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HomeMy WebLinkAbout1999-02-02 - AGENDA REPORTS - STREET PGM WORK PROJ (2)CITY OF SANTA CLARITA INTEROFFICE MEMORANDUM TO: Mayor Darcy and Members of the City Council FROM: George Caravalho, City Manager DATE: February 2, 1999 _ SUBJECT: WORK PROJECTS FOR 1999/MAIN STREET PROGRAM Receive the report and provide feedback on the recommended work projects and "Main Street Program." BACKGROUND Attached is a copy of the outline for the Newhall Redevelopment Study Session scheduled for Tuesday, February 2, 1999 at 6:00 p.m. in the Century Room. This study session will also serve as the Joint Meeting between the City Council and the Newhall Redevelopment Committee. At its January meeting, the Newhall Redevelopment Committee formulated its programs/work projects list for 1999. The Committee and staff would like feedback from the Council on these recommended work projects, which are included within the outline. Staff has also arranged for a presentation on the "National Main Street Program" from Ms. Deborah Holley, the Main Street Manager for Downtown San Luis Obispo. Ms. Holley will provide an overview of the Program and summarize how it has worked in San Luis Obispo. Staff has also attached an article summarizing the Main Street Program. ATTACHMENTS Outline — Joint Meeting City Council/Redevelopment Committee Article — Main Street Revitalization GAC:gea Nwh1ydv\mss299 Agenda 's_ OUTLINE JOINT MEETING CITY COUNCIL / NEWHALL REDEVELOPMENT COMMITTEE CITY COUNCIL STUDY SESSION FEBRUARY 2, 1999 1) INTRODUCTORY COMMENTS — KEN PULSKAMP, ASSISTANT CITY MANAGER 2) SIGNIFICANT ACCOMPLISHMENTS — FRANK MAGA, CHAIPERSON, NEWHALL REDEVELOPMENT COMMITTEE a. Newhall Redevelopment Plan b. Design — Jan Heidt Downtown Newhall Metrolink Station C. Establishment of Permit Fee Credit Program for Downtown Newhall d. Creation of a payback method for loan from the City to the Santa Clarita Redevelopment Agency e. Identification of "old style" street lights for implementation in Downtown Newhall f. Creation of the Downtown Newhall Special Standards District and Special Standards g. Creation of the Downtown Newhall Design Guidelines h. Conducted the first ever "Oldtown Newhall Street Fair and Swing Dance" i. Assisted with the creation of the Downtown Newhall Arts Grant Criteria j. Creation of the Downtown Newhall Fagade Improvement Program 3) PROGRAMS/WORK PROJECTS FOR 1999 — FRANK MAGA, MARY MERRITT AND ELFREDA HIGGINS FROM THE NEWHALL REDEVELOPMENT COMMITTEE a. Complete the Downtown Newhall Marketing Study and begin implementing recommendations of the Study including business retention and attraction efforts Sub -Committee: Marketing and Promotion Completion Date: July 1999 b. Conduct up to two "special events" in Downtown Newhall — one event would be the Second Annual Oldtown Newhall Street Fair and Swing Dance Sub -Committee: Marketing and Promotion Completion Date: December 1999 C. Create Downtown Newhall Revitalization logo Sub -Committee: Marketing and Promotion Completion Date: February 1999 1 d. Create Informational Downtown Newhall Brochure Sub -Committee: Marketing and Promotion Completion Date: March 1999 e. Review proposals for new development/redevelopment in the Downtown Newhall Special Standards District Sub -Committee: Design, Codes and Capital Improvements Completion Date: Ongoing f. Initiate process to adopt Special Standards for residential development within Downtown Newhall, including the possibility of increasing residential densities in areas immediately surrounding the commercial core and Metrolink Station Sub -Committee: Design, Codes and Capital Improvements Completion Date: December 1999 g. Create outdoor storage screening program for Downtown Newhall Sub -Committee: Design, Codes and Capital Improvements Completion Date: April 1999 h. Create simple brochure/handout summarizing requirements of the Downtown Newhall Special Standards District and Design Guidelines Sub -Committee: Design, Codes and Capital Improvements Completion Date: March 1999 i. Create and initiate program to remove existing street lights within Downtown Newhall and replace with "old style" street lighting / create first lighting and landscape improvement district within Downtown Newhall Sub -Committee: Finance Completion Date: December 1999 j. Become more active in Newhall Redevelopment Project budget preparation Sub -Committee: Finance Completion Date: Ongoing k. Continue implementation of Main Street Program in Downtown Newhall through meetings with merchants and property owners / complete groundwork to set up merchants and/or property owners association Full Committee Completion Date: Ongoing 2 1. Assist with the opening of the Santa Clarita Repertory Theater and Canyon Theater Guild in Downtown Newhall Full Committee Completion Date: December 1999 M. Approve and complete at least five Downtown Newhall Fagade Improvement Grants Full Committee Completion Date: December 1999 4. PRESENTATION — NATIONAL MAIN STREET PROGRAM / MS. DEBORAH HOLLEY, MANAGER, SAN LUIS OBISPO MAINSTREET 5. CONCLUSION — CLOSING COMMENTS FROM KEN PULSKAMP, ASSISTANT CITY MANAGER GEA: Nwh1ydv\ofln2299 3 a NATIONAL MAIN STREET CENTER {NATIONAL TRUST FOR F .STORK PRESERVATION SPECIAL ADVERTISING SUPPLEMENT TO HISTORIC PRESERVATION MAGAZINE r -s=- _ 1 r.. SPECIAL ADVERTISING SUPPLEMENT TO HISTORIC PRESERVATION MAGAZINE MAIN BY KENNEDY LAWSON SMITH MAIN STREET. The name conjures up rich images of Saturday frights, department stores, scooping the loop, neon, Independence Day parades, hot coffee. Ward and jun, Cleaver. city hall. the past, and the American Dream. Main Street is shops, apartments, government. otEces, movies, places of wor- ship, parks, banks, and the post office. It's an architectural record of a community's history and evolution. It's the com- munity's most public place—and a bellwether for STREET REVITALIZATION for Historic Preservation's National Main Street Center and its state and drywide Main Street partners have helped more than 1.200 towns and cities of all sizes rebuild the economic italiry of their town centers. Cumulatively. these communities have generated more than $S billion in new investment and boast a net gain of 102.000 new jobs: 38.000 new businesses: and 36.000 building rehabilitation projects, making the Main Street w�> sr. MENEENEENOMBER-_ a, su Don't compromise ,your future with imitations of the past! Union Metal's Nostalgia Series lamp posts and fixtures in- clude many original turn -of -the -century designs. For ninety years our unique combination of fabricated fluted shafts and ornamental castings remains the standard of excellence. More than 4400 towns and cities put their first electric lighting on Union Metal lamp posts. Our historic data on these installations has helped many com- munities identify their past. We can help ,you, too! Give us a call! Let our heritage help you restore yours! Union Metal...America's premier pole manufacturer since 1906. ■ Street Crawls PrWWM Union Metai CORPORATION P.O.Box 9920 Canton, Ohio 44711 330 -456 -POLE (7653) Fax: 330-456-0196 As TIME GOES BY whether used as a dramatic final point. or to create a nea community gathering Place. a lcrdin streetclock enhances cherished traditions and withstands the test of time. VERNq ti 11.1? For more information. call 1-800-543-0488: 444 Reading Road.- Cincinnati, OH 45202 Builder of fine clocks. pelts, and carillons M4 srreuu.novaatinawsacttox What is the Main Street program, anyway? HE MAIN STREET PRO - T gram is a comprehensive, in- cremental. self-help process For revitalizing historic and traditional commercial buildings. It works in communities of all sizes and economic conditions and in all parrs of the country. The program is based on principles of self-determination and di- rect, inclusive community participation in the revitalization process. Communi- ties can participate in the program through a formal selection process, or they can adopt the Main Street ap proachindependently, The program began in the mid-1970s as a three-year, three -town demonstra- tion project of the National Trust's Mid. west Regional Office. Concerned about the deterioration of historic commercial buildings, the National Trust launched the Main Street Project to explore the reasons downtowns were declining and to examine what sorts of remedies worked -and didn't. The Trust put full- time managers in each of the three towns to serve as downtown advocates and to coordinate the process of rehabilitating buildings. identify in economic oppor- WrM FEW EXCEPTIONS, Main Streets problems are the byproducts of profound changes in the retailing industry over the past four decades–changes which are, in tum, the result of changes in transportation and landase patterns and of commercial overbuilding on an unprecedented scale. Fueled by the pas- sage of the Interstate Highway Act of 1956, by development -friendly rax po&. des, by municipal hunger for new revenue. generating commercial property, and by the leveraged buyouts and takeovers of department store conglomerates, construction of commercial real estate development has soared. The amount of commercial space in die United States has more than quadrupled since 1960. But consumer buying power didn't increase at anything dose to that rare. Be- tween 1980 and 1990, in fam retail sales inched up 8 percent while total retail space soared by 40 percent The new commercial space, which arrived in the form ofboth shopping centers and discount superstores, simply displaced sales--atid jobs–Eom one place (Main Scat) to another (the strip). Main Stmt merchants had never needed to organize against such a threat Throughout the nation, they were caught off - guard by the merchandising muscle of the chain stores that populated the malls–and Main Street's. -. cycle of disinvestment began. As sales leeched away from downtown to the strip, Main Street businesses folded. With fewer bursineases, down- town property owners had less rental income with which to maintain their buildings, and Main Strew started looking shabby. With Main StreetEll looking shabby, the tenants it attracted were toooften undercapitalized and poorly managed. Main Street's economic base gradually eroded– and many people doubted it could ever recover. truSPWbow-han braes to 10antainebRaw–Amhada Praford Matt on POW paltw= and on on atwnmtde heaMtt of America's Idstode twrtraareW dhdricts. tunities, and building partnerships to get thejob done. The results were astonishing. In just three years. every dollar spent on the Main Street Project was leveraging an average of eleven dollars in new in- vestment downtown. More impor. cant, people had once again begun to believe in Main Street's future. The National Trust received requests for help from hundreds of communities which had heard about the project and, in 1980 the Trust created the Na- tional Main Street Center. Today the Main Street program works in more than one thousand towns and cities throughout the na- tion and has served as a model for similar programs in Canada. Aus- tralia. New Zealand, and Venezuela. The National Trust's Main Street Center and the state and citywide Main Street programs with which it works provide a wealth of services to communities interested in strength- ening their traditional town centers and preserving historic commercial buildings. Some communities participate simply byjoining the National Main Street Network. attending state and national Main Street conferences. and informally implementing the Main Street Approach. Others opt for more formal participation by launching comprehensive, ongoing Programs with full-time, professional staff, by taking part in an annual competition for a slot in a state or citywide Main Street program, or by working directly with the National Main Street Center to structure a pro- gram tailored specifically for that community. Communities that al- ready have comprehensive revitaliza- tion programs in place work with the Main Street Center to conduct such 1 specialized tasks as a retail market 1 analysis or strategic plan. 1 First, the basics HE MAIN STREET PRO T gram's success relies on incremental, simultane- ous work in four broad areas, known as the Main Street Four. Point Approach: sreeMAnvnnnroaserim MS ■ Design: Improving the physical envi- ronment by renovating buildings- con- structing compatible new ones, improving signs and merchandise displays, creating attractive and usable public spaces. and ensuring that planning and zoning regu- lations support Main Street revitalization. ■ Organization; Building collaboration among a broad range of public- and pn_ vale -sector groups, organizations, and con. stituencies. ■ Promotion: Marketing the district's as- sets to residents, visitors. investors, and others through special events, retail pro-, motion, and activities that improve the way the district is perceived, ■ Economic Resbucfi ring: Strengthening the district's existing economic base while finding ways to expand its econopty and introduce compatible new uses. In addition to these four points, the Main Street program also relies on eight key principles: ■ Comprehensive action: Rather than fo- cusing on physical improvements alone, or only on marketing efforts. the Main Street Program involves comprehensive activity in each of the four areas of the Four -Point Approach. Physical improvements or mar- keting efforts alone won't revitalize a com- mercial district: the effort must address all of the district's problems and opportunities in a unified way. ■ Incremental progress: America's Main Streets didn't deteriorate over- night—and their problems can't realisti- cally be solved quickly, either. It takes time. In the early days of a local Main Street program, progress occurs in small steps while the participants learn the ba- sic revitalization skills needed. Over time, Ad 4C Ince the 19709 there has quietly emerged a Program that brings this revitalization process on a wide scale to communities seeking alternatives to devastating change. With impressive results that defy standard measuring criteria, the Main Street Project of the National Trust for Historic Preservation has Slowly grown since its Inception in 1976 into one of the most successful national redevelopment Programs, [...] it Is a Program that offers useful directions instead of easy answers, that values the instincts of citizens as highly as expertise of Professionals, that respects the inseparability of the economic and physical environment, restores the accumulated character of place...." — Roberta Brandes Gratz The Living City (New Yak: Simon 8 Schuster, 1989) the small victories gradually build into larger ones. ■ Publtaprivate partnerships: Both the public and private sectors have important skills, vantage points, and programs to bring to the revitalization process—and neither sector can handle thejob without the other. True partnerships are essential. ■ Aetimierierded planninV The prob- lems facing many historic town centers are serious and complicated. But. rather than trying to tackle the most difficult problems first. the Main Strect program breaks the big problem% down into small. er tasks—and begins with small. achiev. able pieces of the puzzle. ur Builds on existing assists: Every com- mercial district has its own particular strengths. By building on each district's unique assets. the Main Street program is easily adapted to different types of com- munities. R Qualiq: Main Street's buildings were built with high quality materials and craft skill. And, its revitalization should reflect the same high level of care and attention to detail. E Changing attihtdes The process of re- vitalizing a traditional commercial dis- trict—of rebuilding its economy and reestablishing its relevance in the com- munity—involves change. Lots of change. The districts economic compo- sition must change, for sure. Investment patterns must change. New partnerships will need to be forged. And, of course. attitudes toward the district must change. Self-help: The Main Street program doesn't rely on government giants or big - fix ideas; it's a self-help program through which community leaden learn how to guide economic growth and preserve his- toric commercial buildings. 91 VERY COMMUhTIY'S MAIN Street program is different, because every commercial district has different strengths, needs, participants, and challenges. But all successful Main Street programs share a fitter gtlnandrng the downtown's economy b%i ns with st "aien.bq waling hoshmotes, than graduab recruiting new ones. As buselestes became sbmW, the dMritt's tent stnhcbme be -comes sbwnger as well, making pmpe ft Improvements possibb- M6 sPeausovimuxauetM common structure: a hands-on board of directors. active committees, and full-time. professional staff. Just like managing a shopping mall. down- town revitalization is a full-time job. While much of the work must be done by volunteers. a successful revi- talization program needs a profes- sional staff person to serve as the com- mercial district's full-time advocate and to keep the program focused and moving forward. Your community may decide it wants to launch a full-fledged :Main Street program with a board of direc- tors. committees. and full-time staff. Or. it may decide it wants to learn more about the Main Street four -point approach and begin making some smaller changes first. to build support for a full-time effort a few years from now. Regardless of which approach ,you choose to take, vour community is sure to benefit from learning more about this common-sense. successful strategy for preserving historic com- mercial buildings and making your Main Street area the center of com. munity life once again. The important thing is to get started today. So, how can I get started? 0[RST. LEARN THE BASICS F of the Main Street ap- proach to commercial dis- trict revitalization. The National Tr Hsi s National Main Street Center offers training manuals. slide shows. videotapes. and other materi- als to ga your community on its way. States with active state Main Street programs may also have materials you can borrow or purchase (see the Est of state and citywide Main Street programs on page M 11). You can also learn more about the Main Street program at the National Town Meet- ing on Main Street (the Main Street program's annual convention). at state Main Street conferences, and at the Main Street sessions held at the National Preservation Conference. E GM connected. Join the National Main Street Network. a progam of the National Trust's Main Street Cen- ter. The Network puts you in touch \Y TM bleHouse %MANUFACTURERS OF ARCHITECTURAL LIGHTING SINCE 1962 4656&OIdPe chtree Rd. / Notetose. GA 30071 / 1.800.241.43171 FAY 770.417.9250 SPOULnovnmwaucrtoa M7 _..- Traditional Luminaire styles ►. Three ~ Dozen Traditi4nal e Pole t, , . [ styles Unlimited Possibilities \Y TM bleHouse %MANUFACTURERS OF ARCHITECTURAL LIGHTING SINCE 1962 4656&OIdPe chtree Rd. / Notetose. GA 30071 / 1.800.241.43171 FAY 770.417.9250 SPOULnovnmwaucrtoa M7 with people throughout the nation who are revitalizing their historic commercial districts so that you can learn from them. Also. join your state downtown develop- ment association or state Main Street as- sociation. if one exists, and get involved. Call the National Trust's Main Street Center for more information. c Get people excited about the process, Show slides of your commercial district. and of other iMain.Strees that have made positive changes. Talk with municipal leaders, city staff, business owners, prop- erty owners. bankers, civic groups. school groups, churches and temples, and everyone else who has a vested in- terest in the district's revitalization. Ask people what they like and don't like about the commercial district, and what they think its greatest needs are. Hold an all -day town meeting to talk about the dis- trict's future. Invite representatives from a nearby community Main Street pro. gram to visit your community and talk with people about how the program works. The more people who get in- volved in the process. the better. A Decide how you wish to participate. Is your communiry ready to launch a full. blown, staffed program. or do you want to learn more about the Main Street pro- gram first and gradually build support for a full-time program? Main Street program and, if so. what r form a task force to get the Main help it can offer. It should organize meet - Street program started. The task force ings. recruit volunteers. and coordinate should find out if there's an active state the program's first work plan. Task force members should include represen. tatives of both the public and private sectors and of the groups most active in the commercial district's revitalization and management. For instance. the com mittee might include a downtown mer- chant, a property owner, someone from the chamber of commerce, a banker, a member of the local preservation group or historical society, a city councillor, a member of the city planning office staff. and someone involved in housing de- velopment. Remember to seek out peo- ple with a variety of skills, interests and backgrounds. Z Develop an intron tctory action plan. List the things that you need to do first. Don't take on the biggest challenges! Focus on the first things that need to happen, like devel- oping bylaws and articles of incorporation for the new organization, obtaining basic raining in the Maul Street approach, build- ing a mailurglist ofpotenrial supporters, de- veloping a budget and a fund-raising plan, and acquiring office space. Assign specific deadlines and responsibilities. Hold regular meetings to review progress and to be sure things are on schedule. z Rahe some money. How much you need will depend on how soon your community plans to hire staff. Initially, you may only need enough money to buy reference and training materials, sponsor Organizing meetings, visit near- by Main Street communities, or print a newsletter. As the program moves closer to hiring staff, you'll need to raise more (see "Raising Money for Main Street Revitalization"). e CelbruisyauraccomMishmetds.Get- "'The Main Street Program has given Pikesviile a mucheoeded shot in the arm. Our city government has continually increased its financial suPPat of the program, and considers It money well spent,* Mayor Walter E. May Pikesvilie, Kentucky THERE ARE A NUMBER OF WAYS TO RAISE MONEY TO SUPPORT A full-time Main Street revitalization program. In the early years of the revitalization effort, community leaders usually raise funds through pledges and contributions from both the public and pri- vate sectors to cover the first three or four years of the program's activities. People contribute money because they want to see something happen and they're willing to help get the effort started. After the Main Street program has been active for several years and has established a solid track record, it often raises money through a comprehen- sive fund-raising campaign. In essence, it outlines its plan of action for the coming years and finds "investors" to support the plan. Many communities taking part in the Main Street program then begin laying the groundwork for earned income to augment the organization's rev- enues and to provide ongoing financial support for the organization. Earned income may come from a special assessment district, tax-ivaemem financing municipal -services contracts, special events, or from other sources. Budgets for Main Street programs with full-time staff average around 565,000 per year, but most begin much more modestly. When you're just M ting started, you may just need enough money to cover the costs of holding meetings, buying trauturg materials, or sponsoring a Main Street Assessment (see page M 9). Add up the amount you think you'll need to cover start-up costs, divide it up, and ask a dozen or so businesses, groups, individuals, and agencies to help you get going. Contributors to Main Street programs usually include: Community residents Chic organizations. Property owners Realtors City end county government Utility co aper iss Business owners Religkws Institutions Risencial institutions CORWas aft fgrnchatigre Economic and industrial Local Industries development commissic s Perking aatiarltiea Me sKeftaDverestsasttartoa In the early days of a Main Street Program, progress occurs in small steps while the program's participants learn basic revitalization sidlls. Over time, the small victories becmne larger om& ting organized sounds easy—but it's no small feat. When you're ready to launch Your Main Street program, celebrate your organizational accomplishments with a party for your volunteers. your partners. and the community. The National Trust's Main Street Center can help! HE NATIONAL TRUST'S T National Main Street Cen- ter provides a broad range of services for towns and cities interested in, revitalizing their his. toric commercial districts. The Main Street Center: 0 publishes a variety of training mate. rials. including manuals, books, video- tapes. slide shows. technical bulletins, and computer software; _ ■ sponsors the National Main Street Network, a membership program for organizations and individuals active in commercial district revitalization; administers the Main Street Certifi. cation Institute in Professional Down- town Management; ■ organizes the National Town Meeting on Main Street, the annual convention of commercial district revitalization professionals and vol- unteers; ■ conducts research into critical revi- talization issues; ■ conducts dozens of specialized work. shops and training programs for local revitalization leaders: and ■ serves as an advocate for the preser- vation of historic commercial buildings and the revitalization of traditional com- mercial buildings. HE MAIN STREET CENTER T provides a wide range of specific services to commu- nities—training programs, evaluations, workshops—but all of our services fit within the broader frame- - work of an overall organizational and market development strategy. We work hands-on with commercial district revi. talization leaders to help implement suc. cessful programs and to help make Preservation a routine pan of civic life. One of the best ways to help your community get started in Main Street re- vitalization is with a Main Street Assess. ment. A Main Street Assessment pro- vides you with an objective analysis of Your commercial district's best opporm- nines and biggest challenges and outlines a'realistic plan for getting started. The Assessment is conducted by one or two Main Street Center professional staff members over the course of two days. During the Assessment. Main Street Center staff meet with community groups. interview key people. review plans and other documents, and tour die commercial district and the surrounding areas. At the end of the Assessment the Main Street Center staff meets with corn- munity leaders to review his or her ob- servations and suggestions and to detail the best way to get the revitalization pro- gram underway. After the Assessment, the Main Street Center can provide ei. ther a written report or a follow-up visit to help with implementation. Watch out for these pWallsl S YOU PLAN YOUR MAIN A Street revitalization pro- gram, be careful to avoid these common mistakes: ■ Having unrealistic expectations. Re- member, Main Street revitalization hap. pens gradually and incrementally. Members of the community often have unrealistic expectations of what can be achieved in the revitalization program's. Preserving Time We make Custom Built Tower and Street Clocks of all kinds; from handcrafted replicas of an era gone by to your newestdesign, all made in Electric Time's fine tradition and destined for future generations. Abort clock: 15'hgh. foto-faced paa clock cart fmm arigimol 1890 patterns. For more info call. write or fax w at Name Company Ciry State _Zip _ Phone Fax e1810trme 45 West St, Medfield MA 02052 USA Tel: (508) 359-4396 Fax: (508) 359-4482 SPICMLkovYmsaassenoa M8 RESOURCE CENTER FOR MAIN STREET ADVERTISERS BarlowTyrie (800) 451-7467 Chadsworth, Inc. (800) COLUMNS Electric Time Co., Inc. (508)359-4396 Erie Landmark Company (800)371-o656 Spring City 6o9)268-8775 TdmbleHouse (800) 241-4317 Union Metal Corporation (330)456-7653 The Verdin Company (800) 543=0488 - M10 ar[euL Aovotnmw s[etton first few years. If the program is suc- cessful. its early major victories are like- ly to be organizational—not economic— in nature. ■ Beginning with large-scale physical improvements. The availability of fed. eral funds for large, cataclysmic physi- cal improvement projects over the past several decades—particularly for hous- ing development, transportation pro- jects. and urban renewal—has given many communities the false impression that the commercial district revitaliza- tion process should begin with large. highly visible physical improvement projects. But rapid. high-cost building his or her community has accomplished improvements early in the process of and how the program works. revitalizing a traditional commercial dis- 3. Host a Main Street Assessment. In- trict usually drive up rents quicker than vite a professional staTmember from the district's commercial base can the National Trust's National Main expand—which drives its small busi- Sweet Center to visit your community nesses out of business. Instead, begin by and help develop a plan to get your re - strengthening the districts existing busi- vitalization effort underway. nesses; expanding sales; and encourag- 4. Look at your commercial district as ing small-scale. low-cost, high -visibility if you were a first-time visitor. Is it physical improvements. dean, safe, attractive? Does it offer an Ir Focusing on just one or two of the appealing and useful range of goods Main Street approach's four points. The and services? Main Street revitalization process is S. Attend the National Town Meeting comprehensive. Communities whose on Main Street, the largest annual revitalization programs focus just on downtown revitalization conference in physical improvements, orjust on mar- the world. You'll meet hundreds of peo- keting, eventually run into serious prob- ple actively involved in Main Street pro - leets. A balanced approach, with incre- grates and will learn first-hand what mental work in each of the four areas of works. The National Town Meeting is the Main Street four -point approach, held each sprin& works best 8 Join the National Main Street Net- work, the MainStreet Center's mem- bership program. If you're already a member of the National Trust, you can upgrade your membership. Network membership gives you Macs Street Nexus each month, plus access to the Main Street Center's Network Exchange tele- phone assistance service and the Main Street internet usenet group and dis- counts on the Center's publications and conferences. 7. Visit other downtowns and neigh- borhood commercial districts. Take notes and photos of what does and doesn't work. 8. Sponsor an "architectural detail" contest in the local newspaper. Each week, choose a photo of a different de. tail from a Main Street building and award a prize to the fust person to iden- tify the building correctly. ❑ 'Thei he Main Street program is ane of the reasons I've dawn to remain in the downtown area It's improved our stropping district dramatically, and H will continue to Increase in value, much as the heirloom quality gifts that 1 offer in my shop." — Undo Janzen owner of The Dowry Okmulgee, Oklahoma Why wait? Eight things you can do to get started right away! Show people in your com- munity The Main Street Approach slide show (you can get a copy from the Na- tional Trust's National Main Street Center, from your National Trust Re- gional Office, or from most state Main. Street programs). Add slides of your own community. Use the slide show as a starting point for opening a discus. sion about your commercial district's needs and opportunities. L Invite the Main Street manager or a volunteer from a community taking parr in the Main Street program to talk with a group of community leaders about what STATE AND CITYWIDE MAIN STREET PROGRAMS ALABAMA The Alabama Historical Commission 334/2423184 ARIZONA Arizona Main Street Program 602/280 1350 ARKANSAS Maar Street Arkansas 501/324.9880 BOSTON, MASSACHUSETTS Boston Main Streets 617/635-6246 CALIFORNIA California Main Street Program 9161322-3536 CONNECTICUT Connecticut Main Street Program 203/6655168 DELAWARE Delaware Main Street Program 302/678.9112 FLORIDA Honda Main Street Program 904/487.2333 GEORGIA Georgia Main Street Program 912/931-2124 HAWAII Main Street Hawaii 8081587.0003 ILLINOIS 6 MICHIGAN CANAL Main Street Partnership 312/427-3688 ILLINOIS Minis Main Street Program 217/5241-6869 INDIANA Indiana Main Street Program 317/232.8910 IOWA Main Street Iowa 5151242-0733 KANSAS Kansas Main Street Program 913/296-3485 — KENTUCKY Kentucky Main Street Program 502/564.7005 LOUISIANA Louisiana Main Street Program 504/342-8160 MARYLAND Maryland Main Street Center 410/514-7265 MASSACIRISERS Downtown Revitalization Program 617/727.7180 ext. 426 MISSISSIPPI Mississippi Downtown Development As, 601/948-0404 MISSOURI Missouri Main Street Program 314/751.7939 NEBRASKA Nebraska Lied Main Street Program 402/472.0718 NEW JERSEY Main Street New jerscy 609/633-9769 NEW MEXICO New Mexico Main Street Program 505/827-0200 NORTH CAROLINA North Carolina Main Street Center 9191733-2850 OKLAHOMA Oklahoma Main Street Program 405/841-5115 OREGON Oregon Main Street Program Livable Oregon 503/222-2182 PENNSYLVANIA Pennsvivania Downtown Center 7171784-0456 PENNSYLVANIA Pennsylvania Main Street Program 7171772-1578 PUERTO RICO Corazon del Pueblo 809/728.5585 SOUTH CAROLINA South Carolina Downtown Development Assn. 803/256.3560 TENNESSEE Tennessee Main Street Project 615/741.2373 TEXAS Texas Main Street Coiter 512/463-6092 UTAN Utah Main Street Program 801/538-8638 VERMONT Vermont Downtown Program 802/828-3217 or 828.3226 VIRGINIA Vtrgtma Main Street Program 8041371-7030 WASHINGTON WashingtonDowntown Rmml=don 360/586.8977 WEST VMGM RA West Virgima Main Street program 304/558-0121 WISCONSIN Wisconsin Main Street Program 608/267-3855 1 wart more Information! Ifew tend me tkefollarumg: ❑ I'd like a catalog of Main Street publications, audiovisuals and software. ❑ I'm interested in hosting a Main Street Assessment. Please call me. ❑ rd like to learn more about the National Main Street Net- work. Please send me more in- formation. ❑ I'm interested in attending the National Town Meeting on Main Street. Please send me information about the next meeting. ❑ I'd like to know more about your community Main Street start-up services. Please call me. ❑ I'd like to know more about your state and citywide startup services. Please call me. Marl Misfom to: Milli Sdsal / NnWW Thad for 1785 Msasachuaelb Avenue NW Was1111111120nr DC 20036 NAME 1727.E ORGANIZA71ON OR COMPANY ADDRESS CUT STATE, ZPCODE DAYMM PHONE FAX ZMAi. SPaCMLAWAMMINittWnen- M11 tie Sense of P l a c e iPRING CITY Wrricai Manufacturing Company lone (61o)948 4000 0 Fax (610)948 5577