The power of vision, leadership and consensus: Downtown Des Moines transformation 1980–2019

David M. Feehan and Patricia Zingsheim
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David M. Feehan: Civitas Consulting, USA
Patricia Zingsheim: s11506 Peck Road, Spring Green, WI

Journal of Urban Regeneration and Renewal, 2019, vol. 13, issue 2, 130-150

Abstract: By the 1980s, downtown Des Moines had developed as a successful office centre, with major insurance companies headquartered there. Nevertheless, it lacked many of the attributes and qualitative elements that create a dynamic social and cultural place that would attract the talent companies needed, or have the makings of a great place dear to the community. There was little downtown housing, no pedestrian activity, few retail outlets and quality restaurants were few. Supportive public transport, walkability and bikeability had not been successfully addressed. In short, downtown vitality was sorely missing; however, local civic and business leadership engaged in extensive and intensive planning and strategic initiatives. The process lasted a number of years, guided by a desire to bring together all the elements of vibrancy to make Des Moines more competitive with its larger neighbours. This paper outlines the planning and implementation that literally transformed a quiet but uncompelling downtown into one of the most celebrated and award-winning downtowns in America. The engagement and support of the broader community was critical in achieving this vision. The assistance provided by local talent and outside consultants was essential in guiding the revitalisation process. The result has been a multi-billion-dollar transformation that occurred over a period of three decades.

Keywords: transformation; leadership; vision; planning; vibrancy; commitment; design (search for similar items in EconPapers)
JEL-codes: R00 Z33 (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jurr00:y:2019:v:13:i:2:p:130-150

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