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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.
| 303:09C: Strategic Planning, Performance Budgeting and Implementation |
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Based on the New Jersey Managed Districts Association (NJMDA) Business Districts Management Professional Certification Project
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Against a backdrop of Modules One and Two: MBD Theory & Practice, this on-line learning module presents an exploration of the linkages between Community/Downtown Revitalization Strategies and Performance Budgeting to implement economic and community development strategies. In Modules One & Two, we examined the key variables of the profession of business district management. Its origins in business and government and the unique attributes of public-private partnerships. In a nutshell, the profession of business district management is the management of public-private partnerships. But, this dynamic includes the merger of public and private management, planning, and service technologies. The first two Modules present a balanced approach to the profession examining the public-private merger. This merger opens a "third door" to public management - a transrational approach that examines business and economic development from a community development perspective.
In Module Three, we examine the practice of business district management in terms of strategic planning and performance budgeting. | | 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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Managed business districts are first created by, then focus upon and function through collective action. The business district manager is often faced with the complexity of harnessing and channeling social and economic capital in the best interests of the MBD. He or she must exhibit entrepreneurship characteristics. These characteristics manifest in a myriad of ways for the business district professional: social, political, policy, public or even economic entrepreneurship. This module is concerned with the revitalization strategies that MBD’s use to obtain social and economic development results. There are a myriad of strategic approaches from the Main Street Program’s Four Points Method, and other variations to Strategic Design Principles that envision and direct a MBD organization to fulfilling on future goals that build the community. Citizen participation in MBD creation and operation is at the crux of building cohesive stable communities. This class also investigates role responsibilities of citizen stakeholders, and how district managers can facilitate citizen participation in stakeholder accountability, transparency, and responsiveness
Revitalization strategies are particularly relevant when it comes time for MBDs to reassess goals, and the means of financing those goals. Decisions to undertake certain strategic goals may require more financing than normal budgeting through property assessments can support. In those situations, the MBD must consider financing options that can help realize extensive strategic goals. Moreover, there is a need for a citizen-driven approach to planning the range of services that business management districts offer stakeholders. This class examines strategic planning and decision-making methods and performance based budgeting.
Students contextually tackle questions of stakeholder roles, responsibilities, and expectations by examining and developing strategic revitalizations plans and performance-oriented budgets for their business district. | | Course Objectives: |
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This course aims to provide an opportunity for students to:
- Learn and demonstrate the factors useful in identifying strategies that target specific goals of the MBD such as planning, clean & safe programs, design/streetscaping, economic and market development, and business recruitment.
- Re-think public administration standards of accountability, representation, transparency, and responsiveness reinventing these standards for MBD-specific application in an emerging era of public-private partnerships and public service.
- Learn scenario and visioning methods of applying community assets to future direction and create powerful scenarios of the future.
- Develop a set of tools for gaining community and board support for such goals as service provision, event planning, public relations, market research and development, and other goals.
- Apply future goals as performance measurements in the budget process.
- Apply action steps for developing a performance budget and implementing a strategic plan for the development of your managed business district and the financing of that plan.
| | Outcome: |
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Students are expected to be able to:
- Understand how to match a district’s assets to revitalization objectives to produce future-oriented directive..
- Appreciate the importance of involving in the strategic planning and decision-making process individuals affected by changes that will result from those plans and decisions.
- Identify and apply performance budgeting to the various conceptual frameworks used actually or potentially by stakeholders as planning tools in assessing the future actions of the managed district.
- Outline pertinent provisions of collaborative agreements to engage stakeholders.
- Identify performance options to enable implementation of strategic plan proposals and formulate budgets.
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