Making Business Districts Work: Leadership and Management of Downtown, Main Street, Business District, and Community Development Org

* 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