Creating a Strategy

As each city center faces unique challenges, one of the first tasks of the City Center Manager is to identify the key players and actors in the city, often referred to as stakeholders. These individuals are likely to be aware of the most pressing issues in the city center. Through discussions with a wide cross-section of the community, it is possible to obtain a comprehensive view of the nature and extent of the issues facing the city. This can then lead to the development of a strategy and action plan, often in the form of a city center audit. An audit could include a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, identification of key issues and possible solutions, and a proposed action plan (based on short-, medium- and long-term objectives).

It is important that this audit serve as a collective agreement by the stakeholders as to the key issues and the way forward. This can be achieved by circulating a draft document and receiving comments back from as many individuals as possible. This is an important part of the process, since it creates a firm foundation for future partnerships. Without a consensus on the issues, the role of City Center Manager becomes more difficult, as divergent groups will make competing and conflicting demands on the City Center Manager.

Greater consensus can be achieved by asking stakeholders to prioritize a list of defined issues. It is important that the list balances the need for immediate short-term wins (to help to establish the credibility of the post), with the longer term issues which can threaten the overall vitality of a town or city.

The specific background and experience of the City Center Manager will also influence the proposed work programme. For example, if the City Center Manager has a background related to real estate or properties, there may be a stronger focus on property-related issues, relative to management or marketing objectives. The work programme will also be guided by work already being undertaken by other local authority departments and by identifying areas where gaps exist in the provision of services.

Once priorities are established, it is important that there is sufficient flexibility in the programme to take advantage of opportunities as they arise. For example, if one of the priorities is to improve transport infrastructure and money becomes available, this objective would then become an immediate priority.

Components of a City Center Management Programme

While the specific components of the Management Programme will vary according to each city's priorities, there are a number of components which are typically found in any strategy. They can be broadly described as follows:

• Consensus building/empowering organisations
• Management issues
• Development issues
• Developing a city identity

 

Articles under this City Center Management topic have been lifted from Chapter 10- City Center Management by Kimberly Paumier, from the book: Investigating Town Planning- Changing Perspectives and Agendas, edited by Clara Greed.