Evening star. [volume] (Washington, D.C.) 1854-1972, 1959-08-02
DOWNTOWN CHALLENGE ~I@mM%
Do Nothing-Or Plan for Sound Action? Steel strik

our downtown balance sheet. Now
let's glance briefly at the positive
side.
First and foremost, we've got
the leadership in Washington we
need to carry out a downtown
action program.
We have the tremendous po-
tential of Washington's tourist
trade, which brought over six
million tourists spending more
than 1882 million in the city in
1857.
We have the purchasing power
Of our Federal employees and the
habit of travel to downtown.
We nave our major investment
downtown-more utilities in this
concentrated area than in any
other area in the city. Transit.
streets. Nightingale ready for new
investment, which can pay more
taxes and give US a sounder f.
nancial base.
Finally, we have the unarguable
fact that, despite suburban COM
petition. there is no real substitute
for the unique advantages of
downtown.
This brings up the most impor-
tant question of the day: How do
we put our resources and expert
ence to work in protecting our tax
base and strengthening the core
of our city?
Let me summarize the conclu-
Sions of our Policy Committee. It
consists of four basic steps:
/. Create a National Capital
downtown committee to initiate
and carry out a downtown i'm
provement program.
2. Establish a compact planning
technical staff to execute a plan
for the central business area in
line with the committees policies
and directives.
3. Set up an operating budget
of not less than 100000 a year
for two years, and some part OF
this amount for the third year.
4. Raise funds from the bust
ness community in accordance
with agreed-upon formulas and
quotas.
The kind and quality Of organ
iZation we set up can spell the
difference between success and
failure of our project. 1t must
operate through small executive
committee. 1t must be fast-mov-
ing and practical. Its members
must be top community leaders,
with broad experience and sound
judgment. They should be drawn
from businesses and organizations
related to downtown.
We recommend the committee
be incorporated Immediately, on a
non-profit basis. Its charter and
bylaws are being prepared. A list
of 90 charter incorporatorS has
been developed. We are prepared
to move ahead upon approval of
the program.
The staff. This must be selected
with the greatest care. 1t should
include a director, a designer. an
economist, craftsmen, statistical
clerks, field men, secretary and
others.
The man who heads up this
staff must be a planner, but his
ability to administer programs,
to mobilize community support,
and to work with other agencies
and groups must equal his tech
meal capacities.
We have started a countrywide
review of qualified candidates
and it appears that some excellent
people can be interested.
A budget of 100000 yearly
represents the minimum required
to carry out an effective down.
town action program. 1t will be
required for two years, and some
part for the third year. I might
add that we found it is in line
with budgets of similar organiza-
tons in other cities. The money
raising responsibility for financing
our proposed downtown project
belongs to us-the business COM
munity-and us alone.
The minimum funds required
will represent our insurance to
safeguard our millions already in