Downtown Leadership Managing for Success
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Transcript of Downtown Leadership Managing for Success
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Downtown LeadershipManaging for Success
Linda K. McCarthyExecutive Director
Missoula Downtown Associationwww.missouladowntown.com
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Downtowns are Unique!
Diverse Business MixOrganic in CompositionIndependently-OwnedGovernment CentersCultural Centers
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Downtown Stakeholders are Varied
Business OwnersProperty OwnersGovernment RepresentativesNon-Profit Directors (EDA, CVB, Cultural)Consumers (residents & tourists)
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Opinions Are Divergent
Urban vs. SuburbanBike/Pedestrian vs. VehicleRepublican vs. DemocratDevelopment vs. PreservationOther
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Leadership
A process whereby an individual influences a group of individuals to achieve a common goalInvolves InfluenceOccurs in GroupsInvolves Common GoalsNot Necessarily a Trait
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Leadership Produces Change & Movement
Establish DirectionCreate a VisionClarify Big PictureSet Strategies
Align PeopleCommunication GoalsSeek Commitment
Build Teams & Coalitions
Motivate & Inspire Inspire & EnergizeEmpower SubordinatesSatisfy Unmet Needs
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Management Produces Order & Consistency
Planning & BudgetingEstablish agendasSet timetablesAllocate resources
Organizing & StaffingProvide structureMake job placementsEstablish rules
& proceduresControlling &
Problem SolvingDevelop incentivesGenerate creative
solutionsTake corrective action
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Downtown Leadership Must BeCollaborativeCommunicatedConsistent / Dependable OngoingPresent / Available / Accessible StrategicTransparent
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Missoula’s Downtown Leadership
Missoula Parking Commission (1971)Missoula Downtown Association (1975)Mountain Line Transit District (1976)Missoula Redevelopment Agency (1978)Downtown Business Improvement (2005)
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Missoula Downtown Association
2000175 Members$100,000 OperationsOne FTE25 Events/Year$20,000 Gift Cards
2010450 Members$600,000 OperationsFive FTEs75 Events/Year$150,000 Gift Cards
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MDA’s Mission
Mission: to promote, support and enhance the vitality of Downtown Missoula for the betterment of the community.
AdvocacyMarketing & EventsMembershipMaster Plan
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How MDA is OrganizedBoard of Directors
Executive Director
Marketing & Events Director
Program Director Bookkeeper
Administrative Assistant
Facilities Staff
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How BID is Organized
Board of Directors
Director of Operations
Ambassadors Clean Team Maintenance
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MDA’s Greatest Accomplishments1986: Created Out to Lunch Summer Series1997: Built the Permanent Pavilion in Caras Park2001: Created Downtown ToNight Summer Series2005: Created Downtown BID2006: Co-located with BID in 1st Floor Space2008: Created the Downtown Master Plan2010: Paid off debt on Caras Park Pavilion2010: Created Missoula Downtown Foundation
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MDA Leadership
Puts “Community” before “Membership”Uses “We” instead of “I”Works in “Partnership” with othersThinks about the “big picture”
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MDA Board Expectations
Outlined, spelled out and reviewedAttend meetingsTake responsibility for portions of the programSell: membership, sponsorship and DowntownBuy: sponsorship, tickets, tables, etc.Write: 1-12 articles per yearPlan to be an officer in the future
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MDA Committee ExpectationsOutlined, spelled out and reviewedAttend meetingsTake responsibility for
portions of the programSellStaffVolunteer
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Board Composition
Seek expertise in the areas you and your organization have needs in.
Seek diversity in your representation so all sectors of your membership feel represented and connected.
Strive for a mix of visionaries and worker bees
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MDA Board CompositionAccounting & FinanceComputing CommunicationsEconomic
DevelopmentEducationHealth CareHuman Resources
LegalLodging & HospitalityMarketing & MediaMunicipalityParking &
TransportationPlanning & EngineeringRetail & Restaurant
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Quality Staff & Board Relations
Must be balancedMust have trustMust be collaborative and openMust always have the “good of the whole” as the
priority (self agendas checked at the door)Each must know the expectations of the otherMust work towards consensus
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Acquiring Knowledge
There is no real bona fide training for Downtown professionals, so we have to seek out as much knowledge and information as possible: IDA, National Main Street, IAEDAPeer Community RelationsReading (management & motivation, land use
and planning, economic development, marketing, development, homelessness, etc.)
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Always the ExpertWe are expected to be experts…or at least know
the experts…in so many areas: Branding & MarketingBusiness & FinanceConstructionDevelopment & RedevelopmentEvent Planning & ProductionHousing & Employment
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Always the ExpertHuman Resource ManagementNon-Profit ManagementPark Maintenance & LandscapingParking & TransportationPolitics & GovernmentTourism & Cultural HeritageOther
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Good Leaders…
Lead by exampleKeep things on taskMotivate others to movementHold others accountableAre ALWAYS kind and respectfulTake care of their staff
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Good Leaders…
Admit when they’re wrongApologize when appropriateListen often and wellWrite often and wellKeep things on taskAre open to change
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Good Downtown Leaders…
Recognize and understand their role as public servants
Develop and maintain relationships with as many stakeholders as possible
Know when to say when, especially with that always discontented business owner
Have a plan
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Do You Have a Plan?
It’s the most important work you can do for your Downtown!
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A Plan for Your Downtown Can…Drive your work plan and budgetAcquire buy-in from stakeholdersKeep the public and private sectors
informed and on the same pageOffer predictability for current investors
and future investorsHelp with acquisition of funding and supportSet expectations
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Downtown LeadershipManaging for Success
Linda K. McCarthyExecutive Director
Missoula Downtown Associationwww.missouladowntown.com