Abstract
This paper presents the results of a case study of project implementation by a publicprivate partnership for downtown improvement in Denver, Colorado. The need for real-world evidence on successfully implemented community improvement projects as well as the need for a theoretical model grounded in empirical evidence provided the impetus for this research. The results show that where a participative, collaborative, consensus-building approach was taken, projects were successfully implemented; where coercive or manipulative tactics were used, projects were either long delayed or failed completely. The paper also advances a model for community project implementation–the open focus model–that identifies the three elements of a successful implementation approach. These elements are: (1) communication that links the participants in a network and supports their goals and interests, (2) leadership that encourages widespread and active leadership by other project participants, and (3) collaboration in the development and refinement of a shared vision to guide the community.
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