Decision-making factors affecting the development of urban-core waterfronts for park/business use

Abstract

Many cities with urban-core waterfronts have made proposals for developments containing combinations of park and leisure oriented business on these waterfronts. The institutional realities of decision making are complex and frequently hinder development. This study identified elements that constitute and influence the decision-making process leading to the development of urban-core waterfronts for park/business use. In a mail survey conducted in March, 1973, respondents from 68 of 119 (57 percent) large Standard Metropolitan Statistical Areas (SMSA's) reported some type of proposal for urban-core waterfront development which included park/business use. Over one-half of the reported proposals that reached the planning stage were not implemented. Respondents from fourteen SMSA's stated that proposed developments were completed. Development of an implementation path illustrated decision making factors that were related to the implementation of plans for park/business developments on urban-core waterfronts. Most proposals were initiated by non-government groups and city groups or departments. The proposals were supported by political leadership and planning was accomplished by private consultants. City funds were provided for planning. Plan implementation was most often supported by city groups or departments. The city group leader or department head was the most visible leader working for implementation of the project as well as the most effective leader behind the scenes. Development was most frequently funded by federal funds or as a part of urban renewal. Operations funding and administration was generally a city function. The police department enforced the law and the parks department provided the maintenance after the development concept existed. Most cities reported that development resulted from a series of proposals.