Downtown Atlanta, a Neighborhood in

harmony with business

2

Acknowledgements

Community and Business Leaders

> Lisa Borders, President, Atlanta City Council

> JoAnn Haden-Miller, Director Cultural Tourism, ACVB

> Raymond King, Senior Vice President/Community and Government Affairs,

SunTrust

> Alicia Phillip, Executive Director, Community Foundation for Greater Atlanta, Inc.

> A. J. Robinson, President, Central Atlanta Progress

Sheraton Atlanta Hotel

ADNA Board of Directors and Task Force/Leadership Council> Erich Starrett, President > Maria Balais > Dorthey Hurst

> Patrick Busko, Vice President > Chris Ciovacco > Suzanna Chavez

> Jay Tribbey, Secretary > Jerry Fazzari > Stacey Springer

> Jennifer Henderson > Tony Stuart

> Cooper Holland > Jeff Swanagan

3

AcknowledgementsOver 145 Residential and Business Owners via the ADNA web survey

• Luckie Street Studios • 90 Fairlie

• The Healey • The Metropolitan

• 123 Luckie • Fairlie Poplar Lofts

• The Muses • Lofts at 82 Peachtree

• City Plaza • Kessler City Lofts

• Peachtree Towers • Sylvan Factory Lofts

• Gordon Lofts • Centennial Hill One

• Centennial Hill Two • The Landmark

• Freeman Ford Lofts • Crown Candy Lofts

• Mattress Factory Lofts • Pioneer Neon Lofts

• 236 Forsyth • 257 Trinity St

• 255 Trinity St • 253 Trinity St

• 251 Trinity St • University Lofts

• SoMar Lofts • Bona Allen Building

• 130 Luckie Street • The Walton

• University Lofts • Centennial Park West

• Brio Lofts • GSU Dorms

• Unnamed Apartment Communities • William Oliver

4

Objectives

To define, understand, and communicate the purpose of Atlanta’s

Downtown Neighborhood Association

5

Approach

Series of one-on-one interviews with ADNA OfficersAssembly of volunteers to form the Task Force (Leadership Council) Series of group sessions with the Board of Directors (Officers and Leadership Council)Conduct interviews with other neighborhood associations across the countryDevelop web-based surveys for ADNA residences and businessesOff-site session to conduct North Highland’s Strategy Articulation®:

> Vision> Mission> Values> Strategic Objectives> Critical Processes> Vital Measures

Conduct interviews with community and business leadersCompile resultsDevelop implementation plans

Results and FindingsSurveys and Interviews

Residents, Community and Business Leaders, and other Civic Associations

7

Community and Business Leaders Interview Summary1 Rate the importance of the following roles for a civic association in downtown Atlanta (1= not important; 5 = highly

important) 1a Social event organizer (only brings residents together) 3.8 1b Political Steward (watch dog, ensure elected officials are doing what's

necessary for the neighborhood) 4.4 1c Volunteers to supplement tasks (e.g. clean up, crime watch, etc.) 4.2 1d Marketers of the negihborhood (organizes events that bring together

others from outside downtown) 4 Overall Average 4.1 2 What do you think is the greatest challenge for downtown civic associations? Summation: The location and diversity of the downtown area combined with the general perception of high crime,

safety concerns, and overall focus on business life versus personal life. 3 What do you think is the association's greatest strength? Summation: Passion and ability to bring people together and rally for a cause. 4 Do you think a civic association should even exist for downtown Atlanta? Summation: Yes 5 Rate the areas in which you think an association can have the most impact 1= not effective; 5 = highly effective 5a Impact on quality of life issues 4.2 5b Impact on safety 4.4 5c Impact on the number of visitors 3 5d Impact on overall physical environment of the neighborhood 4.2 5e Impact on legislation and ordinances 4.2 5f Impact on economic development 3 Overall Average 3.8 6 Have you been aware that an association currently exists? If so, do you think it's currently effective? What would you

advise the association do to be more effective? Summation: Overall the ADNA is effective and maturing. Be inclusive, stay focused, be deliberate, be heard.

8

On-line Survey Results – ADNA Participation

145 Total respondents

35% are ADNA members

70% participate in ADNA functions

ADNA Events most respondents attended:

Downtown festival

Tour of Lofts

Downtown Dwellers Happy Hours

First Thursday’s Art Walk

70% are interested in working on future ADNA initiatives.

9

On-line Survey Results – Issues

Issues where over 80% of respondents think attention is needed:

Encouraging economic development that reflects the desires of residents (91%)

Holding officials accountable for issues that affect residents (87%)

Representing resident’s views and opinions to local/state government (80%)

Issues where over 50% of respondents think attention is needed:

Representing resident’s views and opinions to commercial entities/companies

(79%)

Attracting more residents to downtown (76%)

Enforcing zoning rules (73%)

Establish effective zoning rules (68%)

Issues where over 25% of respondents think attention is needed:

Diversifying the downtown population (41%)

10

On-line Survey Results – ADNA effectiveness ratings

Very effective (9.1%)

Effective (34.8%)

Somewhat effective (23.5%)

Not effective (4.5%)

Don’t know (28%)

11

On-line Survey Results – One piece of advice for ADNA

“Make yourself more visible.”

“Grow and become more organized.”

“Apply political pressure…”

“Poll its members more often.”

“Become very active with communications…”

What we heard

you say…

For detailed results including respondent’s comments, advice

and Quality of Life ratings:

http://www.surveymonkey.com/Report.asp?U=46433045183

12

Civic Associations

We also interviewed civic associations similar to the ADNA in:

> Baltimore

> Charlotte

> Chattanooga

> Denver

> Houston

These reports are available in hard copy for review at your request –

please see your local ADNA board member

The ADNA, Redefined

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ADNA Values

Community

Inclusion and Diversity

Leadership

Communication

Quality of Life

15

ADNA Vision

To be the most influential community voice in Atlanta

16

ADNA Mission

The ADNA is a community based organization building a vibrant

neighborhood in the heart of the city through leadership, advocacy,

social activities, communication, and education

17

Strategic Objectives by Office

Develop / enhance revenue generation to fund ADNA and community interest

projects

Develop and enhance

membership programs

Redesign and administer association

communications

Be the conduit to/from

government and non-government

entities

Develop and deliver more event variety

FinanceFinanceMembershipMembership CommunicationsCommunications Public PolicyPublic Policy Special EventsSpecial Events

18

Critical Processes

FinanceFinanceMembershipMembership CommunicationsCommunications Public PolicyPublic Policy Special EventsSpecial Events

• Partner with membership committee to conduct membership drives

• Partner with membership and communication committees to define and develop “value of membership”

• Create membership financial reporting processes/ schedule

• Increase membership

• Better recognize and acknowledge members

• Communicate definition of membership

• Develop official communication processes

• Develop and conduct surveys

• Create ADNA brand materials

• Revise email, web, newsletter

• Develop new marketing opportunities and partnerships

• Actively promote and support ADNA brand/image

• Act as member advocate on Community policing, NPU-U, Safety, and Zoning

• Activate “Court Watch”

• Solicit periodic input from the membership on issues of concern

• Participate in neighboring community /HOA meetings

• Develop cross-community events

• Host coffees with city officials

• Host annual service appreciation day

• Conduct out-reach programs

• Contact and partner with neighboring associations

Board of DirectorsNew Structure for Success

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President

Vice President

CommunicationsVice President

FinanceVice President

MembershipVice President

Public PolicyVice President

Special Events Secretary

• Web• Marketing• Newsletter• Public Relations• Member

Communications

• Budget• Donations• Treasurer• A/R – A/P• Sponsorship• Book Keeping• Member Dues• Association

Taxes

• Welcome Packages

• Voter Registration

• Business Membership

• Database Mgmt• Out Reach

Programs• Recruiting

• Safety• Zoning• Life Quality • Court Watch• License Review• Member

Advocacy

• Socials• Parade• Festival• Coffee Talk• Happy Hours• Holiday Party• Tour of Lofts

• Meeting Minutes

• Meeting coordination

• Agenda Development

• Member sign-in• Web

Communication Coordination

• Coordinate Success • ADNA Representation • Lead and Facilitate ADNA Meetings• Set and Monitor Strategic Development• Provide Leadership and Leadership Development

Board Functions

Leadership Council Leadership Council Leadership Council Leadership Council Leadership Council Leadership Council

Atlanta Downtown Residential and Business Owners

Strategy Articulation Results

22

ADNA Strategy Articulation: 2004 - 2006

VitalMeasures

CriticalProcesses

Drivers MissionThe ADNA is a community based

organization building a vibrant neighborhood in the heart of the city through leadership,

advocacy, social activities, communication, and education

StrategicObjectives

VisionTo be the most influential

community voice in Atlanta

Values• Community

• Inclusion and Diversity

• Leadership

• Communication

• Quality of Life

MarketDifferentiators

People• Visionaries• Share Resources• Advocates• Influential People

Voice• Independent• Our voice is heard/sought by elected

officials at all levels• Serve all interests within ADNA• Conduit to/from Elected Officials

Location• Pedestrian Oriented• Transportation Options (Hub)• Lifestyle• Destination (Intl, tourist, sports, etc.)• Government Proximity

Increased membershipand corporate sponsorship

• Partner with membership committee to conduct membership drives

• Partner with membership and communication committees to define and develop “value of membership”

• Create membership financial reporting processes/ schedule

Finance

Develop / enhance revenue generation to

fund ADNA and community interest

projects

Increased resident attendance at

neighborhood meetings

Membership satisfaction and survey responses

Increased community awareness and

participation in related events

Membership survey results and event

attendance

• Increase membership• Better recognize and

acknowledge members• Communicate definition of

membership

• Develop official communication processes

• Develop and conduct surveys• Create ADNA brand materials• Revise email, web, newsletter• Develop new marketing

opportunities and partnerships• Actively promote and support

ADNA brand/image

• Act as member advocate on Community policing, NPU-U, Safety, and Zoning

• Activate “Court Watch”• Solicit periodic input from the

membership on issues of concern

• Participate in neighboring community /HOA meetings

• Develop cross-community events• Host coffees with city officials• Host annual service appreciation

day• Conduct out-reach programs• Contact and partner with

neighboring associations

Membership

Develop and enhance membership programs

Communications

Redesign and administer association

communications

Public Policy

Be the conduit to/from government and non-government entities

Special Events

Develop and deliver more event variety

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Next Steps

Complete 2005 Board of Directors Election

Review details of strategic initiative with new board

Gain consensus on strategic direction

Develop specific initiatives/project plans for each strategic objective

Secure volunteers for each office (communication, membership, public

policy, etc.)

Initiate success!Initiate success!

24

“It’s your business. Expect more.”

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Telephone 404-233-1015 . Facsimile 404-233-4930

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David AguiarManagement ConsultantMobile: 404-808-0646Office: 404-233-1015eMail: DAguiar@NorthHighland.comwww.NorthHighland.com