Place management harnesses and captures the value and growth potential that unique places have. It is the role of the place manager to uphold the strategic plan, implementing a sustainable revenue stream, working within the confines of local and state legislation, establishing and maintaining various taxing and levy structures, and managing a diverse and inclusive staff. Place managers focus on consensus building and negotiating to effectively manage relationships and solve complex place-based problems.
Downtown Long Beach’s CRM Journey to Organizational Efficiency (CUBE84 / District 360)
Downtown Long Beach will share insights from their journey of digital transformation. From what to keep in mind when choosing a CRM, through their implementation experience, speakers will share key lessons learned and advice for others considering embarking on a digital transformation.
Rising to the Occasion: Operational Insights to Crisis Management (Block by Block)
Discussion on the pandemic, social unrest and natural disaster response.
Carol Coletta Master Talk
Carol Coletta leads the relaunch of Memphis River Parks Partnership, a nonprofit developing, managing and programming six miles of riverfront and five park districts. Previously, she led the two-year start-up of ArtPlace, a unique public-private collaboration to accelerate creative placemaking in communities across the U.S. and was President & CEO of CEOs for Cities for seven years.
311 to Salesforce Integration Project
The DowntownDC BID worked with its contractor, Cube84, to integrate the BID’s instance of Salesforce-based database to the District of Columbia’s 311, non-emergency hotline. The BID works to monitor elements of public space such as sidewalks, streetlights, and street signs to help ensure they stay in a state of good repair. The BID reports defects in public space to 311 (referred to as cases) and works directly with the city agencies to ensure repairs are made in a timely manner.
As our organization was not formed with residents in mind, we had to think strategically about how we could best encourage and engage our growing number of multi-family properties and tenants. We determined that to secure the long-term sustainability of the BID, we must work in partnership with our multi-family owners and inspire them contribute resources and perspective to the BID. We developed BallstonConnect Club, an all-inclusive, membership program now covering over 3,000 residents
Calgary BIAs Professional Development Fund
We set aside $30,000 of $80,000 that had accumulated in our accounts to provide grants up to $2,000 each year to the Executive Directors of smaller and newer BIAs in Calgary who do not have professional development funds in their budgets or to any Executive Directors who needed professional development funds.
Quality of Life Building Blocks Worksheet
The following table offers a side-by-side comparison of Santa Ana’s and Delray Beach’s downtown nightlife economies. By examining various quality of life building blocks and how they affect issues and solutions in these two emerging downtown nighttime economies, you will see how every district faces different challenges and devises different solutions. Using these examples as a guide, you can then use the questions provided to dissect your own emerging nighttime economy.
Making the Switch: Branding the Organization
In 2011, the Downtown Denver Partnership acknowledged the need for a cohesive brand for downtown Denver and embarked on a branding campaign that encouraged residents, visitors, and employees to enjoy all that downtown Denver had to offer. The downtown Denver brand was already beginning to surface organically as the city emerged from an economic downturn, and the Partnership embarked on creating a strategic marketing strategy to more intentionally encapsulate the place brand.
Assessing Inclusion in Downtown District Toolkit
Making your district a more inclusive place begins with opening the conversation up to the community and building a team of advocates who care about this work. These assessment tools provide a place for you to start and a way to measure progress regularly as you embark on this work. A thorough assessment of weaknesses and opportunities to enhance inclusion should consider three levels of inclusion: Personal, Organizational and Municipal.
Smart City Frontier
Cities across the world are becoming “smarter,” integrating technologies that communicate via the Internet of Things (IoT). What’s on the horizon? And, what is a district’s role in a burgeoning network of kiosks, cameras, trash compactors, scooters, automated vehicles and more?