Salina Downtown Vision Planning
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PURPOSE/GOALS
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A deep, often noble sense of purpose is perhaps the most salient characteristic
of metanoic organizations. Clearly, an organization's purpose of mission is the
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Figure 2. Alignment. While people (small arrows) in an
unaligned organization (A) are generally headed in the
direction ollhe organizalion. Ihey. are pulling in individual
directions. In the aligned organization (8). they all pull in
the same direction. giving the orgenizatlon momentum
toward i1s purpose.
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Inspired, high-performing organizations evolve organizational structures
appropriate to their vision. They recognize that vision, alignment, and personal
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Knowing that we can create what we truly want, each of us has the opportunity
to rediscover and reaffirm our own vision of organizational greatness. Rather
than burdensome prOblems to be solved, current organizational circumstances
can be viewed simply as indications of how far we have come in the creative
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process. We can use our vision and the new paradigm to accelerate this process.
Obstacles become vehicles for learning rather than enemies that destroy our
efforts.
We can support others in organizations from a new perspective. We can "teach
people how to build a new City Hall, not just cope with the old one." This
may involve engaging people in the process of creating a vision. It may require
working with many complementary visions and helping people discover the common
purpose that aligns them. We can support people to believe they can create
what they want, reach for what they truly value, and take personal responsibility
for both their vision and existing circumstances.
Understanding that a vision without a foundation is only a daydream, we must
ensure that the vision is grounded in clear action steps with measurable
outcomes. We need to work systemically and focus on results.
Within every organization lies the potential not only for success, but also
for greatness. As practitioners, our commitment to the highest in ourselves
and others remains the vital difference in nurturing this greatness into
reality. Guided by this vision, every technique becomes a vehicle for infusing
spirit, rather than simply a mechanism that succeeds on its own. More than
anything else, spirit enables people and organizations to produce results in
ways consistence with our most deeply held values.
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CHARACTERISTICS OF AN ORGANIZATION
CAPABLE OF INSPIRED PERFORMANCE
1. A deep sense of purpose, often expressed as a vision of what
the organization stands for or strives to create.
2. Alignment of individuals around this purpose.
3. An emphasis on both personal performance and an environment
that empowers the individual.
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4. Effective structures that take the systemic aspects of
organizations into account.
5. The capacity to integrate reason and intuition.
THE ALIGNMENT PROCESS
- People operate freely and fully as part of the larger whole.
- People see their organization's purpose as an extension of
their personal purposes.
- People identify with the organization.
- People consciously assume responsibility for its success.
- People naturally support each other: "We are a part of the same
whole."
Once people are aligned, it is easier for them to make and keep
the. agreements necessary to achieve their purpose.
PEOPLE CAPABLE OF INSPIRED PERFORMANCE . . .
- Recognize that in some deep way they ~ the organization.
- Know they are responsible for the quality of the organization.
- Believe they can collectively create what they want and shape
their destiny.
- Possess a deep, often noble, sense of purpose.
- Have a clear sense of personal and organizational purpose which
provides a deeper reason for existence and action.
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SALINA DOWNTOWN
SALINA, KANSAS
Visualization Scenario
It is January, 1992. You and other members of
Salina Downtown are having a very special dinner
celebration at your favorite location.
As a group you have been talking about the great
progress that has been made to create a more inviting
and profitable community.
The various projects and their results have been the
focus of feature stories in the newspapers and a major
national journal.
An out-of-town friend enters the
over to your table to say hello.
you are celebrating. Someone at
just three years ago you created
downtown revitalization program.
restaurant and comes
Your friend asks why
the table notes that
a vision for your
Your friend is quite impressed with the high level of
energy and sense of satisfaction being expressed around
the table. You invite your friend to join you.
Your friend mentions that he/she is also committed to
making his/her community a more prosperous and
attractive one.
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Your friend asks:
1. Describe to me, in seven to ten adjectives, the way it was
in January, 1989.
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2. Today--January, 1992--what are seven to ten adjectives
that best capture your sense of accomplishment?
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Using some of those adjectives, tell me what it looks like
and what it feels like now.
- It looks like . as demonstrated by . . .
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- It feels like . . . as demonstrated by . . .
(a)
(b)
(c)
(d)
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3.
What were the major factors that contributed to your results
in the past three years?
Of these factors, which two or three had the greatest
impact? Explain.
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4.
It sounds as though your downtown revitalization program
went through some major changes. What were the specific
changes you successfully addressed?
How did you manage to handle the changes so well--especially
in minimizing the resistance that could have been present?
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6.
5.
You no doubt encountered some unexpected situations or
obstacles that could have been real setbacks in accomplish-
ing your vision.
- What.were the major ones?
(a)
(b)
(c)
- For each obstacle identified, describe the specific
strategies you used to resolve the situation. (What?
Who? How? When?)
(a)
(b)
(c)
Using the stakeholder mapping exercise that follows,
describe to me those groups that had a stake in Salina
Downtown.
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STAKEHOLDER MAPPING
Every organization is subject to the influence of groups and
individuals. They may be a part of the organization or they may
affect the organization from the ouside. These groups and
individuals are calledstakeholders--because they have a stake
in how the organization operates and in what direction it is
heading.
They can be very active and have direct, influence on the way an
organization operates (e.g. as members of'the board, committees,
or staff; or as supporters, contributors, advocates). They may
have significant influence even though they are not directly
involved with the day-to-day affairs of the organization (e.g. as
suppliers of goods and materials; creditors and lending organiza-
tions; trade and professional associations; special interest
groups; government agencies).
Some stakeholders influence the direction of the organization
because they are competitors, members of opposition groups, or
because they withhold their support so it is difficult for the
organization to operate.
Stakeholder mapping is a method to assess the possible impact of
all stakeholders on the organization. It broadens the view of
the organization because it requires participants to ,examine the
total constellation of those who have a stake in the organization
(those who support, oppose; or actively or passively withhold
support).
THE PROCESS
What follows is a set of steps designed to facilitate a full and
systematic consideration of stakeholders and their potential
impact on the organization.
Step 1: Brainstorm stakeholders--all the possibl~ stakeholders
that have the potential to impact, positively or nega-
tively, the organization.
Step 2:. Assess the attitude you perceive each stakeholder having
regarding your organization. Use the following scale:
++ Strongly favor
+ Favor
0 'Neutral
Oppose
Strongly oppose
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Step 3: Identify their power--ability to influence or impact
your organization.
++ Very powerful
+ Powerful
o Not powerful
Step 4: Stakeholders increase their influence by forming
coalitions.
As a guide for examlnlng the possible coalitions, list
(a) who influences them?; and (b) whom do they
influence?
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8.
7.
What were the specific benefits for the following groups to
participate in your downtown revitalization program?
- The business community
- The citizens
- The city government
- Community service organizations
Of the benefits listed, which had the greatest impact for
gaining support (dollars, volunteers, downtown changes} for
your downtown revitalization program?
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Salina Downtown, Inc./Business Improvement District No.1
January 11 Retreat Survey Results
-Summary-
OVERVIEW
The multiple choice section of the survey was divided into four
sections to correspond to the Main Street Four Point Approach:
Organization, Design, Economic Restructuring, Promotion. Questions
were chosen to represent actual recent or ongoing programs as well as
a few projects under consideration.
ORGANIZATIONAL ISSUES
1. The largest single response here was that it was "somewhat
important" (37.9%) to have meetings with an informational program like
the "Downtown Connection" held earlier this year. An additional 34.8%
thought it was "important" and 4.5% saw it as "very important".
2. Highest response for the question of publishing a newsletter was
split equally: 31.9% "important" and 31.9% "somewhat important".
Another 14.5% marked "very important" in contrast to 18.8% "not
important" and 2.9% "not useful".
3. The three questions concerning input to the Board on matters
dealing with traff"ic, maintenance and policy/budget all had highest
response for "important" (ranging from 38.6% to 40.0%). "Very
important" followed (ranging from 255.7% to 34.3%). Matters of policy
and budget were generally weighted towards the more important than
traffic or malntenance.
4. How. important reducing the pigeon population is seemed to depend
on one's particular experience, judging from numerous unsolicited
written comments. Even though the highest response was "very
important" (34.8%), the second highest was "somewhat important"
(27.5%). This is not to overlook those 20.3% who felt controlling
pigeons is "important" but the spread here does seem to indicate
significant groups with differing opinions. Those who saw the issue
as "not important" (10.1%) and "not useful" (7.3%) are also a larger
group than found on all but a few other questions.
DESIGN ISSUES
1. The first two questions were very similar both in meaning and
response. While respondents saw appearance of the area to workers and
the public "very important" (46.5%), a smaller group saw the
correlation of appearance to property value "very important" (36.8%).
One might note the property value-appearance link was judged by 4.4%
to be "not useful" while only 1.1% responded appearance was "not
useful" to workers and the general public.
2. One issue of great interest for 1989 is the recommendation of a
special sign ordinance for the Business Improvement District.
Responses here were highest for "somewhat important" (32.8%) and
continued towards the more negative "not important" (22.4%) and "not
useful" (14.9%). The positive view: "important" (19.1%) aftd
- page 1 -
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Salina Downtown, Inc./Business Improvement District No.1
January 11 Retreat Survey Results
-Summary-
"very important" (10.5%).
3. Although the low-interest loan program for facade renovation has
not been particularly well used the last two years, 34.3% consider it
"important", 31.4% "somewhat important" and 22.8% "very important".
4. The importance of design or technical assistance did not seem to
be great, yet perhaps the responses indicate more than indifference.
One-third (33.3%) said it was "somewhat important" while 30.4% marked
"important" and 15.9% "very important". Response for "not important"
(13.1%) is higher than average for most questions, but "not useful" is
even more noticeable at 7.3%. Two possible questions may be
considered among others: "Do respondents understand what is meant by
'design/technical assistance'?" and "Is this an expression of the
American independent spirit?"
ECONOMIC RESTRUCTURING ISSUES
1. Both questions on recruiting had the largest response for "very
important". However, recruiting from outside Salina was more strongly
favored (71.8%) than from Salina itself (56.3%). Likewise, while
recruiting from outslde Salina was "important" to 27.6%, 25.4% felt
recruiting from within Salina was "important". The categories of
descending importance follow suit, with two significant totals: 4.2%
consider recruiting from Salina "not important" and another 2.8%
consider it "not useful" This does seem to be supported by public
comments that recruiting new business for Downtown from the city at
large is not helpful.
2. Even more unity was expressed on the idea of a program to retain
businesses already in the district. Only 4.2% "somewhat important",
18.0% "important" and a decisive 77.8% "very important", the second
highest response on the survey.
3. While the availability of venture capital to attract major
businesses was strongly supported at 38.0% "very important", 26.2%
"important", and 22.5% "somewhat important", there was a fairly
significant negative factor. 8.5% said it was "not important" and
2.6% "not useful". Written notes indicated some objected to helping
only selected businesses or to the capital being available for retail
projects.
4. The importance of projecting a positive image of Downtown to the
community and the area drew the single highest response of the survey.
80.0% found this to be "very important" followed by 14.1% "important",
4.2% ".somewhat important" and 1.4% "not important". Exactly why this
question scored so much higher than the design question about physical
appearance of buildings to the public is probably best left to the
behavioral sociologists.
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Salina Downtown, Inc./Business Improvement District No.1
January 11 Retreat Survey Results
-Summary-
PROMOTIONAL ISSUES
While this area accounts for much staff time and it is clear there is
a strong group very interested in its programs, a significant 10.6% of
survey respondents omitted this section.
1. The idea of coordinating retail promotions among district
businesses was important: 35.3% "very important", 32.3% "important",
30.9% "somewhat important".. One person (1.5%) found it "not useful".
2. Although 4 to 5 promotions a year was "very important" to 41.9%,
the three categories for more promotions received 35.5% of the total
responses: 21.% wanted 6 to 7 promotions a year, 4.8% wanted 8 to 9,
and 9.7% wanted 10 or more promotions a year.
3. This "larger picture" question revealed clear-cut opinions when it
comes to cooperating in city-wide retail promotion: 46.3%
"important", 32.8% "very important", 20.9% "somewhat important". "Not
important" and "not useful" did not score.
4. While it seems important to participate in city-wide promotions,
the number of promotions is another matter: 2/year at 35.6% received
the highest score. 3/year (27.1%), 4/year (18.6%), and 1/year (10.2%)
followed. 8.5% wanted 5/year.
5. Promotions that did the most for Downtown this year:
Great American Race 54 Christmas Lighting 35 Ethnic Festival 14
Sidewalk Sale 49 Santaland 28 Back to School 13
Crazy Days Promo 47 Halloween Act i v . 17 Mother's Day 3
Farmers Market 44 Holiday Parade 17 D.T. Rodeo Party 2
6. This question about the gift certificate program revealed great
diversity' of opinion. The largest response was 28.6% "somewhat
important" followed by 25.8% "important" and 17.1% "very important".
The negative side is expressed with 11.4% "not important" and the
highest "not useful" response for the entire survey of 17.1%.
Clearly, there is a significant part of the group that feels this
program does not necessarily serve its needs, and perhaps is
counter-productive.
7. Doubt has been expressed from time to time as to the value of
supporting arts related programs, and the possibility of gaining in
retail sales from this support. While ranking the importance of
linking the arts to commercial promotion may not answer the question,
there seems to be a vote of support for a continuing relationship:
Linking Arts
Plaza Activities
very important
important
somewhat important
not important
not useful
16.7%
40.0%
28.8%
10.6%
3.0%
27.7%
40.9%
26.1%
3.1%
3.1%
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Salina Downtown, Inc./Business Improvement District No.1
January 11 Retreat Survey Results
-Summary-
DEMOGRAPHIC DATA
1. Business: 31.4% retail 30.0% professional
12.9% non-profit 10% other. Corresponds fairly
composition as a whole: 1/3 retail & service, 1/3
other.
12.9% service
well to District
professional, 1/3
2. Age: Largest concentration was mid-range: 34.8% 44-55 years.
36.2% were younger than this group, 29% were older.
3. Gender: 42.5% did not answer this question.
15.0% who did were Female, 42.5% who did were Male.
4. Position: Surveys were sent to heads of businesses. Those who
answered were: 60.6% owners, 23.9% upper management, 5.6% lower
management, 4.3% supervisors, 2.8% employees, 2.8% volunteers.
NOTES
325 to 350 surveys were mailed on Friday, December 23, 1988. Of
these, none were returned because they were mailed bulk rate, thus the
number that actually reached addressees is unknown. 73 surveys were
returned, for a response rate of between 20 and 24%.
Those participating in the planning retreat were tabulated and showed
significant differences in response:
1. Higher return rate of 40%.
2. Organizational issues in general tended to be far more
important, particularly meetings, newsletter, & budget.
3. Pigeon control scored far higher in "important" & "somewhat".
4. Most design issues were more important, with a generally
more positive attitude about the sign ordinance.
5. They placed less importance on,recruiting in Salina as
well as the venture capital program, but more on recruiting
outside Salina, business retention and image.
6. Promotions seemed to receive more conservative support
except for stronger votes on city-wide promotion.
7. Their numbers represent an age range balanced on and around
the 44-53 group. fewer responded to the gender question,
and more were owners or upper management.
The short answer section of the survey is difficult to summarize for
general purposes, but contains much of interest to those concerned
with specific areas. Returned surveys may be viewed at the Salina
Downtown, Inc. office, 106 West Walnut.
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SURVEY FOR BOARD RETREAT
Salina Downtown, Inc. and Business Improvement District No.1
January, 1969
January II, the Board of Advisors for Salina Downtown, Inc./ Business Improvement
District No. 1 will meet to plan for 1969 and to determine which issues should receive
commitment of resources. Please help us prepare by filling out this questionnaire and
returning no later than Friday, January 6. Use enclosed envelope or bring to the SDI
office at 106 West Walnut.
- Part One -
Short Answers
1. What is it that you like about the community of Salina?
2. What is it that you like about Salina's Downtown?
3. What will be the critical issues facing Sal ina over the next 1 to 3 years?
4. What will be the critical issues facing Salina over the next 5 to 10 years?
5. What will be the critical issues facing Downtown over the next 1 to 3 years?
6. What will be the critical issues facing Downtown over the next 5 to 10 years?
7. What do you consider the role and responsibility of the Board for Salina Downtown,
Inc./Business Improvement District No.1 to be?
6. What do you consider the role and responsibility of the Coordinator for SDI/BID to be?
9. What do you consider the role and responsibility of volunteers for SDI/BID to be?
10. If I could change one thing for the better Downtown, I would...
11. Other comments:
- PART TWO -
Ranking in Importance
Circle choice closest to priority for you/those you represent
Organizational Issues
1. (A.) Regular organization meetings with programs of interest (like Downtown Connection):
2. (B.) Publication of newsletter for the District:
3. (C.) Input to Board on traffic issues ( ie: parking, one-way streets, etc.):
4. (D.) Input to Board on maintenance issues (ie:plazas, restrooms, alleys, plantings,
etc.):
5. (E.) Input to Board on budgetary/policy matters:
6. (F.) Project to reduce pigeon population in the district:
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SURVEY FOR BOARD RETREAT
Salina Downtown, Inc. and Business Improvement District No.1
January, 1969
Design Issues
1. (A.) Physical appearance of buildings and the area to public and workers:
2. (B.) Physical appearance of buildings and the area to property values:
3. (C.) An ordinance regulating business building signage in the District:
4. (D.) Low-interest loan program for facade renovation:
5. (E.) Design or technical assistance in planning exterior building renovation:
Economic Restructuring Issues
1. (A.) Efforts to recruit businesses from Salina:
2. (B.) Efforts to recruit businesses from outside Salina:
3. (C.) Program to deal with retaining businesses already in "the District:
4. (D.) Venture capital or other financial incentives to lure major businesses:
5. (E.) Projecting a positive image of Downtown to the community and area:
Promotion Issues
1. (A.) Coordinate retail promotions among District businesses:
2. (B.) How many per year?:
3. (C.) Cooperate in city-wide promotions:
4. (D.) How many per year?:
5. (E.) Circle six (6) events you feel did the most good for Downtown as a whole the past
year:
Crazy Days Promotion
Mother's Day Drawing
Great American Race
Farmers Market
Sidewalk Sale Promotion
Back to School Promotion
Ethnic Festival
Halloween Activities
Downtown Rodeo Party
Hol iday Parade
Christmas Lighting
SantaLand
6. (F.) Gift Certificate Program:
7. (G.) Linking Arts/Community service activities with commercial activities:
6. (H.) Organized activities in plaza areas.
Please let us know a little about those who respond to this survey:
Business type: Non-profit Professional Retail Service Wholesale Other
Age: under 23 24-33 34-43 44-53 54-63 64-73 74 or older Gender: F M
Position: owner upper management lower management supervisor employee volunteer
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9.
When you describe your community's vision, what core values,
qualities, characteristics come to mind? (What do you want
to preserve, protect, enhance?) Be specific.
Core values: (an attitude of being). Attitudes, beliefs
we hold, a way of being, behaving. E.g.--family oriented,
"can-do" attitude, "bigger and better."
Qualities/characteristics: (how you reflect, act out your
values). E.g.--unique aspects, how things are accomplished,
what gives the community its pride.
Preserve, protect: E.g.--heritage, landscape, history.
architecture.
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10. What is the Vision you created three years ago? (Use your
list of adjectives ["looks like" and "feels like"], factors
contributing to success, values, other characteristics and
qualities it contains.) Write a one-page draft vision
statement that describes what your downtown revitalization
program has been like these past three years.
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11. Identify your key results areas. (Because these have been
accomplished, other things happened, too.)
(a)
(b)
(c)
(d)
(e)
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12. Describe the V1S1on that is now in place (second draft).
Capture a motto or compelling image of your community.
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In the first 90 days, what organization structure and
process was utilized to ensure the momentum was maintained?
(Use the following 90-day action plan.)
Next, using the IS-month action plan worksheet that follows,
develop a set of objectives and methods (strategies)
describing in detail how you accomplished your key results
areas.
In which areas did your personal involvement make a
considerable difference in creating such a successful
community revitalization program? What was unique about
your contribution? Be specific.
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