Downtown LeadershipManaging for Success

Linda K. McCarthyExecutive Director

Missoula Downtown Associationwww.missouladowntown.com

Downtowns are Unique!

Diverse Business MixOrganic in CompositionIndependently-OwnedGovernment CentersCultural Centers

Downtown Stakeholders are Varied

Business OwnersProperty OwnersGovernment RepresentativesNon-Profit Directors (EDA, CVB, Cultural)Consumers (residents & tourists)

Opinions Are Divergent

Urban vs. SuburbanBike/Pedestrian vs. VehicleRepublican vs. DemocratDevelopment vs. PreservationOther

Leadership

A process whereby an individual influences a group of individuals to achieve a common goalInvolves InfluenceOccurs in GroupsInvolves Common GoalsNot Necessarily a Trait

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

Management Produces Order & Consistency

Planning & BudgetingEstablish agendasSet timetablesAllocate resources

Organizing & StaffingProvide structureMake job placementsEstablish rules

& proceduresControlling &

Problem SolvingDevelop incentivesGenerate creative

solutionsTake corrective action

Downtown Leadership Must BeCollaborativeCommunicatedConsistent / Dependable OngoingPresent / Available / Accessible StrategicTransparent

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)

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

MDA’s Mission

Mission: to promote, support and enhance the vitality of Downtown Missoula for the betterment of the community.

AdvocacyMarketing & EventsMembershipMaster Plan

How MDA is OrganizedBoard of Directors

Executive Director

Marketing & Events Director

Program Director Bookkeeper

Administrative Assistant

Facilities Staff

How BID is Organized

Board of Directors

Director of Operations

Ambassadors Clean Team Maintenance

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

MDA Leadership

Puts “Community” before “Membership”Uses “We” instead of “I”Works in “Partnership” with othersThinks about the “big picture”

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

MDA Committee ExpectationsOutlined, spelled out and reviewedAttend meetingsTake responsibility for

portions of the programSellStaffVolunteer

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

MDA Board CompositionAccounting & FinanceComputing CommunicationsEconomic

DevelopmentEducationHealth CareHuman Resources

LegalLodging & HospitalityMarketing & MediaMunicipalityParking &

TransportationPlanning & EngineeringRetail & Restaurant

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

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.)

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

Always the ExpertHuman Resource ManagementNon-Profit ManagementPark Maintenance & LandscapingParking & TransportationPolitics & GovernmentTourism & Cultural HeritageOther

Good Leaders…

Lead by exampleKeep things on taskMotivate others to movementHold others accountableAre ALWAYS kind and respectfulTake care of their staff

Good Leaders…

Admit when they’re wrongApologize when appropriateListen often and wellWrite often and wellKeep things on taskAre open to change

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

Do You Have a Plan?

It’s the most important work you can do for your Downtown!

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

Downtown LeadershipManaging for Success

Linda K. McCarthyExecutive Director

Missoula Downtown Associationwww.missouladowntown.com

linda@missouladowntown.com