Main Street Action Plan Workbook

Main Street Action Plan Workbook The expert resource for developing and sustaining vibrant downtowns that feul our state's prosperity

Creating your Action Plan This workbook is a companion to our webinar: Developing Your Main Street Action Plan, and is supported by worksheets contained in the document CMSC Action Plan Worksheets.docx. All are available on our website: www.ctmainstreet.org. Please email feedback and questions to info@ctmainstreet.org.

Introduction & Overview Do your Market Research & Analysis Develop the Vision SWOT Analysis 101 Determine Your Goals & Projects Pull it all together into your Action Plan Take Action with Project Plans Implementation Tips Appendix: Real world examples and other helpful information Page 1

Introduction & Overview This workbook gives Main Street organizations an easy to follow, step by step, process to create an Action Plan for downtown revitalization, including detailed project plans for specific revitalization actions.

You should proceed step by step, with one activity leading to the next. Please refer to the appendix for detailed real-world examples for each step, taken from work done in Niantic CT, as well as other materials and resources that may be useful during this process.

Look for the separate Word document: CMSC Action Plan Worksheets.docx, which contains printable versions of the forms & worksheets used in this workbook.

We recommend that you view two of our webinars before starting this workbook: An Introduction to the Main Street Approach, and Developing Your Main Street Action Plan. All CT Main Street Center webinars are available on our website: www.ctmainstreet.org.

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01

Market Analysis Basics & Resources Do you know your trade area?

Demographic & lifestyles; and local & regional economic data.

Sources include: US Census Bureau State & Local Agencies ESRI (global geographic information system)

Revitalization of downtown begins with understanding your market -- Know your numbers!

Who lives in town?

Ask these questions...

Retail/Restaurant demand and supply analysis

Population, including growth Demographics related to race/ethnicity Average age Median Household Income

What do they purchase, and where?

Do you have an up-to-date inventory of downtown buildings/businesses?

Housing, Retail, Office, and other uses

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01 Your municipal or regional economic development officials can help, or see resources below.

Market Analysis Basics & Resources Who else makes purchases in town?

Engage local business owners in doing a 2 week ZIP CODE SURVEY of all customers. This is non-threatening to customers -you’re only asking them for their zip code. When compiled, this gives a snap shot of where your downtown shoppers & diners come from.

Do you capture information at events?

How far did attendees travel?

What would they like to do on a return visit?

Are you missing out on a vibrant downtown economy because the upper floors of downtown buildings are vacant?

Retail always follows people: if people aren’t living downtown, your small businesses will suffer

Know Your Numbers Resources: • UConn Extension: http://communities.extension.uconn.edu/contact-us • CT Data Collaborative: http://data.ctdata.org Page 4

02

What is a Vision Statement?

A powerful vision conveys a sense of personality, character and identity for your district.

Visioning is a tool intended to build consensus and manage change in a meaningful way. Having a diverse group of citizens create the vision can lead to higher levels of commitment and enthusiasm for downtown revitalization.

A vision is not just a dream, but the ultimate benchmark toward which all efforts are directed.

Without the vision all you have are a series of projects and promotional activities, but you can’t really make any significant change because you haven’t articulated where you want to go.

Your VISION declares your INTENTIONS: it describes what your district WILL look like, and how it WILL operate. It creates the overall framework for what the community wants its revitalized district to be.

Think about what type of downtown you see for your community in the next 5 to 10 years

Remember, this is a comprehensive program focused on the four points of Main Street.

It is about: through ORGANIZATION 1. Restoring the CIVIC value

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through PROMOTION 2. Restoring the SOCIAL value 3. Restoring the PHYSICAL value through DESIGN 4. Restoring the ECONOMIC value through ECONOMIC Vitality

02

Craft Your Vision Start with your full team.

Close your eyes and take a walk through your district: Look left and right and up and down Use all of your five senses: what do you see, hear, smell, touch & taste?

Go around the room and share what you see: Use two word descriptions: adjective-noun combinations or concepts (see page 8).

Facilitate, if needed, in order to clarify responses.

Consider a glance at Google Earth for a reality check if needed.

After first time around the room, open up the discussion to all for more responses.

Is anything missing?

Consider the following questions: What are your district’s greatest assets and opportunities?

Why is your district important to the entire community?

What qualities and characteristics will your district have in the future?

What will the district be known for in the future?

What are the connections for pedestrians to shopping and dining, parking, crosswalks and public spaces?

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What kind of retail is there in the district?

What are families doing?

Are there recreational activities?

What kind of people are in the district?

How does the district look at different times of day, or of the year?

02

Write your Vision Statement Now break into smaller groups if necessary.

Then report back to edit and finalize.

Be as succinct as you can be.

This is meant to be fast-paced. The GOAL at this moment is to evoke real feelings the editing and word-smithing can come later.

Don’t get ahead of yourselves with goals and projects just yet. your vision will guide that part of planning later.

Incorporate the prioritized answers and make it reflective of your downtown’s specific assets and opportunities.

Look for key phrases that might be the centerpiece of your statement.

Use the present tense so the reader can imagine that they are already in this place.

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Visioning: Sample two word descriptions pedestrian oriented human scale historic village / district vibrant and walkable gateway entrances open/public spaces natural setting natural waterfront / riverfront unique character accessibility & safety civic spaces bike paths foot, car, train, boat attractive stretscapes DESIGN

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civic celebration diverse neighborhood culturally diverse sense of community historic/cultural assets historic civic, retail and social center residents and visitors civic activity protect quality of life

PROMOTION

economic prosperity housing opportunities coordinated public & private investments vibrant businesses outdoor dining future growth sensitivity developed wecome change quality retail locally owned live, work and play

ECONOMIC VITALITY

03 You will find SWOT Analysis forms in the Action Plan Worksheets document: CMSC Action Plan Worksheets.docx on our website

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SWOT Analysis As a group, develop lists of your Strengths, Weaknesses, Opportunities and Threats (SWOT).

See sample questions to consider on next page.

Use break-out groups to keep things organized and manageable.

Come back together to share, brainstorm and edit.

Encourage people to be specific, yet as succinct, as possible.

You want the results of this to speak to your unique place, so you can use this to track positive changes in the future.

SWOT Analysis Questions Examine the STRENGTHS of place: your downtown (buildings, vistas, physical assets), your community, the region; and the STRENGTHS of resources: people, institutions, partners: What are your advantages? (destinations? accessibility? historic fabric?)

What do you do well? (is your organization respected?

Do you have a customer-oriented town hall? etc.)

Skills/expertise? (perhaps you have design or marketing professionals volunteering?)

Programs/services? (do you have strong civic organizations that do excellent events and programs?)

OPPORTUNITIES: Now, it’s time for the glass half full attitude! Encourage people to be optimistic, but realistic.

What trends can be taken advantage of? Are there: Changes in markets Changes in government policy Changes in demographic and lifestyle patterns Expanding programs to address critical issues Can you build partnerships, leverage resources, build capacity?

Can you capitalize on existing and potential assets?

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WEAKNESSES: Be honest, be specific. It is not unusual for this to be the longest list. Don’t be deflated by this – view this as an opportunity to engage people, and an indication that people do really care about the downtown. They just may not yet see how they can be a part of changing things for the better.

What could be improved?

What should be avoided?

Missing any key skills or competencies?

Do you have a weak public image or selfimage?

THREATS: What obstacles do you face?

What is your competition doing?

What trends can affect you adversely: Changes in markets Changes in government policy Changes in demographic and lifestyle patterns

04

Goal Setting & Project Definition

At Connecticut Main Street Center we believe that vibrant, sustainable Main Streets -- and healthy communities -- depend on having this full range of essential components. We call them our "Healthy Half Dozen": economics, transportation, sustainability, stewardship, place and inclusiveness. Under each of these components are multiple ingredients.

As you put together your Action Plan for Main Street, we encourage you to keep the Healthy Half Dozen in mind.

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04

Goal Setting Articulate 3-4 major catalytic goals

As you begin setting your goals, take a moment to look back at the work you have already completed.

From your SWOT Analysis: Consider STRENGTHS that will minimize WEAKNESSES, while taking advantage of OPPORTUNITIES to stave off THREATS.

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How is your Vision Statement reflected in your SWOT realizations? Mix in and consider the CMSC Healthy Half Dozen. (pg 12) What light does this shed on the changes needed to bring more vibrancy to your town?

04

Project Definition Identify the projects that will help you achieve your goals

A healthy Main Street starts with: Clean, Safe, Attractive & Fun Balance projects that are quick, inexpensive, and highly visible, with those that are more complex, more expensive, and require additional capacity.

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Visual elements & amenities that make people feel welcome downtown: Clean Team: Sidewalks, streets, plantings, etc.

Signage & Wayfinding: Gateways, parking, districts, attractions, places to sit, etc.

Attractive Storefronts: Window displays, clean entrances, appropriate lighting Redefine public safety issues as economic development issues.

Investment won’t happen if the district is not welcoming.

Ensure a healthy business environment. Guide business owners to the resources they need to be successful.

05

Action Plan In this step you will organize your goals & projects into a cohesive Action Plan that will help draw in partners and volunteers to complete projects and achieve your goals.

Goals

Consider STRENGTHS that will minimize WEAKNESSES, while taking advantage of OPPORTUNITIES to stave off THREATS.

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Projects Action Plan

Identify Projects that will help you achieve your goals:

Action Plan Chart Use this chart to organize your goals & projects into a cohesive Action Plan: List Goals in the left-hand column, and then Projects in the boxes where your goals and the 4 Points intersect.

Remember that the 4 Points can be worked on simultaneously and incrementally – they are not 4 linear steps.

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See appendix for a real life sample Project Plan. This form is in the CMSC Action Plan Worksheets.docx document.

06 CONGRATULATIONS: You now have a workable project plan to set into ACTION for your downtown.

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Project Plans Use the form on page 18 to plan each project in your Action Plan. Identify a project leader for each, who will be responsible for each project and for completing and maintaining each project plan.

Highlights of this format: Project Leader, discreet tasks and who is responsible for each, and timetable and budget implications.

Include those community partners that can be a part of the team. Then add the required number of volunteer hours, the status of each activity and your measurable results (quantitative and qualitative).

Project Plan Form

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See appendix for a real life sample Project Plan. This form is in the CMSC Action Plan Worksheets.docx document.

07 These are generic examples of possible partners: your community likely has these and probably many more.

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Implementation Tips In order to implement your Main Street Action Plan, it is necessary to partner with other organizations in the community. Start with the partners who participated in your visioning process.

Organized under this Four Point grid, identify those organizations and institutions in town and in the region that have the capacity to bring people together to address the issues previously identified.

08 APPENDIX

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On the following pages you will find: real-world examples of the worksheets used in steps 2-5 from the village of Niantic CT a full-sized Healthy Half Dozen list shown in step 4 a full-sized version of the 4 Points Partners chart shown in step 6

Look for templates for all the worksheets used in this workbook in the word document: CMSC Action Plan Worksheets.docx.

Strengths [Niantic Main Street Inc. (NMS) has] good relationships with residents, is visible in the community

Strong heritage, historic buildings

[NMS has an] interested, talented and strong volunteer base

Downtown is safe

[NMS has] funding, paid memberships Successful existing events Summer community Municipal support for Main Street The Yale (Urban Design) Charrette Access to water & water activities Page 21

Some historic rehabs

Established businesses: movie theater, bookstore, healthfood store Destinations: Town Green, Science Center, Marina, Children’s Museum, Morton House, The Beach Good accessibility, proximity to casinos Convenience retail: grocery, liquor, pharmacy Public services: post office, banks, town hall, professional

Weaknessess Past attempts to improve downtown have not worked

Politically timid leadership

Lack of implementation due to plans that did not include capacity to implement

Absentee property owners Lack of a “go to” group for downtown

Illogical zoning regulations It’s hard to get to the water: railroad tracks Tough starting a business: unfriendly zoning & permitting Business community: lack of training and sophistication

Unattractive elements: overhead wires, lack of lighting, poor signage & wayfinding, streetscape, yucky facades, buildings need maintenance, some areas look neglected, blacktop is gateway

Apathy from businesses & community

Lack of guidelines for everything

Inconsistent business practices, hobby businesses

Lack of public bathrooms

Downtown closes at 5 pm

Anti-social behavior

Lack of variety in restaurants

Parking not well managed

Perceptions: nothing to do, not enough parking

People don’t like change

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Opportunities Change in attitudes

The Niantic Bay Boardwalk, the beach

Brand Main Street in the community: educating about the benefits

Downtown & outdoor dining

New partnerships, involvement of youth, participation of summer residents

Free parking!

Back to basics/building a firm foundation

2nd story living spaces

Increase funding for the program

Vacant buildings and higher & better uses

More training for everyone!

Underutilized assets: buildings, land Regional tourism

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The Morton House

Image overhaul: push preservation and history

Opportunities for new businesses Additional retail, dining & entertainment Capture more local businesses, more customers

Threats Going for a quick fix: abandoning the Main Street Approach

Casinos are competition Big box retail competition

No plan, no volunteers, no partners No money Business as usual Political climate changes Lack of business ownership turnover Businesses / anchors leaving Loss of economic base

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Threats to quality of life: noise, public safety, anti-social behavior Terrorism (nuclear power plant as possible target) Chain Multi-Plex movie theaters Poor image

Niantic Main Street

Vision Statement Downtown Niantic is an inviting seaside village easily accessible by car, foot, boat and train. It is a wonderful place to live, work and play where residents and visitors gather for specialty shopping, creative entertainment and arts, gourmet dining and water activities within a village that has recaptured its historic past.

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Niantic Main Street Inc. Goals 1. Become the coordinating agency for the revitalization of downtown Niantic.

2. Improve the image of downtown Niantic.

3. Improve the competitiveness, selection, variety and quality of downtown Niantic businesses.

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Projects in blue get a handle on data, and conditions on the ground in Year One. Projects in red required coordination with municipal departments (guidelines, streetscape, façade program, zoning issues) -- an opportunity to establish trust and long-term relationships with Town staff.

Projects in orange were started in order to establish trust and build relationships with small business owners,

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Partners / Collaborating Organizations ORGANIZATION

1

DESIGN

Library

Planning & Zoning

Civic Organizations

Design Review Committee

Faith-Based

Historic District, Conservation

School Systems

Commissions

Uconn, State College & University

Rails to Trails Committee

System (Interns)

Garden Clubs

PROMOTION

ECONOMIC VITALITY

Econ Dev Commission

Econ Dev Commission

Recreation Department

Business Council

Community Destinations

Housing Authority

Other Local Organizations

Local Banks, Realtors

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Patrick McMahon, CEO Kimberley Parsons-Whitaker, Associate Director Christine Schilke, Marketing & Developemnt Director Judith Stahl, Office Manager CT Main Street Center c/o Eversource, PO Box 270 Hartford, CT 06141 860.280.2337 www.ctmainstreet.org

Main Street Action Plan Workbook