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ECONOMIC DEVELOPMENT WITHIN THE CONTEXT OF HISTORIC PRESERVATION
Introduction to Main Street
What does this Downtown say?
Would you …
… open your business here?
… move here?
Main Street 101
Main Street is a participatory democracy.
Effective Main Street Board of Directors take ownership and pride in their actions and successes.
They are active, hard working leaders who hire an Executive Director to coordinate and orchestrate the activities of a larger group of empowered volunteers.
Although the Main Street concepts are simple,
it is not easy.
Main Street 101
Main Street is historic preservation
Main Street is economic development
Main Street is commercial development
Main Street is all-inclusive
Main Street concepts transfer to the entire
community
Key Components to Success1ST!!!
Successfully Apply the Comprehensive
4 POINT MAIN STREET APPROACH
to increase the Value of Downtown
4-Points Values
Organization = Political
Promotion = Social
Design = Physical
Economic Restructuring = Economic
Organization
Organization focuses on building a strong
Main Street program by seeking support
from a broad community base, developing
strong leadership and assuring the
necessary funds to carry out Main Street
activities.
Promotion
The Promotion Committee deals
with developing a positive
image though special events
and retail events.
Design
Design focuses on the visual enhancement
of the downtown environment, such as
building rehabilitations, streetscape,
window displays, public improvements,
signage and parking.
Economic Restructuring
Economic Restructuring focuses on the
economic base of downtown by
strengthening existing businesses,
recruiting new businesses and filling
second floor vacancies with businesses
and/or housing.
Key Components to Success1ST!!!
Successfully Apply the Comprehensive
4 POINT MAIN STREET APPROACH
2nd !!!
Automatically Operates Under the
Eight Guiding Principles:
The building blocks for a good program!!
1. COMPREHENSIVE – Downtown revitalization is a complex process and cannot be accomplished through a single project.
2. INCREMENTAL – Small projects and activities lead to a more sophisticated understanding of the revitalization process and develop skills for more complex and ambitious projects
3. SELF-HELP – Local Leaders must have the desire and the will to make the Main Street Program successful. Long tern success depends upon commitment of the community. Nobody else will save Main Street/downtown.
4. PUBLIC/PRIVATE PARTNERSHIP – Both the public and private sectors have a vital interest in the economic health and physical viability of the downtown.
Eight Guiding Principles
of Main Street
5. IDENTIFYING AND CAPITALIZING ON EXISTING ASSESTS – Business districts must capitalize on the assets that make them unique. These local assets must serve as the foundation for all aspects.
6. QUALITY – Quality must be emphasized in every aspect of the revitalization program.
7. CHANGE – Changes in attitude and practice are necessary to improve economic conditions. Public support for change will build as the program grows.
8. IMPLEMENTATION ORIENTED – Activity creates confidence in the program and ever greater levels of participation. Frequent, visible changes are a reminder that the revitalization effort is under way.
Eight Guiding Principles
of Main Street
National Main Street Ten Criteria for Accreditation
1. Broad-based public/private support for the commercial district revitalization process
2. Vision and mission statements relevant to community conditions and to the local Main Street’s organizational stage
3. Comprehensive work plan based on the Main Street 4 point approach
4. Historic preservation ethic
5. Active Board of Directors and committees, following the 4 points
6. Operating budget and dependable sources of funding: 1/3 principle
7. Paid professional full-time Executive Director
8. Program of on-going training for staff, Board Members and volunteers
9. Reporting of key reinvestment statistics
10. Current “Designated Main Street Network” membership in the National Main Street Network.
1st - Broad-based public/private support for the
commercial district revitalization process
National Main Street Criteria
Public Investment - A Trail System:Drawing over 50,000 people a month to the downtown,
supporting the local businesses
“The downtown trail was single handedly the biggest catalyst for
downtown economic development! If the city won’t invest in
downtown, why would anyone else.” Winter Garden City Planner
Public/Private Partnerships
National Main Street Criteria
2nd - Vision and mission statements relevant
to community conditions and to the local
Main Street’s organizational stage
Mission Statement
MISSION STATEMENT: What business are we in…
The mission of Main Street __________ is to preserve, promote
and, build on the historic and natural treasures of our downtown
waterfront community.
Vision StatementWhat do we want to be in the future.
The best visions are inspirational, clear, memorable and concise
___________, the heart of ________ County , will have an inviting atmosphere,
highlighted by historic architecture, unique natural assets and will enhance
the civic, cultural and economic viability of the entire community
3rd omprehensive
work plan based on
the Main Street four
point approach
National Main Street Criteria
Annual Work Plan and
Strategic PlanningPrior Planning Prevents Poor Performance
Developing an annual work plan and
reviewing and updating your long term
strategic plan are the most important
activities you will complete each year.
Mission Statement
Vision Statement
Value Statement
Four Purposes of a Work Plan
1. To manage the wide range of activities that must take place for a revitalization effort to succeed
2. To develop tasks, responsibility, time table and budget for those activities
3. To explain the organization’s purpose and activities to the public
4. To help ensure – in quantifiable terms –the Main Street program’s successes
Key Tasks in Strategic Planning
Develop a vision and mission statement
Establish goals by area or function
Define more specific strategies/activites to
achieve goals.
Develop actions steps/tasks, including
timetables, budgets, and responsibility
assignments.
The S.M.A.R.T. Model
Specific: You can describe the details – Who? What? Where? When? How?
Measurable: You can measure the activity, i.e. it is quantifiable
Actionable or Achievable: It is realistic given existing constraints, e.g., time and resources
Relevant: It is related to the job tasks and needs
Timely: It has a date by which it will be achieved
Example:
S, R M, A S, R T
Obtain five memberships each week
Activities:
1) Conduct a
membership drive
2) Secure long term
funding from City
3) Develop and
implement a
corporate
sponsorship
campaign
Committee:
Organization
Goal: To ensure adequate funding
Objective: To expand funding sources
Conduct a
membership drive
Tasks:
1a)
1b)
1c)
Responsibility Due date Budget
Secure long term
funding from City
Tasks:
2a)
2b)
2c)
Responsibility Due Date Budget
Develop and
Implement corporate
Sponsor Campaign
Tasks:
3a)
3b)
3c)
Responsibility Due date Budget
SAMPLEOne page work plan – per committee
4th - Historic preservation ethic
National Main Street Criteria
New Economic Uses for traditional
and historic buildings
Milton – Mainstreet Café & Antiques
Historic Perry Train Station
Historic preservation activities in Florida, including
the rehabilitation of historic buildings, heritage
tourism, historic museums and the Florida Main
Street programs contribute
$6.3 billion annually to the state.
5th - Active Board of Directors and
committees, following the 4 points
National Main Street Criteria
Board Development
Steps in the development of the Board are
Recruitment and nomination
Orientation
Training
Evaluation
Recognition
Board Members at-a-glance
I. Selecting Board of Directors Three W’s
Wisdom – those who can provide needed services or
information, e.g. CPAs, lawyers, architects
Wealth – those who have money or access to
Workers – those who will become actively involved in
planning and implementing projects
The average size of a Board is 12 to 15
Represent a very broad and diverse cross-section
of your community …
Board Members at-a-glance
II. As a group, the Main Street Board is responsible for:
Fund raising and collecting the funds needed to operate the program. This is not the Program Manager’s responsibility
Walking, talking and advocating for the local program; if not you, who?
Accountability to the community for the successes of the local program and for the wise use of its resources, both human and financial
Planning for the long and short terms … Mission, Vision, and Work Plan
Volunteer Recruitment to carry out projects and activities
Board Members at-a-glance
III. Individual Board Members need to PAUSE for a moment and understand what is expected of them. As a Board Member you need to:
Participate with your knowledge, time and money
Attend monthly board meetings and activity assignments
Understand the mission of the local Main Street program and actively promote its goals
Share your opinions at board meetings and then support the Board’s decisions as they are made
Learn all you can at educational sessions and other opportunities related to the development and management of downtown
Name:_________________________________________
Business: _____________________________________
Address:________________________________________
Phone: ___________________ Email: _______________________________________
Each member of our Board of Directors is critical to the ongoing success of _______Main Street.
I’m sure you understand that it requires teamwork to achieve the type of success for which
we are striving and makes _______Main Street a viable leader in the quest to continue to
improve our downtown. To that end, we are asking that each of our board members be
willing to step up and be a true team player. ________Main Street can not succeed without
this commitment from each Director.
We are asking each Board of Director to commit to the following:
1. Attend at least 90% of all Board Meetings.
2. Serve on one of the following four committees: Promotion, Design, Organization, and
Economic Restructuring.
3. Volunteer at a minimum of one of our events
4. Become a member of _________ Main Street
5. Generate a minimum of $1,000.00 annually in sponsorships or memberships.
6. Sell a minimum of 10 tickets to each special event that requires ticket sales
7. Participate in the annual Membership Blitz.
We appreciate your interest in being a Director and hope you will support our efforts.
Thank you.
Board of Director’s Roles and Responsibilities
Contract
Signature
Executive Committee
Some Main Street programs create an
Executive Committee to help manage and
focus the Board’s responsibilities
Executive Committee are composed of the
officers of the Board: President, Vice-
President, Secretary, Treasurer, and the
Program Manager/Executive Director
Organizational Chart
Board of Directors
Program Manager
Organization Promotion DesignEconomic
Restructuring
Committees include Board Members and Volunteers
6th - Operating budget and dependable
sources of funding: 1/3 principle
National Main Street Criteria
Fundraising
BUDGETRevenue
Government
Membership
Corporate Sponsors
Special Events
Grants
Other
TOTAL REVENUE
Expenses
Salary
Employer FICA
Design – Façade Grant
Dues & Subscriptions
Economic Restructuring
Insurance – Liability
Meals/Entertainment
Organization
Office supplies
Office equipment
Postage
Professional Development
Promotion
Rent
Telephone/Cell
Travel
Utilities
TOTAL EXPENSES
Net/Loss
Fundraising
A healthy Main Street program should receive a proportionate amount of support from both public and private sector.
The Organization Committee has primary responsibility for ensuring that the organization has enough revenue to meet general operating costs and planned activities; not the Executive Director
The Executive Director provides support and coordination to the fundraising activities implemented by the Board
Fundraising
• In addition to the Organization Committee overseeing
fundraising, each Board Member must understand the role
of contributed funds in the organization’s finances
• Each Board Member should make an annual personal
financial contribution
• Each Board Member should identify an area where
he/she can make a contribution to fundraising, e.g.,
hosting an event, making corporate visits , etc.
• The Board Member job description should contain a
clear statement about the expectation for personal giving
and participation in fundraising
Fundraising: Board’s Role
The buck stops here!
Ensures that the program is well funded
Takes the lead in soliciting public funding
Works with the Organization Committee to
develop a strategic plan for organizational
funding
Monitors financial condition of the organization
Supports all fundraising activities of the
organization
All board members make a financial
contribution to the extent they are able
Fundraising: Executive Director’s Role
Makes sure fundraising work plan is
implemented
Writes and monitors all grants
Assists in the development of membership and
fundraising materials
Supports the organization committee and the
Board in all fundraising efforts
Tracks contributions, recordkeeping
Invoices pledges, members, sponsors
Fundraising- Summary
• The Main Street Board is responsible for raising and
collecting the funds necessary to operate the program
• It is not the Executive Director’s responsibility to go and raise
his/her own salary; however, Exectuive Director needs to be
networking/establishing relationships. Executive Director
needs to lead by developing fundraising strategies
FUNDRAISERS
•Fundraising examples are auctions, reverse raffles, events,
merchandise sales, etc.
•Fundraising projects should be measured by amount of return
versus the amount of time invested.
Sources of Income,
Services & Donations
1. Government: City/County/CRA
2. Individual contributions/memberships
3. Corporate contributions/partners
4. Special Event Income
5. Fundraisers
6. Grants
7. Special Assessment District/BID
8. In-kind
MembershipTypical start-up program
Amount Title # $ %
$35 Individual 55 1925 14
$50 Family 30 1500 11
$100 Bronze 35 3500 26
$250 Silver 12 3000 22
$500 Gold 5 2500 18
$1000 Patron 1 1000 7
TOTAL 135 $13,425 100%
Average $99.44
MembershipTypical 3–5 program
Amount Title # $ %
$35 Individual 145 5,075 20
$50 Family 33 1,650 11
$100 Bronze 78 7,800 30
$250 Silver 19 4,750 19
$500 Gold 8 4,000 16
$1000 Patron 2 2,000 8
TOTAL 285 $25,275 100%
Average $88.68
Memberships/Corporate
Sponsors
0
10
20
30
40
50
60
70
Corporate Partners
Memberships
Main Street never solicits
donations or contributions…
… only INVESTMENTS in the
future of downtown
7th - Paid professional full-time Executive
Director
National Main Street Criteria
The Executive Director Develops strategies for preservation-based economic development
in collaboration with the Board
Coordinates, facilitates, communicates, manages
Manages the administrative aspects of the program
Develops and conducts ongoing public awareness and educational programs
Assesses and helps develop joint improvement activities, e.g., events, advertising campaigns, parking management, business recruitment
Assists individual tenants or property owners
Helps build strong, productive working relationships with partners
Develops and maintains systems to track the program’s progress
Represents the Main Street program at the local, state, and national levels
Coordinates the activities of the Main Street committees
Most importantly – to help EMPOWER the community
8th - Program of on-going training for staff,
Board Members and volunteers
National Main Street Criteria
Required Florida Main Street
Annual Schedule of Meetings
Main Street 101 training (1 day)
Quarterly Meetings (2 days)
Florida Main Street Annual Conference
(3 days)
National Main Street Conference
9th - Reporting of key reinvestment statistics
National Main Street Criteria
Quarterly Reinvestment Reports I. PROPERTY REPORT SUMMARY
Private Projects
New Construction
Building Rehab.
Total Private Investment
Public Project
New Construction
Building Rehab.
Infrastructure
Total Public Investment
TOTAL PRIVATE AND PUBLIC INVESTMENT
II. PROPERTY REPORT DETAILS
Private
Address
Project cost
Project Type (e.g., New Construction, Building Rehab.)
Public
Address
Project cost
Project Type (e.g., New Construction, Building Rehab.)
State of Florida Quarters1st Quarter: July –Sept2nd Quarter: Oct. – Dec.
3rd Quarter: Jan. – March4th Quarter: April – June
Quarterly reports DUE Oct. 5th, Jan. 5th,
April 5th, and July 5th
Do not use commas
Do not use $
No decimals, round up to next dollar
* Now “Business Category”(Grid use to be titled program description)
Public &/or Private Rehab VS New
Construction
Source???
New data required
by NMSC
Average ANNUAL rental rate
New buttons
Value Statement
What economic value do we bring to the community …
Use specific and successful economic indicators, such as
cumulative statistics after your
Main Street organization was designated
Reinvestment figures for public and private sectors
Increased/net number of jobs
Increased/net number of businesses
Number of projects
Real Estate value when Main Street program started versus now
Rental rates when Main Street program started versus now
Grants
Reinvestment ratio
10th - National Main Street Membership
National Main Street Criteria
Key components to succeed
Full time Manager
Follow the four point approach
Unerring commitment to succeed
Unified vision for downtown
Strong committed leadership/Board
Partnerships are essential
Understanding that success is incremental
Downtown is never “finished”
Without risk…there is no reward!
Basic Do’s and Don’ts
Don’t overemphasize parking
Don’t be derailed by a “white elephant”
Don’t study downtown to death
Don’t let traffic generators move out of the
downtown
Don’t expect 100% cooperation
Don’t look for “home runs”
Basic Do’s and Don’ts
Do create a Public-Private partnership
Do work to change attitudes towards
downtown. Everything in a downtown –
people, buildings, streets, merchandise -
must say “Welcome, open for business.”
“It is a funny thing about life; if you refuse to accept anything
but the best, you very often get it” W. Somerset Maugham
What does Organization mean in the context
of the Main Street Approach
The Organization Committee is
The component that manages the key operational elements
Addresses all aspects of running an effective, responsive and legal organization, such as sufficient capital, by-laws, board development, workplan, etc
Often times the Board Officers serve as the Executive Committee
Organization Committee Roles and
Responsibilities for First Year
Purpose
Promote/Communicate program to stakeholders and the
community
Manage staff and volunteers
Raise money for activities and administration
Manage the program’s finances
Internal Tasks
Draft a work plan
Develop a fundraising strategy
Put together a media resource list
Develop a speaker’s bureau
Develop a volunteer recruitment strategy
Organization Committee Roles and
Responsibilities for the First Year
External tasks
Create a website and social networking
Produce a Main Street program brochure
Hold semi-annual volunteer orientation seminars
Develop fund raising materials
Hold an annual membership drive
Hold an annual meeting and produce an annual report
Write a newspaper column
NOTE: The Organization Committee is responsible for improving/promoting the image of the Main Street Program vs. the Promotion Committee is responsible for promoting the downtown
Organization Committee Roles and
Responsibilities for the First Year
External tasks
Create a website and social networking
Produce a Main Street program brochure
Hold semi-annual volunteer orientation seminars
Develop fund raising materials
Hold an annual membership drive
Hold an annual meeting and produce an annual report
Write a newspaper column
NOTE: The Organization Committee is responsible for improving/promoting the image of the Main Street Program vs. the Promotion Committee is responsible for promoting the downtown
Communicating for Main Street
Failure to keep your community and your volunteers informed will lead to the eventual demise of your organization
A year-round communications plan is worth its weight in gold
The Organization Committee is responsible for improving the image of the Main Street program through communication
NOTE: The Organization Committee is responsible for improving/promoting the image of the Main Street Program vs. the
Promotion Committee is responsible for promoting the downtown
External and Internal Communication
EXTERNAL
Name and logo on everything
Newspaper columns
Media releases
Social media
Speaker’s bureau
Action/Work Plans
Pamphlets and brochures
Regular updates and thanks to City Commission
Liaison with other organizations
Information booth
Main Street powerpoint
External and Internal Communication
INTERNAL
Committee reports at Board Meetings (by Chair)
General report to other development partners (by Executive Director)
Updates at Committee meetings (by Executive Director)
Main Street mixers and annual meetings
Newsletter targeted to downtown businesses and property owners
Well developed Action/Work Plan
Regular visits to significant stakeholders (by all)
Annual cost to the downtown of
an empty Downtown Storefront
$250,000 lost sales
$16,250 lost employee payroll
$15,000 lost rent
$24,750 lost business profit
$1,500 lost property taxes
$5,100 lost bank deposits
$51,000 lost real estate loan demand
$15,000 lost business loan demand
$12,500 lost sales tax to government
$5,500 lost utilities
$3,500 lost advertising
$ 400,100 TOTAL
Source: Donovan Rypkema, Place Economics
Economic Impact of
Florida Main Street Programs
since 1985
Total reinvestment in Florida Main Street town $2.3 Billion
Net Gain in jobs 22,885
Net Gain in businesses 6,848
Number of Building Projects 15,210
Economic Impact of 1200+
National Main Street Programs
since 1980
Total reinvestment from public & private sources $55.7 Billion
Net Gain in jobs 473,439+
Net Gain in businesses 109,664+
Number of Building Projects 236,201+
The cumulative success of the Main Street Programs on the local level
has earned the revitalization strategy the reputation as one of
the most powerful economic development tools in the nation.
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