Strategic Plan
Partnerships
Because public and private interests in downtown are so inextricably entwined, it is essential that all interested parties work cooperatively to identify and achieve shared objectives. Both public and private investments shape the character of the downtown environment in terms of how it looks and how it functions. Only if these investments are coordinated can maximum benefits be obtained.
When the Center City Commission initiated a strategic plan in 1999, it was responding to the recognized need for a collaborative planning process that both articulated long-range directions for Downtown Memphis and identified short-range action steps to help reach those goals.
Two years later, the results of that effort are impressive. In addition to millions of dollars in private and public investment for capital projects, Downtown Memphis has managed to retain
Also significant is the steady improvement in public perceptions of Downtown as measured in the survey conducted by the Center City Commission.
While the progress has been considerable, challenges remain, and new trends and influences pose both opportunities and threats to continued prosperity for Downtown Memphis. In light of this, the 2002 Strategic Plan Update planning process was initiated for the purpose of re-examining the issues and priorities established in 1999 Strategic Plan and developing an action plan for the next five to seven years.
The process of preparing the Revised Strategic Plan and fulfilling the aforementioned goals was heavily staff driven; but a number of groups were involved in the refinement of the work product and the adoption of the recommendations. Public Meetings throughout the City were held to give downtown stakeholders (property owners, business owners, developers, residents) the opportunity to share their visions and to review the proposed goals of the Center City Commission.
In addition to the input from the public meetings, many interested citizens
Because public and private interests in downtown are so inextricably entwined, it is essential that all interested parties work cooperatively to identify and achieve shared objectives. Both public and private investments shape the character of the downtown environment in terms of how it looks and how it functions. Only if these investments are coordinated can maximum benefits be obtained.
When the Center City Commission initiated a strategic plan in 1999, it was responding to the recognized need for a collaborative planning process that both articulated long-range directions for Downtown Memphis and identified short-range action steps to help reach those goals.
Two years later, the results of that effort are impressive. In addition to millions of dollars in private and public investment for capital projects, Downtown Memphis has managed to retain
Also significant is the steady improvement in public perceptions of Downtown as measured in the survey conducted by the Center City Commission.
While the progress has been considerable, challenges remain, and new trends and influences pose both opportunities and threats to continued prosperity for Downtown Memphis. In light of this, the 2002 Strategic Plan Update planning process was initiated for the purpose of re-examining the issues and priorities established in 1999 Strategic Plan and developing an action plan for the next five to seven years.
The process of preparing the Revised Strategic Plan and fulfilling the aforementioned goals was heavily staff driven; but a number of groups were involved in the refinement of the work product and the adoption of the recommendations. Public Meetings throughout the City were held to give downtown stakeholders (property owners, business owners, developers, residents) the opportunity to share their visions and to review the proposed goals of the Center City Commission.
In addition to the input from the public meetings, many interested citizens