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will work with the Care Team to identify the ideal mix of Zoo leadership, City representatives, Knoxvi lie Zoo: Attendance, M a rketSi FOSAZ, and staff to participate in this Dreaming workshop. �n Meandnncr. s asletlstlral Area POpui During this Dreaming workshop, there would be an option to engage a Blue Ribbon Panel of three to four outside experts in "jump- starting" thinking and brainstorming with the planning team. Participants could included a mix of both national and local experts and "big thinkers "We recommend a mix ofthought leaders in education, conservation, sustainability, attractions and tourism or economic development, depending on your vision and strategic issues."- The design team will concurrently be exploring improvements to the site and facility and testing new concepts and ideas relative to what was learned in the Discovery phase. This part of the design planning is a truly iterative process with a wide range of images and ideas being shown, explored, put on the map, maybe being tossed aside and then going through again until certain concepts and the framework of a facility plan that everyone can coalesce around begins to emerge. As the full designteam explores options, It will be important thatZA provides a business and financial filter to ensure fiscal sustainability. 2004 2.005 2006 2602 4608 Informed by our visitor services research from Discovery,, during this phase ZAwould explore ZooKnoxvil le - MarketPeneirationAnalysis a host of possible alternatives to increase revenues and bottom -line income for the Zoo without significantly Increasing overhead expenses. New or expanded revenue initiatives, which have successfully worked for many of ourzoological clients, could include: Visitor experiences Pricing strategies Member related strategies Food, retail, and rental strategies • Education and conservation programs From this work and discussions, we would create an opportunities thesis and matrix that would begin to identify, rank and prioritize ideas based on factors such as mission fulfillment and fit; capacity; Income potential; demand; and impact on Zoo staff. Key Deliverable: Opportunities Matrix PHASE III: REALITY: "WHAT CAN WE GET DONE ?" The work conducted in the previous phases now leads to the development of business goals. Once again using the workshop model, the planning team will develop and prioritize a list of preliminary goals. It Is assumed that the goals will include those specific areas of Interest, Issues and opportunities identified to date and could include areas such as: regional destination; animal care & management; financial stability, efficiency and effectiveness, education, civic asset /economic impact, but will be expanded or modified based on the outcomes of the prior planning workshops. All improvement and enhancement ideas from the design team will be tested relative to the opportunities and priorities Identified throughout the process and howthese improvements can help the Zoo achieve its strategic goals. We would also test the concepts through a community input session or by sharing the concepts online to gain public input into the preliminary plan ideas presented and gain feedback as required or requested by the Zoo. Key Deliverable: Business Goals Sample Client Collection suggestions I 2511y:15i4q D,A;IA7001 rvlASlte AV %a