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.

Table of 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 Committees—Goverance (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 Management—Keeping 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 Planning—Charting 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