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Main Street 101Main Street 101
What we do…
And why we do it!
The Main Street approach encourages forward-thinking
economic development in an historic preservation context
so this community asset and legacy can be passed on to
future generations.
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Main Street exists in over 1,200 cities and towns in 40 states across the nation.
These programs rely on the help of the National Main Street Center and statewide programs like the Kentucky Main Street Program.
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THE FOUNDATIONS THE FOUNDATIONS OF MAIN STREETOF MAIN STREET
Main Street 101
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The National Trust Main Street Center's
experience in helping communities bring
their commercial corridors back to life
has shown time and time again that the
Main Street Four-Point Approach
succeeds.
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The success of the Main Street approach is based on a four point strategy:
DesignOrganizationPromotionEconomic Restructuring
…easy to remember…
DOPE
The Four Points are guided
by the following eight
principles.
For a Main Street program to be
successful, it must whole-heartedly
embrace the following time-tested
principles:
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
1.Comprehensive. A single project cannot revitalize a downtown.
• Address all areas that need attention
• An ongoing series of initiatives is vital to build community support and create lasting progress
• Follow all “Four Points”
ORGANIZATION PROMOTION ECONOMIC RESTRUCTURING
DESIGNMAIN STREET 101
Main Street has 8 guiding principlesMain Street has 8 guiding principles 2. Incremental. Downtown
declined over time. Improvements must be gradual. THERE IS NO QUICK FIX!• Small projects make a big difference.
They demonstrate that “things are happening” on Main Street.• Small successes will hone the skills and
confidence the program will need to tackle more complex projects.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
3. Self –Help. A will to succeed is critical.• The National Main Street Center, the State,
and individual professionals can provide valuable direction and technical assistance.• Local leadership can breed long-term success
by fostering and demonstrating community involvement and commitment to the revitalization effort.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
4. Public/Private Partnership.• Public & Private entities must be involved.
• For an effective partnership, each must recognize the strengths and weaknesses of the other.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
5. Identifying and Capitalizing on Existing Assets. ◦ Unique offerings and local assets provide the
solid foundation for a successful Main Street initiative.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
6.Quality. From storefront design to promotional campaigns to special events, quality must be instilled in the organization.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles
7. Change. Changing community attitudes and habits is essential to bring about a commercial district renaissance.
◦ A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revitalization process.
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Main Street has 8 guiding principlesMain Street has 8 guiding principles8. Action Oriented. Frequent visible
changes in the look and activities of the commercial district will reinforce the perception of positive change.
Small, but dramatic, improvements early in the
process will remind the community that the
revitalization effort is underway.
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WHY DO WE WHY DO WE REVITALIZE OUR REVITALIZE OUR DOWNTOWNS?DOWNTOWNS?
Main Street 101
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Why we Revitalize Why we Revitalize The downtown commercial district is the most visible indicator of •community pride•economic health•social health
The downtown is the visual representation of the community's heritage.
Why we RevitalizeWhy we Revitalize
The downtown can either be an asset or a liability in efforts to recruit:•new residents•new businesses and industries•Retirees•Young people•tourists, and others to your community…
…and to keep those you already have.
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Why we RevitalizeWhy we Revitalize
Quality of life is what separates successful cities and towns from declining communities.
TIP: Many Site Selectors representing industries and corporations consider the downtown’s visual appearance and the area’s quality of life when selecting where to locate.
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REVITALIZATION PARTNERSREVITALIZATION PARTNERS
Business Owners Property Owners Government Residents/Consumers Civic Organizations Chamber of Commerce Preservationists Economic & Community
Dev. Groups
Financial Institutions Utilities Schools Social Service Agencies Religious Institutions Media Regional Planners
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ORGANIZATIONORGANIZATIONMain Street 101
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ORGANIZATIONORGANIZATION
… is the key to a successful downtown
revitalization program.
Organization helps such diverse groups as
bankers, city officials, merchants, chambers
of a commerce, civic organizations, and
individual citizens to work together more
effectively.
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ORGANIZATIONORGANIZATION Partnership Building
Volunteer Development
Fundraising
Public Relations & Outreach
Program Structure and Goals
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PARTNERSHIP BUILDING AND PARTNERSHIP BUILDING AND VOLUNTEER DEVELOPMENTVOLUNTEER DEVELOPMENT One-on-One Advertising Brochures/Posters Walk-ins Booth at local events PSA’s Corporations Newsletters JUST ASK!
Festivals Ask local politicians Direct Mail Bulletin Boards Direct Mail Churches Schools & Colleges Partner w/other civic
groups
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ORGANIZATIONORGANIZATION Partnership Building
Volunteer Development
Fundraising
Public Relations & Outreach
Program Structure and Goals
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FUNDRAISINGFUNDRAISINGTHAT NECESSARY EVIL
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““A GIFT A GIFT TOTO THE THE ORGANIZATION IS A ORGANIZATION IS A GIFT GIFT THROUGHTHROUGH THE THE
ORGANIZATION.”ORGANIZATION.”
- KAY SPRINKEL GRACE – BEYOND FUNDRAISING, NEW STRATEGIES FOR NONPROFIT INNOVATION AND
INVESTMENT
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FUNDRAISINGFUNDRAISING
Well rounded Main Street Programs have the following fundraising sources:
1/3 Public Sources1/3 Stakeholder Support1/3 Earned Income
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FUNDRAISINGFUNDRAISING
Sources of Funding:Public sector supportPrivate sector membershipSponsorshipsProduct SalesEvent RevenueContracts, fees for servicesCooperative advertising
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THE BOARD & FUNDRAISINGTHE BOARD & FUNDRAISING
Ensure the program is well funded. Develop a strategic business plan for
organization funding. Monitoring the financial condition of the
organization. Supporting fundraising efforts of the
organization. Make a financial contribution.
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THE BOARD & FUNDRAISINGTHE BOARD & FUNDRAISING The Main Street program's budget should
be adequate to achieve the program's goals.
The dollar amount that is "adequate" for a program budget varies depending on local costs of living, and may be different for small town, midsize, and urban Main Street programs. General guidelines for minimum operating budgets are:
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THE BOARD & FUNDRAISINGTHE BOARD & FUNDRAISING small town programs: $40,000+ annually
(populations of less than 5,000 people) midsize community programs: $60,000+
annually (populations between 5,000 - 50,000)
large town or urban neighborhood programs: $100,000+ annually (community or neighborhood population greater than 50,000 people)
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THE BOARD & FUNDRAISINGTHE BOARD & FUNDRAISING The budget should be specifically dedicated
for the purpose of revitalizing the commercial district.
The Main Street program's budget should contain funds adequate to cover the salary and benefits of staff; office expenses; travel; professional development; and committee activities.
Revenue sources are varied and broad-based, including appropriate support from the municipal government.
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THE BOARD & FUNDRAISINGTHE BOARD & FUNDRAISING There is a strategy in place to help
maintain stable funding. There is a process in place for financial
oversight and management. Regular monthly financial reports are
made by the treasurer to the board.
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PUT AWAY THE TIN CUP!PUT AWAY THE TIN CUP!
Present your Main Street
Program not as an organization
that is needy but as an
organization that meets needs.
◦ Be able to sell your role in the
community
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MEMBERSHIP CAMPAIGNMEMBERSHIP CAMPAIGN
Populate a list of potential donors:◦ Historic district residents◦ Event participants◦ Registrants at events◦ Polk directory
Send Letters & Dues Request. Second letters are often necessary. Follow up with a thank you! Publish list of donors.
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Heart of Danville Membership Heart of Danville Membership Levels:Levels: Individual - $25 Family - $50 Small Business - $125 Professional - $175 Business - $250 Corporation - $500 Leadership - $1,000 Renaissance - $2,500 < $4,999 Cornerstone - $5,000 +
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Already collected
$13,000 to date
ORGANIZATION COMMITTEEORGANIZATION COMMITTEEFUNDRAISING RESPONSIBILITIESFUNDRAISING RESPONSIBILITIES
Prepare fundraising materials Conduct annual membership campaign Plan annual dinner/membership meeting Implement other fundraising activities
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STAFF’S FUNDRAISING STAFF’S FUNDRAISING RESPONSIBILITIESRESPONSIBILITIES
Serve as ambassador Make sure work plan is implemented Help recruit new members Assist with the preparation of
membership & fundraising materials Track contributions & recordkeeping.
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ORGANIZATIONORGANIZATION Partnership Building
Volunteer Development
Fundraising
Public Relations & Outreach
Program Structure and Goals
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PUBLIC RELATIONS & PUBLIC RELATIONS & OUTREACHOUTREACH
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•Newsletters•Brochure •E-mail Blasts •Website•Facebook•Media Relations•Public Speaking & Presentations•Annual Report
ORGANIZATIONORGANIZATION Partnership Building
Volunteer Development
Fundraising
Public Relations & Outreach
Program Structure and Goals
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IDEAL STRUCTUREIDEAL STRUCTURE
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ORGANIZATIONAL ALTERNATIVESORGANIZATIONAL ALTERNATIVES
City government Chamber of Commerce Convention & Visitors Bureau Downtown Merchant’s Association An Existing Development Organization
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BOARD OF DIRECTORSBOARD OF DIRECTORS
Broad Based A WORKING board Usually 9 to 13 members Ability to give 4 to 10 hrs/month Contains the 3 w’s . . . ◦ the Wise◦ the Workers◦ the Wealthy
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BOARD OF DIRECTORSBOARD OF DIRECTORS
OFFICERS President/Vice President Secretary Treasurer Members at Large
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ROLE OF THE BOARDROLE OF THE BOARD
Funding Financial Management Advocacy Policy Personnel Management Planning Should hold regular meetings – pref.
monthly.
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ROLE OF THE BOARDROLE OF THE BOARD
LEGAL STUFF Articles of Incorporation Bylaws Policy Manual 990 Requirements Tax returns (990 if non-profit) Insurance
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ROLE OF THE MAIN STREET ROLE OF THE MAIN STREET MANAGERMANAGER Program Administration Public relations Work plan coordination◦ Development◦ Implementation
Volunteer management Monitoring & evaluation of projects Resource to board & committees
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MANAGER CHARACTERISTICSMANAGER CHARACTERISTICS
Excellent people skills Good communication skills Self starter Computer skills Delegate & multi-task Thick Skinned Able to work more than the suggested
hours of your job description.
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STAFFING POLICIESSTAFFING POLICIES The Main Street executive director should be
paid a salary consistent with those of other community development professionals within the city, state, or region in which the program operates.
The minimum amount of time the Main Street executive director works each week should be consistent with comparable Main Street programs in the city, state, or region.
The executive director should be adequately trained — and should continue learning about revitalization techniques and about issues affecting traditional commercial districts.
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STAFFING POLICIESSTAFFING POLICIES
The executive director has a written job description that correlates with the roles and responsibilities of a Main Street director.
There is a formal system in place for evaluating the performance of the executive director on an annual basis.
Adequate staff management policies and procedures are in place.
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PLANNING FOR MAIN PLANNING FOR MAIN STREETSTREET
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WORK PLANWORK PLAN The work plan should contain a balance of activities in each
of the four broad program areas that comprise the Main Street approach — design, organization, promotion, and economic restructuring.
The work plan should contain measurable objectives, including timelines, budgets, desired outcomes, and specific responsibilities.
The work plan should be reviewed, and a new one should be developed annually.
Ideally, the full board and committees will be involved in developing the annual work plan. At a minimum, the full board should adopt/approve the annual work plan.
The work plan should distribute work activities and tasks to a broad range of volunteers and program participants.
There has been significant progress in each of the four points based on the work plan submitted for the previous year.
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WORK PLANWORK PLAN
12 to 18-month To-Do List Project management tool Volunteer management tool Budgeting Tool Record-keeping tool Should reflect the 4-Points & 8 Principles
of Main Street
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VISION STATEMENTVISION STATEMENT
Where you are going…◦ Preferred future of the district◦ Inspiring◦ Consensus, developed by broad cross-
section of community◦ Comprehensive◦ Uses significant improvements◦ Specific, sensory language◦ Reality check for activities and planning
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Heart of Danville Vision Statement - The Heart of Danville is a leader in developing and maintaining our community as a regional center for better government, commerce, tourism, education, health, historic preservation and quality of life!
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MISSION STATEMENTMISSION STATEMENT
Who you are, what you are doing…◦ Concise◦ Easily understood◦ Distinct from other organizations
The Mission of the Heart of Danville is to stimulate the economic vitality of the Central Business District, while protecting the historic integrity of our community
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PRINCIPLES OF ORGANIZATIONPRINCIPLES OF ORGANIZATION
Widespread community support Broad-based community representation
in an advisory capacity. A distinct constituency A clear, shared sense of mission and a
well defined set of goals & objectives. Committed, dependable funding.
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PRINCIPLES OF ORGANIZATIONPRINCIPLES OF ORGANIZATION
A well-thought-out work plan based on the four points of the Main Street Approach
Working committees Full-time management A commitment to work and succeed over
time Strong public-private partnership
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TIPS FOR SUCCESSTIPS FOR SUCCESS The board is a working, functional board that understands its
roles and responsibilities and is willing to put forth the effort to make the program succeed.
Committee members assume responsibility for the implementation of the work plan.
The program has a dedicated governing body, its own rules of operation, its own budget, and its own bylaws, and is empowered to carry out Main Street's mission, even if the Main Street program is a part of a larger organization.
The board has well-managed, regular monthly meetings, with an advance agenda and regular distribution of minutes.
Committees have regularly scheduled monthly meetings with an advance agenda that addresses the committee work plan.
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TIPS FOR SUCCESSTIPS FOR SUCCESS
Know your local ordinances:◦ Slum & Blight◦ Parking◦ Zoning
Know the Who’s Who in town and get them on your team!
Know your Certification Requirements and make sure your board does too!
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WARNING SIGNS WARNING SIGNS
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There are time-tested warning signs that your program is in trouble.
Assess your program on an annual basis. Do any of these signs sound familiar?
There’s time to make adjustments and get your program back on track.
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DESIGNDESIGN
DESIGNDESIGN…Means getting Main Street into top
physical shape.
Capitalizing on its best assets — such as
historic buildings and pedestrian-
oriented streets — is just part of the story.
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DESIGNDESIGNDesign activities also include instilling good
maintenance practices in the commercial district,
enhancing the physical appearance of the
commercial district by rehabilitating historic
buildings, encouraging appropriate new
construction, developing sensitive design
management systems, and long-term planning.
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DESIGNDESIGNAn inviting atmosphere, created through
attractive window displays, parking areas,
building improvements, street furniture,
signs, sidewalks, street lights, and
landscaping, conveys a positive visual
message about the commercial district and
what it has to offer. MAIN STREET 101
DESIGNDESIGN
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Beauty is in the Details!
Why is Preservation Important?
Buildings are unique and help build a sense of place
Community history Craftsmanship Supports economic development
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Historic Preservation is NOT… Saving every building Anti-change New buildings dressed in “colonial”
motifs Returning downtown to a particular
style, theme or year
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ROLE OF THE DESIGN ROLE OF THE DESIGN CMTEE.CMTEE. Promote the physical image of downtown Educate community about good design that enhances the image of the district as well as
individual businesses Encourage quality improvements to public spaces
and private properties Guide future downtown growth and shape
regulations Motivate others by targeting key projects and
creating incentives Work with your local historic preservation
commission and historical society
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DESIGN PRINCIPLESDESIGN PRINCIPLES
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Appreciate what already exists Design with compatibility in mind Avoid “mall” formulas Recognize limitations of improvement
projects Establish unified goals for design
improvements Stress Quality Cultural landscape planning must be
comprehensive – gateways and neighborhoods must be considered in design
DESIGN WORK PLANDESIGN WORK PLAN CONSIDER What defines our character?◦ Inventory buildings, assets, landmarks, architectural styles
Develop a vision◦ How will our future look?
Evaluate existing conditions◦ How do we look now? Prioritize short term and long
term issues/goals Work Plan◦ What do we need to do to achieve our vision?
Board Approval Historic Preservation Commission approval
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DESIGN COMPONENTSDESIGN COMPONENTS
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OTHER DESIGN PROJECTSOTHER DESIGN PROJECTS
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DESIGN TIPSDESIGN TIPSAlways take before and after photos
Start small in projects you select
Involve the community
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DESIGNDESIGN
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DESIGNDESIGN
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DESIGNDESIGN
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DESIGNDESIGN
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DESIGNDESIGN
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DESIGNDESIGN
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DESIGNDESIGN
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ECONOMIC DEVELOPMENTECONOMIC DEVELOPMENT
ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
…strengthens a community's existing economic assets while expanding and diversifying its economic base.
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
1. Learning the districts current economic conditions and identifying opportunities for market growth.
2. Strengthening existing businesses and recruiting new ones.
3. Finding new economic uses for traditional Main Street buildings.
4. Developing financial incentives and capital for building rehabilitation.
5. Monitoring the economic performance of the district.
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Learning the districts current economic conditions and identifying opportunities for market growth.
Gather all readily available information:Census of population.
Census of retail trade.
State sales tax reports for past five years.
Trends in assessed value of Main St. real estate
Any market analyses recently conducted
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Types of Information to Gather
Examples of Cmtee Projects
Buildings & businesses Business InventoryBuilding Inventory (partner w/Design Committee) use PVA as a resource.
Demographic & Retail Sales Data Data Collection (Census, sales tax reports etc.)
Original Research Downtown Business SurveyDowntown User Survey
Analysis of Retail Leakage and Surpluses in the Community
Sales “gap” analysis
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Strengthening existing businesses and recruiting new ones.Resist the temptation!◦Don’t start recruiting new businesses right away.
◦It’s wiser to help existing businesses expand before attracting new ones.
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Strengthening Business by Examples of Committee ProjectsProviding business owners with
information on changing markets•Business improvement seminars•Retailers resource library•Newsletter business assistance column
Recruiting Complementary Businesses to strengthen an existing business cluster
•Business cluster analysis•Targeted Business Recruitment
Developing financial assistance and incentives to help existing businesses expand, upgrade, or reinvest in inventory
•Study of financing needs•Identification of sources (e.g., SBA)•Financial incentive program for business expansions or improvements
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Finding new economic uses for traditional Main Street buildings.◦BE REALISTIC! It is unlikely that your district will be able to support the retail uses it supported 50 years ago.◦Consider these uses:HousingSmall Scale IndustriesMedicalEntertainmentOfficesReligious or Civic uses
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Diversifying Main Street Uses Committee Projects
Planning & Zoning – revising land use regulations to allow a broad range of uses downtown.
•Revision of Comprehensive Plan.•Removal of regulatory barriers to developing upper-story uses.
Housing – identify under-used upper floor spaces and large, white-elephant bldgs.
•Inventory vacant spaces.•Financial incentive program to develop upper-floor housing.
Small-Scale Industry – using vacant space for industries such as publishing, telecommunications, small-scale assembly operations, and consulting firms.
•Coordination with regional industrial development groups.•Recruitment of ‘home-based cottage industries.’
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Developing financial incentives and capital for building rehabilitation.
Main Street Investment Needs Examples of Committee ProjectsSmall Scale Improvements •Matching-Fund Grant Pool•Visual Merchandising Seminars•Low-Interest Revolving Loan Fund
Major Building Rehabilitations •“Community Initiated Development”•Tax Credits
Business Expansions •Market Analysis•“Over the counter” updates on market opportunities provided to business owners.
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Monitoring the economic performance of the district. Measuring Main Street’s economic performance involves the following:◦Collecting Base Line Data◦Sales Tax Data◦Find out assessed values of buildings in the district◦Conduct consumer surveys
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ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING
Record information on economic change◦Keep track of monthly changes in jobs, businesses and property investment.
Measure Annual Performance◦Conduct annual business survey to measure changes and compile an annual report summarizing the net changes in jobs and businesses in the district.
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RECENT DOWNTOWN TRENDSRECENT DOWNTOWN TRENDS
Traditional 9 to 5 shopping is obsolete. Young consumers grew up shopping in
the mall. Their expectations as consumers have been shaped by this experience
In the past 10 years, retail space has quadrupled in price… while retail sales have increased less than 10%.
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MARKET ANALYSISMARKET ANALYSISMAIN STREET 101
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MARKET ANALYSISMARKET ANALYSIS
Before you can sell your downtown to prospective businesses, you need to know more about it than anyone else in the community!
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MARKET ANALYSISMARKET ANALYSIS
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•Sales gap surveys•Intercept surveys•Business surveys•Telephone surveys•Demographic trend information•Customer groups•Trade area•Downtown’s strengths & weaknesses•Competition comparison•Business mix
THE FACTS OF LIFE…THE FACTS OF LIFE…about downtown revitalizationabout downtown revitalization
There are no “hand-outs”Most resources are localNot everyone will like youEveryone has an agendaThere is no formula
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THE FACTS OF LIFE…THE FACTS OF LIFE…about downtown revitalizationabout downtown revitalization
1. There are no “hand-outs”◦ Traditional grants shun projects that involve
commercial enterprises and the days of Urban Renewal “big fix” projects are gone.
2. Most resources are local◦ Whether you need people or money to make
projects happen, they are most likely going to be found in the community
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THE FACTS OF LIFE…THE FACTS OF LIFE…about downtown revitalizationabout downtown revitalization
3. Not everyone will like you!◦ Not even everyone you must work with. You
must forge coalitions that have never been formed, and many of the people involved may not be used to talking to each other.
4. Everyone has an agenda◦ … and it’s probably not just downtown
revitalization. YOU must create the culture – and priority – for Main Street’s renewal.
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5. There’s no formula◦ No magic answers or easy solutions. The
Main Street Approach cannot save you from hard work, but it can substantially improve your chances for success.
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THE FACTS OF LIFE…THE FACTS OF LIFE…about downtown revitalizationabout downtown revitalization
ECONOMIC ECONOMIC RESTRUCTURINGRESTRUCTURINGDO’S & DON’T‘SDO’S & DON’T‘S
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DO DO
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• Do educational training
• Publish your data
• Develop partnerships
• Update data regularly
DON’TDON’T
• Don’t forget why you collect data
• Don’t focus on recruitment first
• Don’t ignore upper floors
• Don’t get the ‘big fix’ mentality
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PROMOTIONPROMOTION
PROMOTIONPROMOTIONsells a positive image of the commercial district and encourages consumers and investors to live, work, shop, play and invest in the Main Street district.
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PROMOTIONPROMOTION
The job of the Promotion
Committee is to PROMOTE
downtown as the center of
commerce, culture and community
life.
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DEFINE YOUR IMAGEDEFINE YOUR IMAGE
ENVIRONMENT – buildings, streets, landscapes, utility fixtures, dilapidation and cleanliness.
ATTITUDES – merchants, businesses, people, property owners, employees, residents and shoppers.
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DEFINE YOUR IMAGEDEFINE YOUR IMAGE
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DEFINE YOUR IMAGEDEFINE YOUR IMAGE
ACTIVITIES – goods, services and other uses of downtown – in terms of variety, quality & value.
QUALITY – appropriate style and sophistication of promotional activities & materials.
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PROMOTION COMMITTEEPROMOTION COMMITTEEElements of an Image Campaign Examples of Committee
ProjectsImage advertising: Promotes Main Street’s unique qualities and market position through newspaper, radio, television and direct mail.
•“Service is our signature” poster series.•“The owner is home” ad campaign•“Shop Downtown” radio jingle
Collateral materials: Repeat the logo/graphic on print materials, public signs, souvenirs and in businesses.
•Logo for Main Street program.•Entrance sign or banners w/logo.•Shopping bags, buttons, t-shirts w/logo.
Media Relations: Generate publicity through accurate, detailed, and interesting press releases and timely communication w/media contacts who have been carefully cultivated.
•Media kits on downtown program•Press receptions for major projects•Annual report on the program•TV, Radio and news interviews
Image-Building Events: Help the community recognize and celebrate the Main Street’s importance and progress through public displays and events
•Downtown progress awards•Ribbon-cuttings for new projects•“before & after” renovation displays
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PROMOTION COMMITTEEPROMOTION COMMITTEERetail Promotions
Types of Retail Promotions Example of Cmtee Projects
Cooperative Promotions: focuses on the comparative aspects of retailing in the district, clustering stores that are the same category and can be promoted together.
•Spring Fashion Show•Taste of Main Street Restaurant Guide•Antique Days co-op ads for stores•Mother’s Day promotion of gift shops
Cross-Retail Promotion groups businesses w/complimentary goods in one retail event or in coordinated displays.
•Joint window displays: clothing w/jewelry•Home Improvement promotion of furniture & hardware stores
Niche promotion focuses attention, not on the product mix, but on a specific consumer group targeted through special flyers, coupons, posters and mailings.
•Appreciation Days for Seniors•Employee Coupons•Jury Duty Coupons•Dad’s Day Out Shopping Promotion•After school specials for students
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RETAIL PROMOTION IDEASRETAIL PROMOTION IDEAS
Weekly e-news that is “retail” focused
E-Coupons either monthly or weekly
Posters
Retail Events
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PROMOTION COMMITTEEPROMOTION COMMITTEE
Special EventsBefore you do a lavish party on Main Street
for the entire community, the promotion committee must decide what the event should accomplish.◦Traffic Building – festivals◦Target a specific niche – antique car show
Know your audience before you plan!
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PROMOTION COMMITTEEPROMOTION COMMITTEESpecial Events
Categories of Special Events Examples of Committee ProjectsCommunity Heritage.
Acknowledge local arts, industry, talent and agriculture or celebrate the history or architecture of the community
•Crafts on the square fair•Strawberry Festival of local produce•Candlelight tour of historic buildings•“Ugliest pickup truck” contest/parade
Special Holidays. Focus on traditional and unconventional holidays that celebrate dates & events that have meaning for the entire community.
•Halloween pumpkin carving contest•“Dickens of a Christmas” event•Fourth of July parade•“Cinco de Mayo” festival•“Kwaanza” celebration
Social Events. Develop unusual activities that enliven public spaces and attract people downtown, especially those who wouldn’t normally come downtown.
•“Friday’s at 5” after-work street parties•“Lunch on the Square” concert events.•“Just Desserts” gala concert & dinner •Saturday Health Fair on the sidewalks
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Antique & Garden ShowAntique & Garden Show
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Special EventsSpecial Events
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PROMOTIONPROMOTION
Advertising Campaign Image & Branding Campaign Quality Materials that represent the
program’s values and image. NEVER give off the cut and paste look.
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JULIE WAGNER
HEART OF DANVILLE
859-236-1909
JULIE@DOWNTOWNDANVILLE.COM
WWW.DOWNTOWNDANVILLE.COM
QUESTIONS?
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