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Full Description
Unprecedented, broad coverage of downtown and community development topics from a practitioner's viewpoint!
Making Business Districts Work: Leadership and Management of Downtown, Main Street, Business District, and Community Development Organizations is the essential desk reference for downtown and community business district professionals and board members. It's also a complete survey of all the skills and information students will need as they emerge from school and begin work in this challenging profession. The book covers nearly all aspects of leading and managing downtown and community development organizations, from planning and implementing programs and policies, to evaluating successes and failures. Charts, tables, photographs, chapter analyses, and Web resources make this vital text even more essential.
An unprecedented diversity of perspectives makes this book unique, with contributions from the United States, Canada, and Portugal, and from small, medium, and large cities. Case studies provide a sharp focus on events that have something to teach every student and professional in the field. These include a look at how Lower Manhattan dealt with the crisis during and after September 11, 2001, how Los Angeles deals with an overwhelming homelessness crisis, and the 20-year planning and development of a major revitalization project in Kalamazoo, Michigan. In addition, Making Business Districts Work covers:
downtown/business district managementan essential state-of-the-art overview plus examinations of developing leadership roles, vision-driven organizations, and the leadership versus management debate
organizationstructures, governance, human resources, staffing structure, finance, and fundraising
operationsstrategic planning, diversity, and advocacy
marketing and communicatingwith downtown, shopping, and electronic applications
management of a downtown districtsafety and cleanliness, urban design, hospitality, transportation, parking, social atmosphere, and hiring consultants
development secrets for downtown districtseconomic and residential development, attracting the right retailers and a solid retail base, regional attractions, and political considerations
international perspectives from Canada and Portugal
a look at how the field has evolvedand where it is likely to go in the near future
Making Business Districts Work presents step-by-step instructions for performing a host of essential tasks in the business district revitalization field, but more than that, it clearly shows how America's most experienced and successful downtown executives handle these responsibilities. Whether you are involved in practice or academia in urban planning, public administration, social work, architecture, international studies, public policy, political science, or business administration, Making Business Districts Work provides tools, skills, and insights to help youor your studentssucceed.
Contents
About the Editors
Contributors
Introduction
PART I: THE FIELD OF DOWNTOWN AND BUSINESS DISTRICT MANAGEMENT
Chapter 1. The State of Business District Revitalization (Brad Segal)
Chapter 2. Leading the Downtown (Richard Bradley)
A Long History of Leadership
Continuous Demands for Leadership
Leadership As a Collective and Cooperative Undertaking
Leadership As Initiating and Managing Change
Chapter 3. The New Role of Downtown Leaders (Richard T. Reinhard)
Comparing Past and Present
Some Specific Causes of Change
Reality of Today
Spectrum of Changes
Conclusion
Chapter 4. The Vision-Driven Downtown Organization (David Feehan)
Creating a Shared Vision
The Vision Statement
Past Experience, Future Vision
PART II: ORGANIZING THE DOWNTOWN CORPORATION
Chapter 5. Complex Organizational Structures (James A. Cloar)
Background
Simple Structures
Evolving Responses
Expanded Missions
Complex Structure Models
Case Study: Downtown St. Louis
Points to Consider
Chapter 6. Boards and CommitteesGoverance (Kate Joncas)
Introduction
Conflicts of Interest
Achieving Consensus
Successful Relationships with Organizations
Too Many Issues, Too Little Time
The New Reality: Local Business Leadership Is No Longer Local
Chapter 7. Making the Most of Human Resources (Catherine Coleman)
Introduction
Who's the Boss?
Good Management Begins with Good Employees
Motivating Employees and Building the Team
Know the Law and Follow the Rules
A Bad Apple Can Spoil the Bunch
No Need to Reinvent the Wheel
Chapter 8. Financial ManagementKeeping the Numbers Straight (Michael Weiss)
Getting Started
Assessments and Revenue
Preparing a Budget
Revenue
Cash Flow
Expenses
Financial Records and Reports
Expense Monitoring
Internal Controls
Audits
Reporting to Your Board and Others
Staffing and Skills Required
Conclusion
Chapter 9. Staffing Structure and Compensation Management (Dong Soo Kim, David Feehan, and Sarah Rose)
Introduction
About the Survey
CEO Characteristics
Downtown Organizations
Compensation
Staffing
Funding
Conclusion
Chapter 10. Resource Raising As a Downtown Management and Revitalization Strategy (Tom Verploegen)
Quality, Quality, Quality
Defining Resource Raising
Three Resource-Raising Categories
Resource Raising General Examples
Resource Raising Specific Examples
The 5 Ws and H
How to Close the Deal
PART III: OPERATING IN A COMPLEX ENVIRONMENT
Chapter 11. Strategic PlanningCharting the Course (Sandra Goldstein)
Introduction
What Is Strategic Planning?
What Are the Benefits of Strategic Planning?
What Are the Steps in the Strategic Planning Process?
How Is a Work Plan Created Through the Strategic Planning Process?
Where Do You Start?
What Is the SWOT Analysis?
Outcomes
How Is the Work Plan Reinforced?
Conclusion
Appendix A: Stamford Downtown Special Services District
Chapter 12. Diversity: Incorporating and Benefiting from Differences (Barbara Askins)
Introduction
What Does Diversity Mean for Downtown Organizations?
Benefits of Inclusion
Tools and Strategies
Goals and Objectives
Actions of the Board of Dire
