HomeMy WebLinkAbout14 CA MAIN ST ASSO. 10-16-00AGENDA REP
TO:
WILLIAM A. HUSTON, CITY MANAGER
FROM:
REDEVELOPMENT AGENCY STAFF
SUBJECT:
PRESENTATION BY TUSTIN OLD TOWN ASSOCIATION (TOTA)
REGARDING PROPOSED APPLICATION TO CALIFORNIA MAIN
STREET ASSOCIATION
SUMMARY
The Tustin Old Town Association proposes to submit an application to the California
Trade and Commerce Agency to become a California Main Street community and has
requested an opPortunity to outline the program to the City Council.
RECOMMENDATION'
Pleasure of the City Council.
FISCAL IMPACT
Before an application for California Main Street designation can be submitted to the
State, the City of Tustin must sign and declare a financial commitment.
BACKGROUND/DISCUSSION
The Tustin Old Town Association (TOTA) was incorporated on March 17, 1997 as a
voluntary nonprofit Mutual Benefit Corporation. The primary purpose of TOTA is to
recognize and fulfill the unique and varied economic interests and needs of the Old
Town Tustin business and property owners. On August 4, 1997, the Tustin Community
Redevelopment Agency authorized the Executive Director to enter'an agreement to
provide financial support to TOTA in the amount of $15,000 for a variety of work tasks.
The Redevelopment Agency funding was to provide support for specific tasks and
programs in four major Categories including: Business Enhancement; 'Promotion;
Development/Design; and Organization. TOTA was also to "commit its own
contributions level toward the work tasks approximately matching the Agency's financial
assistance level.
VVhile a number of work tasks identified by TOTA in 1997 have been accomplished or
initiated, there remain major elements of the work yet to be realized. Specifically, in the
category of business enhancement there is still a need to upgrade the 1991 Market
Analysis for the Old Town district and to create a viable outreach program for retention
of existing businesses and attraction of new businesses to the area. In the category of
promotions.there is a continuing need to create and maintain an image building
William A. Huston
Presentation by TOTA Regarding Main Street Program
October 16, 2000
Page2
advertising campaign. In the development/design category work has been initiated for
developing a comprehensive strategy for a cohesive design image. Finally, in the
organization category there is a continuing need for maintenance of organizational
systems and expansion of the membership of TOTA.
As a tool to assist in accomplishing these remaining tasks, TOT^ proposes to apply for
California Main Street certification and affiliation. California Main Street is an
organization providing technical assistance and networking opportunities with
communities across the country with active downtown revitalization efforts through the
National Trust's National Main Street Center. The Main Street program seeks to
combine historic preservation and economic development in local revitalization
initiatives using a four-point approach that includes promotion, organization, design and
economic restructuring.
TOTA is seeking from the City Council its concurrence on a shared commitment to the
Main Street approach as a viable methodology for revitalization efforts in Old Town.
TOTA is also seeking City Council support for the preparation of an application to be
cbnsidered for the California Main Street Program. Before an application for the
California Main Street designation can be submitted to the State, the City must sign and
declare a financial commitment. TOTA's request is for financial assistance in the
amount of $8,000 for the FY 2000-2001 period. At the October 16, 2000 Council
meeting, TOTA proposes to review the Main Street Program inclUding long-term
strategy for financing its activities. Materials submitted by TOTA are attached.
Senior Project Manager
Attachment
ATTACHMENT TO NO. 14
TUSTIN OLD
TOWN -AssocIATION
~oaraC of :Directors
John Powers, President
Guy Stivers, Vice President
Greg Kelly, Secretary
Audrey Heredia, Past President
Margit Aaron
Annette Bartolomucci
Downtown Partnership
With the Tustin Old Town Association
Restructuring to Participate
in the Main Street Program
A Report for the City of Tustin
From TOTA
September 5, 2000
Detailed TOC
SUMMARY
History of TOTA
National and California
Main Street Programs
2000-2001 Application
for Certification
Key Assumptions
Workplan and Budget
Appendices
TOTA
T~s?m OLd) Tow~ Assocnx?ION
635 E. First Street, #312
Tustin, California 92780
714.832.5232
Board of Directors
John Powers, President
Guy Silvers, Vice President
Greg Kelly, Secretary
Audrey Hereclia, Past President
Margit Aaron
Annette Bartolomucci
Executive Director
Sharon August Jones
COMMITTEES
Organization
John Powers, Chair
Greg Kelly
Leonard Nettles
Paul Berkman
Jim Draughon
Design
Guy Stivers, Chair
Audrey Heredia
Promotion
Merry Powers, Chair
Doug Dutton
Linda Jennings
The Tustin Old Town Association recognizes the unique and
varied economic interests and needs of Old Town business
and property owners and encourages sustained economic
growth through new development and revitali~ation while
maintaining the integrity of historic Old Town Tustin.
The Tustin Old Town Association (TOTA) is a non-profit
organization founded in 1997 by Old Town merchants,
property owners and city planners. Originally supported by
the City of Tustin and members of the TOTA board of
directors, the organization is now totally financially
dependent on members and supporters.-
TABLE OF CONTENTS
SUMMARY .................................................................................................................... 1
BACKGROUND ...................................................................................................... 1
HISTORY AND ANALYSIS OF TOTA .................................................................... 1
NATIONAL MAIN STREET PROGRAM ................................................................. 1
CALIFORNIA MAIN STREET PROGRAM .............................................................. 2
BENEFITS OF PARTIPATION ............................................................................... 2
FUNDING ............................................................................................................... 2
WHAT WE NEED FROM THE COUNCIL ............................................................... 3
MAIN STREET APPLICATION IDENTIFICATION SHEET ...................................... 4
HISTORY AND SELF-ANALYSIS OF TOTA ............................................................. 5
FOUNDING IN 1997 ............................................................................................... 5
LAST YEAR'S (1999-2000) ACCOMPLISHMENTS ............................................... 5
GOALS FOR 2000-2001 ........................................................................................ 6
SWOT ANALYSIS .................................................................................................. 7
IN SUPPORT OF CITY'S ROLE ............................................................................. 8
THE NATIONAL MAIN STREET PROGRAM .......................................................... 11
WHAT IS THE MAIN STREET APPROACH TO DOWNTOWN REVITALIZATION? .......... 11
THE MAIN STREET PHILOSOPHY ..................................................................................... 11
WHY ARE MAIN STREETS IMPORTANT? ......................................................................... 12
WHAT THE MAIN STREET PROGRAM IS DOING IN AMERICA'S COMMUNITIES .... :... 13
THE 1999 NATIONAL REINVESTMENT STATISTICS ....................................................... 14
WHAT HAPPENED TO AMERICA'S MAIN STREETS? ...................................................... 15
THE ROAD TO CERTIFICATION ............................................................................. 17
BECOMING A CALIFORNIA MAIN STREET COMMUNITY ................................. 17
STEPS TO CERTIFICATION ............................................................................... 17
TRAINING INSTITUTE ......................................................................................... 17
ORGANIZATIONAL STRUCTURE ....................................................................... 18
FOUR COMMi~-FEES .......................................................................................... 18
STAFFING ........................................................................................................... 18
BUDGET .............................................................................................................. 19
THE NATIONAL CONNECTION .......................................................................... 19
APPLICATION AND FEE ..................................................................................... 19
ON-SITE ASSESSMENT ..................................................................................... 19
BENEFITS TO CERTIFICATION .......................................................................... 19
RESOURCE CENTER ......................................................................................... 20
2000-2001 APPLICATION FOR CERTIFICATION .................................................23
BENEFITS OF CERTIFICATION .......................................................................... 23
APPLICATION REQUIREMENTS ........................................................................ 23
THE REVIEW PROCESS ..................................................................................... 26
TIMELINES FOR 2000-2001 PROGRAM ............................................................. 27
THE TEN CERTIFICATION CRITERIA ................................................................ 27
KEY BUDGET ASSUMPTIONS ................................................................................ 35
WORKPLAN ............................................................................................................... 36
2000-2001 ............................................................................................................ 36
2001-2002 ............................................................................................................ 37
2002-2003 ............................................................................................................ 38
PROPOSED THREE-YEAR BUDGET ..................................................................... 39
SCHEDULES ....................................................................................................... 40
APPENDICES ............................................................................................................. 42
MAP OF THE TUSTIN OLD TOWN BUSINESS AREA ........................................ 43
EXECUTIVE DIRECTOR JOB DESCRIPTION .................................................... 44
CALIFORNIA MAIN STREET FUNDING SURVEY ....................................... 46
CALIFORNIA MAIN STREET 2000-2001 APPLICATION ............................... 49
ROAD TO REVITALIZATION, OCTOBER 3~- 6m ........................................ 54
NATIONAL MAIN STREET TRENDS ......................................................... 58
SUMMARY
BACKGROUND
This report is intended as a comprehensive background document for the
City of Tustin to answer questions about the National Main Street
Program, about the motivations of the Tustin Old Town Association
('I'OTA) in seeking to join that program, about our underlying assumptionS,
and about the proposed activities of TOTA during the first three years'
participation, with emphasis on year one.
We have purposely been very conservative in our planning and intended
accomplishments, preferring to set and reach realistic goals. Our
aspirations are more aggressive.
HISTORY AND ANALYSIS OF TOTA
Founded in 1997 through the cooperative efforts of the City and local
stakeholders, the Tustin Old Town Association represents business and
property owners in the center of the original 1,300 acres founded by
Columbus Tustin in 1868.
The mission of the Tustin Old Town Association is the sustained economic
growth of Old Town business area through new development and
revitalization. At the same time, TOT^ wishes to maintain the integrity of
historic Old Town. (See the Business District Map in the Appendices.)
o During the 1999-2000 fiscal year, TOT^ became totally self-supporting.
Through information provided by speakers, attendance at conferences,
and our own self-inspection, TOTA has made a decision to pursue the
National Main Street program as a means to become more effective in
fulfilling its mission to enhance the Old Town Tustin commercial area.
NATIONAL MAIN STREET PROGRAM
Operated by the National 'Trust, the Main Street Program has successfully
guided 1,600 old towns to revitalization applying its four point approach:
Design, Promotion, Economic Restructuring and Organization.
With a strong historic preservation emphasis, the Main Street program
embraces the concept that places like Old Town Tustin are symbols of the
economic health, local quality of life, community pride, and respect for
history.
From an economic perspective, Main Streets are good incubators for
small businesses and are a key element in professional recruitment,
business occupancy rates in surrounding areas, and the valuation of
nearby residential areas.
CALIFORNIA MAIN STREET PROGRAM
The Main Street program is administered in California by the State Trade
and Commerce Agency, which qualifies programs through its certification
process.
For the Tustin Old Town Association to participate, it must fulfill
administrative requirements, including organizing its operations in
accordance with the four-point program. It must have two members
graduate from the CA Main Street Training1. The association is obliged to
hire a full time executive director2. The program mandates that the city
and the local association (TOTA) have a strong partnership.
BENEFITS OF PARTIPATION
With acceptance into this program comes training, networking, use of
Main Street resource center, marketing support, and consultation. In
short, it means help from the cities who have been the most successful in
revitalizing their old downtowns.
Revitalization successes typically seen in the 1,600 certified Main Street
programs nationally are numerous and are described herein. An
important summary statistic: for every $1 spent to operate the local Main
Street program, $38.34 ends up being reinvested into the community.
FUNDING
We found three rationalizations for our proposed funding model:
Advice from the California Trade and Commerce Agency is that successful
local efforts have a business improvement district (BID) plus matching
funding from the city.
] Since Chrisitine Shingleton, Assistant City Manager, has already taken this training, it is likely that we
will be required to train only one addional member.
2 The full time executive director does not need to be in place for us to apply for the program.
HISTORY AND SELF-ANALYSIS OF TOTA
FOUNDING IN 1997
Originally founded in 1997 through the desires of several local property owners
and funding from the City of Tustin, the Tustin Old Town Association ('I'OTA) is
now a totally self-sufficient group, consisting of business and property owners,
city staff and many important loyal supporters. The City arranged for the
incorporation of the organization and committed to multi-year funding. Although
the City granted outright the initial amount of $15,000, the follow on funding did
not materialize.
City staff, under the leadership of Christine Singleton, who had participated in the
Main Street training, conceived the structure of the organization. Therefore, it is
not surprising that no changes to the corporate structure or by-laws are needed
to pursue the California Main Street Program.
Members are clearly committed to the preservation and economic enhancement
of our little patch of commerce in the center of the original 1,300 acres founded
by Columbus Tustin.
The Tustin Old Town Association is committed to the business enhancement,
design, improvement, promotion, marketing, and resource development of the
Tustin Old Town commercial area. TOTA also aspires to be a forum for issues
that will influence the character of the historical business district. To that goal,
the association board recently adopted the '/991 Tustin Old Town R/UDA T Study
and the resulting Charrette as the starting point for Design Guidelines for Old
Town. A TOTA July Design Workshop, involving all stakeholders, began the
process of identifying the unifying characteristics of Old Town. TOTA intends to
work towards design guidelines for the commercial area.
LAST YEAR'S (1999-2000) ACCOMPLISHMENTS
During the 1999-2000 fiscal year, the organization became entirely self-
supporting. The funds raised were used for insurance, telephone, program
(including the annual business meeting), and mailings. The group was able to
continue in business through the perseverance and the generous in-kind
contributions of members.
Additional accomplishments of the past year were -
l-V1 Maintained bi-monthly calendar, insurance, telephone.
I-Vi Conducted monthly business/board meetings.
I-V1 Had monthly speakers, field trips, mixers, or workshops.
I-Vi Provided monthly co-op ad with an Old Town calendar.
I--¢1 Published a membership directory.
E3 Maintained an Old Town database.'
[] Published an Annual Report.
[] Had an Annual Meeting.
~ Planned weekly breakfast workshops.
I-'¢1 Coordinated special event activities.
~ Gave street lighting enhancement proposal to the City of Tustin.
I-V1 Created a Tustin Old Town Restaurant and Business Directory.
[] Provided a diagonal-parking public review.
I-V1 Gave input to the City of Tustin on Utt Juice Building,
Ambrose Lane, and the Water Company redevelopment.
The most important accomplishment this last year was learning more about the
benefits of the Main Street program from speakers and by attending conferences.
The TOTA board contacted National and State offices administering the program
and studied the proposal to get involved.
GOALS FOR 2000-2001
The specific program for TOTA is outlined in the Workplan section. The general
goals of each of the four committees are:
Organization: Become integrated with the Main Street Program.
Desiqn: Develop Design Guidelines for the Tustin Old. Town commercial area
and have the Guidelines accepted by the Cultural Resources Advisory
Committee for the City of Tustin. Actively contribute city forums to make the
guidelines effective.
Promotion: Conduct five special events or fundraisers during 2000-2001 which
will 'both raise awareness of Old Town in surrounding communities and add
$3000 to the revenue. At the same time, create a three-year plan for events,
investing $3000 as groundwork for those future activities.
The major special project of the Promotion committee will be to create an easily
updateable Old Town brochure, featuring the businesses and attractions within
Old Town and see that the brochure is distributed in all Old Town businesses, the
historical society,-the city offices, local libraries and chambers.
Economic Restructurinq: The Economic Development committee will not be
active in 2000-2001.
SWOT ANALYSIS
At the same time that we looked to the future, we examined our strengths,
weakness, opportunities and threats
Strenaths: By far, the strength of the organization is the common view of
members who visualize a special gathering place for Tustin residents, a place
that reflected Town and County, Home and Garden, a setting that cultivates
neighborly values. That view is captured in some of the most enchanting
businesses in Orange County. We continue to attract retailers who share that
value, like Flying Geese Fabrics, and Tustin House and Garden.
Weaknesses: Tustin Old Town is still far from the profile of a successful
downtown. We are also still far from the kind of Old Town management needed
to get it there. Volunteer staffing is not realistic from storeowners who
themselves must close their shops in order to take vacations or spend time with
their families3. Any paradigm that relies heavily on time taken from owners' focus
on their businesses, risks a deterioration of the Old Town itself. Indeed the
original work plan was fatally flawed in its heavy reliance on all volunteer
administration.
Threat: That fatal flaw has always resulted in near burn out of any TOTA
leadership. Such contributions by members as organizing the Golden Spike
Days, selling Ice Cream at the Concert in the Park series, and continued
membership campaigns, have proven too wearisome to keep our leadership.
Opportunities: What has kept members going is that view and hope that we
can leverage what we have all started - to make the entire district an
economically active, delightful place, for all to enjoy and profit from.
With hope and optimism, the Tustin Old Town Association Board of Directors
voted last in June to pursue Main Street certification. As a small downtown in a
medium-size city, our challenge further complicated by the fact that Tustin's Old
Town was never originally finished. The need for infill and development in the
Old Town character puts special emphasis on the requirement for a continued
close relationship with the city. The benefits and professional skills that will come
from participation in the Main Street program will help us to play better partners
with Tustin in furthering our mutual vision.
Sponsored by the National Trust and the State of California Trade and
Commerce Agency, the program has successfully guided 1,600 historic
downtowns in the U.S. to revitalization. We want to be one of those successful
downtowns. By taking advantage of the Main Street program, TOTA, through
3 To be realistic, many of our business are both thinly funded and suffer from the lack of street activity.
resources and networking, will have nation-wide access to savvy hard learned by
other communities
Through their experience with the previous 1,600 case studies, the Main Street
leadership has determined that an association like TO TA will not be allowed to
participate in the program without having a strong partnership with the City.
IN SUPPORT OF CITY'S ROLE
Old Town Tustin is a unique setting in Orange County. There are few authentic
Old Towns in the area: San Juan Capistrano, Orange, Fullerton, Brea, and
Santa Ana. Our Old Town makes us feel special, grounded in history, and
reverent of community. It is a gift given to us that separates us from the flow of
developments all around.
A vital Old Town means a stronger tax base, an incubator for new small
business, a place of entertaining retail establishment, a wonderful gathering spot
for civic forum, a magnet for professionals and business who might locate
nearby, and it even means being a tourist destination.
In the case of Tustin, continued revitalization Old Town and the health of the Old
Town residential area is key to withstanding encroachment of deterioration
evident in East Santa ^na.
Located in the central heart of Orange County at the intersection of two central
arteries, Interstate 5 and the Newport Freeway, already has a wide draw for the
anchor businesses, like Gary's, Rutabegorz, the McCharles House and others.
Among the goals of TOTA is to stimulate cross patronage among the anchor
businesses and to encourage visits to non-anchor stores. If TOTA and the city
are successful, we have the potential of fitting into the successful pattern of Old
Towns that participate in the Main Street Program, where the Ratio of
Reinvestment into the Community4, the average number of dollars generated in
each community for every dollar used to operate the local Main Street program,
has been $38.34 reinvested for every $1 spent.
But we don't really want to "join" in the program -- we want it to guide us towards
success. According to Ellen Fishman, who coordinates Certification for the
California Main Street Program, the funding profile of successful cities
incorporates a BID with matching funds from the city.
,.:.:.'...?
4 The REINVESTMENT RATIO measures the amount of new investment that occurs, on average,
for every dollar a participating community spends to support the operation of its Main Street
program, based on average annual program costs reported to the National Trust's National
Main Street Center by statewide and citywide Main Street programs.
Another reason for having a BID in place is that the current membership is
attempting to service the entire TOTA area specified in its by-laws. Gaining
membership has been steady but slow, strained by the challenge of new,
changing, and marginal tenants. During the past year, the committed subsidized
those who do not yet have the resources or motivation. A BID would equalize
the burden of servicing the entire Old Town business area.
We propose that the BID simply be in the amount of the current business
licenses within the district. Since this amount is likely Iow due to City of Tustin
policy, we expect that many committed members will voluntarily "upgrade" their
contribution (and obtain the recognition for doing so).
Consequently, TOTA proposes that the city contribution match the BID amount,
plus the voluntary dues from regular members. (The City would not be asked to
match the dues from non-voting members.) During the 2000-2001 fiscal year, the
city would only contribute the estimated amount of the BID, since the BID is not
planned to be established until the Spring.
Related to the topic of funding, during 1999, the California Trade and Commerce
conducted a survey of California Main Street programs. (See Appendices.) The
average source of funding among the 26 cities that participated was City
Government (28%), BID Fees (20%), and Misc. Fundraisers, Donations, Special
Events (52%).
Grants
Donations
5%
Membership ~
Fees
3%
Other
City
Contribution
27%
Program BID Fees
Re~nues 20%
35%
California Main Street Budget Survey 1998-1999
The average operating budget for a California Main Street program was reported
by the agency as $185,000. The recommended minimum budget is $150,000 for
mid-sized cities.
Survey results5 showed the combination funding plus BID ranged from $21,085
to $225,000. Budget size was only roughly related to the population of the city
as the following chart shows.
Main Street Survey
n=22
$450,000
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
0 100,000 200,000 300,000 400,000 500,000
Population of City
TOTA plans to gradually work toward the funding of a fulltime executive director.
When that happens, the goal is to have proceeds from fundraising and other
donations reach 50 percent of the total budget. ,As the program succeeds, it may
be possible to increase the BID assessment, allowing the executive director to
focus more on special events, rather than securing his/her salary.
Only two cities (Berkeley and Porterville) did not have a contribution from the city
government. In both of those cases, a BID assessment was very large, providing
between 85-91% of the budgets for the associations.
Compared to other cities that have taken this road, the contribution we ask of the
city is very modest. Some say too modest to be effective. In time, as we go
through trainings and learn from experience, we will likely want to restructure
again. However, we favor our proposal at this time because (1) it provides an
appropriate engagement between the city and the association, (2) it will have no
financial impact on the not-yet-committed in the Old Town commercial area, and
(3) it provides us with a starting point for sustained operation.
Not all California Main Street Programs participated in thc survey.
10
THE NATIONAL MAIN STREET PROGRAM
The information in this section was provided by
The National Main Street Center of the National Trust for Historic Preservation
1785 Massachusetts Avenue, N.W.
Washington, DC 20036
Phone: 202/588-6219
Fax: 202/588-6050
WHAT IS THE MAIN STREET APPROACH TO DOWNTOWN
REVITALIZATION?
The Main Street program's success is based on a comprehensive strategy of
work, tailored to local needs and opportunities, in four broad areas, called the
Main Street Four Point Approach:
Design: Enhancing the physical appearance of the commercial district by
rehabilitating historic buildings, encouraging supportive new construction,
developing sensitive design management systems, and long-term planning.
Organization: Building consensus and cooperation among the many groups and
individuals who have a role in the revitalization process.
Promotion: Marketing the traditional commercial district's assets to customers,
potential investors, new businesses, local citizens and visitors.
Economic Restructuring: Strengthening the district's existing economic base
while finding ways to expand it to meet new opportunities - and challenges from
outlying development.
THE MAIN STREET PHILOSOPHY
The National Main Street Center's experience in helping communities bring their
downtowns back to life has shown time and time again that the Main Street Four
Point Approach succeeds only When combined with the following eight
principles:
.
Comprehensive: A single project cannot revitalize a downtown or
commercial neighborhood. An ongoing series of initiatives is vital to build
community support and create lasting progress.
]!
.
Incremental: Small projects make a big difference. They demonstrate that
"things are happening" on Main Street and hone the skills and confidence
the program will need to tackle more complex problems.
.
Self-Help: Although the National Main Street Center can provide valuable
direction and hands-on technical assistance, only local leadership can
initiate long-term success by fostering and demonstrating community.
involvement and commitment to the revitalization effort.
.
Public/private partnership: Every local Main Street program needs the
support and expertise of both the public and private sectors. For an
effective partnership, each must recognize the strengths and weaknesses
of the other.
.
Identifying and capitalizing on existing assets: One of the National
Main Street Center's key goals is to help communities recognize and
make the best use of their unique offerings. Local assets provide the solid
foundation for a successful Main Street initiative.
6. Quality: From storefront design to promotional campaigns to special
events, quality must be the main goal.
-..
':::'-'i"
.
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.
o
Action-oriented: Frequent, visible changes in the look and activities of
the commercial district will reinforce the persepction of positive change.
Small, but dramatic improvements early in the process will remind the
community that the revitalization effort is under way.
WHY ARE MAIN STREETS IMPORTANT?
Main Street advocates are commonly asked by city governments and
businesses, "Why should we invest in downtown?" In response, the National
Trust has given us a few reasons why our Old Town is an important and
worthwhile investment in the economic health and quality of life in Tustin.
Main Street is a symbol of community economic health, local quality of life, pride,
and community history. These are all factors in industrial, commercial and
professional recruitment.
A vital Main Street retains and creates jobs, which also means a stronger tax
base. Long-term revitalization establishes capable businesses that use public
services and provide tax revenues for the community.
Main Street is also a good incubator for new small businesses - the building
blocks of a healthy economy. Strip centers and malls are often too expensive for
new entrepreneurs.
A vital Main Street area reduces sprawl by concentrating retail in one area and
uses community resources wisely, such as infrastructure, tax dollars and land.
A healthy Main Street core protects property values in surrounding residential
neighborhoods.
The traditional commercial district is an ideal location for independent
businesses, which in turn:
· Keep profits in town. Chain businesses send profits out of town.
· Supports local families with family-owned businesses
· Supports local community projects, such as ball teams and schools
· Provides an extremely stable economic foundation, as opposed to a few
large businesses and chains with no ties to stay in the community
A revitalized Main Street increases the community's options for goods and
services: whether for basic staples, like clothing, food and professional services
or less traditional functions such as housing and entertainment.
Main Street provides an important civic forum, where members of the community
can congregate. Parades, special events and celebrations held there reinforce
intangible sense of community. Private developments like malls can and do
restrict free speech and access.
Many Main Street districts become tourist attractions by virtue of the character of
buildings, location, selection of unique businesses, and events held there.
WHAT THE MAIN STREET PROGRAM IS DOING IN AMERICA'S
COMMUNITIES
Since 1980, the National Main Street Center has been working with communities
across the nation to revitalize their historic or traditional commercial areas.
Based in historic preservation, the Main Street approach was developed to save
historic commercial architecture and the fabric of American communities' built
environment, but has become a powerful economic development tool as well.
The Main Street program is designed to improve all aspects of the downtown or
central business district, producing both tangible and intangible benefits.
Improving economic management, public participation, and making downtown a
fun place to visit are as critical to Main Street's future as recruiting new
businesses, rehabilitating buildings, and expanding parking. Building on
downtown's inherent assets - rich architecture, personal service, and traditional
values and most of all, a sense of place - the Main Street approach has
rekindled entrepreneurship, downtown cooperation and civic concern. It has
earned national recognition as a practical strategy appropriately scaled to a
community's local resources and conditions. And because it is a locally driven
program, all initiative stems from local issues and concerns.
THE 1999 NATIONAL REINVESTMENT STATISTICS
The Main Street program has been incredibly successful, making it one of. the
most powerful economic development tools in the nation, even though it focuses
on historic preservation and retaining community character. These statistics are
tracked from 1980 to date and reflect activity in over 1,600 communities:
The total amount of public and private reinvestment in Main Street
communities is $12.8' Billion
Average reinvestment per community6:$8,454,000
Number of net new businesses generated: 51,000
Number of net new jobs generated: 193,000
Number of building rehabilitations: 62,000
The Ratio of Reinvestment into the Community7: the average number of
dollars generated in each community for every dollar used to operate the
local Main Street program: $38.34 reinvested for every $1 spent
The AVERAGE REINVESTMENT PER COMMUNITY reflects investment in communities, which
have recently begun commercial district revitalization programs as well as those, which have
been actively involved in Main Street for more than a decade. In addition, it includes
investment in communities of all sizes and in all parts of the country. For these reasons,
communities should be extremely cautious in using it as a benchmark for local performance.
? The REINVESTMENT RATIO measures the amount of new investment that occurs, on average,
for every dollar a participating community spends to support the operation of its Main Street
program, based on average annual program costs reported to the National Trust's National
Main Street Center by statewide and citywide Main Street programs.
]4
Average program length, to date: 5.70 years
Average cost per job created: $1,880
Average cost per business created in a main street district $7,100
WHAT HAPPENED TO AMERICA'S MAIN STREETS?
Before World War II, Main Street was the community's primary commercial hub.
Downtown buildings usually had several tenants - typically a ground-floor retailer
and, frequently, several upper-floor offices or apartments; together, these tenants
provided enough rent for property owners to keep their buildings in good
condition. The presence of the post office, library, banks and local government
offices added to the steady flow of people downtown. Not only was Main
Street the center of the community's commercial life, it was also an important part
of its social life; people thronged the streets on Saturday nights to meet friends,
see a movie and window-shop.
In the past 40 years, America's downtowns have changed drastically. The
creation of the interstate highway system and subsequent growth of suburban
communities transformed the ways in which Americans live, work and spend
leisure time. With improved transportation routes, people found it easier to travel
longer distances to work or shop. Roads that once connected neighborhoods to
downtown now carried residents to outlying shopping strips and regional malls.
Throughout the nation, in town after town, the story repeated itself. Downtown
businesses closed or moved to the mall, shoppers dwindled, property values and
sales tax revenues dropped. Some downtowns sank under the weight of their
own apathy. Neglected buildings, boarded-up storefronts and empty, trash-
strewn streets gradually reinforced the public's perception that nothing was
happening downtown, that nothing was worth saving there.
People forgot how important their downtown and its historic commercial buildings
were in reflecting their community's unique heritage.
In many community's downtown merchants and property owners, tried to halt this
spiral of decline by imitating their competition - the shopping mall. Their attempts
to modernize downtown take the forms of pedestrian malls, covering traditional
building fronts with aluminum slipcovers, and attaching huge, oversized signs on
their buildings to attract attention. These well-meaning but usually ineffective
methods did not stabilize downtown's decline, mostly because they did not
address the fundamental problem - that businesses did not change when
the market did, and that people did not see the downtown as a destination for
shopping any more. With the economic boom of the 1980s, Main Street also saw
increased development occurring outside traditional areas, and the issue of
"sprawl" with its uncontrolled growth and cookie cutter architecture that reflected
]5
neither a sense of place nor a sense of pride, an became an issue that most
communities contend with today.
Facing these issues, over 1,600 communities have adopted the Main Street
approach in the past ~16 years to look again at Main Street, their heart of the
community, to save its historic buildings, to revive its commercial core, to
strengthen business, to control community-eroding sprawl, and keep a sense of
place and community life in America.
THE ROAD TO CERTIFICATION
The information in this section was provided by the State Department of Trade
and Commerce, which administers the Main Street program within the State of
California. Ellen Fishman (efishman~,commerce.ca..qov) is the coordinator for
the certification program and has been TOTA's contact.
California Main Street Program
Trade and Commerce Agency
801 K Street, Suite 1700
Sacramento, CA 95814
(916) 327-3113
http://commerce, ca.gov/mainstreet
BECOMING A CALIFORNIA MAIN STREET COMMUNITY
A certified California Main Street Community makes a long-term commitment to
pursue and achieve excellence in the comprehensive revitalization of its
downtown or neighborhood commercial district. It uses a collaborative model of
governance to bring together all who have a stake in the revitalization process. It
pursues a healthy and productive small business environment. It generates jobs
and develops businesses. It enhances the region's tourism potential. It beautifies
the physical environment. It improves the local economy. It trains existing and
future leaders in a wealth of leadership skills. It serves as an inspiration to
communities throughout the state.
STEPS TO CERTIFICATION
Over 60 California communities (1,600 nationwide) have embraced the "tried-
and-true" Main Street Approach to Revitalization. Tustin Old Town can join this
prestigious group of communities through the California Main Street Certification
Program. To become a certified community, Tustin must meet a stringent set of
criteria to receive and maintain its status as a member of the California Main
Street network. Once we are designated, Tustin Old Town receives a wide range
of benefits designed exclusively for network c°mmunities.
TRAINING INSTITUTE
Certification as a California Main Street Community requires graduation from the
California Main Street Training Institute's, introductory workshop.. Main Street:
The Roadrnap to Revitalization is a four-day intensive training designed to each
community on the "nuts and bolts" of revitalization.
]7
ORGANIZATIONAL STRUCTURE
The Tustin Old Town Association (TOTA) may continue to use its current 501(c)6
non-profit corporate structure while at the same time we can receive technical
assistance from California Main Street regarding options and strategies for
organizational structure. The program requires that TOTA have an office and
that it be fully computerized, with current communications technology: voicemail,
fax, email and Internet capability. Our current budget does not address that
requirement.
FOUR COMMITTEES
We must establish four committees, which focus on each of the points:
Organization means getting everyone working toward the same goal. The tough
work of building consensus and cooperation among the groups that have an
important stake in the district can be eased by using the common-sense formula
of a volunteer-driven program and an organizational structure of board and
committees.
..
Promotion means selling the image and promise of Main Street to all prospects.
By marketing the district's unique characteristics to shoppers, investors, new
businesses, and visitors, an effective promotion strategy forges a positive image
through advertising, retail promotional activity, special events, and marketing
campaigns.
Design means getting Main Street into top physical shape. Capitalizing on its
best assets-such as historic building and traditional downtown layout-is just part
of the story. An inviting atmosphere created through window displays, parking
areas, signs, sidewalks, streetlights, and landscaping conveys a visual message
about what Main Street is and what it has to offer.
Economic Restructuring means finding a new purpose for Main Street's
enterprises. By helping existing businesses expand 'and recruiting new ones to
respond to today's market, Main Street helps convert unused space into
productive property and sharpens the competitiveness of business enterprises.
STAFFING
TOTA will be required to hire a full-time executive directors who should be paid
at a salary commensurate with professional economic development work and
s Applications from communities with populations of 5,000 or less may be accepted with at 'least a
half-time executive director.
provided with an appropriate benefits package. (See Job Description for
Executive Director in the Appendices.)
BUDGET
Funding comes from local sources. California is like elsewhere where typical
funding sources include local government, often redevelopment monies; property
and/or business improvement district fees; revenues from special events;
membership dues; corporate sponsorship; grant funds from private and corporate
foundations; and in-kind donations. (See California Main Street Funding Survey
in the Appendices.)
THE NATIONAL CONNECTION
Main Street utilizes a strong national-state-local partnership to teach us how to
establish a local public-private economic development program. All certified
California Main Street communities must be members of the National Main Street
Center. Membership benefits include monthly issues of the national newsletter,
networking functions, and discounts on revitalization products and conferences.
APPLICATION AND FEE
Applicants for certification must submit an application to California Main Street in
order to receive designation. A $500 fee must accompany our application.
ON-SITE ASSESSMENT
A team of revitalization experts will visit Tustin for a one-day assessment to
ascertain our readiness to launch a local Main Street program.
BENEFITS TO CERTIFICATION
An official Califomia Main Street Community becomes a member of the California
Main Street network and receives access to services designed exclusively for
certified communities. These services include:
Network meetings, training and networking conferences held twice each
year.
· Specialized network training, on a variety of revitalization-related topics.
· Scholarships, to state and national training events.
· Awards, to honor the best and the brightest.
· Califomia Travel Map, delineating network cities.
· California Celebrations, a calendar of annual special events held
throughout the state, with Main Street events specifically designated.
· Reference library, a collection of books, manuals, and reports available on
loan.
· Program activities calendar, a listing of network related activities and
events.
· Main Street Bulletin, quarterly information piece of current revitalization
news.
· Trade show booth, loaned for marketing local programs.
· Email networking, weekly email communication on up-to-the-minute
revitalization information.
· Waiver or discount of fees on all California Main Street products or
services.
· "Stuff" mailings, a quarterly compilation of revitalization information
available on fax demand
· Grant funding, when secured by the state program, for specific
revitalization projects.
RESOURCE CENTER
The Resource Center is the information engine of California Main Street. With
over a decade of revitalization experience, the state program has amassed a
wealth of information, contacts and resources to assist us in the revitalization of
Tustin Old Town. The center provides on-demand educational, research and
referral services to local revitalization organizations throughout California. In
addition, the center delivers services to certified California Main Street
communities to strengthen the state's existing network of model programs.
From the beginning of our revitalization process, to the re-tooling our on-going
effort or when implementing our certified Main Street program, the California
Main Street Resource Center will help us address our challenges. The Resource
Center offers the following products and services:
Telephone Consu!tation~ Referral and Research: Since its creation in
1985, California Main Street has accumulated a wealth of revitalization
knowledge. The resource files are chock full of answers to revitalization
questions. And, if they don't know the answer, they probably know who
does by utilizing their well-developed network of local, regional, state and
national contacts to connect us with the technical knowledge that leads to
success.
Newsletter: The quarterly newsletter of California Main Street, Street
Beat delivers news from the revitalization front: about state-of-the-art
revitalization strategies, national trends, state and national legislation
2O
which could affect Tustin. It also covers training opportunities. Street Beat
routinely features the outstanding achievements by our certified California
Main Street communities, giving a firsthand view of Main Street at work in
districts throughout the state.
Web Site: The information superhighway runs right down Main Street.
The Web site has basic information on California Main Street and the
Four-Point Approach; and order forms; links to local Main Street
programs, as well as regional, state and national revitalization-related
organizations; postings of revitalization jobs available; success stories
showing Main Street at work; and issues of Street Beat.
The Four-Point Library: The Four-Point Library is an extraordinary
collection of sample documents created and used by revitalization
programs just like ours, everything from design guidelines and business
directories to job descriptions and customer surveys.
Audio Visual Lendinq Library: Audio visual materials are available for
rent. Slide shows and videos on the Main Street Approach and other
revitalization-related topics can be used to educate, convince and
enlighten our stakeholders.
Publications: California Main Street publishes a number of items to
support Main Street efforts.-
The Main Street Approach, a fact sheet explaining the four points
and eight guiding principles of Main Street.
Developing Downtown Design Guidelines, demystifying the process
of developing guidelines for your district.
Revitalization Resource Directory, compilation of consultants and
organizations providing revitalization related products and services.
Economic Development at the Grassroots, linking revitalization to
local community colleges.
Main Street Success Stories, compilation of activities of certified
California Main Street communities.
Downtown Datebook, listing of revitalization-related training events.
Resource Center Benefits for Certified California Main Street
Communities: The following California Main Street Resource Center
products and services are available to the certified communities, which
comprise the California Main Street Network:
Network meetings, training and networking conferences held twice
each year.
Specialized network training, on a variety of revitalization-related
topics.
Scholarships, to state and national training events.
Awards, to honor the best and the brightest.
California Travel Map, delineating network cities.
California Celebrations, a calendar of annual special events held
throughout the state, with Main Street events specifically
designated.
Reference library, a collection of books, manuals, and reports
available on loan.
Program activities calendar, a listing of network related activities
and events.
Main Street Bulletin, quarterly information piece of current
revitalization news.
Trade show booth, loaned for marketing local programs.
Email networking, weekly email communication on up-to-the-minute
revitalization information.
Waiver or discount of fees on all California Main Street products or
services.
"Stuff" mailings, a quarterly compilation of revitalization information
available on fax demand
Grant funding, when secured by the state program, for specific
revitalization projects.
?-2
2000-2001 APPLICATION FOR CERTIFICATION
California Main Street's purpose is to provide a model system of programs,
services and activities through which communities can build their capacity to
initiate and sustain their own permanent, revitalization programs that utilize the
proven principles and strategies of the Main Street Approach.
A Certified California Main Street Community makes a long-term commitment to
pursue and achieve excellence in the comprehensive revitalization of its
downtown or neighborhood commercial district. It uses a collaborative model of
governance to bring together all who have a stake in the revitalization process. It
pursues a healthy and productive small business environment. It generates jobs
and develops businesses. It enhances the region's tourism potential. It beautifies
the physical environment. It improves the local economy. It trains existing and
future leaders in a wealth of leadership skills. It serves as an inspiration to
communities throughout the state and the country.
BENEFITS OF CERTIFICATION
Certification as a California Main Street Community provides national and
statewide visibility to local Main Street programs that fully utilizes Main Street's
four-point approach and eight guiding principles and that continue to evolve
organizationally to meet new challenges. Certified California Main Street
Communities become members of the California Main Street network and
receive access to services designed exclusively for certified communities.
Benefits include: network meetings, trainings and conferences; proposal writing
and grant funding when secured by the State program for specific revitalization
projects; grant seeking assistance; in-depth research projects to find the answers
you need to succeed; scholarships to state and national events; awards to honor
the best and the brightest; California Celebrations, an annual tourism calendar of
special events in California with Main Street events specifically designated;
reference library of books, manuals an reports available on loan; audio-visual
lending library, a collection of slide shows and video available on loan; trade
show booth loaned for marketing local programs; program activities calendar
listing network-related activities and events; e-mail networking; and a members
only web site filled with local, state and national Main Street information. On-site
consultation is also available at discounted network member rates.
APPLICATION REQUIREMENTS
California Main Street's application requirements are designed to identify
communities that will work effectively to revitalize their downtown and/or
neighborhood commercial district. A desire to provide the greatest social,
community and economic returns consistent with long-standing Main Street
"guiding principles" and practices guide California Main Street's policies and
criteria.
On behalf of its downtown or neighborhood commercial district, any California
community may apply to the California Trade and Commerce Agency to receive
designation as a Certified California Main Street Community. A local government
collaborates with a community organization such as a downtown business
association, revitalization organization, chamber of commerce, or 501(c)(3) non-
profit corporation to jointly complete the application process and submit an
application fee.
Contents of Applications
1. Cover letter (2 page maximum) from applicant.
2. Three letters of recommendation---one from the city manager and two from
community organizations describing applicant's capacity to lead the Main
Street organization for this community. If the applicant is an existing
organization instead of a newly created Main Street organization (i.e., chamber
of commerce or downtown association), one letter must be from said
organization and address how the Main Street program will be organized to
operate independently within the parent organization.
3. Application Identification Sheet including commitment of funding submitted by
local city government or county for non-incorporated areas.
4. Copy of graduation certificate from California Main Street Training Institute's
Roadmap to Revitalization. Roadmap will be held on October 3-6, 2000, at the
Waterfront Plaza Hotel in Oakland. At least two members from each
community, one Board/applicant member and one city/government
representative shall participate in the training.
5. Check made out to California Main Street for $500 to help defray the costs
associated with the On-Site Review.
6. Five (5) copies of a Main Street Board Member Manual, which should be
organized by the 'four-points' of the Main Street approach and submitted in
binders. If information is missing, provide an explanation. The purpose of the
Manual is to provide your Board members with a document that will serve as a
reference guide to the Main Street program. The information contained in the
Manual should provide any Main Street Board Member with detailed
information to assist them in making informed decisions regarding your
program.
Contents of the Main Street Board Member Manual
Pages Pts
Title Page 1
Acknowledgments Page 1
Economically Distressed Community (optional) 2-3 10
24
One goal of the program is to address downtown commercial
revitalization needs in rural and urban communities that are
economically distressed throughout California. Describe why
receiving the Main Street designation will positively affect areas
that suffer economic distress, such as: high unemployment and
underemployment; Iow income, persistent and concentrated
poverty, or negative economic changes due to restructuring or
relocation of industry or closure of military installations.
Organization 40
History of area 2
Reason for seeking certification as a California Main Street1
Community
Legal status of organization and capacity to lead the local Main 2-3
Street program, including a description of any existing
BID/PBID and how a diversified Main Street Board will be
incorporated into the existing organizational structure.
List of board members (actual or proposed) & brief profiles of actual
each (2-3 sentences each)
Boardmember roles and responsibilities 1
List of 4-Point committee members and volunteers actual
Executive Director job description (and resume if already hired) actual
Vision statement and mission statement 1
Copy of full work plan (if available) or proposed activities for actual
first year actual Current or proposed budget for the Main Street
program including an explanation of how BID/PBID fees can be
targeted toward Main Street programs
Summary of income and expenses for past 3 years (if actual
available)
Copy of bylaws of organization or operating rules actual
Copy of Internal Revenue Service letter granting non-profit actual
status (if available)
Design actual 20
Map of proposed "Main Street district" with the following
marked: historic buildings, public spaces, first floor commercial
space, second floor uses, district anchors, location and dates
of recent fa(;ade renovations; location and cost of construction
and public improvement projects in the district and source of
funds for the past three years. List total number of businesses
and total number of commercial buildings in district.
Promotion actual 15
Twelve-month calendar of promotional activities (proposed or
?.5
actual)
Copies of past three newsletters (if available)
Downtown merchant directory (if available)
Economic Restructuring actUal 25
Map with competitive commercial area outlined (prefer 1 mile
radius, not greater than 5)
Summary of trade area (Main Street district) demographics
(ethnic composition, unemployment rate,
median household income, median home price)
Table of sales tax revenues (past 3 years)
Table of ten largest employers in the district with approximate
number of employees
Table of types of businesses in the district by SIC codes (3-
digit and 5-digit)
(-:'-:.' 7"
The Review Process
The first step in the Review Process is to determine if all six application submittal
requirements have been met. If any of the required elements are missing, the
application will not be accepted. Once the application has been accepted, the
Board Member Manual will be reviewed and scored by a Certification Review
Panel. The Manual will be scored based on the points listed on page 3 under
"Contents of Board Member Manual". The Certification Review Panel will consist
of California Main Street staff and other statewide and national leaders in the
historic preservation and economic development fields. The Manual will be
evaluated on how well it meets the first six of the ten-certification criteria
established by the National Main Street Center. The first six criteria must be met
by the time of application; the remaining four-certification criteria shall be met by
the date of certification or a date thereafter agreed upon by the parties. Please
review the attached "Ten Certification Criteria and Eight Guiding Principles"
thoroughly. This document provides basic information about what a Main Street
program is and what it does. ~'
While a complete Manual increases your likelihood of becoming a Certified
California Main Street Community, submission of an incomplete Manual will not
eliminate your application from consideration. However, prior to certification
being granted, all missing material shall be provided. For example, we
understand that not everyone will have a completed work plan at the time of
application, or will have hired an Executive Director. We welcome the opportunity
to provide guidance and technical assistance on these and other issues.
After completion of the Board Member Manual review, applicants with the
necessary six criteria completed will be scheduled for an On-Site Application
Review Visit. This visit will provide California Main Street the opportunity to
confirm its understanding of the district, the applicant and the challenges facing
your community. It will also provide your Board and community the opportunity to
ask questions of State program staff and gain a better understanding of the Main
Street program.
Timelines for 2000-2001 Program
July 28, 2000
October 3-6, 2000
January 31, 2001
March-April 2001
May-June 2001
June 30, 2001
July-Sept. 2001
Application Released on Internet Website
Attend Roadmap to Revitalization in Oakland
2001 Applications Due for 2000-2001 Cycle II
On-site Certification Reviews
Technical Assistance Provided to Applicants
California Main Street Awards Designation Status
City. adopts a resolution to accept Main Street
designation
The Ten Certification Criteria
1. Strong, broad-based public and private sector community support for
commercial district revitalization.
Background: At its best, a local Main Street program represents and involves a
coalition of organizations, agencies, businesses, and individuals from throughout
the community-not just those who own property or businesses in the commercial
district or have a direct economic tie to it, but all who are interested in the
community's overall health. Involvement by both the public and private sectors is
critical, as well. Neither sector can revitalize the commercial district without the
skills and vantage points of the other. Ideally, both sectors will participate in the
revitalization process by providing funding, leadership and ideas, and by
encouraging collaboration between existing programs to assist the revitalization
process. Broad involvement leverages the community's collective skills and
resources to maximum advantage.
Guidelines:
The Main Street organization will have the active participation of various
stakeholders at the committee and board levels, including: v' government
v~ civic groups
v' regional planning groups
v' community development organizations
v' realtors and property owners
v' consumers
v' business owners
27
,/ churches, temples, religious institutions
v' local industries
v' historic preservation organizations
v' financial institutions
v' school groups and students
v' transportation authorities
v' architects, contractors and developers
v' district and neighborhood residents
· / parking authorities
Participants will contribute financial, in-kind, and volunteer support to the
revitalization program.
Participants will look for and act upon opportunities to network with other
programs to further the Main Street revitalization efforts.
The organization will commit to an ongoing process for volunteer
recruitment, orientation and recognition, constantly refreshing its pool of
volunteers and involving new people and ideas.
2. A strong existing organization with an active board of directors, or
establishment of a 501(c)(3) non-profit organization.
Background: Main Street revitalization is an ongoing process of changing a
community's attitudes about its traditional commercial district (or districts). The
direct involvement of an active board of directors and committees is key to this
process. The Main Street executive director (or manager) is responsible for
facilitating the work of volunteers, not for single-handedly revitalizing the
commercial district. In some areas, local Main Street programs have been
· launched by other organizations, which have a broader agenda such as a
chamber of commerce or a community development corporation. ^ Main Street
program housed in such an organization has a better chance of long-term
success if it's focus is maintained on this particular purpose and if it's mission
statement, work plan, budget, and governing body remain distinct from that of the
larger organization.
Guidelines:
The board is a working board, not "figureheads."
Committees actively develop and implement the program's annual work
plan.
The Main Street organization has a dedicated governing body and its own
rules of operation or bylaws, even if the Main Street program is a part of a
larger organization.
The program provides ongoing training for board and committee
members.
3. Organizational vision and mission statements relevant to community
conditions and goals.
Background: A vision statement communicates the organization's long-term
hopes and intentions for the commercial district. ^ mission statement
communicates the Main Street organization's sense of purpose and overall
direction.
Guidelines:
Some revitalization programs begin with a vision statement; others
develop a vision statement after several years of work. At a minimum, the
Main Street organization shall have a mission statement in place,
reviewed annually and updated, if appropriate.
.-...-
4. Adequate operating budget with a diversified funding plan sufficient to
meet the future needs of the organization.
Background' To be successful, a local Main Street program must have the
financial resources necessary to carry out its annual and evolving program of
· work. The size of a program's budget will change as the program matures (in its
early years, it may need less money than in its growth years). Also, budgets are
likely to vary according to regional economic differences and community size.
Guidelines:
[] The Main Street program's budget will be adequate to achieve the
program's goals and cover all necessary expenses such as salary and
fringe benefits of staff, office expenses, travel, professional development
and committee activities.
[] The budget will be specifically dedicated for the purpose of revitalizing the
commercial district.
[] The dollar amount that is "adequate" for a program budget will vary_ from
region to region, depending on local costs of living, and may be different
for small-town, mid-size, and urban Main Street programs.
[] The average annual operating budget for California's thirty Main Street
cities is $185,000.
[] Recommended minimum operating budgets: small town programs
$40,000+ annually; mid-size community programs $150,000+ annually;
large city programs $200,000+ annually.
5. Commitment to ongoing training and educational programs for staff and
volunteers including California Main Street network meetings, annual
conferences, and the National Town Meeting on Main Street.
Background: To meet new challenges and ensure a strong organization, Main
Street program participants need ongoing training. Both staff and volunteers
need different skills in different phases of the revitalization process. As staff and
volunteer turnover occurs, new staff members and new volunteers will need
basic Main Street training. And, all program participants should stay current on
issues that affect traditional commercial districts and on new revitalization
techniques and models.
Guidelines:
The local Main Street program develops local leadership capacity through
mechanisms such as citywide, state, regional and national training
opportunities; making reference and training materials available locally;
and providing, conducting and attending training when appropriate, the
annual California Main Street Training Institute, annual orientation for
board members, and annual committee training.
· 6. Clear historic preservation ethic.
Background: Historic preservation is central to the Main Street program's
purpose. The historic buildings and public spaces of a traditional commercial
district enrich civic life and add value to the community. Developing a historic
preservation ethic is an ongoing process of education and discovery for a
community and for a local Main Street program. Main Street programs, which
have embraced a strong historic preservation ethic, are successful in saving,
rehabilitating, and finding new uses for traditional commercial buildings. These
programs have succeeded in intensifying the uses of the district's buildings
through both specific building improvement projects and through policy and
regulatory changes which make it easier to develop property within the
commercial district. Some Main Street programs purport to support preservation
values, but do not fully understand that preservation is an ethic, not just an
activity or group of actiVities. Historic preservation involves not only the process
of rehabilitating, restoring, or renovating older commercial buildings but also the
process of adopting planning and land use policies, which encourage full use of
existing commercial centers before new development takes place. It also
involves removing regulatory and other barriers, which sometimes make it
difficult to attract investment to historic commercial districts.
3O
Guidelines:
The program has (or is working towards putting in place) an active and
effective design management program, which may include financial
incentives, design assistance, regulatory relief, design review, education,
and other forms of management.
The program encourages appropriate building renovation, restoration and
rehabilitation projects.
The program works to find creative adaptive use, financing, and physical
rehabilitation solutions for preserving old buildings.
The program recognizes the importance of planning and land use policies
which support the revitalization of existing commercial centers and works
towards putting planning and land use policies in place which make it as
easy (if not easier) to develop property within the commercial district as it
is outside the commercial district.
Similarly, it ensures that financing, technical assistance and other
incentives are available to facilitate the process of attracting investment to
the historic commercial district.
The program builds public awareness for the commercial district's historic
buildings and for good design.
The program preserves a maximum of buildings and avoids demolition,
except in very rare cases as a last resort.
7. Comprehensive Main Street work plan with active standing committees
on the Four Points of the Main Street Approach.
Background: A comprehensive annual work plan provides a detailed blueprint for
the Main Street program's activities. It reinforces the program's accountability
both within the organization and also in the broader community and provides
measurable objectives by which the program can track its progress.
Guidelines:
~ The work plan will contain a balance of activities in each of the four broad
program areas that Comprise the Main Street approach: design,
promotion, economic restructuring, and organization.
~ The work plan will contain measurable objectives, including timelines,
budgets, desired outcomes, and specific responsibilities.
n The work plan will be reviewed, and a new work plan developed, annually.
r~ Ideally, the full board and committees will be involved in developing the
annual work plan. At a minimum, the full board will approve the annual
work plan.
r~ The work plan will distribute work activities and tasks to a broad range of
volunteers and program participants.
3]
8. Paid, profesSional full-time Main Street executive director.
Background: Coordinating a successful Main Street program requires a trained,
professional staff person. While Main Street executive directors come from a
broad range of academic and professional backgrounds, the most successful
executive directors are those who are good communicators, who can motivate
volunteers, and who have good project management skills. Being able to keep
the revitalization programs many activities moving forward on schedule and
within budget is also key. In most instances, the Main Street executive director's
position is full-time,(generally 40+ hours per week).
In small towns without the resources to hire a full-time executive director, a part-
time manager is usually acceptable (generally 20+ hours per week).
Guidelines:
The Main Street executive director will be paid a salary consistent with
those of other community development professionals within the city, or
region in which the program operates.
The minimum amount of time the Main Street executive director works
each week will be consistent with comparable Main Street programs.
The executive director will be adequately trained and will continue to learn
about revitalization techniques and issues affecting traditional commercial
districts.
9. Collection, understanding and reporting to California Main Street and
the National Main Street Center of baseline economic and other data
necessary to evaluate market position.
Background: Tracking reinvestment, job and business creation, and other
statistics provide tangible measurements of the local Main Street program's
progress and is crucial to garnering financial and programmatic support for the
revitalization effort. Statistics must be collected on a regular, ongoing basis.
Guidelines:
The program submits regular reports as specified by the California Main
Street program.
Baseline data shall include the following: net and gross new jobs, jobs
retained, net and gross new businesses, business retained, number of
building rehabilitation and new construction projects, dollars invested, .
number of public improvements projects, number of new housing units
created, number and value of property transactions, overall assessed -
value of property within the district and commercial rents.
10. Annual membership in the National Main Street Center.
Background: Participation in the National Main Street network connects local
programs to their counterparts throughout the nation, providing them with
valuable information and resources.
Guidelines:
Current standard-level membership in the National Main Street Network.
Training Institute and Annual Conference
Knowledge is power. The California Main Street Training Institute produces
workshops, seminars and conferences on a wide range of revitalization topics.
The institute's first enterprise is Main Street: The Roadmap to Revitalization, a
comprehensive workshop on commercial district revitalization and management
training that introduces communities to the essential "nuts and bolts" of the Main
Street Approach to Revitalization.
Main Street: The Roadmap to Revitalization will be held once every year in a
centralized. Reasonable registration fees are set so that every interested
community can attend. For those communities seeking designation as a
California Main Street Community, graduation from this workshop is one of the
criteria for certification. The Main Street: The Roadmap to Revitalization is a four-
day workshop.
Revitalizing Main Street
This session will introduce your community to the Main Street Approach to
Revitalization. You'll learn the basics of organization, promotion, design and
economic restructuring from talented experts in the revitalization field, including
executive directors of certified California Main Street communities.
Getting Organized on Main Street
In this session, we will learn how to develop a dynamic organization to house our
local Main Street program. In-depth information will be provided on funding, goal
setting and planning, public relations, volunteer management, nonprofit
Corporation formation and management, standing committees, partnerships and
board-staff roles.
Guiding Design. on Main Street
This session will explore the history and architecture of commercial buildings. We
will develop an understanding of high-quality building improvements,
33
preservation, economic development incentives, and streamlined permitting
process for small business development.
Promoting Main Street
Participants will learn how to produce major special events, promote individual
businesses, identify resources and support business clusters. This session will
also address promoting the district as a whole, and communicating the local Main
Street program's vision and achievements to the greater community.
Restructuring Main Street's Economy
This seSsion will prepare us in analyzing local markets, initiating a business
retention and expansion program, and establishing a business recruitment effort.
34
.
·
.,.
KEY BUDGET ASSUMPTIONS
.
The successful profile for a viable downtown organization includes a
Business Improvement District and a contribution from the city equivalent
to the BID.
2. in the 2000-2001, the city will contribute an amount equivalent to what
would be collected if a BID were in place.
3. The amount assessed via the BID will be what is currently in place for
business licenses.
4. A BID will be established by the beginning of the 2001-2002 fiscal year.
5. There will be a membership program wherein members can upgrade their
contribution level to patron or corporate, as is now in place.
.
The city will continue to fund the program when the BID is in place. Their
contribution will be equivalent to the voluntary and assessed (BID)
contributions from (voting) members.
.
There will be Special Events and Fundraisers. Most will be activities
within the Old Town area specifically designed to draw our target
customer, hence they will focus on town and country/home and garden.
The budget contains funds to seed new events. Special Events are
intended to draw our customers to Old Town. Fundraisers are intended to
focus on budget.
8. For budgeting purposes, we have been conservative on proceeds from the
special events. Most excess proceeds will be directed at funding a full
time executive director, but some will be reserved for publications.
9. Our ideal staffing paradigm is to have a full time executive director and a
part time city staff special events person working in support of TOTA. The
board of directors will set policy and provide strategic guidance to the
executive director.
10. An office for the Executive Director has not been addressed in the
budget. The current solution is a home/office situation or the donation of
office space
11.The workplan will be refined after the Main Street Training. The first year
is more detailed that years two and three.
35
WORKPLAN
2000-2001
Membership: Current membership level is sustainable or increases slightly. A
large percent of members will contribute at the patron level. We will obtain four
corporate level members. Three committees become active.
Publications: TOTA mails four newsletters per year, six calendars per year, and
up to 12 special notices per year to all businesses within the Tustin Old Town
defined area.
Program: TOTA will continue to have one business meeting per month and one
activity a month. Ideally, we will rotate among Mixers, Workshops, Speaker
Meetings, Training, and Field Trips.
Committee Support: Committee support is the highest in this and year two.
This will be for obtaining materials, attending workshops, and copying.
PromotionslFundraisers: Ideally, we would like to focus on four in 2000/2001.
An Art Walk with the Tustin Art League in both fall and spring, the opening of
Medrano's Grill, a Christmas event, another booth at the Promenade, and in the
spring, a Taste of Old Town Tustin, Jazz Festival, or a spring garden festival
(TBD).
Special Projects: Among suggestions have been signs for merchants, THANK
YOU FOR SUPPORTING OLD TOWN, special Tustin Old Town shopping bags,
a school children contest for a corporate seal design, etc.
Old Town Activities: Merchants and property owners would like to be actively
involved with all events held in Old Town to insure that the activities maximize
opportunities for Old Town merchants, and, like the Main Street parade and the
Christmas tree lighting, they draw the people to whom our businesses appeal.
Old Town Directory and Map: This publication would show the location of
businesses and historiCal places in Old Town. It Will be placed in merchants
stores, the Chamber, the Historical Society, and various public places within the
city. The purpose is to encourage foot traffic and street activity. It is hope that
with support from the city and some modest advertising revenues, that this
brochure can be given away free. Easily updateable, we hope that it will also
contain a community calendar.
Other City Support: TOTA would like to have members of the city staff serve
on the promotion, organization and design committees to provide guidance and
to represent city government's perspective.
Membership: The BID is in place, yet a proportion of members upgrade. The
Economic Restructuring committee becomes active. The new membership focus
will be on other stakeholders, like media, residents, and/or those who regularly
do business in Old Town. Banner sponsors are added. These are corporations
who wish to have a long-term exposure in our publications and events by
sponsoring banners that will be hung in the Old Town area.
'Staffing: Beginning in the 2001-2002, a professional part-time executive director
will be hired. While the budget provides for 60 hours a month from this
executive, most extra profits from success in the fundraising area will be used to
fund more time from the director.
Publications: The level of publications will be maintained. A small portion of
any upside in the budget will be directed to more professional publications.
Ad: Run by the executive director, an advertising and press release schedule
will be added to the work program.
Program' TOTA will continue to have one business meeting per month and one
activity a month. We will begin to add Workshops that deal directly with self-help
issues, e.g. computer, accounting, SBA loans, etc.
Committee Support: Towards the end of this year, committees who have spent
the prior 1% years attending outside training and reading will devise at least one
class for the main TOTA membership.
PromotionslFundraisers: Repeat last year's promotions and fundraisers. All
repeating fundraisers/events are profitable. New ones are seeded. Street
events are held at the intersection of Main and El Camino.
Other City Support: TOTA would like to have continued city staff involvement
on each on the four key committees.
37
2002-2003
Membership: in this year we hope to see results from the economic activity
being generated in Old Town. The BID level 'increases somewhat. The outside
stakeholder memberships are now supported with a special program tailored to
their interests.
Staffing: The executive director is now working at least half-time for the
association.
Publications: The level of publications will be maintained. A small portion of
any upside in the budget will be directed to more professional publications.
Ad: Run by the executive director, an advertising and press release schedule
will be added to the work program.
Program: TOTA will continue to have one business meeting per month and one
activity a month. We will begin to add Workshops that deal directly with self-help
issues, e.g. computer, accounting, SBA loans, etc.
Committee Support: Towards the end of this year, committees who have spent
the prior 1% years attending outside training and reading will devise at least one
class for the main TOTA membership.
PromotionslFundraisers: Repeat last year's promotions and fundraisers. All
repeating fundraisers/events are profitable. New ones are seeded. Street
events are held at the intersection of Main and El Camino.
Other City Support: TOTA Would like to have a member of the city staff serve
each on the promotion, organization and design committees for TOTA.
38
o ~oo~ooo~oo~
FUNDRAISERS
Medrano 's
ASSUMPTIONS
Cost of Drinks @ > $3
Cost of Food @ > $3
# of Invitations > 1000
# of Attendees > 200
Cost of Printing @ > $1
Extra drinks pp > 1
Ticket Price > $15
Average Raffle Price > $3
Raffled Tickets Sold > 525
AVG Extra Drink Cost > $4
Cost of Mailing List > $300
INCOME
Gate
Extra Drink Rev.
Raffle Rev.
Total Income
$3,000
$80O
$1,575
$5,375
PROMENADE
ASSUMPTIONS
Last year we were able to raise $500 through the
contributions of goods and services from members
which were sold in a booth sponsored by TOTA
at the Tustin Historical Society fundraiser. This effort
was led by the Dyvig sisters. We anticipate
even better support for the effort in 2000-2001
EXPENSES
Invitation Printing
Postage
Cost of Raffle Printing
Mailing List Cost
Raffle Prizes
Music
Cost of Food inc.
Cost of Food inc.
Cost of Extra Drink
Total Expenses
NET
$1,000
$330
$250
$300
$200
$300
$600
$600
$600
$4,180
$1,195
ASSUMPTIONS
~,eminder Post Cards
Cost per Card
Number sent each year
Printing
> 0.22
> 6
> 0.2
Membership Appeal
Letter Plus Form with Env > 0.26
Copying > 0.16
Postage > 0.33
Follow Up Letter > 0.21
Copying > 0.16
Postage > 0.33
Membership Fulfillment
Follow Up Letter
Copying
Postage
> 0.22
> 0.16
> 0.33
MAILINGS
Postcards
Membership Appeal
Followup Appeal
Membership Fulfillment
TOTAL
Each
$2.52
$0.75
$0.70
$0.71
Extended
$609.84
$206.25
$192.50
$142.00
$1,150.59
NEWSLETTERS
~,SSUMPTIONS
~iewsletters per year
:ages per newsletter
Postage @
Cost of Stationery @
Cost of Copying @
4
0.33
0.04
0.08
Calendars
Pages per calendar
Postage
Cost of Stationery @
Cost of Copying @
6
1
0.33
0.04
0.08
Membership list
Qualified Members
275
242
Membership Directory
Pages per
Cost per page
Cost per Cover
Mailin~ Cost (~
10
0.08
0.12
0.99
NEWSLETTERS
Directory Production
Directory Postage
Newsletter Production
Newsletter Postage
Calendar Production
Calendar Postage
Each
$0.92
$0.99
$66.00
$90.75
$33.00
$90.75
TOTAL
Extended
$222.64
$239.58
$264.00
$181.50
$198.00
$544.50
$1,650.22
APPENDICES
MAP OF THE TUSTIN OLD TOWN BUSINESS AREA
(DEFINED WITHIN THE BYLAWS)
Originally founded in 1997 through the desires of several local property owners and
funding from the City of Tustin, the Tustin Old Town Association (TOTA) was
incorporated as a commercial non-profit organization to revitalize the commercial area
shown within these boundaries.
TOTA is now a totally self-sufficient group, consisting of business and property owners,
and many important loyal supporters.
Old Town Tustin is a unique setting in Orange County. There are few authentic Old
Towns in the area: San Juan Capistrano, Orange, Fullerton, Brea, and Santa Ana.
Located in the central heart of Orange County at the intersection of two central arteries,
Interstate 5 and the Newport Freeway, already has a wide draw for the anchor
businesses. Among the goals of TOTA is to stimulate cross patronage among the
anchor businesses and to encourage visits to non-anchor stores. If TOTA and the city
are successful, we have the potential of fitting into the successful pattern of Old Towns
that participate in the Main Street Program, where very dollar invested in the Main
Street program has resulted in a return on investment of $38.
Old Town merchants and downtown properties owners are regular (voting) members
when they join by contributing $50 or more. Residents, enthusiasts, and contributors
outside the Old Town downtown area become Loyal Supporters for contributions of $25
or more. Loyal Supporters may participate all events.
"I:~-.' .~- ~;' ~ I::1:: ~
- · - ' ' .I, ~~.~...L...~_~...~
STREET ~ .._EAST 'MAlll STREET,
'~:.''~ 12/ = ~1
43
EXECUTIVE DIRECTOR JOB DESCRIPTION
The Position
The Tustin Old Town Association Executive Director coordinates activities within
the downtown business improvement area utilizing the Main Street approach as
the integral foundation for downtown economic development. The Executive
Director will report to the Tustin Old Town Association.
The Director is responsible for the development, conduct, execution and
documentation of the Tustin Old Town Association Program and is the principal
on-site staff person responsible for coordinating all program activities, supporting
the board and its committees and reach out to the members and the public.
The position is part time through June 2003, and thereafter will be full time.
Desirable Qualifications
Knowledqe of: · Main Street Program practices;
· Principles and practices of economic development, redevelopment and
real estate;
· Principles of economic, statistics, and sociology;
· California Enterprise Zone program;
· Effective fundraising and public relations skills; and
· Issues confronting downtown business people and property owners.
Ability
toi
· Work with a board of directors, committees, and volunteers;
· Gather, analyze and interpret data pertaining to economic development
projects;
· Plan and administer programs;
· Interpret relevant laws and regulations;
· Prepare and orally present clear and comprehensive rePorts;
· Write accurate and complete complex reports, grants, contracts, letters,
and resolutions; and
· Conduct effective meetings.
Training and Experience
Any combination of training and experience that demonstrates an ability to
perform the duties of the position. The typical qualifying background is a
bachelor's degree in business or public administration, marketing, economics or
related field. The candidate should have experience in redevelopment, economic
44
development, and/or downtown revitalization. Experience with a Main Street
Program, a downtown association, or training'by the National or California Main
Street organizations is highly desirable.
The Selection Process
Interested applicants must submit a letter of interest, highlighting career
accomplishments, salary requirements, a resume and a list of three professional
references no later than noon, Friday June 8, 2001 to:
Tustin Old Town Association
635 E. First Street, #312
Tustin, California 92780
(714) 832-5232
Resume materials will be evaluated. Those candidates who appear to be the
best qualified will be invited to interview. A California driver's license is required.
Compensation
The Tustin Old Town Association Executive Director is a new position. The
salary is dependent upon the applicant's experience and qualifications. The
benefit package may include pad vacation, sick leave, specified holidays and an
employer contribution to health insurance. The actual salary and benefit
package will be negotiated.
The provisions of this job description do not constitute an express or implied
contract and any provision in the announcement may be modified or revoked
without notice.
45
'Name of Local Program: WABA .,...¢a/ta BeniciabU~t s.urv.ey
uerKeley . Coronado Dir~...' Encinitas Eureka Fairfield Fresno
tNumber of Businesses in Main Street District: 150 204 267 300 250 530
!SOURCES OF FUNDS
I City Contribution (must specify):
J Re~evelopment $43,000 $0 $0 $0 $0 $0 $87,885 $20,000
.('~:: -~1 fund $0 $29,100 $60,000 $0 $70,000 $5,300 $40,000 $45,000
~-~':' :':: :~pecify) Marketing City Rev.
--' '::' ' $0 $0 $0 $0 $0 $0 $0 $50,000 $20,000
Other (specify)
$0 $0 $0 $0 $0 $0 $0
iTotal City Contribution: $43,000 $29,100 $60,000 $0 $70,000 $6,300 $40,000 $132,885 $50,000 $40,000
'Membership Fees $500 $8,000 $0 $0 $1,200 $18,000 $5,000 $2,400 $10,000
BID Fees $24,000. $0 $0 $225,000 $0 $20,000 $0 $27,000 $32,500 $40,000
Donations $8,000 $8,430 $3,000 $0 $2,000 $0 $0
Grants $0 $0 $0 $0 $0 $10,000 $3,000 $3,000 $10,000
.,
.Special Events:
...Corporate Sponsorship $10,000 $0 $0 $0 $7,000 $0 $4j000
Other revenues $0 $22,348 $177,673 $6,000 $0 $116,950 $0 $0 $15,000
iTotal Special Events: $10,000 $22,348 $177,673 $6,000 $26,500 $116,950 $7,000 $33,000 $19,000 $38,000
Program Revenues: $0 $0 $87,600 $33,500 $0 $73,050 $22,300 $0 $10,000
! Reserves/Interest $1,100 $0 $2,000 $0 $0 $2,700 $162,000 $2,.162 $20,500
!TOTAL SOURCESOFFUNDS: $86,600 $67,878 $330,273 $264,500 $99,700 $236,000 $246,300 $200,447 $114,500 $158,500
Uses of Funds
Personnnel
Executive Director Salary $41,000 $24,000 $52,000 $0 $28~000 $42~000 $39;000 $36a000 $32,500
Assistant Director Salary $0 $0 $23a000 $0 $0 $0 $26,000 $0
Support staff Salary $10,500 $2,400 $18,000 $119,000 $10,400 $54,500 $15,000 $7,000 $10,000 $0
Other Staff Salary $0 $0 $12,000 $0 $0 $8,000 $0 $0
Total Salaries $51,500 $26,400 $105,000 $119,000 $38,400 $64,500 $65,000 $72,000 $46,000 $32,500
.Payroll Taxes $2,500 $2,475 $7,600 $10,000 $6,994 $10,000 $7,200 $3,200
Workers Comp $0 $235 $1,328 $1,200 $300 $500 $815 $1,000
EmplOyee Medical Benefits $2T100 $0 $2,000 $12,500 $0 $400 $6,000 $2,268 $3,000
! Contracted Services $0 $0 $0 $0 $10,400 $1,000 $0 $0 $10,000
iTOTAL PERSONNEL $56,100 $29,110 $115,928 $142,700 $56,094 $55,500 $75,900 $86,016 $48,268 $49,700
i OPERATIONS
Office Rent $2,000 $1,800 $18,120 $17,000 $10,000 $0 $8,400 $5,340 $3,000 $4,400
U~i!itJes $0 $0 $2,100 incl. above incl. in rent $2,300 $600 $1,400 $800 $0
.?.[:' .."-.'?.-lone $0 $600 $2,000 $5,200 $1,500 $1,500 $2,000 $2,500 $1,400 $1,800
;";'.¥;'ment Purchases; Leasing, Repair $1,000 $200 $3,000 $3,500 $0 $3,700 $2,000 $2,900 $950 $2,750
Liability Insurance $2,000 $525 $5,800 $1,600 $530 $1,000 $1,300 $900 $1,000
Directors and Officers Insurance $0 $0 incl. above $0 $0 $1,300 N/A $1,000
Office Supplies $2;500 $300 $2,700 $5,000 $3,500 $2,000 $4,400 $2,250 $1,300 $750
Postage $250 $1,000 $2,500 $1,400 $2,500 $3,000 $2,600 $750 $2,000
Printing and Copying $250 $500 $2,500 $0 $9,500 $800 $900 $5,000
Travel and Training $2,500 $2,500 $4,500 $3,600 $500 $7,000 $4,650 $1,200 $0
. Accounting and Bookkeeping Services $1,500 $500 $1,200 $4,200 $530 $1,000 $2,000 $8,650 $400 $1,800
~Bank Services $3,000 $0 $2;100 $100 $0 $0 $0
' Internet Services $0 $0 $1 ~500 $180 $450 $60
Dues and Subscriptions $358 $450 $1,000 $0 $300 $500 $700 $500 $800
Business Expenses (M~.~nm. Functions. Mileage) $250 $1,800 $2,000 $0 $0 $500 $2,200
Contingency $4,000 $500 $1,000 $2,284 $0 $0 $3,532
Police/Fire Dept. Services $0 $0 $0 $0 $0 $45,000
ImprovementJmaintainance projects $0 $1,000 $2,100 $0 $8,300 $0 $0 $25,000
Other: Miscellaneous $340 $1 ~000 $24,400 $0 $2~252 $0 $0 $500 $30,500
feesr permits, taxes $65 $0 $50 $52,400 $550 $500
promotions/advertising $2=000 $19~500 $0 $20,500 $0 - $1,600 $5j000
TOTAL OPERATIONS $16,000 $8,438 $48,270 $98,934 $21,240 $77,752 $62,950 $82,332 $13,300 $84,500
SPECIAL EVENTS, PROJECTS, AND
FUND RAISERS
Specal Event Insurance incl. above $0 $0 incl. above $0 $0 $1,200
Special Events $30,330 $100,650 $23~000 $5,000 $30,000 $92,200 $23,000 $21,200 $6,500
Projects $0 incl. above $5,500 $9,400 $6,308 $0 $6,100 $3,500 $16,500
Fund Raiser $0 $65,425 $0 $7~166 $0 $3~000
TOTAL SPECIAL EVENTS, PROJECTS
AND FUND RAISERS $14,500 $30,330 $166,075 $20,500 $21,566 $36,308 $92,200 $32,100 $25,900 $23,000
OTHER USES OF FUNDS $0 $0 ($5,634) $800 $66,440 $15~250 $0 $27~032 $1 ~300
.._::']i?:.{[.;L USES OF FUNDS $86,600 $67,a78 $330,273 $264,500 $99,700 $236,000 $246,300 $200,447 $114,500 $108,s00
. bu~ get s. urvey_ ~
Name of Local Program: Grass Va. ,dister Ingelwood caKepon Lindsay Li~,re Mission Monterey Niles No. Park
~l'Umber of Businesses in Main Street District: 229 320 125 309 ~7~4 420 472 104 288
.,,
SOURCES OF FUNDS
City Contribution (must specify):
Redevelopment $0 $50,000 $125,000 $0 $0 $60,000 $192,000 $0 $55,000
~ ."~.*~.~1 fund $21,000 $0 $0 $0 $7,500 $0 $0 $50,000 $0
(--*~ :. ';'.'-Specify) Reuse · Incubator TOT ;Construction TOT
-'*'-".".* *' $0 $0 $0 $10,000 $10,000 $0 $8z500 $20,650 $0 $4,000
Other (specify) directory SBEP i Maintainance Infrastructure
$0 $0 $0 $3,000 $14,000 $1,290 $0 $4,914
,Total City Contribution: $21,000 $$0,000 $125,000 $10,000 $20,500 $60,000 $214,500 $71,940 $55,000 $8,914
Membership Fees $1,400 $15,000 $0 $2,000 $5,400 $0 $2,500 $3,350 $5,000
BID Fees $30,500 $0 $0 $0 $56,780 $0 $25,000 $63,730 $0 $12~171
Donations $38,900 $0 $0 $11 $240 $0 $5,000 $0 $5,000 $1,500
Grants $0 $0 $25,000 $0 $0 $3,400 $55,000 $0 $4:000 $55,700
Special Events:
Corporate Sponsorship $7,200 $41 r045 $0 $0 $0 $25,000 $15,000 $2,050 $3,000
Other revenues $40,400 $38,976 $0 $0 $8~496 $102,200 $12,200 $106,130 $52,424 $9,065
Total Special Events: $47,600 $80,021 $0 $22,851 $8,496 $127,200 $27,200 $109,180 $56,424 $9,065
Program Revenues: $1,850 $800 $0 $5,410 $646 $78,000 $6,500 $0 $7,100
Reserves/Interest $8,700 $0 $0 $85 $600 $2,000 $25,000 $55,000 $0 $69,872
TOTAL SOURCES OF FUNDS: $149,950 $145,821 $150,000 $40,367 $92,662 $270,600 $360,700 $302,200 $131,524 $157,222
Uses of Funds
Personnnel
Executive Director Salary $25,000 $34,000 $42,000 $0 $28:000 $44r215 $28,000 · $50,000 $0 $47,800
Assistant Director Salary $0 $0 $20,000 $0 $0 $22,880 $24,000 $35,000 $0 $21,360
.Support staff Salary $18,720 $14,560 $14,976 $0 $7,280 $0 $0 $5,000 $15,600 $0
Other Staff Salary $5,000 $0 $8,320 $0 $0 $850 $0 $0 $0 . $0
Total Salaries .$48,720 $48,560 $85,296 $0 $35,280 $67,945 $52,000 $90,000 $15,600 $69,160
Payroll Taxes $4,373 $4,850 $0 $0 $2,844 $6,000 $4,700 $7,750 $4,200 $6,529
Workers Comp $0 $560 $0 $0 $536 $900 $0 $1,000 $843 $0
Employee Medical Beneffis $1,632 $1,600 $0 $0 $2,676 $3,200 $2.,220 $5,600 $0 $3,569
Contracted Services $0 $500 $15,353 $9,000 $0 $1,000 $4,000 $800 $57,000
TOTAL PERSONNEL $54,725 $56,070 $100,649 $9,000 $41,336 $79,045 $62,920 $105,150 $77,643 $79,258
OPERATIONS
Office Rent $2,400 $5,400 $10,800 $0 $0 $10,200 $5,400 $13,200 $12,613 $4,785
Utilities incl. in rent$0 $1,224 $1,800 $1,008 $3,500 $600 $1,200 $1,500 $895
~-!:*-'.-;,one ' $1,200 $900 $1,800 $0 $1,800 $2,000 $1,500 $4,500 $1,980 $2,100
'~';:;i'."-.*nent Purchases, Leasing, Repair $1,150 $500 $0 $500 $0 $3,200 $2,200 $3,000 $1,530 $3,708
Li'-'~bility Insurance $2,000 $600 $2,721 $1,430 $2,763 $1,600 $1,500 $600 $4,841 $4,500
Directors and Officers Insurance $0 $0 $0 $0 $1,1 00 $1 ~250 $1,700 $0 $1,800 $0
Office Supplies $1,800 $1,500 $1 ~000 $0 $7,000 $2,150 $2,500 $4,000 $1,020 $1 ~530
Postage $1,200 $1,000 $900 $500 $3,457 $1,600 $3,000 $3,000 $3,158 $500
Printing and Copying $4,600 $0 $3,204 $700 $804 $2,800 $2,500 $7,000 $303 $0
Travel and Training $2,325 $1,000 $1,782 $1,000 $2,500 $5,000 $7,500 $1,700 $1,005 $0
Accounting and Bookkeeping] Services $1,200 $0 $1 ~200 $600 $5,300 $3,000 $4,500 $1,200 $2~900 _$2,335
Bank Services $0 $0 $0 $0 $1,004 $300 $0 $0 $225 $385
Internet Services $240 $0 $600 $0 $380 $800 $0 $0 $456 $0
Dues and Subscriptions $1,500 $300 $0 $250 $1,200 $800 $500 $1,200 $150 $655
. Business Expenses (Meetings. F~zlction$. M!~-_~e) $500 $100 $0 $300 $504 $1,150 $2,000 $500 $0 $2,500
i Contingency $2,?~2 $0 $0 $0 $0 $0 $30,000 $0 $0 $14,099
Police/Fire Dept. Services $73 $420 $0 $0 $0 $67~500 $0 $0
Impmvement/maintainance projects $2,040 $1,200 $1,000 $250 $0 $48,600 $0 $0
Other:. Miscellaneous $1,125 $2,850 $0 $6,410 $3~000 $0 $1 z350 $0 $460
fsss, permits, taxes $0 $0 $100 $0 $0 $250
promotions/advertising $0 $0 $300 $0 $0 $0 $200
TOTAL OPERATIONS $25,575 $14,160 $26,861 $7,480 $36,230 $42,600 $65,400 $158,550 $33,481 $38,903
SPECIAL EVENTS, PROJECTS, AND
FUND RAISERS
Specal Event Insurance incl. above $0 incl. above $0 incl. in events' $0 $0
Special Events $17,100 $48,228 $0 $3,384 $6,996 $94,000 $18,000 $20,000 $18,100 $13,~90
Projects $13,100 $11,235 $22,500 $6,050 $8,100 $7,455 $177,000 $18,500 $500 $4,475
Fund Raiser $8,600 $9,700 $0 $14,440 $0 $47,500 $5,000 $0 $1,800 $0
TOTAL SPECIAL EVENTS, PROJECTS
AND FUND RAISERS $38,800 $69,163 $22,600 $23,874 $15,096 $148,955 $200,000 $38,500 $20,400 $18,166
OTHER USES OF FUNDS $30,850 $6,438 $3 $0 $0 $32,380 $0 $0 $20,896
'!.;~?!:.L USES OF FUNDS $148,950 $145,821 $150,000 $40,357 $92,662 $270,600 $360,700 $302,200 $131,624 $157,222
i bt dget_survey ..
!Name of Local Program: Oakland . St. Porterville sLO Turlock Uk Vista Average
INumber of Busine_~_~es in Main Street District:200 '~4b0 200 570 125 175 240 307.6
iSOURCES OF FUNDS
[City Contribution (must specify):
LRedevelopment $68,461 $29,500 $0 $0 $0 $10,000 $15,000 $27,994
"-.~'' 'i:".?al fund $0 $0 $0 $30,000 $0 $0 $13,256
i[.' :-.-.; ;~specify) Marketing TOT Rent Asst. $0
-" ;-'"' $34,670 $0 $0 $3,000 $0 $0 $6,000 $6,179
Other (specify) Police $0
$10,000 $0 $0 $0 $0 $900 $1,263
Total City Contribution: $113,131 $_~9,500 $0 $3,000 $30,000 $10,000 $21,900 $48,691
Membership Fees $66,000 $250 $1,000 $10,000 $1,550 $0 $5,872
BID Fee= $66,402 $0 $28,000 $96,200 $154,116 $15,000 $29,621 $35,038
Donations $3,000 $0 $350 $0 $2,000 $0 $4,500 $3,034
Grants $75,000 $0 $1,500 $0 $0 $0 $5,000 $9,281
Special Events:
Corporate Sponsorship $90,000 $0 $500 $0 $3,000 $23,250 $2,000 $8,631
Other revenues $19,000 $22,500 $0 $0 $27~770 $41,312 $10,030 $30,684
Total Special Events: $109,000 $22,500 $500 $61,000 $30,770 $64,662 $12,030 $46,032
Program Revenues: $0 $0 $67,000 $0 $0 $4,340 $14,744
Reserves/Interest $21,392 $0 $0 $3,500 $0 $0 $18~885 $14,648
TOTAL SOURCES OF FUNDS: $387,925 $118,000 $30,600 $231,700 $226,886 $91,112 $96,276 $177,342
Uses of Funds
Personnnel
Executive Director Salary $40,000 $15,000 $39,000 $36,000 $30,000 $0 $27,908
Assistant Director Salary $0 $0 $32,000 $0 $6,000 $0 $7,787
Support staff Salary $139,790 $12,000 $0 $17,680 $20,000 $0 $26,885 $19T974
Other Staff Salary $0 $0 $2,000 $0 $0 $0 $1,340
Total Salaries $139,790 $52,000 $15,000 $90,680 $56,000 $36,000 $26,885 $57,008 ...
Payroll Taxes $3~500 $564 $400 $5,200 $4,350 $2,143 $3~977
Workers Comp $0 $625 $900 $603 $0 $294 $431
Employee Medical Beneffis $0 $0 $1,300 $2,100 $1,800 $456 $2,016
Contracted Services $78,000 $0 $0 $0 $4,039 $0 $7,500 $7,355
TOTAL PERSONNEL $217,790 $55,500 $16,189 $93,280 $67,942 $42,150 $37,278 $70,787
OPERATIONS
Office Rent $14,000 $6,700 $3,000 $7,380 $9,900 $3,183 $6,100 $6~856
.U;~*jes $2,200 $0 $0 $1,290 $0 $1,1 88 $874
'~-'.'~-:.:'.-' hone $2,800 $0 $700 $3,000 $1,6.56 $250 $2,607 $1,752
:?::_'-~ment Purcheses, Leasing, Repair $3,000 $0 $400 $5,000 $4,184 $0 $2,852 $1,897
Liability Insurance $2r000 $5,000 $0 $1,500 $1,190 $732 $3,153 $1 ~881
Directors and Officers Insurance $0 $0 $0 $4,000 $0 $0 $0 $450
Office Supplies $2,000 $1,000 $800 $3,000 $2,570 $1,000 $960 $2,168
Postage $1,000 $1,800 $320 $500 $1,851 $1,000 $1 ~962 $1,583
Printing and Copying $1 ~000 $500 $0 $2,000 $714 $600 $3,400 $1,836
Travel and Training $2,400 $4,000 $975 $4,000 $3,400 $1,600 $664 $2,493
Accounting and Bookkeeping Services $27,925 $5,500 $0 $0 $2,400 $0 $866 $2~989
Bank Services $0 $0 $0 $0 $0 $80 $75 $269
Internet Services $0 $0 $0 $500 $240 $300 $0 $211
Dues and Subscriptions $0 $0 $500 $500 $468 $0 $116 $472
Business Expenses (;.'.=~nm, F~mctions. ~..!~"-~*) $0 $0 $200 $500 $500 $0 $369 $588
Contingency $0 $5,900 $0 $0 $0 $0 $0 $2,353
Police/Fire Dept. Services $0 $0 $0 $0 $0 $0 $112 $4,189
Improvement/maintainance projects $51,100 $0 $0 $0 $0 $0 $1,384 $5,258
Other:. Miscellaneous $2~510 $29,900 $0 $0 $0 $0 $18,395 $4,629
fees, permits, taxes $0 $0 $0 $0 $0 $0 $106 $2,001
i promotions/advertising $7,500 $0 $0 $0 $0 $0 $3,829 $2,238
TOTAL OPERATIONS $117,235 $62,600 $6,896 $31,880 $30,363 $8,745 $48,138 $46,989
SPECIAL EVENTS, PROJECTS, AND
FUND RAISERS
Specal Event Insurance $0 $860 $0 $1,190 $0 $0 $120
Special Events $40,000 $0 $2,456 $48,700 $8,616 $19m874 $8,C~C $25,892
Projects $0 $4,200 $41 ~000 $3,775 $0 $13,526
Fund Raiser $12,900 $0 $0 $1'5,500 $22,000 $11,653 $0 $8,322
TOTAL SPECIAL EVENTS, PROJECTS
AND FUND RAISERS $52,900 $0 $7,616 $105,200 $35,$81 $31,527 $8,066 $48,397
OTHER USES OF FUNDS $0 $0 $1,340 $93,000 $8,690 $2,794 $11,170
; .'.'.'.'.',
~!!:".i:~AL usES OF FUNDS $$$7,925 $118,000 $30,600 $231,700 $226,886 $91,112 $96,276 $177,342
2000-
200
CALIFORNIA MAIN STREET
Application for Certification
Welcome to the 2000-2001 application for certification as a California Main Street Community.
California Main Street's mission is o build strong communiO,-based orga~zations in diverse
towns and neighborhoods that enhance the economic, sociM, culturM and environmentM well
being of California's traditionM commercial districts.
A CertitYed California Main Street Communi(y makes a long-term commitment to pursue and
achieve excellence in the comprehensive re~4tMization o£ its .downtown or neighborhood
commerciM distn'ct. It uses a collaborative model o£ governance to bring together MI who have
a stake in the revitMization process. It pursues a beMthy and productive small business
environment. It generates jobs and develops businesses. It enhances the region's tourism
potentiM. It beauti§es the pbysicM environment. It improves the local economy. It trains
existing and future leaders in a weMth o[ leadership skills. It serves as an inspiration to
·
communities throughout the state and the country.
Introduction
What happened to Main Street? Main Street's problems stem from profound changes in the retailing
industry over the past four decades--changes that are the result of transportation and land use decisions
as well as an unprecedented boom in commercial overbuilding. Dramatic suburban commercial growth
and the development of major discount retailers on the periphery of communities have drawn customers
and investors away from the central business district. A vast oversupply of retail space in general has
undermined Main Street's traditional role as a retail center. Tremendous stocks of high-quality historic
commercial buildings need financing to make them safer in earthquakes. Local permit processes need
revamping to encourage entrepreneurial investment in building rehabilitations and business ventures.
Outmoded business practices of long-term merchants and inexperience of new small business owners
have constrained traditional business districts from reaching their full market potential.
The California Economic Strategy Panel found that 'quality of life' is the key public policy area affecting
the capacity and prospects of California's businesses to prosper and the economy to grow. A thriving
downtown or neighborhood commercial district is a paramount component of each community's quality
of life. It provides a central gathering place for entertainment, civic life and commerce. It supplies a
focal point for community identity and pride. It offers a sense of plade, connectivity, integration and
cohesion for residents. It attracts visitors and projects a healthy community image upon which
commercial and industrial investors rely in part to make their location decisions. It provides small
business ownership opportunities, jobs, retail sales and property tax revenues.
Certification Application
Page 2
Benefits of Certification
Certification as a California Main Street Community provides national and statewide visibility to local
Main Street programs that fully utilize Main Street's four-point approach and eight guiding principles
and that continue to evolve organizationally to meet new challenges. Certified California Main Street
Communities become members of the California Main Street network and receive access to services
designed exclusively for certified communities. Benefits include: network meetings, trainings and
conferences: proposal writing and grant funding when secured by the State program for specific
revitalization projects; grant seeking assistance: in-depth research projects to find the answers you need
to succeed; scholarships to state and national events: awards to honor the best and the brightest:
California Celebrations, an annual tourism calendar of special events in California with Main Street
events specifically designated; reference library of books, manuals an reports available on loan; audio-
visual lending library, a collection of slide shows and video available on'loan; trade show booth loaned
for marketing local programs: program activities calendar listing network-related activities and events; e-
mail networking; and a members only web site filled with local, state and national Main Street
information. On-site consultation is also available at discounted network member rates.
Application Requirements
California Main Street's application requirements are designed to identify communities that will work
effectively to revitalize their downtown and/or neighborhood commercial district. A desire to provide
the greatest social, community and economic returns consistent with long-standing Main Street "guiding
principles" and practices guide California Main Street's policies and criteria.
On behalf of its downtown or neighborhood commercial district, any California community may apply to
th, e California Trade and Commerce Agency to receive designation as a Certit~ed California Main Street
Communi(y. A local government collaborates with a community organization such as a downtown
business association, revitalization organization, chamber of commerce, or 501(c)(3) non-profit
corporation to jointly complete the application process and submit an application fee.
ALL APPLICATIONS SHALL INCLUDE THE FOLLOWING:
1. Cover letter (2 page maximum) from applicant.
2. Three letters of recommendation--one from the city manager and t~vo from community
organizations describing applicant's capacity to lead the Main Street organization for this
community. If the applicant is an existing organization instead of a newly created Main Street
organization (i.e., chamber of commerce or downtown association), one letter must be from said
organization and address how the Main Street program will be organized to operate independently
within the parent organization.
3. Application Identification Sheet including commitment of funding submitted by local city
government or county for non-incorporated areas. (See Attachment 1)
4. Copy of graduation certificate from California Main Street Tr:iining Institute's Roadmap to
Revitalization. Roadmap will be held on October 3-6, 2000, at the Waterfront Plaza Hotel in
Oakland. At least two members from each community, one Board/applicant member and one
city/government representative shall participate in the training.
5. Check made out to California Main Street for $500 to help defray the costs associated with the
On-Site Review.
6. Five (5) copies of a Main Street Board Member Manual, which should be organized by the 'four-
points' of the Main Street approach and submitted in binders. Please indicate if any required
information is missing and provide an explanation. The purpose of th'e Manualis to provide your
Board members with a document that will serve as a reference guide to the Main Street program.
The information contained in the M~nualshould provide any Main Street Board Member with
detailed information to assist them in making informed decisions regarding your program.
CONTENTS OF MAIN STREET BOARD MEMBER MANUAL
Certification Application
Page 3
Pages Pts
Title Page ' 1
Acknowledgments Page 1
Economically Distressed Community (optional)
One goal of the program is to address downtown commercial revitalization needs in rural and urban
communities that are economically distressed throughout California. Describe why receiving the
Main Street designation will positively affect areas that suffer economic distress, such as: high
unemployment and underemployment; low income, persistent and concentrated poverty, or negative
economic changes due to restructuring or relocation of industry or closure of military installations.
Organization
History of area 2
Reason for seeking certification as a California Main Street Community 1
Legal status of organization and capacity to lead the local Main Street program, including a 2-3
description of any existing BID/PBID and how a diversified Main Street Board will be incorporated
into the existing organizational structure.
List of board members (actual or proposed) & brief profiles of each (2-3 sentences each) actual
Boardmember roles and responsibilities 1
List of 4-Point committee members and volunteers actual
Executive Director job description (and resume if already hired) actual
Vision statement and mission statement 1
Copy of full work plan (if available) or proposed activities for first year actual
.~:-... Current.or proposed budget for the Main Street program including an explanation of how BID/PBIDactual
'~':':::'ii~i!:! fees can be targeted toward Main Street programs
':':"'Summary of income and expenses for past 3 years (if available)
Copy of bylaws of organization or operating rules
Copy of Internal Revenue Service letter granting non-profit status (if available)
Design
Map of proposed "Main Street district" with the following marked: historic buildings, public spaces,
first Hoor commercial space, second Hoor uses, district anchors, location and dates of recent fagade
renovations: location and cost of construction and public improvement projects in the district and
source of funds for the past three years. List total number of businesses and total number of
commercial buildings in district.
Promotion -
Twelve-month calendar of promotional activities (Proposed or actual)
Copies of past three newsletters (if available)
Downtown merchant directory (if available)
Economic Restructuring .
Map with competitive commercial area outlined (prefer 1 mile radius, not greater than 5)
Summary of trade area (Main Street district) demographics (ethnic composition, unemployment rate,
median household income, median home price)
Table of sales tax revenues (past 3 years)
Table of ten largest employers in the district with approximate number of employees
Table of types of businesses in the district by SIC codes (3-digit and 5-digit)
2-3 10
actual
actual
actual
actual
actual
actual
4O
15
25
Certification Application
Page 4
The Review Process
The first step in the Review Process is to determine if all six application submittal requirements have
been met. If any of the required elements are missing, the application will not be accepted. Once the
application has been accepted, the Board Member Manualwill be reviewed and scored by a Certification
Review Panel. The Manualwill be scored based on the points listed on p. age 3 under "Contents of Board
Member Manual". The Certification Review Panel will consist of California Main Street staff and other
statewide and national leaders in the historic preservation and economic development fields. The
Manua/will be evaluated on how well it meets the first six of the ten-certification criteria established by
the National Main Street Center. The first six criteria must be met by the time of application; the
remaining four-certification criteria shall be met by the date of certification or a date thereafter agreed
upon by the parties. Please review the attached "Ten Certification Criteria and Eight Guiding Principles"
'thoroughly. This dOcument provides basic information about what a Main Street program is and what it
does. (See Attachment 2)
While a complete ManuM increases your likelihood of becoming a Certified California Main Street
CommuniO,, submission of an incomplete Manua/will not eliminate your application from consideration.
However, prior to certification being granted, all missing material shall be provided. For example, we
understand that not everyone will have a completed work plan at the time of application, or will have
hired an Executive Director. We welcome the opportunity to provide guidance and technical assistance
on these and other issues.
After completion of the Board Member Manual review, applicants With the necessary six criteria
completed will be scheduled for an On-Site Application Review Visit. This visit will provide California
Main Street the opportunity to confirm its understanding of the district, the applicant and the challenges
facing your community. It will also provide your Board and community the opportunity to ask questions
of State program staff and gain a better understanding of the Main Street program.
July 28, 2000
October 3-6, 2000
January 31, 2001
March-April 2001
May-June 2001
June 30, 2001
July-Sept. 2001
Timelines
Application Released on Internet Website
A tten d Roadma£ to Revitalization in Oakland
Applications Due for 2000-2001 Cycle II
On-site Certification Reviews
Technical Assistance Provided to Applicants
California Main Street Awards Designation Status
City adopts a resolution to accept Main Street designation
·
If you have any questions regarding the application please call or email'
Ellen Fishman at (916) 327-3113 efishman@conunerce.ca.gov
This application is available from our website at'
http ://commerce.ca.gov/mainstreet
CALIFORNIA MAIN STREET
Application Identification Sheet
APPLICANT CITY:
Name of Proposed Main Street Project Area:
Date:
2000-
2001
-..'.?
City Manager: Phone:
Contact Person: Title:
Address:
Phone: Fax:
FUNDING COMMITMENT:
The city shall politically support the Main Street program for a minimum of three years and
understands that after this initial start-up period one purpose of the program is to set up a
permanent management system for the project area. The city understands that Main Street is a
long term public-private partnership and that local government financial support to the program
for at least one year and preferably three years and beyond is a critical component of the local
program's success.
Funding commitment for Year One of $
; additional funding for Year Two
of $
and, for Year Three of $
LOCAL ASSURANCES AND AUTHORIZATION:
As the representative of the City of , I hereby certify that
the information in this application is accurate. I also authorize this application to be submitted to
the Califomia Trade and Commerce AgenCY for consideration Of designation asa-Cer~ed ....
California Mai~ Street Community. This application is made with the specific goals of adopting
the Main Street approach as a permanent revitalization and management tool and performing as a
model to other California cities by revitalizing the downtown business district within the context
of preserving and rehabilitating its historic and culturally significant buildings.
Name: Title:
Signature: Date:
PLEASE SUBMIT THIS SHEET WITH YOUR APPLICATION
ATTACHMENT 1
_ _
Establishing Your Downtown or Neighborhood
Commercial District as the Center of Your Community
Main Street:
The Roadmap to Revitalization
October 3-6, 2000
Waterfront Plaza Hotel
Oakland's Jack London's Square
Sponsored by Bank of America
Who should
attend?
::.:.'.::"'.;ain Street: The Roadmap to
'"' ~evitalization is a four-day
intensive training in the Main
Street approach to the revital-
ization and management of
downtowns and traditional
commercial districts of commu-
nities of all sizes. The confer-
ence is designed for local public
and private leaders Who wish to
launch Main Street programs.
Graduation from this confer-
ence is one of the requirements
for certification as a California
Main Street Community. The
conference is equally appropri-
ate for existing Main Street
communities that want to train
new staff, volunteers and board
members in the Main Street
Approach, as well as for
communities with any type of
downtown revitalization
program that want to acquire
additional motivation or focus
:'.:.':-:' adoptin the Main Street
&:'::~:'amework. We suggest that the
contingent from your commu-
nity include several of the
following:
Executive directors and staff
of Main Street programs and
downtown associations.
Redevelopment, planning,
community development,
economic development and
other city or county staff.
Members of downtown
boards of directors and
committees.
Chambers of commerce
executive directors, staff and
board members.
Business and property owners.
City council members and
? :.'i:i:.? managers.
On the cover: View of Clinton Park,
Oakland, CA. Courtesy of the
Oakland History Room at the
Oakland Public Library and
Carolyn Douthat. The photo is
circa ]883.
Keynote Speakers
Donovan D. Rypkema is principal of The Real Estate Services Group, a Washington, D.C.
based real estate and economic development consulting fLrm. The firm works with clients who
are revitalizing downtowns and neighborhood commercial districts. He has assisted clients in
48 states and has spoken at conferences in Thailand, Australia, Brazil, Canada, and Portugal.
He is author of The Economics of Historic Preservation: A Community Leader's Guide.
Kennedy Lawson Smith is one of the nation's foremost expe~r~,~ on downtown revitaliza-
tion. She began her revitalization career as Charlottesville, Virginia s downtown manager. She
joined the staff of the National Trust for Historic Preservation's National Main Street Center in
1985 and has served as the Center's director since 1991. She has written numerous books and
articles on the economic dynamics of downtowns and is a popular international speaker on
downtown issues.
Core Faculty
Dan Burden, a nationally recognized authority on bicycle and pedestrian programs, is execu-
tive director of Walkable Communities, Inc., a Florida-based nonprofit organization that helps
communities improve their walkability. He served for 16 years as the Florida Department of
Transportation's bicycle and pedestrian coordinator.
Jeff Eichenfield, principal of Jeffrey Eichenfield & Associates, works with local govern-
ments and business organizations to develop economic revitalization strategies for down-
town and neighborhood commercial districts. He served as director of the California Preserva-
tion Foundation and program manager for Livermore Main Street. He holds an MBA in
marketing from the University of Wisconsin.
Keith Kjelstrom has served California Main street for more than 11 years, leading the pro-
gram as state director since 1992. Before joining the state, he was downtown project manager
in Morgan Hill. He holds a master's degree in city planning from the Massachusetts Institute
of Technology.
Doug Loescher is assistant director of the National Main Street Center, where he has worked
since 1989. A leader in the field of downtown revitalization for 17 years, his responsibilities at
the Center include research, information management, and the creation of new Main Street
training programs to assist local organizations.
--
Lani Lott, senior consultant for Burnes Consulting, leads the firm's Downtown Management
Training Programs and Community Development Services. As executive director for the Grass
Valley Downtown Association, Lani created image and promotion campaigns for Grass Valley
that received national recognition.
Guest
Faculty: sm~ and national revitalization experts will join the core faculty.
Brilliant format.
Main Street
brought focus to our
downtown revitalization
project and put us in touch
with top notch experts in
the field. The end result is
a thriving, vibrant down-
town- a source of great
pride for our citizens.
Inspirational.
Overall, the
conference was excellent.
I will attend again.
Very participant
oriented- great discus-
sions and questions.
--
I appreciate the
opportunity to attend this
week-long event. The
information was and will
be useful and beneficial
toward our efforts.
I can't thank you
enough for planning the
Training Institute. i feel
revitalized and ready to do
a better job.
About California M ain Street
California Main Street, a program of the California Trade and Com-
merce Agency, provides state-level leadership and services on revi-
talization techniques using the Main Street Approach to Revitaliza-
tion. Thirty-eight communities currently hold certified status and are
charged with demonstrating the Main Street approach for the entire
state. Organizing a district's comprehensive revitalization efforts
into a four-point framework (organization, promotion, design, and
economic restructuring) and working to ensure the district's place
as a vital economic, social and cultural center of the community
are key components of Main Street's success.
The Main Street Resource Center disseminates state-of-the-art
revitalization information to all of California's communities through
technical information services. Consulting Services address spe-
cific revitalization needs of the district including community vi-
sioning, local program formation assistance, workplan develop-
ment, board and committee training, and assessment visits to as-
certain a community's current revitalization status and/or readi-
ness to launch a Main Street program.
The California Main Street Training Institute offers educational
seminars and workshops that introduce a community to the essen-
tial nuts and bolts of the Main Street Approach. Graduation from
this conference is one of the requirements for certification as a Cali-
fornia Main Street Community.
California Main Street was recently honored as the recipient of the
1999 Ahwahnee Award for Community Programs, which recognizes
projects, plans, and programs that help create more livable, pedes-
trian- and transit-friendly communities in the 14 western states. Cali-
fornia Main Street was selected for its vital role in educating local
programs on how to revitalize their main street or commercial district'
so that an alternative to sprawling commercial development is estab-
lished and the livability of California communities is reinforce&for its
tangible results over the past ten years; and for its status as an out-
standing state government program that guides but does not encum-
ber local efforts.
NATIONAL TRUST
1999 NATIONAL MAIN STREET TRENDS SURVEY
National Main Street Center of the National Trust for Historic Preservation
In its fifth annual survey of emerging trends in historic Main Street commercial districts, the National
Trust for Historic Preservation's National Main Street Center has found compelling evidence of the
continuing economic rebound of historic downtowns and neighborhood commercial'districts throughout
the United States and Canada.
The survey is distributed annually in January to approximately 1,200 communities actively involved in
revitalizing their historic downtowns and neighborhood commercial districts. Over 400 communities
completed the 1999 survey, representing 36 states and two Canadian provinces. Communities ranged in
size from 523 (Columbia, Louisiana) to 4 million (Houston, Texas). The survey asks respondents to
indicate how each of 16 economic indicators changed in 1999, from ground-floor rental rates to numbers
of locally-owned businesses.
Among the survey's major findings:
Retail sales are increasing in historic Main Street districts: Sixty-five percent of survey respondents
reported increases in retail sales in 1999'. 'Only 3 percent reported decreases in retail sales.
·
Ground-floor occupancy rates are up' Fifty-seven percent of respondents reported higher ground-
floor occupancy in 1999 than in 1998.
Upper-floor occupancy rates are climbing, also' More than one-third of survey respondents reported that
their districts had a higher upper-floor occupancy rate in 1999 than in 1998. Last year, 33 percent reported
a higher upper-floor occupancy rate than in 1997.
The number of retail businesses in historic Main Streets continues to grow: Over 58 percent of all
survey respondents reported that their districts had more retail businesses in 1999 than in 1998.
The number of Main Street businesses using the intemet is growing dramatically:. Eighty-four .
percent of survey respOndents reported that there were more businesses in their districts using the
internet in 1999 than in 1998. In 1996, only 46 percent reported an increase over the previous year in
the numbers of Main Street businesses using the intemet to conduct business.
"Location-neutral" businesses continue to move into historic Main Streets' Almost 24 percent of all
survey respondents reported an increase in the number of "location-neutral" bUSinesses! in their
districts in 1999, up from 9.1 percent who reported an increase in 1997.
More people are living on Main Street: Over one-third of survey respondents reported an increase in
the number of housing units within their districts, up from 14.5 percent who reported an increase two
years ago.
! . "Location-neutral" businesses are those which, largely because of the internet and overnight delivery service, are not
confined to a geographically defined trade area but can locate almost anywhere.
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Table 1: How have things changed in your Main Street district in the past year?
Percentages of survey respondents reporting decreases, no change, and increases in various indicators
of Main Street economic condition
Percent change (1998-1999)
Indicator Decreased [ No change [ Increased
Ground-floor rental rates I 2.7 I 50.6 I 46.7
Retail sales volume 9.8 25.5 64.7
Property values 2.7 30.8 66.5
Ground-floor occupancy rate 9.5 33.1 57.4
Upper-floor occupancy rate 4.7 58.7 36.6
# of retail businesses 14.4 27.3 58.3
# of restaurants 9.8 42.9 47.4
# of professional offices 1.5 50.6 47.9
# of personal services businesses 1.9 ; 59.1 39.0
# of housing units . 3.8 62.6 33.6
# of location-neutral businesses 2.4 . 73.7 23.9
# ofbfisinesses using the intemet 0.0 16.3 83.7
# of locally-owned businesses 9.1 43.0 47.9
# of franchises 5.0 79.5 15.4
# of chain stores 3.9 85.2 10.9
Attendance at promotional events 2.3 15.0 82.7
The number of people attending events in Main Street districts is increasing: Eighty-three percent of
survey respondents reported that the number of people attending festivals and special events in their
districts increased in 1999. In 1996, only 68 percent reported increases in attendance at Main Street
events.
The number of "Mom-and-pop'' businesses on Main Street is growing: Almost half of all survey
respOndents rePorted that there were more` lOCally-owned businesses in their districts in 1999 than in
1998, up from 44 percent who reported increases in 1997. Fifteen percent of respondents reported an
increase in the number of franchises in 1999, about the same as the number who reported increases
in the number of franchises from 1997-1998. But the percent of survey respondents who reported
increases in the number of chain stores in 1999 on Main Street doubled: 11 percent reported more
chains in 1999, versus 5 percent who reported more chains in 1998. ·
Property values are'increasing: Two-thirds of survey respondents reported that property values in
their commercial districts were higher in 1999 than in 1998.
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Table 2: Percentages of survey respondents reporting INCREASES in various indicators of main
street economic condition, 1996-1999~-
Year for which survey was conducted
Indicator 1999 I 1998 ] 1997 ] 1996
Ground-floor rental rates ] 46.7 I 46.0 I ]
,
Retail sales volume 66.5 59.0
Ground-floor occupancy rate 57.4 48.7
Upper-floor occupancy rate 36.6 32.9
# of retail businesses 58.3 51.0 45.8
# of restaurants 47.4 48.7 39.2
# of professional offices 47.9 48.4 47.5 60.4
# of personal services businesses 39.0 36.8 31.4
# of housing units 33.6 34.2 14.5
# of location-neutral businesses 23.9 26.3 9.1
# of businesses using the internet 83.7 73.7 48.1 45.6
# of locally-owned businesses 47.9 47.4 44.2
# of franchises 15.4 14.5 15.5
# of chain stores 10.9 5.3 8.0
,
Attendance at promotional events 82.7 68.0
Small-town downtowns and urban neighborhood commercial districts
Survey respondents from historic commercial districts of all sizes indicated that their districts
experienced healthy growth in most indicators from 1998-1999.
Urban neighborhood commercial districts slightly outpaced small-town downtowns in several indicators
- increases in ground-floor occupancy, numbers of retail businesses, numbers of independently owned
businesses, and attendance at promotional events.
Small-town downtoTM saw more significant increases than urban neighborhood commercial districts in
upper-floor occupancy, numbers of restaurants, and numbers of professional offices.
Respondents from commercial districts of both types (small-town downtowns and urban neighborhood
commercial districts) reported similar increases in ground-floor rental rates, retail sales volume, property
values, numbers of personal services businesses, numbers of housing units, numbers of location-neutral
businesses, and numbers of businesses using the internet.
Most survey respondents- from commercial districts of both types- reported little change in the
numbers of franchises and chain stores.
Not all indicators were included in each year's survey.
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Table 3: Index of survey respondents, by type of commercial district. 3
I CBD or nei~hborhood
[Indicator [ All CBDs[' Nbds
Ground-floor rental rates 2.44 2.44 2.38
Retail sales volume 2.54 2.53 2.60
Property values I 2'641 2'641 2.65
Ground-floor occupancy rate 2.481 2.451 2.82
Upper-floor occupancy rate 2.32 2.32 2.19
# of retail businesses 2.44 2.41 2.81~
# of restaurants 2.38 2.40 2.06
# of professional offices 2.46 2.47i 2.3sI
2.37 2.38 2.181
# of personal service businesses
]of housing units
of location-neutral businesses
of businesses using the intemet
2.3
Attof chains
endance at promotional events
2.22
2.84
Iof independently owned businesses 2.39
of franchises 2.1
2.07
2.8
2.30 2.24
2.21 2.25
2.84 2.87
2.37
2.11
2.65
2.06
2.08 2.00
2.79 2.94
Community size
Respondents from larger communities reported more dramatic increases than smaller communities in
--
many indicators, particularly in property values, numbers of retail businesses, numbers of housing units,
and numbers of franchises.
Smaller conununities, however, reported more dramatic increases in numbers of personal services
businesses and numbers of businesses using the internet. Both of these underscore changes in retailing in
smaller towns, where retail saturation levels are high (due, in large part, to the expansion of discount
superstores). Retail businesses in small-town downtowns are finding that the internet provides a
mechanism for reaching larger numbers of customers, boosting profits by augmenting local sales.
Table 4: Index of survey respondents, by size of community?
I [ Population
Under 10-25K-~25-50K 50-150K 150K+
Indicator All 1 OK
IGround-floor rental rates 2.44 2.27 2.481 2.671 2.571 2.33
3 The index reflects overall, aggregate responses to each of the indicators. A survey response of"Decreased" was given a
score of 1; "No change" was given a score of 2; and "Increased" was given a score of 3. An aggregate score of 2 for a
particular indicator, therefore, would indicate that, on average, survey respondents witnessed no change in that indicator.
Scores close to 3.0 indicate that a high percentage of survey respondents witnessed an increase in that indicator, and scores
close to 1.0 indicate that a high percentage of survey respondents witnessed a decrease. Protecting the Irreplaceable
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IRetailsales volume .2.54 2.52 2.52 2.59 2.62 2.50
Property values 2.64 2.54 2.67 2.73 2.76 2.86
Ground-floor occupancy rate 2.48 2.45 2.44 2.54 2.48 2.71
Upper-floor occupancy rate 2.32 2.19 2.35 2.38 2.60 2.33'
# of retail businesses 2.44 2.37 2.35 2.64 2.52 2.71
# of restaurants 2.38 2.251 2.381 2.501 2.57 2.711
# of professional offices 2.46 2.381 2.551 2.491 2.43 2.71
I
# of personal service businesses 2.37 2.40' 2.33 2.41 2.43 2.14
# of housing units 2.30 2.10 2.38 2.31 2.38 2.43
# of location-neutral businesses 2.22 2.16 2.23 2.18 2.29 2.57
Iof businesses using the intemet 2.84 2.77 2.87 2.91 2.90 2.67
of locally owned businesses 2.39 2.39 2.41 2.31 2.40 2.57
[# of franchises 2.10 2.07 2.07 2.13 2.19 2.43'
# of chains 2.07 2.08 2.00 2.15 2.14 2.14
Attendance at promotional events 2.80 2.69 2.84 2.87 3.00 3.00
Years of program activity
Not surprisingly, a higher percentage of respondents from commercial district revitalization programs which have been
active for longer periods of time report more dramatic increases in most indicators than respondents from newer
revitalization programs. This difference is particularly noticeable in property values, upper-floor occupancy, numbers of
restaurants, and numbers of housing units. It appears that the number of personal services businesses declines slightly as
the revitalization program matures, while the numbers of retail businesses and upper-floor occupancy increase. This
suggests that, as the revitalization program becomes more experienced in guiding economic development in the historic
commercial district, it becomes more successful in intensifying ground-floor retail uses within the district and moving _
non-retail uses to secondary locations, such as upper-floor and peripheral spaces.
Revitalization programs which have been active for longer periods of time also appear to be more
successful in attracting franchises. Franchise businesses often describe difficulties in locating in historic
commercial districts because their economic characteristics are not as easily predictable as those of a
shopping mall. The survey responses suggest that, as a revitalization program matures, it becomes better
able to measure and describe the historic commercial district's market performance, customer base; and
other characteristics to franchise companies, as well as becoming more successful in identifying
franchises which would complement the existing business mix and in identifying potential franchisees.
Table 5: Index of survey respondents, by years of program activity.3
I Years of program activity I
IIndicat°r I AI~ Under 5 5-91 i0+
IGround-floor rental rates I 2.441 2.41 2.401 2.47
Retail sales volume 2.54 2.47 2.52 2.59
Property values 2.64 2.54 2.62 2.74
Ground-floor occupancy rate 2.48 2.46 2.40 2.54
[Upper-floor occupancy rate 2.321 2.22 2.281 2.43I
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~ of retail businesses 2.441 2.44 2.37 2.48
# of restaurants 2.38! 2.26 2.29 2.52
# of professional offices 2.46 2.42 2.52 2.47
# of personal service businesses 2.37 2.40 2.37 2.34
# of housing units 2.3 2.20 2.27 2.39
I# of location-neutral businesses 2.22! 2.17 2.211 2.25
I#
of businesses using the internet ~ 2.841 2.80 '2.891 2.85
g of independently owned businesses 2.39 2.33 2.39 2.42
# of franchises 2.1 2.04 2.10 2.18
# of chains 2.07 2.11 2.05 2.05
IAttendance at promotional events 2.81 2.82 2.7 I 2.851
,-.-. -.. -.'¢
The internet's growing role in shaping the future of histOric Main Streets
Of all indicators measured in the survey, the indicatOr showing strongest growth was the number of
businesses using the internet, echoing a trend Which has steadily grown since this indicator was first
included in the National Main Street Trends survey in 1996.
Many survey respondents included written comments about businesses within their districts using the
interact. As in previous years, it appears that these businesses fall into one of three broad categories:
Businesses which use the intemet to provide better service to their existing local customers.
Examples from this year's survey include:
The Front Street_Pub, in downtown Greenville, Alabama, uses its website to list its schedule of_
live music, information on the pub's ongoing billiards tournament, and to sponsor a chat room
for customers (www. frontstreetpub.com).
· Osborn Drugs, in downtown Osborn, Oklahoma, lets customers refill prescriptions from its
website and provides a large group of links to pharmaceutical websites (www.osbomdmgs.com).
· Ocean Property Management, in downtown Wildwood, New Jersey, uses its website to help
manage 22 condominiums and hotels. _. . _ ..... . . .. .
Businesses which use the intemet to augment sales in their bricks-and-mortar stores or offices.
Examples from this year's survey include:
Footwise, a shoe store in downtown Corvallis, Oregon, Specializes in Birkenstock shoes and
sandals and offers the largest selection of Birkenstocks on the internet, attracting customers from
throughout the world (www.footwise.com).
Whitestone, a bookstore in downtown Livermore, California (www.whitestone.com).
Businesses whose sales are almost exclusively intemet-based, with few local customers. Examples
from this year's survey include:
Kringle Kottage, in downtown Scottsbluff, Nebraska, now sells most of its collectible ornaments
and figurines through the auction site eBay.
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MB-The Diner Store, in downtown Mundelein, Illinois, sells jukeboxes, diner fixtures, and other
1950s-1960s diner-related nostalgia items to customers throughout the world
(www.rjbthedinerstore.com).
High-tech companies and Main Street
Many survey respondents listed high-tech companies among those moving into their historic commercial
districts- again, expanding a trend which has emerged in the National Main Street Trends Survey every
year since 1996. Examples included this
year are:
NetStar, in downtown Spencer, Iowa, which has now been acquired by Lucent Technologies
(www.netstar.com).
TelSar Laboratories, in downtown Alton, Illinois.
Story Communications, in downtown Seguin, Texas (www. storycomm.com).
EFirms.com, in downtown Staunton, Virginia, facilities business-to-business sales
(www.efirms.com).
Luttis Technologies, in downtown Santa Cruz, CalifOrnia, creates websites for national and
international companies.
Victories and challenges
The survey asked respondents to provide information about the greatest victories their revitalization
programs experienced in 1999, as well as to list some of the greatest challenges ahead.
Many respondents reported "victories" in rehabilitating key buildings within their commercial districts
(like a $2.2 million rehab of a high-rise building in downtown Bluefield, West Virginia); finding
creative new uses for traditional commercial buildings (like a 75-year-old YMCA building in downtown
McCook, Nebraska which has been convened into 12 new apartments); and developing innovative new
festivals and marketing activities (like the "DaVinci Downtown" festival in New Albany, Indiana).
Many reported significant new interest in housing downtown.
A significant number of survey respondents indicated that their districts experienced higher-than-normal
levels of public-sector reinvestment in 1999. For example, many reported streetscape improvements
projects and infi'astmcmre upgrades. One community (Vivian, Louisiana) reported that a new city hall
building has been built downtown. Newnan, Georgia reported that both the city and county are building
new facilities downtown. Beckley, West Virginia reported the addition of 200 new downtown workers
with the opening of a new federal government facility within the commercial district.
Other victories and positive trends reported in the survey include:
Grocery stores opening in Main Street districts (McMinnville, Oregon)
· Increases in tenant-owned properties (Russellville, Arkansas)
· Waterfront improvements (New Bern, North Carolina)
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No vacancies (Paso Robles, California; Lake Worth, Florida; Silver City, New Mexico)
Train station rehabilitation and adaptive use (Cedartown, Georgia; Booneville, Mississippi;
Ardmore, Oklahoma)
Downtown hotel development (Carlisle, Pennsylvania; Whitewright, Texas)
The US Postal Service's trend of the past 10-15 years of closing downtown post offices showed up as
both a "victory" and a "challenge" in the survey. Four survey respondents reported that the US Postal
Service had built or expanded facilities within their commercial districts or plans to do so (Ozark,
Arkansas; Encinitas, California; and Danville, Kentucky). But four others (Seaford, Delaware; West'
Point, Mississippi; Laurens, South Carolina; and Kerrville, Texas) reported that the US Postal Service is
in the process of relocating their downtown post offices. In many communities - particularly small
towns - the post office plays a key role in attracting people to the downtown area.
Survey respondents reported a wide range of"challenges," from needing more retail businesses in their
districts to combating the perception that not enough parking is available within the district. Challenges
which were mentioned most frequently include:
Property speculation: Numerous survey respondents reported that one or more property owners who
own buildings within their districts have not improved their property but refuse to sell to new
owners, believing that their property will continue to improve in value.
Small business succession: Survey respondents from many communities reported that one or more
businesses within their districts have owners who wish to retire but are unsure about whether to
simply close their businesses or to sell their businesses to new owners - and, if they prefer to sell to
new owners, are unsure of how to f'md qualified buyers.
Sprawl development: Many respondents reported that new commercial development occurring
outside the commercial district is diluting sales and putting Main Street businesses at risk.
Inadequate building code enforcement: Survey respondents from throughout the country reported
that local building codes are often inadequately enforced and that local code officials are either
unwilling to enforce them or are unsure about how to enforce building codes for historic commercial
buildings.
Movie theaters: Several participants reported that their Main Street movie theaters have closed or are
in danger of closing, facing increasing competition from multiplexes and increasing difficulty for
independent movie theater operators to obtain first-run movies.
Difficulty plugging state and federal programs into the Main Street revitalization plan: Numerous
respondents complained that it is difficult to utilize state and federal funding sources for Main Street
revitalization activities, either because the funding programs are designed primarily for new, single-
use developments and are difficult to adapt for historic Main Streets or because of cumbersome red
tape.
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For more information, contact:
Office of Communications
National Trust for Historic Preservation
1785 Massachusetts Avenue, NW
Washington, DC 20036
202.588.6013 or 202.588.6324
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