Making Business Districts Work is a practical look at the methods and techniques used by some of the most experienced professionals in the urban revitalization field. Ideal for students as well as practitioners, this book describes why the field of business district revitalization is important, and how the actual work is done. Fascinating case studies and thoughtful organization, including charts, tables, photographs, chapter analyses, and Web resources make this vital desk reference even more essential.
Making Business Districts Work is a practical look at the methods and techniques used by some of the most experienced professionals in the urban revitalization field. Ideal for students as well as practitioners, this book describes why the field of business district revitalization is important, and how the actual work is done. Fascinating case studies and thoughtful organization, including charts, tables, photographs, chapter analyses, and Web resources make this vital desk reference even more essential.
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
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
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