Our Strategic Plan


Every organization with a mission needs a plan so that the organization’s effectiveness can be measured.

A strategic plan is even more important for a volunteer-powered non-profit organization like 24HourDallas. A plan keeps us focused and avoids “mission creep.”

24HourDallas is grateful to Directions Consulting Group for facilitating our three-year plan. We are particularly appreciative of DCG’s Chief Navigation Officer, Matt Jones, for his research, guidance, and countless hours.


Statement

24HourDallas is an all-volunteer 501(c)(3) non-profit that encourages collaborations, incubates cultural activity, champions sociable districts, and inspires business development … all to the benefit of Dallas’ nighttime economy.


Core Values

  • Collaboration
  • Diversity
  • Innovation
  • Integrity
  • Leadership
  • Optimism

Vision

Dallas stands as a model for a vibrant 24-hour economy and culture that exists seamlessly in a traditional city environment. The nighttime is for everyone.


Mission

Let’s create a safe, vibrant, and diverse nighttime culture for businesses, residents, and guests.


Goals

  1. Nighttime Economy
    We need meaningful insights and measures for Dallas’ nighttime economy. We must promote economic activity and increase economic opportunity at night.
  2. Safety
    We need to provide recommendations and actions that will help customers, residents, employees, neighbors, and businesses be safe at night.
  3. Nighttime Placemaking
    We need to advance planning, urban design, transportation, and environmental priorities that create ideal nighttime places.
  4. Cultural Innovation
    We need more arts and cultural experiences that will invigorate and demystify the night … and bring us back into a community.
  5. Respect and Inclusion
    We must deliberately ensure all races, ethnicities, faiths, cultural traditions, ages, economic classes, sexual orientations, abilities, and families have a place in our community. We need to mediate conflict and come to terms that take both emotions and laws into consideration.
  6. Communication
    We will communicate and gain support for what 24HourDallas and Dallas’ nighttime economy are about.

24HourDallas operates as a hybrid civic and business association focusing on existing entertainment districts in Dallas city limits.


Objectives and Initiatives - Year One

We need meaningful insights and measures for Dallas’ nighttime economy. We must promote economic activity and increase economic opportunity at night.

A. Pandemic Economic Recovery – Pursuing non-traditional hours of operation and other nighttime culture initiatives as a means to promote financial health for businesses recovering from the pandemic.

1. Define data needs to be included in City’s nighttime economic impact study

a. Assign to committee

b. Define list of recommended elements to be included in study

c. Submit recommendations to city for inclusion in study

B. Business Start-Up Procedures & Guidelines – Establish 24Hour Dallas as the conduit/facilitator for businesses needing assistance expanding into the nighttime economy.

1. Identify existing resources and contacts

a. Assign to committee

b. Identify data elements to be collected (ex. type of information/assistance, source (government entity, association, private company, individual), contact information (name, address, email, phone, URL), etc.)

c. Begin collecting (10 or more) list of available business resources currently available

C. Sociable Districts Economic Development Goals – Create a clear path for districts growing their nightlife by establishing economic goals to benchmark and measure success.

We to need provide recommendations and actions that will help customers, residents, employees, neighbors, and businesses be safe at night.

A. Stop Human Trafficking – Create educational and partnership opportunities to inform those participating in the nighttime economy on how to recognize and ultimately help eliminate human trafficking in the nighttime space.

1. Determine what nighttime businesses and stakeholders can do

a. Assign to committee

b. Review other existing anti-trafficking initiatives in Dallas

c. Identify any gaps or areas where 24HD could augment existing efforts

B. Community Watch & Presence Programs – Develop a sociable street ambassador program powered by Dallas’ faith leader volunteers.

1. Determine viability and willingness to participate

a. Assign to committee

b. Determine volunteer source organization and pool size

c. Obtain commitment for specific numbers and timeframe

C. Police Partnership & Accreditation Pilot Program – Launch an initiative that recognizes nighttime businesses that attain best practices in: customer and employee safety; racial equity; code and ordinance compliance; responsible beverage service; and cooperation with proactive policing.

1. Determine partners for data and participation

a. Assign to committee

b. Identify Good Neighbor Initiative program details and grant requirements

c. Identify list of individuals, organizations, and departments needed to implement and/or acknowledge such a program

d. Identify an initial target list of businesses to pilot program

e. Develop participation metrics to measure successful implementation and adoption

We need to advance planning, urban design, transportation, and environmental priorities that create ideal nighttime places.

A. Sociable Districts Criterion. – Define the ideal entertainment district that successfully balances the needs of businesses, residents, customers, and workers.

B. District Needs Assessment – Identify the needs gap in existing entertainment districts based on an inventory of their current assets compared to the criterion developed above.

1. Identifying existing districts

a. Assign to committee

b. Coordinate with any existing identification efforts by the city or other organizations (ex. Office of Economic Development, Downtown Dallas, VisitDallas, etc.)

c. Create a list of current entertainment districts within Dallas city limits

d. Collect relevant contact information (name, address, email, phone, URL)

C. Best Practices Library – Establish and provide access to a best practices library addressing the needs of an identified stakeholder group/audience.

1. Define target stakeholder group/audience

a. Assign to committee

b. Define the types of individuals, businesses, and organizations that would seek best practices information in the creation and ongoing operation of businesses contributing to the nighttime economy

c. Define the types of individuals, businesses, and organizations that would have, serve as, and/or provide examples of the best practices being sought

We need more arts and cultural experiences that will invigorate and demystify the night … and bring us back into a community.

A. Integrate Arts & Social Activities – Identify and facilitate ways for arts and culture to partner with and integrate into existing nightlife offerings.

1. Determine level of interest/participation

a. Assign to committee

b. Identify target list of arts and culture entities (individuals and organizations)

B. Permit and Fire Safety Standards Categories – Identify opportunities and eliminate barriers for the expansion of arts and culture into the nighttime economy.

We must deliberately ensure all races, ethnicities, faiths, cultural traditions, economic classes, sexual orientations, abilities, and families have a place in our community. We need to mediate conflict and come to terms that take both emotions and laws into consideration.

A. Racism and the Nighttime Economy (consumer facing) – Help ensure that all consumers are able to participate in the 24-hour culture without regard to demography.

1. Identify partners to help address systemic racial bias and barriers

a. Assign to committee

b. Develop a list of potential partners to assess and address the identified issues, as well as the relationship opportunities available (public and private sector entities along with individual influencers and business leaders in the field)

B. Racism and the Nighttime Economy (business facing) – Help ensure that entrepreneurs are able to participate in the 24-hour culture without regard to demography.

1. Identify partners to help address systemic racial bias and barriers

a. Assign to committee

b. Develop a list of potential partners to assess and address the identified issues, as well as the relationship opportunities available (public and private sector entities along with individual influencers and business leaders in the field)

We will communicate and gain support for what 24HourDallas and Dallas’ nighttime economy are about.

A. Awareness & Advocac – Help promote the existing options in Dallas’ entertainment districts and grow support for their expansion in terms of offerings and hours of operation.

B. Expertise & Credibility – Grow awareness of 24Hour Dallas as the independent expert for all things related to Dallas’ nighttime culture and economy.

1. Define and implement board development process

a. Assign to committee

b. Develop a comprehensive board development process, approved by the board

c. Address the nomination, election, replacement, orientation, assignment of responsibilities, etc. of board members

d. Include a detailed schedule to ensure the seamless transition of board members and activities

C. Financial Independence & Stability – Establish budgetary requirements and identify revenue streams to fulfil those requirements.

1. Define potential revenue streams (overall revenues)

a. Assign to committee

b. Develop a comprehensive list of possible revenue streams (ex. membership, sponsorship, partnership, advertising, grants, event sales, government funding, merchandise, in-kind, etc.)

c. Identify the revenue potential/opportunity for each

2. Build budget and path to get there – (overall expenditures)

a. Assign to committee

b. Based on the revenue projections above and the needs prioritized in the strategic plan, develop a balanced budget for the best use of organization resources

3. Establish membership benefits and goals

a. Assign to committee

b. Identify the target audience for membership

c. Develop a list of benefits that will be used to attract said audience

d. Develop a pricing structure commensurate with the benefits provided, agreeable to the member audience, and in alignment with projected revenue requirements

e. Establish metrics


Our thanks, again, to Matt Jones and Directions Consulting Group