PEORIA CIVIC CENTER Our Strategy What We Stand For (Our Purpose) Be THE place to be. WHAT WE WILL “GET PAID” FOR (Our Positioning) Provide a facility that will attract targeted customers for successful events at competitive rates with comparable facilities. Provide a diverse, quality entertainment schedule at a reasonable price. Contribute to the overall economic, cultural, and entertainment quality of life of the community by meeting the needs of diverse constituents. Take care of the needs of our clients, patron customers, local residents, and local government in a professional and financially sound manner. Take a leadership role in establishing downtown Peoria as an entertainment, convention, and conference center. WHAT WE MUST DO WELL (Our Competencies) Based on the facility study, develop and implement a capital improvement plan for the next 5 and 10 years. Develop an audience marketing focus and proactive outreach program to targeted entertainment providers in order to attract diverse, quality entertainment. Provide a balance of events, conventions, and entertainment while remaining fiscally responsible. Work in cooperation with the public, City Council, City management, and related bodies to insure reasonable funding sources. Make strategic planning an ongoing part of the Board process by annually reviewing and revising the strategic plan.

Peoria Civic Center Balanced Scorecard FINANCIAL 2% real growth increase in facility net revenues from operations for the next 5 years, against a rolling 5 year average CUSTOMER/ COMMUNITY Increase attendance by 20% in 5 years PROCESSES Increased real proceeds from HRA taxes 2% per year for the next 5 years PEOPLE Attain a 3 – 5% improvement in employee satisfaction annually for the next 5 years.

Peoria Civic Center Our Strategic Plan: Be THE place to be. AccountabilityCommitment Open, Honest Communication Customer Satisfaction Enthusiasm Pride Professionalism Mutual Respect Teamwork Based on the facility study, develop and implement a capital improvement plan for the next 5 and 10 years. Develop an audience marketing focus and proactive outreach program to targeted entertainment providers in order to attract diverse, quality entertainment. Provide a balance of events, conventions, and entertainment while remaining fiscally responsible. Work in cooperation with the public, City Council, City management, and related bodies to insure reasonable funding sources. Make strategic planning an ongoing part of the Board process by annually reviewing and revising the strategic plan. 2% real growth increase in facility net revenues from operations for the next 5 years, against a rolling 5 year average Increase attendance by 20% in 5 years Increased real proceeds from HRA taxes 2% per year for the next 5 years Attain a 3 – 5% improvement in employee satisfaction annually for the next 5 years. Identify and implement investments in the facility that will make the PCC more desirable and enable us to market the facility for currently unused time and space, while providing a reasonable overall return. Aggressive joint marketing effort with the PCC and PACVB to generate business in non-peak times for increased HRA/Civic Center revenues. Develop and market a line of services based on the equipment from the video scoreboard. Generate and implement at least 3 new revenue generating opportunities from the public spaces. Identify diverse events we can book during the time frame we have open (primarily late spring through early fall.