait to see the end result. 5. Holiday decorations look nice 6. They like the fact that downtown looks like, with all the beautification efforts being done 7. Beautification keeps the downtown appealing s. Banners 9. Develop OHS to be more festive during winter lo. The BID is interested in finding new ways to improve... for example a real Christmas tree planted for years to come, instead of using a cut tree. Going green! Murals/ Artwork Recruitment, Retention, and the Mural Grant Program are great. I would love to find a way to expand the mural program to maybe include other forms of art, such as sculpture. To kickstart our mural grant program and raise awareness, we need more murals. We should target the ugliest walls downtown, and put the building owners in touch with artists who are interested in painting legal walls. I suggestthe BID sponsor 2 mural projects for the upcoming fiscal year, and allocate funds to cover the full cost of each of these murals. Events 1. The variety of downtown events 2. They like the events that bring people downtown; they would like more events like wine walks that bring people into their doors, not just downtown 3. Keep growing and developing new events BETTER DASH F A S T E R CONSULTING 4. We have had some great success with events. Moving forward, working with the business owners and marketing consortium to create and support ongoing events that promote the BID. s. Events that bring people downtown- but a mix of free family type events and designated shopping events 6. We have a good history of supporting events. Marketing / Advertising 1. marketing efforts engage the community with downtown 2. Social media 3. overall awareness of the district Business Recruitment / Engagement 1. Business recruitment 2. Develop biannual open house 5-7 for businesses to meet BID board/manager for problem solving and/or support and increase knowledge of BID initiatives 3. They like the diversity of businesses available downtown, and the amount of buildings that are full and not empty Parking 1. free parking 2. Free parking (for customers as long as employees don't use the "key" spots) No longer than hour parking as well! Other 1. The BID understands that a diverse downtown is a vibrant downtown. 2. The BID is 100% committed to making our downtown viable. DownTOwn OSHKOSH j6fpenmq Now Information/ Communication of BID Activities 1. Increase awareness of all businesses of BID initiatives and progress towardsgoals. Despite newsletter, emails and block captain interventions, peopledon'tseem to know what is happening 2. BID needs to communicate and work more directlywith members of the BID 3. Better communication is still an issue 4. 1 dislike the lack of communication between the BID and 1. property owners 2. business owners 3. the community s. Make clearto the BID businesses that every eventthat happens in downtown is not necessarily BID event. 6. It seems the disconnect with the consortium came up many times in the responses given. There needs to be more communication between the two groups. Setting common goals, and using each group's strengths to accomplish them would help. This could be done by members from both the consortium, as well asthe BID Board, attendi ngthe other's monthly meetings a few times a year. 7. Even though we do have newsletters and emails in place, I constantly hear no one knows what we are working on Inclusion / Engagement 1. also agreed inclusiveness needs improvement 2. Moreinclusive. Find ways to make sure people within the BID knowwhatthe BID is workingon, and how theirtaxdollars are beingspent. Find betterwaysto contact, interact with, and deliver information to business and property owners. 3. 1 dislike the lack of involvementfrom some people on the BID Board; the BID Board should be involved in some wayto help the board thrive besides showing up fort meeting a month 4. Not all business are retail- so sometimes itseems like we are leavingthose businesses behind or possibly having negative effect on their business. For example, not all businesses are positively affected bythe farmers market- loss of parking, people askingto use the restroom etc... Events 1. Broaden event creation so they appeal to all age groups 2. Get more people involved in the downtown events 3. Develop summer "fun" transportation like trolley orpedicabs 4. Events are great but cannot saythat all of the events truly bring in customers, even when special offers are available s. I agree focus on events is misguided attimes Kid Friendly Events 1. The number of family friendly kid focused events also was mentioned. There are many people who don't have children, who would love to come downtown for a more adult oriented event that has few children around. Also, family friendly events usually don't equal sales for businesses. We need to focus on creating more adult, shoppingfocused events. 2. and too much effort on kids events BID Staffing/ Roles i. There area lot of overlapping entities which contributeto the downtown- it is confusingto know exactly what the BID role is for some of these events.A BID managerthat spends more time walkingthe BID, gettingto know everyone involved 2. 1 dislike that there is only lstaffperson; there isnowayto have person do events, marketing, be the face of the BID, coordinate all monthly/daily aspects, and daily monthly office functions Recruit / Attract New Businesses 1. Create ways to better recruit and attract new business to the BID 2. Develop a want I ist of businesses and work aggressively with other economic development groups to recruit to DO Gift Card Program 1. Figure out someway to make the Downtown Oshkosh Gift Card program more of a success 2. Customers have gotten confused with gift cards Snow Removal 1. Snow removal 2. Although notfaultof BID, width of Main St. can make things unsafe and snow removal can be an issue Beautification 1. We need to expand beautification to the backs of the buildings 2. Generally, I think people are happywith the beautification of the BID area. I think everyone, myself included, would like the Board to work on away to spend less while stil I gettingthe same or betterresults. Find smarter, more permanent solutions, so more of the budget could be used in other categories. I would like tosee adding more publicartwithin the BID districtto be added to part of the beautification mission. What betterwayto beautify an area than with a little art. 3. Monitor building condition as it does decrease the appeal of the total Downtown Parking 1. Lack of parkingat times during key business hoursfornormal businesses 2. My personal opinion isthatthe BID district needs to be clean, safe and pretty. We also need to make sure that parking is available for shoppers and thattennantsand/or business owners don't use those spaces fortheir convenience. Right now, there is NO ticketingsystem otherthan if person callsto complain. I don't wantto haveto police other business owners. ljustwantpublic parkingtobe publicparking. Marketing 1. 1 dislike the lack of marketing dollars given forthe year 2. Develop a master list of events with Marketing Consortium Other 1. And agree consortium does not always help the perception of any of the above 2. We need to continue to discourage homeless/camping in the BID. It scares people away. 3. Identify crosswalks better DownTOwn OSHKOSH Aarr,,Mq Now Information / Communication of BID Activities Communication is not the best Increase communication Better communication with BID members How do we share more information about what the BID does for the community as well as business owners, and get more feedback on what we are doing from the community, as well as the business owners within the BID? We need more communication between board members, and business owners outside their daily orbit. Better outreach to the BID district Marketing / Advertising 1. More promotion, and marketing that is good for the BID district as a whole. Making sure businesses are equally promoted on downtown social media and website. Having inclusive advertising that comes with just being in the BID. Advertising and marketing opportunities that don't require businesses to pay anything. Some ideas; a Shop Eat Playthemed Downtown billboard, bus ad, or newspaper ad paid for entirely by the BID. This is justto name a few, and I think we can be a bit more creative than just these. This type of benefit is in line with the BID's mission statement of Recruitment and Retention. They want more exposure to their business. Develop an aggressive marketing plan to promote DO and utilize advertising dollars Marketing of the district (not just events) Building Vacancies Place more effort and monies toward filling building vacancies and developing the beautification and green spaces of downtown Figuring out how to fill long time vacant commercial spaces, and how to make it more appealing to property and or business owners to remodel or restore their storefronts and buildings. How do we help them with this process more? the top 3 here nail it 1/ empty locations BID Manager/Staffing 1. The BID manager's job description and duties z. Recruit a BID manager with a strong background in marketing and business recruitment 3. BID manager spending more time face to face with property & business owners a. Hire a part time person for events Beautification 1. Beautification z. They want to have a clean downtown. Cleaning up other people's dog poop and garbage is a drag. Help with snow removal would be appreciated. 3. Work with City for building repair/appearance. Several buildings are definitely eye sores Parking 1. Parking The city backing off the parking study was a mistake that still needs to be dealt with. z. We DO NOT need a parking ramp. 3. Stop paying the City money for parking New Business Recruitment 1. Better effort for new businesses z. Develop relationships with city economic development for increase businesses Fees / Funding 1. Fees/assessments should be talked about as it was brought up many times. Recently changed and the comment of having the "BID doesn't have a presence in the DO" is disturbing to me z. Develop a process for receiving money requests and privately discuss the pro/con of the request Other 1. Effort to look out for the best interest as everyone as a whole z. They want to pay less tax dollars- but you can't have it both ways. DownTOwn OSHKOSH Aarr,,Mq Now Marketing / Advertising 1. Additional marketing so our community knows what our awesome downtown has to offer z. More inclusion in marketing and Event participation. More marketing and events that are not pay to participate. Finding ways to really make business owners feel like being in the BID is a benefit. 3. Increase marketing on DO in multiple media 4. Increase social media presence; maybe include quotes on our website from customers who love our downtown 5. Need Oshkosh residents to get a better perception of the Downtown 6. Need to get people to not think of the Downtown to be "so far away", it's only 7 minutes from the westside of 41. Information / Communication of BID Activities 1. Better communicate the efforts of the BID constituants so they have a better understanding of the efforts and intentions of the BID Board z. Share more information, educate business/property owners on what the BID is and does. It seems a lot of people within the BID have no idea what BID is or does. Engage BID Members 1. Provide biannual evening meetings for interaction with district members. Provide short presentation on goals and current progress z. The downtown business owners need to see more value from the BID to better support the efforts being made Staffing 1. Increase staffing to 1.5 FTE z. Decide if the BID can support a .5 fte to focus on increasing events Events 1. Increase events z. Send surveys out to event attendees and/or businesses that participate in events to get feedback for improvements Business Mix 1. Would be nice to get a better mix of businesses, which is hard with today's buying habits Beatification / Art 1. Art and diversity in types businesses. We need to get "hipper". We need far more public art, and we need to try to recruit as many unique businesses we can. Thriving downtowns are kitzchy, artsy, and have a flavor. Other 1. Snow removal is an issue for safety and aesthetic reasons. Many areas/stores can be inaccessible z. 1 am not sure what that means. 3. as above, same 3 items 4. 1 don't get this question, if they own or operate a business in BID they are members. We don't have an opt out option. Net Promoter Score 39% 39% � o 0 0 5 a 4 0 6 3 z z Promoters (9-10) Passive (7-8) Detractors (0-6) Net Promoter Score 5 s 4 4 3 03 z 07 6 z 1 1 1 0 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% DownTOwn OSHKOSH Aarr,,Mq Now Communication / Information 1. The fact that so many businesses say they never know what's going on downtown 2. Communication 3. There seems to be a lack of communication between the Board members, and other business owners within the BID. Would love to see the Board members popping into random businesses from time to time. 4. Lack of communication between all parties; BID Board, business owners, BID manager, property owners, community. I have not found one good way to communicate with all parties s. People seem to have a misunderstanding about what a BID district is and how they operate. For instance we can not just expand to the south. Funding Requests 1. Giving sponsorship money to some events that should probably be supporting themselves at this point, or don't really benefit the BID as a whole. Examples are the gallerywalk (benefits a few) and Waterfest (successful and should support itself at this point), and things like farmers market, that although it adds to the quality or life downtown, impedes business for many while it is happening, and should be able to support itself this many years in. 2. Need to develop a program to receive funding requests after the budget has been developed. Currently we address the request immediately which in counterproductive to our overall goals. Example lake fly sculpture 3. We tend to agree with all requests received without much discussion 4. We spend a lot of time discussing the Farmer's Markets. They have three venues. The Farmer's Market is asking for $$ in perpetuity, even though we have said that has never been done. The Farmer's Market is wonderful, but not all BID members and businesses are enhanced by it. It seems like there could be other sources for funding - Visitors Bureau? I would like to determine what the BID role is and have it be defined. s. Too much talk and not enough action towards projects that will enhance the BID Involved / Engagement 1. Need members to be more involved 2. More involvement and commitment from all BID Board members 3. Private agendas and non participating members 4. again as above, we are not as inclusive as we should be to all members Staffing / Roles 1. Need to have a better focus of what you want the BID staff person to do. There is way too much listed in our operating plan as well as dayto day activities for one person to complete 2. Private agendas as to where the manager will be housed 3. 1 think we need to determine how the BID is separate from the Chamber- how to use the resources and money to accomplish what our members need. Parking 1. The parking situation: employees parking overtime in spots that should be left for customers &the lack of regular time -limit enforcement. 2. Need to find out who is responsible for parking lot landscaping 3. Parking Promotion / Advertising 1. and we do not generally promote the district enough (primarily as too much time is spent on the misguided events ;_) 2. Perception Events 1. events often miss an appropriate focus (folks who actually spend $) Beautification 1. More focus on public art and green spaces. Assessment 1. The assessment should be increasing every year, as the cost of products and services do. Asking to do more activities/projects without increasing the assessment makes no sense. The assessment is $10,000lower than it was in 2012, but the workload and expectations keep going up, some lack of involvement from Board members Other 1. Mentality of this is how it has been done in the past. Need to position DO for the future 2. The City can be resistant -for example- let us use a truck to help get rid of the seagull eggs. Resistant. More work. DownTOwn OSHKOSH Aarr,,Mq Now Beautification / Art 1. Continue with beautification - maybe a cleanup day for members? Get people involved. 2. Beautification to assume clean up as well as planting- snow and dog clean up 3. Continue working on the areas that still need beautification help a. New beautification elements (mostly holiday) s. Continue with murals 6. Art, more murals, more sculptures, matching artists with building owners, and figuring out a way to get the uglist walls coverd with some beautiful art. 7. Increase art elements downtown-murals/selfie spots/decorate utility boxes s. Continue with the upkeep to make it clean and welcoming Marketing / Advertising 1. More mass marketing being used; which includes increasing the advertising budget z. Ma rketi ng! 3. marketing the DO a. Continue to improve and expand social media s. Continue with social media program- relatively low cost. 6. Draw consumers who want to support, promote, and spend. 7. Increase people traffic to the downtown Staffing 1. Hire part time event person z. Hire manager and decide if need more staff 3. Hire a new BID manager- and help them succeed. 4. Increase events. Possibly hire .5 fte to assist Communication / Information 1. Improve communication, and information sharing with business owners, building owners, marketing consortium members, and the community. z. Increase communication. See previous biannual meeting 3. Communication, communication, communication!! 4. The Bid needs to communicate more, with business owners and with customers of those businesses Fill Empty Storefronts 1. Fill up storefronts z. Filling empty building and stores 3. Expand the BID to river south Seagulls 1. Seagull abatement- let's see if it works. It's relatively low cost. z. Resolve seagull issues 3. Deal with the seagulls. Planning 1. Develop plan/vision of board with action steps z. Set specific goals and duties for the next BID manager 3. survey question responses are right on with this one ... in order is fine! Events 1. Working with the consortium to create and support ongoing successful events. Also working together to come up with some new adult geared shopping events. DownTOwn OSHKOSH IVuppmi.q Now • CassieDanielscassie@downtownoshkosh.comviacarrierzone.com • Thu, Oct 24, 2:14 PM (6 days ago) • to me • Good Afternoon, • I received your contact information from Kris Larson of Becket's here in Oshkosh. • Our Downtown Oshkosh Busi ness Improvement District is lookingto put together a strategic plan. • It has been quite some ti me sincea plan was put together, and before we make some possible position changes wewould Ii keto have somefurther direction. • Wouldyou be willingto assistus with this, and ifso could you let us knowyour availability and pricing. • I would be happyto answer anyadditional questions you mayhave. • Thank you, • CassieDaniels • Downtown BIDManager • 120JacksonSt.Oshkosh,W154901 • 920-303-2265 ext 11 • cassie@oshkoshchamber.com • cassie@downtownoshkosh.com • www.downtownoshkosh.com BETTER DASH F A 5 T E P CONSULTING 69 DownTOwn O S H K 0 S H R.Wp lny Now Introductory Meeting November 19, 2019 Walter Jankowski reinvention consultant 608 - 225 -8219 walter.jankowski@gmail.com BETTER DASH FASTFP CONSULTING 70 DOWfiTOWn OSHKOSH R.Fpmivq Now Walter Jankowski reinvention consultant 608-225-8219 walter.jankowski@gmail.com BETTER DASH FA`-,TF R GpNWLTING Business Consulting Services ❑ Strategic Planning & Execution ❑ Building Centers of Excellence ❑ Program Management ❑ Project Management ❑ Vendor Partnerships Technology 114 ❑ Application Development ❑ Service Oriented Architecture ❑ Database development and management ❑ Web/ Internet development ❑ Systems development and management ❑ ERP/ PDM / CRM Implementation, Migration ❑ Network administration and support ❑ E-commerce and e-business People ❑ Change Management ❑ Organizational Design ❑ Training ❑ Talent Assessment ❑ Project Resourcing ❑ Recruiting / Staffing Process ❑ Business Process Management ❑ Roles and Responsibilities ❑ Business and IT Requirements ❑ On-line SharePoint Documentation ❑ Staffing Models ❑ Metrics 71 DownTOwn OSHKOSH l6ppmi.q Now AM E R I AN FAMILY U N A _ S,ol MUTUAL HEALTH GROUP P WPS.l SOLUTIONS A Healthy Conversation. LANDS' END Spectrum Brands Oshkosh On(7� SHKOSH ARLA SC1100L DIS I RIC I MONONA w BETTER DASH FASTFP CONSULTING �UiaR1�MY� .I PfiaC04'S S.4�� $Went cstp ST, CRO NTY YYY��Y���Yr� YY el LA C_;KOSSE 18 97 THE CITY OF SOUTH MILWAUKEE yet W15CONSIN DEPARTMENT OF EMPLOYEE TRUST FUNDS STATE OF WISCONSIN C% SWD D Department of Workforce Development " WISCONSIN DEPT. OF NATURAL RESOURCES Pt �i�Tp�l1 -03 PUBLIC [N TRLICI JON G I carpital „ LLAKEpLANDDCARE F1 ilW IS[DMSIM DFrk RTMENi OF Madison ADMINISTRATION COMMUNITY FOUNDATION 100 ISCONSIN DEPARTMENT c}'IIEALTH SERVICES � * WISCONSIN DEPARTMENT 0. CHILDREN AND FAMILIES OSHKOSH AREA COMMUNITY 1 FOUNDATION 72 DownTOwn OSHKOSH l6ppmi.q Now jlp!%kc4lXl Oshkosh BETTER DASH FA`-,TF R CONSVLTING 00 OSHKOSH AREA SCHOOL D[S"[Ki4 i ���i I Wisconsin`s QSHK©SH AREA COMMUNITY FOUNDATION 73 Overview of Process Planning Assumptions and External Factors Stakeholder Analysis Needs and Gaps Strategic Goals Objectives Action Plan Measures Core Tasks and Abilities — Strategic Partnership Opportunities for Improvement DownTOwn O S H K O S H R.Wp lny Now BETTER DASH FASTFP CONSULTING EL • • • • • Scope / Outcome Definition Meeting 7oAgrerement ❑ Pre -meeting with Strategic Planning leadership to finalize strategic planning procesables: and strategic planning participants. Finalize desired outcomes, deliverables and on approach and logistics Phase 0 timeline. Finalize Scope, Kick-off Meeting — 11/19 Approach, ❑ Welcome & Introductions and Logistics El Overview of Proposed Planning Process ❑ Overview of Example Deliverables ❑ Next Steps and Timeline ❑ Q&A Pre -planning On-line BID District Property Owners Survey — Dec 4 to Dec 18 All planning participants complete an on-line survey priorto strategic planning session. Survey would include: ❑ Like, Dislike, Opportunities for Improvement Phase Gather Pre- Pre -planning On-line Survey with Staff / Board — Dec 26 to Jan 10 work Data All planning participants complete an on-line survey prior to strategic planning session. Survey would include: Deliverables: ❑ Planning Assumptions and External Issues a Pre -planning survey results to ❑ Stakeholder Analysis participants ❑ Key Tasks and Core Abilities ❑ O pportunities for I m provement/ Priorities 76 DownTOwn OSHKOSH 16ppmi.q Now BETTER DASH F A S T E R CONSULTING EL Scope / Outcome Definition Meeting ❑ Pre -meeting with Strategic Planning leadership to finalize strategic planning process Deliverables: and strategic planning participants. Finalize desired outcomes, deliverables and • Agreement on approach and logistics Phase 0 timeline. Finalize Scope, Kick-off Meeting — 11/19 Approach, ❑ Welcome & Introductions and Logistics El Overview of Proposed Planning Process ❑ Overview of Example Deliverables ❑ Next Steps and Timeline ❑ Q&A Pre -planning On-line BID District Property Owners Survey — Dec 4 to Dec 18 All planning participants complete an on-line survey priorto strategic planning session. Survey would include: ❑ Like, Dislike, Opportunities for Improvement Phase Gather Pre- Pre -planning On-line Survey with Staff / Board — Dec 26 to Jan 10 work Data All planning participants complete an on-line survey prior to strategic planning session. Survey would include: Deliverables: ❑ Planning Assumptions and External Issues a Pre -planning survey results to ❑ Stakeholder Analysis participants ❑ Key Tasks and Core Abilities ❑ O pportunities for I m provement/ Priorities Strategic Planning Session — ONE 3 Hour Session with Board — Week of Jan 13 (15 Board Members + Jeff + Cassie) Pre -Planning On-line Survey Deliverables Plateau Group Strategic Planning Survey Results 3. What are the Write them a. Ila nning assumptions we Tan make about the neat two yeah? was a factua l statement. We aesu me... 12. STAFF RES PONS ES. El—, ea— IISPt of nrvedalreryhcnreM5 el8eMerLeadels.Flamyeurperapective, hewimpnrLlrt s Iliia sad M1nrvwell ie II unLtiu[etl aI PIa4au Group? 'r=12.Indcr = p "Grilic'sl"r cs'ponams' 9 pis+k'Nx°r y"' ] Pas e q "Smmevdtaa"' 1 Pta4 R "NM M AI' - aria 13STAFF RESPONSES GAP ANALYSIS @ebw are a DRAFT set o` needelregWmre hof Senior Laa I—, Frnm yourperape: cilva, hnvr importanx le thi.v an d nnw well o h executed at plateau Grmup? 11. COMBINFO STAFFA30ARO Ce1LTl1 RE- How well arc things Working ai Plateau Group? HOW le your culture? Al Mat— Graup_.. DownTOwn O S H K O S H R.Wp lny Now Strategic Planning Session — ONE 3 Hour Session with Board — Week of Jan 13 (15 Board Members + Jeff + Cassie) Proposed Agenda: I. Welcome and Introductions Deliverables: 11. Overview of Pre -planning survey results ❑ One page Roadmap III. Validation of Planning Assumptions and External Factors ❑ One page Strategic Plan IV. Stakeholder Analysis (Strategic Goals, Objectives, Phase III V. Core Tasks and Abilities Success Measures) Develop DRAFT Strategic VI. Strategic Partnerships ❑ Detailed Strategic Action Plan Plan VI1. Consensus on Strategic Goals and Objectives with Goals, Objectives, VIII. Action Planning Around Strategic Issues Strategies / Actions, Assigned IX. Validate / Update Mission, Vision Owners X. Timeline and Milestone Planning ❑ DRAFT Key Performance A. Next Steps Indicators (KPI's) and Dashboard ❑ Report Out Schedule Finalize Plan — ONE 60-90 min session with Cassie and Executive Board? ❑ Finalize Strategic Goals, objectives, action items, assignments, and measures ❑ Set-up monitoring, report out, and implementation planning systems BETTER DASH FASTFP CONSULTING 79 DownTOwn OSHKOSH 16ppeni.9 Now 1. The One -Pager About DOBID • Background / Who You Are • DOBI D Mission, Vision, and Purpose • What You Do (Elevator Speech) • High-level Graphic of Your Stakeholders, Donors, Past Projects, etc. 2. The Roadmap • High-level One Page Summary • Current / Past Situation • Community / Marketplace Realities • Future State • Key Initiatives / Campaigns • Values • Stakeholder Expectations • Rotary Speech • Laminated Card for Staff and Board BETTER • Posted on Internet DASH FA`-,TF P CONWLTING /e) Roadmap to Our Future _ MonnreelutFis� a�.i.li..t gem e(�1111\I emm.s nmx coil � (� Values Stakeholder Expectations We—— team, building c.mmu.Ity Wengththm.gh d.boratian We commit ourselves to the highest levels of ethical ald professional condor[ We aim w e¢eI in all that- do ana are dedicated m mntin...I improvement We promote deco and ope. communiotian We to b.......true and adept change as an opportunity to find better ways to acrompl,h our mission We focus on the uNty of our community and employees We take respa.sibihty (or our anions and Nil, up..... commitments 80 DownTOwn OSHKOSH 16ppeni.q Now 3. The Summary Plan & Timeline • Summary High-level Plan • Tree Diagram Format • More Detail for Staff and Board • Gantt Chart of Major Activities and Milestones • Updated %'lyMadisnn • Posted on Internet e W Detailed Strategic Plan • Detailed Plan and Status Results • Detailed Status • Green/Yellow/Red • Status Comments • Updated for %'ly Status Reviews • Includes Agenda 12 Month Plan • Posted to Internet BETTER DASH F A S T E R CONSULTING Madison.. ^' �.�a II. Roxort Erxw, weurczax. m. ................ �...... ae.�snsnnra. n' s,.eo . ,.. ., P..„ �,m • a, ro ..e,, m� I m , I On ►� Sort ..,�,...,m,m,,.�,�.,,�,M1�,,,,.,,a�_.��aur�-=o,.�. �...a A m, E­errt � zmeaa �. ""°""""" mmF�ree/bM1n RellrM1erleobauHy. m ,. ;den,iyfuvurew,M��socpm,unities-=o=ap9loarF;ngmuau,e, sv,mtWb,areasl -tea `.� . F'- ,eo i Ev,;van;aenvmm seem �a,i p vra�mWe-w ire,- wmzW% City of Oshkosh 2612-14 Strategic Plan and Results I a 81 June,2018 i "OCVBbe toking home the breod!" A. Increase Sales and Grow Room Tax Revenue - Amy B. Create •ExecuteTourism Development • 1 i Apply for TourismJodi a II. IMPROVE HOW WE TELL OUR STORY - MARKETING / PR 2019-2023 Strategic Plan Staff Owner: Justin Future State: Our community understands who OCVB is, what we do, and why we do it. The community has a better understanding of tourism and its economic impact. Oshkosh has a brand identity. Mission A. Identify Our Brand - Justin The OCVB is the official destination marketing organization for Winnebago B. Create a Marketing/PR Plan that Consistently Shares Our Story to Visitors as Well as the Community - Justin County committed tosupport and enhance the economic impact oftourism through events, services,sales,and III. PROMOTE AND SUPPORT PARTNERSHIPS FOR GROWTH AND A BETTER VISITOR EXPERIENCE marketing Staff Owner: OCVB Team Future State: We have buy -in and coordination with our hotel and tourism partners. People have an exceptional experience when Vision they come to Oshkosh The OCVB is the go-tofor everything A. Build Stronger Partnerships with Hotels — Cathy/Jodi Oshkosh, is a strong partner in the community thatsupports an amazing B. Develop Strategic Partnerships for Identifying Cross -Organizational Solutions -Amy visitor experienceand positive economic C. Assist Economic Development with Additional Lodging in Oshkosh impact. D. Explore Opportunities for Creating a New Sports Complex Target/Lead Customers E. Explore Opportunities to Add Transportation Options and Parking 1. Professional Associations/Organizations 2. Event PI a nne rs/Organ i zers /Sports IV. ENHANCE THE EFFECTIVENESS OF OCVB OPERATIONS Commissioners Staff Owner: Amy Albright Future State: OCVB is high -performing, efficient effective and known for its service excellence. 3. Hotel Staff A. Develop and Deploy Our Planning Processes 4. New Hotels/Recreation Venues 5. visitors B. Develop Key Performance Indicators and Measures that Accurately Define Our Success. C. Define Our Sales Process and Plan D. Deliver Excellent Customer Service (Experiential Tourism) E. Improve Staff Education/Knowledge. F. Evaluate Staffing Needs 1. Develop concentrated marketing plan toward event planners— Justin/ Cathy —2018Q4 a. FAM —Familiarization Events (on -going) —December, 2018 A. Increase Sales b. Motor Coach Market (Circle Wisconsin) and Grow c. Marketing Campaign— 2018Q4 Room Tax 2. 2. Develop an offseason events plan —Jodi / Cathy (several years out 2021 to 2022) Revenue - Amy 3. a. Have a good handle on what is going on --communication 4. b. Coordinate dates with our partners I. BECOME MORE 5. 3. Target Weddings —Amy ("I'm obsessed with weddings") -TBD FINANCIALLY SUSTAINABLE B. Create and 1. Identify potential members Execute 2. Identify how fund will be used Tourism 3. Determine how much we want to raise Development 4. Make assignments Staff Owner: AmyAlbright Fund — Amy 5. Execute plan 2018Q4 Future State: We are financiallystable. We havea 1. Research what is available (private, local, County, and State) —Cathy (State)/Amy (local)— 2018Q3 healthy reserve and able to a. Restaurantweek provide more services to our C. Apply for b. Meetings Mean Business clients and community. Tourism Grants Etc. "OCVB would be taking — Cathy / Jodi C. home the bread!" 2 Identifywhich rants will pursue g we 3. Apply for targeted grants D. Explore 1. Identify opportunities to provide revenue stream to OCVB (AirBnB, UW-0, VRBO) Additional 2. Event Revenue Revenue 3. Etc. Sources - OCVB DOwnTOwn OSHKOSH R.Fpmivq Now .. miltj4 im T' qUESTIONS SW E Rai BETTER DASH F A S T E R CONSULTING 84 DOwnTOwn OSHKOSH 16ppmi.q Now it BETTER DASH FA`-,TF R GpNSVLTING Walter Jankowski has been a Consultant/Trainer for the last 15 years working with a wide -variety of insurance, financial, service, and manufacturing organizations. He currently is the owner and Reinvention Consultant at Better Dash Faster, LLC, a Madison consulting firm. You may ask, "What's a Reinvention Consultant?" Walter helps senior leaders reinvent their operations by helping them figure out how to improve their organization's performance. Walter has facilitated and trained all over the State of Wisconsin, Minnesota and several international venues in performance improvement. He has extensive experience in developing leaders, developing and implementing strategic plans, and providing other organizational improvement services for businesses, governments, school systems, and not -for -profit organizations. He has also trained thousands of senior leaders, supervisory managers, and front-line workers in the principles of leadership, quality, continuous improvement and team development. Walter earned his Masters Degree in Engineering from the University of Wisconsin -Milwaukee. He has been an active member of the Madison Area Quality Improvement Network, has been a senior examiner for the Baldrige- based Wisconsin Forward Award, and is also certified in Covey Training. As an experienced trainer and facilitator, he has a unique blend of technical and interpersonal skills that make him successful in the specialized technical workplaces of today. Walter's goal is to help organizations become more effective by helping to unleash the potential in everyone and utilize that wealth of knowledge for improvement. Walter Jankowski reinvention consultant 608-225-8219 waIter.jankowski@gmaif.coat @WalterNvrFalter 85 Downtown Oshkosh Business Improvement District Strategic Planning: Final Plan Oconomowoc City Council June 19, 2018 Walter Jankowski reinvention consultant 608-225.8219 walterjankowski@gmail.com 86 <, Marketplace Realities Changing Public Landscape and Expectations Funding Constraints H ' ( -Changing business and public landscape - StagnantStatefunding - Public will continue to expect higher levels of service - Rising fixed costs 1 1 - Changes in legislation and mandates J Limited staffing resources - Technology changing needs and practices -1 State imposed levy limits .r 1 1 1 1 1 Little opportunity for new revenue sources y pG ono - - _ _ • �� Future State Our Ci Past/Current State — �� s ��- �— _ 'l o 5 Vibrant and diverse economy Our City ro ...c=- 9 o - Li Destination for visitors, businesses home buyers I I Growing community o _ �_ ,� and I 1 Lack of major retail �3 0 -- c CI Enhance community safety I I Available healthcare I 1 Safe and secure I 1 Access to natural resources„ I I Variety of events I I Residential and commercial opportunities 11 Aging infrastructure Process & Work Environment - 3 I I Lack of a united vision `'- I I Resistance to change I I Challenging to attract and retain employees I I Strong competition for resources = _ I I Reactive approach -� 87 0 Attractive for new corporate and tech headquarters 0 Welcoming new retail and 1 Z entertainment venues i - Ll Culture of continuous improvement Process & Work Environment CI Engaged and committed workforce ClClearly established goals and vision _ F� CI Improved internal and external 0'A - - communications pro Cl Prioritized use of resources f 1 Customer expectations are exceeded ev I I Adaptableto change o fl < _ Ll Proactive approach m _ a ro t9 a L I F E C O M E S H E R E 88 Guiding Principles We Will..... !� F We are one team, building community strength through collaboration We commit ourselves to the highest levels of ethical and professional conduct We aim to excel in all that we do and are dedicated to continuous improvement - We promote clear and open communication f We strive to be innovative and accept change as an opportunity to find better ways to accomplish our mission W!Z - -- K We focus on the safety of our community and employees We take responsibility for our actions and follow up on our commitments L I F E C O M E S A 2019-2023 Strategic Plan Mission Maintain high quality oflife by providing excellent serviceto our community. Ensure safety and provide efficient, cost effective, high-qualityservicestoour unique andgrowing Community Vision Lake County's premier destination to live, work, and play. Oconomowoc, the best place to live in Lake County Guiding Principles 1. Teamwork We are oneteam, building community strength through collaboration 2. Integrity We commit ourselves tothe highest levels of ethical a nd profession I conduct 3. Excellence We aim to excel in all that we do and a re dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be innovative and accept cha nge as an opportunityto find better waysto accomplish our mission 6. Safety We focus on the safety ofour community and employees 7. Accountability We to ke responsibility for our actions and follow up on our commitments II. IMPROVE AND MAINTAIN OUR INFRASTRUCTURE / FACILITIES Staff Owner: Mark Frye Future State: Oconomowoc has a safe and effective infrastructure that provides a framework for optimal community enjoyment A. Complete Public Safety Facility B. Maintain Our Existing Infrastructure C. Plan and Complete Road Extensions D. Identify Future New Projects, Timeline for Implementation and Funding Mechanism E. Plan for Continued Sustainabilityof Cemetery III. FOCUS ON ECONOMIC DEVELOPMENT Staff Owner: Bob Duffy Future State: Oconomowoc is recognized as a premier community in Lake Country by fostering an entrepreneurial spirit & tourism destination, developing and retaining a diverse mix of employees & employment opportunities, and revitalizing catalytic development areas A. Research and Plan for Major Development B. Plan for Future Growth Areas C. Plan for Future Transportation IV. IMPROVE OUR QUALITY OF LIFE ASSETS Staff Owner: John Kelliher Future State: Community members are proud of the natural, cultural and recreational assets of the City A. Better Understand Our Citizen Needs, Wants, Expectations, and Priorities B. Plan and Implement Quality of Life Assets and Community Amenities C. Support Community Events and Opportunities for Residents V. ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Staff Owner: Laurie Sullivan Future State: Our City is high -performing, efficient effective and known forits service excellence. A. Improve Our Planning Processes B. Recruit, Retain, Engage, Recognize and Develop Employees and Future Leaders C. Improve Our Technology D. Maintain/Improve the City's Financial Sustainability E. Improve Our Internal and External Communication F. Develop / Improve Our Performance and Outcome Measures G. Increase Partnerships June,2018 I. PROVIDE A SAFE /_1►b�9X�11J:1q COMMUNITY Staff Owner: Ron Buerger/ Joe Pickart/ Kevin Freber Future State: Publicsafetyis paramount in allof theCity's services A. Maintain 1. Implement Police Strategic Staffing Plan: Create implementation plan and report out— Ron Buerger Quality of 2019Q3 - Report out annually Police Services B. Provide Quality 1. Evaluate Fire District recommendation for future fire station — Laurie Sullivan / Ron Buerger-2018Q4 Fire and EMS 2 Evaluate Fire District budgetary requests — Laurie Sullivan/Ron Buerger 2018Q3 Services C. Provide Reliable, High 1. Replace street lighting with LED— 95% complete —Joe Pickart - 2019Q2 Quality, and 2. Convert overhead power lines to underground — 85% complete Affordable a. Identify future conversions and evaluate feasibility/timeline for work — Joe Pickart 2019Q1 Power 1. Evaluate triggers for replacing wells #1 and #2 —Joe Pickart — 2019Q4 2. Create plan for next city well — Joe Pickart — 2019Q4 (site acquired) D. Provide and 3. Continue implementation Oconomowoc Watershed Protection Program (OWPP) — report on program Foster Safe and status second quarter annually- Kevin Freber 2019Q2 — Report out annually Clean Water 4. Evaluate need for Wastewater Treatment Plant nitrogen removal upgrades — Kevin Freber - 2022Q2 5. Evaluate removal of lead pipes -Joe Pickart (900 services left)— update Council on lead laterals — 2018Q3 2019-2023 Strategic Plan Mission Maintain high quality ofIifel providing excellent service to, community. Ensure safety and provide effi, effective, high -quality service! unique and growingCommuni Vision Lake County's premier destina work, and play. Oconomowoc, the best place Lake County Guiding Principles 1. Teamwork We are oneteam, building community strength through collaboration 2. Integrity We commit ourselves tothe highest levels of ethical and professional conduct 3. Excellence We aim to excel in allthat we do and are dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be i nnovative and accept change as an opportunityto find better ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our acti o and follow up on ourcommitmentr Strategic Goal Objectives- WHAT A. Complete Public Safety Facility B. Maintain Our Existing Infrastructure II. IMPROVE AND MAINTAIN OUR * INFRASTRUCTURE FACILITIES C. Plan and Complete Road Extensions Staff Owner: Mark Frye Future State: Oconomowoc has a safe and effective infrastructure that provides a fromeworkfor optimal community enjoyment Strategies /Tactics -HOW 1. Report out quarterly during construction - Ron Buerger— 2019Q4 1. Develop a city inventory of major assets and projected replacement schedule a. City Parcels — Mark Frye - DONE b. Streets — Mark Frye — DONE— have long-term plan c. Facilities —Mark Frye-2019Q4 d. Utility Infrastructure —Joe Pickart / Kevin Freber — 2019Q2 e. Fleet— inventory complete, develop funding replacement cycle —Joe Pickart-2019Q3 2. Accelerate / enhance street improvement/maintenance plan (includes utility infrastructure) a. Develop long-term funding plan —Mark Frye/Joe Pickart/Kevin Freber/Laurie Sullivan - 2018Q3 3. Fix Worthington railroad crossing — Mark Frye-2018Q3 1. Thackeray Trail —Mark Frye a. Complete Permitting & Design — 2018Q4 b. Construction — 2019Q3 2. Lapham Street — Mark Frye — 2019Q3 3. Lake Bluff Drive — Mark Frye a. Complete Permitting & Design 2020Q4 b. Construction — 2021Q3 4. Oconomowoc Parkway —Waukesha County —TBD D. Identify Future New Projects, 1. Construction of Valley Road Water main Extension —Joe Pickart 2019Q2 Timeline for 2. Reconfigure / review space utilization at City Hall —follows Police station move — Mark Frye / Sarah Implementation Kitsembel - Plan 20190.2 and Funding 3. STH 67 Pedestrian Underpass — Mark Frye — 2019Q4 Mechanism E. Increase Mark Frye /John Kelliher/ Bob Duffy: Downtown 1. South Parking Lot Reconstruction — 2019Q2 Parking 2. Wayfinding / Parking Lots Map Directory —2019Q2 3. Identify future parking opportunities — 2018Q4 (parking structure, potential lot areas) F. Analyze Library 1. Complete space needs analysis — Betsy Bleck-2020Q3 capital needs 2. Evaluate identified needs and review options for remodel/expansion —Betsy Bleck-2021Q3 G. Plan for Continued Sustainabilityof 1. Research options for continued sustainability of cemetery — Laurie Sullivan 2018Q2 Cemetery 2019-2023 Strategic Plan Mission Maintain high quality ofIifel providing excellent service to community. Ensure safety and provide eff , effective, high -quality service! unique and growingCommuni Vision Lake County's premier destina work, and play. Oconomowoc, the best place Lake County Guiding Principles 1. Teamwork We are oneteam, building community strength through collaboration 2. Integrity We commit ourselves tothe highest levels ofethical and professional conduct 3. Excellence We aim to excel in allthat we do and are dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be i nnovative and accept change as an opportunityto find better ways to accomplish our mission 6. Safety We focus on thesafetyofour community and employees 7. Accountability We take responsibility for our actions and follow up onour commitments Strategic Goal Objectives - W HAT Strategies / Tactics - HOW June, 2018 1. Update the Comprehensive Plan — Jason Gallo - 2019Q4 — updates on a regular basis 2. Plan for Major Development / Redevelopment Projects - Catalytic Development Areas — Bob Duffy a. E. Wisconsin Avenue b. Downtown (St. Paul / E. Wisconsin Redevelopment Area, Grocery, Pharmacy, Hotel) c. Study the SW Summit Avenue area for zoning and development opportunities A. Research and d. NE Area Plan for e. Pabst Development f. Housing plan 3. Investigate / provide grant funding or TIF district incentives for target businesses — Bob Duffy— Date a. Recruit tech park and corporate centers (Tech, medical, co -working spaces, etc.) III. FOCUS ON b. Sit down / rooftop restaurants ECONOMIC c. Retail (clothing, etc.) DEVELOPMENT d. Entertainment Complex - Music Venue (private) Staff Owner: Bob Duffy 1. Identify land for future development through Comprehensive Plan Update — Bob Duffy— 2019Q4 IIIIIIIIIIIIIIIIIIIIII B. Plan for Future 2. Establish border agreements for west end development services —Sarah Kitsembel —TBD Future State: Oconomowoc is Growth Areas 3. South Woods Area attachment — Jason Gallo / Diane Coenen - 2019Q4 recognized as a premier community in Lake Country by fostering an entrepreneurial 1. Create an Official Map as part of Comprehensive Plan Update - Bob Duffy - Date 2019Q4 spirit & tourism destination, 2• Plan for Transportation Opportunities developing and retaining a diverse mix of employees & a. Establish Truck Routes — Mark Frye — 2019Q4 employment opportunities, b. Commuter and Workforce transportation - Bob Duffy 2019Q1 andrevitalizing catalytic C. Plan for Futur i. Report on current options available development areas ii. Engage in Waukesha County Center for Growth Discussions re: future transportation Transportation needs in region C. Electrical Vehicles —evaluate opportunities/need for additional charging stations -TBD d. Intelligent Vehicles — how are we preparing and designing roadways -TBD e. Ride sharing (Uber, Lyft, etc.) - TBD f. Bike share stations —TBD D. Create Tourism 1. VRBO, Airbnb, etc. — will need to address this with policy Destination 2. Website / Mobile Apps Initiatives 3. Murals on downtown walls 2019-2023 Strategic Plan Mission Maintain high quality ofIifel providing excellent service to, community. Ensure safety and provide effi, effective, high -quality service! unique and growingCommuni Vision Lake County's premier destina work, and play. Oconomowoc, the best place Lake County Guiding Principles 1. Teamwork We are oneteam, building community strength through collaboration 2. Integrity We commit ourselves tothe highest levels of ethical and professional conduct 3. Excellence We aim to excel in allthat we do and are dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be i nnovative and accept change as an opportunityto find better ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our acti o and follow up on ourcommitmentr Strategic Goal IV. IMPROVE OUR QUALITY OF LIFE ASSETS Staff Owner: John Kelliher Future State: Community members are proud of the natural, cultural and recreational assets of the City ■ O bj ecti ves - WHAT A. Better Understand Our Citizen Needs, Wa nts, Expectations, and Priorities B. Plan and Implement Quality of Life Assets and Community Amenities Strategies /Tactics -HOW June,2018 1. Analyze Citywide Library and Parks Needs Assessment Results —John Kelliher/ Betsy Bleck- 2018Q2 a. Evaluate the value (best use of $) vs. the investment of community facilities 2. Create "Ask alderman/mayor" listening sessions -TBD 3. Develop a city-wide citizen satisfaction survey—TBD 4. Implement "Coffee with a Cop" —Ron Buerger - Quarterly 1. Finalize plan for transient boat piers on Lac LaBelle —John Kelliher — 2018Q3 2. Implement Bike and Pedestrian Plan / Bike Routes — John Kelliher- 2019Q3 3. Downtown amenities (flowers, lighting, tree plantings, green space, etc.) —John Kelliher-2019Q3 a. Future expansion (E. Wisconsin Avenue, S. Main Street, etc.) and funding plan b. Create plan for ongoing costs to maintain 4. Boat Launch Reconstruction —John Kelliher— 2019Q3 — multi -jurisdictional project 5. Northeast Regional Park —John Kelliher a. Phase I - Grading path and trees —John Kelliher - 2019Q2 b. Phase II — identify amenities (ball field, skate park, etc,) —John Kelliher - 2019Q2 (for 2020 budget) 6. Evaluate public restrooms in Downtown (part of City Hall reconfiguration?) —John Kelliher — 2018Q3 7. Evaluate Village Green enhancements (Pavilion) — John Kelliher- 2018Q3 8. Research Skate park -TBD 9. Evaluate Senior Center future uses and needs - TBD 10. Evaluate Teen Center—Aldermanic initiative—TBD 11. Continue to implement open park space plan — See Comprehensive plan C. Support John Kelliher-2020Q3 1. Evaluate future need for volunteers and involvement Community Events and a. Assess what events are already in place, funding, future plans 2. Evaluate City's participation and role for future new events Opportunities 3. Evaluation/concern about civic groups cutting back on existing events for Residents a. Develop City"succession plan" fororganization involvement 2019-2023 Strategic Plan Mission Maintain a high quality of life by providing excellent service to our community. Ensure safety and provide efficient, cost effective, high -qua lityservices toour unique and growing Community Vision Lake County's premier destination to I ive, work, and play. Oconomowoc, the best place to live in Lake County Guiding Principles 1. Teamwork We are oneteam, building community strength through collaboration 2. Integrity We commit ourselves tothe highest levels of ethical and professional conduct 3. Excellence We aim to excel in allthat we do and are dedicated to continuous improvement 4. Communication We promote clear and open communication 5. Creative We strive to be i nnovative and accept change as an opportunityto find better ways to accomplish our mission 6. Safety We focus on the safety of our community and employees 7. Accountability We take responsibility for our acti o and follow up on ourcommitmentr Strategic Goal V. ENHANCE THE EFFECTIVENESS OF OUR CITY GOVERNMENT Staff Owner: Laurie Sullivan Future State: Our City is high -performing, efficient, effective and known forits service excellence. O bj ecti ves - W HAT A. Improve Our Planning Processes B. Recruit, Retain, Engage, Recognize and Develop Employees and 1 Future Leaders Strategies / Tactics - HOW June, 2018 1. Complete and deploy our Strategic Plan to clarify priorities and build unity - Laurie Sullivan/Sarah Kitsembel 1. Implement a simple citywide recognition program (elected officials and employees) 2. Attend career day to get high school students interested in city positions - Laurie Sullivan 2019Q4 3. Ensure competitive pay/benefits for high -demand positions 4. Improve staff and Council training 5. Provide mentoring and succession planning 1. Implement collaboration systems (Share Point) for sharing info, document collaboration, and workflows - Laurie Sullivan 2018Q4 2. Implement Agenda Workflow and Document management- Laurie Sullivan 2018Q4 C. Improve Our 3. Implement new Utility Billing Software - integrate with MDM and accounting system - Laurie Sullivan 2018Q4 Technology 4. Implement new Accounting Software (GL, Timekeeping, Payroll, Human Resources)-L. Sullivan 2019Q2 5. Implement updated Council Chambers AV Equipment/Software - 2018Q4 6. Research and develop options for consideration for more comprehensive citywide GIS System - Joe Pickart 2019Q1 7. Research and develop options for Asset Management Accounting (Work Order System) - Laurie Sullivan 2019Q2 8. Implement on-line billing and payment system- Laurie Sullivan 2018Q4 D. Maintain / 1. Incorporate strategic plan goals and funding strategies into long term financial plan-L. Sullivan 2018Q3 Improve the 2. Prepare/submit for Electric Rate Case with PSC - Laurie Sullivan - 2018Q3 City's Financial 3. Prepare/submit for Water Rate Case with PSC- Laurie Sullivan- 2019Q3 Sustainability 4. Update Impact Fee Study for Transportation, Public Safety and Water Facilities-2018Q4 E. Improve Our 1. Improve use of online/social media communication Internal and 2. Improve public perception - improve awareness of long range goals, projects, and progress External 3. Improve communication between Council and Staff Communication F. Develop / Improve Our Performance 1. Develop KPI / metrics across all departments - Laurie Sullivan 2018Q4 and Outcome 2. Develop shared benchmarks - Laurie Sullivan 2019Q2 Measures 1. Take more active role with state legislative matters -%'ly report out of status -S. Kitsembel 2018Q4 G. Increase 2. Strengthen Partnership with Waukesha County- quarterly report out of status -S. Kitsembel 2018Q4 Partnerships 3. Network with other communities 4. Pursue Private -Public Partnerships Where Appropriate