DMI Strategic Plan 2022-2028

Strategic Plan

MISSION

acknowledgments

DMI Strategic Plan Stakeholder Advisory Group

Pam Christenson, Madison Gas & Electric

Kari Grasee, American Family Insurance

Peggy Gunderson, Strategic Brand Marketing

Mark Richardson, Unfinished Business, LLC

Carole Schaeffer, Friede & Associates

Sue Springman, Mullins Group, LLC and Madison’s Central Business Improvement District Nathan Wautier, Reinhart Boerner Van Deuren

DMI Staff

Jason Ilstrup, President

John Cerniglia, Vice President

Madelyn Plummer, Office and Program Manager

Heather Stetzer, Director of Development Gabriel Terrell, Policy Researcher

MIG Staff

Jay Renkens

Sou Garner

Kate Joncas

Joey Nielsen Aaron Ishaeik

Special thanks to the DMI Board of Directors, DMI Challenge Committee and all community and DMI members for their contributions in helping formulate the values, goals, and strategies for the Downtown Madison, Inc Strategic Plan.

Message from the President

Welcome to the new Downtown Madison, Inc. (DMI) Strategic Plan. Over the last year, the DMI staff, members, partners, and consultants at MIG, have worked together to create our new Strategic Plan. This Plan creates a clear vision and direction for the organization over the next three to five years. With the Plan’s creation, DMI will be well positioned to continue working on the reimagination of downtown Madison. The last few years have been difficult downtown, however energy and hope are back and we, as a whole community, must do everything we can to continue our work to build a vibrant and equitable downtown for everyone.

I want to personally thank the more than 500 people who provided valuable input into this Plan. Without each and every one of you, DMI would not have solid footing to continue our work.

Thank you as

for

As Angela Russell, Chief Diversity Officer at

Group,

as

Sincerely,

Madison, Inc.

INTRODUCTION

Why Create the Downtown Madison, Inc. Strategic Plan

Downtown Madison, Inc. (DMI) is an advocacy, policy research, and community building organization working to create a vibrant, equitable and inclusive, Downtown Madison. The entity that is now DMI dates back 50 years, with the formation of the Greater Madison Chamber of Commerces’ Central Madison Committee. The organization officially became DMI in 1984. Since its beginning, DMI has been integral in the economic development, revitalization and activation of Downtown Madison.

DMI last undertook a strategic planning process in 2017. The plan reaffirmed DMI’s effectiveness, but recognized the organizational capacity challenges presented by need for DMI’s advocacy, programming, and education work. Since then, new leadership and strategic initiatives have helped to sustain and grow DMI and create an even stronger and more vibrant downtown.

In recent years, significant challenges and opportunities have arisen for cities and downtowns across the country, including Madison and its downtown. Social justice movements long-term inequities, a global pandemic, and increased online and remote shopping, working, and learning have had major impacts on downtown. As a result, DMI and Downtown Madison reached an inflection point in 2021 and the need for a new DMI Strategic Plan was identified to help refine and guide DMI’s role in creating a more vibrant, equitable and resilient Downtown Madison.

1972

Central Madison Committee formed by the Greater Madison Chamber of Commerce

1974

Central Madison Committee spins off to form the Central Madison Council (CMC)

1984 CMC changes name to Downtown Madison, Inc. (DMI)

Downtown Madison benefits from a unique and invaluable position, with its location on the beautiful lands of Dejope and the Ho-Chunk Nation, being home to the University of Wisconsin-Madison and the Wisconsin State Capitol, and being comprised of vibrant business, non-profit, and residential communities. Downtown is experiencing new physical, social, and economic investment that has the potential to enhance business and employment opportunities, sense of place, and quality of life for its residents, workers, and visitors. Work is still needed to ensure these opportunities and investments contribute to a greater whole that is truly better for everyone.

DMI is strongly committed to this work and through this new Strategic Plan, will continue to engage members, leverage and develop partnerships, and collaborate with the community to make Downtown Madison the best place for all people to live, work, and visit. The goals and strategies presented here will ensure that DMI is focused on the most important near-term and longer-term actions through leadership initiatives and coordinated efforts that strengthen existing networks and relationships and build new partnerships.

1985

Downtown Madison Partners, Inc. (DMPI), the 501(c)3 arm of DMI was formed

1999 Helped form Madison’s Central Business Improvement District

Planning Process and Plan Organization

The Strategic Planning process took place over approximately 10 months and included various tasks that solidified the values that centers the organization, informed the development of goals and strategies, and, ultimately, led to an update to the organization’s mission. The plan is organized into the sections summarized below.

1: INTRODUCTION

This section provides an overview of the planning process and organizational background and details the reasons or motivations for creating the Strategic Plan. The community engagement effort for the DMI Strategic Plan provided a foundation of understanding for the challenges and opportunities that exist for Downtown Madison and DMI as an organization.

2: STRATEGIC PLAN FRAMEWORK

The mission, goals, and strategies presented here reflect the culmination of findings from the members and community engagement, the Steering Committee, the DMI Board, and organizational background research. All elements of the framework are informed by the overarching values that are central to DMI.

3: GOALS AND STRATEGIES

The seven goals and implementing strategies defined in this section are intended to guide DMI for the next 5 years and support the two core service areas: Advocacy & Policy Research and Community Building.

4: ORGANIZATION AND OPERATIONS

The set of strategies found in this chapter are intended to ensure DMI has the staffing, resources, funding, and general support necessary to implement the Strategic Plan.

5: IMPLEMENTATION

Implementation is crucial to the success of a strategic planning effort. The implementation matrix provided in this chapter outlines the priority actions for each strategy, evaluation metrics, priority funding strategies and DMI’s role as a leader or supporter. It also provides a structure for prioritizing projects.

DMI Organization

Downtown Madison, Inc. (DMI) is a non-profit, membership organization and the voice of the central city. Formed more than five decades ago, DMI advocates for the health and vitality of Downtown Madison and exists because of and for its members. Businesses, residents, nonprofit organizations and local government agencies provide their unique expertise to help accomplish DMI’s mission and work on projects, initiatives, and membership programs.

Expanded

POPULATION EMPLOYEES BUSINESSES

GOVERNANCE STRUCTURE

DMI board of directors

Executive Committee

Committees

Member Committees

DMI Member Committees

ECONOMIC DEVELOPMENT COMMITTEE

Committee Mission: Identify and promote policies and projects that enhance the economic vitality of downtown.

Number of members on the list: 170

GOVERNMENT RELATIONS COMMITTEE

Committee Mission: Proactively and cooperatively shape governmental policies and practices as they relate to downtown issues.

Number of members on the list: 40

INCLUSIVENESS COMMITTEE

Committee Mission: Work with our partners to identify, support, and promote projects, economic opportunities, and policies that encourage a full spectrum of cultural richness and viewpoints within DMI and our downtown community.

Number of members on the list: 63

MEMBERSHIP DEVELOPMENT COMMITTEE

Committee Mission: Enhance the DMI mission by supporting the recruitment, engagement, and retention of members who represent the diverse nature of our community.

Number of members on the list: 19

QUALITY OF LIFE COMMITTEE

Committee Mission: Improve and enhance the vibrancy, livability, aesthetics, and safety of the downtown environment to attract and retain residents, workers, businesses, and visitors.

Number of members on the list: 69

TRANSPORTATION COMMITTEE

Committee Mission: Encourage people to live, work, and visit downtown by facilitating their movement to, from, through, and within downtown.

Number of members on the list: 85

CHALLENGE COMMITTEE

To create a safe place for BIPOC members of the DMI Board to discuss DEI issues and help our organization become more equitable and inclusive, the Challenge Committee was created as a standing committee in 2021.

Members on the committee: 11

Community Engagement and Key Takeaways

The Strategic Plan process included multiple facilitated discussions and utilized an online survey to understand the strengths of the organization, the issues the organization is currently facing, and opportunities that exist now or that can be created. DMI hosted 12 one-on-one interviews, three strategic planning charrettes with the Strategic Planning Committee, and an online survey with over 450 respondents that included both members and those who live, work, and play in Downtown Madison. The engagement activities were intended to offer an informal and confidential space for open dialogue about key desires and concerns for DMI moving forward.

The following is a summary of the key discussion items and major takeaways from all meetings and focus groups.

STRENGTHS

• DMI is an organization with diverse and engaged leadership, including a board consisting of 50 individuals with different backgrounds and professional experience, and has more diversity than in previous years.

• The good work in which DMI has collaborated or participated stems from the strong relationships the organization has with public agencies, community and industry partners, and organizations.

• DMI staff are dedicated to providing the best services to members and are committed to creating a great downtown.

• DMI is a trusted advocacy organization of which other organizations and individuals turn for guidance and information.

• DMI is recognized as a trustworthy convener and connector of people, public agencies, and businesses.

VULNERABILITIES/CHALLENGES

• There is a lack of clearly defined actions and metrics to facilitate implementation of the Civic Engagement Agenda.

• DMI has been progressive in incorporating DEI values, however, there is now a need to operationalize and integrate action-oriented DEI initiatives into the organization and work.

• Some partnerships and relationships between DMI and other organizations are not clearly defined with roles and responsibilities, which may lead to a misalignment of messages and initiatives and unclear or evolving boundaries.

• There is a lack of visible public realm projects that make downtowns economically competitive, attractive, functional, and vibrant.

• DMI has a robust suite of programs and events for members that staff leads and manages, leaving limited resources for other initiatives.

Strategic Plan Framework

Mission

WHAT WE DO Make Downtown Madison an economically strong, inclusive, equitable, and vibrant place to live, work, and visit.

WHAT DRIVES US AND OUR WORK?

ValuesEconomically Vibrant & Inclusive

DMI and its members support efforts to make Downtown Madison an even more economically thriving mixed-use activity center with businesses, diverse employment, housing, shopping, dining, cultural, and entertainment offerings that attract, serve, and reflect all Madison residents.

Safe & Welcoming

DMI and its members strive to create an overall Downtown environment and experience that is comfortable and inviting for all employers, employees, residents, and visitors regardless of age, gender, race, ethnicity, sexual orientation, mobility, or other identifying characteristics.

Diverse & Equitable

DMI and its members celebrate the diversity and history of Madison and Downtown. DMI understands that dedicated resources, cultural competency, mutually beneficial partnerships and representation are critical to supporting and lifting up emerging and established minority and women leaders and entrepreneurs.

Connected & Accessible

DMI and its members promote accessible movement and mobility in and around Downtown because a well-connected network is core to an exciting, vibrant, inclusive, and equitable place. Offering multi-modal transportation networks that are connected to key destinations, services, retail, and entertainment is essential for a healthy and thriving Downtown.

Sustainable & Resilient

DMI and its members are committed to collaborating and addressing complicated environmental, social, and economic issues and needs while positioning Downtown Madison for future success, growth, and continued prosperity through education, advocacy, and partnerships.

Framework

Historically, the member committees have determined the civic priorities for DMI through a series of work sessions lead by the Committee Chairs with committee members. The priorities centered around Economic Development, Quality of Life, Equity & Inclusiveness, and Transportation. This work resulted in the Annual Civic Engagement Agenda.

With the development of the Strategic Plan, the core areas and priorities are captured in the goals and strategies presented in the following pages. Ultimately, this plan in combination with the annual work plan will replace the Civic Engagement Agenda.

DMI operates under two core service areas: Advocacy & Policy Research and Community Building.

Core Services and Role

1. Advocacy and Policy Research

DMI advocates on behalf of our members to create a vibrant and equitable Downtown. Through building relationships with policy makers, helping inform DMI members, facilitating discussion among community leaders, and researching best practices throughout the world, DMI works directly with local government officials to create a Downtown for everyone.

2. Community Building

DMI strives to build community by creating unique connections. With over 100 events and meetings open to our membership each year, DMI provides opportunities for our members to build their personal and professional networks. In addition to events and meetings, DMI, through its members and staff, is constantly finding new ways to connect our members to ensure more of the Downtown Madison community is working together.

Goals

1. Advocacy and Policy Research

A. ECONOMIC DEVELOPMENT

Create a diverse and culturally representative economy that provides opportunities for equitable business and employment growth, increases the size of the economy, expands housing options, and offers world-class attractions and experiences.

B. MOBILITY & CONNECTIVITY

Champion expanding transportation options with sustainable funding to ensure a safe, accessible, environmentally responsible, and easily navigable multimodal network in and around Downtown.

C. PLACEMAKING

Support high-quality mixed-use development and the creation of attractive, accessible, welcoming, and distinctive public and private spaces with opportunities for everyone to gather, work, play, and celebrate.

D. QUALITY OF LIFE

Establish Downtown as a place for all people to feel comfortable and safe, with opportunities to thrive emotionally, physically, spiritually, sustainably, culturally, and economically.

2. Community Building

A. NETWORKING

Be a convener of people from all backgrounds to address challenges and make the most of opportunities in Downtown Madison.

A. COMMUNICATIONS

Continue to communicate relevant and quality information to educate members and partners about Downtown’s challenges and opportunities, and promote events and programs throughout Downtown.

B. PARTNERSHIPS

Continue to grow DMI as a leader in the equitable activation and revitalization of Downtown Madison, and expand DMI’s capacity through strategic partnerships that support DMI’s mission and values.

C. LEADERSHIP & PROFESSIONAL DEVELOPMENT

Support the professional growth of members and cultivate the next generation of leaders through mentorship, education, and sharing applicable experiences.

Values

Economically Vibrant & Inclusive

Safe & Welcoming

Diverse & Equitable

Connected & Accessible Sustainable & Resilient

Advocacy and Policy Research1

1A.

ECONOMIC DEVELOPMENT

Goal: Create a diverse and culturally representative economy that provides opportunities for equitable business and employment growth, increases the size of the economy, expands housing options, and offers world-class attractions and experiences.

STRATEGIES:

1. Create a business attraction and retention strategy to help strengthen employers, office space, local restaurants, and retail, reduce vacancies, and provide space and opportunities for emerging entrepreneurs.

o Prioritize implementation of strategies in the Strategic Plan that promote a strong economy, which supplies and is key to achieving an economically vibrant, inclusive, and equitable Downtown Madison.

o Partner and support local organizations in hosting and facilitating city-wide diversity, equity, inclusion, and accessibility forums and events to discuss barriers and solutions to doing business in Downtown.

o Formalize partnerships with local organizations* through a Memorandum of Understanding (MOU) or similar agreement to assist with the creation of new businesses and support entrepreneurial endeavors Downtown.

o Convene, with the BID, regularly scheduled meetings with Downtown property owners to understand current barriers to attracting businesses and tenants.

o Deepen partnerships with and support UW-Madison, Madison College, and Edgewood College as economic drivers by engaging professors, faculty, staff, and students to use Downtown as a learning laboratory; connect businesses and non-profits with university and college resources to grow Downtown business knowledge and skills.

* Access to Independence, Boys and Girls Clubs of Dane County, Campus Area Neighborhood Association (CANA), Cap East Business Association, Capitol Neighborhoods, Inc. (CNI), Center for Black Excellence and Culture, Destination Madison, Forward Community Investments, gener8tor, Greater Madison Chamber of Commerce, Greater State Street Business Association (GSSBA), Greater Williamson Area Business Association, Hmong Wisconsin Chamber of Commerce, Latino Academy of Workforce Development, Latino Professionals Association (LPA), Madison Area Regional Economic Partnership (MadREP), Madison Black Chamber of Commerce, Madison’s Central Business Improvement District (BID), Madison Community Foundation, Madison Development Corporation, Monona Eastside Business Alliance, OPEN, StartingBlock, The Progress Center for Black Women, Smart Growth Greater Madison, United Way of Dane County, Urban League of Greater Madison, Wisconsin Latino Chamber of Commerce, Wisconsin LGBT Chamber of Commerce, Wisconsin Veterans Chamber of Commerce, Wisconsin Women’s Business Initiative Corporation (WWBIC), YWCA Madison, 100state, 1000 Friends of Wisconsin and more

Goals

o Work with start-up incubators to grow small businesses.

2. Work with the City and other public and private partners to increase diverse housing options for all income levels and support opportunities to expand childcare and other family support services in Downtown.

3. Advocate for greater and creative uses of tax increment financing (TIF) and/or other economic incentives for developments throughout Downtown.

4. Collaborate with Destination Madison and other organizations to increase tourism in Downtown Madison.

o Champion a coordinated tourism strategy to better link Downtown and nearby destinations in partnership with Destination Madison, the Ho-Chungra (Ho-Chunk people), and others.

5. Establish DMI as the best and first source of economic development indicators for Downtown. This may include developing a web dashboard with up-to-date Downtown data and a searchable development project database with information and a development map.

o Identify metrics to measure the attraction and retention of emerging enterprises and minority- and women-owned businesses in Downtown.

o Track and maintain an inventory of legislative policies and procedural changes that will impact development in Downtown.

6. Advocate for policies that make doing business in Downtown Madison easier.

o Work with the City to facilitate a more effective and efficient development approval process to allow growth in the Greater Downtown Area.

o Continue to endorse legislation that support an economically vibrant and equitable Downtown and consider supporting political candidates, when appropriate.

& Resilient

1B. MOBILITY AND CONNECTIVITY

Goal: Champion expanding transportation options with sustainable funding to ensure a safe, accessible, environmentally responsible, and easily navigable multimodal network in and around Downtown.

Strategies:

1. Champion, prioritize, and promote safe, accessible, and attractive walking, rolling, transit, and biking connections and micromobility options for people of all abilities throughout and around Downtown and to distinct Downtown Madison attractions, in particular the lakes, neighborhoods, government functions, and cultural amenities.

o Collaborate with the State, City, County, businesses, and property owners to seek and advocate for funding mechanisms for transportation and infrastructure projects in and around Downtown.

o Continue to work with the County and the City to support the planning, design, and construction of a regional BRT System, to explore passenger rail opportunities, and represent the Downtown perspective to implement a multi-modal transportation network.

2. Work with Downtown partners to create an enhanced wayfinding strategy throughout all of Downtown.

3. Conduct an inventory of available parking lots and spaces in Downtown, promote existing parking resources, and encourage the use of coordinated and new parking technologies.

4. Lead the creation of a Transportation Management Association (TMA) to provide Transportation Demand Management (TDM) and promote non-Single Occupancy Vehicle (SOV) trips to, within, and from Downtown.

1C. PLACEMAKING

Goal: Support high-quality mixed-use development and the creation of attractive, accessible, welcoming, and distinctive public and private spaces with opportunities for everyone to gather, work, play, and celebrate.

Strategies:

1. Advocate for and be proactive in defining and promoting development, redevelopment, and transformative placemaking projects that showcases the unique characteristics of Downtown, such as supporting the Friends of Nolen Waterfront planning process and administration.

2. Work with local groups and organizations, such as the BID, to activate public spaces with community events, celebrations, live performances, block parties, festivals, and pop-up stands for small businesses or emerging entrepreneurs, and encourage nearby businesses to offer promotions to increase patronage.

3. Lead a collaborative public/private partnership with the City, BID, and Downtown Coordinating Committee to update the Downtown Madison Master Plan and Downtown Public Arts Plan that showcases the diversity of lived experiences and growing economic development opportunities in Madison and centers around an inclusive engagement strategy.

4. Promote high-quality, sustainable, accessible, and iconic architecture throughout Downtown Madison.

5. Support existing and new events that highlight BIPOC and LGBTQ+ organizations, artists, and creators and celebrate the rich diversity of history and culture in Madison through culturally relevant events Downtown.

6. Serve as a resource to Downtown property owners for information regarding facade improvements and design best practices, specifically around adaptive reuse models that can serve a number of groups and interests.

Economically Vibrant & Inclusive Safe & Welcoming Diverse & Equitable Connected & Accessible Sustainable & Resilient

1D. QUALITY OF LIFE

Goal: Establish Downtown as a place for all people to feel comfortable and safe, with opportunities to thrive emotionally, physically, spiritually, sustainably, culturally, and economically.

STRATEGIES:

1. Establish a strong relationship with local law enforcement, Downtown businesses and property owners, neighborhood associations, social service providers, housing shelters, and faith-based community members to create a network of support for those experiencing homelessness, food insecurity, mental health issues, and addiction, to prepare for emergencies, and address Downtown safety issues through facilitated conversations in a timely and effective manner.

2. Track and support increased efforts to maintain and improve the cleanliness and accessibility of the parks, public spaces, and lakes.

3. Conduct an annual community-wide Downtown perceptions survey to understand perceived and real barriers to visiting Downtown and the impacts to businesses.

4. Advocate for expanding supportive and transitional housing Downtown.

5. Educate members and partners on environmentally sustainable practices and programs, and advocate for implementation throughout Downtown.

Economically Vibrant & Inclusive Safe & Welcoming Diverse & Equitable Connected & Accessible Sustainable & Resilient

COMMUNITY BUILDING2

2A. Networking

Goal: Be a convener of people from all backgrounds to address challenges and make the most of opportunities in Downtown Madison.

STRATEGIES:

1. Seek member feedback to evaluate current DMI events and determine if adjustments, including format and frequency of events, need to be made.

2. Encourage and promote the Greater Downtown area as an inviting place for entrepreneurs and community groups to produce programming and events and direct those that are interested in the Madison Central BID to the organization’s website for information.

o Be a resource for permitting, utility hookups, vendor selection, and leasing agreements.

o Connect emerging entrepreneurs with Downtown property owners who have vacant spaces that can serve as temporary pop-up shops

3. Enhance communications between members and member organizations.

o Create a “Member of the Month” program where individual members or organizations are highlighted.

2B.

Goals

COMMUNICATIONS

Goal: Continue to communicate relevant and quality information to educate members and partners about Downtown’s challenges and opportunities, and promote events and programs throughout Downtown.

STRATEGIES:

1. Develop a comprehensive Communications Plan by first assessing existing promotional materials, then developing a branding campaign and a social media strategy, identify ways to support and proactively encourage members to share Downtown and DMI-specific information within their networks, and establish a practice of reserving time at every DMI event and meeting to celebrate recent wins, successes, and the work of DMI.

2. Promote community events and festivals and support local artists, performances, and exhibits, while spotlighting local businesses in the BID boundary, Greater Downtown area, and nearby neighborhoods to increase visibility and patronage.

3. Annually evaluate email campaigns to streamline member communications and ensure consistent messaging.

4. Work with member partners to exchange important community information for the purpose of helping member businesses.

Economically Vibrant & Inclusive Safe & Welcoming Diverse & Equitable Connected & Accessible Sustainable & Resilient

2C. PARTNERSHIPS

Goal: Continue to grow DMI as a leader in equitable activation and revitalization of Downtown Madison and expand DMI’s capacity through strategic partnerships that support DMI’s mission and values.

STRATEGIES:

1. Perform a collective impact analysis using the goals of DMI and other existing and potential partner organizations to identify and fix gaps and overlaps in services.

2. Continue to strengthen working relationships with the City of Madison.

3. Continue to strengthen existing relationships and establish new partnerships with business organizations focused on diversity, downtown neighborhood associations, and travel and tourism organizations, and actively encourage board representation.

4. Establish a mutually beneficial partnership and strengthen relationships with the indigenous communities beginning with the collaborative development of a Land Acknowledgement with the Ho-Chunk Nation to use at DMI events including the DMI Annual Celebration, State of the Downtown, and What’s Up Downtown event.

2D. Leadership and Professional Development

Goal: Support the professional growth of members, and cultivate the next generation of leaders through mentorship, education, and sharing applicable experiences.

STRATEGIES:

1. Create an educational/update event series in Downtown to replace the updates that are currently provided at committee meetings, and partner with local media for quarterly highlights.

2. Formalize a member mentorship program with the Chambers and the Urban League that includes mentees within and outside member organizations, especially for emerging entrepreneurs of color and women, and BIPOC and LGBTQ+ individuals.

3. Invite other downtown associations and leaders in urbanization to come speak to DMI members in a lunch-and-learn format.

Economically Vibrant & Inclusive Safe & Welcoming Diverse & Equitable Connected & Accessible Sustainable & Resilient

Organizational and Operational Strategies

overview

Downtown organizations can be dramatically different in terms of scale, structure, values, and decision-making and implementation structures. To be effective in today’s complex and multifaceted downtown environment, the organization’s performance needs to align with the needs of the Downtown and members it serves. Because these needs can change, the organization itself needs to evolve. These strategies strive to ensure that DMI has the resources necessary to successfully implement this Strategic Plan.

GENERAL STRATEGIES

1. Develop an annual workplan or implementation matrix based on the Strategic Plan with clear implementation structures including updated metrics for goals and prioritized strategies; publish online and provide regular updates.

2. Annually evaluate topics and attendance at all events and programming, including but not limited to Member Meetups, the podcast, and recruitment video series, and issue a satisfaction survey to members ahead of event and program planning for the upcoming calendar year.

3. Partner with other downtown associations around the country to develop a member “visit and learn” exchange program.

4. Support the Challenge Committee in conducting (possibly with a third-party consultant), and publishing an annual assessment of the Strategic Plan and DMI activities to ensure representation and inclusion.

5. Increase opportunities for staff and board members to participate in the International Downtown Association (IDA) events and leadership development programs.

RELATIONSHIP BETWEEN DMI AND BID

1. Redefine the relationship between DMI and the BID to ensure administrative clarity, mutually beneficial partnership opportunities, and a continued commitment to a unified Downtown.

BOARD COMPOSITION AND ORGANIZATION

1. Develop a Board Member “job description” and orientation process that sets an expectation that every board member participates in a meaningful way in DMI’s activities and goals.

2. Involve the Challenge Committee in helping to implement the diversity, equity, inclusion, and accessibility goals and evaluate progress.

3. Establish a diversity target for the Board and Committees that is broad and reflects the wide range of people who use Downtown, including BIPOC, LGBTQ+, the Ho-Chungra (Ho-Chunk people), and differently abled communities, businesses, property owners, and residents.

4. Assist the Nominating Committee to be effective and functional, and to develop a clear leadership progression plan.

COMMITTEES AND TASK FORCES

STANDING COMMITTEES

Traditionally, the bylaws define standing committees and their roles. Standing committees serve very specific functions within organizations. The most common standing board commit tees are finance, executive, fundraising/development/membership, and governance/nominat ing. To allow for flexibility, the bylaws could also authorize the board to form ad hoc committees or task forces that are created to carry out a specific task.

They are created to provide counseling and advice to the board or to handle function on their behalf. Standing committees have a charter and scope of work clearly defined by the board, and any committee recommendations need to be approved by the board. In a sense, the larger body entrusts a smaller subset of members to do something for them.

Typically, they are headed by a committee chair and its members are appointed by the Board. Some committees are enduring, as they may have no fixed endpoint. However, term limits can be important when setting expectations and roles and responsibilities of committee members.

Qualities of an Effective Standing Committee

An effective committee has:

• a clear job description and defined goals

• a chair who can involve all members in the committee work

• members who are committed and willing to spend the needed time to accomplish their tasks

• a sense of being part of the full board and not working in isolationCommittees often include and/or are chaired by a Board member.

• an understanding of time constraints and deadlines

• an understanding that it does not make decisions; rather it advises, recommends, or carries out a task

• an evaluation process to assess its own achievements

Recommended Committees and Task Force Structure

IMPLEMENT STRATEGIES AROUND EVALUATING MEMBER SERVICES, COST, AND PROGRAMMING

REALIGN MEMBER COMMITTEES AROUND THE FOUR PRIORITY AREAS OF ADVOCACY (ECONOMIC DEVELOPMENT, MOBILITY, PLACEMAKING, GOVERNMENT RELATIONS, AND QUALITY OF LIFE), RETAIN MEMBERSHIP DEVELOPMENT COMMITTEE, AND ADJUST MEETING SCHEDULE TO MEET QUARTERLY; STAGGER COMMITTEE MEETINGS SO A MEMBER COMMITTEE MEETING OCCURS EVERY 3.5 - 4 WEEKS THROUGHOUT THE YEAR; PROVIDE MONTHLY ADVOCACY UPDATES TO ALL DMI MEMBERS

RETAIN THE ANNUAL WORK PLAN WITH STAFF AND EXECUTIVE TEAM THAT DOCUMENTS ACCOMPLISHMENTS FROM PRIOR YEAR AND CREATE A WORK PLAN WITH THE PRIORITY STRATEGIES FOR THE COMING YEAR

EVALUATE NEED, PURPOSE, AND FREQUENCY OF COMMITTEES IN LIGHT OF PRIORITIES

CREATE TASK FORCES (SEE PAGE 39) AROUND THE PRIORITY STRATEGIES THAT DO NOT NATURALLY FIT UNDER A SINGLE COMMITTEE

Please note: This recommended structure is intended as a starting point. A Task Force should be established to evaluate the current structure and this recommended structure, and to make a final determination of a revised approach

Member Engagement Decision Making Framework

STEP 1

DETERMINE THE STRATEGIC PLAN PRIORITIES FOR THE YEAR AND THE ANNUAL IMPLEMENTATION WORKPLAN

Each year, concurrent with the budget process, the staff and executive team in a work session, should develop an annual implementation workplan, similar to the matrix in the Implementation section, in response to strategic plan priorities. The annual implementation workplan should also include the member engagement structure for the year.

STEP 2

ALIGN MEMBER ENGAGEMENT WITH THE ANNUAL IMPLEMENTATION WORKPLAN

Identify where DMI would engage members, partners, and the community. Questions to ask:

• What is the role and level of staff and volunteer effort for each strategy: Is it to Monitor, Support or Lead?

• Is this action primarily staff driven or can committee chairs and co-chairs be the drivers?

OR

• Does successful achievement of the strategy require:

o Educating stakeholders about the challenges and opportunities of an issue?

o Gathering constituent insights and expertise to help shape a direction, implementation plan, or strategy?

o Involving diverse stakeholders to develop consensus on a position or action?

Each of these alternatives calls for a different member engagement option.

STEP 3

IDENTIFY TOOLS NEEDED TO OBTAIN THE APPROPRIATE MEMBER ENGAGEMENT

The next step is to decide which engagement tool DMI should use for each workplan strategy: For example:

• Speaker series on key topics to educate members and the community about the issue.

• Small task force or ad hoc committee with an expertise/interest/stake in the issue to do a deep dive over a short period of time and make a recommendation to the board.

• Facilitated work sessions with diverse stakeholders to explore opportunities and understand barriers.

STEP 4

SCALE THE ENGAGEMENT PLAN TO DMI STAFF RESOURCES

Design the meeting calendar for the year and assign staff. At this point the volunteer engagement strategy may need to be adjusted to align with staff resources. It might require fewer meetings, adjusting priorities, changing staff roles and responsibilities, increasing volunteer member responsibilities, recruiting interns, or raising funds to add staff.

TASK FORCES OR AD HOC COMMITTEES

Not every strategy needs a formal Board appointed standing committee. A task force (also sometimes called an ad hoc committee from the Latin meaning “for this purpose”) is a group assembled to address a specific problem or accomplish a specific goal. A typical task force issue is immediate, short term, non-recurring, and/or has a clear deadline. These efforts don’t need the structure and committed resources that a committee requires.

Task forces are work groups created on an “as needed” basis when an action is required on a specific issue. A task force typically comprises experts in specific areas of knowledge or expertise and could include outside experts from partners or the community. The committee chair is usually appointed by the Board, but the chair and staff typically recruit the task force members. Task forces are typically small and can be an effective way to involve newer and younger members. The expectation is that the group will disband when the objective has been completed.

Each task force is unique, so the answers to questions concerning meeting frequency, membership, and size will vary. However, like standing committees, task forces need a clear job description, timeline, and goals. Examples of task forces charges include:

• reviewing bylaws

• recommending a position on an upcoming city policy or issue

• designing the annual meeting

• developing a strategy to increase affordable housing in Downtown

STAFFING

1. Update job descriptions with clearly defined roles and responsibilities; conduct annual staff evaluations for each position that are tied to activities in the Strategic Plan.

2. Expand internship program with UW-Madison, Madison College, and Edgewood by exploring “research for credit” exchange structures to fill gaps in staffing with graduate students.

3. Continue DEI training of DMI Board and staff that includes topics similar, but is not limited to, cultural competency, the monetary value of a diverse economy, and needs and opportunities of working with minority and women owned businesses.

4. As new hiring occurs, prioritize recruitment of diverse candidates and work to ensure the DMI staff represents the diversity of the community.

5. Develop and continue to update a staff succession plan.

6. Recruit and hire additional staff to implement the Strategic Plan, including an executive assistant/office manager, a marketing and communications lead, and a position that focuses on representing DMI in discussions and activities around physical planning, improving connectivity, placemaking, and activation of the public realm in the Greater Downtown area.

Existing Organizational Structure

President

Acts as the face and voice of DMI and responsible for leading and managing all aspects of operations, is the professional resource to the Board and committee chairs, represents DMI to the public, builds and strengthens relationships and networks, and works across private, public, and corporate sectors to enhance the Downtown Community.

Vice President

Responsible for the daily work and operational functions of DMI, provides strategic leadership and oversight related to programs, member services, communications, financial management, producing the podcast and video series, and organizational processes.

Office and Program Manager

Responsible for overseeing the DMI office environment as well as, marketing and communications, assisting in the production of the podcast and video series, assists with member services, and managing and coordinating DMI programs and meetings.

2 Policy Researchers (Part Time)

Director of Development

Responsible for all sponsorship and partnership development, membership development, executing, guiding, managing, and evaluating all membership activities, and assisting with marketing initiatives.

Recommended new positions

Executive Assistant/ Office Manager

Marketing and Communications Lead

(Title Based on Experience)

Physical Planning Program Manager

(Title Based on Experience)

FUNDING

1. Explore new and expanded sponsorship opportunities across all existing and new member and annual DMI events, activities, projects and programs (e.g. the web dashboard).

2. Conduct an evaluation every two years that assesses current DMI membership dues, sponsorships, and partnerships to determine if adjustments need to be made.

3. Grow the DMI Legacy Fund through annual board member contributions and increased funding by member organizations and individual members to fund special projects.

4. Set annual goals for member retention and the number of new recruits.

5. Develop a plan to revitalize the Foundation Downtown Madison Partners, Inc. with new and exciting projects and prioritize a donor recruitment strategy.

6. Explore funding sources such as grants to fund DMI projects and policy research, developing a new partnership with Madison’s Central BID and working with the City to look at the creation and management of additional BIDs in Downtown.

In 2021, DMI’s income was primarily made up of event sponsorships, membership dues and fees applied for BID services.

overview

Implementing the Downtown Madison, Inc Strategic Plan requires collaboration, creativity, and the strategic use of resources. This includes working towards representation of the Downtown Madison community in members and programs, accentuating the economic value of a diverse and representative downtown, new and expanded partnerships and additional staff time, energy, and money, as needed or appropriate.

An implementation matrix is a tool that the organization can use to identify near-, mid-, and long-term actions, as well as ongoing work that will support DMI in meeting the Strategic Plan’s goals. The following pages present a simplified matrix with the short and longer term actions for the top two or three strategies identified by DMI members, stakeholders and the DMI Strategic Plan Stakeholder Advisory Group during the planning process.

THE ANNUAL WORKPLAN

The Implementation Matrix identifies whether DMI will lead or support the action, the possible timeframe for each action and possible success measures. To respond to the dynamic needs of an effective Downtown, the implementation matrix or the DMI annual workplan (General Strategy #1) can be used to guide staff and committees. The workplan should be updated annually with input from the Board, staff, and members. An expanded version will be kept with staff and, in addition to what is shown here, will also identify funding sources and magnitude of resource allocation.

Strategies

1. ADVOCACY & POLICY RESEARCH

A. ECONOMIC DEVELOPMENT

1A.1

Create a business attraction and retention strategy to help strengthen employers, local restaurants, and retail, reduce vacancies, and provide space and opportunities for emerging entrepreneurs

Lead Partner and support local organizations in hosting and facilitating city-wide diversity, equity, inclusion, and accessibility forums and events to discuss barriers and solutions to doing business in Downtown

Formalize partnerships with local organizations* through a Memorandum of Understanding (MOU) or similar agreement to assist with the creation of new businesses and support entrepreneurial endeavors Downtown

Work with the BID to convene regularly scheduled meetings with Downtown property owners to understand current barriers to attracting businesses and tenants

Work with start-up incubators to grow small businesses

Deepen partnerships with and support UW-Madison, Madison College, and Edgewood College as economic drivers by engaging professors, faculty, staff, and students to use Downtown as a learning laboratory; connect businesses and non-profits with university and college resources to grow Downtown business knowledge and skills

Create and issue an annual member survey, with demographic information and questions focused on what existing businesses and members need

Prioritize implementation of strategies in the Strategic Plan that promote a strong economy, which supplies and is key to achieving an economically vibrant, inclusive, and equitable Downtown Madison

Draft a business attraction and retention strategy based on the findings of the annual member survey and in collaboration with the Greater Madison, Black, Latino, and Hmong Chambers, the BID, Ho-Chunk Gaming Madison, and Capitol Neighborhoods, Inc.

Performance Measures

Decrease in the vacancy rates for office, retail and housing

The demographic makeup of DMI membership is reflective of the number of minority and women-owned business in Downtown

Increased participation of minority and womenowned businesses in DMI measured by attendance and participation in committees and task forces and participation in promotions and events

1A.2

Work with the City and other public and private partners to increase diverse housing options for all income levels and support opportunities to expand childcare and other family support services in Downtown

Support Identify the City and community partners, such as CNI or the universities and colleges, doing work around housing in Downtown Madison

Inventory housing development projects (existing and proposed) by housing types and family support services and businesses

Collaborate with the City and community partners to document the housing, childcare, and other family support services in the Greater Downtown Area and the projected need

Support the development of a housing and services strategy that includes mechanisms and tools for partners to track development/ participation in services and programs

Proactively advocate for partnerships and development that will implement the housing and services strategy

Increased participation of partner organization programs/services

Annual or bi-annual increase in the number of market rate and rent restricted housing types and family support services

* Access to Independence, Boys and Girls Clubs of Dane County, Campus Area Neighborhood Association (CANA), Cap East Business Association, Capitol Neighborhoods, Inc. (CNI), Center for Black Excellence and Culture, Destination Madison, Forward Community Investments, gener8tor, Greater Madison Chamber of Commerce, Greater State Street Business Association (GSSBA), Greater Williamson Area Business Association, Hmong Wisconsin Chamber of Commerce, Latino Academy of Workforce Development, Latino Professionals Association (LPA), Madison Area Regional Economic Partnership (MadREP), Madison Black Chamber of Commerce, Madison’s Central Business Improvement District (BID), Madison Community Foundation, Madison Development Corporation, Monona Eastside Business Alliance, OPEN, StartingBlock, The Progress Center for Black Women, Smart Growth Greater Madison, United Way of Dane County, Urban League of Greater Madison, Wisconsin Latino Chamber of Commerce, Wisconsin LGBT Chamber of Commerce, Wisconsin Veterans Chamber of Commerce, Wisconsin Women’s Business Initiative Corporation (WWBIC), YWCA Madison, 100state, 1000 Friends of Wisconsin and more.

DMI Role < 1 Year

– 5 Years

Advocate for greater and creative uses of Tax Increment Financing (TIF) and/or other economic incentives for developments throughout Downtown

DMI Role <

Year

Lead/ Support Update the Tax Increment Financing (TIF) white paper and expand the research to include other Downtown funding programs and other Private-Public Partnership financing structures

Expand the TIF white paper to include a proposed structure for the Greater Downtown Madison area

Work collaboratively with the BID to develop a TIF or TID strategy for the BID area and be an advocate to support implementation

Years

Use existing networks to publicize and distribute TIF and economic incentives white paper and recommendation to public agencies

Performance Measures

Increased number of TIF or TID in Downtown Madison or another economic incentive program projects implemented

B. MOBILITY

1B.1

Champion, prioritize, and promote safe, accessible, and attractive walking, rolling, transit, and biking connections and micromobility options for people of all abilities throughout and around Downtown and to distinct Downtown Madison attractions, in particular the lakes, neighborhoods, government functions, and cultural amenities

Support Collaborate with the State, City, County, businesses, and property owners to seek and advocate for funding mechanisms for transportation and infrastructure projects in and connecting to Downtown

Continue to work with the County and the City to support the planning, design, and construction of a regional BRT System, to explore passenger rail opportunities, and represent the Downtown perspective to implement a multi-modal transportation network

Promote Downtown biking through programs and partnerships such as Bike-To-Work Day, a bike “crawl”

Partner with a local organization to conduct an annual bike and walk audit to identify areas with physical barriers to bicycling and walking

Advocate for continued implementation of the portion of the City’s ADA Transition Plan that applies to Downtown and key connections to Downtown

Ensure any updates to the Downtown Madison Master Plan includes policies and plans around connectivity and multi-modal transportation options, as well as engagement with the accessibility, biking, and other mobility organizations and representation

The annual communitywide Downtown perceptions survey show high satisfaction around connectivity, mobility options and accessibility

DMI and/or partners are at the table for major county, city, and regional transportation conversations

Bike commuting increases

Accidents involving pedestrians decrease

Accidents involving bicycles decrease

1B.2

Work with Downtown partners to create an enhanced wayfinding strategy throughout all of Downtown.

Lead/ Support BID in BID area

Identify and seek funding sources for wayfinding/ signage/placemaking

Convene a work session or series of meetings with the City of Madison, Destination Madison, Capitol Neighborhoods, Inc. and BID to identify signage and wayfinding needs

Identify a wayfinding strategy that can be folded into the update Downtown Madison Master Plan process

Work with Destination Madison to identify opportunities to support tourism by improving the visitor experience

Inclusion of a wayfinding strategy in an updated Downtown Madison Master Plan

Dedicated funding streams secured for wayfinding

1B.3

Conduct an inventory of available parking lots and spaces in Downtown, promote existing parking resources, and encourage the use of coordinated and new parking technologies

Lead/ Support BID in BID area

Downtown Area a

Research and draft a white paper or educational piece on coordinated and new parking technologies and best practices that could be applied in Madison

Develop or compile an inventory of available parking lots and spaces in the Greater Downtown area

Update website with “resources” section that includes parking resources, including linking to the BID parking page

Advocate for the implementation of coordinated parking management and new parking technologies

Updated website with parking resources with growing page views

Completion of white paper and application of findings with county, city, and regional transportation authorities

C. PLACEMAKING

1C.1

Advocate for and be proactive in defining and promoting development, redevelopment, and transformative placemaking projects that showcases the unique characteristics of Downtown, such as supporting the Friends of Nolen Waterfront planning process and administration

DMI

Lead Track and promote development activity

Become the face of the Friends of the Nolen Waterfront and promote the planning process within DMI networks

Support the redevelopment of the convention center to be a destination for Madison

Identify key alleys in Downtown for an Alley Beautification Program

Update the “Reclaiming Lost Spaces: Activating Alleyways” policy research paper into a project plan for the key alleys with supporting findings from the “Pedestrian Malls: A Brief National and Local History.”

Develop activation strategies with the City of Madison, BID, CNI, and Destination Madison for new and existing parks and open spaces

Identify key streets and corridors adequate for closures during community events

Be a project champion for redevelopment projects that align with DMI values

Identify and establish gateways at key entry points to the Greater Downtown Area to create a welcoming environment and showcase destinations and points of interest.

Performance Measures

Champion one development, redevelopment or transformative placemaking project

Support for the Friends of Nolen Waterfront is formalized into DMI operations and administration

1C.2

Work with local groups and organizations, such as the BID, to activate public spaces with community events, celebrations, live performances, block parties, festivals, and pop-up stands for small businesses or emerging entrepreneurs, and encourage nearby businesses to offer promotions to increase patronage

1C.3

Lead a collaborative public/ private partnership with the City, BID, and the Downtown Coordinating Committee to update the Downtown Madison Master Plan and Downtown Public Arts Plan that showcases the diversity of lived experiences and growing economic development opportunities in Madison and centers around an inclusive engagement strategy

Lead/ Support BID in BID area

Partner with local organizations, businesses, and property owners to celebrate multi-cultural holidays

Develop a busker/street performer program with creative and multi-cultural performances

Partner with the City, BID, and property owners to install inviting streetscape amenities to encourage an enjoyable walking experience

Collaborate or, when possible, lead the effort with local organizations and groups to integrate diverse stories and perspectives on interpretive panels throughout the Greater Downtown area.

Events achieve sponsorship goals

Events meet attendance and Downtown community participation goals

Strong awareness of signature Downtown events in Downtown and the community

Lead/ Support Identify and seek private funds as a match for the update of the Downtown Madison Master Plan

Advocate for a Private – Public Partnership structure for the update of the Downtown Madison Master Plan with the City of Madison

Promote upcoming productions, and crafts and art from local artists and entrepreneurs

Partner with the City, local artists, and local businesses to re-develop the public art program, including murals and alley projects

Create a “Talking Walls” program with an annual mural selection and show case

Work with property owners of vacant spaces and art organizations to showcase art displays, posters, and murals on vacant storefronts

Update the Downtown Madison Master Plan and Downtown Public Arts Plan, either as a stand-alone project or integrate it into the Master Plan

Advocate with partners and members for the implementation of the Downtown Master Plan and Downtown Public Arts Plan

An updated Downtown Madison Master Plan

A Public Art Program that implements recommendations from the Master Plan

D. QUALITY OF LIFE

1D.1

Establish a strong relationship with local law enforcement, Downtown businesses and property owners, neighborhood associations, social service providers, housing shelters, and faithbased community members to create a network of support for those experiencing homelessness, food insecurity, mental health issues, and addiction, to prepare for emergencies, and address Downtown safety issues through facilitated conversations in a timely and effective manner

Lead/ Support - Identify locations that have safety concerns or data documenting criminal activity and work with law enforcement and neighborhood associations to develop an implementation plan to address concerns

Update website with “resources” section that includes a link to the Beacon

Create a map of support services in the greater Downtown Area and distribute within the DMI member network

Seek opportunities to connect the City with business and property owners to fill gaps in service and maintain “eyes on the street”

Support the convening of business owners and managers to discuss health and safety concerns in and around Downtown and establish a network of support and resources

Invite organizations that have been at the forefront of public safety to come speak at a “What’s Up Downtown” event on how to implement a humancentered approach to addressing homelessness, addiction, and mental health issues

Work with law enforcement and human service providers to create a one-page flyer that identifies nonviolent crisis situations and when to clearly call local law enforcement

Partner with support service organizations and local law enforcement to:

establish a community engagement team that will respond to non-violent crisis situations establish a coordinated network of care for persons in need

Number of people needing housing and services on Downtown streets decreases

Customer perceptions of Downtown safety improves

1D.2

Track and support increased efforts to maintain and improve the cleanliness and accessibility of the parks, public spaces, and lakes

Support Work with the City of Madison to understand the existing conditions and needs of parks, public spaces, and lakes and maintain an inventory of facilities and programs

Partner with the City of Madison to create a code of conduct in public spaces that focuses on encouraging behaviors that are encouraged instead of actions that are prohibited

Revamp the City of Madison’s Park Watch program with participation from Downtown business and property owners

Customer perceptions of Downtown cleanliness improves

1D.3

Conduct an annual community-wide Downtown perceptions survey to understand perceived and real barriers to visiting Downtown and the impacts to businesses

Lead Develop a community – wide Downtown perceptions survey to understand the triggers that impact a person’s sense of safety

Annual survey conducted

A. NETWORKING

2A.1

Seek member feedback to evaluate current DMI events and determine if adjustments, including format and frequency of events, need to be made

2A.2

Encourage and promote the Greater Downtown area as an inviting place for entrepreneurs and community groups to produce programming and events and direct those that are interested in the Madison Greater BID to the organization’s website for information

DMI

Lead Create and distribute an annual member survey to solicit feedback on current DMI events

Adjust format and frequency of DMI hosted events from survey findings

Performance Measures

Member surveys are developed, and response is strong and increases annually

B. COMMUNICATIONS

2B.1

DMI Develop a comprehensive Communications Plan by first assessing existing promotional materials, then developing a branding campaign and a social media strategy, identify ways to support and proactively encourage members to share Downtown and DMI-specific information within their networks, and establish a practice of reserving time at every DMI event and meeting to celebrate recent wins, successes, and the work of DMI.

2B.2

Promote community events and festivals and support local artists, performances, and exhibits, while spotlighting local businesses in the BID boundary, Greater Downtown area, and nearby neighborhoods to increase visibility and patronage

Lead Develop staff expertise in the City’s permitting process as an initial resource for entrepreneurs who are opening or expanding in Downtown or local community organizations wanting to host an event Downtown

Inventory properties within the Greater Downtown area that are vacant

Work with the City and Chambers to connect with emerging entrepreneurs or small businesses

Lead Assess DMI’s current platforms for communications to identify gaps and effectiveness

Reserve time at “What’s Up Downtown” and other member events that celebrate the organizations and committee’s successes, wins and special projects

Seek sponsorships for the creation of a Communications Plan

Create and distribute educational materials for emerging entrepreneurs and companies that are looking to relocate or locate in Downtown

Create a process that connects property owners of vacant spaces with emerging entrepreneurs or small business owners to set up temporary pop-up shops

New community events are produced in Downtown

Increased presence of small business owners and emerging entrepreneurs in the Greater Downtown area

Develop a Communications Plan that responds to the findings from the assessment of current communications methods

Create a social media strategy and roll out plan that focuses on promoting events and festivals, pop-ups, and the uniqueness of Downtown Madison

Communications Plan developed and funded

Lead

Create a public relations strategy that includes highlighting downtown businesses, events and destinations on local media stations

Events are promoted and attendance increases

Annually evaluate email campaigns to streamline member communications and ensure consistent messaging

Lead Create a tracking sheet that tracks type of email campaign, date of campaign, number of emails opened, and number of links clicked

At the end of each month, download the summary report and record in the tracking sheet

Annually assess the tracking sheet to identify trends in the type of campaigns, dates, or links

Use the findings to inform the communications plan

Performance Measures

Increased in traffic to the email campaign links

C. PARTNERSHIPS

2C.1

Perform a collective impact analysis using the goals of DMI and other existing and potential partner organizations to identify and fix gaps and overlaps in services

2C.2

Continue to strengthen working relationships with the City of Madison

2C.3

Continue to strengthen existing relationships and establish new partnerships with business organizations focused on diversity, downtown neighborhood associations, and travel and tourism organizations, and actively encourage board representation

Lead Seek and secure funding through grants or sponsorships to complete a Collective Impact Study

Solicit a third party or complete inhouse a Collective Impact Study

Collective Impact study completed

DMI and partners have a detailed implementation plan to remedy gaps and overlaps identified

Lead Continue to be at the table for all Downtown development, design, and general decision making

Lead Proactively engage with the Greater Madison, Black, Latino, and Hmong Chambers, the Ho-Chungra (Ho-Chunk People), Capitol Neighborhoods, Inc. (and other downtown neighborhood associations), and Destination Madison

Continue to seek advice and guidance from the Black, Latino, and Hmong Chambers, and other business organizations focused on diversity, downtown neighborhood associations, travel and tourism organizations

D. LEADERSHIP & PROFESSIONAL DEVELOPMENT

2D.1

Create an educational/update event series in Downtown to replace the updates that are currently provided at committee meetings, and partner with local media for quarterly highlights

2D.2

Formalize a member mentorship program with the Chambers and the Urban League that includes mentees within and outside member organizations, especially for emerging entrepreneurs of color and women, and BIPOC and LGBTQ+ individuals

Lead Reformat and expand the committee educational/ update series

Create board positions for representatives from diverse groups to participate on the DMI Board, committees, and task forces

New partnerships with the City continue to be developed

New partnerships are developed with business organizations focused on diversity, downtown neighborhood associations, travel and tourism organizations

Representatives of diverse groups participate on the DMI Board, committees and task forces

Lead Convene partner organizations that have mentorship programs and explore opportunities to integrate existing programs into the organization or connect with members

Include quarterly highlights with local media outlets in the public relations strategy

Member educational speaker series is implemented, and attendance meets expectations

Mentor program is created and implemented

Member program is highly regarded by partners

New businesses created by mentor program participants open up in Downtown

1

1

Strategies

GENERAL STRATEGIES

Develop an annual workplan or implementation matrix, to replace the Civic Engagement Agenda, based on the Strategic Plan with clear implementation structures including updated metrics for goals and prioritized strategies; publish online and provide regular updates

DMI Role < 1 Year

Lead DMI staff and board meet annually to prioritize the top three strategies for implementation in the upcoming year

Determine performance metrics for each annual priority strategy

Send annual workplan or implementation matrix to members and post on the website by January 31 and provide quarterly updates on implementation progress at DMI events

–

Years Performance Measures ORGANIZATIONAL AND OPERATIONAL STRATEGIES

80% of the priority strategies in the annual workplan or implementation matrix completed or nearcompletion at the end of the year

2

Annually evaluate topics and attendance at all events and programming, including but not limited to Member Meetups, the podcast, the recruitment video series, and issue a satisfaction survey to members ahead of event and program planning for the upcoming calendar year

3

Partner with other downtown associations around the country to develop a member “visit and learn” exchange program

Lead Develop a methodology to track attendance at each DMI event. Tracking should include topic area and record for review at the end of year

Develop a satisfaction survey to distribute to members that asks members to evaluate their experience at DMI events and programming

Lead/ Support Identify and list partner downtown associations that may be interested in participating in an “visit and learn” exchange program

Ask members in the annual survey about trends, programs, or development patterns that can be implemented in Downtown Madison

Evaluate results of the satisfaction survey against attendance by topic area

Compare results over multiple years to identify any trends and adjust events and programming to respond to opportunities and gaps

Increase attendance in DMI events and programs

RELATIONSHIP BETWEEN DMI AND BID

Redefine the relationship between DMI and the BID to ensure administrative clarity, mutually beneficial partnership opportunities, and a continued commitment to a unified Downtown

Lead Begin facilitated conversations with the BID to understand both strengths and opportunities for closer collaboration

Identify downtown associations that have programs, development patterns, or successes that DMI members would like Downtown Madison to model or learn more about and develop relationships for the “visit and learn” exchange program

Roll out of a “visit and learn” exchange program

A redefined mutually beneficial relationship between DMI and the BID

BOARD COMPOSITION AND ORGANIZATION

1

Develop a Board Member “job description” and orientation process that sets an expectation that every board member participates in a meaningful way in DMI’s activities and goals

Lead Convene committee members, DMI staff, and members of the Board to brainstorm roles, responsibilities, and expectations of board members

Develop a separate survey or questions to be included in the satisfaction survey around how satisfied board members are with the current onboarding process.

Develop a new Board Member orientation process for board members

Draft Board Member “job description”

Performance Measures

Adopted Board Member “job description”

Roll out of new Board Member orientation process

2

Involve the Challenge Committee in helping to implement the diversity, equity, inclusion, and accessibility goals and evaluation progress

Lead Collaborate with the Challenge Committee Co-Chairs to develop specific action items and expectations of staff, Challenge Committee members, and the Board to assist in the implementation of the diversity goals, including but not limited to, establishing feasible milestones, and confirming timelines and resources

With the Challenge Committee solicit a third party advisor that specializes in implementing organizational DEI efforts to train the committee or train members in the evaluation process

At least half of the priority strategies with values identified to be “vibrant & inclusive”, “safe & welcoming”, “diverse & equitable”, and “connected & accessible” are completed or nearly completed

3

Establish a diversity target for the board and committees that is broad and reflects the wide range of people who use Downtown, including BIPOC, LGBTQ+, the Ho-Chungra (Ho-Chunk people), and differently abled communities, businesses, property owners, and residents

Lead Work with national, regional, and/or local jurisdictions to understand if data exists on the number of minority or women owned businesses in Downtown Madison and demographic data of the people that visit, play, and work Downtown

Collaborate with the City of Madison and Dane County to develop a city and county wide survey to understand the demographics of people that visit, play, and work in Downtown

Develop questions that seek to understand the barriers to BIPOC, LGBTQ+, the HoChungra (Ho-Chunk people), and differently abled communities, businesses, property owners and residents from spending more time Downtown

Set a diversity target for the DMI Board and Committees that is reflective of the diversity of Downtown businesses and the City of Madison

Develop a recruitment and retention strategy that meets the diversity target

DMI Board and committees that are reflective of the range of people who live, work, and play Downtown

COMMITTEES AND TASK FORCES

1

Establish a task force to evaluate the current DMI committee structure and the Recommended Committees and Task Force Structure to determine a revised approach considering existing DMI goals, programming, staffing and resources

Lead Invite committee chairs and members, Board Members, and staff to participate in a Committee Restructure Task Force with the charge to evaluate the current committee structure and, if appropriate, develop a revised approach

Compare the effectiveness of the current structure against staff time and resources

Seek feedback on the existing committee structure and proposed restructure from DMI members through the satisfaction survey

Performance Measures

Increased satisfaction and participation of DMI members in committees and events

2

Link membership activities to the Strategic Plan. Focus monthly membership activities on informing members on emerging issues and trends, providing networking opportunities, and promoting opportunities for engagement

3

Work with current committee chairs and the Board to clearly define the purpose and expectations for each standing committee and assess committee function annually

STAFFING

1

Update job descriptions with clearly defined roles and responsibilities; conduct annual staff evaluations for each position that are tied to activities in the Strategic Plan

2

Expand internship program with UW-Madison, Madison College, and Edgewood by exploring “research for credit” exchange structures to fill gaps in staffing with graduate students

3

Continue DEI training of DMI Board and staff that includes topics similar, but is not limited to, cultural competency, the monetary value of a diverse economy, and needs and opportunities of working with minority and women owned businesses.

Lead Identify and list key Downtown themes, trends, and priority efforts around the country and within the Strategic Plan

Use the list of key Downtown themes, trends, and priority efforts to inform the membership activities for the upcoming year

Lead Convene current committee chairs and the Board to define the purpose and expectation of each standing committees

Incorporate this strategy into the Comprehensive Communications Plan

The majority of membership activities can be linked directly to the Strategic Plan

Lead Update job descriptions for each DMI staffing position

Draft job descriptions for each new DMI staffing position

Lead Identify gaps in staffing duties

Begin discussing a “research for credit” exchange structure with UW-Madison, Madison College, and Edgewood that can fill staffing gaps

Lead Create a staff and Board training schedule

Draft Committee Charters for each standing committees

Committees are aligned and functioning within their committee charters

Develop a staff evaluation process that are linked to activities in the Strategic Plan

Staff are functioning within their updated job descriptions

Roll out of a Research for Credit Exchange Internship Program

Board and Staff undergo annual DEI trainings

1

Strategies

DMI Role <

Explore new and expanded sponsorship opportunities across all existing and new member and annual DMI events, activities, projects and programs (e.g. the web dashboard)

2

Conduct an evaluation every two years that assesses current DMI membership dues, sponsorships, and partnerships to determine if adjustments need to be made

3

Grow the DMI Legacy Fund through annual board member contributions and increased funding by member organization and individual members to fund special projects

Year

Years Performance Measures FUNDING

Lead List all current sponsorship opportunities

Compare the current sponsorship opportunities against the Strategic Plan to understand prospects to expand or create new ones

Lead Develop a methodology and schedule to evaluate current membership dues, sponsorships, and partnerships

Adjust membership dues, sponsorships, and partnerships as needed

A 35% increase in sponsorships

Lead Evaluate current DMI Legacy Fund promotions and marketing

Develop a communications and promotions strategy to highlight the DMI Legacy Fund

A 25% increase in operating revenue every two years

A 35% increase in donations to the DMI Legacy Fund