Information and Communication Technologies in Downtown
Revitalization: An International Survey
by
Kathleen McCabe, AICP
B.U.P. in Urban and Regional Planning
University of Illinois Urbana-Champaign
C.S.S. in Administration and Management
Harvard University
Submitted to the Department of Urban Studies and Planning
in partial fulfillment of the requirements for the degree of
Master of Science
IN$TITUTE
MASSACHUS
OF TECHNOLOGY
at the
JUN 2 8 2005
MASSACHUSETTS INSTITUTE OF TECHNOLOGY
June 2005
LIBRARIES
V.I
© 2005 Kathleen McCabe. All Rights Reserved.
The author nereby grans to MIT
perm!iseon to reproduce and to
mISue pubic pape and
$l8conic copie of thisthe
clannthn whols or I pot
Author_______
_______________________
Aut orathleen McCabe
Department of Urban Studies and Planning, May 19, 2005
Certified by
tl "Professor Lorlene Hoyt
Department of Urban Studies and Planning, Thesis Supervisor
/
Accepted by
Dennis Frenchman
C mt
Ca, DPrnfessor
Committee Chair, Department of Urban Studies and Planning
ROTCH
Information and Communication Technologies In
Downtown Revitalization: An International Survey
by
Kathleen McCabe
Submitted to the Department of Urban Studies & Planning
on May 19, 2005 in partial fulfillment of the requirements for the
Degree of Master of Science in Urban Studies & Planning
ABSTRACT
The Technology & Downtown Revitalization International Study surveyed
downtown management organizations in Canada, Europe, Japan, New Zealand, South
Africa, and the United States regarding attitudes, challenges and utilization of
information and communication technologies (ICTs). Downtown management
organizations (DMOs) believe downtown remains important despite the changing
channels of commerce and modes of interaction using ICTs. DMOs overwhelming
contend that ICTs are necessary for effective management of downtowns, and are
positive about the use of ICTs in downtown. Although they view ICTs as necessary,
few DMOs have integrated ICTs into downtown revitalization strategies. A differential
exists from perceptions of the value of ICTs and the actual utilization of ICTs in the
downtown. Adoption of ICTs with low acquisition costs and low-barriers to operation is
more likely. DMOs are more apt to use ICTs related to core organizational activities.
Where ICTs are being utilized in downtowns, DMOs often some play a lead role
in the introduction and adoption of ICTs. Counter to prevailing perceptions, the
indifference of business about the role of technology was identified as a leading
challenge to greater use of ICTs downtown. Greater use, acceptance, and regard for
ICTs were found in areas where ICTs are perceived to be an important part of the
regional economy.
Planning practice on the revitalization and management of downtowns, city and
town centers, and neighborhood business districts needs to more explicitly address and
incorporate information and communication technologies, including knowledge about
electronic infrastructure, ICTs (hardware, software, and function), and innovations. This
research provides the foundation for future investigations of the effect and impacts of
ICTs in downtown revitalization.
Thesis Supervisor: Lorlene Hoyt, PhD
Edward H. and Joyce Linde Career Development Assistant
Title:
Professor of Technology & Planning
Thesis Reader:
Karl Seidman
ACKNOWLEDGEMENTS
No project or endeavor ever occurs without the guidance, assistance, and inspiration
from many people - friends, colleagues, and sometimes even strangers. I wish to thank
Professor Lorlene Hoyt, my thesis advisor, for encouraging me to expand my thinking to
be more international in scope, for sharing the lists of contacts and business
improvement districts, and for her gift of deadlines. Karl Seidman, who served as my
thesis reader, reminded me of the value of survey research and offered insights and
probing questions that helped strengthen this work
I also had help from many people with translating the materials, who not only translated
but shared information and insights. I am very thankful to Masatomo Miyazawa, May
Tsubouchi, Nakagawa Yumiko, and Akiko Farmapour who helped me with the
Japanese materials; to Ruth Sonderman and Josef Porteleki for help on German
materials; and Ludvic Cortade and Mary Rose de Valaderas for help on French
materials.
During my brief nine months at MIT, several courses and faculty encouraged, inspired,
and challenged me making me a better planner and researcher. The New Century
Cities seminar convened by Professors Dennis Frenchman and William J. Mitchell,
along with Michael Joruff and Suzanne Seitsinger stretched my thinking about
technology and its implications for cities inthe future. Professor Manuel Castells'
seminar on technology and globalization was timely and his wisdom encouraging.
Professor Martin Rein's thoughtful questions prompting reflection served me well. Mikel
Murga shared information on the use of technology in transportation in European cities.
Professor Ellie Drago-Severson's class aided me on qualitative methods. Thank you all.
The development of the survey instrument was aided by the review and feedback from
my thesis committee, and Emily Haber, the Director of Boston Main Streets. I am most
grateful to the directors of the downtown management organizations, who took time
from their busy days to respond to my questions and the survey. Several downtown
organizations and directors have been helpful and encouraging along the way including
the California Downtown Association, Bill Parish and Kim Carter from the Georgia Office
of Downtown Development, the Florida Downtown Association, the Texas Downtown
Association, and International Downtown Association. Eric Jones, Canopy Connection,
New Zealand offered assistance encouraging his peers to respond, as did Richard
Brouillet at the Quebec Ministere du Developpement economique, de l'Innovation et de
l'Exportation.
I also wish to thank Linda Hirsch for her help on editing and questions regarding
statistics. Over the past nine months I have taxed the patience of friends, old and new,
and family who helped in so many ways from listening to offering encouragement,
clipping articles, sharing resources, faxing, or reading drafts. I am most appreciative of
their help, friendship, humor, understanding and counsel. Thank you Kim Alleyne, Fran
Bourne-Johnson, Karen Flood, Anne Herbst, Linda Hirsch, Doug Kunze, Susan Rust,
and Mary Rose de Valaderas! I am most grateful to Bev Kunze, who I could not of
have completed this research investigation and thesis without, who was steadfast
during highs and lows, and her love was a source of inspiration and sustenance.
While inspiration, guidance, and assistance are all necessary elements in making a
research endeavor and thesis, like this one successful, I remain responsible for its
shortcomings. This thesis is but a milestone in learning about and working towards
more livable, equitable and stronger cities and communities, incorporating and using
technology to better each and all of our lives and futures.
Kathleen McCabe
Boston, Massachusetts
May 19, 2005
TABLE OF CONTENTS
Number
.....
Thesis Cover Sheet.......................................
Abstract ......................................................
Acknow ledgem ents ...................................... ......
Table of Contents ...................................... .......
T able of Figures ...................................... ........
Preface. .. . . . . . .. . . . . ............ ..... . . . ... . .. . .. ..... . .. . .
Introd uctio n .......... ............................ ............
..... .
Definitions ......................................
.....
Research Questions ......................................
Overview of Downtown Revitalization ..............................
Approaches to Downtown Revitalization ............................
Economic Activities in Downtown ............................
.......
Scale and Corporate Presence. .......................
Background on Information & Communication Technologies ............
............
Internet and Mobile Telephony Usage is Growing. ......
.......
Downtowns and ICT, A Theoretical Framework................
........................
Study Methodology. .....................
.
The Survey .............................................
Qualitative Data Gathering ....................................
.
Personal Experience. .....................................
Literature Review.........................................
.............
The Survey of Respondents. .........................
International Distribution of Survey Respondents................ ..
Population of the Cities Served by DMOs. ..........................
Size of Dow ntow n.........................................
Organizational Structure of Downtown Management Organizations. .
..................
Age of Downtown Management Organizations.
Staff and Budget of Downtown Management Organizations .......
1
2
3
5
8
12
15
16
20
21
21
25
28
30
30
36
41
42
43
44
44
46
47
48
49
51
54
55
Number
60
Discussion of Findings Regarding Organizational Characteristics. ...
Downtown is Important. ....................................
Use of ICTs in Downtown...................................
68
..........
ill
.....
114
Examples of W eb Sites. ........................................
Web Site Exclusively for Downtown.........................
.. .
.
115
Internet Directories of Downtowns..........................
.. .
.
119
.
Use of Other ICTs Downtown. ...............................
Challenges. .................................................
122
129
...
Discussion of Results...........................................
144
Implications for Practice.........................................
147
Policy Issues..................................................
148
Future Research Questions. .....................................
Bibliography. .....................................................
.
149
150
Appendix
All Downtown Management Organizations Attitudes regarding ICTs. . 159
DMOs from Canada Attitudes regarding ICTs...................
160
DMO's from Europe Attitudes regarding ICTs...................
161
DMO's from Japan Attitudes regarding ICTs ....................
162
DMO's from New Zealand Attitudes regarding ICTs..............
163
DMO's from the Union of South Africa Attitudes regarding ICTs ....
164
DMO's from the United States of America Attitudes regarding ICTs. .
165
Use of ICTs In Aggregate..................................
166
Appendix: Survey Methodology..............................
171
Electronic Survey Services............................
172
Survey Sample....................................
173
Survey Distribution..................................
174
Discussion of Survey Distribution Modes.................
175
Survey Instrument Design Issues .......................
183
Language and Cultural Issues..........................
185
Survey Distribution and Response .......................
186
Technology and Downtown Revitalization Survey in English ........
188
Technology and Downtown Revitalization Survey in French ........
193
Technology and Downtown Revitalization Survey in German....... .200
Technology and Downtown Revitalization Survey in Japanese ......
207
Interview Protocol .........................................
214
TABLE OF FIGURES
Number
Figure Title
Page
1.
Neighborhood Businesses' Web Presence ......................
13
2.
W orldwide Internet Usage...................................
32
3.
International Growth of Computer, Internet and Cellular Users, 19912 003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.
Information & Communication Technologies Per Capita by Country ..
34
5.
Usage Rate Per Capita of Information & Communication Technologies
35
6.
Survey Response Rates.....................................
42
7.
Country of Downtown Management Organization Surveyed......... .47
8.
Country of Survey Respondents..............................
48
9.
Municipal Population of Responding DMOs Table.................
48
10.
Municipal Population of Responding DMOs Chart................. . 49
11.
Scale of Municipal Land Area .................................
50
12.
Downtown Land Area Table..................................
50
13.
Downtown Land Area Chart..................................
51
14.
Type of Organization.......................................
52
15.
DMO Organizational Structure by Country.......................
53
16.
Age of Downtown Management Organizations...................
17.
Age of O rganization........................................
55
18.
Timeline of Computer Eras...............................
55
19.
Budget2004..............................................
56
20.
Size of Annual DMO Budget by Country........................
57
21.
Annual DMO Budget by Type of Organization ....................
58
22.
Staffing Levels ............................................
59
23.
Staffing Levels at DMOs by Type of Organizational Structure ........
60
24.
DMO Annual Budget Data Comparison........................
25.
DMO Area Size Comparison .................................
26.
Country by Size of Annual Budget............................
27.
Organization Structure and Annual Budget ......................
.54
....
.
62
63
.
65
66
Number
Figure Title
28.
Size of Downtown Land Area by Country ........................
29.
Chart Series: The Rise Of The Internet And The Use Of ICTs Make
The Downtown A Less Important Place........................
Page
67
. 70
30.
Chart Series: ICTs Help Draw People to the Downtown ............
73
31.
Chart Series: The Use of ICTs is Important to the Image of the
Downtown..............................................
78
32.
Chart Series: With Internet Shopping, There Are Fewer Reasons for
People to Come to the Downtown.............................
Chart Series: Tourists Use the Internet to Plan Their Visits to Our
Downtown..............................................
79
Chart Series: The Use of Technology, Such as Digital Media
Displays, Makes the Downtown Exciting........................
Chart Series: Digital Information and Display Make It Easier to
Access, Use and Enjoy the Downtown..........................
87
87
33.
34.
35.
90
36.
Internet Penetration Rates and Perspective on Digital Divide ........
93
37.
Chart Series: The Use of ICTs Will Make the Downtown Less
W elcoming, Due to the Digital Divide...........................
38.
Chart Series: The Internet Has Opened New Markets for Local
Businesses in Our Downtown................................
98
39.
Chart Series: Small Businesses in Our Downtown Are Using ICTs to
be More Com petitive .......................................
99
40.
Chart Series: ICTs Are Necessary to Effectively Manage Downtown. .
102
41.
Type & Age of DMOs Generally Disagree with Need for ICTs to
Effectively Manage Downtown...............................
42.
Chart Series: ICTs are Important Part of Regional Economy ........
107
43.
ICT Integral Part of Revitalization Strategy ......................
109
44.
Opening Page for the Internet Calendar of Events, Intown Manchester
114
45.
Web Calendar of Events for Intown Manchester ..................
115
46.
Lower East Side BID, New York City, NY Home Page on Web Site ... 116
47.
Home Page of the Cape Town Partnership, South Africa........... .117
48.
Salisbury, United Kingdom's Home Page......................
.
118
49.
Home Page of Red Deer BID in Alberta, Canada.................
.
118
105
1
Figure Title
Number
Page
50.
Interactive, Search Function is Part of Red Deer Web Site ..........
118
51.
The Business Directory on the Kabushiki-Gaisha Izushi Kosha Web
Site...............................................
119
52.
The Karanghape Road Web Page.............................
120
53.
The Karanghape Road's Business Directory With Links to Local
Businesses ..............................................
120
54.
Downtown Jacksonville's Real Estate Listings....................
121
55.
Downtown Younge, Toronto, Canada's Real Estate Listings.........
122
56.
A Woman Using Her Laptop in Lower Manhattan, at one of the Parks
with WiFi Service Sponsored by the NY Downtown Alliance.........
123
57.
Hand-held Personal Digital Device.............................
124
58.
Geographic Extent of Public Wireless Access DT.................
125
59.
Internet Cafe in Manchester..................................
125
60.
Downtown Revitalization Strategies Integrating ICTs ..............
127
61.
Challenges Faced by DMOs Using ICTs Downtown...............
134
62.
Challenges: DMOs by Country.
135
63.
Challenges: DMOs
Age of Organization......................
136
64.
Challenges: DMOs
Type of Organization.....................
137
65.
Challenges: DMOs
Land Area of Downtown..................
138
66.
Challenges: DMOs
Municipal Population.....................
139
67.
Challenges: DMOs
Staff Size ..............................
140
68.
Challenges: DMOs
Annual Budget..........................
141
69.
Challenges: DMOs
ICTs An Important Part of Regional Economy.
142
70.
Challenges: DMOs
Strategy...
ICTs Integral to Downtown Revitalization
71.
Comparison of Electronic Survey Services ......................
172
72.
Comparative Response Rates to Surveys Administered by E-mail and
Postal Mail ..........
.................................
177
73.
Comparative Response Rates between E-mail and Postal Mail
Responses Compared to Household Internet Use in the US.........
179
.. .
143
Number
Figure Title
Page
74.
Comparison of International BID Survey Response Rates and Internet
Penetration Rate .........................................
183
75.
Survey Response Rates ...................................
187
PREFACE
Praxis - the idea that the experience of practice should inform research and that
research should, in turn, inform practice - makes sense to me. But praxis is a
dialectical process in which the validity of the research is assessed according to
the value of its outcome. In my opinion, the only valuable outcome of the
practice of adult education is the improvement in the quality of life of the
recipient... .Transformative research is not a methodology. It is an orientation
toward research that isdefined by its intended outcome: producing a more just
and equitable world... .The problem generally derives from experience and the
goal is to initiate change...
My curiosity about the use and role of information and communication
technologies in downtown revitalization arose during a consulting assignment on the
long-term sustainability of Boston Main Streets in 2003. At the time, I commented that
in the internet age, technology needed to be an integral part of the Main Street model.2 I
noted that over the past twenty years, Main Street had demonstrated that fagade
improvements and promotional events play an important part in encouraging
reinvestment and revitalization of distressed neighborhood business districts. However,
today there is an electronic village and marketplace requiring an electronic facade, as
well as a physical storefront facade. Web pages are the electronic facades. Many
local, small businesses were found to have missing electronic facades and were thus
invisible to many prospective customers. This "digital divide" could very easily become
the new basis for disinvestment in downtowns and neighborhood commercial districts.
A review of four Boston Main Street commercial districts portrayed the magnitude
of the digital divide in Boston's commercial districts, as shown below. One Main
1
Laida C.Velaquez, "Personal Reflections on the Process: The Role of the Researcher and
Transformative Research," in Inside Stories: Qualitative Research Reflections, ed. K.B. deMarrais
Mahweh, NJ: Lawrence Erblaum Associates, Publishers, 1998), 65.
Main Street is one approach to downtown revitalization developed and promulgated by the US National
Main Street Center of the National Trust for Historic Preservation. The Main Street approach uses a four
point approach emphasizing organization, design, promotion, and economic restructuring.
Street director estimated that thirty percent of the merchants do not even own
computers for their businesses.3
Figure 1.Neighborhood Businesses' Web Presence
Neighborhood
Percent of All
Businesses with
a Web Presence
Percent of Nationally or
Regionally-Owned
Businesses with a Web
Presence
Percent of Locally
Owned Businesses
with a Web Presence
Allston
11.2%
75%
3.2%
Brighton
14%
85.7%
9.4%
Mission Hill
Roslindale
25.6%
14.6%
77.8%
76.5%
19.7%
14.6%
In 1994, one percent of all auto dealers in the US had a web site. In 2000, only
six years later, 83% had their own web site.4
In 2003, I argued that Boston Main Street should utilize technology to its strategic and
competitive advantage, as an integral part of the Main Street model. Technological
advancements could not only assist internal operation, but also further the revitalization
agenda.
This work with Boston Main Streets prompted me to investigate further the issue
of downtown revitalization and information and communication technologies (ICTs). I
wanted to learn about the impacts and the effects of ICTs on downtown revitalization
and how ICTs are changing and shaping downtowns and cities in other parts of the
world. Would the new arena of competition be cyberspace, thereby disadvantaging
downtowns and neighborhood business districts like the automobile and freeway
system did in the mid and late twentieth century? Or could ICTs be used to foster
community and revitalization? A literature review revealed little information directly on
the topic of the use of ICTs in downtown revitalization. Without basic information about
3 Kathleen
McCabe, "Technology on Main Street, Bringing Online Services to Neighborhood Districts,"
unpublished concept paper, dated October 21, 2003.
what ICTs and strategies were being employed downtown, it would be impossible to
assess their impact. Consequently, this investigation focuses on descriptive research
identifying what ICTs are being used in downtown revitalization, attitudes towards
technology, and challenges regarding the adoption of ICTs. This research provides the
foundation for future investigation of the effect and impacts of ICTs in downtown
revitalization.
4
McCabe, 3.
INTRODUCTION
"...cities have utility precisely because they are rich in information.... the city is
essentially a massive communications switchboard in which human interaction
takes place. "5
Downtown revitalization has been a focus of urban planners for several decades
in Canada, the United States, South Africa, Tasmania, and elsewhere. In the last fifteen
years, information and communication technologies (ICTs), particularly the Internet and
mobile telephones, have permeated every-day life and are changing how we conduct
business, and interact with friends, colleagues, and strangers, as well as how we
experience and use places such as downtown. The Technology and Downtown
Revitalization International Study examines the intersection of ICTs and downtown
revitalization internationally. It seeks to discern the nature, extent, and types of ICTs
being utilized in downtown revitalization. It also explores attitudes about ICTs and
challenges to using them downtown.
Although it is both interesting and desirable to measure and evaluate the impacts
of ICTs on downtowns and downtown revitalization, this is beyond the scope of this
research study. Establishing an inventory of how ICTs are being used in downtowns
today is a prerequisite for such future research.
The status of downtown is often used as the metaphor for cities and for the
quality of life in a specific community. Downtown is where multiple realms come
5 Melvin
M.Webber, "The Post-City Age," in The City Reader, Third Edition, ed. Richard T. LeGates and
Frederic Stout (London: Routledge, 2003), 472.
together in the city - business and economic realms, public and private realms,
individuals and community. Downtowns possess the greatest density of uses and
activities in cities, and are often the first area of a city to adopt new innovations.
Investigating the use and deployment of ICTs in downtown revitalization and
management provides insights on how ICTs are being used in cities as a whole.
Downtowns in Canada and the United States have been the focus of
revitalization efforts over the past fifty years. As Frieden observed, "One of the longest
campaigns of local government has been the campaign to rebuild downtown." 6 The
campaign to rebuild downtown continues today inthe twenty-first century. However the
campaign may be taking on different strategies, adapting to new scenarios, and using
new tools. In fact, downtown revitalization may today be viewed less as a campaign and
more as the continuing management and operation of a place, as witnessed by the over
1,200 business improvement districts working in downtowns and commercial centers
globally.7
6 Bernard
J. Frieden and Lynne B. Sagalyn, Downtown, Inc.: How America Rebuilds Cities (Cambridge,
MA: The MIT Press, 1990), xi.
7 Lorlene Hoyt, "The Business Improvement District: An Internationally Diffused Approach to
Revitalization," 2003, page 9; and Jerry Mitchell, "Business Improvement Districts and Innovative Service
Delivery," "Business Improvement Districts and Innovative Service Delivery," New York:
Pricewaterhouse Coopers Endowment for Business and Government, 1999.
Whether its revitalization is a campaign or a management approach, downtown
remains the highly visible center of commerce, culture, government and identity for
cities. For some, downtown is synonymous with the city. Downtown is the central
business district, government and social center of the city and metropolitan area.
Downtown is typically the historic core, financial and government center of the city. The
centrality of downtown in urban life, including government, cultural and commerce arose
from the need for proximity and a place for face-to-face communication.8
The term central business district and downtown are often used interchangeably,
and is so used in this research. Neighborhood commercial centers are similar to small
city downtowns. The business centers found in small and regional cities and
neighborhoods are primarily the homes of small, local businesses, and often do not
have a strong presence of corporate offices.
Downtown is primarily a North American expression for central business districts.
In Europe, South Africa, Asia and New Zealand, the term center city is commonly used
term.9
Downtown revitalization or regeneration refers to the efforts undertaken by public
and private sectors, often in partnership, to improve the central business district using a
range of approaches and strategies addressing a variety of challenges extending from
crime, placemaking, business assistance and recruitment to design, marketing, and
economic development. Inthe United Kingdom, the term urban regeneration is the term
8 Richard
L. Meier, A CommunicationsTheory of Urban Growth (Cambridge, MA: The MIT Press, 1962).
9 Robert M. Fogelson, Downtown: Its Rise and Fall, 1880-1950 (New Haven: Yale University Press,
2001).
more commonly used in lieu of revitalization. The Towns & Cities Partners in Urban
Renaissance, an initiative to revitalize twenty-four cities and towns for the twenty-first
century, sponsored by the Deputy Prime Minister in Great Britain, defines the concept of
urban renaissance as a "holistic approach encompassing the physical, social, economic
and environmental aspects of regeneration." 10
Definitions
Downtown, for the purpose of this study, is used broadly to include the wide range of
downtowns - central business districts in large metropolitan areas, neighborhood
business districts, suburban town centers, city and village centers.
Downtown Management Organizations (DMOs) is an overarching term including
various public-private sector partnerships and management organizations that focus on
managing and revitalizing downtowns. DMOs include business improvement districts
(BIDs); business improvement areas (BIAs); special improvement districts, town
management organizations (TMOs), the complementary organization in Japan; city
improvement districts (CIDs), the term used in South Africa; Main Street organizations;
and downtown development authorities, which are a quasi-governmental entity found in
the USA whose sole focus is downtown.
Information and Communication Technologies (ICTs) is "all the technology, both
hardware and software, used to store, process, and transport information in digital
10 Office of the Deputy Prime Minister, Great Britain. Towns & Cities, Partners in Urban Renaissance
Project Report,. 2001, page 16.
form." It includes the digital communication networks 1 , as well as "systems of data
collection, storage, analysis and representation used in planning, evaluation and
development.
112
Carr notes that ICT does not comprise the "information that flows
through the technology or the talent of the people using the technology."03 Ferreira and
Shiffer when specifically referencing urban planning enlarge the definition of information
technology to include the "systems of data collection, storage, analysis, and
representation."14 For this study, however, Carr's narrower definition of ICTs will be
used.
1 William J. Mitchell in Sch6n. Donald A. Schon et al., High Technology and Low-Income Communities
Prospects for the Positive Use of Advanced Information Technology (Cambridge, MA: The MIT Press,
2001).
12 Donald A. Sch6n et al., High Technology and Low-Income Communities Prospects for the Positive Use
of Advanced Information Technology (Cambridge, MA: The MIT Press, 2001).
13 Nicholas G. Carr, Does IT Matter? Information Technology and the Corrosion of Competitive
Advantage (Boston, MA: Harvard Business School Press, 2004), 12.
14 Donald A. Sch6n, ibid.
RESEARCH QUESTIONS
This investigation focuses on what ICTs downtown management organizations
(DMOs) are currently using, perceptions by DMOs about the use and effects of ICTs in
downtown, and the challenges to utilizing ICTs downtown. In addition, inquiries were
made about DMOs plans to utilize ICTs in the future. Information on how ICTs are
being deployed to animate downtowns or to build downtown's economy was pursued.
The Technology and Downtown Revitalization International Study delineated barriers
and challenges to adoption and utilization of information and communication
technologies in downtowns and neighborhood commercial centers, as expressed by
DMOs.
This research did not examine how DMOs are using ICTs in their internal
operations, e.g., accounting or internal communication. Rather, the focus is on what
and how information and communication technologies are being used in downtowns
and their role in downtown revitalization.
The research questions for the Technology and Downtown Revitalization
International Study are as follows:
1. What ICTs are being used to revitalize and manage downtowns?
2. What activities and strategies involving and employing ICTs are downtown
management organizations using?
3. What are the attitudes of DMOs in cities regarding the use and effects of ICTs to
revitalize downtown?
OVERVIEW OF DOWNTOWN REVITALIZATION
"Some downtowns succeed because they are destined to,
but most downtowns succeed because they are determined
to. "
Three broad theoretical frameworks exist for the understanding and practice of
downtown revitalization and downtown management. The first framework is based on
approaches to downtown revitalization. The second framework is centered on the
economic activities within the downtown. The third framework is based on scale and
corporate presence downtown.
Approaches to Downtown Revitalization
Several approaches to the revitalization and regeneration of downtown have
been developed, which can be divided into two types - the development approach and
the management approach. These two types of approaches evolved separately, and
often injuxtaposition to each other. Today, the two types are often effectively melded in
practice. The development type includes the large-scale real estate development
approach (Frieden) and the corresponding large-scale civic or quasi-civic project,
encompassing a governmental or nonprofit use, such as Gehry's Museum of Modern
Art in Bilbao, or the Aquarium developed by Rouse and Camden Yards (baseball
stadium) project in Baltimore.
Mary Jo Waits, "The Downtowns of the Future: Opportunities for Regional Stewards," Monograph
Series 3, August 2001, Alliance for Regional Stewardship, page 10.
1
The large scale project and real estate development approach to downtown
revitalization is an outgrowth of the urban renewal and the application of suburban or
greenfield development thinking in an urban setting. Essentially, this approach is
embodied by a large-scale project relying on major land assembly, demolition, and
rebuilding a singular new downtown project designed to solve all or most of downtown's
and the city's problems.
Another, but related, version of the municipally-driven development approach
often involves construction of infrastructure and streetscape improvements in
downtowns setting the stage for anticipated subsequent private investment. The big
project and development approach to downtown revitalization has evolved to take into
greater consideration market economics and the need for physical connectedness with
other parts of downtown.
The management approach type encompasses centralized retail management
(CRM), business improvement districts (BIDs), Main Street, and urban husbandry. The
CRM approach, promulgated by the International Downtown Association and the US
Department of Housing & Urban Development in the mid 1980s, called for a finer-grain
approach to downtown revitalization by detailing the specific location of land uses and
specific stores by product lines, with the goal of maximizing retail sales. Common
promotional events, similar to those used in malls, were undertaken. CRM attempted to
apply the leasing methods used by shopping center management to downtowns, with
their myriad of landowners.
Although CRM has been eclipsed by BIDs as an approach to downtown
revitalization, its contribution was an awareness of the importance micro-mapping retail
uses and activities to plan and facilitate the favorable siting of businesses for the
greatest synergies on the business and the downtown, as a whole.
The origin of the BID approach is traced to the businessmen and community
leaders of a section of Toronto, Canada, known as West Bloor Village.16 In the 1960s,
West Bloor Village, like many other downtowns and commercial centers, faced
competition from new outlying suburban shopping malls, who offered lots of parking and
a climate controlled environment. Local businesspeople, who had initiated various
efforts to compete, launched a dialogue with Toronto officials and local utilities "to
explore the feasibility of a business district with a self-imposed tax on local property
owners as a means for collective improvements to protect individual investments."1 7
This led to the adoption of provincial and municipal enabling legislation authorizing the
creation of business improvement districts. West Bloor Village became the first
Business Improvement District in 1971.18
The major contribution of the BID approach to downtown revitalization has been
the funding mechanism, which is derived in part from the concept of special districts. 19
The funding mechanism has enabled downtown management organizations to create a
new source of revenue, stabilize and take a longer view of downtown revitalization.
Lawrence 0. Houston, (1987), Jerry Mitchell (1999) and Hoyt (2003)
Lorlene Hoyt,
<http://web.mit.edu/course/11/11.204/www/webportfolio/inquiry/Hoyt IJPA.pdf>Importinq
Ideas: The Transnational Transfer of Urban Revitalization Policy.
Forthcoming in the International Journal of Public Administration, p 12.
18 Ibid, and Houston, 2003.
16
17
23
This longer view enables a sustained management approach to downtown revitalization,
in contrast to the quick fixes often articulated by the development approach.
BIDs have grown and expanded throughout Australia, Canada, Europe, Japan,
New Zealand, South Africa, and the US. New Orleans established the first business
improvement district in the 1975 in the US. 20 Enabling legislation in the United Kingdom
was adopted in 2003, and demonstration BID projects are underway in twenty-seven
cities in England. In addition, Australia and New Zealand have BIDs in their respective
downtowns. The South African version of BIDs are City Improvement Districts (CIDs),
which are now operational in Cape Town, Johannesburg, and Durban. Japan in 2003
authorized the formation of a similar-style of downtown revitalization entity, known as
town management organizations (TMOs), in downtown improvement districts (DIDs).
The National Trust for Historic Preservation (NTHP) in the 1970s, responding to
calls from Midwestern US small towns regarding the threat of shopping malls being built
at the edge of town, developed the pilot "Main Street" program for small and mid-size
downtown revitalization. The Main Street program is based on a four-point approach -organization, design, promotion, and economic restructuring. In addition to the four
points, there are eight principles - comprehensiveness, timing, public-private
partnership, self-help, unique assets, quality, image, and full-time professional staff.
These four points and eight principles of the Main Street approach have significantly
shaped the practice of downtown revitalization in the US and throughout the world.
" Hoyt, "Emergence," page 7; Douglas R. Porter et al., Special Districts: A Useful Technique for
Financing Infrastructure, 2 nd edition (Washington, DC: Urban Land Institute, 1992); Houston, 2003.
20 Houston, 1977, p.15.
21 Hoyt
Responding to urban leaders, in the late 1980s, the NTHP developed an urban
demonstration program. The City of Boston established a "neighborhood Main Street
program" focusing on the commercial centers or neighborhood downtowns. The NTHP
extended the Main Street model to other urban neighborhood downtowns in partnership
with the US Local Initiative Support Corporation (LISC), a national intermediary
supporting urban revitalization efforts by community development corporations.
The Main Street model and its four point approach is utilized by downtown
revitalization organizations not only in Canada and the United States, but also in
Australia, New Zealand and parts of Asia. The Main Street model has influenced
regeneration practices in the United Kingdom, as well.
Urban husbandry is a term and approach popularized by urbanist Roberta Grantz
applied to both downtowns and urban neighborhoods. Urban husbandry entails an
incremental, conservation-based approach to downtown betterment. Inthe tradition of
Jane Jacobs, Grantz argues for listening to existing users, for improvements reinforcing
the fine-detail of the urban fabric, and for using existing intact resources. Urban
husbandry is often integrated into other management approaches, such as Main Street
and BIDs.
Economic Activities in the Downtown
The second framework to downtown revitalization and management centers
upon the economic activities found in the downtown. Waits has developed a table of
"The Four Faces of Downtowns," depicting four topical (or use) eras of downtown
revitalization in the United States. They are: Industrial (1940s-1960s); Retail/Service
(1960s-1 970s); Entertainment (1980s-1 990s); and Creative (1990s-2010).22 Waits'
economic activities framework is based on changes in the American economy from a
manufacturing to a service emphasis, and the foreshadowing of the information
economy with the dot-com era in the early 1990s, but it also has applicability to
downtowns elsewhere in the globe. This framework defines the uses found in
downtowns and serves to inform downtown management organizations and economic
development practitioners of the type of businesses (and strategies) to pursue for
downtown.
The Waits framework can be adapted to other downtowns across the world,
which have often grown during the industrial era, focused on breadth and array of retail
and service offerings in the wake of competition due in large part to suburbanization,
highlighted and reinforced its function as a center of art, entertainment and culture in a
media age, and are now trying to retain importance in a global economy emphasizing
the desirability of place in the quest for "creative"23 professionals.
Similar to its North American counterparts, New Zealand downtowns underwent
economic restructuring in the wake of suburbanization and economic changes.
The legacy of apartheid characterizes cities in South Africa. Historically, South
African central cities were the province of whites for both work and home, with blacks
permitted during the day for work. The townships were the home of South African
blacks. South Africa also experienced suburban ization, with the creation of white
22
Waits, p.12.
Richard Florida. The Rise of the Creative Class: and How It's Transofrminq Work, Leisure and
Everyday Life. New York: Basic Books, 2002.
23
26
enclaves outside the central city. While these racial demarcations no longer officially
exist in a post-apartheid era, almost a century of apartheid has left its mark on urban
South Africa.
The past decade of economic recession is affecting downtowns in Japanese
cities, and in part prompted the enactment of the national enabling legislation calling for
Town Management Organizations. In Japan have undergone revitalization with major
real estate development projects, such as the Shidome Dome project in Tokyo. This
has prompted a call for a revitalization approach, based more in historic preservation
and urban husbandry. The Shoutengai Network is working with small retailers and
shopping centers to strengthen their economic viability using a management based
approach.
Although European countries experienced the transition from the industrial
economy to the service economy, European cities were impacted differently than their
North American counterparts. The hearts of large continental European cities, their
downtowns, remained vibrant. Older industrial cities and downtowns in the United
Kingdom (UK), such as Birmingham, Manchester, Glasgow, did however experience
disinvestment and decline. The challenge of the suburban shopping mall and "big box"
retail to the hegemony of downtown as the center of retail shopping did not occur in the
1960s -1980s in Europe, as it did in Canada and the US. Globalization of large-scale
retailers, such as Walmart, Tess, and others, has only begun in the past decade.
Scale and Corporate Presence
The third framework is based on scale of the downtown and on corporate
presence and leadership there. This author has experienced a similar differentiation
amongst downtown revitalization initiatives as that observed by Rogowsky and Gross.
Rogowsky and Gross24 identified three different types of BIDs, based on their
observations in New York City, namely "large, corporate, medium-sized main street, and
small community types." 25 The large corporate BIDs tend to have "large multimilliondollar budgets, have large staffs (40-plus), cover large geographic areas (30 blocks or
more), and manage large portfolios of activities."26 The dominant group of stakeholders
varies as to BID type. In corporate and large-scale BIDs, corporate and commercial
entities are the major players. In Main Street and community BIDs, retailers are the
major players. 27
Gross' differentiation between Main Street and community BIDs is based
appreciably on types of land use. Main Street BIDs included retail, commercial and
governmental uses, whereas community BIDs were almost exclusively retail.28 The
services offered by BIDs varied, with corporate BIDs offering a wide range of services
(10 or more) including capital development. Community BIDs focused on physical
E.T. Rogowsky and J.S. Gross, Managing Development in New York City: The Case of Business
Improvement Districts (Working Paper No. 24) (New Orleans: The University of New Orleans, National
Center for the Revitalization of Central Cities, 1998).
25 J.S Gross, "Business Improvement Districts in New York City's Low-income and High-Income
Neighborhoods," Economic Development Quarterly 19 (2005): 175.1.
24
26
27
28
Ibid.
Ibid, p. 179.
Ibid, p. 180.
28
maintenance. Main Street BIDs focused on security, maintenance, and promotion and
marketing.29
29
lbid, p. 177.
BACKGROUND ON INFORMATION & COMMUNICATION
TECHNOLOGIES
Several key trends have influenced the use of information and communication
technologies (ICTs) downtown. They are:
-
Evolution of ICTs from large-scale business solutions (Univac, mainframes) to
personal devices;
- The miniaturization of technology and decrease in costs (enabling personal
use);
- Invention and rise of the Internet;
- Rise of cellular and mobile telephones;
- The adoption of "smart" transportation systems and ITS (intelligent
transportation systems); and
- Other technologies (GIS, barcode/RFID, etc).
Internet and Mobile Telephony Usage is Growing
In the past decade, there has been explosive growth in the use of the internet
and mobile cell telephones throughout the US and the world. Europe, Japan, South
Africa, and New Zealand all lead North America in the number of cell phones per capita.
(See Figure 3.) In the US, three out of four Americans have access to the Internet from
home. 3 0 The digital divide amongst Americans still remains but is narrowing (as
measured by income, education, age, race and gender).
The digital divide has been recast to mean high speed access to the internet, in
lieu of its original definition as access to a computer and the basic skills to use a
computer. This newer definition of the digital divide expands the digital divide from a
personal definition to physical geographies, as well. Thus, neighborhoods, cities and
towns are found to be on the other side of the digital divide, depending upon access to
electronic infrastructure. For example, the capital city, Nairobi, Kenya, has a weak
telecommunications system, providing sporadic telephony and internet access to
residents and business.
The use of the Internet is not just an American phenomenon. It is a worldwide
phenomenon. Figure 2 on the next page, showing the top ten countries with the highest
Internet penetration rates and the highest number of users, indicates how pervasively
the internet is used worldwide for communication. South Africa has the highest Internet
use per capita on any country on the African continent.
http://www.nielsen-netratings.com/pr 040318.pdf, "Three Out of Four Americans Have Access to the
Internet According to Nielsen//NetRatings. March 18, 2004.
31 A Nation Online: How Americans Are Expandinq the Use of the Internet. Washington, DC: US
Department of Commerce, Economic and Statistics Administration and the National Telecommunications
and Information Administration, February 2002, page 87-91.
32 Personal communication with Dr. Calestous Juma, director of UN Technology project.
30
Figure 2. Worldwide Internet Usage
Top 10 Countries
with Highest Internet
Penetration Rate 2003
Penetration
Rate
Country
Rank
(Percent of
Top 10 Countries with
Highest Number
of Internet Users 2003
Rank
Country
Internet
Users
Population)
United States
1
76.8%
Sweden
2
China
69.0%
United
States
2
Japan
3
67.1%
3
Australia
4
Germany
66.0%
Netherlands
4
5
United Kingdom
65.3%
5
Iceland
Korea (South)
6
63.9%
Canada
6
7
Italy
63.0%
7
Hong Kong
France
8
62.5%
8
Denmark
9
Canada
62.0%
9
Korea (South)
Brazil
10
62.0%
10
Switzerland
Source: Internet World Stats, http://www.internetworldstats.corn
1
203,271,000
87,000,000
65,933,000
45,357,649
35,831,000
29,220,000
28,610,000
23,216,000
20,450,000
19,760,000
The International Telecommunications Union tracks the change and growth in
computer, cellular and internet use globally, as is depicted in the chart below. Although
internet and computer usage has grown significantly, cellular use has tripled since 1999.
32
Figure 3.
International Growth of Computer, Internet and Cellular Users, 1991-2003
1400-
1200-
1000-
Millions
of
Users 800Mobile cellular subscribers
(millions)
Personal computers
(millions)
Internet users (millions)
600-
400-
200-
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000 2001 2002 2003
Source: International Telecommunications Union
The per capita availability and/or use of telephone lines, mobile (or cellular)
phones, and the Internet is depicted for the six countries, Canada, Europe, Japan, New
Zealand, South Africa, and the US. These are the six countries surveyed by the
Technology and Downtown Revitalization International survey.33
as For purposes of this analysis Europe is being referred to as a country. The responses from three
European countries, Austria, Germany, and the United Kingdom, were aggregated.
33
Figure 4. Information &Communication Technologies Per Capita by Country
Information & Communication Technologies Per Capita by Country
80.0%
70.0%
60.0%-
50.0%-
| Canada
30.0%
3Europe
-1
40.0%
Japan
--
X-- -
-
2 New Zealand
* South Africa
10 United States
20.0%KNN
10.0%-
0.0%
Telephone Lines
Mobile Telephones
Internet Hosts
Data Sources: CIA World Fact Book 2005, and author.
34
Internet Users
Figure 5. Usage Rate Per Capita of Information & Communication Technologies.
Usage Rate Per Capita of Information & CommunicationTechnologies
80.0%
70.0%
60.0% --
50.0% --
..
-.
30.0%--
20.0%
10.0%--
0.0%
Canada
Europe
Japan
New Zealand
Data Sources: CIA World Fact Book 2005, and author.
35
South Africa
United States
I0 Telephone Lines
C0 Mobile Telephones
ElInternet Hosts
!3Internet Users
DOWNTOWNS AND ICT, A THEORETICAL FRAMEWORK
Today, urban life is increasingly shaped through the continuous and real
time interactions facilitated by information technologies (computing and
telecommunications technology). Because these interactions differ so markedly
from past interactions that were more burdened by space and time constraints,
they have, through their impact on industries and jobs, the potential to
significantly reshape America's metropolitan areas. 4
With the rise of the internet and ICTs, technologists and urbanists predicted
major changes in urban life and downtowns. Some early predictions were exuberant,
citing the many benefits and new modes of interaction and communication, as typified
by the 1995 newsletter commentary of Kennedy Smith, Director of the National Main
Street Center, where she proclaimed that "doing business on the World Wide Web
holds great promise for America's Main Streets.
"
Other urbanists and technologists,
however, predicted the demise of cities, noting that geography and place no longer
matter, since technology enables people to live and work anywhere.
The debate about ICTs, cities, and downtowns, however, is not new with the
advent of the internet era. Its roots extend nearly a half-century ago when computers
were just becoming standard in large businesses and research institutions. Meier
conceived the communications theory of urban growth, stating that human
communication is the common denominator amongst academic disciplines' assessment
of human settlements spanning history. While recognizing that cities have grown
3
US Congress, Office of Technology Assessment, The Technoloqical Reshaping of Metropolitan
America, OTA-ETI-643 (Washington, DC: US Government Printing Office, September 1995), page 1.
Kennedy Smith: "Virtual Storefront," Main Street News, Volume 114, September 1995
http://www.mainstreet.orq/Members/DatabaseQuery.asp, viewed December 4, 2004.
because of their capacity for face-to-face interaction, he envisioned in 1962 that
technological developments are reducing the need for face-to-face interactions.36
Melvin Webber, an early theorist of "place communities" and "non-place
communities," foresaw globalization and predicted that people's connections would
extend to a variety of non-place communities, as well as particular urban places.37 In
1968, Webber stated that "the glue that once held the spatial settlement together is now
dissolving, and the settlement is dispersing over ever widening terrains... .These trends
are likely to be accelerated dramatically by cost-reducing improvements in
transportation and communication technologies now in the research-and-development
stages."38
Robert Fishman, historian of utopian visions, while describing the rise of the
technoburb in 1987, declared that "the very existence of the decentralized city is made
possible through the advanced communications technology which has so completely
superceded the face-to-face contact of the traditional city.... The old central cities have
become increasingly marginal...." 39
Although these urbanists and technologists approached the city and downtown
from varying vantages, they form a school of thought that is writing the obituary for
downtowns, citing ICTs as the probable cause of demise.
Others offered a slightly nuanced view of ICTs, cities and downtowns. "The postinformation age will remove the limitations of geography," argues Negroponte "...many
36
Stuart Stuart, Urban Land Use Planning, page 79.
37
Ibid.
37
activities, like those of so-called knowledge workers, are not as dependent on time and
place and will be decoupled from geography much sooner."4 0 These prognostications
in the 1990s declared that it is the virtual world that is important, and by implication the
physical world, including cities and downtowns, counted not at all.
A second school of thought notes that the role of downtowns in an ICT-based
economy is changing, and that downtowns may be one of many nodes, but no longer
primary. The US Office of Technology Assessment (OTA) in the mid 1990s noted the
"close relationship between cities and technology - including transportation,
infrastructure, telecommunications, process technology and industrial and work
organizations,"4 observing that "technological change and other factors have reduced
and continue to reduce the privileged position of the core, in some sense making it one
of several 'edge cities' within the metropolis." 4 2 OTA's report continued, stating that
downtowns were decreasing in importance:
The relative centralization of higher-order business services shows that
agglomeration economies are still an important source of competitive advantage.
While this will continue to be a source of strength for central cities, advances in
information technology are likely to weaken its importance.4 3
OTA in essence is arguing that ICTs are causing dispersion and decentralization
of activities into a series of nodes, or "edge cities" to use OTA's term. Castells argues
that ICTs are causing greater urbanization and have resulted in the formation of the
Melvin Webber. "The Post-City Age," page 473
39 Robert Fishman. "Beyond Suburbia: The Rise of the Technoburb," page 73.
4 Nicholas Negroponte. Being Digital New York: Alfred A. Knopf, 1995. pages 165-166.
41 US Congress, Office of Technology Assessment, The Technological Reshaping of Metropolitan
America, OTA-ETI-643 (Washington, DC: US Government Printing Office, September 1995), page 219.
42 Ibid. "page 220.
43 Ibid., page 225.
38
38
network society with a series of nodes, with some having greater importance than
others.
Sassen contends that the "geography of globalization contains both a dynamic of
dispersal and of centralization." 44 She observes that due to advanced technologies,
"producer services could be expected to have locational options that bypass the high
costs and congestion typical of major cities. But cities offer agglomeration economies
and highly innovative environments.
"45
Downtown's pivotal role in enabling face-to-face
business interaction continues, according to Sassen, yet is also extended to regional
"grid of nodes" where "work processes requiring multiple specialized inputs,
considerable innovation and risk taking, the need for direct interaction with other firms
and specialists remains a key locational factor."46
The second school of thought argues that place matters more in a digital world.
As Kotkin contends that "if people, companies, or industries can truly live anywhere...
where to locate becomes increasing contingent on the peculiar attributes of any given
location."4 7 The choice of place puts more of an onus on DMOs to revitalize and make
downtowns attractive to people and businesses.
Similar to Sassen, Castells argues that ICTs are changing urban form and
economic interactions creating the network society - a series of concentrated nodes in the space of flows.
44 Saskia Sasen. "The Impact of the New Technologies and Globalization on Cities," in LeGates, Richard
T. and Frederic Stout, ed., The City Reader, 3 rd Edition. London: Routledge, 2003, page 214.
45 lbid, page 218.
46 Ibid,
page 219.
47 Joel Kotkin. The new geography: how the digital revolution is reshaping the American Landscape.
2000, page 11.
Mitchell characterized the digital world using the symbolism of cities and
downtowns.48 A blurring of the physical and the virtual worlds occurs. Both worlds
operate simultaneously in space, creating multiple layers of activities and uses,
increasing intensities and densities, thereby enriching urban life, (and by extension
downtowns), according to Mitchell.
William Mitchell comments on the multiplicity, blending and blurring of functions
-- parks
become work places with wifi access, the workplace can be entertainment with
the downloading of movies and films. The density of activity layers and intensity of uses
are indicators of healthy urban areas. Mitchell argues that spatial configuration of uses
is changing with information and communication technologies.
48
Mitchell, William J. City of Bits.
40
STUDY METHODOLOGY
The study methodology consists of four components. They include: an
international survey of downtown management organizations (DMOs) about the use of
ICTs in downtown revitalization; qualitative interviews with DMO leaders, the author's
twenty-five years of professional experience as a planner working in downtown
revitalization and past director of a downtown management organization and a review of
the literature.
The Survey
The Technology & Downtown Revitalization International Survey was
administered electronically and by facsimile in winter-spring 2005 to 2,689 DMOs in six
regions - Canada, Europe (Austria, Germany, United Kingdom), Japan, New Zealand,
South Africa, and the United States. Surveys were received from 776 DMOs for an
overall response rate of 28.2%, as shown in Figure 6. A five-page survey instrument
was developed to collect both nominal and ordinal data, using a variety of question
styles including multiple-choice, Likert-scale, closed and open-ended queries.
Surveys
were translated into French, German and Japanese. Minor adjustments in survey
questions were made to account for local nomenclature and currencies.
Surveys were administered by e-mail using the Zoomerang service, except for
Japan, where questionnaires were faxed to Japan to assure the readability of Kanji (the
pictograph alphabet in Japanese). A detailed description of the survey methodology, a
discussion of the factors considered in administering the survey electronically via e-mail,
and the survey instruments in English, French, German and Japanese can be found in
the Appendix.
Figure 6. Survey Response Rate
Net Surveys
Distributed
Number of
Responses
Response
Rate
224
68
30.4%
Germany & Austria
57
6
10.5%
Japan
246
92
37.4%
New Zealand
Union of South Africa
United Kingdom
United States
73
17
47
23
31.5%
7
41.2%
7
14.9%
2,025
573
28.3%
TOTAL
2,689
776
28.9%
Canada
The list of DMOs to be surveyed was developed from the list of international
Business Improvement Districts and a domestic list assembled by Professor Lorlene
Hoyt during her 2003 research inthe International BID project. These lists were
augmented with additional lists from the California Downtown Association, Georgia
Downtown Center, the Florida Department of Commerce, the Texas Downtown
Association, the US National Main Street Center, the New Zealand Town Management
Association, and the Ryerson-Eaton Canadian list. Each prospective respondent
received an introductory e-mail or fax, followed by the survey, and up to three
reminders. Some telephone follow-ups were undertaken to encourage response.
49
Additional surveys were received after the cut-off for inclusion in the analysis of this report.
42
The geographic range of the North American surveys spanned all of the fifty US
states, and nine of ten Canadian provinces. The one business improvement district
contacted on Prince Edward Island declined to participate because of the medical leave
of key staff. Responses were received from thirty-seven of the forty-seven Japanese
prefectures.
Qualitative Data Gathering
Structured qualitative interviews were conducted with three leaders of DMOs in
New England. Qualitative interviews consisted of a sixty to ninety minute face-to-face
interview with the director of the downtown management organization. The interview
protocol, Informed Consent form, and Interview Guide can be found in the Appendix.
Interviews were taped, transcribed, and annotated.
The qualitative interviews informed
the development of the quantitative survey instrument.
During a site visit to the US, representatives of the Shoutengai Network were
interviewed by the author.
Several spontaneous telephone discussions were held with directors of statewide
Main Street programs and downtown association leaders. Notes recorded during these
conversations memorialized the interchange. In addition, several lively and informative
e-mail exchanges with DMO directors provide additional data.
During the course of this investigation, MIT hosted the New Century Cities
Symposium bringing leaders intechnology, government, and real estate to explore and
discuss cutting-edge issues in the use of ICTs in urban areas. The symposium
43
provided an opportunity to find out how other places are utilizing ICTs, and for a more
textured discussion regarding ICTs.
Personal Experience
The author has over twenty years experience working in the area of downtown
revitalization in the United States, primarily in the northeast, Midwest, and Florida. She
served as first executive director of Roslindale Village Main Street for five years, where
she received the National Trust for Historic Preservation's Annual Preservation Honor
Award, the first "Main Street" initiative so recognized. Roslindale Village Main Street
placed second in the biennial Rudy Bruner Award for Excellence in the Urban
Environment. RVMS served as the model for the Boston Main Streets program, the first
city-wide program addressing neighborhood commercial centers in the US.
In addition to her Main Street work, McCabe was instrumental in securing
passage of enabling legislation for business improvement districts in Massachusetts.
McCabe has traveled and visited downtowns throughout the US, Canada, Europe, and
Asia.
Literature Review
An academic literature review on the use of information and communication
technologies and their use in downtown revitalization was undertaken. In addition,
periodicals and newsletters of downtown management organizations, including the US
National Main Street Center, the International Downtown Association, the International
44
Economic Development Council, and the InfoTEXT, the newsletter of the Information
and Technology Division of the American Planning Association.
Web sites were also reviewed, including the web sites for Association of Town
Center Management (United Kingdom), the Toronto BlAs, Vancouver, British Columbia
BIAs, the Downtown Reporter (US), Town Centers Association of New Zealand, and the
web sites of statewide downtown and Main Street associations in the US. A nonsystematic viewing of Individual web sites of downtown management organizations was
also undertaken.
45
THE SURVEY RESPONDENTS
Downtown management organizations (DMOs) from North America, Europe,
Africa, Asia, and Oceania were surveyed about the use of ICTs in the downtown.
Seven hundred seventy-six surveys were analyzed. The respondents were DMOs from
Canada (representing nine of ten provinces), Europe (Austria, England, Germany,
Northern Ireland, and Scotland), Japan (thirty-seven of the forty-seven prefectures),
New Zealand, the Union of South Africa, and the United States (from all fifty states).
The term downtown was used broadly to embrace a wide range of commercial centers,
including city centres (the common descriptor of downtowns used in Europe, South
Africa and New Zealand), town centers, suburban centers, neighborhood business
districts, central business districts, and downtowns - large and small.
Survey respondents were asked to self identify about location, founding year of
the organization, type of organization, size of the downtown area served, population of
the city, the number of paid staff, and the size of the organization's budget. This section
profiles the characteristics of the DMOs who responded to the Technology and
Downtown Revitalization International Survey.
International Distribution of Survey Respondents
The majority of survey respondents were from North America, both Canada and
the United States. One-quarter of the survey respondents were from outside the United
States. The sizeable response from North America is in part attributable to the strong
roots of the downtown revitalization movement in North America. The first business
improvement district was created in West Bloor Village, a neighborhood business
46
district of Toronto, Canada in 1971.50 The Main Street strategy originated with the
Midwest office of the National Trust for Historic Preservation, based in Chicago, Illinois,
USA. The International Downtown Association, headquartered in Washington, DC, was
initially founded by downtown association executives from US and Canadian cities.
Figure 7. Country of Downtown Management Organization Surveyed
Cumulative
Frequency
Valid
Missing
Total
Canada
Europe
Japan
New Zealand
South Africa
USA
Total
64
12
92
22
7
571
768
8
776
Percent
Valid Percent
8.2
1.5
11.9
2.8
.9
73.6
99.0
1.0
100.0
8.3
1.6
12.0
2.9
.9
74.3
100.0
50Lorlene
Percent
8.3
9.9
21.9
24.7
25.7
100.0
Hoyt. "The Business Improvement District: An Internationally Diffused Approach to
Revitalization," 2003. <http://www.idadowntown.orq/km/DesktopModulesNiewDocument.aspx?Documentl D=81>, (viewed July 16, 2004).
47
Figure 8. Country of Survey Respondents
Country of Survey Respondents
E
Canada
* Europe
E Japan
* NewZealand
SouthAfrica
* USA
* Missing
o"
Population of the Cities Served by DMOs
Survey respondents represented municipalities with a wide range of population
sizes, from cities with over one million people to small towns. Smaller municipalities
were in highly urbanized areas as well as rural communities.
Figure 9. Municipal Population of Respondent DMOs
Cumulative
Frequency
Valid
Missing
Total
Under 10,000
10,000 to 24,999
25,000 to 49,999
50,000 to 99,999
100,000 to 249,999
250,000 to 499,999
500,000 to 999,999
1 million or more
Total
170
133
99
90
77
41
34
52
696
80
776
Percent
21.9
17.1
12.8
11.6
9.9
5.3
4.4
6.7
89.7
10.3
100.0
48
Valid Percent
24.4
19.1
14.2
12.9
11.1
5.9
4.9
7.5
100.0
Percent
24.4
43.5
57.8
70.7
81.8
87.6
92.5
100.0
Figure 10. Municipal Population of Responding DMOs
Municipal Population
of Responding Downtown Management Organizations
25.0%-
20.0%-
Percent
15.0% -
10.0%-
5.0% -
0.0%
Under
10,000
10,000 to
24,999
25,000 to
49,999
50,000 to
99,999
100,000 to
249,999
250,000 to
499,999
500,000
tC999,999
1 million or
more
Population
Size of Downtown Area
The physical size of the land area of the downtown served by the DMO was
queried with an open-ended question. Organizations in North America, Europe, South
Africa and New Zealand were asked how many city blocks they served. Since the city
block measure is not commonly used in Japan, the question was posed as the number
of square meters, with pre-defined ranges. Although city blocks vary in size amongst
cities, this measure is commonly used by downtown managers. Other measures, such
as square feet, acres, and square miles, albeit more precise, are not commonly utilized,
based on this researcher's experience with downtown management organizations.
When the respondent offered a more precise response, such as the number of
hectares, the more precise response was utilized.
49
The raw responses were subsequently recoded into intervals. Approximate
conversions among units of measurement utilized to describe the physical sizes of the
downtowns along with the intervals created, appear below in Figure 11.
Figure 11. Scale of Municipal Land Area
ACRES
SQ METERS
Very
Small
less than 100,000 SM
24 or
BLOCKS
SQ MILE
HECTARE
SQ KM
7 or less
0.39 or
less
less than
10
less than
0.10
Small
0.26
0.10
0.19
63
124
Mid Size 250,000
499,999
n rfl
Large
Very 1,000,000
Large 2,000,000
247
75
0.39
100
1.00
AQtA
I n
n 77
200
2 00
Huge k
Figure 12. Downtown Land Area
Frequency
Valid
Missing
Total
Very Small, Less
than 100,000 SqM
Small, 100,000 to
249,999 SqM
Mid Size, 250,000
to 499,999 SqM
Large, 500,000 to
999,999 SqM
Very Large, 1 to 2
million SqM
Huge, Greater than
2 million SqM
Total
Percent
Valid Percent
Cumulative
Percent
124
16.0
17.9
17.9
219
151
28.2
19.5
31.6
49.5
21.8
71.3
87
11.2
12.6
83.8
61
7.9
8.8
92.6
51
693
6.6
89.3
7.4
100.0
100.0
83
10.7
776
100.0
Figure 13. Downtown Land Area
30.0%-
20.0%-
0.0%Very Small, Less
than 100,000 SqM
Small, 100,000 to
249,999 SqM
Mid Size, 250,000
to 499,999 SqM
Large, 500,000 to
999,999 SqM
Very Large, to 2
million SqM
Huge, Greater than
2 million SqM
Downtown Land Area
Using the chi-square test, it was determined that there is a relationship between
land area of a downtown and the population of its city. Cities with lower populations
tend to have smaller downtowns, while more populous cities have physically larger
downtowns. See Table in the Appendix. Nonetheless, cities with a population over one
million span the entire spectrum of downtown physical land size, from the very small
with less than 100,000 SM to the huge, exceeding 2 million SM. No measures of the
size of the built environments in downtowns were queried in this survey.
Organizational Structure of Downtown Management Organizations
Each responding DMO was asked to describe the organizational structure of their
organization as a government agency, nonprofit, combination of government and
nonprofit, private agency, and public and private agency. The attributes employed are
the same characteristics used by Hoyt and Mitchell in their surveys of business
improvements districts in 2003 and 1999.51 Almost half of the respondents were
nonprofit organizations. One-fifth indicated that they were governmental entities.
s1 Jerry Mitchell. Business Improvement Districts and Innovative Service Delivery. 1999, page 18. and
Lorlene Hoyt, "A Comparative Study of Urban Revitalization in Four Countries," Economic Development
Quarterly, page 16.
Slightly more than one-eighth (13.4%) identified themselves as public-private
partnerships.
The population of DMOs of each type varies by country. For each country except
Japan and New Zealand, nonprofit (or non-governmental organization - NGO)
organizations were the leading type of organizational structure. Among respondents
from New Zealand, there were equal numbers of governmental entities, as well as
nonprofits. Inthe
Figure 14. Type of Organization
USA, over one-fifth
of the respondents
0
*
(23.9%) indicated
Govemment Agency
Nonprofit
atgvr
"on
of
0 Private Agency
Public and Private
that they were
3 Agen"
governmental
agencies. In the
US, different types
of governmental
Type of
Organization
entities undertake
downtown
management,
including downtown development authorities and tax increment financing districts. In
some states, business improvement districts are considered governmental entities.
In Japan, the majority - fifty-seven percent - of respondents identified
themselves as private agencies. In Japan, the enabling legislation for Town
52
Management Organizations (TMOs) was enacted in
1999.52
Organizations who were
eligible to become TMOs included existing Shoko-Kaigisho, who are boards of trade
and Chambers of Commerce and Industry (CCI). The Shoko Kaigisho organizations
constituted 56% of the TMOS (Hoyt, 2003)53. In Japan, Shoko Kaigisho organizations
are considered private agencies, whereas in the USA, chambers of commerce are
frequently classified as a type of nonprofit (NGO). The TMO legislation authorized
TMOs to be formed as private stock corporations which included approximately thirty
percent of the TMOs 54 . Some Shoko Kaigisho sponsored the development of TMOs as
private stock corporations, and retained a close relationship between the Shoko
Kaigisho and the TMO.
Figure 15. DMO Organizational Structure by Country
Govern
ment
Agency
Country
Canada
Count
%within Country
Europe
Count
%within Country
Count
% within Country
Japan
Total
New
Zealand
Count9
South
Africa
Count
USA
% within Country
Count
%within Country
%within Country
Count
% within Country
Total
Type of Organization
Combination
of
government Private
Public
and
Private
Agency
Agency
Nonprofit
& nonprofit
38
65.5%
4
36.4%
0
.0%
12
20.7%
3
27.3%
5
5.8%
1
1.7%
1
9.1%
49
57.0%
2
3.4%
3
27.3%
30
34.9%
58
100.0%
11
100.0%
86
100.0%
9
0
2
1
21
42.9%
0
42.9%
.0%
0
9.5%
0
4.8%
2
100.0%
7
.0%
131
23.9%
147
20.1%
71.4%
307
55.9%
363
49.6%
.0%
78
14.2%
98
13.4%
.0%
9
1.6%
62
8.5%
28.6%
24
4.4%
62
8.5%
100.0%
549
100.0%
732
100.0%
5
8.6%
0
.0%
2
2.3%
Hoyt, "Rise of Non Governmental Activities in Japan," powerpoint presentation.
http://web.mit.edu/ 11.204/www/webportfolio/BI D/web%20ideas/media/Japan. ppt (October 2004).
53 Ibid.
52
54
Ibid.
53
7 7__- - __ __
Age of Downtown Management Organizations
Figure 16.
Approximately half of the
Lessthan5 Years,
FivetoTen Years,1995
responding downtown
11 to 25 Years,1980to
o50 Years,1955to
Morethan50 years,
1954andeadlier
organizations originated in
the past ten years, in the
Age of
Organization
internet and personal
computing device eras. An
additional third of the
responding organizations
were founded between 1980
and 1990, the era of the portable personal computer. The time line of computing eras
depicted below provides a context for major information and communication technology
developments. The rise of the focus of urban planning practice on downtown
revitalization over the past twenty-five years (measured in part by the establishment of
downtown management organizations) paralleled many of the advances in information
and communication technologies, especially miniaturization.
54
nmad
Figure 17. Age of Organization
Cumulative
Percent
Frequency
199
Percent
25.6
Valid Percent
27.9
27.9
153
19.7
21.4
49.3
241
21
31.1
3.
33.8
388.
83.1
49
6.3
6.9
89.9
72
9.3
10.1
100.0
92.0
8.0
100.0
Missing
714
62
Total
776
Valid
Less than 5 Years,
2000 to 2005
Five to Ten Years,
1995 to 1999
11 to 25 Years, 1980
to 1995
26 to 50 Years, 1955
More than 50 years,
1954 and earlier
Total
100.0
Figure 18. Timeline of Computer Eras
CD
co
M
The Main Frame
Computer Era
Co
0
The Era of the
Portable
Personal Computer
The Era of
the
Internet
The Era of
Personal
Devices
Compiled by McCabe. Information Sources: Hobbes Internet Timelines.,j and Computer History Museum.5
Staff and Budget of Downtown Management Organizations
Two complementary organizational measures were noted, namely the annual
budget and staff size of respondent downtown management organizations. The budget
query focused on the 2004 budget and provided respondents with a series of pre-
5
56
http://www.zakon.orq/robert/internet/timeline/ Hobbes Internet Timeline, v.8.
The Computer History Museum, http://www.computerhistory.orq/timeline/
55
defined options. Respondents were asked about their annual budgets in their own local
currencies. All references and responses in this document have been set to the
equivalent exchange in US dollars. A table of exchange levels based on US currency
valuations compared to local currencies can be found in the Appendix. Over half of all
DMOs have annual budgets less than $200,000. Overall, three-quarters of DMOs have
budgets less than $500,000.
Figure 19.
Budget 2004
Cumulative
Frequency
Valid
Less than $200,000 US
per year
$200,000 to $499,999
US per year
$500,000 to $999,999
US per year
$1 million to $2.49
million US per year
$2.5 million to $5
million US per year
Over $5 million US per
year
Total
Missing
Total
Percent
Valid Percent
Percent
413
53.2
58.4
58.4
123
13
58
15.9
1.
7.5
17.4
747.
8.2
75.8
7.0
7.6
91.7
28
3.6
4.0
95.6
31
4.0
4.4
100.0
707
91.1
100.0
69
776
8.9
100.0
Figure 20.
Size of Annual DMO Budget by Country
Over $5 million US
IllI
$2.5 million to $5 million US
0 USA
$1 million to $2.49 million US
l South Africa
.I
D New Zealand
HJapan
O3Europe
$500,000 to $999,999 US
$200,000 to $499,999 US
0 Canada
E
Less than $200,000 US per
year
0.00%
10.00%
20.00%
40.00% 50.00%
30.00%
Percent of DMOs
60.00%
70.00%
80.00%
Some differences were observed according to location of the DMO. DMOs in
Japan and Europe tended to have larger budgets. The annual budgets of 31.5% and
18.2% of Japanese and European DMOs, respectively, were less than $200,000.
Although two-thirds of responding South African DMOs had budgets less than
$200,000, most budgets ranged between $200,000 and $500,000 annually. (See
Figure 21 on the following page.)
The type of organization and size of the organization's budget is related.
Nonprofits, public-private partnerships, and government entities all tend to have smaller
budgets. Two-thirds (67.0%) of DMOs which function as nonprofits have budgets less
than $200,000, as do nearly two-thirds (61.5%) of public-private partnerships. Half
(49.2%) of the government entities and the public-private agencies serving as DMOs
have annual budgets under $200,000. Less than one-third (31.1%) of private DMO
agencies have budgets under $200,000.
Private agencies have the largest budgets. Over two-fifths (41.0%) of DMOs
classed as private agencies, have budgets exceeding $1 million. DMOs which are a
combination of public and private rank second in budget size, with 15.9% operating on
annual budgets exceeding $1 million. In contrast, only 8.8% of nonprofit DMOs have
budgets exceeding $1 million annually. See Figure 21.
Figure 21.
Annual DMO Budget by Type of Organization
Over $5 million US per
year
$2.5 million to $5 million
US per year
P bri
$1 million to $2.49 million
A
E3 Public and Private Agency
US per year
0 Private Agency
I13
Combination of govt & nonprofit
$500,000 to $999,999 US
per year
U3Nonprofit
0 Government Agency
$200,000 to $499,999 US
per year
Less than $200,000 US
per year
0.00%
ii|plgii
10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%
Staffing levels at downtown management organizations tends to be small.
Almost half (45.4%) of all DMOs have no more than one-full time staff person. Six
58
percent of DMOs rely solely on volunteers. Only nineteen percent of the DMOs
surveyed had staff capacities exceeding 2.0 full-time equivalents (FTEs).
Similar to the type of DMOs with larger annual budgets, private agencies are
most likely to have higher staffing levels, followed by DMOs described as public-private
agencies, as portrayed in Figure 23. Of those DMOs relying solely on volunteers,
government entities rank first, followed by nonprofits.
Figure 22. Staffing Levels
Cumulative
Frequency
Valid
None
Part-time. Less
than 1 FTE
One FTE
1,01 to 2.0 FTE
2.01 to 5 FTE
5.01 to 9.99 FTE
10 to 24 FTEs
25 to 99 FTEs
100 or more
employees (FTEs)
Total
Percent
Valid Percent
Percent
46
5.9
6.7
6.7
29
3.7
4.2
10.9
238
145
100
46
46
21
30.7
18.7
12.9
5.9
5.9
2.7
34.5
21.0
14.5
6.7
6.7
3.0
45.4
66.5
81.0
87.7
94.3
97.4
18
2.3
2.6
100.0
689
87
88.8
11.2
100.0
Missing
Total
776
100.0
Staffing Levels at DMOs by Type of Organizational Structure
Figure 23.
Staffing Levels as to DMO Organizational Structure
45.0
40.0
35.0
30.0--
0 Government Agency
Nonprofit
25.0 -1E
20.0 ----
0 Combination of government &
a
nonprofit
01Private Agency
15.0 -
EPublic and Private Agency
10.05.09
0.00
Discussion of Findings regarding Organizational Characteristics
Within the past five years, there have been two surveys of business improvement
districts, one by Mitchell focusing on the BIDs in the United States,57 and a second by
Hoyt focusing on the development of BIDs internationally.58 Both sought to define and
quantify the extent, character, and activities of business improvement districts.
The Technology and Downtown Revitalization International Study targeted a
broader array of downtown revitalization and management organizations, including Main
Street organizations, downtown development authorities, tax increment financing
Jerry Mitchell.
Lorlene Hoyt. "The Business Improvement District: An Internationally Diffused Approach to
Revitalization," 2003. <htp://www.idadowntown.orq/km/DesktopModules/ViewDocument.aspx?DocumentlD=81>, (viewed July 16, 2004).
57
58
60
districts in central business districts, and other self-described downtown organizations.
Although some downtown management organizations may also be business
improvement districts or are described as "BID-like organizations" (Hoyt 2003),
comparable research systematically characterizing the extent and nature of "Main
Street" organizations has not been published.
The "Main Street" movement originated in the early 1970s by the National Trust
for Historic Preservation assisting Midwestern US small towns, in response to requests
for help on how to respond to large shopping malls built on the edge of municipalities.
The Main Street model has since proliferated throughout the US and internationally. In
the mid 1980s, the National Trust undertook an urban demonstration project extending
the Main Street model to urban neighborhoods and cities between 50,000 and 250,000.
Since then, the Main Street neighborhood model has been adopted by several major
US cities. Main Street organizations typically have a community-focus, and are located
in smaller cities and towns, compared to the majority of BIDs.
Mitchell's and Hoyt's investigations provide benchmarks for comparison to the
respondent pool of the Technology & Downtown Revitalization International Survey.
The mean annual BID budget identified in Hoyt's international study of BIDs
corresponds to the budget information received from this study's respondents, as
illustrated below in Figure 24.
Figure 24.
DMO Annual Budgets Data Comparison
Mean Annual
BID Budget
from Hoyt's
Technology & Downtown Revitalization
International Survey
DMO Annual 2004 Budgets
59
2003 Study
Canada
$192,535
Continental
$4,2
55.4% -- annual budget less than $200,000.
$548,925
$840,902
54.6% of annual budgets ranged between
$200,000 and $1 million
Japan
$783,759.
19% of annual budgets ranged between
$500,000 and $999,999. 41% of
respondents had smaller budgets, and 40%
New Zealand
$ 97,319.
$310,118.
Europe*
United Kingdom
larger.
South Africa
50% -- annual budgets less than $200,000.
66.7% -- annual budget ranged between
$200,000 and $499,999
The Technology & Downtown Revitalization International Survey included responses from continental Europe and
the UK.
*
Mitchell's study of BIDs in the US identified the median budget as $200,000 in
1999. Sixty-five percent of the DMOs in the US in this study had budgets less than
$200,000. The Technology and Downtown Revitalization International Study had a
larger number of US respondents with small budgets, perhaps attributable to the
inclusion of "Main Street" organizations, in addition to formally organized business
improvement districts.
The respondent DMOs in the Technology & Downtown Revitalization
International Study included a greater number of governmental entities in the US. (See
Figure 15., Type of Organizations by Country.). This is consistent with Mitchell's
observation that "the smaller the community, the more likely the BID was structured as a
public agency. "60 The Technology & Downtown Revitalization International Study
Hoyt, 2003.
Jerry Mitchell. "Business Improvement Districts and the 'New' Revitalization of Downtown," Economic
Development Quarterly, Vol. 15, No. 2, May 2001, page 119.
60
60
(TDRI) had a larger proportion of US DMOs based in smaller municipalities, than the
Mitchell study.
The International BID Study61 queried BIDs about the number of city blocks that
organization covered. A similar question was posed in this study. DMOs and BIDs in
each study typically covered similar sized areas, as to country.
Figure 25. DMO Area Size Comparison
Number of City
Blocks from
Hoyt's 2003 Study6 2
Canada
-Mean
12- Median
Technology & Downtown Revitalization
International Survey
Land Area Covered
36.4% serve small downtowns - ranging from 7
to 18 blocks. 27.3% serve smaller areas; and
36.5% serve larger downtowns.
Continental
Cuoenta8Europe
Unidom
10 - Mean
Median
40 -- High
12 - Mean
6 - Median
40 - High
37.5% of DMOs serve very small downtowns
comprising of 7 or fewer blocks. Half of DMOs
serve mid-size downtowns, ranging from 19 to 35
blocks.
49,744,973 SqM -
Mean
2,700,000 SqM -
Japan
51.1% of DMOs served very large and huge
downtowns, all in excess of I million SqM.
Median
New Zealand
4 - Mean
3 - Median
58.8% of DMOs served very small downtowns,
comprises of 7 blocks or fewer.
Africa
South
SouthAfrica
16 - Median
22 - Mean
50% of DMOs served small and mid-size
downtowns, ranging from 8 blocks to 35 blocks.
* The Technology & Downtown Revitalization International Survey included responses from continental Europe and
the UK.
Similar to Mitchell's finding that 29% of the BIDs were formed in the last five
years (referring to the period, 1994-1999), and "almost sixty percent of the BIDS were
created since 1990,"63 the Technology & Downtown Revitalization Study found that
27.9% of respondents were created within the past five years (since 2000), and 49.3%
62
62
63
Hoyt, 2003.
Hoyt, International BID Study, 2003.
Jerry Mitchell. Economic Development Quarterly, page 119.
63
were established within the past decade. These comparable findings about new
organization formation, yet in slightly differing time periods, point to the temporal quality
of many DMOs. Stabilizing and institutionalizing organizations with small budgets is
difficult. DMOs in Japan had the largest annual budgets, and the greatest proportion
(39.8%) of DMO organizations which have been in existence for over twenty-five years.
64
Figure 26.
Size of DMO Annual Budget by Country
Annual
Less
than
$200,000
US per
year
Country
Canada
Europe
Japan
NewZealand
South Africa
USA
Total
% within Country
$200,000 $500,000
to
to
$499,999 $999,999
US per
US per
year
year
Total
Budget
$1 million to
$2.49 million
US
per year
$2.5
million to
$5 million
US per
Over $5
million US
year
per year
Count
% within Country
Count
% within Country
31
55.4%
2
18.2%
18
32.1%
4
36.4%
3
5.4%
2
2
3.6%
3
1
1.8%
0
1
1.8%
0
56
100.0%
11
18.2%
27.3%
.0%
.0%
100.0%
Count
% within Country
Count
% within Country
Count
% within Country
Count
% within Country
Count
28
31.5%
10
50.0%
1
16.7%
341
65.0%
413
58.4%
9
10.1%
3
15.0%
4
66.7%
85
16.2%
123
17.4%
17
19.1%
0
.0%
0
.0%
36
6.9%
58
8.2%
16
18.0%
2
10.0%
1
16.7%
30
5.7%
54
7.6%
11
12.4%
0
.0%
0
.0%
16
3.0%
28
4.0%
8
9.0%
5
25.0%
0
.0%
17
3.2%
31
4.4%
65
89
100.0%
20
100.0%
6
100.0%
525
100.0%
707
100.0%
Figure 27.
DMO Organizational Structure and Annual Budget
Annual Budget
Type of
Organiza
tion
Government
Agency
Nonprofit
Combination of
government &
nonprofit
Public and
Private Agency
Total
$200,000 to
$499,999
$500,000 to
$999,999 US
$1 million to
$2.49 million
$2.5 million to
$5 million US
Over $5
million
US per
US per year
US per year
per year
US per year
per year
year
64
25
10
8
6
17
130
49.2%
19.2%
7.7%
6.2%
4.6%
13.1%
100.0%
236
64
21
21
6
4
352
67.0%
18.2%
6.0%
6.0%
1.7%
1.1%
100.0%
59
19
6
5
4
61.5%
19.8%
6.3%
5.2%
4.2%
19
7
10
13
8
4
61
31.1%
11.5%
16.4%
21.3%
13.1%
6.6%
100.0%
30
8
11
6
3
3
61
49-2%
13.1%
18.0%
9.8%
4.9%
4.9%
100.0%
408
123
58
53
27
31
700
58.3%
17.6%
8.3%
7.6%
3.9%
4.4%
100.0%
Total
Count
% within Type of
Organization
Count
% within Type of
Organization
Count
% within Type of
Organization
Private Agency
Less than
$200,000
Count
% within Type of
Organization
Count
% within Type of
Organization
Count
% within Type of Organization
66
3
3.1%
96
100.0%
Figure 28.
Size of Downtown Land Area by Country
Dow ntow n Land Area
Country
Canada
Europe
Japan
New
Zealand
South
Africa
USA
Total
% within Country
Huge,
Very Small,
Less than
Small,
100,000 to
249,999
Mid Size,
250,000 to
499,999
Large,
500,000 to
999,999
Very Large, 1
to 2 million
Huge,
Greater
than 2
million
100,000 SqM
SqM
SqM
SqM
SqM
SqM
Total
Count
% within Country
Count
% within Country
Count
% within Country
Count
15
27.3%
3
37.5%
10
11.4%
10
20
36.4%
0
.0%
9
10.2%
8
14.5%
4
50.0%
9
10.2%
4
7.3%
1
12.5%
15
17.0%
4
7.3%
0
.0%
28
31.8%
4
7.3%
0
.0%
17
19.3%
55
100.0%
8
100.0%
88
100.0%
3
1
1
0
2
17
% within Country
Count
58.8%
1
17.6%
5.9%
5.9%
.0%
11.8%
100.0%
2
1
1
0
1
6
% within Country
Count
% within Country
Count
16.7%
85
16.4%
124
17.9%
33.3%
185
35.6%
219
31.6%
16.7%
128
24.7%
151
21.8%
16.7%
65
12.5%
87
12.6%
.0%
29
5.6%
61
8.8%
16.7%
27
5.2%
51
7.4%
100.0%
519
100.0%
693
100.0%
ATTITUDES OF DMOs TOWARDS ICTs
Key findings of the Technology & Downtown Revitalization International survey
about the attitudes of DMOS in cities regarding the use and effect of ICTs to revitalize
downtown are as follows:
- DMOs believe that downtown retains its importance in a digital world.
- DMOs view ICTs positively, and believe their use is important to downtown.
- There is a greater use, acceptance and regard for ICTs where ICTs are
perceived to be an important part of the regional economy.
Although many urbanists and technophiles were ready to write the obituary of
downtown with the advent of computers and the internet how are downtowns faring in
this era of personal computer devices a decade following the dot-com era bust? Ina
2001 study by Fannie Mae and the Brookings Institution of downtown population trends
in the US, three-quarters of downtowns in major US cities (18 of 24) "saw increases in
their downtown populations,
a reversal of previous decades. The world is
undergoing a massive trend towards increased urbanization and an omnipresent
expansion of computers, information and communication technologies into people's
daily lives. The expansion of mobile telephones on all continents is just one indicator of
the near ubiquity of ICTs. Cellular telephone usage has tripled since 1999, according to
the International Telecommunications Union. The per capita use of mobile phones in
Europe, Japan, New Zealand and South Africa has surpassed that of land line
* Sohmer, Rebecca R. and Robert E. Lang, "Downtown Rebound," Washington, D.C.: Fannie Mae
Foundation and the Brookings Institute, 2001, page 1.
68
telephones. Projections are for mobile phone usage soon to exceed land line usage in
North America, as well.
Downtowns arose as the result of the need for face-to-face proximity and
communications for civic life and business. Now that we can communicate with
telephones, and can even see each other face-to-face using remote ICT devices, are
downtowns still relevant?
The actual organizations and people working and managing downtowns across
the world overwhelmingly believe downtown retains its importance in a digital world, and
that ICTs can actually help strengthen downtown and its revitalization. The Technology
and Downtown Revitalization International Survey asked downtown management
organizations across Canada, Europe, Japan, New Zealand, South Africa and the US
about their perceptions of how ICTs are affecting downtowns using a four-point Likert
scale. A series of tables detailing the survey responses in aggregate and by country
for all Likert-scale questions is found at the conclusion of this chapter.
Over four-fifths of respondents, in aggregate, contend that downtown is important
and that the rise of ICTs does not diminish the importance of downtown. This is true for
DMOs in all countries surveyed. More European and US, 45.5% and 45.0%
respectively ardently disagree with the statement that the rise of the internet and the
use of ICTs make the downtown a less important place. The responses are graphically
portrayed in aggregate and by country in Figure 29. The strongest agreement with the
notion that downtowns are less important with the rise of the internet and ICTs is from
South Africa, with one-third of DMOs strongly concurring. While South Africa in 2004
has the highest percentage of users, 26.2%, in continental Africa, consisting of 7.3% of
69
the South African populace, 5 this is significantly less than the other countries surveyed,
which have an internet usage rate ranging from a low of 52.8% in Japan, to a high of
67.8% in the US.66 (See the section on Overview of ICT Usage for further detail.)
Figure 29.
The rise of the internet and the use of ICTs
makes downtown a less important place.
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%--
Strongly Agree
Generally Agree
Generally Disagree
Internet Word Statistics, <www.Internetworldstats.com> (April 8, 2005).
' Ibid.
65
Strongly Disagree
Ia
if{I
I..
i-
02
--
p
-7
-
-
sc
---
~
-
--
-~
-
-
-
-
]
South Africa's internet penetration is comparable to that of the US in the early-tomid 1990s. In 2003 (the most recent available data), South Africa has one internet host
per 122 people.67 In 1989, there was one host for every 2,487 people in the US; three
years later in 1992, there was one internet host per 249 people. 8 It was during this
initial growth spurt in the US, that futurists and technologists were predicting a dire
future for downtowns. The South African DMOs' strong agreement with the assertion
that downtown is less important in the digital era seems to correspond with the early
wave of US skeptics regarding downtown's future.
All types of DMOs, whether classified by country, population, budget, staffing
levels, type or age of organization disagreed (generally and strongly) with the assertion
that downtown is less important in the digital age. The aggregate level of disagreement
for all categories ranged from a low of 70.6% by DMOs with 100 or more employees, to
a high of 100% by DMOs with 25 to 99 employees. Using Pearson's chi square test, it
was determined within a 0.05 confidence level that there is a relationship between the
organizational structure of a DMO and its view about the importance of downtown with
the internet and ICTs. As noted in Figure 30., public-private agencies were the most
likely to perceive that that downtown's importance is diminishing due to the internet and
ICTs, whereas nearly nine out of ten (88.3%) DMOs that were a combination
government-nonprofit entity disagreed.
CIA Fact Book 20005, www.cia.qov
US Census 1990, Summary Tape File 3A, and Hobbes Internet Timeline, v8,
www.zakon.or/robber/internet/timeline/
67
68
72
Despite the forecasts of downtown's demise and waning role, the people who work in
downtown management overwhelmingly disagree.
A benchmark for a strong, healthy downtown is the presence of people - people
walking on the streets, working downtown, patronizing businesses, visiting downtowns,
and in general using downtown. Seven out of eight DMOs (87.2%) in aggregate agree
that ICTs help draw people to the downtown. Over nine in ten, (90.9%) of European
DMOs feel that ICTs help draw people downtown. Of all countries, Japanese DMOs
had the weakest level of agreement at 77.2%. The range of views is depicted inthe
charts found in Figure 30
Figure 30
Information and communication technologies help draw
people to the downtown.
80.0%-
70.0%-
60.0%-
50.0%-
40.0%-
30.0%
20.0%
10.0%
0.0%
Strongly Agree
Generally Disagree
Generally Agree
73
Strongly Disagree
S
g
~
S
S
g
S
g
S
g
~
2
U
I
V
Ii
I
I
I
~
ggg
-7 7-7-.7-7-7-77-7-- - - - - -
/7 --------------- - - - - -- - - - --
gg
g
------------------------------------------------------
------------------------------------
g
III
Web pages, WiFi, and security surveillance are three of the varying ways DMOs
are using ICTs to draw people downtown. Describing the importance of having a web
page to draw people downtown, one DMO director said, "we knew we needed the web
page, and a web site...pretty much just to let people know what was happening
downtown, and that there were things happening, which people didn't believe before."
69
Another DMO is hoping WiFi can attract more young people and students to its
downtown. Commenting about the recent installation of WiFi and the response of local
residents, the director stated "people have e-mailed and said, 'This is great. I walk in. I
can just sit down. I can check my blackberry. I can get online.' These are people that
are also technology-savvy, though, so they know what is being presented. We are
hoping because it's a college town that we're going to draw more of the college students
downtown." 70
Security cameras and video surveillance have been installed in some
downtowns, at times under the auspices of the DMO, or through a variety of different
initiatives entailing both individual property owners and district-wide approaches. The
purpose is not only to increase actual security, but to also provide downtown patrons,
workers, and business owners with the perception that the area is safe. One-quarter
(24.9%) of all DMOs reported that video security cameras were being deployed in their
downtowns, and slightly under one-third (29.7%) of those video security programs are
operated by the DMOs. Video security cameras are inthe planning stages in another
69 Stephanie Lewry, executive director, Intown Manchester. Interview by author, October 25,
2004,
Manchester, NH, tape recording.
70 Deborah Greel, director, Salem Main Street Initative. Interview by
author, October 18, 2004, Salem,
MA, tape recording.
14.4% of downtowns, thus making this type of ICT amongst the top ten ICTs used
downtown.
A core component of most downtown management and revitalization
initiatives is addressing the image of downtown, be it improving, maintaining, or
strengthening downtown's image as an attractive location. DMOs worldwide believe
that the use of ICTs are important to the image of downtown. Over four-fifths of DMOs,
in aggregate (83.3%) and in each country think similarly about the importance of ICTs to
the image of downtown, as depicted in Figure 32. Nearly half (45.5%) of European
DMOs strongly agree with the statement, that the use of ICTs is important to the image
of the downtown. While Japan had the lowest proportion of DMOs strongly agreeing
that ICTs are important to the image of downtown at 13.5%; overall over three-quarters
(78.7%) of Japense DMOs agreed with the assertion. Elsewhere, one-quarter to onethird of DMOs voiced strong agreement about the importance of ICTs to the image of
downtown.
For many DMOs, the use of technology conveys that the city is progressive and
forward-looking. "Ithink when you do something like wi-fi, it's another piece of saying,
'This city is moving forward. This city is committed and appreciates our history, but
we're not tied to it,"'7
reflected the director of Salem Main Street in Massachusetts, a
small historic port city of 40,000. The use of ICTs in downtown projects a hip image,
resonating particularly with younger people. As one young user of downtown said, "Oh,
wow! I can go wireless here." 72
71
Greel interview transcript, page 14.
76
The use of WiFi was part of New York City projecting an image of come back
after the 9/11 attack on the World Trade Center. As Shirley Jaffe, Director of Economic
Development for the Downtown Alliance in lower Manhattan asserted, "At a time when
there is a lot of doom and gloom over Lower Manhattan, this certainly demonstrates that
downtown does have a future."7 3
The use of ICTs, particularly WiFi, appears to confer bragging rights amongst
downtowns, with DMOs claiming to be the first in their region, to be the largest or to be
the most ubiquitous, be it southeastern England, or in southern California. Clearly,
downtowns' adoption of WiFi is part of the quest for a contemporary image. As the
Director of Intown Manchester, New Hampshire, a city of 107,000, ruminated, "Ithink
Manchester likes to think that we're at least in the first wave of hi-tech... .So, it has been
important to Manchester, for its image, to be hi-tech."74
Lewry, ibid.
Shirley Jaffe, New Century Cities Symposium, January 19, 2005, Massachusetts Institute of
Technology, Cambridge, MA.
7 Lewery interview, page 18.
7
73
Figure 31
ALL: The use of information and communication technologies
is important to the image of the downtown
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% -
Strongly Agree
Generally Agree
Generally Disagree
Strongly Disagree
I
I
I
~ ~~ ~~~
g
2~~~~~..
U
22
2
22
---
-
--~-~
---~-----~-----~.-.-
-I
--- --
ei
a%
E
-7-7--7-7
a
a
g
..
g
2
a
g
2
e
a
..
.....
-
..........
g
g
............
-
_
-
I
-I
-i
..........
..
.....
............
......
.....
9 0 9 9 0 9 9
0
.
-.
Even though DMOs may be telling the story that things are happening downtown
or taking steps that ensure that downtown is safe to come to, there needs to be a
reason for people to use downtown. Integral to the futurists' harbinger of downtown's
possible demise is the anticipated competition from internet shopping. DMOs were
queried as to the level of agreement and disagreement with the assertion, "With internet
shopping, there are fewer reasons for people to come to the downtown." DMOs
rejected this premise. The strength of the rejection varied significantly by country. In
Japan, there was the lowest level of rejection - 56.2% of DMOs disagreeing with the
premise. Inthe US, two-thirds of the DMOs disagreed. Inother countries, the level of
disagreement was stronger, with over four-fifths (83.4%) of DMOs in South Africa
disagreeing. See the following chart series.
Figure 32
ALL: With internet shopping, there are fewer reasons
for people to come to the downtown.
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% -""
Strongly Agree
Generally Agree
Generally Disagree
Strongly Disagree
Europe: With Internet shopping, there are fewer reasons
for people to come to the downtown.
Canada:WithInternetshopping, there are
fewerreasonsfor people to cometo thedowntown.
800%
an.o% -
70.0%
70.0%
-
---
-
---
--
-
-
-
.
- -
-
-
-
-
--.-
CI%
5o%
50.0%
I50%
seongly
Agne
GenemlyAgn.
80nngiDis
DiWeg
Genemey
70.0%
shopping,
therearefewerreasonsfor peopleto cometo
NewZealand:Withintemnet
thedowntown.
andcommunication
Japan:Theriseof theinternet andthe useof Information
technologIes maltsthe downtown a lass Importantplace.
50.0%
mo%
AV-e
$bangly
GenomrAge
GenralyDign
SonglyDsege
eaft
%0
200%
USA: With Internet shopping, there are
fewer reasons for people to come to the downtown.
200
for peopleto
South Africa: With Internetshopping,therearefewerreasons
p00%
come to the downtown.
i250%
o00--70.0%
10000
7020%
ra
..
8Gongly
~WaW
Agne
Genema Agne-
Gee0.0isge
rngyD
,5r,0--500%-
00onglyngl
GAn-
Gnonmiy
O-wyglyf-
ega
82
gng
Slynag
DM
No relationship was shown between internet penetration by country and DMOs'
views regarding internet shopping and the use of downtown. However, there is a
relationship between DMOs' views on this subject and the countries in which they are
located.
The differing perspectives on the threat of internet shopping to the patronage of
downtown may in part be explained by the changing function and nature of downtowns.
Retail shopping is no longer an essential part of downtown's appeal. In the post-Fordist
era, suburban shopping malls proliferated. Kalman, commenting on the Canadian
experience, states, "The trend is away from the older business districts, out of
supposedly inefficient, oversized, and costly facilities and into compact locations away
from the center of town, with generous parking and access."75 Waits notes that retail
shopping in the US changed after World War II, and downtown revitalization in the
1960s and 1970s was focused on retail and services. 6 Similar trends occurred in the
United Kingdom, and subsequently in New Zealand.
The number of shopping centers in the United Kingdom expanded from 190 in
1972 to 950 in 1994, and the superstores and hypermarkets have increased from
only 21 in 1971 to 719 in 1992. The grow patterns suggest that almost all of
these establishments have been outside town centers.
mall development in New Zealand began in the 1960s. By the 1980s New
Zealand's cities were detrimentally impacted by suburbanization, and decreasing
retail sales prompted Council planners to import the main street model from the
United States...
7s Kalman, page 36.
Mary Jo Waits. The Downtowns of the Future, Opportunities for Regional Stewards," Alliance for
Regional Stewardship, Monograph Series, August 2001, page 10.
77 Building Design Partnership (BDP) and Oxford Institute of Retail Management, "The effect of major out
of town retail development on traditional retail environments: A literature review for the Department of
Environment," (London: HMSO, 1992), 1954.
78 Lorlene Hoyt, "A Comparative Study of Urban Revitalization in Four Countries," Economic
Development Quarterly, page 7
76
The experience in continental Europe differed. Central cities retained population and
retail services in the core. Hypermarket development began in the 1990s with changes
in retailing.
Other markets such as tourism have remained important to many downtowns.
Using the internet as a means to market and reach tourists is increasing amongst
downtowns. Nearly three-quarters (72.8%) of DMOs overall agreed that tourists use the
internet to plan their visits to our downtown. European DMOs universally (100%)
concurred that tourists use the internet to visit their respective downtowns. The lowest
level of agreement (strong and general) came from Japanese DMOs, where language
may provide a greater challenge for reaching the international tourist market.
The move towards WiFi in US downtowns is in part motivated by the desire to
reach another market, business travelers. "Ifyou're a business traveler, you're going to
expect that,"79 commented a DMO director speaking about wireless and WiFi in
downtown. "I think it would be a real disadvantage"8 0 not to have WiFi.
7
Greel, ibid.
80
Ibid.
Figure 33
ALL: Tourists use the internet to plan their visits to our downtown.
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% -"
Strongly Agree
Generally Disagree
Generally Agree
85
Strongly Disagree
Europe: Tourists use the internet to plantheir visits to our downtown.
Canada:Tourists use the Internet to plan their visits to our downtown.
aroV
DMgUe
NewZealand: Tourists use the Internet to plan their visits to our downtown.
Japan: Tourists use the Internet to plan their visits to our downtown.
70.0%
70.0%
W.0%
oM)M
8
GAgne
Genomi
Agme
Di8.gme8StonglygDi0.g%
Gen mwy
South AfricTouToutssuseuteethnternetntotoplanntheirrvisitsstooouurdowntoonn
0.0%0%
40.0%
50.0%
00%00%
740.0%
20.0%
4...%
1
40.0%
t-i l III
........
to.0%
u.......
I
.I
0.0%o
Skn q
mn g
mrl
Moly| A"n
O-Snl ,
86
Genem||r Agne
Disegu
GenWOOV
Strogly Dimagme
Whether it is for shoppers, tourists, or persons who work and live in the
downtown, more than two-thirds (68.8%) of DMOs overall agree that the use of
technology, such as digital media displays, makes the downtown exciting (see Figure
35). In New Zealand, one downtown sports a laser display in downtown garden. In
Lyon, France, the use of light display is a major draw. The hallmark of Times Square in
New York City is digital media display, which is also the signature of Digital Media City,
in South Korea.
Figure 34.
ALL: The use of technology, such as digital media displays,
makes the downtown exciting.
80.0%
-__
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Strongly Agree
Generally Disagree
Generally Agree
87
Strongly Disagree
Europe:Theuseof technology, such asdigitalmediadisplays,
exciting.
makesthe downtown
Canad: Theuse oftechnology, suchasdigital mediadisplays,
makesthedowntown oxciting.
NewZealand:Theuse of technology, such as digitalmediadisplays,
makesthedowntown exciting.
displays. makasthe
Japan:Theuse of technology, such as digital media
downtown exciting.
70.0%
00%4
Sbcn* AWW
Gwsay Aa5
GW0 IY
South Africa:Theusaof technology, such as digitalmediadisplays,
maeasthe downtown eaclihi.
USA:Theuseof technology, such asdigital mediadisplays,
makesthe downtown exciting.
80.0%70.0%
60.0%--
40.0%
20.0%
arongi
AQ
Aqe
Generey
aonrer
s-u
88
Genxee|Ijae.e
The use of ICTs in special events that draw people to downtowns is integrated
not only in the visual effects which users of downtown experience, but also in the
operations of the special events that make downtown exciting. In Spokane,
Washington, the development of one of the largest downtown WiFi hotzones in the US
was based on a pilot during the annual Hoopest, a 3-on-3 downtown basketball
tournament. The WiFi network was developed to transmit, in real time, 13,000 games
scores involving over 25,000 players.
While one trend in downtowns and revitalization strategy is towards downtown as
an event center, there are many functions and types of users in downtown. DMOs
overwhelmingly agree, (84.5%), both generally and strongly, that digital information and
display make it easier to access, use, and enjoy downtown.
Spokane Hotzone International Downtown Association presentation, September 2004, Vancouver, BC,
page 3.
81
89
Figure 35.
ALL: Digital information and display make it easier
to access, use and enjoy the downtown.
80.0%
70.0%
I
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Strongly Agree
Generally Disagree
Generally Agree
90
Strongly Disagree
Europe:Digitalinformation and display makeIteasierto access,
use and enjoy the downtown.
Canada:Digital Information and displaymakeIt easier to access,
useand enjoy the downtown.
80.0%.-
GerWaIV
Ape
Japan:Digital Information
anddisplay makeit easierto access,
useandenjoy thedowntown.
GeWy Die
NewZealand:Digitalinformation anddisplay
makeit easierto access.
use and enjoythe downtown.
so0%
40%
Mo%
20.0%
10.0%
amng
p
A
0n5ngly
yag
AW
GenraV
USA:Digital Information and display makeit easier to access,
useand enjoy the downtown.
anddisplay makeit easierto access,
South Africa: Digital Information
useandenjoy thedowntown.
70.0%
ac.0%
OwSeg
amncly
The ICTs that DMOs utilize reflect their interest in making downtown more
accessible and usable in both the virtual and physical realms. Inthe virtual environment,
DMOS rely on the internet, be it web pages to introduce downtown, internet calendars
of events occurring downtown, or business and service directories. In the physical
environment, DMOs in their placemaking function are beginning to use electronic kiosks
as a source of information and wayfinding. One in eight (12.3%) of DMOs are planning
to add electronic kiosks, and one in five downtowns (21.3%) already use electronic
kiosks.
As downtowns incorporate ICTs, the question of access for those who are less
familiar or comfortable with technology must be raised. One of downtown's attributes as
an event place is its standing as a neutral turf - downtown as the neighborhood of the
entire city - where everyone is welcome. Does the use of ICTs make the downtown
less welcoming, due to the digital divide? DMOs resoundingly think not. Almost nine in
ten (88.6%) reject the premise that ICTs will make downtown less hospitable. This
categorical rejection regarding downtown access and the digital divide was true
amongst DMOs in all countries, with the exception of South Africa. (See Figure 38. for
the graphic depiction on country results on the following page.) The majority of DMOs
in South Africa disagreed, both generally (50.0%) and strongly (16.7%), as well.
However, one-third of South Africa DMOs agreed that the use of ICTs will make
downtown less welcoming, due to the digital divide. This was a significantly larger
proportion than any other country, and twice the percentage of Japanese DMOs who
concurred, the nation with the next highest proportion of DMOs agreeing (16.9%).
DMOs in New Zealand universally rejected the notion of ICTs making downtown
unwelcoming. About ten percent of the DMOs in Europe (9.1%), the US (10.7%) and
Canada (10.9%) perceived that ICTs will make the downtown less welcoming due to the
digital divide. Perspective on the digital divide amongst DMOs is related with the per
capita internet users in each country, as shown in Figure 36 below.
Figure 36. Internet Penetration Rate and DMOs Perceptions Regarding The Digital Divide
South Africa
Japan
New Zealand
Europe
Canada
United States
82
7.9%
52.8%
56.8%
57.1%
63.8%
67.8%
Internet World Statistics, <www.internetworldstatistics.com> , December 3,2004.
93
33.3%
16.9%
0.0%
9.1%
10.9%
10.7%
Figure 37.
ALL: The use of information and communication technologies will make the
downtown less welcoming, due to the digital divide.
80.0%
70.0%
60.0%
-A
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
-
Strongly Agree
Generally Agree
Generally Disagree
Strongly Disagree
Europe:Theuse ofInformation andcommunication technologies will makethe
downtown lesswelcoming, dueto the digitaldivide.
Canada: The use of information andcommunication technologies will makethe
downtown less welcoming, due to the digital divide.
s0.0%
40%'
30.0%
20.0%
10.0%.
0.0o
0.0% -I'a
Genen
Sthon*i
Apt-e
Japan: The use of
DMOW
ICTs will mua
the downtown less welcomning,
due to the digital divids.
NewZealand:Theuse of information andcommunication technologies will
makethe downtown Ies welcoming, dueto the digitaldivide.
60.0%
70.0%
30.0%
Gnn
South Africa: Theuse of ICTswill mk thedowntown Ies welcoming,
due to thedigitaldivide.
Aq
USA:Theuseof Information andcommunication technologies will
makethedowntown less welcoming, due to the digital divide.
80o0
70.0%
70.C%
80.0%
40.%-
30.0%
20.0%
10.0%
0.0%
ADM
SVOrdV
GWWWAOM
GBIWIMY
DWMW-
0.0% g
Sftrov I
rongy
Agree
95
S
VI
lyDiagre
A critical stakeholder in downtowns is business be they corporate or small
businesses. The marketing function of DMOs is clearly related to generating people to
use downtown, not only for special events, but also to patronize businesses. Two
assertions were posed in the Technology and Downtown Revitalization International
Survey related to business. One declared that small businesses in our downtown are
using information and communication technologies to be more competitive. The second
claimed that the internet has opened new markets for local businesses in our
downtown. Nearly three-quarters (73.1%) of DMOs agreed that the internet opened
new markets for local business. In contrast, half (51.1 %) of DMOs disagreed with the
assertion that small businesses in our downtown are using ICTs to be more competitive.
Opinion amongst DMOs on this subject differs by country. The majority of
European (54.5%) and Japanese (65.9%) DMOs disagree with the contention that the
internet has opened new markets for local businesses downtown. In contrast, South
African DMOs voice the greatest optimism about the internet and new markets for local
businesses, followed by New Zealand DMOs, at 100% and 82.5%, respectively.
DMOs' perspectives on the question of small businesses in downtown using ICTs
to be more competitive are conflicting, as well. In aggregate, DMOs are fairly divided
about small business using ICTs to be more competitive, with 48.9% agreeing, and
51.1% disagreeing, with no definitive differences in the strength of agreement and
disagreement. Examining DMO perspectives by country reveals a different picture.
Over three-quarters (78.5%) of Japanese DMOs disagree with the notion that local
small businesses are using ICTs to be more competitive, including 14.9% who strongly
disagree. Two-thirds (66.75) of South African DMOs, like their Japanese counterparts
96
disagree that local small businesses are using ICTs to be more competitive. The
majority (54.6%) of Canadian DMOS disagreed, as well.
New Zealanders, Europeans, and US DMOs all agreed that local small
businesses are using ICTs to be more competitive, with 55.5%, 54.5% and 53.8% rates
of agreement. 22.2% of New Zealand DMOs strongly agreed, whereas only 10.1% of
US DMOs voiced strong agreement, and no European DMOs registered strong
agreement.
Figure 38.
ALL: The internet has opened new markets
for local businesses inour downtown.
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0% -"
Strongly Agree
Generally Disagree
Generally Agree
97
Strongly Disagree
3g
U3 3 U
Iii
gR3~
4
i
I-
g
3
~ ~U
g~
U
I...
U~~~..
I
I00
----- -- -
-----------------g-----------~4 -g
II
g
g
U
U
g-
_-
-.'
.i
._..
.........
..
...
.._ ..
........
........
.............
.
........
...
..............
..
.......
3
R
.......
.......
.......
......
..0
...
....
.I
)
---I--.......
..........
.....
.....
...
..
..
.......
...
.1
.......
...
3---2g-
Figure 39.
ALL: Small businesses in our downtown are using information and
communication technologies to be more competitive.
80.0%
70.0%
60.0%
-
50.0%
40.0%
'
-
30.0%
-
20.0%
-
10.0%
-
0.0% -
Strongly Agree
Generally Agree
Generally Disagree
Strongly Disagree
{2
2
2
ii
2
9
9
II
8
2.
gg
*1
A
i
ii
C
0
1~
9
-
9
-
-----
-----
----
-
----
-i
-i
8
9
gg~g
--------
---------
I
--------------
8
9
8
9
c
£
2
£
-
-
---
_....._
------i
------
-----------------
8
-
8
-
9
-i-I
............
.................
...........
.......
......0.
..
.....
-------I
-_
------
- -- - --
8
0.
Although there is differences amongst DMOs' opinions on whether ICTs are
actually being used by local small business to be more competive, DMOs overall
believe that ICTs show much promise and potential for downtown revitalization. Not
surprising is that 85.1 percent of DMOs, in aggregate, agree that ICTs are necessary to
effectively manage downtown.
The contention that information and communication technologies are important to
downtown management is common to DMOs across all countries, as shown in Figure
40. This belief has the strongest adherents amongst DMOs located in South Africa
(50%), New Zealand (47.1%), and the United States (41.2%). The premise that ICTs
are necessary for effective management of downtown is held by the largest margins by
DMOs in New Zealand (94.2%), Europe (90.9%), and Canada (89.1%). The largest
dissent to this premise came from respondents in Japan, where 2.2% strongly
disagreed, and 36.0% generally disagreed. Nonetheless, the majority (61.85%) of
Japanese TMOs agreed that ICT is needed for effective downtown management.
101
Figure 40.
ALL: Information and communication technologies are
necessary to effectively manage downtown.
80.0%
70.0%
60.0% 1
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
"""
Strongly Agree
Generally Disagree
Generally Agree
102
Strongly Disagree
M
to
technoiogles
are necessary
andcommunication
Europe:Information
manage
downtown
tachnologies are
andcommunication
Canada:Information
downtown.
necessary
to effectively manage
-ffectively
NawZealand:Information and conmunicaton technologies arenecessary to
managadowntown.
Japan: Digital Information and display make Iteasier to aces",
use and enjoy the downtown.
-kc*vey
80o0
.-
oreyeAq
Gom
esApa
Gerw.IDMOge
USA: Information andcommunication technologies are
necessary to affectively managadowntown.
to
technologies arenecesa-ry
andcommunication
SouthAfrica:Information
eatectvely managedowntown.
103
The propensity to agree (either strongly or generally) that ICTs are needed to
effectively manage downtown was also examined against other attributes of downtown
organizations, namely the type and age of the organization, population of the
downtown's municipality, staff size, and annual budget. DMOs spanning every
characteristic concurred that ICTs are necessary to effectively manage downtown. In
most instances, over eighty percent of the respondents agreed.
Although there is broad agreement that ICT is needed for effective downtown
management, some variations were observed amongst respondents. Respondents who
characterized their organization as a private agency had the largest percentage of
respondents who disagreed with the need for ICTs in downtown management. Onethird of the respondents in this group disagreed with the assertion. 32.8% generally
disagreed, and 1.6% strongly disagreed. The proportion of DMOs functioning as private
agencies who disagreed with the contention that ICTs are necessary for effective
downtown management exceeds twice the general level of disagreement amongst all
other types of DMOs.
Interestingly, nearly one-third (31.7%) of DMOs identifying as private agencies
began over fifty years ago. No other category of DMOs, with the exception of
governmental entities in which 24.8% have been in existence for more than fifty years,
is disproportionately represented in the fifty-plus category. One possible explanation for
this difference is that older organizations may have significant investments in older
technologies. If this were the case, the DMO would likely have acknowledged the need
for ICTs to effectively manage downtown. Another possibly is that perhaps older
104
private DMOs also have older executives, who may be less sanguine about ICTs. The
age of individuals is generally correlated with the comfort and likelihood of using ICTs.
However, these two suggested explanations are inadequate.
In every organizational age cohort, a higher proportion of private agencies
generally disagreed with the statement, ICTS are necessary for effective downtown
management. Inthe more than fifty years organizational age cohort, two other types of
organizations, (1) the combination of government & nonprofit type DMO, and (2) pubic
and private agency type DMO, each have a higher proportion generally disagreeing
with the premise that ICTs are necessary to effectively manage downtown, the share of
private agency DMOs generally disagreeing, as shown in Figure 41.
Figure 41. Type and Age of DMO by General Disagreement with need for ICTs to manage downtown.
Generally Disagree with ICTs are needed to effectively manage downtown.
AGE OF ORGANIZATION
Type of
Organization
Government Agency
Nonprofit
Combination of
government &
Less5
than
Years,
2000 to
Five
Tento
Years,
1995 to
2005
1999
More
than 50
years,
1954 &
26 to 50
11 to 25
Y8ar,
1995
1Years, t
1979
TOTAL
N
earlier
4.8%
0.0%
13.5%
0.0%
14.8%
10.2%
12
12.9%
9.6%
14.0%
0.0%
12.5%
11.7%
39
7.7%
11.1%
10.5%
0.0%
60.0%
11.8%
11
29.4%
28.6%
33.3%
37.5%
38.9%
33.9%
20
50.0%
15.5%
9
nonprofit
Private Agency
Public & Private
Agency
21.7%
0.0%
I_
_
_
_
25.0%
I_
_
__
_
0.0%
I
__
_
_I_
I_
_I_
_I
A difference in level of agreement amongst the age of organizations was
reported. Slightly over one-quarter (27.1%) of the DMOs founded prior to 1954 organizations founded prior to the commercialization of main frame computers --
105
generally disagreed with the need for ICTs in downtown management. All categories of
organizations classified by age agreed that ICTs are necessary for downtown
management ranging from the low of 73% amongst organizations over fifty years old to
a high of 90.7% of organizations founded in the main frame computer era, 1955 to
1979.
A relationship exists between the variable, ICTs are needed to manage
downtown, and two organizational characteristics - age of the organization and type of
organization. The Pearson's chi-square test was administered. With twelve degrees of
freedom, for each, the relationship between organizational type (public, private,
nonprofit, etcetera) and the ICTs are needed to manage downtown is 0.005, and
between age of organization and ICTs needed for downtown management is 0.05.
Two other variables were examined as to the relationship with ICTs needed to
manage downtown. The perceptions of DMOs regarding the importance of ICTs in the
regional economy can be found in Figure 43. DMOs were also asked if they had
integrated ICTs as a part of their revitalization strategy for downtown. The responses
are displayed in Figure 44. Both variables, when tested using Pearson's chi-square,
were determined to have a relationship with the variable, ICTs are needed to manage
downtown.
The relationship between the reporting that ICTs are an important part of the
regional economy where the responding DMO is located and agreement with the
statement that ICTs are necessary to effectively manage downtown is particularly
strong. Amongst DMOs who strongly agree that ICTs are an important part of the
regional economy, 96.2% also agree with the statement ICTs are needed to effectively
106
manage downtown. Similarly, a very large majority (87.9%), albeit slightly smaller, of
DMOs who generally agree that ICTs are an important part of the regional economy
also agree that ICTs are needed to effectively manage downtown. While respondents
generally concur that ICTs are needed in downtown management, the extent of
agreement with the general assertion that ICTs are needed to effectively manage
Figure 42.
ALL: Information and communication technology companies are an important
part of the regional economy where we are located.
80.0%
70.0%
60.0%
50.0%
40.0% -
30.0% -
20.0% -
10.0% -
0.0% -
"
Strongly Agree
Generally Disagree
Generally Agree
107
Strongly Disagree
Europe: Information and communication technology companies are an
important part of the regional economy where we are located.
Canada:Information and communication technology companies are an
Important part oftheregional aconomy whom we ara located.
GermlyAgree
Sbng
Di g
O0D%
Sk~0yAg
0u..
AW
Gaa0
Mg
Naw Zaland: information and communication technology companies are an
important part of the regional economy where we are located.
Japan: Information andcommunication technology companies are an important
part of the regional economy wham we are located.
000%.
00.0%
W.0%
30.096-
20.0%
10.0%
GO-4AR
Sbon* AW-
information and communication technology companies am an important part of
locatad.
tha regional economy wham wa ame
South Africa: Information and communication technology companies are an
important part of the regional aconomy whereweare located.
M.0%
AD
0% i
50.0%
A .....
--EERi.
30.0%
IUAFM
0.0%4
Strnle Asee
singly-Agm
GenerY Ag@e
GenemlyDie
108
Agm
GenmIy
Genmy Olgi
Figure 43.
ICT integral part of Revitalization Strategy
Cumulative
Frequency
Valid
Percent
Valid Percent
Yes
No
225
423
29.0
54.5
34.7
65.3
Total
648
83.5
100.0
Missing
128
16.5
Total
776
100.0
Percent
34.7
100.0
downtown noticeably decreases when respondents also report that they disagree that
ICTs are an important part of the regional economy. One-third (34.5%) of respondents
who reported that they generally disagreed that ICTs were not an important part of the
regional economy also disagreed with the need for ICTs to manage downtown.
Amongst those who strongly disagreed that ICTs are an important part of the regional
economy, the depth of the disagreement on the need for ICTs to effectively manage
downtown increased from 1.4% who strongly disagreed to 15.8% strongly disagreeing.
The overall proportion of disagreement with the need for ICTs in downtown
management increased slightly from of respondents generally disagreeing with the
importance of ICTs in the regional economy to respondents reporting strongly
disagreement (34.5% of generally disagreed, and 36.9% strongly disagreed with the
ICTs needed to manage downtown). Although, the level and intensity of disagreement
as to the need for ICTs to manage downtown, it is important to note that even amongst
respondents strongly disagreeing with the importance of ICT as to the regional
economy, nearly two-thirds (63.6%) agree that ICTs are important to effectively manage
downtown.
109
Similarly, DMOs who have ICTs into their revitalization strategies have a greater
propensity (92.4%) to believe that ICTs are needed to effectively manage downtown.
For those respondents who are not incorporating ICT within their revitalization
strategies, the level of agreement decreases by ten percent to 81.1% who contend that
ICTs are needed to manage downtown effectively.
Although the importance and need for ICTs in the effective management of
downtown may seem common-sense, several state downtown coordinators in the
United States reported some level of resistance of downtown programs to purchase
computers and use e-mail. The director of the Georgia Downtown program, Bill Parish,
stated we finally just mandated it.83
In summary, DMOs regard ICTs as an asset in downtown management and
revitalization. There is greater use, acceptance of and value placed on ICTs, where
ICTs are viewed as an important part of the regional economy. In the digital world
downtown is alive and retains its importance. From the perspective of DMOs, the bells
are tolling not the demise of downtown, but rather the bells are the tones of mobile cell
phones, digital devices, and ICTs which are heralding the new digital era of downtown.
So what ICTs are being used to revitalize downtowns?
Bill Parrish, Director, Georgia Downtown Center. Telephone communication with author,
March 1,
2005.
83
110
USE OF ICTs IN DOWNTOWN
The Technology and Downtown Revitalization International Survey queried
DMOs regarding the actual use and planned use of a variety of ICTs in downtown, and
whether the ICT was operated and sponsored by the DMO or another organization.
DMOs were asked to respond to six major categories of ICTs: (1) the internet; (2)
wireless connectivity; (3) mobile commerce; (4) Geographic Information Systems (GIS)
and Global Positioning Systems (GPS); (5)electronic information and digital media; (6)
security and safety; and (7)other types of ICTs, such as smart payment cards, 3-D
visualization tools; smart lighting; radio frequency identification (RFID), etc. A copy of
the instruments can be found in the Appendix.
The leading ICTs currently used in downtown are internet calendar of events
(64.8%); exclusive web sites for downtown (58.2%); internet directory of downtown
services and businesses (5.14%); internet directory of downtown services and
businesses with links to the businesses' web sites; and marketing of events and retail
sales by e-mail (44.6%). All five leading users are within the Internet category of ICTs,
which is the most familiar. Use of the internet also represents ICTs with a low barriers
to adoption, in terms of cost and skills.
These five leading ICT uses all are part of the marketing function of DMOs, and
involve use of the internet. The predominance of ICTs being used within the marketing
function is in keeping with the findings of Mitchell and Hoyt in their respective US and
international BID studies, inwhich consumer marketing was the number one activity that
111
BIDs were very involved in.) Seventy-eight percent of US BIDs are very involved in
consumer marketing. 2 Similarly, Hoyt found that over 80% of the international BIDs are
very involved in consumer marketing. 3
The development of the internet created a new channel for marketing,
supplementing existing the channels - print, radio, television, and word-of-mouth. Many
of the existing channels, such as television, radio, as well as major city newspaper
advertising, are cost-prohibitive for DMOs, whose average annual budget is less than
$200,000.4 Marketing on the internet, thus, with a downtown web page becomes an
attractive and affordable alternative to DMOs. In less than a decade, the web has
become a key marketing channel. As one DMO director characterizing the role of the
downtown's web page stated, "it's very important. We devote a lot of resources to our
web site, and we do it through in-kind donations."5
The ordering of the leading five ICTs used by DMOs reflects the phenomena of
incremental improvement and add-on of levels of sophistication, starting with basic
information, such as the calendar of events.
We knew we needed a web site, and we started out very slowly, with some
rudimentary things to pretty much just let people know what was happening
downtown, and that there were things happening downtown, which people didn't
people believe before... .and we got a little bit more sophisticated, we knew we
needed to have a professionally designed web site, so now it's a way to interface
all of our services.6
Jerry Mitchell. Business Improvement Districts and Innovative Service Delivery, 1999, page 18. and
Lorlene Hoyt, "A Comparative Study of Urban Revitalization in Four Countries," Economic Development
Quarterly, page 16.
2 Jerry, Mitchell. Ibid.
3 Lorlene Hoyt. Ibid.
4 Jerry Mitchell, Ibid, page 24.
5 Stephanie Lewry, executive director, Intown Manchester. Interview by author, October 25, 2004,
Manchester, NH, tape recording.
6 Lewry, ibid.
112
We started out with a pretty standard king of web site, and we upgraded it,and
won some awards on the upgrade, and that upgrade wasn't good enough, and
we're upgrading it again.
Often DMOs initially adopt a brochure-ware (the transfer and posting of existing
print materials on the web) approach to their web page, represents an early stage of
web-usage which does not yet capitalize on the unique attributes of the web, including
interactivity.
Based on the frequency of use, DMOs start with a calendar of events, then
upgrade to an exclusive downtown web site, adding a directory of business services.
The next step is a directory with links to member business' web sites. As a membership
benefit of DMO membership, DMOs offer businesses a link on the DMO web site to the
business web site (a low-cost benefit to reward members). These four elements form
the core uses.
Today, more and more DMOs are adding retail and office space web listings.
One-quarter (24.6%) of DMOs operate this functionality; one-third (33.8%) of the all
downtowns. Listing of available space downtown is being planned nearly another third
(29.7%) of DMOs. Real estate advertising of downtown space represents an expansion
of the web use for DMOs from consumer marketing to business-to-business marketing.
Although this activity and use of an ICT remains within the sphere of marketing, it is also
addresses the DMO's revitalization strategies entailing economic development and
restructuring.
7Ibid.
113
The web directory of services and the internet real estate listings for some DMOs
represent a more sophisticated use of the web involving database management, which
capitalizes on the web's uniqueness, as well as drawing upon a higher level of computer
skill and complexity. Although web usage can easily be tracked and measured, DMOs
vary as to their adoption as to this basic evaluation indicator.8
Examples of Web Sites
One example of an internet calendar of events is illustrated on Intown
Manchester's web site9 shown below:
Figure 44. Opening Page for the internet calendar of event, Intown Manchester.10
noen~nd~tr
omMe(rosoft
I nternet Uxplorercustomized for verizononline..0
Adres44jhttp://wwwkto~wrdvw~chom/gofigon
Fie
E&
Toolk
View fevmrtes
et g.....
...
Hel
What'sGoingOnDowntown?
Manchester'sElm Street isthe setting for major communityevents and parades. St. Patrck s Day
Paradein March,the CruisingDowntownClassicCar Show in June,the SummerMusicFestival(a
combinationof daily noontimeperformancesfive Thorsdoy night concerto)in Julyand August,and
theTaste of DowntonManchesterin September,and the Christmas Paradewhich occurs on
Thanksgivingweekend.
The Farmers' Market,'on ConcordStreet, is a summertimemainstayfor locollygrown produce,
flowers, and NHmade products.Call Charlie Reidat 603-679-8101 for more information.
unT
If you are holdingan eventdowntownand want to be included in our calendar,please e-mail
webmasterfintownmancheter.ccom.
Check out or Events Calendar to find out what'sgoing on around and in Downtown
ManchesterA
Bhist,, ftntown Sunyer Concert Series,courtesyIntown,
Photocredt, left to right, cotfitonyTomn
Pirats of Peozance,courtesyThe PadeceThea&"r,A flut of Downtown,courtesyfntown
Lewry, executive director, Intown Manchester. Interview by author, October 25, 2004,
Manchester, NH, tape recording. and Deborah Greel, director, Salem Main Street Initiative. Interview by
author, October 18, 2004. Based on author's interviews with DMOs.
9 www.intownmanchester.com
101ntown Manchester web site. <www.intownmanchester.orq> (May 4, 2005).
8 Stephanie
114
_____________
~=~---------.
Figure 45..
Web Calendar of
Events for Intown
Check out Manchester Events
4April 2005
27 28 2,
Checkoutourlocalsports
in andaroundManchester.
happening
Viewalltheeventsthatare currently
our eventcalendarl
E f2 Browse
teams,events at the VerizonWirelessArena, and more of what'sgoing on in and around Manchester.
303
Manchester.
for the pageto
9. In some browsers, this page may take a long time to load, dueto the largenumberof events. Plese wafta few moments
load
completely.
4
102121
2
1,o t4 12 16.
12 12s19 20 a1 z2
g4
2
2 30.
Z5 26 27 20
This Month's Event Summurv
Fri. Apr 1 (fullda, motl
Fn, AOr1 (7:35 PR)
Fri. Apr 1 (e:00 PM)
Sat.Aor Z (full-day -Avnt)
Sat. Apr 2 (full-dayevt
Sat Ap3r2 (7i35 PM)
Sun. Apr 3 (full-d svntj
Sun. Apr 3 (full-dauvnl
Sun Apr 3 (6:00 PM)s
Tue, Apr 5 (10:00AM)
Wed. Apr 6 (7:05 PM)
Thu, Apr 7 (6,35 PM)
Thu. Apr 7 (7.00 F4i
En. Apr 8 (6:35
Fri. Apr
e (7:30 PM)
Set. Apr 9 (1200 PM)
Sat, Apr 9 (1:05 PM)
Sat. Apr 9 (7:00 PM!
t
M)
Sun. Apr 10 (os
Sun. Aor 10
pm)
if pm)
Northeast Auctions
ManchesterMonarchsvs. ProvidenceBruins
La Bottine Souriante
Northeast Aucin
NHOldHouse & Barn Exo
ManchesterMonarchsvs. SOrinafieldFalcons
Northeast Auctions
NHOldhouse Barn Exo
mukrsStars on Ice
BookDiscussionSeries(Holocaust Month)
ManchesterMonarchsvs. Portland Pirates
NHFisherCats vs. New Britain Rock Cats - SeasonOoener!
Brooks &Dunn
NHFisherCats vs. NewBritain Rock Cats
ManchesterWolvesvs. Florida Firecats - SeasonOoenerl
Bowl For Kids' Sake
NHFisherCats vs. NewBitain Rock Cats
Harlem Globetrotters
&
NHFisherCats vs.NewBritainRock Cats
Ursula ODDens
Web Site Exclusively for Downtown
Over three-fifths of downtowns have an exclusive web site, which ranges from
very basic to complex sites. The BID on the Lower East Side of New York portrays a
simpler less complex style and use of the web, as seen in Figure 46. Some interactivity
is portrayed, such as the ability to sign-up for e-mail notification of events, which is the
fifth most common ICT used by DMOs. The home page for the Cape Town Partnership
in South Africa and the Salisbury Centre City Management (CCM) home page in the
United Kingdom follow page. The Salisbury CCM web page contains links with local
businesses and a members' only area.
IIbid.
115
Figure 46. Lower East Side BID, New York City, NY home page on web site.
ft
4-
S IDE
LowEREAST
BUSINESS
[MPROVEMENT
DISTRICT
WHAT'S NEW?
OVERVIEW
STOP BY OUR
SUSINESS
SERVICE9
VISITOR CENTER
vis1TORSERVICEE
CALENDAR
OFEvENTs
a sEzvic
SHO4CPFINc,
Es
for a complimentary
shovoing directorv
and more information!
DINING
a NiOHTLIFE
& THEATERS
GALLERIES
HiroICAL
SITES
261 Broome Street
New York, NY 10002
Mondaythrough Sunday
10:00am-4:00pm
CULTURALVENUES
GALLERY
PHOTO
SITEMAF
PRESiS
LiNKS,
Tel:(212) 226-9010
(866) 224-0206
Fax: (212) 226-8161
Email:
lesplowereastsideny com
CONTA
CTUs
Sian up for
our event lising!
The Lower East Side
BID'sexclusive fashion
* TINA GAUTHIER
Floating Over The FTrain
Visionsof Home
April3 -June 5, 2005
SunshineFactory
11 Essex Street NYC10002
Call917.562.0468 tar more
Info.
ELS- LES
Every Last Sunday
Art walk
Sunday, May 29th
2005
l
h
for
Infiormation
incubator
Figure 47. Home page of the Cape Town Partnership, South Africa.13
13
Lower East Side NY BID. ,<http://www.lowereastsidesny.com (May 4, 2005).
Cape Town Partnership BID,<http://www.capetowncid.co.za (May 4, 2005)
116
14
Figure 48. Salisbury City Centre Management, United Kingdom's home page
I
on
tt t
Wit Yew
sasbiyco. OLfrKiaxphp
Pawxis
Td
He
Chairman's Welcome
(Homeiopage
(About Us
News
TuIsn forn .aton
U,_
Contact"Its
(Memnbesa a
-
Asthe Chairmanof Salisbury CityCentre
Management, I would just liketo welcomeyou
to our newlool. website. The aimof the site is
to provide information on the beautiful city of
Salisbury to local residents andbusinesses as
wellbeing a useful tool for those considering a
moveor visit to our historic city.
Asyou browsethe site,you willsee that
Salisbury has gone from strengthto strength
over the past years, with major enhancement
worksincreasing the popularity of the city with
shoppers, tourists and businesses alike With
these improvements, the cafe culture has also
grown,makingfor a continental atmosphere in
TheMarket Square and else where Inthe city
centre - weather permitting of course!
In terms of the work of Salisbury City Centre
Management, our roleis summedupin saying
that Westrive to enhance the economic vitality
andvibrancy ofthe city centre. However,it is
only through the support of our membersthat we are ableto do this and their continued
support isvital for the existence of CGM.Partnership working isalso key andwe have a
Downtown Red Deer, a community of 67,700 people in Alberta, Canada, has a
sophisticated, multi-level web-site, www.experienceredeer.com, with many features,
whose home page is shown in the following figure, including interactivity and the use of
a search function as part of the internet directory of businesses and services.
15
Salisbury Centre City Management home page, <http://www.salisburvccm.co.us/index> (May 4,2005.)
15 Red Deer, Alberta, <www.experienceredeer.com> (February 2005)
14
117
Figure 49. Home page of Red Deer BID in Alberta, Canada.16
14tA
___1_1_
AIIe
o)
httls
Fie
&
m rlado
YAWFfytasm
AM-
:--
-
nad
j
2v
N -
.com
TookHalb
'.
14~
elLpelleOCA
-Cntf 1rt107%"-OenA
aeaa0
Figure 50. Interactivity and a search function are a part of Red Deer web site. 17
*
Tille
~c
to
wosdowntown
tordar by dvngsr
all tap twxp ndoto na
Ddcovet
pe
TbllH
s
Fearchfunctson
Lc.sw-* -ce
&Accommodation
Dining,Entertainment
SOW&V
Expernaeaitait
Beauty
Health,Wellnes.Sor$l&
Cswdtl
jAcupuncture
Serwice:
Experlience
MOO Professional,(eneral eCseciality
1 Accountants
Servrce5
$Gomm,
Experience
Shoppi:
Fashion,Treasures&SelectMerchandise
j s00eC
Art Supplies
16
17
ho
Experience Red Deer, ibid.
Experience Red Deer, ibid.
118
Internet Directories of Downtowns
Over half of downtowns have a directory of businesses and services on their web
site, most of whom include links with local businesses. The Kabushiki-Gaisha Izushi
Machizukuri Kosha web site is one example of a DMO having an internet directory with
links to businesses web sites, the business' electronic fagade, as well as its physical
fagade. The Karangashape Road web site inAuckland, New Zealand also features
links to businesses web sites, as well as photos of the street.
Figure 51. The business directory on the Kabushiki-Gaisha Izushi Kosha web site.18
Meft E'&
htt
w
Yaw
Farofs
h
MA
101U-1
I~sO~oPwm~k
Addr*
:j
.comspotobandxhTm
iv,.
ToolSHb
I
i
*enu6bOnti-tR
lgg
&fjiA.IU
EiBIKKURA a')*
1115U456-1
TEL0796-52-6046
0796-53-2156
TELJFAX
RyuZo IZUSHI
RyuZo
OK.
TEL/FAX0796-53-2224
4~Oon.
httpJjvww5.nkansai.ne.jpishopumepokorol
...........
-
Iron*
Kabushiki-Gaisha Izushi Kosha TMO web site, < http://www.izushi-tmo.com/spot soba/index.html>
(March 29, 2005)
18
119
20
Figure 53. The Karangashape Road's business directory with links to local businesses.
19
20
Karangashape Road web site <http://www.kroad.co.nz> (May 4, 2005).
Ibid.
120
Two examples of retail and office space web listings are portayed below, one
from Downtown Jacksonville, Florida, and the second fro Downtown Younge Street, the
central business district in Toronto, Canada. Other DMOs, such as the Central
Johannesburg Partnership (CJP) in South Africa, use a different strategy for
incorporating real estate listings. CJP links to a commercial real estate data base,
which incorporates available real estate in downtown Johannesburg, incorporating
search functions.
Figure 54. Downtown Jacksonville's real estate listings.21
.......
.....
.I-- .........
.......
....
.....
....
.....
..........
. ....
- .............
7J
Fie E& Vte
~Ga
Families Taub M
Real Estat
Dev.lopmenht!ap
Data tr Stisti:
tam
i
Thaource
atin
Homeess
ssies
Iformtio
Event, Calendar
Dwntown Map
Floor, 1
Sq Ft 4565
Rent(per Sq. Ft): TBD
Min / Max: TBD
Availability:July, 2004
Termes:TBD
Notes:
Building
auilding Name: Blackstone
Year Built: 1969
Year Renovated:
Numberof Floors: 11
RentableFootage:
Services:
Onsitemanagement,
security
Amenities:
Deli
Major Office Tenants:
ARTWL
11 I UI
Newstet e
Major Retail Tenants:
BayStreetCafd,FreedomBail Bonds
ContactInfo:
tttpfrsd-dim4lamSkkt
~-Od2
*
-
Downtown Jacksonville web site, <http://www.downtownjacksonville.org> (January 27, 2005).
121
Figure 55. Downtown Younge, Toronto, Canada's real estate listings. 22
4g~
comicn
liten ll-wwete4Iease
Addres
FHe
Edt
View
faertes
Tooik
dnim
eerto.erchmAe
mesideiown
Hr5
F&vorX
Ad*WAd
DOWNTOWN
MM
:JM.
JW
M,
NEW"
cc,
Downtown'
ble space In the Downtown Yonge
Ific property below,
4R
E
1Lenase
Office
tG
21CllggSr
ios
7.L±o
o lleg Svare
30rc
o 4ie unas Sec
i~ae
4M
T.r
ME.
T.Lr-t
s5
vea or view ag Se
rm_
1
QuYe
Stret
fie~
70 eonda Stre
Stre
F
1oo 22
205Conge
Quon Sre
u
0CleeSr
Use of Other ICTs Downtown
The internet is just one arena of ICT usage downtown. Amongst the top ten ICTs
used in downtown, the two non-internet oriented ICTs are wireless public access in
building interiors used in 34.1 % of downtowns, and video security cameras used in
24.9% of downtowns. Both uses require capital investments in ICTs.
Security and safety is an increasing use of ICTs worldwide. One-fourth of
downtowns are using video security, and planning is underway for another 14.9%.
Downtown Younge Street, Toronto, Canada web site,
<http://www.space4lease.canada/on/members/downtown young/portfolio search main/sear.asp> (May
4, 2005).
22
122
When Geographic Information Systems (GIS) is used downtown, it is most frequently
(17.3% of downtowns, in aggregate) used for the analysis of crime patterns.
Wireless access within building interiors is planned by another 18.8% of
downtowns. Wireless access outdoors is available in approximately ten percent
(10.9%) of downtowns, with another quarter (24.5%) planning for wireless.
Figure 56. Awoman using her laptop in lower Manhattan,
WiFi service sponsored by the NY
at one of the parks with
23
Alliance.
Downtown
While provision of wireless access is very topical today, it represents a lowercost capital investment in ICTs, compared to the installation of fiber optics lines.
Wireless access was popularized by Starbucks and operators of Internet cafes, many of
which are located in downtowns. Wireless access is in keeping with the trend in real
estate development towards smart buildings - the building becomes smart for the user,
as well as smart with operating systems technologies for the owner. Use of indoor
wireless capitalizes on the current popularity of grander lobbies in office development
incorporating a mix of uses (reception, retail, concierge, etc.), where public and private
space is blurred, an attribute of new century cities.
23
Photograph by author, New York City, October 11, 2004.
123
Wireless public access within building exteriors is more common in Europe, with
half (50.0%) of the DMOs reporting its existence. Outdoor wireless public access is
more common in Europe, where it is available in forty percent (40%) of downtowns.
Some DMOs, such as the Spokane Downtown Partnership, are utilizing the
wireless network to strengthen the efficiency and productivity of services. As part of its
hospitality and soft security, the Spokane Downtown Partnership, like other BIDs and
DMOs, has an Ambassador program, in which dedicated
Partnership staff, often in a civilian uniform (e.g., polo shirt and
khakis), have a presence on the street, offering aid, directions,
information, and assistance to downtown patrons. The
Partnership has equipped all Ambassadors with hand-held
personal digital devices, shown in Figure 57,
Figure 57.
that enable real-time reporting.
When probed about the use and geographic extent of public wireless access in
downtown, one-third of DMOs (36%) reported that some portion of downtown was
wireless. Only seven percent reported that the entire downtown area was connected
wirelessly.
124
Figure 58.
Geographic Extent of Public Wireless Access Downtown
Frequency
Valid
Less than 25% of
the downtown area
Percent
279
25% to 49% of the
downtown area
Total
Cumulative
Percent
36.0
43.5
5.7
50.3
50% to 90% of the
downtown area
36
4.6
55.9
91% to 100% of the
downtown area
54
7.0
64.3
Not wired
229
29.5
100.0
Total
642
82.7
Missing
134
17.3
776
100.0
The ICTs utilized primarily to date have had little direct
visual or physical impacts on the environment, and have
functioned more in the cyber realm. Wireless technologies
Figure 59. Internet cafe in
Manchester. (authors photo.)
are relatively unobtrusive, and not seen. The most notable exception is the internet
cafe, which can be found in just under one-third of the downtowns. The number and
availability of internet cafes downtown is likely to change, as cities adopt wireless
technologies. Internet cafes, today, are more prevalent in Europe (72.7% of downtowns)
and New Zealand (46.7% of downtowns).
Electronic kiosks are currently available in 7.1% of the downtowns, and in the
planning stages by another 21.3% of downtowns. Inthe United Kingdom, a private
organization, CitySpace, is contracting with local district council for installation of free125
standing electronic kiosks in the city centre outdoors within the public domain. The
kiosks include a pre-programmed array of information services, including community
and visitor information, maps, transport information, as well as notices of job availability.
The job notices have proven quite popular amongst local residents who do not have a
computer at home, and, who can discretely check job listings while waiting for the bus. 24
The integration of ICT into the DMOs overall revitalization strategy was asked.
DMOs are incorporated ICTs as part of their activities or as a tool they use in the
management of downtown. A few DMOs are integrating ICTs as an integral part of their
strategy for revitalization, most noticeably in New Zealand, as depicted in the chart
found Figure 60.
New Century Cities Symposium, MIT, January 19, 2005,
126
Figure 60. Downtown Revitalization Strategies Integrating ICTs
Downtown Revitalization Strategies Integrating ICTs
70.00%
60.00%
50.00%
0
40.00%
Canada
E2 Europe
0 Japan
30.00%
1 New
Zealand
|| South
Africa
20.00%
O USA
10.00%
MTotal
0.00%
Canada
Europe
Japan
New Zealand
South Africa
USA
Total
In reviewing the most popular ICTs, it is clear that DMOs use ICTs for activities
they are most familiar. The use and function of ICTs reflect the revitalization activities
undertaken by DMOs - promotion, special events, image and consumer marketing
activities; economic development inclusive of business development, technical
assistance and training, and real estate development; safety and security, and urban
design.
Surprisingly, DMOs reported very little about the use of ICTs and parking,
especially when parking is the prevailing lament of most businesspeople regarding
downtown. Parking in downtowns is often decentralized with a mix of on-street and offstreet parking. Both public and private sectors tend to own private off-street parking,
127
which militates against an overall parking management scheme that could utilize ICTs.
Bilbao provides one example of how downtowns could use ICTs to more effectively
manage parking. This Spanish city is operating a comprehensive system using a
district approach to parking management. Patrons pay for parking at small meter
facilities, as shown on the right, and can get refunds for unused time. Parking in the
district is tracked by plate number, so as to discourage all-day parkers (storage parking)
and the movement of cars at lunch and coffee breaks in customer parking.
ICTs requiring larger capital outlays and more sophisticated knowledge of
specialized software are used by fewer DMOs. ICTs that are familiar, involve off-theshelf, ready-to-use software, requiring low cash outlays are most frequently used.
128
CHALLENGES
DMOs for the most part view ICTs positively, and perceive ICTs as necessary for
the effective management of downtowns. The utilization of ICTs in downtowns, both
actual and planned, is less than the expectation established by DMO's optimistic view of
ICTs and downtown. So, what are the challenges DMOs face when attempting to use
ICTs?
DMOs were asked to identify the three most significant challenges they face in
using ICTs in their respective downtowns. Fourteen possible responses were provided,
including other. The responses amongst all major classifications of DMOs were fairly
similar. The tables detailing the responses by classification can be found in Figures 61
to 70 at the conclusion of this section.
Funding was the number one challenge identified by all DMOs, independent of
country, budget size, staffing levels, city population, city size, age or type of
organization in using ICTs in downtown. Knowledge of technology and the indifference
of businesses about the role of technology were typically ranked either second or third,
and for DMOS, in aggregate, they are challenges two and three. As DMOs become
more tech savvy, the management and upgrading of content and technology itself
becomes more challenging.
129
Funding is the leading challenge facing downtown management organizations
(DMOs) in the adoption and use of ICTs in downtown and downtown revitalization
strategies. The need for funding was pervasive amongst all DMOs, and was identified
as the number one challenge amongst nearly all classifications of DMOs. There were
only three exceptions amongst the forty-six sub-categories, and these three groups of
DMOs identified funding as the second most significant challenge. Canadian and
Japanese DMOs, and private-agency DMOs each ranked funding as the number two
challenge.
It would be easy to minimize the issue of funding for ICTs, attributing it to the
continuing plight of organizations with a civic mission. The funding dilemma, however,
is in part inherent in the nature of the ICTs. ICTs, and particularly ICTs in downtowns,
span several realms - the public and private realms, as well as the individual and
organizational realms. As a consequence, the onus for funding ICTs, be it capital
investments, operations, or content is more ambiguous. The ubiquitous nature of ICTs
adds further complexity to the question of funding.
Intrinsic to the question of who should pay for ICTs, are the questions of
payback, cost/benefit ratios, both monetary and social. These are more difficult
questions, when inaugurating new and innovative ICTs. The question of authority for
the expense is relevant for governmental entities, and for publicly-funded organizations.
For example, the authorizing legislation of some business improvement districts does
not include expenditures on ICTs. The function and purpose of the ICT then becomes
relevant to the authority question. Some community-based foundations are reluctant to
130
fund ICT initiatives in downtowns or neighborhood business districts, since the
perception is that the resources are being used to assist businesses, and not the
general public. Funding for ICTs downtown is a policy issue requiring further
consideration.
DMOs in aggregate identified knowledge about available technology as the
second largest challenge they face using ICTs. Specific information geared to
downtown settings regarding ICTs, and applications of ICTs in downtowns, which could
be the subject of a site visit is needed. The paucity of transferable information about
ICTs was underscored by an e-mail from one DMO requesting a copy of the Technology
& Downtown Revitalization International Study survey instrument, so it could be used as
a check list for upgrades to their web site, which was underway.
The third most significant challenge, aggregated for all DMOs, is the indifference
of business about the role of technology. The indifference and attitude of business
about ICTs was frequently amongst the top three challenges listed by every subclassification of DMOs, and always in the top-third of challenges for all groups. The
indifference of business towards technology was ranked fourth amongst the responses
of European and Japanese.
131
One DMO director speaking about business noted, "the guy on the street, the
mom-and-pop who's trying to talk to a customer, is not using information technology.
And so getting them to use that technology has been hard for us."
25
Commenting on the question of computer use and ownership by business, a
DMO director stated,
Some of them do, but they don't utilize them. They many have them at home;
they may use them only for some kind of an accounting process, keeping
inventory, if they even are doing that, but they're not doing a lot of
communicating on them. And I can understand one of the reasons why, is
because they're so busy interfacing with customers and - and all of the physical
aspects of their business, that to sit behind a computer is something that'll
probably wait until evening, and then they're exhausted, and - it's just not the
way they generate business anyway.26
John Simone, Executive Director of the Connecticut Main Street program
commenting about ICTs emphasizes the importance of starting basic with business and
technology. "The number one technology they need to use is their cash register, an
inventory control device. Inventory control is number one issue that breaks
businesses."
27
If Simone is correct and time is a measure of successful adoption, it may
be a long time before ICTs are widely utilized in downtowns. But, this perhaps
highlights not only a challenge for using ICTs downtown, but a challenge to DMOs. As
another director commented,
I really believe that we as a Main Street program have got to continue the
conversation with these small businesses of how important it is even just to read
your e-mail. And to really have a web site that can drive people to... .I think that's
Stephanie Lewry, Executive Director, Intown Manchester, interview by author, October 25, 2004,
Manchester, NH, tape recording.
26 Stephanie Lewry, Executive Director, Intown Manchester, interview by author, October 25, 2004,
25
Manchester, NH, tape recording.
27 John Simone, Executive Director, Connecticut Main Street program, telephone
communication with
author, February 22, 2005.
132
gonna take a while for some of these small businesses, and I was surprised. But
that's why I think a Main Street program isfor.2
For DMOs who have integrated ICTs intheir revitalization strategies, the leading
significant challenges include maintaining and upgrading content (in addition to funding
and the indifference of business about technology), followed by knowledge about
available technology and upgrading and managing the technology, itself. As DMOs
become more adept and increasingly use ICTs, the issue of upgrading and
management of both the soft and hard components of ICTs becomes the challenge.
The challenge of inadequate telecommunications infrastructure was a key issue
for some. Telecommunications infrastructure was the second highest challenge for
DMOs in New Zealand, and the third for DMOs in Japan and South Africa. Inadequate
telecommunications infrastructure was also a leading challenge identified by cities with
populations less than 25,000. The inadequacy of infrastructure was the fifth ranked
issue for cities between 10,000 and 24,999. It is even a more serious issue for cities
under 10,000, who ranked inadequate telecommunications infrastructure as the fourth
most significant challenge.
Deborah Greel, Director, Salem Main Street Initiative, interview by author, October 18, 2004, Tape
Recording, Salem, MA.
28
133
Figure 61.
CHALLENGES FACED BY DMOs USING ICTs DOWNTOWN
Percent of
ALL SURVEY RESPONDENTS
Number of
Respondents
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing &Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology.63
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
147
172
34
68
24
8
Total
Respondents
noting
challenae
Rank
2
7
6
1
5
7
4
36.1%
18.9%
22.2%
58.6%
22.7%
10.6%
29.1%
8.1%
349%
4.4%
8.8%
3.1%
1.0%
3
2006
Rank 2
776
# of respondents N=776
2328
3 times number of respondents
134
Figure 62.
CHALLENGES: DMOs by Country
Country
Canada
Europe
Japan
New
South
South
ew
Zealand
Knowledge about available technology
1
Marketing availability of technology
10
1
12
2
Inadequate telecommunications infrastructure
4
1
Funding
Managing & Upgrading Technology
0
Writing & Preparing Content
11
2
0
2
Maintaining & Upgrading
Content703026pgadngCotet0
Total8146
45.198.50.18.1549
Mantinng&
3026
4 . . . ... .........
. . 0..
11.....2.
......01120
5..
Indifference of local government
Iniferne
about tcnoog
f oalgoenmntaou 401 ...
technology
.. . ...1.
. ...
5..
Indifference of business
aboutInifernc
technology
f
usnesabutteholgy.
.......
. .....
527
No chalenges1
02
Indifference of private investors
about
Iniferne
bot technology50510234
ehnloy5f rvae nesor
510
Indifference of the public about
Inifernc
technology
ecnooy
f hepuli bot331
31002
Not interested in technology20210194
Notinerete
i tehnloy 20
10
No halenes
Total
00
146
45
198
USN
USA
Africa
1
1
N
....
121
127
46
66
4
1
0
50
18
209
23
50
06
19
6
1549
280
147
172
455
176
82
2006
63
271
34
68
24
8
2006
# of respondents N=776
Rank 2
135
Figure 63.
CHALLENGES: DMOs by Age of Organization
Age of Organization
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology.24
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
Total
Less than 5
years
5-10 yrs
26-50 yrs
11-25 yrs
N
Grtr 50
Vrs
269
163
438
24
16
16
19
19
1
1
...
1
1
61
61
259
22
9
2
12
5
0
20
5
4
6
1
0
5
1
0
65
21
6
518
388
600
109
143
1758
# of respondents N=776
Rank 2
136
Figure 64.
CHALLENGES: DMOs by Type of Organization
Type of Organization
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
Total
Govt Agency Nonprofit
56
29
1
71
82
Combination
of govt &
nonDrofit
Public &
Private
Aaencv
.
Agency
N
276
144
166
24
22
17
142
44
2
20
6
1
20
25
11
4
6
9
2
2
2
4
3
0
4
8
1
1
447
174
82
226
62
266
34
66
23
8
383
1023
271
141
156
1974
34
21
42
12
8
31
6
2
1
6
8
8
6
41
9
Rank 2
# of respondents N=776
137
Figure 65.
CHALLENGES: DMOs by Land Area of Downtown
Physical Size
-
Downtown by Land Area
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
Total
Very Small
Less than
100,000 SM
Small
100,000
to
249,999
SM
Mid Size
250,000 to
499,999 SM
54
29
41
24
Large
500,000
to
999,999
SM
Vr ag
Greater
l
1 million
toe
Grae
than
2 million
2 million SM
SM
36
18
28
11
23
12
N
267
135
423
12
22
1
214
.1
14
15
12
9
1
9
16
6
2
6
17
7
2
5
15
6
3
7
8
2
0
1
3
0
0
5
2
0
0
355
595
409
238
142
135
# of respondents N=776
Rank 2
138
253
33
61
21
7
1874
Figure 66.
CHALLENGES: DMOs by Municipal Population
NHumber of Respondent
Population of City Served
10,000 to 25,000 to 50,000 to
49,999
99,999
24,999
Under
10,000
100,000
to
250,000
to
500,000 1 million
to
or greater
249,999
499.999
999.999
N
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
270
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
440
1
Total
35
19
23
11
6
4
39
11
.
21
.2 .
.9
6
4
14
221
9
2
1
8
62
9.260
4
25
8
1
5
17
5
2
7
5
5
1
7
4
2
0
2
4
1
3
1
7
1
0
3
1
0
0
5
0
1
0
34
63
23
7
504
388
275
250
194
96
98
138
1943
# of respondents N=776
139
Figure 67.
CHALLENGES: DMOs by Staff Size
Part-
Staff Size of
Downtown Management Organization
10 to 24 25 to 99 100 or more
employees
FTEs
FTEs
1.01 to 2.01 to 5 5.1 To
FTE
9.9 FTE
One FTE 2.0 FTE
time
None thss
N
FTE
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining &Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested intechnology
No challenges
Total
7
6
31
18
160
437
171
221
261
.........
4
2
61
28
8
7
3
1
5
1
1
9
28
11
0
8
8
5
4
6
9
2
0
3
5
3
0
2
2
0
0
4
2
0
0
0
1
0
0
688
406
268
123
114
58
47
133
0
3
1
0
81
1.
4
33
63
23
5
1918
# of respondents N=776
Rank 2
Figure 68.
CHALLENGES: DMOs by Annual Budget
Annual Budget of
Downtown Management Organization
Knowledge about available technology
Less than
$200,000
per year
$200,000
to
$499,999
per year
1
$500,000 $1 million
$2.5
Over $5
to
to $2.49 million to mlion per
$999,999 million per $5 million
year
per year
year
per year
4$
24
87
25
28
7
44
12
7
7
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
42
164264
16
41
17
5
Total
1184
N
278
6
6
0
144
169
447
173
80
221
62
5
3
0
0
0
1
0
1
34
66
24
8
78
75
1970
5
10
14
4
3
5
4
6
9
5
1
4
6
1
1
3
6
1
0
343
140
150
6
4
# of respondents N=776
Rank 2
141
Figure 69.
CHALLENGES: DMOs by ICTs An Important Part of Regional Economy
Information & Communication Technology an
Important Part of the Regional Economy
Strongly
Agree
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
Generally Generally
Agree
Disagree
47
8
Strongly
Disagree
N
4
3
69
40
14
0
2
25
25
6
10
3
2
17
32
11
5
10
23
8
1
1
3
2
0
82
225
63
269
34
68
24
8
551
972
417
51
1991
28
11
2
.
Total
278
146
169
451
19
# of respondents N=776
Rank 2
142
Figure 70.
CHALLENGES: DMOs by ICTs Integral to Downtown Revitalization Strategy
Number of Respondenits
Information & Communication Technology
Integral to Downtown Revitalization Strategy
Yes
Knowledge about available technology
Marketing availability of technology
Inadequate telecommunications infrastructure
Funding
Managing & Upgrading Technology
Writing & Preparing Content
Maintaining & Upgrading Content
Indifference of local government about technology
Indifference of business about technology
Indifference of private investors about technology
Indifference of the public about technology
Not interested in technology
No challenges
Total
No
N
54
104
32
44
14
11
17
4
4
43
169
.7
21
44
17
2
260
134
158
424
167
76
215
57
256
32
61
21
6
654
1213
1867
# of respondents N=776
R!ank 2
143
SUMMARY OF KEY FINDINGS
The key findings of the Technology & Downtown Revitalization International
Survey and this research inquiry revealed:
- Downtown retains importance in a digital world.
- DMOs view ICT positively and believe its use is important to the
management of downtown.
- A disparity exists between DMOs attitudes towards and the actual use
of ICTs downtown.
- The adoption of ICTs appears to be guided by the low cost to use, low
barriers to adoption and deployment, and when ICTs are directly
integral to a customary DMO activity.
- There is greater use, acceptance, and regard for ICTs, when ICT is
perceived to be an important part of the regional economy.
The Technology and Downtown Revitalization Survey revealed that DMOs
across the globe, in Canada, Europe, Japan, New Zealand, South Africa, and the
United States, view the use of ICTs in downtown revitalization and management
positively, and they overwhelmingly believe that ICTs are necessary for the effective
management of downtowns.
144
However, the adoption and utilization of ICTs falls short of belief systems. This
apparent discrepancy could be explained in several ways. DMOs respondents may
wish to appear with-it, similar to the DMOs desire to project a contemporary image of
downtown with the use of ICTs. This could result in a slight skewing of results favoring
the use of ICTs.
Another more plausible explanation is that the introduction, adoption and
operation of ICTs is hard work. Downtowns are complex, with a myriad of
constituencies, players, and regulations. Introducing change is inherently difficult, and
introducing change to use new tools, new technologies, may be even more challenging.
It is understandable that the ICTs most frequently used downtown tend to have lowbarriers to use, whether the barrier is cost, knowledge of, or access to the ICT.
There also may be fear of change, fear that ICTs may remove the human touch
from the places which DMOs are working to create and strengthen. As one DMO
director said, "as much as we communicate through technology, sometimes it's the
face-to-face communication that still ultimately becomes the relationship that helps get
things done."' In recognition of the importance of personal interchange, some DMOs
are using ICTs not to replace face-to-face communication, but rather to drive face-toface contact downtown and exchange.
1 Greel interview, page 14.
145
The real challenge is how to channel the power and capacity of ICTs to create
better places that people want to be, to develop the technological agora for cities and
towns, that is people-friendly and a third place, in the spirit of Jane Jacobs and Ray
Oldenburg.
146
IMPLICATIONS FOR PRACTICE
The Technology & Downtown Revitalization International Survey and this
research inquiry reveals that ICTs could better integrated into the practice of downtown
revitalization. Opportunities to better manage downtown are lost with the low
awareness of and familiarity with ICTs. There is an information gap in practice about
ICTs.
Planners and downtown practitioners working with DMOs need more knowledge
and understanding of ICTs, and application and deployment issues. Since innovation
and evolution of ICTs is a constant, the planning and downtown trade organizations
could help close this information and capacity void through the dissemination of
knowledge regarding ICTs and downtown.
Businesses and their perceived lack of support of ICTs downtown create a
conundrum for DMOs. Business support is needed to implement programs and new
initiatives, yet business support is low due to indifference (attributable to lack of
knowledge, lack of familiarity, or disbelief) inpotential of ICTs in downtown. ICTs and
the benefits of ICTs need to be visible and quantified for stakeholders in downtowns,
particularly businesses, to elicit and develop their support regarding ICT-based
initiatives.
147
POLICY ISSUES
The findings of the Technology and Downtown Revitalization International Survey
point to some policy issues meriting further discussion, investigation and action. The
need to foster and encourage the use of ICTs is for the most part an overlooked issue in
downtown revitalization. New Zealand has actively encouraged the use of ICTs, and
perhaps the New Zealand experience can offer some insights and transferable policy
lessons.
The question of and policies regarding funding of ICTs downtown merit additional
examination and discussion. Funding for ICTs downtown is integral to the larger policy
debate regarding "public" space downtown. A related policy question is how can
parallel investments in ICTs by related projects, such as transportation and ITS
(intelligent transportation systems) be done in concert with downtown revitalization and
management creating new synergies and economies?
Utilization of ICTs within downtown may be a bellwether to what extent we as a
society and community are truly integrating ICTs into our lives.
148
FUTURE RESEARCH QUESTIONS
The Technology and Downtown Revitalization International Survey sought to
establish a baseline for future research, by starting with the question of what ICTs are
being used in downtowns and downtown revitalization. Although the field of information
and communication technology changes rapidly, a baseline has been established
across several continents and countries. The question of how ICTs are impacting
downtown and the effects of ICTs can now be effectively investigated.
Other areas of future research related to ICTs and downtown include:
- What are the successful and transferable models of ICT adoption for
downtown revitalization?
- What are the effects of ICTs on downtown and urban form?
- How does the perception of ICT as an important to the regional economy
influence downtown use of ICTs? Is this perception accurate?
- What is the role of the creative economy in use of ICTs downtown?
- Is there a new digital divide with small business?
149
Bibliography
Andrus, Patrick. "Using the Internet to Promote Heritage Tourism," Main Street News,
Volume 169, October 2000.
http://www.mainstreet.org/Members/DatabaseQuery.asp, viewed December 4,
2004.
Bertuglia, Cristoforo S., Manfred M. Fisher and Giorgio Preto, eds. Technological
Change, Economic Development and Space. Berlin: Springer, 1995.
Birch, Eugenie L. "Having a Longer View on Downtown Living." APA Journal. (Winter
2002):5-21.
Briffault, Richard. "The Promise - and Challenge - of Business Improvement Districts,"
The Taubman Center Report, Cambridge, MA: John F. Kennedy School of
Government, Harvard University, 1998.
Burayidi, Michael A., ed. Downtowns, Revitalizing the Centers of Small Urban
Communities. New York: Routledge, 2001.
Campbell, Scott. Renaissance Center Time Sheet, http://wwwpersonal. umich.edu/-sdcamp/directlinks. html (viewed December 8, 2004).
Carr, Nicholas G. Does IT Matter? Information Technology and the Corrosion of
Competitive Advantage. Boston, MA: Harvard Business School Press, 2004.
Cassel, Andrew. "Wireless Phila? Less than cool," Philadelphia Inquirer, September 3,
(viewed September 5, 2004)
2004, http://www.philly.com
Castells, Manuel, ed. The Network Society, A Cross-cultural Perspective. Cheltenham,
UK: Edward Elgar, 2004.
Castells, Manuel. "European Cities, the Informational Society and the Global
Economy," in LeGates, Richard T. and Frederic Stout, eds., The City Reader,
Third Edition, London: Routledge, 2003.
Chapin, F. Stuart, Jr. Urban Land Use Planning. Urbana, IL: University of Illinois
Press, 1970.
Cooke, Alan. "Business Improvement Districts,"
http://www.iavi.ie/pv/Autumn%202000/PVAutumn200-04.htm
September 5, 2004)
150
(viewed
Cook, C., F. Heath, R.L. Thompson, and B. Thompson. "Socre reliability in Web- or
Internet-based surveys: unnumbered graphic rating scales versus Liker-type
scales. Educational and Psychological Measurement, 61(4), 2001, pp 697-706.
Crawford, Scott, and Sean McCabe, Mick Couper, and Carol Boyd. "From Mail to Web:
Improving Response Rates and Data Collection Efficiencies," International
Conference on Improving Surveys, Copenhagen, Denmark, 2002.
Dillman, Don A. Robert D. Tortora, Jon Conradt, Dennis Bowker. "Influence of Plain vs.
Fancy Design on Response Rates for Web Surveys," Washington State
University.
Drago-Severson, Eleanor. Research Methods for Studying ABE/ESOL Populations.
Boston, MA: National Center for the Study of Adult Learning & Literacy
(NCSALL), Occasional Paper, July 2004.
Dubin, Murray. "Another first for city? Street seeks wireless Web access for everyone,"
Philadelphia Inquirer, http://www.philly.com September 2, 2004 (viewed
September 5, 2004)
Filion, Pierre, Heidi Hoernig, Trudi Bunting, and Gary Sands. "The Successful Few Healthy Downtowns of Small Metropolitan Regions," Journal of American
Planning Association, Summer 2004, Vol. 70, No. 3, pages 328-343.
Fishman, Robert. "Beyond Suburba: The Rise of the Technoburb," in LeGates, Richard
T. and Frederic Stout, eds., The City Reader, Third Edition, London: Routledge,
2003.
Fleming, John M. "Do You Really Know Your Main Street? How Geographic
Information Systems Can Help You." Main Street News, Volume 180, October
2001. http://www.mainstreet.org/Members/DatabaseQuery.asp (viewed
December 4, 2001).
Florida, Richard. The Rise of the Creative Class: and How It's Transforming Work,
Leisure and Everyday Life. New York: Basic Books, 2002.
Fogelson, Robert M. Downtown: Its Rise and Fall, 1880 -1950, New Haven: Yale
University Press, 2001.
Frieden, Bernard J. and Lynne B. Sagalyn. Downtown, Inc. How America Rebuilds
Cities, Cambridge, MA: The MIT Press, 1990.
Gehl, Jan. Life Between Buildings: Using Public Space. New York: Van Osterand
Reinhold, 1987.
151
Gopal, Devika. "Promoting Retail to Revitalize Downtowns: An Examination of the
Business Improvement District Idea." MIT thesis. ADD INFO
Graham, Stephen. "The end of geography or the explosion of place? Conceptualizing
space, place and information technology," Human Geography. 22:2. 1998. pp
165-185.
Graham, Stephen. "Viewpoint: Telecommunications and the future of cities: debunking
the myths," Cities, Vol. 14, No. 1, pp 21-29, 1997.
Gratz, Roberta Brandes. The Living City. New York: Simon & Schuster, Inc., 1989.
Greel, Deborah, director, Salem Main Street Initiative. Interview by author, 18 October
2004. Salem, MA.
Gross, J.S. "Business Improvement Districts in New York City's Low-Income and HighIncome Neighborhoods," Economic Development Quarterly 19 (2005): 175.1.
"Guidelines for Federal Policy Priorities in Urban Areas," Canada, January 30, 2001,
http://wd.gc.ca/rpts/research/urba/urban policy e.pdf, (viewed December 9,
2004).
Heerwegh, Dirk and Geert Loosveldt, "An evaluation of the effect of response formats
on data quality in Web surveys," University of Leuven.
Henton, Doug and Kim Walesh. Linking the New Economy to Livable Community. San
Francisco: The James Irvine Foundation, 1999.
"Hi-tech posters guide commuters," BBC News World Edition,
http://news.bbc.co.uk/qo/pr/fr/-/2/hi/technology/4081289.stm, (viewed December
10, 2004).
Houston, Lawrence 0. Business Improvement Districts. Washington, DC: Urban Land
Institute, 1977.
Houston, Lawrence 0. Business Improvement Districts, Second Edition. Washington,
DC: Urban Land Institute, 2003.
"How the Renaissance Center changed the landscape of Detroit," The Detroit News
Rearview Mirror,
http://info.detnews.com/historv/story/index.htmcfm?id=122&category=locations
(viewed December 8, 2004).
152
Hoyt, Lorlene. "The Business Improvement District: An Internationally Diffused
Approach to Revitalization," 2003. <http://www.idadowntown.orq/km/DesktopModules/ViewDocument.aspx?DocumentlD=81>,
(viewed July 16, 2004).
Hoyt, Lorlene. "Collecting private funds for safer public spaces: an empirical
examination of the business improvement district concept," Environment and
Planning B: Planning and Design 2004, 31 (3), pages 367-380.
Hoyt, L. (2005).
<http://web.mit.edu/course/l 1/11.204/www/webportfolio/inguiry/Hoyt JPER.pdf>
Do Business Improvement Districts Make a Difference? Criminal Activity in and
around Commercial Areas in Philadelphia. Forthcoming in the Journal of
Planning Education and Research.
Hoyt, L. (2005).
<http://web.mit.edu/course/1 1/11.204/www/webportfolio/inquiry/Hoyt IJPA.pdf>l
mporting Ideas: The Transnational Transfer of Urban Revitalization Policy.
Forthcoming in the International Journal of Public Administration.
Hussock, Howard. "The Case for Breaking up the Cities," The Taubman Center Report,
Cambridge, MA: John F. Kennedy School of Government, Harvard University,
1998.
Kirkaham, Geoffrey S., Carlos A. Osorio, Jeffrey D. Sachs. "The Networked Readiness
Index: Measuring the Preparedness of Nations for the Networked World,"
Chapter 2 . Center for International Development at Harvard University.
PDF file found on the web.
Kolko, Beth, E., Carolyn Y. Wei, and Jan H.Spyridakis. "Internet Use in Uzbekistan:
Developing a Methodology for Tracking Information Technology Success," in
Information Technologies and International Development, Volume 1, Number 2.
Winter 2003, pages 1-19.
Kotkin, Joel and Ross C. DeVol. "Knowledge-Value Cities in the Digital Age," Milken
Institute, February 13, 2001.
Legates, Richard T. and Frederic Stout, eds., The City Reader, Third Edition, London:
Routledge, 2003.
Lewry, Stephanie, executive director, Intown Manchester. Interview by author, 25
October 2004. Manchester, NH. Tape Recording.
Levy, Paul R. "Paying for the Public Life." Economic Development Quarterly, 15
(2001):124-131.
153
Levy, Paul R. "Making Downtowns Competitive." Journal of the American Planning
Association 4 (2001): 16-19.
Listokin, David, Barbara Litokin, and Michael Lahr. "The Contributions of Historic
Preservation to Housing and Economic Development," Housing Policy Debate,
Vol. 9, Issue 3, pp 431-463. 1998.
Lozar, Manfreda Katjia, Vasja Vehovar. "Survey Design Features Influencing Response
Rates in Web Surveys," University of Ljubljana.
McCabe Enterprises and Solomon Associates, Strategies for Lonq-Term Sustainability
Boston Main Streets. Boston, MA, September 2003.
Meier, Richard L. A Communications Theory of Urban Growth Cambridge, MA: The
MIT Press, 1962.
Mitchell, Jerry. "Business Improvement Districts and the 'New' Revitalization of
Downtown." Economic Development Quarterly 15 (2001): 115-123.
Mitchell, Jerry. "Business Improvement Districts and Innovative Service Delivery,"
"Business Improvement Districts and Innovative Service Delivery," New York:
Pricewaterhouse Coopers Endowment for Business and Government, 1999.
Mitchell, William J. City of Bits, Space, Place and the infobahn. Cambridge, MA: The
MIT Press, 1995.
Mitchell, William J., "Emerging Digital Neighborhoods," in Neal, Peter, ed., Urban
Villages and the Makinq of Communities, London: Spon Press, 2003, pages 6581.
Mitchell, William J., "The Teleserviced City," in LeGates, Richard T. and Frederic Stout,
eds., The City Reader, Third Edition, London: Routledge, 2003.
National Telecommunications and Information Administration, A Nation Online How
Americans Are Expanding Their Use of the Internet. Washington, DC. US
Department of Commerce, Economic and Statistics Administration, National
Telecommunications and Information Administration, February 2002.
Neal, Peter, editor. Urban Villages and the Makinq of Communities. London: Spon
Press, 2003.
Negroponte, Nicholas. Being Digital. New York: Alfred A. Knopf, 1995.
Office of the Deputy Prime Minister, Great Britain. Towns & Cities, Partners in Urban
Renaissance Project Report, 2001.
154
Oldenburg, Ray. The Great Good Place. New York: Marlowe & Company, 1989.
Pandi, Asha Rathina. "Web-Based Survey versus Conventional Survey: The Malaysian
Experience in Conducting Internet Subscriber Survey," National Information
Technology Council, Kuala Lumpur, Malaysia.
Parrish, Bill, director, Georgia Downtown Development Center. Telephone
communication with author, March 1,2005.
"Philadelphia may provide wireless Internet for all," CNN.com September 1,2004,
http://www.cnn.com/2004/TECH/internet/09/01/wireless
Porter, Douglas R., and Ben C. Lin, Susan Jakubiak and Richard B. Peiser. Special
Districts A Useful Technique for Financing Infrastructure, Second Edition.
Washington, DC: Urban Land Institute, 1992.
Rogowsky, Edward T. and J.S. Gross, Managing Development in New York City: The
Case of Business Improvement Districts (Working Paper No. 24) (New Orleans:
The University of New Orleans, National Center for the Revitalization of Central
Cities, 1998).
Rogers, Everett. M. Diffusion of Innovations, 5th Edition. New York: Free Press, 2003.
Sassen, Saskia. "The Impact of the New Technologies and Globalization on Cities," in
LeGates, Richard T. and Frederic Stout, eds., The City Reader, Third Edition,
London: Routledge, 2003.
Schon, Donald A., Bish Sanyal and William J. Mitchell, eds. High Technology and LowIncome Communities Prospects for the Positive Use of Advanced Information
Technology. Cambridge, MA: The MIT Press, 2001.
Schonlau, Matthias, Ronald D. Fricker, Jr., Marc N. Elliott. Conducting Research
Surveys via E-mail and the Web. Santa Monica, CA: RAND Corporation, 2001.
http://www.rand.org/publications/MR/MR1480/, viewed November 15, 2004.
Sheridan, Mike. "The Impacts of Technology on Survey Data Collection," Newsletter
from the Survey Research Laboratory, University of Illinois at Chicago. Volume
32, Number 2, 2001.
Simone, John, executive director, Connecticut Main Street program. Telephone
communication with author, 22 February 2005.
Sohmer, Rebecca R. and Robert E. Lang, "Downtown Rebound," Washington, D.C.:
Fannie Mae Foundation and the Brookings Institute, 2001.
155
Soule, David, Barry Bluestone and Joan Fitzgerald: Rebirth of Older Industrial Cities:
Exciting Opportunities for Private Sector Investment. Boston, MA: Center for
Urban and Regional Policy, Northeastern University, April 2004.
Smith, Kennedy. "Bricks and Mortar/Clicks and Mortar," Main Street News, Volume
162, March 2000. http://www.mainstreet.org/Members/DatabaseQuery.asp,
viewed December 4, 2004.
Smith, Kennedy. "The Virtual Storefront," Main Street News. Volume 114, September
1995. http://www.mainstreet.org/Members/DatabaseQuery.asp, viewed
December 4, 2004.
Smith, Kennedy, "Virtual Storefront: Connecting Main Street Businesses with
Customers," Main Street News, Volume 115, October 1995
http://www.mainstreet.org/Members/DatabaseQuery.asp, viewed December 4,
2004.
This Date in Michigan History, April 16, 1996," Michigan Historical Center, Department
of History, Arts and Libraries, Michigan History On-line,
http://www.michiganhistorymagazine.com/date/april03/04 16 1924.html (viewed
December 8, 2004)
Townsend, Anthony M. "Wired/Unwired: The Urban Geography of Digital Networks,"
unpublished dissertation, Massachusetts Institute of Technology, September
2003.
US Congress, Office of Technology Assessment, The Technological Reshaping of
Metropolitan America, OTA-ETI-643 (Washington, DC: US Government Printing
Office, September 1995).
Velaquez, Lydia C. "Personal Reflections on the Process: The Role of the Researcher
and Transformative Research," in Inside Stories: Qualitative Research
Reflections, ed. K.B. deMarrais (Mahweh, NJ: Lawrence Erblaum Associates,
Publishers, 1998).
Waits, Mary Jo. "The Downtowns of the Future, Venues for Creativity and Interaction in
the New Economy," working draft for the Alliance for Regional Stewardship, May
2001.
Waits, Mary Jo, Doug Henton and Chi Nguyen. "The Downtowns of the Future,
Opportunities for Regional Stewards," Monograph Series, August 2001.
Mountain View, CA: Alliance for Regional Stewardship.
www.regionalstewardship.org
156
Webber, Melvin M. "The Post-City Age," in LeGates, Richard T. and Frederic Stout,
eds., The City Reader, Third Edition, London: Routledge, 2003.
Wheeler,James 0., Yuko Aoyama, and Barney Warf, ed. Cities in the
Telecommunications Age: The Fracturing of Geographices. New York:
Routledge, 2000.
Zukin, Sharon. "Whose Culture? Whose City?" in LeGates, Richard T. and Frederic
Stout, eds., The City Reader, Third Edition, London: Routledge, 2003.
157
APPENDIX
158
ALL DOWNTOWN MANAGEMENT ORGANIZATIONS
Information and communication technologies help draw
people to the downtown.
The use of technology, such as digital media displays,
Strongly
Generally
Total
Generally
Strongly
Total
Agree
Agree
AGREE
Disagree
Disagree
DISAGREE
31.4%
55.8%
87.2%
_
11.5%
___
_-
12.8%
1.30
_
__
_
17.3%
52.5%
69.8%
24.9%
5.4%
30.3%
9.3%
24.2%
33.5%
43.3%
23.2%
66.5%
31.7%
41.1%
72.8%
23.1%
4.0%
27.1%
Small businesses in our downtown are using information
and communication technologies to be more
9.2%
39.7%
48.9%
42.6%
8.5%
51.1%
competitive.
_
The rise of the internet and the use of information and
communication technologies make the downtown a less
3.5%
13.5%
17.0%
42.9%
40.1%
83.0%
35.4%
49.7%
85.1%
13.7%
1.2%
149%
21.6%
51.5%
73.1%
24.3%
2.6%
26.9%
14.8%
54.3%
69.1%
27.3%
3.6%
30.9%
The use of information and communication technologies
is important to the image of the downtown
28.2%
56.3%
84.5%
13.4%
2.0%
15.4%
The use of information and communication technologies
will make the downtown less welcoming, due to the
2.3%
9.1%
11.4%
62.8%
25.8%
88.6%
27.2%
48.7%
75.9%
21.3%
2.4%
23.7%
makes the downtown exciting.
With internet shopping, there are fewer reasons for
peoplpto come to the downtown.
Tourists use the internet to plan their visits to our
downtown._____.271
important
place.
Information and communication technologies are
_
necessary to effectively manage downtown.
The internet has opened new markets for local
businesses in our downtown.
Digital information and display make it easier to access,
use and enjoy the downtown.
di gital
divide.
Information and communication technology companies
are an important part of the regional economy where we
are
located.
159
_
DMOS from Canada
Strongly
Agree
Generally
Agree
Total
AGREE
Generally
Disagree
Strongly
Disagree
Total
DISAGREE
21.8%
65.5%
87.3%
12.7%
0.0%
12.7%
16.7%
50.0%
66.7%
24.1%
9.3%
33.4%
9.1%
16.4%
25.5%
43.6%
30.9%
74.5%
45.5%
746%
218%
3.6%
25.4%
10.9%
34.5%
45.4%
45.5%
9.1%
54.6%
1.9%
11.1%
13.0%
53.7%
33.3%
87.0%
23.6%
65.5%
89.1%
9.1%
1.8%
10.9%
23.9%
52.7%
76.6%
20.0%
3.6%
23.6%
Digital information and display make it easier to access,
13.0%
55.6%
68.6%
27.8%
3.7%
31.5%
15
The use of information and communication technologies
is important to the image of the downtown
23.6%
60.0%
83.6%
12.7%
3.6%
16.3%
1.8%
9.1%
10.9%
58.2%
30.9%
89.1%
21.8%
52.7%
74.5%
23.6%
1.8%
25.4%
Information and communication technologies help draw
people to the downtown.*
The use of technology, such as digital media displays,
makes the downtown exciting.
With internet shopping, there are fewer reasons for
v
people to come to the downtown.*
Tourists use the internet to plan their vs291%
downtown.
Small businesses in our downtown are using
information
and communication technologies to be more
competitive.*
The rise of the internet and the use of information and
communication technologies make the downtown a less
important place.*
Information and communication technologies are
necessary to effectively manage downtown.*
The internet has opened new markets for local
businesses in our downtown.*
use and enjoy the downtown.
1.%5.%6.%2.%37
The use of information and communication technologies
will make the downtown less welcoming, due to the
digital
divide.
Information and communication technology companies
are an important part of the regional economy where we
are located.*
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
160
DMOS from Europe
Information and communication technologies help draw
people to the downtown.*
The use of technology, such as digital media displays,
Strongly
Agree
Generally
Agree
Total
AGREE
Generally
Disagree
18.2%
72.7%
90.9%
9.1%
0.0%
1
9.1%
81.8%
81.8%
9.1%
9.1%
18.2%
9.1%
18.2%
27.3%
27.3%
45.5%
72.8%
people to come to the downtown.*
Tourists use the internet to plan their visits to our
..
0.0%
makes the downtown exciting.
With internet shopping, there are fewer reasons for
Total
DISAGREE
Strongly
Disagree
0
45.5%
54.5%
100.0%
0.0%
0.0%
0.0%
0.0%
54.5%
54.5%
36.4%
9.1%
45.5%
downtown.
Small businesses in our downtown are using information
and communication technologies to be more
competitive. *
The rise of the internet and the use of information and
communication technologies make the downtown a less
-
-
_
0.0%
27.3%
27.3%
27.3%
45.5%
72.8%
9.1%
81.8%
90.9%
9.1%
0.0%
9.1%
important place.*
Information and communication technologies are
necessary to effectively manage downtown.*
The internet has opened new markets for local
_
9.1%
36.4%
45.5%
54.5%
0.0%
54.5%
10.0%
80.0%
90.0%
10.0%
0.0%
10.0%
45.5%
36.4%
81.9%
18.2%
0.0%
18.2%
0.0%
9.1%
9.1%
54.5%
36.4%
90.9%
36.4%
54.5%
90.9%
91.0%
0.0%
91.0%
businesses in our downtown.*
Digital information and display make it easier to access,
use and enjoy the downtown.
The use of information and communication technologies
is important to the image of the downtown
The use of information and communication technologies
will make the downtown less welcoming, due to the
digital
divide.
Information and communication technology companies
are an important part of the regional economy where we
are
located.*
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
161
DMOS from Japan
Information and communication technologies help draw
Strongly
Agree
Generally
Agree
Total
AGREE
Generally
Disagree
Strongly
Disagree
Total
DISAGREE
13.6%
63.6%
77.2%
22.7%
0.0%
22.7%
9.3%
61.6%
70.9%
26.7%
2.3%
29.0%
12.4%
31.5%
43.9%
52.8%
3.4%
56.2%
15.9%
48.9%
64.8%
34.1%
1.1%
35.2%
2.3%
19.3%
21.6%
63.6%
14.9%
78.5%
3.4%
23.6%
27.0%
59.6%
13.5%
73.1%
9.0%
52.8%
61.8%
36.0%
2.2%
38.2%
people to the downtown.*
The use of technology, such as digital media displays,
makes the downtown exciting.
With internet shopping, there are fewer reasons for
people to come to the downtown.*
Tourists use the internet to plan their visits to our
downtown.
Small businesses in our downtown are using information
and communication technologies to be more
competitive. *
The rise of the internet and the use of information and
communication technologies make the downtown a less
important
place.*
Information and communication technologies are
necessary to effectively manage downtown.*
The internet has opened new markets for local
E
_
_
4.5%
29.5%
34.0%
59.1%
6.8%
65.9%
6.7%
64.0%
70.7%
28.1%
1.1%
29.2%
The use of information and communication technologies
is important to the image of the downtown
13.5%
65.2%
78.7%
21.3%
0.0%
21.3%
The use of information and communication technologies
will make the downtown less welcoming, due to the
3.4%
13.5%
16.9%
66.3%
16.9%
83.2%
9.0%
41.6%
50.6%
43.8%
5.6%
49.4%
businesses in our downtown.*
Digital information and display make it easier to access,
use and enjoy the downtown.
digita divide.
Information and communication technology companies
are an important part of the regional economy where we
are located. *
5
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
162
DMOs from New Zealand
Strongly
Agree
Generally
Agree
Total
AGREE
Generally
Disagree
Strongly
Disagree
Total
DISAGREE
31.6%
47.4%
79.0%
21.1%
0.0%
21.1%
The use of technology, such as digital media displays,
15.8%
52.6%
68.4%
26.3%
5.3%
31.6%
makes the downtown exciting.
1.%5.%6.%2.%53
With internet shopping, there are fewer reasons for
5.3%
10.5%
15.8%
47.4%
36.8%
84.2%
26.3%
47.4%
73.7%
26.3%
0.0%
26.3%
22.2%
33.3%
55.5%
38.9%
5.6%
44.5%
0.0%
23.6%
23.6%
59.6%
13.5%
73.1%
47.1%
47.1%
94.2%
5.9%
0.0%
5.9%
35.3%
47.1%
82.4%
17.6%
0.0%
17.6%
47.1%
70.6%
23.5%
5.9%
29.4%
25.0%
62.5%
87.5%
6.3%
6.3%
12.6%
0.0%
0.0%
0.0%
82.4%
17.6%
100.0%
50.0%
94.4%
0.0%
5.6%
5.6%
Information and communication technologies help draw
people to the downtown.*
16
people to come to the downtown.*
Tourists use the internet to plan their visits to our
downtown.
Small businesses in our downtown are using information
and communication technologies to be more
competitive. *
The rise of the internet and the use of information and
communication technologies make the downtown a less
important
place.*
Information and communication technologies are
necessary to effectively manage downtown.*
The internet has opened new markets for local
businesses in our downtown.*
Digital information and display make it easier to access,
use and enjoy the downtown.
The use of information and communication technologies
is important to the image of the downtown
23.5%
_
_
The use of information and communication technologies
will make the downtown less welcoming, due to the
digital
divide.
Information and communication technology companies
are an important part of the regional economy where we
44.4%
are located.*
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
163
DMOs from the Union of South Africa
Strongly
Agree
Information and communication technologies help draw
people to the downtown.*
The use of technology, such as digital media displays,
makes the downtown exciting.
With internet shopping, there are fewer reasons for
Generally
Agree
Total
AGREE
Generally
Disagree
Strongly
Disagree
Total
DISAGREE
33.3%
50.0%
83.3%
0.167
0.0%
16.7%
33.3%
50.0%
83.3%
0.167
0.0%
16.7%
16.7%
16.7%
66.7%
16.7%
83.4%
0.167
0.0%
16.7%
0.0%
people to come to the downtown.*
_
Tourists use the internet to plan their visits to our
50.0%
33.3%
83.3%
downtown.
50.0%
33.3%
8.%017.%16%
0.0%
33.3%
33.3%
0.667
0.0%
66.7%
33.3%
0.0%
33.3%
50.0%
16.7%
66.7%
50.0%
33.3%
83.3%
16.7%
0.0%
16.7%
33.3%
66.7%
100.0%
0.0%
0.0%
0.0%
33.3%
50.0%
83.3%
16.7%
0.0%
16.7%
The use of information and communication technologies
is important to the image of the downtown
33.3%
50.0%
83.3%
16.7%
0.0%
16.7%
The use of information and communication technologies
will make the downtown less welcoming, due to the
0.0%
33.3%
33.3%
50.0%
16.7%
66.7%
16.7%
66.7%
83.4%
16.7%
0.0%
16.7%
Small businesses in our downtown are using information
and communication technologies to be more
competitive. *
The rise of the internet and the use of information and
communication technologies make the downtown a less
important
place.*
Information and communication technologies are
necessary to effectively manage downtown.*
The internet has opened new markets for local
businesses in our downtown.*
Digital information and display make it easier to access,
use and enjoy the downtown.
digital
_
divide.
Information and communication technology companies
are an important part of the regional economy where we
are located. *
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
164
DMOs from the United States of America
Strongly
Agree
Information and communication technologies help draw
Generally
Agree
Total
AGREE
Generally
Disagree
Strongly
Disagree
Total
DISAGREE
35.7%
53.5%
89.2%
9.1%
1.7%
10.8%
18.9%
50.6%
69.5%
25.0%
5.5%
30.5%
9.1%
24.5%
33.6%
41.5%
24.9%
66.4%
34.4%
38.9%
73.3%
21.8%
4.9%
26.7%
10.1%
43.7%
53.8%
38.6%
7.6%
46.2%
3.5%
12.2%
15.7%
38.3%
46.0%
84.3%
41.2%
47.1%
88.3%
10.7%
0.01
11.7%
24.0%
55.4%
79.4%
18.7%
2.0%
20.7%
16.0%
52.2%
68.2%
27.7%
4.1%
31.8%
The use of information and communication technologies
is important to the image of the downtown
31.0%
54.7%
85.7%
12.2%
2.2%
14.4%
The use of information and communication technologies
will make the downtown less welcoming, due to the
2.3%
8.4%
10.7%
62.3%
27.0%
89.3%
30.3%
49.1%
79.4%
18.3%
2.3%
20.6%
people to the downtown.*
The use of technology, such as digital media displays,
makes the downtown exciting.
With internet shopping, there are fewer reasons for
people to come to the downtown.*
Tourists use the internet to plan their visits to our
downtown.
Small businesses in our downtown are using information
and communication technologies to be more
competitive. *
The rise of the internet and the use of information and
communication technologies make the downtown a less
important place. *
Information and communication technologies are
necessary to effectively manage downtown. *
The internet has opened new markets for local
businesses in our downtown. *
Digital information and display make it easier to access,
use and enjoy the downtown.
digital divide.
Information and communication technology companies
are an important part of the regional economy where we
are located. *
I
* Pearson's Chi-Square test indicates a relationship at the 0.05 level.
165
SUMMARY OF SURVEY RESULTS ON THE USE OF ICTs IN AGGREGATE
U
Type and Use of
Technologies inthe
Downtown
wireless pulic access inparKs or
outdoors
Wireless public access inparks or
p
Organized and Sponsored by
Available inthe Downtown
the Downtown Management
through another organizatioi
Organization
inIne
planning
staaes
Fully
Operational
in1e6
planning
Fully
Operational
94
3.8%
10.2%
outdoors
Wireless public access insome
I
7.1%
______
Not Available
Nor Presently
Planned
14.3%
______
______
425
64.6%
______
10.9%
______
24.5%
______
64.6%
I______
______
58
45
166
78
309
224
123
309
8.8%
6.9%
25.3%
11.9%
47.1%
34.1%
18.8%
47.1%
buildinq interiors
relesspublicaccessinsome
buidin I interiors
425
161
R
Web site exclusively for downtown
347
123
50
51
100
397
174
100
Web site exclusively for downtown
Internet directory of downtown
51.7%
267
18.3%
7.5%
7.6%
14.9%
59.2%
25.9%
14.9%
171
75
52
101
342
223
101
services & businesses
Internet directory of downtown
40.1%
25.7%
services & businesses______
Internet directory of downtown
services &businesses with links to
11.3%
______
237
7.8%
______
______
73
196
15.2%
______
51.4%
______
33.5%
__
15.2%
____
______
57
107
310
253
107
8.5%
16.0%
46.3%
37.8%
16.0%
35
477
57
116
business' web sites
Internet directory of downtown
services &businesses with links to
Internet directory downloadable to a
PDA
29.3%
35.4%
business' web sites
I
34
10.9%
I
81
I
23
I
477
I
166
I
w
U
Organized and Sponsored by
Available inthe Downtown
the Downtown Management
Type and Use of
Technologies inthe
Downtown
U~
Fully
Operational
intne
I
planning
stages
I.
Internet directory downloadable to a
Not Available
Nor Presently
Planned
through another organizatioi
Organization
I'
U
Fully
Operational
I'
5.2%
12.5%
3.5%
5.4%
73.4%
8.7%
17.9%
73.4%
48
95
74
78
363
122
173
363
7.3%
14.4%
11.2%
11.9%
55.2%
18.5%
26.3%
55.2%
166
198
62
51
197
228
249
197
24.6%
29.4%
9.2%
7.6%
29.2%
33.8%
37.0%
29.2%
Internet calendar of downtown events
321
135
117
47
56
438
182
56
Internet calendar of downtown events
47.5%
20.0%
17.3%
7.0%
8.3%
64.8%
27.0%
8.3%
Intemet coupons
Intemet coupons
Downtown web blog
Downtown web blog
Use of live cameras connected to the
32
4.8%
20
3.1%
123
18.6%
58
9.1%
27
4.1%
23
3.6%
56
8.5%
20
3.1%
423
64.0%
516
81.0%
59
8.9%
43
6.7%
179
27.1%
78
12.2%
423
64.0%
516
81.0%
Assist businesses in setting up a web
site
Assist businesses in setting up a web
site
Internet listings of vacant retail and
office space
Internet listings of vacant retail and
office space
24
internet_______
Use of live cameras connected to the
intemet
Internet cafes
Internet cafes
Marketing of events &retail sales bye
mail
40
______
_
48
40
507
72
_______
______
_______
______
80
______
507
___
___
3.6%
6.1%
7.3%
6.1%
76.9%
10.9%
12.2%
76.9%
63
9.6%
209
47
7.2%
140
144
22.0%
80
56
8.6%
54
344
52.6%
165
207
31.6%
289
103
15.8%
194
344
52.6%
165
209
140
54
80
167
165
289
194_165
Organized and Sponsored by Available inthe Downtown
the Downtown Management through another organizatior
Type and Use of
Technologies inthe
Downtown
Organization
the
Fullyin
In the
planning
stages
Fully
Operational
planning
stages
Fully
Operational
32.3%
21.6%
12.3%
8.3%
25.5%
44.6%
29.9%
25.5%
17
3.0%
8
15
2.6%
10
101
17.8%
30
5.3%
404
71.3%
118
20.8%
45
7.9%
404
71.3%
38
548
55
48
548
7.2%
5.8%
84.2%
8.4%
7.3%
84.2%
Marketing of events &retail sales by e
Mobile phone marketing
Mobile phone marketing
Payment for goods or services by cell
phone
47
I
Payment for goods or services by cell
1.2%
I
1.5%
I
I
phone
Not Available
Nor Presently
Planned
Text messaging promotions
Text messaging promotions
Text messaging about the downtown,
such as visitor information
9
1.4%
15
2.3%
57
8.8%
26
4.0%
540
83.5%
66
10.2%
41
6.3%
540
83.5%
7
18
29
32
565
36
50
565
Text messaging about the downtown,
such as visitor information
1.1%
2.8%
4.5%
4.9%
86.8%
5.6%
7.7%
86.8%
Use GIS
" on downtown web site
Use GIS on downtown web site
Use GIS indisplay of tourism and
37
5.7%
27
90
13.8%
63
45
6.9%
48
7.4%
430
66.2%
82
12.6%
138
21.2%
430
66.2%
51
77
430
78
140
430
4.2%
9.7%
7.9%
11.9%
66.4%
12.1%
21.6%
66.4%
66
51
58
430
91
124
430
cultural information
7
7
UseGSinspmyoftourismand
Use GIS inmarket &business
analysis
7
40
I
I
168
Type and Use of
Technologies inthe
Downtown
Organized and Sponsored by Available inthe Downtown
the Downtown Management through another organizatior
Not Available
Nor Presently
Planned
Organization
Full
in the
Operational
in the
stages
Fully
Operational
planning
stages
6.2%
10.2%
7.9%
9.0%
66.7%
14.1%
19.2%
66.7%
36
39
75
68
422
111
107
422
5.6%
6.1%
11.7%
10.6%
65.9%
17.3%
16.7%
65.9%
23
23
62
55
460
85
78
460
Use GPS-Global Positioning
Systems
3.7%
3.7%
10.0%
8.8%
73.8%
13.7%
12.5%
73.8%
Electronic information kiosks
15
79
31
59
462
46
138
462
2.3%
12
12.2%
27
4.8%
9.1%
71.5%
7.1%
21.3%
71.5%
46
35
520
58
62
520
gital display media on atemporar
1.9%
4.2%
7.2%
5.5%
81.3%
9.1%
9.7%
81.3%
Digital display mediaon a permanent
11
34
41
37
518
52
71
518
1.7%
5.3%
6.4%
5.8%
80.8%
8.1%
11.1%
80.8%
18
32
28
38
532
46
70
532
7.1%
10.8%
82.1%
60
9.3%
549
85.0%
Use GIS inmarket &business
analysis
Use GIS incrime and safety analysis
Use GIS incrime and safety analysis
planning
Downtwnouly
Use GPS-Global Positioning
Systems
Electronic information kiosks
Digital display media on atemporary
basis
basis
bgital display mediaon a permanent
Digital information for parking
management
Digital information for parking
mana ement
Digital display as entertainment
Digital display as entertainment
2.8%
______
10
1.5%
4.9%
______
28
4.3%
4.3%
______
5.9%
______
27
4.2%
32
5.0%
169
82.1%
______
549
85.0%
____________
37
5.7%
Type and Use of
Technologies inthe
Downtown
Organized and Sponsored by Available inthe Downtown
the Downtown Management through another organizatioi
Organization
in tne
planning
stages
Fully
Operational
Plasma screen signage
1
Fully
Operational
1
Not Available
Nor Presently
Planned
intne
planning
stages
5
15
0.8%
2.3%
4.7%
15
2.3%
Luick alertsystems
Quick alert systems
Video security cameras
Vdosecurity cameras
26
4.0%
47
7.3%
18
2.8%
44
6.8%
43
6.7%
114
17.6%
25
3.9%
49
7.6%
532
82.6%
393
60.7%
69
10.7%
161
24.9%
43
6.7%
93
14.4%
532
82.6%
393
60.7%
Smart payment cards
Smart payment cards
3-D Visualization Tools
3-D Visualization Tools
Low bandwidth radio
Low bandwidth radio
"Smart lightin9
"Smart" lighting
Use of RFID chips
Use of RFID chips
Intelligent Transportation Systems
8
1.3%
6
0.9%
6
1.0%
24
3.8%
3
1.0%
6
27
4.2%
10
1.6%
9
1.4%
31
4.9%
7
1.4%
5
5
9.2%
13
2.0%
42
6.7%
58
9.2%
14
6.7%
48
7.5%
14
0.0%
23
3.7%
34
5.4%
13
3.7%
497
78.0%
592
93.2%
547
87.2%
481
76.6%
596
87.2%
65
10.2%
19
2.9%
48
7.7%
82
13.0%
17
7.7%
75
11.7%
24
1.6%
32
5.1%
65
10.3%
20
5.1%
497
78.0%
592
93.2%
547
87.2%
481
76.6%
596
87.2%
22
34
559
28
39
559
P
(ITS)
la
tiscreen
signage
or smart transportation
I
Intelligent Transportation Systems
I(ITS)
or smart transportation
1.0%
I_____
I
0.8%
I
30
_____
579
89.9%
|
35
5.5%
I
3.5%
I
|
_____
5.4%
______
170
1
30
4.6%
1
579
89.9%
I
89.3%
1_____
______
4.5%
6.2%
_______
89.3%
________
APPENDIX: Survey Methodology
A five-page survey instrument on the use of information and communication
technologies by downtown revitalization organizations was developed. The survey
consisted of four components, namely basic information (population and size of service
area) on the community served; the downtown management organization, itself;
attitudes toward information and communication technologies; and the actual use of
information and communication technologies downtown.
The survey was written in English, and translated into French, German, and
Japanese by native speakers. Each translated survey was reviewed, and re-translated
into English to assure accuracy and clarity as to the intent of the question. Terminology
was slightly altered to reflect varying terminology as to each country, e.g., the term
downtown is used in North America, whereas city centre is the commonly used
appellation in Asia, Europe, New Zealand, and South Africa. Each survey was also
adapted to the specific local currency. Comparable values were used across all
jurisdictions. Copies of the survey instruments as well as the exchange rate table can
be found elsewhere in the Appendices.
The English, French and German surveys were administered by e-mail using the
Zoomerang service. Three electronic survey services were evaluated before selecting
Zoomerang, as detailed in the following section.
171
Electronic Survey Services
The three electronic survey services evaluated were Survey Monkey,
SuperSurvey, Zoomerang. In addition, use of MIT's computer services was also
investigated. Several factors were used to evaluate the electronic survey services,
namely breadth of survey question design options, downloading features, survey
management, cost, and references. Use of MIT's internal computing services would
require the researcher to undertake all programming, and not utilize any preprogrammed survey management functions. Due to time constraints, automated survey
services were preferred.
Figure 71. Comparison of Electronic Survey Services
Super Survey
Survey Monkey
Question
Superior - all forms of
Limited - only four
Design
questions, including
weighted answers
types of questions
Survey
Management
Limited survey
management abilities,
especially for reminders
Downloading Fair
None
Foreign
Language
Capacity
Cost
Zoomerang
Good, large choice of
question design.
However, no
weighted question
available.
Sophisticated
Sophisticated
management capacity management
capacity with
reminder notice
capacity.
Good
Good
Yes
Yes
$349.00 (student)
$39.00 (student)
One user - positive
Ten users -- positive
References
One testimonial
Web
Addresses
www.surveymonkey.com www.supersurvey.com www.zoomerang.com
172
Survey Sample
A comprehensive list of downtown management organizations (DMOs)
throughout the world was surveyed. The source of prospective participants included
the list of business improvement districts and town management organizations surveyed
by Professor Hoyt in the International Business Improvement District Study (Hoyt,
2003). The Hoyt list of international BID organizations was supplemented from
downtown management and Main Street organization lists from the California
Downtown Association, Florida Department of Commerce, the Georgia Downtown
Center, tthe Texas Downtown Association, the National Main Street Center (NMSC).
Representatives from the Ministere du Developpement
economique, de l'Innovation et
de l'Exportation Gouvernement du Quebec were helpful in identifying downtown
associations in Quebec. The International Downtown Association (IDA) was also
contacted. The Hoyt sample included the IDA membership. Both the NMSC and IDA
organizations' membership is predominantly North American, and they are both
headquartered inWashington, DC, USA.
These organizational lists of prospective survey participants was augmented by
lists of downtown management organizations found on state and provincial downtown
association web sites for the US and Canada, the list of newly formed business
improvement districts from the Association of Town Centre Management in the United
Kingdom, and members of the Shoutengai Network in Japan. The estimated pool of
potential survey participants was originally anticipated to be approximately 1,600
organizations. The actual pool of organizations contacted was over 2,600.
173
Consideration to various approaches to sampling was undertaken, so as to
possibly reduce the size of the population surveyed and increase the efficiency of the
research endeavor. Stratified and cluster sampling was considered. Since there is no
known prior documentation on the use, type and purpose of information and
communication technologies by downtown management organizations, it is difficult to
construct a stratified sample that would be insightful. Moreover, there was no single
comprehensive list of downtown management organizations. Using one list could
introduce bias to the research endeavor. Constructing a stratified sample based on
downtown and municipal demographics was viewed as more time-consuming than
electronically distributing the survey to all entities.
Survey Distribution
Due to the large pool of prospective survey respondents from the field of
downtown management organizations, the cost of a postal mail survey was prohibitive.
The survey of downtown management organizations was be undertaken through e-mail
to all DMOs, except those located in Japan.
One risk of the e-mail method of survey distribution is that more technologicallyoriented downtown management organizations may be inherently favored. E-mail and
web based surveys may perhaps skew the results to those downtown management
organizations who are internet-savvy. A review of state and provincial downtown and
Main Street web sites in North America indicate that nearly all downtown organizations
affiliated with a national organization have a web site and e-mail. Listings of downtown
174
organizations lacking e-mail tended to be very small Main Street programs in
communities with populations less than 5,000.
The cover e-mail (or facsimile in the case of Japan) offered to send the survey by
another means. The Zoomerang service uses a web-base format, which required
respondents to click-through using a hyperlink. A few respondents asked for the survey
by another means of transmission - hard copy, fax, or e-mail document. Some
respondents reported difficulty, and were sent a copy of the survey in either wordformat or PDF- format electronically. The necessity of clicking-through a hyperlink
likely dampened the response rate to the survey.
Discussion of Survey Distribution Modes
Survey researchers have raised several issues as to the use of e-mail and webbased surveys compared to the traditional mail surveys. These issues range from
varying responses rates attributable in part to the digital divide, to the "public's comfort
zone with the relationship between and interaction of technology, information, and
privacy," (Sheridan, 2001). Response rates, effects of the digital divide, and the ease
and confidence prospective participants have with the survey instrument are all
important methodological considerations. The prospective participants' attitudes
towards the method of survey administration will have direct bearing on total survey
response rates.
Crawford compared the mail and web survey modes in a University of Michigan
survey on student drug and alcohol use (a sensitive topic) (Crawford, et al, 2002). The
175
results indicated that "the response for the web mode concluded at over 20% higher
than that of the mail mode."1 The population surveyed in this study was university
students, who presumably all had internet access. As a part of the survey mode
analysis all non-respondents were contacted. Crawford noted no significant differences
between nonrespondents of the web survey and the mail survey, except that web
survey nonrespondents had a significantly higher rate of no recall of the survey, than
nonrespondents receiving the mail survey. Although Crawford concluded the sample
size of nonrespondents was too small for statistical tests, the difference was significant,
nearly five-fold.
In another analysis of comparative modes in Malaysia, Pandi found a stronger
response rate to a web-based survey compared to a mail-survey of internet subscribers.
Inthis example, incentives were used. Other keys to a strong response rate included a
"welcoming e-mail note, posters, letters notifying JSOs and registrants, banner
advertisements, etc."2
The summary of comparative methods in Table 1 of recent surveys suggests that
in the surveys cited by Schonlau (Paolo, Tse, and Mehta's surveys), the variance in
response rates to e-mail surveys and postal mail surveys ranged from a low of 6% to a
high of 40%, with a corresponding variance from postal survey responses rates of 17%
to 43%. This variance between e-mail and postal mail response rates constitutes the
Crawford, Scott, et al. "From Mail to Web: Improving Response Rates and Data Collection
Efficiencies," International Conference on Improving Surveys, Copenhagen, Denmark, 2002, page 1.
2 Pandi, page
1.
176
Figure 72. Comparative Response Rates to Surveys Administered by E-mail and
Postal
Mail
Population
Year of Primary
Survey Author
2001
Couper
Subject Matter
Response Rates
E-Mail
(Sample Size)
Postal
Mail
Drug &Alcohol
Use
62%
Year Medical
Curriculum
24%
41%
Students (144 total)
Evaluation
No
Follow-up
with mail
follow-up
37%
Mail +
40%
University of Michigan
students (3,500 per
Variance
41%
21%
method)
2000
2000
Paolo
Quigley
4tfl
N/A
Active Duty Military,
families, civilians &
reserves (approx 7,200
Couper
Federal employees
(approx 4,100 per
-3%
Web
per method)
1999
-17%
Organizational
climate
42.6%
70.7%
-28.1%
34%
72%
-38%
30%
36%
-6%
48%
57.5%
-9.5%
52.5%
65.6%
-13.1%
6%
No followup
27%
-21%
40%
No followup
83%
-43%
56.5%
19.3%
37.7%
68%
38%
30%
67%
75%
-8%
method)
1999
Jones
Staff at 10 universities
Health
(100 and 200 people)
1999
Shermis
Nat'l Council on
Measurement in
Education members
Telecommunications
(585 per methods)
1998
Schaefer
1996
Bachman
Faculty at Washington
State (unknown/226)
Business School deans
and chairs (244 per
N/A
TQM in Higher
Education
method)
1995
Tse
1995
Mehta
Staff at Chinese
University of Hong Kong
(200 per method)
Business ethics
Internet Communication
(60/107)
Active US users of
BBS newsgroups
MIS and marketing
faculty (approx. 200 per
method)
Former AT&T
Parker
1992
employees (40/100)
Recently active
Kiesler
1986
computer mail users at
Carnegie-Mellon (75 per
method)
Data Source: Schonlau, et al.
1994
Schmidt
Attitudes towards
shareware
Expatriation &
repatriation
Health & personal
Characteristics
Schonlau, et al, authored a comprehensive study for RAND, which summarized the results of over fifty
surveys. This table recaps the attributes of surveys which utilized both e-mail and postal mail surveys
from the Schonlau review.
3
177
largest variance found in all thirteen surveys that are reviewed in Table 1. In contrast,
the gap narrowed when there was follow-up with initial non-respondents in surveys
distributed by e-mail surveys. The variance in response rates between e-mail and
postal mail surveys ranged from a low of 3%to a high of 38%.
Of the nine surveys using follow-up techniques for all methods of survey
distribution, the subject matter of the survey was distinguishing. Surveys with greater
variances (Jones - 38% variance; and Couper 1999) - 28.1% variance) in the response
rates between e-mail and postal mail surveys were on sensitive topics, e.g., health
issues and organizational climate in an employment situation. This indicates that
respondents likely had concerns about privacy issues, thereby suppressing the
response rate to the e-mail surveys.
When comparing the results of the surveys with a greater response rate using
postal mail (and holding the results of surveys with no-follow-up in e-mail surveys, and
with issues of a sensitive nature), there is a decreasing rate of variance in response
rates to e-mail and postal mail surveys over time. This is likely attributable to increasing
usage and familiarity with e-mail and the internet. The internet usage rate by US
households compared to the variance in responses to e-mail surveys compared to mail
surveys is illustrated in the Figure 1. The degree of variance in e-mail and postal mail
survey response rates decreases over time, in direct contrast to the increasing use of
the internet by US households.
178
Figure 73.
Comparative Responses Rates between E-Mail and Postal Mail Responses Compared to
Household Internet Use inthe US
60.0%
50.0%
40.0%
30.0%
30-variance
-internet
UsagebyUS Households
of ResponseRates
20.0%
10.0%
0.0%
1986
1996
1997
1998
1999
2000
2001
Data Sources: Schonlau, et al, and US NTIA(2002)r.
The internet usage rate for US households in 2003 was 63% of all US adults are
now online, according to the Information Technology Association of America, as
compared to 53.9% in 2001, as reported by the US NTIA. The Pew Internet and
American Life project found that the rate of increase of internet usage by \US
households is slowing, 4 However the amount of time expended and the variety of
activities undertaken on-line has increased.5 Fallows provides further confirmation that
the internet as a vehicle for information exchange (and by extension survey research) is
a comfortable venue for most Americans. Based on the Pew Internet &American Life
Survey findings in 2003, researchers should proceed prudently since geographic
differences in the US on internet usage were noted.
4 Fallows, Deborah. "The Internet and Daily Life," Pew Internet & American Life Project,
http://www.pewinternet.org/pdfs/PIP Internet and Daily L:ife.pdf, (viewed 12/8/04), page
5 Ibid.
179
These conclusions align with Sheridan's 6 concerns regarding the use of
technology and data gathering activities. Sheridan identified two factors - first, the
public's "comfort zone with the relationship between and interaction of technology
information and privacy,"7 and second, with the personal nature of some of the
information now collected.
Internationally, there has also been a significant increase in internet usage.
Internet World Stats reports a 125.2% increase in internet user growth from 2000 to
2004.8 These significant growth and use trends pertain to individual use of the internet.
The use of the internet by business and NGOs throughout the world is similarly
flourishing, and tends to exceed individual user rates.
Based on the review of survey
response rates for various methods of administrating the survey (e-mail and postal mail)
and of the increasing use worldwide of the internet, it is reasonable to assume that an email survey of downtown management organizations internationally could generate
sufficient response rates to be not only informative, but reliable.
Protocols on the advance notice, the survey distribution and reminders to
nonrespondents will be needed to obtain a good response rate. Crawford reporting
with Couper and others on the University of Michigan survey noted that the survey
protocol called for a series of three e-mail reminders issued at five day intervals
6 Mike
Sheridan isthe Assistant Chief Statistician, Social, Institutional, and Labor Statistics at Statistics
Canada.
7 Sheridan, Mike. "The Impacts of Technology on Survey Data Collection," Survey Research, Volume
32, Number 2, 2001, page 1.
awww.InternetWorldStats.com
180
following initial distribution of the survey. This follow-up protocol will be adopted in the
Technology and Downtown Revitalization International Study survey.
Lozar determined that pre-notice of a web survey is a statistically significant
indicator of improved click-through rates.9 He found that the "use of the pre-notice
increase the click-through rate by 25-59%.11
To secure the 62% response rate, the University of Michigan survey used a
monetary incentive of a $10 gift certificate. Lozar in their review of web surveys
concluded that the use of incentives did not have a significant impact on click-through
rates. 11 However, Lozar established that incentives do effect completion, or drop-out
rates, on web surveys.12 Despite this finding, no incentives - cash or gifts - will be
used as a part of this thesis research. Participants will be provided an executive
summary of the results in summer 2005, upon request.
The University of Michigan survey is instructive since there was a large sample
size (3,500), and a strong e-mail response rate (62%). Only Kiesler secured a higher
response rate of 67%. Kiesler, however, used a small sample (75) of dedicated
computer-mail users. Kiesler's very high e-mail response rate is likely attributable to
the phenomena that Lozar identified in his regression model for explaining survey dropouts. Lozar noted that the "Drop-out rate is higher in surveys with general than in those
Manfreda Katji, and Vasja Vehovar. "Survey Design Features Influencing Response Rates in
Web Surveys," Faculty of Social Sciences, University of Ljubljana, page 17.
9 Lozar,
10
Ibid.
1 Ibid.
12 Ibid., page 18.
181
with specific populations."
13
The Technology and Downtown Revitalization survey will
be directed to a specific population, downtown management organizations, which if
Lozar's analysis is predictive, will enhance the response rate to electronic surveys.
Hoyt's International BID Survey provides a comparable benchmark for response
rates to a similar pool of organizational survey participants. Hoyt distributed the survey
by postal mail, and did follow-up with nonrespondents by postal mail, e-mail, and
phone.14 The overall response rate in the International BID Survey amongst "all of the
organizations surveyed was 31% for BIDs and 16% from BID-like organizations."
15
The discussion of survey response rates for e-mail surveys found that higher
response rates were correlated with higher internet use rates. It is useful to compare
the response rates by country in the International BID Survey undertaken in 2002-2003,
and compare the rates with current internet penetration rates.
1
Ibid.
Personal conversation with Professor Lorlene Hoyt, fall 2004.
1 Hoyt, Lorlene. "The Business Improvement District: An Internationally Diffused Approach to
Revitalization," 2003. http://www.idadowntown.orq/km/DesktopModulesNiewDocument.aspx?DocumentlD=81, (viewed July 16, 2004).
14
182
Figure 74. Comparison of International BID Survey Response Rates and
Internet Penetration Rate
International BID
Country
Survey "
Internet Penetration
# of
Mail Survey
Rate from
www.internetWorldStats.com
Organization
s Contacted
Response
Rate
Australia
185
16%
65.9%
Belgium
Canada
31
347
16%
27%
36.2%
64.2%
European, Other
Germany
Japan
Netherlands
New Zealand
60
59
261
5
140
0%
7%
26%
80%
16%
45.1%cp
57.1%
52.2%
66.5%
52.0%
Norway
32
9%
South Africa'6
United Kingdom
42
38
10%
34%
50.0%
43%
United States
61%
17
58.5%
68.8%
cpThe overall penetration rate for the European Union is noted in Table 2. Countries in
European Other category from the International BID survey, and their corresponding
internet penetration rates included Austria (46.5%); Denmark (62.5%), France (40.6%),
Portugal (34.6%), Spain (34.2%), and Sweden (74.6%).
The internet penetration rate in the various countries throughout the world where
BIDs and similar DMOs exist, there is over a 50% household penetration rate of internet
use in three of the twelve countries where the preponderance of downtown
management organizations function. At the fifty percent internet usage rate, the gap
between e-mail and postal mail survey response rates narrowed significantly.
Ibid.
www. InternetWorldStats.com
The response rate isa calculation from the International BID Survey results, which combines the
numeric responses from BID and BID-like organizations. The response rates were originally reported
separately by Hoyt.
16
17
18
183
Survev Instrument Desian Issues
In the past couple years, a body of research on the specific visual design and the
format of questions has begun to emerge.
Schonlau relayed that anecdotal evidence
from the 2001 American Association of Public Opinion Research conference suggested
that respondents taking surveys on the Web had relatively short attention spans
and tended to browse surveys much as they would brows any other Web site. If
true, this would suggest that lengthy surveys or surveys with complex questions
may not perform as well on the Web as they would if they were sent by postal
mail.19
This anecdotal evidence is confirmed by Lozar. Difficult to answer questions is
one of three statistically significant causes of drop-off rates in web base surveys.20
Consequently, Lozar recommends avoiding "open-ended questions and 'difficult to
answer' questions."2 l
Dillman's research on the influence on plain and fancy survey design on
response rates for web surveys is instructive. Fancy design, according to Dillman,
includes the use of color, special fonts and graphics. Dillman's research results
suggest that using a plain questionnaire without color and html tables, which
required less transmission time and was done in a more conventional
questionnaire format, provided better results than a fancy version of that
questionnaire. The plain questionnaire obtained a higher response rate, and was
more likely to be fully completed, as measured by last page seen, number of
pages completed, and write-in boxes completed. It also took respondents less
time to complete the plain questionnaire and they were more likely to do it in one
session.2
Schonlau, Matthias, Ronald D.Fricker, Jr., Marc N.Elliott. Conducting Research Surveys via E-mail
and the Web. Santa Monica, CA, 2001, page 79.
20 Lozar, pages 18-19.
21 Ibid, page
19.
22 Dillman, Don A., Robert D.Tortora, Jon Conradt, and Dennis Bowker, "Influence
of Plain vs. Fancy
Design on Response Rates for Web Surveys," Washington State University, page 5.
19
184
Another research team, Heerwegh and Loosveldt, examined the use of differing
formats for question response, namely radio buttons and drop-down boxes. They
concluded that there was little difference between using radio buttons and drop down
boxes, in question response rates and survey completion time.
Heerwegh &
Loosveldt noted that downloading drop-down boxes is faster than radio buttons,
which might discourage participation. Cook points out that radio-buttons in web-based
surveys creates a similar look to paper-based surveys 25 , and may be easier for
respondents who are less internet-savvy.
Based on the research on survey design and graphics, a plain format of the
Technology and Downtown Revitalization International Survey instrument was
administered in black, white, and gray tones. Options for use of color and graphics
through Zoomerang were avoided in light of Dilman's findings. Inthe electronic version,
a drop-box used was used for the query on location of the DMO as to nation, state, or
province. Radio buttons were used for all other closed-end questions.
Lanquaqe and Cultural Issues
The Technology and Downtown Revitalization International survey was drafted
in English. To outreach to the international audience, the survey was translated into
French, German and Japanese. The translation protocol for survey required translation
by a native speaker, with a subsequent translation back into English of the translated
Heerwegh, Dirk and Geert Loosveldt, "An evaluation of the effect of response formats on data quality in
Web Surveys." University of Leuven.
24 Ibid, page 1.
25 Cook, C., F. Heath, R.L. Thompson, and B. Thompson. "Score reliability in Web- or Internet-based
surveys: unnumbered graphic rating scales versus Likert-type scales. Educational and Psychological
Measurement, 61(4), 2001, pp 697-706.
23
185
survey by a second party. The two English versions - original and twice-translated
version were then compared for consistency. Any inconsistencies will be resolved
through consultation with the translation team.
Cultural differences and nuances exist amongst English-speaking countries.
Minor adaptations of the survey were made to address cultural differences, such as the
nomenclature of downtown organization (e.g., town centre management, business
improvement district, etc.). The unit of currency (e.g., pounds, Euros, Canadian dollars,
the rand, etc.) was adjusted as to the country of the respondent. The purpose of these
slight adjustments is to enhance the meaning to the survey respondent, and to minimize
response obstacles. This approach of slight survey adaptation based on country-oflocation of the downtown management organization is similar to the approach employed
in the International BID Study (Hoyt, 2003).
Survey Distribution and Response
The protocol for survey distribution included an initial letter or e-mail to each
prospective recipient explaining the purposes of the survey, and advising the recipient
that they would be receiving the survey within the week. In addition to introducing
prospects to the study, the pre-announcement served to verify contact information.
Following the initial cleansing of the address lists, a net total of 2,689 surveys were
distributed to downtown management organizations globally. Surveys to Europe,
Canada, New Zealand, South Africa, and the United States were distributed by e-mail.
Surveys to Japan were distributed by facsimile, to avoid difficulty with e-mail
transmission of Kanji (the pictographs of the Japanese language). Moreover, the
186
available contact information for Japanese Town Management Organizations included
only telephone and fax numbers. Each recipient organization was subsequently sent
weekly reminders up to three times requesting participation in the survey. Telephone
call reminders were also used. The survey link was contained in all electronic
correspondence. Fax reminders included the survey with each transmission. Contact
was attempted at least three different times for each facsimile telephone numbers and
e-mail addresses before determining the prospect was not reachable with existing
contact information.
Some follow-up telephone calls were also made to encourage
response.
The response rates for the survey are detailed in the table below.
Figure 75. Survey Response Rates
Canada
Germany & Austria
Japan
New Zealand
Union of South Africa
United Kingdom
Net Surveys
Distributed
224
57
246
73
17
47
United States
2,025
TOTAL
2,689
Number of
Responses
68
6
92
23
7
7
573
776
187
Response
Rate
30.4%
10.5%
37.4%
31.5%
41.2%
14.9%
28.3%
28.9%
Technology and Downtown Revitalization Survey
Please take 10 to 15 minutes to complete this survey on the use of information and communication
technologies in downtown revitalization. By downtown, we mean downtowns, business improvement
districts, Main Streets, town centers, and neighborhood business districts. The results will contribute to a
guide for downtown professionals on technology. This survey is part of an international and thesis
research project at MIT. Participation is voluntary. If you have any questions, please contact
technoloqv.and.downtownss mit.edu. The results from this survey will be reported in aggregate.
Individual responses will be kept confidential. Your cooperation is most appreciated. Thank you!
1. Please name the country where your downtown is located?
2. In what year was your organization established?
3. Which of the following best characterizes your organization? (Check only one.)
O Government agency
" Nonprofit
0 Combination of government and nonprofit
E Private agency
O Public and private agency
4.
Approximately how many city blocks does your organization serve?
5. What is the current population of the city in which your downtown is located?
6. Currently, how many paid staff does your downtown management organization
employ?
Number of paid staff
7.
What was the size of your organization's annual budget in 2004?
LI
Less than $200,000 US per year
LI
$200,000 to $499,999 US per year
$500,000 to $999,999 US per year
l
$1 million to $2.49 million US per year
L
$2.5 million to $5 million US per year
l
Over $5 million US per year
LI
188
8. Please indicate your level of agreement with the following statements.
each.)
Strongly
Agree
Information and communication technologies
help draw people to the downtown.
The use of technology, such as digital media
displays, makes the downtown exciting.
With internet shopping, there are fewer
reasons for people to come to the downtown.
Tourists use the internet to plan their visits to
our downtown.
Small businesses in our downtown are using
information and communication technologies to
be more competitive.
The rise of the internet and the use of
information and communication technologies
make the downtown a less important place.
Information and communication technologies
are necessary to effectively manage
downtown.
The internet has opened new markets for local
businesses in our downtown.
Digital information and display make it easier to
access, use and enjoy the downtown.
The use of information and communication
technologies is important to the image of the
downtown
The use of information and communication
technologies will make the downtown less
(circle a number by
Generally
Disagree
3
Strongly
Disagree
1
Generally
Agree
2
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
4
welcoming, due to the digital divide.
Information and communication technology
companies are an important part of the regional
economy where we are located.
9.
Please rank the 3 most significant challenges you face in using information and
communication technologies (ICT) in your downtown? (Rank up to 3.)
FI Knowledge about available technology
LI Marketing the availability of technology
Inadequate telecommunications infrastructure
Funding
Writing and preparing content
Maintaining and updating content
Managing and upgrading technology
F] Indifference of local government about the role of technology
Indifference of businesses about the role of technol ogy
Indifference of private investors about the role of te chnology
Indifference of the public about technology
Not interested in technology
E] No challenges
n Other
189
10 The next series of questions is about what types of information and communication
technologies are being used in your downtown. Please indicate whether the
following information and communication technologies are being used by your
downtown organization or in your downtown? (Check all that apply.)
Organized and Sponsored
Available in the Downtown
through another organization
by the Downtown
Type and Use of
the
in
Technologes
Tecnolgie
intheIn
Downtown
Management
Organization
the
planning
Fully
plnig
Operational
Operationalstages
Fully
Operational
In the
planningr
planning
stages
No
Available
Nor
Presently
Planned
Wireless Connectivity
Wireless public access in parks or
outdoors
Wireless public access in some
building interiors
Internet
Web site exclusively for downtown
Internet directory of downtown
services & businesses
Internet directory of downtown
services &businesses with links to
business' web sites
Internet directory downloadable to a
PDA
Assist businesses insetting up a
web site
Internet listings of vacant retail and
office space
Internet calendar of downtown
events
Internet coupons
Downtown web blog
Use of live cameras connected to
the internet
Internet cafes
Marketing of events &retail sales by
e-mail
Mobile Commerce
Mobile phone marketing
Payment for goods or services by
cell phone
Text messaging promotions
Text messaging about the
downtown, such as visitor
information
GIS - Geographic Information Systems and GPS - Global Positioning Systems
Use GIS on downtown web site
Use GIS in display of tourism and
cultural information
Use GIS in market &business
analysis
190
Type and Use of
Organized and Sponsored
Man teent ntown
e
Technologes in the
Downtown
Technlogis
inIn
DOrganization
the
planning
Fully
plnig
stages
Operational
Available in the Downtown
through another organization
ho
trga
Fully
Operational
Inthe
planningr
planning
stages
No
Available
Nor
Presently
Planned
Use GIS incrime and safety
analysis
Use GPS-Global Positioning
Systems
Electronic Information and Digital Media
Electronic information kiosks
Digital display media on a temporary
basis
Digital display media on a
permanent basis
Digital information for parking
management
Digital display as entertainment
Plasma screen signage
Security and Safety
Quick alert systems
Video security cameras
Other Types of Information and Communication Technologies
Smart payment cards
3-D Visualization Tools
Low bandwidth radio
"Smart" lighting
Use of RFID chips
Intelligent Transportation Systems
(ITS) or smart transportation
Other (please specify)
11.
Which category best describes the current geographic extent of coverage of
public wireless access in your downtown?
Less than 25% of the downtown area
25% to 49% of the downtown area
50% to 90% of the downtown area
91 % to 100% wired of the downtown area
Not wired
191
12. Has your organization explicitly incorporated the use of information and
communication technologies as a part of its revitalization strategy?
o No
c Yes
If yes, please tell us more:
13.
Are there other ways information and communication technologies are being
used in your downtown? Please describe:
The results of this survey will be summarized and a written report will be made available
to all who are interested in summer 2005. Please provide your name, address,
telephone, and e-mail below, to receive the report, or if you wish to participate in
possible case studies in the Technology and Downtown Revitalization, An International
Project. Thank you. Please note that this information is totally voluntary.
Name
Title
Organization
E-Mail
Phone
Fax
Address
Would you be willing to be contacted for further information, and possible inclusion of
your downtown in case studies on information and communication technologies?
O Yes
E No
192
THANK YOU
There is a standing Committee On the Use of Humans as Experimental Subjects (COUHES) at
MIT, to which questions, complaints or problems concerning any research project, may, and
should, be reported if they arise. The MIT Committee may be contacted at 617 253-6787, or in
writing to Chairperson, COUHES, MIT, Room E32-335, 77 Massachusetts Ave, Cambridge, MA
02139. The project faculty advisor is Professor Lorlene Hoyt, lorlene(Wmit.edu.
For further information on the Technology and Downtown Revitalization: An International Study
Project, contact Kathleen McCabe, AICP, Department of Urban Studies & Planning, MIT, 77
Mass Ave 9-528, Cambridge, MA 02139, technology. and.downtownsDmit.edu, 617 469-9444.
193
Enquete sur la technologie et la revitalisation des centre-villes
Veuillez prendre 10 e 15 minutes pour remplir cette enqudte consacr~e au r6le des technologies de
I'information et de la communication dans la revitalisation des centre-villes. Les r~sultats contribueront J
un guide sur Ia technologie destin~e aux professionnels des centre-villes. Cette 6tude fait partie din
projet de recherche international et d'une these du M.I.T.(Massachusetts Intitute of Technology,
Cambridge, Mass., U.S.A.). La participation est volontaire. Si vous avez des questions, veuillez
contacter : technology.and.downtowns(aDmit.edu. Les r~sultats de cette 6tude seront trait6s de fagon
globale. Les r~ponses individuelles sont confidentielles. Votre cooperation est particulierement appr6ci6e.
Merci!
1. Veuillez mentionner le pays dans lequel est situe votre centre-ville
2. En quelle annee l'organisation &laquelle vous appartenez a-t-elle ete creee?
3. Parmi les reponses suivantes, laquelle definit le mieux votre organisation? (une
seule r6ponse possible)
O Agence gouvernementale
" Association &but non lucratif
" Combinaison de ces deux categories
o Agence priv'e
" Agence publique et priv~e
4.
De combien de rues votre organisation a-t-elle la charge ? (environ)
6. Quelle est la population actuelle de la ville dans laquelle votre centre-ville est situe?
7.
Combien de collaborateurs remuneres votre organisation emploie-telle actuellement ?
8.
Quel etait le budget annuel de votre organisation en 2004 ?
El
Moins de 240,000 $ Canadien par an
$240,000 $ &599,999 $ Canadien par an
El
600,000 $ &1,199,999 $ Canadien par an
l
1.2 million $ &2.9 millions $ Canadien par an
l
2.9 million $ &6 millions $ Canadien par an
l
Plus de 6 millions $ Canadien par an
L
194
8. Veuillez indiquer ce que vous pensez des affirmations suivantes (entourez un cercle
pour chacune d'entre elles)
Les technologies de l'information et de la
communication aident 6 attirer les gens dans les
centre-villes.
L'usage de la technologie, comme les ecrans de
consultation electroniques, rendent le centre-ville
attractif.
Avec le commerce electronique, il ya moins de
raisons pour que les gens viennent dans le centreville.
Les touristes utilisent l'internet pour organiser leurs
visites dans notre centre-ville.
Les petits commerces de notre centre-ville utilisent
les techniques de l'information et de la
communication pour 8tre plus competitifs.
L'essor de l'internet et l'utilisation des technologies
de l'information et de la communication font du
centre-ville un endroit moins important.
Les technologies de l'information et de la
communication sont necessaires pour un
management efficace du centre-ville.
L'internet a cree de nouveaux marches pour les
commerces locaux dans notre centre-ville
Les ecrans de consultation electroniques facilitent
l'acc6s, l'usage et le plaisir d'aller dans le centre-ville.
L'utilisation des technologies de l'information et de la
communication est important pour l'image du centreville.
L'utilisation des technologies de l'information et de la
communication rendra la ville moins accueillante en
raison de la < fracture electronique > qui separe les
foyers equipes de ceux qui ne le sont pas.
Les technologies de l'information et de la
communication sont une part importante de notre
economie regionale.
195
Fortemen
t
d'accord
Plut6t
d'accor
d
Plut6t
pas
d'accord
Pas du
tout
d'accord
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
9.
Veuillez classer les 3 defis les plus importants auxquels vous faites face en ce
qui concerne l'utilisation des technologies de l'information et de la
communication dans votre centre-ville (vous pouvez choisirjusqu'd trois r6ponses).
F-1 La connaissance des technologies disponibles
E] Le marketing des technologies existantes
LI Les infrastructures des telecommunications sont inadequates
F-1 Le financement
[: Concevoir et preparer un contenu
LII Entretenir et mettre a jour le contenu
II Gerer et les technologies
L'indifference des collectivites territoriales au r6le des technologies
L'indifference des commerces au r6le des technologies
L'indifference des investisseurs prives au r6le des technologies
L'indifference du public a ces technologies
Notre organisation ne s'interesse pas ces technologies
L] 11n'y a pas de defis
L
Autre :
10.
La serie de questions concerne les types de technologies de l'information et de
la communication qui sont utilises dans votre centre-ville. Veuillez indiquer si les
technologies de l'information et de la communication sont mises en place et
supervisees par votre organisation, ou bien une autre organisation (veuillez
cocher tout ce qui convient).
Disponibles dans le centre.
ville par le biais d'une autre
e
. .... - -
&
d4ertrespili
-
Totalement
op6rationnelles
Tc
Communications sans
Accs WiFi public dans les
organisation
(Wifi)
parcs et 6 l'exterieur
Accbs WiFi public 6 l'interieur
de certains immeubles
Internet
Site web exclusiverent
consacre au centre-ville
Annuaire sur internet des
services et des comnmerces de
centre-ville
Annuaire sur internet des
comnmerces et services de
centre-ville avec liens vers les
sites web des comnmerces
Annuaire sur internet
telechargeable vers un
assistant personnel (PDA)
196
En cours de
planification
Ne sont pas
disponibles
ni planifees
pour
l'instant
ponibles dans lo contreville par lo bials d'une autre
viT organisation
En cours do
otaloment
rationnelles planification
6~
0
OS
-
Sp
No sont pas
disponibles
ni planifies
pour
l'instant
Linternet aide les commerces
b mettre sur pied un site web
Listes sur internet des espaces
commerciaux et des bureaux
disponibles
Calendrier sur internet des
evenements du centre-ville
Coupons de reduction sur
internet
Blog sur le centre-villie
Utilisation de web-cameras en
temps reel
Cyber-cafes
Marketing des evenements et
des ventes de detail par
courrier 6lectronique
Commerce par t6l6phone portable
Paiement de biens et de
services par telephone portable -I
Envoi de promotions
4
T
I
r
I
I
1
commerciales par SMS
Envoi d'informations sur le
centre-ville par SMS (ex.
informations pour les visiteurs)
GIS - (Geographic Information Systems) et GPS (Global Positioning Systems)
Utilisation des GIS (Systbme
D'Information Geographique) dans
les sites web sur le centre-ville
Utilisation des GIS (Systbme
D'Information Geographique) sur
des 6crans pour les informations
touristiques et culturelles
Utilisation des GIS (Systbme
D'Information Gkographique) dans
les analyses de march6 et
d'affaires
Utilisation des GIS (Systbme
D'Information Geographique) dans
I'analyse des delits et de la
sOrete
Utilisation des GPS (Systeme
De Positionnement Global)
Information
6lectronique et medias num4riques
Kiosques d'information
electronique
Ecrans de consultation
installes de fagon
electroniques
temporaire
Ecrans de consultation
197
@
electroniques
p
.01043"
Dspc nblos dans Iscentreville itpar I blais d'une autre
organisation
En cours do
Total ement
planification
0prt onnelles
Ne sont pas
disponibles
ni planifiees
pour
l'instant
,
installes de fagon
permanente
Information numerique pour le
management des parkings
Ecrans de consultation
electroniques pour le
divertissement
Signalisation sur des ecrans A
plasma
Securit6 et skret6
Systemes d'alerte rapide
Cameras de video-surveillance
Autres types de technologies d'infornation et de Iacommunication
Carte de paiement 6 puce ou
magnetique
Outils de visualisation en 3-D
Radio A courtes ondes
Eclairage
((intelligent ))
Utilisation de puces RFID
(Radio Frequency
Identification)
Syst6mes de transport
(( intelligent))
Autre (veuillez preciser)
11. Quelle categorie decrit le mieux la couverture geographique de I'acces public
au reseau internet sans fil (aWiFi ) dans votre centre-ville ?
D
D
D
FL1
Moins de 25% du centre-ville
Entre 25% et 49% du centre-ville
De 50% &90% du centre-ville
De 91% A 100% du centre-ville
Pas equipe
198
12.
Votre organisation a-t-elle clairement incorpore l'utilisation des technologies de
l'information et de la communication dans sa strategie de revitalisation ?
D Oui
0 Non
Si oui, veuillez preciser:
13.
Y a-t-il d'autre fagons dont les technologies de l'information et de la
communication sont utilisees dans votre centre-ville ? Veuillez preciser:
Les resultats de cette etude feront l'objet d'un resume et un rapport ecrit sera disponible
pour tous ceux qui le souhaitent au cours de l'ete 2005. Pour recevoir le rapport, ou si
vous souhaitez participer &des etudes de cas concernant le r6le de la technologie dans
la revitalisation de centre-ville, veuillez indiquer votre nom, adresse, telephone et
courrier electronique ci-dessous. Merci. Ces informations sont facultatives.
Nom
Titre
Organisation
Courrier electronique
Telephone
Fax:
Adresse
Souhaitez-vous 6tre contacte pour plus d'informations et souhaitez-vous que votre
centre-ville figure parmi les etudes de cas sur les technologies de l'information et de la
communication ?
E Oui
O Non
199
MERCI
En cas de question, de plainte ou de problme concernant tout projet de recherche, ceux-ci peuvent et
devraient etre signales au Comite sur l'utilisation de sujets humains et experimentaux qui depend du
M.I.T. (Committee On the Use of Humans as Experimental Subjects: COUHES). Ce comite du M.I.T.
peut etre contacte par telephone au 617 253-6787, ou en ecrivant : Chairperson, COUHES, MIT, Room
E32-335, 77 Massachusetts Ave, Cambridge, MA 02139 USA. Le conseiller de recherche de ce projet
est le professeur Lorlene Hoyt.
Pour plus d'information sur le projet international < Revitalisation des centre-villes et technologie
veuillez contacter Kathleen McCabe, AICP, Department of Urban Studies & Planning, MIT, 77
Massachusetts Ave. 9-528, Cambridge, MA 02139, USA; courrier electronique:
technology.and.downtowns~almit.edu, ; telephone : 617 469-9444.
200
,
Befragung zur Technologie und Wiederbelebung von Stadt-Zentren
Bitte nehmen Sie sich10 Minuten Zeit um diese Umfrage zur Rolle von Informations- und
Kommunikationstechnologienin der Wiederbelebung von Stadt-Zentrenzu beantworten. Die Ergebnissewerden
Teil einer Informationsschriftfur den Einsatz von TechnologienfirStadteplaner. Die Befragung ist ein Teil einer
Forschungsarbeitam MIT (MassachusettsInstitute of Technology). Die Teilnahme istfreiwillig. Wenn Sie Fragen
haben, so nehmen Sie bitte Kontakt mit
technology,.and.downtownsyimit.edu auf Die Ergebnisse dieser Befragung werden als Ganzes gesammelt.
IndividuelleAntworten werden vertraulichbehandelt. Wir danken Ihnen herzlichstfir Ihre Mitarbeit!Herzlichen
Dank.
1. In welchem Land ist Ihr Stadt-Zentrum?
2. In welchem Jahr wurde Ihre Organisation gegrundet?
3. Welche der folgenden Institutionen beschreibt Ihre Organisation am besten? (Bitte
nur einen ankreuzen)
o Verwaltungsbeh6rde
O
0
O
0
GemeinnUtziger Verein
Verbindung von Verwaltungsbehorde und Verein
Private Institution
Offentliche und private Institution
4. Ungefahr wieviele StraBenzuge betreut Ihre Organisation?
5. Wieviele Einwohner hat die Stadt, in der Ihr Stadt-Zentrum Iiegt?
6. Wieviele bezahite Mitarbeiter, die mit der Planung des Stadt-Zentrums beschaftigt
sind, hat Ihre
Organisation momentan_
Anzahl der bezahiten Mitarbeiter.
7. Was war das Budget Ihrer Organisation im Jahre 2004?
EL Weniger als E 250,000 pro Jahr
L E 250,000 bis E624,999 pro Jahr
l E625,000 bis E 1,249,999 pro Jahr
L E 1,250,000 bis E 3,124,999 pro Jahr
l E 3,125,000 bis E 6,250,000 pro Jahr
l Mehr als E 6,250,000 pro Jahr
201
8. Bitte zeigen Sie uns die Starke Ihrer Zustimmung oder Ablehnung zu den folgenden
Bemerkungen an. (Markieren Sie eine Zahl bei jeder Bemerkung.)
Informations und Kommunikationstechnologien
helfen das Stadt-Zentrum fUr Besucher attraktiv
Stimme
Stimme
vdllig zu
Stimme im
allgemeine
n zu
Stimme im
alIgemeinen
NICHT zu
Oberhaupt
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
nicht zu
zu machen.
Der Gebrauch von Technologien, wie z.B.
digitale Anzeigentafeln macht ein StadtZentrum interessant.
Dadurch, dass es Internetshopping gibt, gibt
es weniger Grunde for Besucher ins StadtZentrum zu kommen.
Touristen benutzen das Internet, urn ihren
Besuch in unserem Stadt-Zentrum zu
planen.
Kleinere Geschafte in unseremn Stadt-
Zentrum benutzen Informations- und
Kommunikationstechnologie umn
wettbewerbsfslhiger zu sein
Mit demn zunehmenden Gebrauch des
Internets und dem Gebrauch von
Informations- und
Kommunikationstechnologie wird das StadtZentrum weniger wichtig.
Informations- und
Kommunikationstechnologien sind wichtig,
urn ein Stadt-Zentrum effektiv zu managen.
Das Internet hat neue Markte fur crtliche
Geschafte in unserem Stadt-Zentrum
eroffnet.
Durch digitale Informationen wird es
einfacher das Stadt-Zentrum zu erforschen,
benutzen und zu genieflen.
Der Gebrauch von Informations- und
Kommunikationstechnologie ist fOr das
Image des Stadt-Zentrums wichtig.
Der Gebrauch von Informations- und
Kommunikationstechnologien wird das
Stadt-Zentrum auf Grund der digitalen
Trennung weniger einladend machen.
Firmen der Informations- und
Kommunikationstechnologie sind ein
wichtiger Teil der crtlichen Wirtschaft, in der
wir uns befinden.
202
Bitte markieren Sie die drei (3) wichtigsten Probleme, die Sie darin sehen,
Informations- und Kommunikationstechnologien in Ihrem Stadt-Zentrum zu
benutzen. (Markieren Sie nicht mehr als 3)
9.
II
D
D
D
D
Wissen urn vorhandene Technologien
Vermarktung der Verfugbarkeit der Technologie
Unzureichende Infrastruktur der Telekommunikation
Finanzierung
Schreiben und Vorbereitung des Inhaltes
Ej Wartung und Erneuerung des Inhaltes
Ej Managen und Erneuerung der Technologie
Ej Gleichgultigkeit der lokalen Verwaltungsbehorde in Beyug auf die Rolle der
Technologie
GleichgUltigkeit der crtlichen Geschaftsleute in Bezug auf die Rolle der
Technologie
GleichgUltigkeit von privaten Investoren in Bezug auf die Rolle der
Technologie.
Gleichgultigkeit der Offentlichkeit in Bezug auf die Rolle der Technologie
II Kein Interesse an Technologie
II Keine Probleme
II Other
10.
Die nachste Fragenreihe bezieht sich auf die verschiedenen Informations- und
Kommunikationstechnologien, die in Ihrem Stadt-Zentrum benutzt werden.
Bitte zeigen Sie an, ob die folgende Informations- und Kommunikationstechnologien
entweder in Ihrer eigenen Organisation benutzt werden oder aber im Stadt-Zentrum?
(MarkierenSie bitte alle, die zutreffen)
Organisiert und finanziell
untersttzt von der Stadt
Zentrum Management
Oranisation
Vbti
Inder
betriebsfihig Planung
td-tu
-Echooini
Ty un *
uzn
o
Drahtlose Vernetzung
Offentlicher Zugang zu drahtloser
Vernetzung inParks oder imFreien
Offentlicher Zugang zu drahtloser
Vernetzung imInneren einiger Gebsude
internet
Webseite ausschliesslich fMr das StadtZentrum
Internetverzeichnis von
203
Weder
verfOgbar
noch
geplant.
Organisiert und finanziell
unterstGtzt von der StadtZentrum Management
Organisation
Voll
Inder
betriebsfihig Planung
td-etu
-ehooI.ni
TpuB
euzn
von
Weder
verfOgbar
noch
geplant.
Dienstleistungen und Geschaften
im
Stadt-Zentrum
Internetverzeichnis von Dienstleistungen
und Geschsften imStadt-Zentrum mit
Querverbindungen zu Webseiten der
Geschsfte
Internetverzeichnis mit M6glichkeit zurn
Herunterladen auf den Minicomputer -I
Hilfe zum Erstellen von Webseiten fOr
Geschafte
Intemetnotierung von leeren Verkauf-
I
*I*
1
und Baroflachen
Intemetkalender von Ereignissen im
Stadt-Zentrum.
Internet Coupons
Stadt-Zentrums Blogs (InternetTagebucher)
Gebrauch von Videorekorder, die mit
dem Internet verbunden sind.
Internet Cafes
___
___
__
I
__
__
Vermarktung von Veranstaltungen und
Verkiufen durch e-Mail
Elektronischer Handel
Marketing mit dem1
Handy
Bezahlung fir Produkte und
Dienstleisstungen per Handy
-1
Werbekampagnen perTextnachrichten
Textnachrichten Ober das Stadt-Zentrum
so wie Besucrherinformationen.
n.o
f________
i
A_________
i
I
I
Globale Informationssysteme GIS und globale Positionsbestimmungssysteme GPS
Gebrauch von GIS auf der Webseite des
Stadt-Zentrums
Gebrauch von GIS auf dem Bildschirm
fir Touristeninformationen und kulturelle
Informationen.
Gebrauch von GIS far Markt- und
Geschaftsanalyse
Gebrauch von GIS fOr die Analyse von
Kriminalitst und Sicherheit
Gebrauch von GPS- globalen
Positionssystemen
Elektronische Information und Digitale Medien
Elektronische Informationskioske
Digitale Medienanzeigen fOr einen
zeitlich begrenzten Zeitraum_
204
Organisiert und finanziell
unterstfdzt von der StadtZentrum Management
Organisation
-
. .
Vol.
betriebsfihug
In der
Planung
Durch endere
Orgaisaion~nimtatZ1e110t ru
*
VOU
betdebsif'
- nder,
Piau
Weder
verf~gbar
noch
geplant.
Standige digitale Medieanzeigen
Digitale Informationen ffr die
Parkplatzopimierung.
Digitale Anzeigen zur Unterhaltung
Plasma Bildschirmanzeigen
Schutz und Sicherheit
Quick alert systems Fr(hwarnsysteme
Videokameras zur
Sicherheits0berprofung
Andere Informations- und Kommunikationsarten
Smart-payment Karten
3-D Visualisierung
Radio mit geringerer Bandweite
"Intelligente" Beleuchtungssysteme
Gebrauch von
Radiofdrequenzidenifikations-Chips
(RFID)
Intelligente Fahrzeugsystems (IVS) oder
intelligente Transsportmbglichkeiten
Andere (bifte angeben)
11.
Welche Kategorie beschreibt am besten die geographische Ausbreitung des
offentlichem Zugangs der drahtlosen Vernetzung in Ihrem Stadt-Zentrum?
Li Sind weniger als 25% des Stadt-Zentrums vernetzt?
Li Sind zwischen 25% un 49% des Stadt-Zentrums vernetzt?
Fi Sind 50% bis 90% des Stadt-Zentrums vernetzt?
Fi Sind 91 % bis 100% des Stadt-Zentrums vernetzt?
Fi Nicht vernetzt.
205
12.
Hat Ihre Organisation ausdrucklich Informations- und
Kommunikationstechnologien in die Wiederbelebungsstrategie des StadtZentrum integriert?
l Ja
l Nein
Wenn ja, so erlautern Sie bitte
13.
Sind Ihnen andere Wege bekannt, in denen Informations-und
Kommunikationstechnologien in Ihrem Stadt-Zentrum verwendet werden? Bitte
beschreiben Sie:
Die Ergebnisse dieser Befrageung werden zusammengefasst und ein schriftlicher
Bitte geben Sie uns Ihren
Bericht wird im Sommer 2005 Interessenten zugeschickt.
Sie daran interessiert
an
wenn
e-Mail
unten
und
Namen, Addresse, Telefonnummer
sind, einen Bereicht zugeschickt zu bekommen oder wenn Sie an weiteren Studien am
Technologien und Wiederbelebung von Stadt-Zentren - ein internationales Projekt teilnehmen wollen. Herzlichen Dank. Eine Bemerkung: Die Information, die Sie uns
geben, ist freiwillig.
Name
Anrede
Organisation
E-Mail
Phone
Addreses
Ware es Ihnen recht, wenn wir Sie wegen weitere Informationen kontaktieren worde
und eventuell in unsere Fallstudien for Informationsn und Kommunikationstechnoligien
in Stadt-Zentren einsschliessen wurden?
O Ja
O Nein
206
HERZLICHEN DANK
Es gibt einen standigen Ausschuss mit dem Namen "Ober den Gebrauch von Menschen als
Forschungsobjekte" (COUHES) beim MIT, an den Fragen, Beschwerden oder Probleme im
Zusmmenhang mit jedem Forschungsprojekt gerichtet werden k6nnen. Diese Probleme dorfen
und sollten berichtet werden wenn sie auftreten.
Der MIT-Ausschuss kann unter (USA) 1+ 617-253-6787 kontaktiert werden oder durch ein
Anschreiben an den Vorsitzenden, COUHES, MIT- Zimmer E-32-335, 77 Massachusetts
Avenue, Cambridge, Massachusetts, 02139. Der Fakultatsberater ist Professor Lorlene Hoyt,
lorleneDmit.edu
For weitere Informationen bezuglich des Projektes von Technologien und Wiederbelebung von
Stadt-Zentren- ein internationales Studienprojekt kontaktieren Sie bitte ... Kathleen McGabe,
AICP, Abteilung for Stadtebauliche Studien und Plannung, MIT, 77 Mass Ave 9-528,
Cambridge, MA 02139, USA, technology.and.downtownsDmit.edu, 1 + 617 469-9444.
207
i fa$$/2 M~v f 7.=t
6
)Ta
-
~b
9*
ff &,mM/
<'Mfj
k
v
b f
(& ##%/t 1 0
Z4R~lMf6MPI:~2
/E * /f.6 internationalandthesis research
~/M&I4 k i
~
$
y )'Iff (MIT)
Y*
Of$-^A-/tZE V fa'N
I X 1< ' 4 ',. $AM
technologv. and.downtownsL4 mit. edu
SP1/o4
4 ' v 2TO~~c ZTk # 6
11 y
:
&ZYT / penaM
kSca
project 0 -'#& L rT
f$ffl/ f6
6 fiMt
rIN/I
98k )o
,
L & 6,
/2
f
L~ Y& Jac'Ij69Uc',t26 U
<2N&4 >4
tv
o NPO/NGO
0 iRff L4##fljIRMO[
EI RMIAIR
MJAIM
100,000 IT*m
100,000 ni-249,999 n
250,000 n2~499,999 ni
S500,000 ri 999,999 ni
1h kn--~2kni
112 kmrim±
4. 51410 f* JMi0 ll
5.
U
ON If*0M;,3
6. 2 00 40
-CVJ; r- 1TN
lf M $2Jift Kt5 -RT$ t)N R
-y7
*O
P±-I &
E
(if)0R
iA<t80N
K0T
i
NETS 60&/vT CK
1 21,000,000 F-JA
(1 5t
'9)
11 21,000,000 F- 52,499,999 F (1 *5 ft 9)
11 52,500,000 F-~104,999,999 F ( 1*bt
)
11 105,000,000 P-~262,999,999 P- (1
)
11 263,000,000 Fl-525,000,000 F (1 *Wi'9)
11 525,000,000 FlL
( 1 *wi1!
)
208
<P
iov
L0
VT
t3E3Oflt~
3E
NWM~,A *ma9820C
A
5
1
-
i0
A-3e k
-
A A *T'L
<
t
L0T
4
F,$6~e
?ne~9 ({ i
Mt
t
Fl b-Te -Wr[#
F *410
ra ixa
3
4
1
1p
2
2-
3
3
4
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
2
3
4
1
1
2
2
3
4
3
4
1
2
__
fim
3
osh -F ft t /R5 (*1
1 t;5R1
2
3
1
2
3
F llitm , *A C~i r a TE0/4
LI
/JQ)
WE T-'
,7
_
4
12
,329
fIT3T
L R*^4 iUN~rolU,1
wR
ft6AL@ )l01 I i '
t-4-RWIJ
'1MT M W MM~i VZR
F991
wU~ffWMM~rvTh
~
bM
Z
2
__o
N_
l
bl
1
IA
i
-
fls
F
O
1
i9(
LIM &1i
M iiki9(M122MMo
LI
LI M GMfikk&)CM1
1(t
LI M ~tiMk&)(
it9
i
LI M
LI M{th_________
209
1(0
W#%
M
3tT
4t0 N.1R
-
i/fg
s -OMiQAM
t
C
"
9'in
/
5
M-
$6%bfih%i
s
fA8A-
%5
Pin 71F-T
9%fJNT
&
ftO)v
___
I)
M
4Y-
y
4
H-ME
A --f
___-
__
O___
L4MT
'/
ito
ME
16 A-
t-/f A
_
_
_
_at
0-)e iefe
GIS (Geographic Information Systems)
GIS
0
09
;7-Amc
4'-4y
0
T
Ir
frC t--
E
(
itfet
LEficW
WTIE
p
T
Rof&
AMWi I-- o TR - V-
17-3
p
;L. -pto -t < PE Z v
-C T
967%
E L!SV
'o
IRt$GPS
(Global Positioning Systems)
_____
7)fll_
_J
t5
G
/H
GISD
oflJM
1
_
i
GIS
__l__l
O)_____
210
COD HK -t
RB~W--&
WT Dggv
5
% B3 -L
ijgj
OfiJM
M( R)
4
(f)
1
M5 vzR
t -
M)
&
/A
_1_W
__
79a94fliluftJ
(*)
4 7-AC/LiA
fllk, Q
Alrl tg imi
&}tri;(5GIS OflJMf
I_Y_ -
k-
w2
flm MT
4t ifLJ IM
_c
GPS (Global Positioning Systems)
79/?7-
@+i4i
tA MO&cT
o
3DRAfRR
3-A ftAT
v
RFID i
ITS,
_0_ij_
A7-
__
< fz
+0:7c'E
10.
'
x(X(2WiFi) H:, Mt±i,jitM*JifJ
&#O94T&
I
mI MThfl) 2 5 %AN
:1ijhflW2 5-4 9%
-I$1M0 5 0~9 0%
LI
I
_
9 1~1 0 0%
T
M
t-v
211
T N
0
ri/TV2
12.
fit
o
ftlF
$ iNA
N:,
o
/ ?
<t i
*J~lJh
AM, 6D30,
2 0 0 5
LL&)Z _bt -Ck22
L u -C@&
The Technology and Downtown Revitalization,An InternationalProject i E$3 (1
to
E-Mail
FAX
212
UN fii(~VNM
(
1
iR#tMM fL UO6
MIT 0) Committee On the Use of Humans as Experimental Subjects (COUHES)(JiC$3v 1T
7a9x yb (EM 6wrl
WM
617 253-6787,
-itt.S~~tM7
$W 2T
o A)
,
To);RM
3W-W962,$ilisi
$##0%&Il Chairperson, COUHES, MIT, Room E32-335, 77 Massachusetts
Ave, Cambridge, MA 02139
, *
f t, -;r
O)
Fi W
1
Lorlene Hoyt
f4T
O
11 L
{1
The Technology andDowntown Revitalization: An InternationalStudy Project L 0 T
1 '-bil, Kathleen McCabe, AICP, Department of Urban Studies & Planning, MIT, 77 Mass Ave 9-528,
Z t' o
14%<
&,kK
<
Cambridge, MA 02139 USA, technology.and.downtowns,(mit.edu, 1-617-469-9444 T
213
09
F iBO0 4 -- 0
1. F A X T O
D 9" t-
tL 7) O
&
C-- La
-CT
f
t-o
igi
: 1+617-469-1765
({@)
NT
<
i
*7f6 NTT
)
- 0033-010-1-617-469-1765
4 P13 '/31- -tj < LD
2. E /
5dt
:139% T
/
v
4'/M
/TO3&
t C+o Uogyian
Ti
Vitfmei,,
d
i
^di
-9 xci
<fN o
technology.and.downtowns@mit.edu
3.
7T--
:
(Word) T 36r20t7I
3A 9 <
-tj--CVNf1i
F xcE
E
-h
6,JiB7
*No 1
to
-iC
T
#
-9
$l!
NJ]{*O4 0) --tl
t.
4.
i
~~~%Q)
hi 9
'khK
K ti ab Q
T
9EfPAt C 3
iK
<1P
O
Kathleen McCabe, AICP
Technology & Downtown Revitalization
Department of Urban Studies & Planning
Massachusetts Institute of Technology, 9-528
77 Massachusetts Avenue
Cambridge, MA 02139 USA
t'|6
a
V) 9 h'
214
Lb 9'"-f
kZU
Appendix.
Interview Protocol
1. Identification of Interview Candidate. Interview candidates will be identified through
the selection of downtown management organizations for case studies.
2. Initial Contact. The initial contact will be by telephone, followed-up with an e-mail
confirming the appointment and the scope of the interview.
3. The Interview. The interview will be conducted on-site by Kathleen McCabe, and
will be audio-taped, with the participant's permission. The interview will be a semistructured interview, based on an interview guide. The informed consent will be
reviewed, and permission to audiotape the interview will be secured. The
participant will be asked to sign two copies of the informed consent form, one for
McCabe's records, and one for the participant.
(The interview guide will be
reviewed and updated after each interview.)
4. Thank You. Each interview participant will receive a written thank you note,
acknowledging their cooperation and assistance.
5. Interview Transcript. Each audio-taped interview will be transcribed verbatim. A
copy of the verbatim transcript will be shared with the interview participant. The
interview participant will be asked to review the transcript, and provide corrections
and additions.
6. Storage. Storage of the original audio-tapes will be in a locked file cabinet in the
researcher's office.
7. COUHES Approval. The MIT Committee on the Use of Human Experimental
Subjects has approved this research project, including the informed consent form,
and the draft interview guide.
215
Technolo2y and Downtown Revitalization Study
The purpose of the Technology and Downtown Revitalization Study is to learn how
information and communication technologies (ICTs) are being used by downtown management
I am a graduate
organizations to revitalize downtowns, and the effects of ICTs on downtowns.
student at the Massachusetts Institute of Technology (MIT) in Urban Studies and Planning. This
stage of my research will be used as part of my thesis at MIT.
Agreeing to participate in my research project will entail: participating in a 60 to 90 minute
audio-taped interview; possible follow-up interviews or inquiries by telephone and e-mail for
clarification; review of the interview transcript, providing any comments or corrections for accuracy
and noting if any information is confidential.
My interview with you will be audio-taped (with your permission), and the tapes will be
transcribed and stored in a locked file cabinet in my office. The tapes will be retained by me. I will
retain the data and tapes for a period not to exceed 20 years. As a part of my graduate coursework,
I will be sharing the results of my interviews, including transcripts, with faculty and fellow Urban
Studies researchers at MIT and will use an alias in referencing you and your organization in class
discussions.
I will use the results of my interview(s) with you to complete coursework, and to contribute
to my research and thesis at MIT, and for use in future publications and presentations.
I do not foresee any potential risks or discomfort to you or your organization by
participation in this research. There may be a slight possibility that the interview could encroach
upon proprietary information. If this occurs, confidentiality about proprietary information will be
respected. Your participation in this study is completely voluntary and you are free to choose
whether to be in it or not. If you choose to be in this study, you may subsequently withdraw from it
at any time without penalty or consequences of any kind. Participation in this study is voluntary,
and no payments will be made for participation. I will gladly answer any questions that arise during
the course of the research.
I will be preparing an executive summary of my overall research, and plan to share that with
research participants in summer 2005. Thank you for your consideration in participating in my
research.
Sincerely yours,
Kathleen McCabe, AICP
S.M. in City Planning Candidate, Department of Urban Studies & Planning
Massachusetts Institute of Technology, 77 Massachusetts Avenue, Room 9-528, Cambridge, MA 02139
mccabekoa~mit.edu
617 469-9444; 617 549-7985--cell
216
INFORMED CONSENT FORM
I have discussed with
of
, the
nature and scope of the Technology and Downtown Revitalization Study, including the research procedures, explicitly
pointing out any potential risks or sensitivities. I have asked if there are any questions, and have answered all questions
to the best of my ability. In my judgment the subject is voluntarily and knowingly giving informed consent and
possesses the legal capacity to give informed consent to participate in this research study.
Kathleen McCabe
Research Investigator's Signature
Date
The nature and purpose of this research has been satisfactorily explained to me. I
have been informed that participation in this study is voluntary, and that I can
withdraw at any time without adverse consequences. I understand that the interviews
will be audio-taped, and that I may request that the audio-tape be turned off at any
time during the course of the interview. Furthermore, I understand that I may decline
to answer any or all questions. I may also request confidentiality on the information I
provide. I am agreeing to participate in this study, the interviews, and the audiotaping of interviews. I also acknowledge that I have been informed that the results of
my participation will be shared with faculty and students at the Massachusetts
Institute of Technology (MIT) using an alias, and the interview data may be used in
possible future research, work, publications, or presentations.
0 I expressly give my permission to use my name and the name of my organization in the
thesis, papers, publications and other products generated by the Technology and Downtown
Revitalization Study.
Signature
Date
Please Print Name
Organizational Affiliation
There is a standing Committee On the Use of Humans as Experimental Subjects (COUHES) at MIT, to which
questions, complaints or problems concerning any research project, may, and should, be reported if they arise. The MIT
Committee may be contacted at 617 253-6787, or in writing to Chairperson, COUHES, MIT, Room E32-335, 77
Massachusetts Ave, Cambridge, MA 02139. My thesis advisor at MIT is Professor Lorlene Hoyt, (lorlene@mit.edu;
617 452-2073). Kathleen McCabe, Department of Urban Studies & Planning, MIT, 77 Mass Ave 9-528, Cambridge,
MA 02139. mccabek@mit.edu, 617 469-9444, or 617 549-7985 (cell).
217
INTERVIEW GUIDE
Research
Questions
1. Why and how are downtown management organizations in cities directly or
indirectly using information and communication technologies (ICTs) to
revitalize downtown?
2. From the perspective of the staff (paid and/or volunteer) of downtown
management organizations in cities located in northeastern US; what are the
effects (actual and desired) of ICTs on downtown?
Name of Interviewee:
Name of Organization:
Place:
Date:
Duration:
Introduction and Thank yous.
Background. Introduce yourself.
Purposes.
Review purposes of research.
Consent Review and introduce informed consent form. Do you have any questions? If it is
agreeable, I would very much appreciate you signing these two informed consent forms. One copy
is for you to keep, and the other I will also keep. EMPHASIZE: voluntary nature of participating
in the research study; encourage questions at any time; the participant may choose to withdraw at
any time without penalty; problems or questions ->COUHES; point out contact information on
Informed Consent form.
Audio-Tapin2
Review audio-taping, and secure permission.
TURN ON THE TAPE RECORDER
Questions:
Do you have any questions before we begin?
WARM-UP QUESTIONS
1.
Could you please briefly tell me about your organization,
?
2. How large of an area does your organization serve?
3. What services and programs does your organization sponsor?
4. Could you please tell me a little about yourself and your role in the
?_
OPTIONAL
218
5. How did you first get involved in
?
OPTIONAL
ORGANIZATION'S USE OF THE INTERNET
6. Could you tell me how your organization is using the internet?
-
Does your web page contributing to your revitalization strategy?
i. How?
PROBE
-
What do you want to accomplish with the web page?
-
Do you think the web page is fulfilling your goals?
i. Why
ii. Why not?
7. Is your organization providing any services or help to local businesses
involving the internet?
-
What has been the response by local businesses to this initiative?
-
What have been the effects of your services?
i. If it is too early to tell, what do you anticipate the effects to be?
ICTs IN THE DISTRICT
8. Are there any internet cafes downtown?
PROBE
-
Could you tell me a little more about these places?
-
Where they are located downtown?
-
How long they have been here?
-
How have residents and other businesses responded to these places?
-
Do they help draw more people downtown?
9. Does the presence of internet cafes contribute positively or negatively to the
revitalization of
?
219
-
How?
-
Why
10. Are there any wireless hotspots downtown?
-
Could you tell me a little more about these places?
-
Where they are located downtown?
-
How long they have been here?
-
Was your organization involved in setting up or planning for wireless?
i. Could you please describe?
11. How have residents and other businesses responded to these wireless
hotspots?
12. Does the presence of wireless hotspots contribute positively to the
revitalization of
-
?
How?
13. Does the presence of wireless hotspots contribute negatively to the
revitalization of
All
?
How?
14. We've talked about internet cafes and wireless, are there any other types of
Types
of
ICTs
information and communication technologies being used in the district? By
ICTs, I'm including smart cards, informational kiosks, cellular phones and
mobile-commerce, GIS, GPS, security and surveillance technologies, digital
media displays, visualization technologies, sensing devices; RFID chips;
smart lighting; low-frequency radio, and others.
EVOLUTION OF ICTS AVAILABLE.
Skip to Question 21 , if responder believes no ICTs are operational in district.
220
15. Could you tell me how any one of these technologies came to be available
(installed) in
?
-
How long has this been in use?
-
Was there any resistance to the installation or adoption?
association play in the
16. What role if any, did the
adoption/installation of this technology in
PROBE
-
_?
Could you tell me more about why your organization got involved in
ICTs?
17. If you had to reintroduce this technology again to
what if anything would you do differently?
ASK ONLY IFORGANIZATION SPONSORED OR INTRODUCED THE ICT.
IMPACTS
technologies affecting
18. How is the use of
_
-
downtown from your perspective?
Does it help attract people to
How?
_?
PROBE
o
Is there a target market you aiming for?
-
Does it help attract businesses? How?
-
Is it making business more efficient?
-
Is use of the ICT adding to the value of real estate? If so, how?
How?
19. Has there been any negative or side effects to this technology?
What have they been?
20. Does the use of this technology help or hinder any specific constituency or part
221
of the population?
-
If so, how?
21. Tell me how do you think the use of this technology is affecting the sense of
place in downtown?
22. How does the adoption of this technology affect the economics of downtown?
REPEAT QUESTIONS 15 to 22 for additional types of ICTs, based on response to 14.
PLANNING, PARTNERSHIP, LEADERSHIP
23. Could you please describe how your organization may be considering using
other ICTs as part of its services it provides members or your revitalization
strategy for downtown?
24. Are you involved in any partnerships in planning/installing/ or operating
information and communication technologies downtown?
-
What is the nature of the partnership?
-
Who is involved?
-
How was the partnership initiated?
-
How has the partnership been particularly helpful to your organization
and downtown regarding ICTs?
25. Instituting a new program or service or change in the downtown sometimes
requires a champion or backing from a key leader. Is this the case with your
downtown and the use of information and communication technologies?
222
"
Who was that champion/key leader?
= Could you tell me how they made a difference?
26. What was/is the role of local government in downtown as to ICTs?
CLOSE AND THANK YOU. Review next steps and the transcription. Close the interview.
27. Is there anything else you would like to add?
28. Do you have any questions?
THANK YOU and CLOSE
223