Since I first started this blog website (in 2019) highlighting our adorable Eureka Springs, I committed to myself to remain in alignment with delivering "good news" and staying within the five core values that I established right out of the gate:
Cultivating Community
Making Memories
Curating Culture
Spreading Joy and Love
Living Well
Focusing on good news, rather than dwelling, yelling, shelling and quelling, can have a transformative impact and I'd like to think that this blog has had an impact in some way. Thank you all for reading and following along.
*This post celebrates the core value - Cultivating Community. I've decided to take a leap into the colorful, ongoing discussions related to our CAPC. I hope this post has an impact in some way as well. Thank you.
Note: CAPC = City Advertising and Promotion Commission.
As it is all over America, Eurekans, too, shoulder the burden of taxes, and despite significant investments in out-of-state ad agencies, tourism has dwindled (for a number of different reasons) and local stores have been closing (for a number of different reasons.)
Closures and dwindling numbers cannot be solely tied back to only one source - the CAPC. There is a lot that goes into a vibrant little town like ours and the CAPC is simply one part of the sum.
While it is true that there is a lack of verifiable data that shows increased revenue from these ad expenditures, I must draw attention to the fact that there is a massive need for a more strategic (hands-on) approach coupled with a healthy dose of accountability.
"Eureka Springs needs to embrace the importance of careful consideration and discernment to avoid unintended negative consequences."
OK sure, there are fifty ways to leave your lover, but why not just sit down and make a new plan, Stan?
Petitions, initiatives, improvements, laws, policies, standards, procedures, budgets - these are all simply "parts." What Eureka Springs needs is a broader, well-defined strategic action plan to which these parts may effectively belong. Simply taking action with a clean slate mindset is throwing baby out with the bathwater but an action plan for sustaining and enhancing our community's prosperity, presents an opportunity for positive change and growth with a forward-thinking approach. According to HBR, leaders fail to execute strategy because they’re too internally focused. (Read this. It is insightful.)
Let's consider this:
An Action Plan for Sustaining and Enhancing Our Community's Prosperity
Objective: Develop a balanced approach to tourism and local business support to sustain economic growth without overburdening residents.
Targeted Marketing Campaigns: Continue funding strategic marketing efforts (e.g., Madden, Expedia) to attract tourists while exploring cost-effective digital marketing channels.
Local Business Support: Create programs to support local businesses, such as grant opportunities, training workshops, and promotional partnerships.
Diversified Revenue Streams: Explore alternative revenue sources such as stronger partnerships with regional attractions, ad agencies, event hosting, and grant applications.
Objective: Evaluate and implement a fair tax system that supports both tourism and city maintenance without disproportionately impacting residents.
Conduct Feasibility Studies: Commission studies to assess the impact of proposed tax changes on both tourism and local residents.
Community Input and Referendums: Engage the community in discussions (effective, respectful discussions) and votes to ensure any new tax proposals have broad support.
Incremental Adjustments: Consider phased or incremental tax adjustments to minimize sudden financial impacts on residents.
Objective: Enhance the efficiency and transparency of the CAPC to build trust and ensure effective use of funds.
Increase Transparency: Implement regular public meetings (effective, respectful meetings) and detailed financial reporting to keep the community informed about CAPC activities and expenditures.
Engage the Community: Establish a community advisory board (an effective, respectful board) to gather input and ideas from residents and business owners.
Accountability Measures: Set clear performance metrics and goals for CAPC-funded initiatives and regularly evaluate progress. This one is most important. I struggle to understand how the CAPC is held accountable.
Objective: Develop a robust financial plan to ensure sustainable funding for tourism and city services. Audit for accountability.
Reserve Funds: Establish and maintain reserve funds for emergency and unforeseen expenses.
Regular Audits: Conduct regular financial audits to ensure funds are used efficiently and effectively.
Strategic Partnerships: Form partnerships with regional and state tourism boards to leverage additional funding and resources.
Objective: Foster a sense of ownership and pride among residents and businesses in promoting and supporting the town.
Volunteer Programs: Encourage volunteerism for events and initiatives, strengthening community bonds.
Public-Private Partnerships: Engage local businesses in sponsorship and collaborative efforts to enhance community events and infrastructure.
Community Events: Organize regular community events to boost local morale and attract visitors.
Many of us (myself included) think we have all the answers. I'm calling out the fact that I just outlined five objectives to consider a path forward.
It's no secret that we all have opinions, ideas, thoughts, comments, likes and shares. It's important for every CAPC plan to include the voices our townspeople. Tax-payers deserve to be heard.
But who?
Businesses ebb and flow. Business leaders know this. A board of leaders, like our CAPC, also ebbs and flows. It's how life moves.
The big questions that I continually ask myself is:
(1) who is pragmatically coming up with "an effective plan forward" when the CAPC is ebbing?
(2) who is holding the CAPC leaders accountable to the work when results are ebbing?
Accountability is essential in business. It is rare because it requires adults to accept responsibility, which can lead to blame, criticism, or even job loss if things go wildly wrong.
All too often (and I see this often in my day job) leaders fear the personal and professional consequences of admitting mistakes or failures.
My friends. It happens. Things happen. Mistakes happen.
I truly believe that accountability has become ridiculously rare. Take our beloved Humpty Dumpty who became quite ill with a serious case of termites. Instead of lifting this sick egghead off the wall and hauling him away, someone decided to ceremoniously carve him up piece-by-piece and spread him across the wall with complete disregard to how this death impacted passersby (especially the little Eurekans.) My heart sunk when I saw this happening. I couldn't help but feel for the kiddos witnessing it.
Who was held accountable for this mistake that happened?
Organizations (like our CAPC) need to restructure and foster an environment where transparency, support, and constructive feedback are the norm and are highly valued. CAPC leaders should be trained in the importance of accountability and encouraged to practice it consistently. By first addressing the systemic and cultural barriers to accountability, the CAPC can create a foundation where responsibility is embraced rather than avoided.
By taking some strategic, proactive steps, our Eureka Springs can ensure long-term prosperity and vibrancy. An effective CAPC plan is needed to emphasize accountability, foster community engagement, and sustain growth, creating a win-win scenario for residents, businesses, and visitors.
As a human resources business partner by day, it is my job to guide business leaders to reconsider jumping rapidly to termination actions when they can also set-up a plan and guide the situation toward a different, more effective approach, with a little more effort.
"Twenty years from now, many of those who are pushing for the dissolution of the CAPC today will no longer be around - and many more of us will still be here..." -Ethan Avanzino, owner Wanderoo Lodge and Gravel Bar, Eureka Springs, AR.
*IMO
In My Opinion - when it comes to this situation specifically, don't purge completely and start from scratch. That's dissolving not evolving. Instead, identify the right leadership for our CAPC and set-up effective processes and procedures to hold them accountable to the established (agreed upon) plan with clear, measurable performance metrics, and the entire town is then set-up well to forge ahead and build a brighter future. Together!
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