introduction to main street · new economic uses for traditional and historic buildings milton...

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


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


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


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


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 …


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


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


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


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


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


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


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

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.

introduction to main street · new economic uses for traditional and historic buildings milton...

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