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will work with the Core Team to identify the ideal mix of Zoo leadership, City representatives, <br />FOSAZ, and staff to participate in this Creaming workshop. <br />During this Dreaming workshop, there would be an option to engage a Blue Ribbon Panel <br />of three to four outside experts in 'jump-starting" thinking and brainstorming with the <br />planningteam. Participants could included a mix of both national and local experts and"big <br />thinkers,'We recommend a mix of thought leaders in education, conservation, sustainabllity, <br />attractions and tourism or economic development, depending on your vision and strategic <br />issues. <br />The design team will concurrently be exploring improvements to the site and facility and <br />testing new concepts and ideas relative to what was learned in the Discovery phase. This. <br />part of the design planning is a truly iterative process with a wide range of Images and ideas <br />being shown, explored, put on the map, maybe being tossed aside and then going through <br />again until certain concepts and the framework of a facility plan that everyone can coalesce <br />around begins to emerge. <br />As the full design team explores options, it will be importantthat ZA provides a business and <br />financial filter to ensure fiscal sustainability. <br />Informed by our visitor services research from Discovery, during this phase ZA would explore <br />a host of possible alternatives to increase revenues and bottom-line income for the Zoo <br />without significantly increasing overhead expenses. New or expanded revenue initiatives, <br />which have successfully worked for many of our zoological clients, could include: <br />• <br />Visitor experiences <br />Pricing strategies <br />• Member related strategies <br />• Food, retail, and rental strategies <br />• Education and conservation programs <br />From this work and discussions, we would create an opportunities thesis and matrix that <br />would begin to Identify, rankand prioritize ideas based on factors such as mission fulfillment <br />and fit; capacity; income potential; demand; and Impact on Zoo staff. <br />Key Deliverable: <br />Opportunities Matrix <br />PHASE III: REALITY:"WHAT CAN WE GET DONE?" <br />The work conducted in the previous phases now leads to the development of business <br />goals. Once again using the workshop model, the planning team will develop and prioritize <br />a list of preliminary goals. It is assumed that the goals will include those specific areas of <br />interest, issues and opportunities identified to date and could include areas such as: regional <br />destination; animal care & management; financial stability, efficiency and effectiveness, <br />education, civic asset/economic impact, but will be expanded or modified based on the <br />outcomes of the prior planning workshops. <br />All Improvement and enhancement Ideas from the design team will be tested relative to the <br />opportunities and priorities identified throughout the process and how these improvements <br />can help the Zoo achieve its strategic goals. We would also test the concepts through a <br />community input session or by sharing the concepts online to gain public input into the <br />preliminary plan ideas presented and gain feedback as required or requested by the Zoo. <br />Key Deliverable: <br />Business Goals <br />Knoxville Zoo: Attendance, Market S'i <br />UMMAttendance WAM 5tatlstkai Area Popul <br />Sample Client Collection suggestions <br />SANTA ANA ZOO 1 MASTER PI -Am 27 <br />