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To register for this module, or to check enrollment availability, please click here or scroll to the bottom of the page.
| 202:09C: Retail/Commercial Cooperative Management & Asset-Based Comprehensive Community Development |
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Based on the New Jersey Managed Districts Association (NJMDA) Business Districts Management Professional Certification Project
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| This on-line learning experience is an opportunity for students to identify and understand the difference and similarities between the key public and private capabilities involved in the implementation and governance of managed business districts. In creating a “third door” to public management two key capabilities underscore the managed district public-private partnership: Retail/ Commercial Cooperative Management employed most notably by suburban malls, and Asset-based Community Development, which goes beyond project-oriented activity to managing the assets and value of the district’s quality of life, and Destination Marketing, which redefines the revitalization of place. These capabilities fuse private and public sector skills and processes necessary to manage revitalization. This module will prepare practioners of managed business districts to rise to the challenges and meet the demands looming ahead for public-private partnership development, and dispel the myth that malls and big boxes are the demise of traditional downtowns. | | Instructors: |
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Dr. Seth Grossman
E-mail: cpsgrossman@aol.com
Work phone: 973-493-4251 ext.
| | Overview of the Course: |
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Building on Module One: The Profession of Business District Management, Module Two puts into practice Retail Commercial Cooperative Management & Asset-Based Community Development, and Destination Marketing as the key implementation domains of the public-private partnership that managed business districts represent. Highly overlooked and often inappropriately maligned as business development entities, suburban malls as retail/commercial cooperatives are the precise equivalent to managed business districts. The difference is that the former is “a mall with walls”, and the later “a mall without walls” requiring managed business districts to be a partnership between the public and private sectors of the community. Unlike suburban malls, managed districts do not have lease agreements that determine cooperative arrangements, therefore, a managed district relies on public authority, legitimacy, and processes to determine and sustain agreements, and maintain the financial commitments necessary to support agreements as the organization’s services and programs. Managed districts exist within complex and comprehensive communities with varieties of mixed uses, opinions, and often contradictory needs. Using asset-based forms of community development, managers of MBDs must interact with a variety of professionals, skilled contractors, public officials, and citizens who take a building rather than fixing approach..
This module explores how the MBD manager use an asset-based rather than needs-based approach to determining the direction, network, and services it will provide to develop the community. Quality of life is a result of services managed to enhance community assets. These assets must be identified first, developed and then managed with commitment over time.
Students interview mall managers and chamber of commerce executives to contextually tackle questions of public-private sector merge applying theories of commercial cooperation, asset-based community building, and destination marketing, defines the “place” in place management. | | Course Objectives: |
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The course aims to:
- Identify customer service, community development, and marketing processes of public-private partnership management by familiarizing students with the technologies of Retail/ Commercial Cooperative management and Comprehensive Community Development.
- Develop an understanding of similarities and synergies between suburban malls and managed districts.
- Conceptualize how, as a public servant in the middle of a wheel of private free enterprise and quasi-public authority, a district manager is empowered to: a) upgrade services orientation and a community’s quality of life as a competitive edge while b) merging private and public collaborative technologies, and c) understand the purpose and mechanisms of destination marketing.
- Demonstrate the domain capabilities of a public-private partnership as a integrated “third way” in public management.
- Lead students to re-think collective management technology, community assets, values, and quality of life standards of history, culture, location, potential, accountability and reinventing these standards for MBD-specific application in the governance and public service of public-private partnership management.
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Students must be able to:
- Understand the role, structure, and technology of suburban malls as it applies and contradicts managed business districts.
- Identify, analyze, and critique the service, conservation, and competitive responsibilities of public-private partnerships.
- Demonstrate knowledge of Retail/Commercial Cooperative Management and Comprehensive Community Development.
- Outline the purpose and mechanisms of customer service and destination marketing applications.
- Create a framework for managing business districts that is diverse, cooperative among and responsive to the social and economic aspects of the district.
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