01-15-20 DDP Economic Vitality Committee Packet

ECONOMIC VITALITY COMMITTEE MEETING Wednesday, January 15, 2020 7:30 am CENDEL Foundation Building Agenda Welcome & Introductions - Update on Ben’s Marketing Material - Update - Ez-pass lease (Tina) - Review of Partnership Strategic Plan - Update on Inner City Property. Executive Session 1. 2. Member Comments Public Comments Adjournment Next Meeting Date – Wednesday February 19, 2020 7:30 am THE AGENDA ITEMS AS LISTED MAY NOT BE CONSIDERED IN SEQUENCE. THIS AGENDA IS SUBJECT TO CHANGE TO INCLUDE THE ADDITION OR THE DELETION OF ITEMS, INCLUDING EXECUTIVE SESSIONS.

Strategic Plan 2018-2021 Prepared By: Peggy Geisler, MA PMG Consulting, LLC Proud DANA Consultant Pgeisler@pmgconsulting.net www.pmgconsulting.net Downtown Dover Partnership (DDP) strives to ensure that the Downtown Dover geographic area is a vibrant, thriving and successful component of Dover, Delaware. DDP contracted Delaware Alliance for Nonprofit Advancement (DANA) to create a comprehensive, realistic strategic plan. The following plan focuses on organizational development, operations, recommendations leadership, board operations as well as community partnership. Page three outline the Strategic Planning cadence provided to Downtown Dover Partnership, followed by the findings and implications for DDP’s consideration. 1|P a g e

Table of Contents 1. Timeline……………………………………………………………………. Page 3 2. Participants……………………………………………………………….. Page 4 3. Section 1: DDP Discussion of Need …………………………………. Page 4 4. Section 2: DDP Visioning ……………………………………………… Page 6 5. Section 3: DDP Environmental Scan…………………………………. Page 8 6. Section 4: S.O.A.R. Analysis…………………………………………... Page 14 7. Section 5: Goals and Objectives……………………………………… Page 19 8. Section 6: Final Reflections……………………………………………. Page 23 9. Appendix a. A.1. Full Report of Environmental Scan Findings b. A.2. Question Pro Survey Report c. A.3. Session agendas and sign in sheets d. A.4. Preliminary Logic Models 1 & 2 2|P a g e

Timeline Date Item  Deliverable July 27, 2017 Discussion Meeting  Understand existing landscape  Assemble Strategic Planning Committee  Set Planning Cadence August 23, 2017 Visioning Retreat  Establish Mission  Establish Vision  Update Mission  Establish Core Values  Identify Primary Customer Completed February 2018 Environmental Scan  Identify groups of stakeholders  Develop an online e-scan component to distribute  Planned distribution process for online survey  Generated feedback from individual stakeholders through 1 on 1 interviews  Held four sector Focus Groups to establish consensus gain feedback through representatives of each sector of the Downtown Dover community.  Assembled results into a comprehensive report of findings to inform the planning process. February 28, 2018 S.O.A.R. Analysis  Review ED existing DDP organization’s characteristics  Provided high level overview of Survey data overview to inform SOAR process for  Analyze DDP’s Strengths, Opportunities, Aspirations and Results.  Charted information and consolidated into a report. May 11, 2018 Goals and Objectives  Utilized comprehensive data from Retreat Survey/Focus Groups and SOAR Analysis to assist full board with identification of areas of opportunity.  Created 3 organizational, high level goals.  Identified objectives and initial activities to launch  Create Strategic Plan document to be used as a working tool to guide progress. 3|P a g e

DDP Strategic Planning Committee Representatives: Anita Evans Lucy Findlay John Van Gorp Todd Stonesifer Maureen Feeney Roser (staff) Brynn Voshell (staff) Tina Bradbury (staff) DDP Board of Directors David Anderson Brian Bushweller Mayor Robin Christiansen Robert Clark Anita Evans Lucy Findlay William Hare Mike Harrington Dave Hugg Dian Laird Maxine Lewis Sean Lynn Donna Mitchell Gregg Moore Fred Neil Tim Slavin Todd Stonesifer Erin Thwaites John Van Gorp Wendie Westfall Section 1: DDP Discussion of Need  DDP requires the development of a high-level vision for their organization. Vision is an inspiring, long- term view of where the organization is headed. A vision statement includes a brief articulation of (1) core purpose, (2) a huge goal, and (3) a vivid description of what it will be like to achieve the goal.  DDP would like to update their mission statement to be brief and succinct. A mission statement is a short statement setting out the purpose of an organization  DDP requires the development of core values to be generated. 4|P a g e

Values in Organizations An organization needs to explicitly spell out the core values it uses to guide its actions. They may be unstated, but they play an important role in determining how the organization confronts problems and issues. Values may come from the common purpose for which the organization works, the organization’s leadership or from other sources. Guide Value statements list the principles and ethics to which an organization adheres. They form an ethical foundation for the organization. These principles and ethics then guide the behavior of organization members. They assist organizations in determining what is right and wrong. Members then act in certain ways, using the values as a guide. Community Value statements also serve as a reference point for community members outside the organization. Value statements enable them to understand the beliefs and principles of the organization. They provide basic information about how the organization operates and about its perspective on ethics.  DDP completed during this process a full-scale stakeholder engagement process which is called an environmental scan comprised of Focus Groups/Individual Stakeholder Interviews and Board SOAR assessment. o Online Survey  Community Landscape Electronic Question Pro questionnaire.  Review past Survey’s for relevance and identify changes or additions to be made  Update and load into Question Pro  Generate list of contacts and intro email  Send form and collect data  Integrate into report and slide presentation for committee work o Individual Interviews  Generate no more than 10 relevant questions  Generate target list  Set up phone or individual meetings  Record information  Synergize into the report o Focus groups  Facilitator develops agenda and questions  Arrange logistics with help of DDP  Lead 60-75 minutes of discussion  Coalesce information report in a slide presentation 5|P a g e

Section 2: DDP Visioning Vision Statement Vision is an inspiring, long-term view of where the organization is headed. A vision statement includes a brief articulation of (1) core purpose, (2) a huge goal, and (3) a vivid description of what it will be like to achieve the goal. Downtown Dover Partnership’s Vision is to have a vibrant and thriving downtown. Mission Statement A mission statement should clearly communicate an organization’s purpose. Good mission statements should be clear, concise, and useful. They should answer the questions: • Who are we? • What do we do? • How do we do it? • Why do we do it? Downtown Dover Partnership is a group of stakeholders committed to driving an improved quality of life. Suggestion: addition of primary customers identification to the mission: “Downtown Dover Partnership is a group of stakeholders committed to driving an improved quality of life for the residents and visitors of Dover, Delaware.” Core Values Values in Organizations An organization needs to explicitly spell out the core values it uses to guide its actions. They may be unstated, but they play an important role in determining how the organization confronts problems and issues. Values may come from the common purpose for which the organization works, the organization’s leadership or from other sources. Guide Value statements list the principles and ethics to which an organization adheres. They form an ethical foundation for the organization. These principles and ethics then guide the behavior of organization members. They assist organizations in determining what is right and wrong. Members then act in certain ways, using the values as a guide. 6|P a g e

Community Value statements also serve as a reference point for community members outside the organization. They enable them to understand the beliefs and principles of the organization. They provide basic information about how the organization operates and about its perspectives on ethical problems. • Downtown Dover Partnership identified the following Core Values during the Meeting: Goal Oriented Integrity Responsible Cooperative • DDP can consider a paragraph option to summarize the Core Values: “DDP is a goal-oriented organization that strives to be responsible, cooperative and has integrity.” Or “DDP is a goal-oriented organization that acts with integrity, is responsible and cooperative.” Customers The primary customer of an organization is the person or thing whose life the organization most wants to impact/change on a regular and/or an ongoing basis. The primary customer is not necessarily someone you can reach or someone you can sit down with and talk to directly. Identifying the primary customer puts priorities in order and gives you a reference point for critical decisions. The primary customers of an organization can change over time. The supporting customers of the organization are all the people who must be satisfied for the organization to succeed. There can be many supporting customers. They are engaged with the organization to “support” the accomplishment of the mission. Primary Customer: DDP has identified Residents & Visitors as their Primary Customers. Secondary Customers or what we call supporting customers are: • Businesses • The City Government 7|P a g e

• Libraries • Arts and Culture Organizations • Healthcare Providers DDP discussed early on and must consider the opportunity to serve as a Backbone Agency for multiple stakeholders’ groups through a Collective Impact Framework. Information on Collective Impact can be found at https://ssir.org/articles/entry/collective_impact.  DDP identified critical pieces of what they do by defining what the organization must Keep, Do More, Start and Stop. See the chart below: KEEP DO MORE START STOP COMMENTS Manage Main street Better Planning Current Structure There is a lot of Property Merchant Economic Boards/Committees/Agendas work to be Selling Engagement Development Being Reactive done but it Property Fundraising Assessment Trying to please everyone needs to be Manage Sponsorship Trying to do it all strategic, Parking Increase impactful and Special Events partner realistic with Partner engagement staffing. Engagement More Inclusive Partner Support Section 3: DDP Environmental Scan An environmental scan involves obtaining information that is utilized to inform the planning process and guide the direction of an organization overall and assist with goal setting. This information includes considerations for both present and future factors that might impact the organization about the efficacy of the goals and plan being developed. Below constitutes the Environmental Scan cadence, overview of data collection methodology and the consultant’s findings and implications for DDP’s consideration. The comprehensive environmental scan results and report can be found in Appendices. 8|P a g e

Environmental Scan: o Community Landscape Electronic Question Pro Survey: (83) o Individual Interviews (14) o Focus groups (4) Question Pro Survey  The E-scan component of the Strategic Planning Process included an online survey distributed to multiple DDP stakeholders (Appendices 2.3). The Consultant worked with the Committee and Staff to develop a comprehensive stakeholder distribution list that encompassed several sectors of Dover and included ; community members, key partner organizations, religious affiliates, business owners, board members, committee members, healthcare providers, armed forces and residents. Results Snapshot 392 viewed 146 started 83 completed 63 dropped out Average time to complete: 7 minutes 56% completion rate 91% White, 7% Black or AA, 2% Latino 38% 19904 Residence Zip Code Table 1.1 Connection to DDP 9|P a g e

35% 29.00% 30% 25% 20.00% 20% 15.00% 15% 13.00% 10% 5.00% 5.00% 5.00% 4.00% 5% 2.00% 2.00% 0% DDP Satisfaction Results: Rating Satisfaction with DDP’s performance over the last 5 years in the following areas: Somewhat Working toward a Somewhat Satisfied (64%) Recruiting businesses to downtown Satisfied (46%) common vision for downtown User-friendly permitting process Unfamiliar with Promotional Somewhat Satisfied (54%) Activity (38%) events/festivals Branding downtown Dover Somewhat Recruiting and Somewhat Satisfied (64%) Satisfied (61%) utilizing volunteers Marketing downtown Dover Somewhat Relationship building Somewhat Satisfied (51%) Satisfied (65%) with downtown stakeholders Business retention Somewhat Relationship building Somewhat Satisfied (53%) Satisfied (56%) with business owners 10 | P a g e

Efficient licensing and inspection Somewhat Development of Somewhat Satisfied (43%) process Satisfied (42%) downtown housing (above-grade, 2nd level) Grant & loan design assistance Somewhat Communication with Somewhat Satisfied (56%) Satisfied (46%) downtown Dover stakeholders Cleanliness and visual appeal Somewhat Development of Somewhat Satisfied (55%) Satisfied (62%) sustainable funding sources for revitalization Parking options Somewhat Safety & security Somewhat Satisfied (56%) Satisfied (53%) Bolded areas are growth opportunities for the organization. The areas of focus that are emerging from the online survey involves concrete vision, robust economic development and environmental strategies all in a coordinated and collaborative approach. Top 4 Priority Areas DDP should focus on: 1. Business recruitment to downtown (25%) 2. Environmental (Safety/security & Parking combined (22%) 3. Branding &Marketing 4. Collaboration/Communication DDP’s effectiveness in delivering its mission of “A group of stakeholders committed to driving an improved quality of life”: 11 | P a g e

60% 50% 48.00% 40% 30% 25.00% 20% 12.00% 12.00% 10% 2.00% 0% Very Effective Somewhat Not Effective Not at all I do not know Effective Individual Interviews DANA Consultant worked with the Strategic Planning Committee to assemble a roster of Downtown Dover stakeholders for potential individual interviews. These stakeholders were carefully selected as individuals who represented those who may have a historical perspective, in depth organizational knowledge, experience, engagement and presence in the downtown Dover arena. Stakeholders range from business owners, DDP board members and city officials. 14 Stakeholders were interviewed 60 minutes each. Individual Interviews highlighted responses key words are bolded: How do you see DDP and its leadership as a partner? DDP could be a better partner and co-jointly plan with other organizations. Businesses perceive DDP as not very active. DDP could become a more purposeful partner. Communication is weak to each other and the broader community. Leadership needs to focus on community development and leading the work. Communication is critical and facilitation between organizations with similar roles. 12 | P a g e

Collaboration from a larger scale sense is not happening like it should and would include resources. Leadership is committed but needs to be more engaged and have a stronger presence. Business development is critical and needs to be a focus. In your opinion, are DDP’s programs, services and engagements consistent with its mission? I don’t feel DDP’s mission is realistic given the resources and current operations. Property Management is too large of a role and should not be the focus. Events may be important, but other work is critical to the mission. Branding is a huge area of need not being met. Economic Development is a priority need to identify and stop doing the things that aren’t related to this. Lots of events, but how is that enhancing or moving the Downtown forward as part of a larger plan In your opinion, does DDP’s processes and activities reflect attention to diversity as appropriate? Diversity is an issue. Seeing an increase in diversity, but still very separate. Does DDP engage with external constituencies and communities and respond to its needs according to its capacity? Minority business owner inclusion support and engagement is still lacking. Collaboration between all the organizations is critical and needed. There could be better communication with all businesses that are downtown. Increase resident engagement. 13 | P a g e

What should DDP’s focus be? Prioritize bringing businesses that create a vibrant downtown for locals and visitors alike. Business development should be a priority and sustainable with targeted programs and supports. Business development and merchant support/engagement need to be leading work. Economic Development needs to be the key focus but there is no plan to engage in. DDP should be a catalytic driver for the Downtown business district. Focus Groups DANA Consultant worked with the Strategic Planning Committee to assemble a contact list of focus group candidates, categorized into 3 groups: Community, Business Owners and Board/Committee Chairs. The Consultant reached out to 25+ stakeholders for each group and used online doodle poll to create opportunity for a majority to attend. After convening these focus groups and getting lower than average participation, the consultant increased the number of individual interviews from 8 to 14. In addition to the 3 focus groups, The Consultant felt it necessary to get the feedback of a demographic not originally included in the proposed focus groups. This included a young adult perspective. DANA consultant convened a focus group of anonymous Wesley College students to understand the perspective of this large Dover-area demographic. Focus Group Highlighted Responses Economic Business Branding Collaboration Development Development Safety Leadership Reinvigoration What is DDP doing well? How could DDP/Downtown Dover do better? Things have improved since key entities are aligned Number one issue with Downtown Dover is under the new leadership. security Good to see new businesses and expanding ones. Dover businesses need more inclusivity and diversity. Branding is important. The city must have legislative support, working in tandem with all stakeholders, to 14 | P a g e

change the perception and address branding of Downtown. Potential partnerships with organizations and city Need an environmental and economic administration makes for an optimistic future. strategy All key stakeholders are on the DDP. This is a Look at best practices with strategies to prime opportunity for collaboration help Downtown Dover Lots of empty building with no plan to fill them – No plan, no collaboration (everyone has their own plan Offer incentives for business owners. S.O.A.R. Analysis SOAR stands for Strengths, Opportunities, Aspirations, and Results. Like Appreciative Inquiry, the process invites representatives of all stakeholders (anyone who has an interest in the organization) into the conversation about what the organization does well and what the collective values and aspirations are. Aspirations are 'longings' and the research are clear that people long to do purposeful work. They want to know that what they do each day is making a positive difference to others and reflects what they value. And, that generally is not just building 'wealth' for a small group of people. They also want to have positive relationships with the people they work with and those relationships are created through conversation, especially constructive conversations. SOAR creates the platform for those conversations to take place, which in turn nurtures the relationships while people discover how their joint efforts benefit themselves and other stakeholders. Strengths are internal characteristics, qualities, and capacities that are doing well and are part of the reason the organization’s accomplishments; Opportunities External circumstances that could improve revenue, unmet costumer needs; Aspirations what the organization can be; what the organization desires to be known for and Results the tangible, measurable items that will indicate when the goals and aspirations have been achieved for an organization. What does Greatness look like? 15 | P a g e

DDP Environmental Scan implications for SOAR: Strengths Opportunities: Aspirations: Areas DDP can work on Idea generations for DDP Good and growing community Opportunity to identify a unified Robust Economic Development partner focus for the downtown across Plan multiple sectors. Provides a collective voice of Create a safe and more vibrant Increased and more collaborative downtown merchants and community. environment. residents who can make change. Started becoming more To be a more inclusive Downtown transformation collaborative organization Dover has a lot of strengths and Provide strong leadership Robust business recruitment & things to offer if branded and retention process marketed well Dedicated organization Committee collaboration and Environmental strategies that cross pollination influence parking and safety in a positive way Organizational Infrastructure to Unified vision and economic change to meet the current needs. development to accent and promote Dover’s amenities and unique characteristics Economic Development Plan Purposeful partnership on key initiatives and a plan to drive even more. (Unlock the Block) Alignment of current Interorganizational communication responsibilities and desired work and support around economic and current structure to be more development. congruent. To produce large-scale vision: one that can be shared across organizations with similar goals. Organization’s priorities can be developed and linked to quality measures 16 | P a g e

Common themes: 1) Big Vision 2) Strong Leadership 3) Collaboration (strategic partner engagements and communication) 4) Coordination amongst partners toward common community goals and outcomes. 5) Comprehensive plan around economic development that supports Business Owners, drives Economic Development, promotes business all in an environment that is safe and accessible. 6) Diversity and Inclusion DDP common themes resonate with a request that DDP utilize a Collective Impact Model where DDP is the Backbone entity in moving the Downtown Dover forward. An informational sheet is provided in appendix A. which outlines what Collective Impact Model looks like and key components to drive goals to impactful outcomes. Downtown Dover Partnership SOAR CHART Strengths Opportunities Aspirations Results 17 | P a g e

What do we do well? What could we do or achieve? What would we like to What are the results we accomplish? would like to achieve? • Good and growing • Business recruitment community to downtown • Promotion (Creating a • Destination for residents partnerships WOW factor) & tourists • Safety & Security • Dedicated • Positively address the • Increase in businesses organization to • Parking options perception of safety downtown • Sustained and invested • Brand and communicate • Business retention and business community • Increase in (to the community in a business recruitment collaboration meaningful way) • Increased traffic • Purchasing properties • Community Events • Awareness of incentives (that may be eyesores • Dashboard to track (Help businesses for downtown) progress • Incentives navigate the process) • Hire someone to tell the • Increase in downtown • Volunteers are eager • Alignment (between city, story residents to help downtown, tourism, hospital, etc.) • DDP as the backbone • A plan to continue • Backbone entity with agency for Downtown identifying opportunities capability to drive • Business Retention Dover (Collectively change advocate for change) • Bring the right Below are related to stakeholders to the table • Re-define the Economic Development: (re-organizing and hiring) geographical focus (Make main street a • Development/re- • Provide understanding thoroughfare) development (Educate the community) projects • Identify best practices to • Self-aware • Common vision replicate (from other • Land Banking successful downtown • Mobilize group of volunteers (Common redevelopments) goal, provide metrics to • Property use & gauge) ownership • Engagement based on • Robust economic trust development plan with • Strengthen the resources relationship with the City • Long term strategies (to of Dover (and other create a consistent stakeholders) landscape) • Collaboration • Organizational branding • Diversity • Organizational infrastructure (months without staff created loss of funding and momentum) • Use of media (need to tell the story better) • Communication 18 | P a g e

• Relationship building with business owners • Community understands the need and is willing to support the work • Support businesses • Increased volunteerism The SOAR process reinforced three major themes that DDP is uniquely situated to drive. 1.) Collective collaboration for the downtown district; 2.) Robust economic development plan that creates alignment across key stakeholders for the Downton Dove area and 3.) Branding and messaging to foster that collaboration and economic development. Underlying each of those components are activities that will need to address and facilitate better outcomes around safety and parking. Prior to this exercise, these two issues drove the work. The paradigm shift is the work need to be a higher- level plan in which these two drivers are key components and strategies to support the work. Goals and Objectives Goals: are high-level statements that provide the overall context for what the project is trying to accomplish. Let's look at an example and some of the characteristics of a goal statement. One of the goals of a project might be to "increase the overall satisfaction levels for clients calling to the company helpdesk with support needs". Objectives: are concrete statements describing what the project is trying to achieve. The objective should be written at a lower level, so that it can be evaluated at the conclusion of a project to see whether it was achieved or not. 19 | P a g e

Goal statements are designed to be vague. Objectives should not be vague. A well-worded objective will be Specific, Measurable, Attainable/Achievable, Realistic and Time-bound (SMART). Post reviewing the results of the Environmental Scan and considering the SOAR analysis completed, the DDP board and staff crafted 2 goals, with initial objectives to be further identified and crafted: Goal: 1 Acknowledge the DDP will be the key driver to coalesce strategic stakeholders to design a unified approach for the Downtown Dover area. Objective 1: Create an engaged group of leaders with a shared vision, aligned activities and shared metrics for the downtown area. Objective 2: Identify top level goals for Downtown area and collectively work on plans and activities to increase business development, engagement and retention. Caveat: Backbone Agency for multiple stakeholders’ groups through a Collective Impact Framework. Information on Collective Impact can be found at https://ssir.org/articles/entry/collective_impact. Goal 1, Obj. 1: Activity 1: Restructure the Board and its operations Steps: Board Structure  Analyze board configuration and appointment by-laws  Recruit Engaged Leadership implement term limits and non-compliance  Redefine roles and responsibilities  Include Onboarding Orientation and development plan o Board members need to arrive fully prepared and fully engaged. 20 | P a g e

 Develop Succession planning through committee structure  Consider advisory committee for higher level non-compliant members Operations:  Update By-laws to address board membership, terms and compliance  Update By Laws to coincide with new structure and operations  Streamline meetings to incorporate 25% old Business 25% New Business and 50% Planning  Decrease length of meeting and cadence of information dissemination to board process  Committee reporting structure to reduce Board meeting time. Goal 1, Obj. 1: Activity 2: Review committee needs of organization and structure their operations to ensure streamlined processes. Include higher strategies of the organization to drive a more collaborative approach within the organization and unified ownership of high level goals. Considerations:  Review current structure to be in alignment with DDP new plan without jeopardizing main street needs. (Suggestions included) o Environmental Strategies Committee (Parking/Safety/Appearance/Access) o Economic Development Committee (Business Recruitment/Business Retention/Marketing) o Community Relations Committee ( Branding/Marketing/Stakeholder Engagement) o Other  Streamline committee meeting and reporting for board information and to reduce redundancy.  Need to further define roles of committee chairs and inclusion on the board  Reports provided need to be timely and relevant.  Change the activities from transactional to transformational. Goal 1, Obj. 1: Activity 3: Create a Succession Plan  Board assessment  Board recruitment plan  Committee Succession Plan Implementation Process  Board Orientation o Expectation and Roles Responsibilities sheet o Initial engagement and mentoring by seasoned members o 1:1 Director Goal 1: Metrics Suggested Outputs and outcomes for this portion would include: 1. Updated Bylaws 2. Board member attendance running spreadsheet as sign in sheet. 3. Achieve a quorum each month. 4. Implement a pre/post test board satisfaction assessment. 21 | P a g e

Goal: 2 Create a comprehensive Economic Development Plan for Downtown Dover This goal engages the DDP Committees to drive the work of a holistic implementation strategy and will address key issues around safety and parking. Objective 1: Create a comprehensive business recruitment, retention and support program to drive economic development for DDP. Objective 2: Create a robust branding and marketing plan that includes, and leverages partnerships and resources already established. **Note: Activities for Goal 2, Objective 1 are nested. Goal 2, Obj. 1 Activity 1: Work with existing businesses to keep them engaged (Retention Plan) Considerations:  Survey current needs (Marketing/Financing/Personnel/Other)  Set up structure to deliver support services o Webinars o Lunch/learns o Mainstreet Business Portal o Other  Set up Mentorship for new owners  Monthly visits by board members and staff Goal 2, Obj. 1 Activity 2: Work to attract new businesses to bring them to Dover (Recruitment Plan) Considerations:  Work with Kent County Tourism/City and Chamber to work uniformly toward this common goal to leverage all resources.  Create a Downtown Opening Business Concierge packet to support quick onboarding and includes items such as o Incentives o Grants o Business Support/Navigation  Turnkey locations Outline  Merchants Committee engagement and schedule  Develop plan for targeted business recruitment o Recruit businesses that complement current offerings.  Provide a support mechanism for quick onboarding and support for new owners  Create and manage a pipeline for property vacancy.  Survey for feedback Goal 2, Obj. 1 Activity 3: Future planning (Expansion) Create a holistic plan for the entire downtown to showcase to provide community vision Outline More mixed-use spaces  Highlight events 22 | P a g e

 Utilize social media/website as a collaborative space and landing page for DDP connected to businesses. Goal 2, Obj. 2 Activity 1: Create a branding assessment to attract a quaint village model.  Work more strategically with Kent County Tourism to understand the types of visitors we are trying to attract and co-brand and leverage resources.  Design downtown signage around concept  Create marketing ambassadors across sectors of the community  Leverage History/Culture to feature Downtown Goal 2, Obj. 2 Activity 2: Create a marketing Strategy and media messaging to promote local business and quaint village  Identify marketing lanes  Business (attracting Business)  Locals (Shop Local)  Visitors (Quaint Village) Create marketing plan with all three of these in mind  Leverage Quaint Village momentum work with Kent County Tourism Cost share resources to highlight downtown  Highlight local business o Assess their needs for marketing o Design process to support their needs and energize downtown utilization by locals/business day people/visitors. Goal 2 Metrics: 1. Longevity of business 2. Current business status (active or closed) 3. # of businesses represented on committees 4. # of new businesses opened 5. Sales 6. Social Media reach 7. Crime rates 8. Building vacancy Preliminary Logic Models for Goals 1 and 2 are included in the Appendix. 23 | P a g e

Final Reflections High level notes:  DDP focus on communication and collaboration.  Move from transactional to transformational.  Look into partners for true collaboration: o Greater Kent Committee o D3 o Kent County Tourism o Central Delaware Chamber of Commerce o City Government o Economic Development Committee  Look into Kent Economic Partnership/Tourism alignment DDP has completed a thoughtful, community-engaged and realistic planning process that will enable the organization to structure and operationalize itself and the Downtown Dover main street for success in the landscape of the community. The key driver and role that DDP plays is the strategic convener of the multiple critical stakeholders who hold the expertise, resources and missions that can help the Downtown Dover (Mainstreet Initiative) succeed. The key strategies that surround that movement for Mainstreet include a unified plan and metrics for growth, economic development through business recruitment and retention, environmental strategies that support that recruitment and retention and marketing and branding. The synergy of these strategies and the responsibility of them across the community stakeholders and driven down for aligned activities within the committees under DDP will be critical as DDP can orchestrate cross community involvement and operationalize the work to get there. Critical components that have begun to emerge include a new infrastructure and operationalization around board, committees and staff aligned with this new plan which will be critical to DDP success. The new leadership, board re-engagement and committee work flow has begun to shift the organization in the eyes of partners and stakeholders in a position of strength and possibility. Small ongoing changes will keep that momentum and are suggested. Messaging around those changes will be critical to keep key partners informed and motivated. A robust focus on the economic development component is critical and was cited as a number one priority in both the E-Scan and board planning conversations. The organization will need to take a critical analysis from a staffing perspective on time allotment being utilized for current workload that is not as critical such as special events and shift them in a meaningful way to encompass this core work path around business retainment and recruitment. Finally, messages internally to one another; the flow of information will be crucial. Information and communication with the community will be as well. Since this organization is a convener, it needs to have a strategy that will allow for the internal and external flow of information to occur in real time. 24 | P a g e