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In other words, during the first year or two the projects selected should have <br /> a low level of risk and a high return, both in public benefit and future <br /> income. Once the PDA has become established , has a "track record" , and is <br /> less dependent on public and private contributions, it may wish to undertake <br /> larger , more risky long range ventures. <br /> EXECUTIVE DIRECTOR/PRESIDENT <br /> The Executive Director/President will be critical to the success of the PDA. <br /> Following is a partial list of the duties of that position: <br /> a. Reports directly to the PDA Board and its Chairman. <br /> b. Responsible for direction of the office, its activities and <br /> budgets, and the Board schedules. <br /> c. Carries out the policies and specific projects determined by the <br /> Board . <br /> d. Develops the work programs, alternatives and strategies necessary <br /> to implement selected projects. <br /> e. Collects necessary data and coordinates others' data sources as <br /> necessary to apply to projects. <br /> f. Works out preliminary/and final project development and finance <br /> structures. <br /> g. As required , seeks and selects developers to perform the <br /> implementaton of projects. <br /> h. When required , selects and supervises specialists in fields of <br /> design, planning, law, development, etc. <br /> -7- <br />