T. M P tion program by joining the Promotion Promotion the joining by program tion u­ m com your supporting for you Thank eaiiaino onls itrc struc­ historic countless the of spurred and rehabilitation billion $5 districts than these more in of have investment an programs produced these Together, country. Main National the by led movement life. the community as of future center help downtown’s will your ensure membership Your Committee. revitaliza­ Street Main important nity’s your downtown organization’s vision a a vision reality. organization’s make and downtown your community similar your for about results bring help will Committee net new businesses and creating 100,000 100,000 creating and 27,000 businesses for new space net providing while tures, than more involving and Center Street and sample forms to help you: help to forms sample and net new jobs for local citizens. local for jobs new net 1,000 community programs across the the across programs community 1,000 n promotion; and and effectiveand exciting an Develop >- revitalization downtown to proach ap­ Main Street the Understand >- committee. plans; work and strategy promotional - ul n fetv n efficient effective andan Build >- You are joining a coast-to-coast coast-to-coast a joining are You Your participation on the Promotion Promotion the on participation Your This handbook offers tips, guidelines, guidelines, tips, offers handbook This SECTION I com munities. These com m ercial cores cores ercial m com These their to services munities. com and goods of providers Street? Main to Happened What rental rates slip and property owners have have owners property and slip rates rental of cycle plicated com a from suffer now primary the longer no are busi­ districts ness neighborhood and Downtown W hile many of these changes have con­ have changes these of many hile W new attract to businesses. harder even it appearance making and the uncared-for giving shabby, a district buildings, their in invest to less leaving, businesses with disinvestment: ■ Many consumers are tired of the the of tired are consumers Many ■ instance: For Streets. ain rejuve­ M our support of that nation assets are and there trends decline, also economic to tributed ecm to welcome ■ A com m unity's core represents a a represents core unity's m com A ■ Street? Main for Hope Is There omril districts. commercial service— exemplary and name attention, recognition, personal value People of impersonality and homogeneity investment, its businesses. its municipal its investment, base, tax its jobs, its traditional of features potential all stores. chain and malls shopping usata hr fiseoo — y— econom its of share substantial a n streetmain ■ Because consumers are more mobile mobile more are consumers Because ■ ee s onon Heading? Downtown Is here W enjoy Americans more and ore M ■ em bodied there— cannot survive without without survive cannot there— bodied em Main side, its on trends some with Even ■ M ost traditional commercial districts districts commercial traditional ost M ■ Consider: help. image community the and Street— borhood district can potentially serve serve potentially can district borhood the ago, decades several than today vacation but also for everyday busi­ everyday for also for but just not vacation places— historic visiting be. to used it than greater much is neigh­ or downtown a that area market historic shopping environments. shopping unique, historic offer centers Traditional munity com activities. leisure and ness xadManSre’ uiesmx area. mix— arket m business and Street’s ain M aggressively expand must we in market, areas today’s commercial downtown maintenance of and support To rehabilitation ago. the years 30 they or 20 services offered and goods of provide range to the able be again never will ■ I ■ > ■ Main Street is not “city hall’s respon­ ■ Organization means getting everyone sibility” and yet our “Mom & Pop” working toward the same goal. The business owners can’t do it alone. tough work of building consensus and A collaborative effort, combining cooperation among the groups that the unique skills and vantage points have an important stake in the district of both public and private sectors, can be eased by using the common- is essential. sense formula of a volunteer-driven program and an organizational struc­ ■ Main Street’s renewal doesn't hap­ ture of board and committees. pen overnight; it’s a gradual process that begins with small steps, eventu­ ■ Promotion means selling the image ally building our capacity to tackle and promise of Main Street to all larger, more complicated revitaliza­ prospects. By marketing the district’s tion projects and problems. “Big fix,” unique characteristics to shoppers, in­ overnight solutions to downtown vestors, new businesses, and visitors, revitalization almost always fail. an effective promotion strategy forges a positive image through advertising, ■ Traditional commercial districts, like retail promotional activity, special shopping malls, require full-time, events, and marketing campaigns car­ professional management. ried out by local volunteers. Facts of Life about Downtown Revitalization Clearly, Main Street needs an ally, an ■ Design means getting Main Street advocate, a leader...and that’s where you into top physical shape. Capitalizing 1. There are no “hand-outs. come in. on its best assets— such as historic Traditional government and foundation buildings and traditional downtown grants shun projects that involve layout— is just part of the story. An commercial enterprises, and the days of What Is the “Four-Point inviting atmosphere created through urban renewal “big-fix” projects are long Approach”? window displays, parking areas, signs, sidewalks, street lights, and landscap­ ing conveys a visual message about A community's central business district 2. Most resources are local. Whether what Main Street is and what it has to often accounts for as much as 30 percent you need people or money to make offer. of the town’s jobs and 40 percent of its projects happen, they are most likely to tax base. But, Main Street is more than an be found in the community, and YOU ■ Economic Restructuring means find­ economic asset. It is also a community’s must find them. crossroad, a place in our hearts and minds ing a new purpose for Main Street’s that evokes strong emotions and helps enterprises. By helping existing 3. Not everyone will like you, not even define our identity. downtown businesses expand and everyone you must work with. You must In recent years, many approaches to recruiting new ones to respond to forge coalitions that have never been downtown revitalization, from urban today’s market, Main Street programs formed, and many of the people involved renewal to paint-up, fix-up projects, have help convert unused space into pro­ may not be used to talking to each other. failed because they focused on just one ductive property and sharpen the com­ or two problems, rather than dealing with petitiveness of business enterprises. the full spectrum of interrelated issues 4. Everyone has an agenda, and that affect downtowns. it’s probably not just downtown The National Trust for Historic Pres­ revitalization. YOU must create the ervation’s Main Street program offers culture— and priority—for Main Street’s an approach to downtown revitalization renewal. that has been successful in more than a thousand towns and cities throughout the 5. There is no formula, no magic country. The four points described below answers or easy solutions. The Main are the keys to the success of the Main Street approach cannot save you from Street approach: hard work, but it can substantially improve your chances for success.

I ■ 2 w e lc o m e to main street What Makes “Main Street” 5. Assets. History is on our side. To give Unique? people a sense of belonging and pride. Main Street must capitalize on the unique Impact of Recent Trends The Main Street approach has eight guid­ assets it already has— qualities such as on Am erica’s Main distinctive buildings, neighborly shop Streets ing principles that set it apart from other . redevelopment strategies. owners, and a human scale that can’t be i ...... copied out on the strip. The dramatic increase in the number 1. Comprehensive. Take off the blind­ of two-income households has made ers. No single focus— such as lavish pub­ 6. Quality. Built-to-last. Shoestring bud­ traditional downtown 9-to-5 shopping lic improvements, “name-brand” business gets and “cut-and-paste” efforts won't do hours obsolete. recruitment, or endless promotional the job. A high standard of quality must be set for every aspect of the commercial events—can do the job. Downtown revi­ An entire generation of younger district: from window displays to market­ talization is a complex process requiring consumers has grown up shopping in ing brochures, from public improvements a simultaneous, comprehensive strategy. malls; their expectations as consumers to storefront renovation. have been shaped by this experience. 2. Incremental. Baby steps come before walking. Basic, simple activities lead to a 7. Change. Skeptics turn into believ­ In the last decade, retail space in America more sophisticated understanding of the ers. Almost no one believes Main Street has quadrupled, while retail sales have revitalization process and help members can really turn around...at first. Changes increased less than 10 percent, taking of the community develop skills to tackle in attitude and practice are slow but a heavy toll on traditional commercial more complex problems and ambitious definite— and essential. The Main Street districts. projects. approach often brings about a major shift in downtown’s use, purpose...and future. 3. Self-Help. Nobody else will save Land-use and transportation planning Main Street. Local leaders must have the 8. Implementation. Make a differ­ and policies have favored motorists and will and desire to mobilize local re­ ence TODAY. Most communities have suburban sprawl. sources. That means convincing residents enough plans collecting dust on shelves and business owners alike of the rewards to last them through the next century. for their investment of time and money in Main Street’s focus is to simultaneously Main Street, as the heart of their com­ plan for the future while creating visible munity. change and activity NOW.

4. Partnerships. Stop pointing fingers. Both the public and private sectors have a vital interest in downtown. Partnership means that all stakeholders are contribut­ ing time, money, and expertise— often individually, but sometimes sitting around the same table—Main Street’s table. SECTION 2: com m itte e purpose

What Does the Promotion “Image Is Everything” ■ Environment: buildings, streets, Committee Do? landscapes, utility fixtures, dilapida­ The image of your Main Street district tion, and cleanliness. The job of the Promotion Committee is will determine its potential for vitality ■ Attitudes: merchants, business to PROMOTE downtown as the center and prosperity. When downtown’s image people, property owners, employees, of commerce, culture, and community declines, consumer confidence drops, residents, and shoppers. life for residents and visitors alike. To sales slacken, sales tax revenue falls, ■ Activities: goods, services, and other be effective, your committee must move businesses close, property values sink, uses of downtown—in terms of vari­ beyond the typical “tried-and-true” down­ and the district deteriorates. But physical ety, quality, and value. town promotion ideas of yesteryear. You image, addressed by design improve­ ■ Quality: appropriate style and sophis­ must think about promotion in a broader ments, is just part of the story. Promotion tication of promotional activities and sense and develop new strategies by: strengthens the downtown’s image and materials. marketability in several ways; it: >- Understanding the changing mar­ ket — both potential shoppers and ■ Changes community attitudes by The Seven Steps in Creating an your “competition”; focusing attention on downtown’s best Image for Main Street >- Identifying downtown assets — assets and potential; including people, buildings, heritage, ■ Builds a unified image by targeting The crafted image for your commercial and institutions; a clear, specific market niche with district must be detailed, specific, imagi­ ► Defining Main Street’s market materials and activity; native, and compelling. It must capture niche — its unique “position” in the ■ Generates fresh activity, helping re­ the public’s imagination, reflect the true marketplace; and finally establish downtown as the center of quality of the place, and be consistently ► Creating NEW image campaigns, community life; delivered whenever someone visits the retail promotions, and special events ■ Communicates progress and excite­ district. Your committee can follow these — to lure people back downtown. ment, attracting more investors and steps to develop the right image for your shoppers. Main Street:

The first three activities above should I. Identify downtown’s assets. W hat are be done in partnership with the Main Defining the Image the unique and desirable buildings, shops, Street organization’s board of directors and social gathering spots? The Design and other committees. The fourth activi­ Main Street’s image cannot be defined by Committee can help identify some of ty—creating new campaigns, promotions, a few people according to their own opin­ these assets. What events currently take and events— is the focus ions or taste. The image must be crafted, place? of the Promotion Committee. This hand­ based upon the assets of the district, its book provides a brief overview of these market potential, and the values of the activities. community. What exactly are the raw materials of image?

I ■ 4 2. Compile information about the marketplace. What are the business mix, Elements of an Image Examples of Committee Projects market potential, demographics, and Campaign shoppers’ attitudes. The Economic Re­ structuring Committee can provide much > Image advertising: Promotes Main • "Service is our Signature’’ poster series of this information. Street’s unique qualities and market • “The Owner is Home’’ ad campaign position through newspaper, radio, • “Shop Downtown” radio jingle 3. Analyze all data. Which negative at­ TV, and direct mail ads. titudes can be changed? Which positive attitudes can be reinforced? Can “niches” >- Collateral materials: Repeat the • logo for Main Street program/district for the downtown be carved out of the logo/graphic on print materials, public • entrance sign or banners with logo regional marketplace? signs, souvenirs, and in businesses. • shopping bags, buttons, T-shirts with logo 4. Match assets with market niches. Which groups of shoppers can your busi­ >• Media relations: Generate publicity • media “kits” on downtown program ness mix attract? Which downtown assets through accurate, detailed, and • press receptions for major projects support this niche? Will existing promo­ interesting press releases and timely • annual report on program for the public tions appeal to these customers? communication with media contacts • TV. radio, and newspaper interviews who have been carefully cultivated. 5. Write a “positioning statement.” How should the district be “positioned” ► Image-building events: Help • downtown progress awards ceremonies in the minds of the public? The position the community recognize and • ribbon-cuttings for new projects statement should be based on sound mar­ celebrate Main Street’s importance • “before and after” renovation displays ket data and community values. and progress through public displays and special events. 6. Develop a “district marketing strat­ egy.” What types of images, activities, All these activities reinforce Main Street’s image as a dynamic, lively campaigns, and events will strengthen place that is the center of community life and identity. Your committee will Main Street’s newly defined position with need to identify your district’s unique character and then design an image cam­ the targeted market niches? paign that will enhance its identity. 7. Design a graphic icon. What type of graphic logo and “signature" will embody the spirit of downtown’s market position and capture the public's attention? What We Have media should be used?

A History With Once this important homework has been finished, your committee can ef­ Our Customers. fectively launch a dynamic promotional campaign on all three fronts— image de­ velopment, retail promotion, and special events.

Most of the businesses in traded with your parents Downtown Blytheville are and grandparents. When we family-owned. Some second, say “A Lifetime Guarantee” even third generation. If in Downtown Blytheville, we you've lived here all of your mean it. And that’s mighty life, that means our parents hard to come by, these days.

DOWNTOWN BLYTHEVILLE Creative image ads, such as this one from Cfcnc/'attcms Ofr Serriee y&a Can Pepend On. Blytheville, Ark., use a unique downtown asset to position the district and generate a “logo" signature.

committee purpose 5 ■ | Successful Retail Promotions Types of Retail Promotions Examples of Committee Is there life after clearance sales? YES! Projects Retail promotion can be more creative, innovative, and successful if your com­ > Cooperative promotion focuses on • Spring Fashion Show mittee takes the time to brainstorm ideas the comparative aspects of retailing • “Taste of Main Street” restaurant guide and plan targeted events with the mer­ in the district, clustering stores that • “Antique Days” co-op ads for stores chants in mind. Consider the following are in the same category and can be • Mother’s Day promotion of gift shops types of retail promotions: promoted together.

■ “Sales” events are typically discount >- Cross-retail promotion groups • joint window displays: clothing/ oriented, offering end-of-season businesses with complementary goods jewelry “clearance” merchandise at a reduced in one retail event or in coordinated • “Home Improvement” promotion of price. (Warning: Loading your pro­ displays. furniture and hardware stores motional calendar with too many discounted “sales” events creates a >- Niche promotion focuses attention, • “Appreciation Days” for senior “left-over junk” image for Main Street not on the product mix, but on a citizens — not a good strategy, especially when specific consumer group targeted • Employee coupons for area workers competitors in the market are much through specially distributed flyers, • “Dad’s Day Out” Saturday promotion more skilled and successful at deep coupons, posters, and/or media ads. • “After School” specials for students discounting than the small, indepen­ dent merchant can ever hope to be.) Your committee, with ample input from merchants, can create unusual and ■ Retail events avoid discounting in profitable promotions for the retail community. favor of unique downtown retail features such as convenience, service, variety, familiarity, or exclusiveness.

Five Essentials of a Good Festival

1. Music. Stage musical acts that are easy to hear and view, perhaps with different options on separate stages.

2. Food. Offer interesting, fun “finger” food and drink, on the street, with nearby trash receptacles and restroom facilities!

3. Overlapping activities. Create a lively atmosphere through simultaneous events that may appeal to different members of the audience.

4. Appeal to all ages. Develop activities for children, displays of interest to seniors, attractions for teens, and entertainment for young, single adults.

5. Something free. Create a sense of surprise and excitement by offering giveaways, such as balloons, souvenirs, mementos, or door prizes. I ■ 6 committee purpose Why Should You Do Special Events?

Before you throw a lavish party on Main Street for the entire community, the Pro­ motion Committee must decide what the event should accomplish. Do you need a “traffic-building event”— such as a big festival with “something for everyone”— that will generate future sales for down­ town businesses by attracting consumers to non-commercial activities now? Or, is it important for the event to target a specific market niche—for example, holding an antique car show to attract auto enthusiasts— and generate instant “spin-off sales” at related businesses? If you know which group you want to attract and the results you need, you’re on your way to a successful event.

Categories of Special Events Examples of Committee Projects Effective Media Relations Tips > Community heritage. Acknowledge • "Crafts on the Square” fair f.A'--"-p *'\py . ' • , . v ' 'i; ■ 7 / ' » ■ - • ' ”'V*£ ■ * ;■>L”'4 ' local arts, industry, talent, and • “Strawberry Festival” of local produce 4, * „• - ■& 4J || J “ 3"* ' •' , *■ V'v A^'" ' 1. Develop a thorough media list. Get agriculture or celebrate the history and • Candlelight tour of historic buildings names of publishers, editors, writers, architecture of the community. • “Ugliest Pick-up Truck” contest/parade news anchors. List deadlines, phone and fax numbers, and preferred press release formats. >- Special holidays. Focus on traditional • Halloween Pumpkin carving contest and unconventional holidays that • "Dickens of a Christmas” event 2. Meet with everyone on the media list. celebrate dates or events that have • Fourth of July parade Be prepared to explain the mission of the meaning for the entire community or • "Cinco de Mayo” Hispanic festival organization, current programs, successes, dates of special interest to a specific • “Kwaanza” African-American and ongoing challenges. ethnic or cultural group. celebration

3. Stay in touch. Keep the media apprised of your progress, pass along results from >- Social events. Develop unusual • "Friday’s at 5" after-work street parties market analysis or other studies, and offer activities that enliven public spaces • “Lunch on the Square” concert series reactions to local government decisions. and attract people who don’t normally • "Just Desserts” gala concert and dinner come downtown. • Saturday Health Fair on the sidewalk 4. Provide story ideas. To get good feature story coverage, you need to provide the Special events can focus widespread public attention on Main Street and the program’s media with ideas. Items from your work good work, while offering a satisfying volunteer opportunity and profit potential for plan are good for a start. district businesses. 5. Don’t be a pest! The media do not owe the organization or the effort "good press.” Whining about negative coverage is never fruitful: providing correct and thorough information is the way to win friends.

committee purpose 7 ■ | SECTION 3: committee roles

Committees are the backbone of a Main As you can see, your committee activities at each committee meeting Street program, providing the workers will need to be as large as your ambi­ and minimize confusion or duplication who actually “roll up their sleeves” and tions! Even though you should count on of efforts. get the work done, from planning to proj­ volunteer help from all your Main Street ect implementation— and the Promotion committees and the board, you will still Committee is no exception! need to build an active, committed group You as a Promotion You will be pulling together a large for promotions only. (Note: you may Committee Member and lively group, for both the commit­ find that certain activities are too big for tee and your events; and the vitality your the Promotion Committee. An annual A minimum of five to seven people promotions inject into the district will festival or an ambitious ad campaign, for typically meet at least once a month to certainly be a source of satisfaction for example, should perhaps be delegated plan and prepare programs and events, your committee. On the Promotion Com­ to a temporary task force or standing which can create additional demands mittee, you will regularly find yourself: subcommittee, which would then report to for more time or volunteers. While just the Promotion Committee.) about anyone with time and a sincere >- Holding meetings — to analyze interest should be welcomed to serve on data, develop strategies, brainstorm your committee, remember that a really ideas, and plan events; How Does Promotion “Fit” productive and effective Promotion >- Visiting merchants — to get their in the Organization? Committee member: ideas, solicit participation in events, and update them on plans; It’s good to remember that the board • Knows and supports the Main Street >- Talking with the media — to answer sets the organization’s direction, while approach to promotion; questions, give them fresh news, or committees make the projects happen. • Has a genuine desire to serve on the negotiate advertising; Thus, while the board may have some committee; >• Coordinating groups — to general ideas about promotional strategy, • Expresses self clearly, yet eagerly participate, attend, sponsor, or be a it should be looking to your committee exchanges ideas with others; partner for promotional activities; for concrete work plan proposals that it • Keeps an open mind, to be creative and >- Organizing projects — to schedule will review and approve. Once propos­ learn from others; participants, vendors, contractors, als are approved, your group will need to • Thinks about the “big picture,” yet also and services; pull together resources and complete the concentrates on the details; >■ Running events — to set up projects. • Knows when to be decisive and come equipment, staff booths, supervise A good way to maintain two-way to closure; volunteers, and manage events. communication between the board and • Cooperates willingly in a team effort; your committee is to have one committee • Stays focused on the task at hand; member, often the committee chair, serve • Understands the promotional needs as a board member as well. A liaison of small retailers; member can report on the other groups'

I ■ 8 • Rolls up sleeves willingly and pitches ■ Representing the board — explain­ in to run promotional events; ing mission, clarifying policies, • Has skills or interest in public relations, reporting on board activities; Expectations for a media, and image development; and ■ Representing the committee to Committee Member: • Carries out plans and projects in a board — presenting work plans and timely and professional manner. reporting on projects; Members shout ■ Working with staff — coordinating expect to: actions, scheduling projects, solving Who Serves on the problems; Commit to at least one year of service: Promotion Committee? ■ Running events — setting up equip­ ment, supervising volunteers, and Work 3 to 5 hours a month: managing events; and Attend all training sessions: Likely candidates are: ■ Doing the “paperwork” — m anag­ Read selected orientation materials; • downtown merchants ing funds, negotiating contracts, and Learn the Main Street approach; • chamber of commerce members filing reports. Recruit/orient new members; • civic groups involved in the arts Prepare in advance for meetings; • marketing/advertising professionals Your responsibilities are great, but you • teachers of marketing or design are not alone. Many of the activities listed Cooperatively draft an annual plan; • staff in advertising or tourism offices above can be supported by, but not dele­ Take responsibility for projects: and • reporters and editors gated to, the staff and board leadership. Always represent the organization • graphic designers and artists positively to the public. • people who want to be “part of the action” What Are the Qualities of a Good Chair?

You as the Promotion In addition to the qualities listed previ­ Committee Chairperson ously for committee members, an effec­ tive chair also: The real “stars” of many Main Street pro­ grams are the committee chairs. Public ■ Understands— and routinely teaches recognition, leadership status, the ability others— about the Main Street ap­ to “make a difference” in the community, proach to promotion; and the satisfaction of a job well done are ■ Has genuine desire to lead the com­ all potential rewards. Accountability to mittee and make great things happen; the board for your committee’s projects, ■ Has strong organizational skills, for responsibility for other volunteers, time self and others’ work; demands, and the potential for failure are ■ Enjoys leading and managing both also part of the mix. As committee chair, people and projects; you must understand these roles and ■ Facilitates group discussion, making responsibilities clearly. sure meeting agendas stay on track As the Promotion Committee Chair, and are completed; you will regularly find yourself: ■ Maintains a positive attitude that en­ courages participation and enthusiasm ■ Recruiting members — organizing by others; training/orientation, assigning and ■ Respects other people’s viewpoints supervising tasks; and skills; ■ Running meetings — preparing ■ Manages difficult personalities and con­ agendas, notifying members, and flicts to bring the group to consensus; taking minutes; ■ Communicates the committee’s goals ■ Organizing work plans — schedul­ and progress to members and to the ing work, managing tasks, knowing public; and “the buck stops here”; ■ Displays integrity, self-confidence, ■ Forging consensus — managing persuasiveness, decisiveness, and discussions, resolving conflicts, and creativity. moving ahead on issues;

committee roles 9 ■ | Choosing a Committee Chair 2. Work Plans: 5. Committee Meetings: ■ assists committee members in ■ attends most meetings to provide While your committee will probably developing work plan document; technical information and profes­ be asked to develop a list of potential sional opinions; chairpersons, it is ultimately the board ■ helps committee members com­ of directors’ responsibility to appoint plete their projects but doesn’t ■ helps strategize and develop solu­ that person. Where should you look for assume responsibility for those tions; and candidates? Good chairs are often drawn activities; and from the membership of that committee. ■ works with chair to assure that de­ Otherwise, your search might include ■ integrates own work plan with the cisions and assignments are made outsiders with leadership experience or committee’s work plan. and completed. potential and unique skills or interests in marketing and promotion, such as those ... is not someone to whom volun­ ... is not responsible for calling listed earlier as potential candidates for teers delegate all their work. and running meetings or taking committee membership in general. minutes. 3. Promotion Projects: ■ coordinates production of PR, Staff Role in Committees graphic image, and other promo­ tional materials; and As a committee volunteer, you have great responsibilities, some of which can be ■ helps members coordinate special supported by, but not delegated to, the events, retail promotions, and Expectations for a staff—typically, a single program man­ advertising activities. Committee Chair ager. It’s important for you to understand T what staff does—and does not do—for ... is not responsible for taking A chairperson should—at a minimum your committee. The manager partici­ the lead on organizing or running expect to: pates in the committee’s work in the fol­ events. > c. ^ i *** $ ' !.•••. - f . (* lowing areas. 9 • Commit to at least one year 4. Volunteer Management: ot service; I. Committee Development: ■ helps chair develop good systems • Work 5 to 8 hours a month in ■ helps committee and chair learn for recruitment, supervision, and committee; the mechanics of committee reward of members; and • Teach others the Main Street approach; management; provides expert advice and concise information on ■ helps develop volunteer capacity • Recruit and orient committee revitalization and the Main Street of committees by participating in members; approach; and recruitment efforts. • Organize the committee’s work plan; • Call and run committee meetings; ■ collaborates with committee ... does not become the volunteer’s • Delegate tasks to responsible members and chair as a strategist/ boss. members; planner. • Take responsibility for committee results; ... does not have authority over • Appoint and oversee any the committee or its structure. subcommittees; • Represent the committee to the board; • Report on board issues to the committee: • Manage and reward volunteers’ efforts; and • Remove oneself from office if any personal conflicts-of-interest arise.

I ■ 10 committee roles SECTION 4: committee work plans

As a busy committee member, you may 2. Develop District’s Image feel that spending time creating docu­ Ask: What’s Our Key Message? ments such as a detailed committee work ■ Brainstorm creative ideas for a plan is a frivolous luxury, but it isn’t. If positive downtown identity and Top Five Reasons to Do a you want to raise money for projects, image, based on the defined market Work Plan motivate volunteers, get things done, and niche. Shape these ideas into a make the time you spend on the com­ single message you want to convey 1. Motivates volunteers to achieve mittee productive and enjoyable, a good through all your activities. a goal. work plan is a necessity. 3. Evaluate Existing Promotions 2. Provides benchmarks for success. A sk: How Are We Doing Now? Developing a Good Work Plan ■ Measure the “gap” between your 3. Attracts donations for specific proposed new image and the image projects. Planning doesn’t need to be painful, bor­ projected by your current down­ ing, or time-consuming. This handbook town promotions. Eliminate events 4. Improves success rate of projects. will outline a quick and effective process that no longer appeal to your new and give you a sample form to use, as market niche and target groups. 5. Reduces confusion and conflict. well as examples of typical work plan activities. Below, we’ve suggested some 4. Draft Work Plan Proposal important steps that can help you build a Ask: What New Activities Are solid work plan for promotion. Needed? ■ Develop a written work plan for 12 I . Identify Market Niche months, based on the resources of Ask: Who Can We Best Serve? the whole organization, promotion ■ Analyze the market to determine committee, and potential outside the district’s best “position” or “partners” identified earlier. niche. (Check to see if the Econom­ ic Restructuring Committee can 5. Get Board Approval help). Ask: How Does Your Plan Fit into the ■ Identify target groups that could Organization? potentially shop downtown as well ■ Present your plan to the board as assets in the commercial district so it can be integrated with other that would attract them. work plans. The board will then set priorities and allocate resources.

M ■ I ■ m m r'

- *** V* Seven Essentials for a Good W ork Plan Typical Promotion Work Plan Projects iw m ' This type of planning goes by many names, and the jargon can be confusing. - ' We suggest seven simple but important components for your work plan: You need to make your work plan as unique as your community. A typical promotion committee work plan might Component Purpose Promotion Examples include, but is not limited to, the following projects: 1. GOALS State very broadly the “To rebuild the vitality of downtown streets...” end results we seek in this • Develop a Main Street logo. committee “To bring people back • Prepare media kits for program. downtown” • Publish annual “Main Street Events” calendar. 2. OBJECTIVES Serve as instructions for “To enhance the image of reaching our broad goals Main Street as a family • Organize co-op advertising for destination” retail events. “To promote downtown as a • Install banners with logo on tourist destination” Main Street. • Create downtown business directory. 3. PROJECTS Define specific initiatives this “Develop a logo for • Launch image ad campaign. downtown” committee will undertake • Coordinate holiday lighting and “Establish a calendar of decorations. events” • Organize local heritage festival “Create a business directory” with dubs. “Organize a Spring festival” • Present Spring fashion show.

4. TASKS Describe individual actions “Contact all civic groups on • Co-sponsor Halloween contest necessary to complete a list to obtain event schedules” with school. project “Door-to-door survey of • Launch new shopping hours campaign. ground- and upper-floor • Plan Main Street sports car show. businesses and uses” • Co-sponsor historic tour with historical society. 5. TIMETABLE Sets a realistic start and finish “Jan. 30-Feb. 15, 1996” date for each task “... by February 15, 1996” “Within 30 days of completion of survey of businesses”

6. RESPONSIBILITY Identifies specific member “John Winslow” who will take the lead and be “Chairperson” responsible for completion “Lead: Joe (with assistance by Barbara and staff)”

7. BUDGET Outlines all costs associated “$150.00 cash” NOTES: with each task, helping “$75 cash from committee ■ Your committee will usually have just committee and board to budget, with $75 in-kind one goal. set priorities contribution from the printer” ■ You may have two or three objectives to reach your goal. ■ Typically, you will develop several tasks to complete each objective.

I ■ 12 committee work plans Sample Promotion Committee Work Plan Sheet (Blank form for photocopying provided at back of this handbook)

MainStreet W O RK PLAN Promotion Committee

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committee work plans 13 ■ | committee effectiveness

Avoiding Committee Conflict ■ Your support is essential. If you find ■ Do we really need a meeting? M eet­ yourself in regular conflict with your ings are necessary when group action As with most groups, the majority of committee or board’s decisions or is required or face-to-face discussion conflicts result from misunderstandings. direction, you should consider step­ is important. Otherwise, consider a Your committee will avoid a great deal ping down from your position. You'll written memo, personal phone calls, of unpleasant and unproductive discord do yourself and others no favor by or even a conference call. if you keep in mind a few basic rules of staying on. committee communication: ■ Are we prepared to meet? Choose a meeting time well in advance, usually ■ You might disagree in a private Meetings, Meetings, Meetings... a month. Give everyone adequate m eeting about any issue related to the notice, two weeks at a minimum. committee, but when you walk out the Most people hate meetings, and Main Prepare and deliver a written agenda, door, you are an “ambassador” to the Street volunteers are no exception. Too preferably in advance. public, and must represent the com­ often, meetings are boring, unpleasant, mittee’s view, despite any lingering unproductive... utter time-wasters. So ■ Has the room been prepared for the personal misgivings about the group’s why have them? The harsh reality is that, m eeting? When people are comfort­ decision. in order to be effective, every organiza­ able, they can be productive. Make tion or group must have communication sure the room has adequate tables, ■ Your committee may be opposed and consensus; and meetings are often chairs, space, lighting, privacy, and to a board policy. If so, you have an the best, although not the only, way of necessary equipment, such as a obligation to clarify your position, and accomplishing that. This collaborative flipchart. Refreshments make early the reasons for it, as well as ultimately work is even more important when funds morning, noon, or after-work sessions to accept and publicly support the and staff time are limited. In other words, more appealing. board's final decision. meetings are an essential aspect of any Main Street program. ■ Are the right people in the room? ■ Your chairperson is the key link The good news: we can create better, Meetings are fruitless when key play­ between the board and the commit­ more productive meetings by following ers are missing or when unnecessary tee. The chair reports committee ideas some basic guidelines. The board chair people are included. Keep the number and actions to the board and other should answer the following questions af­ manageable, usually five to seven committees and in turn represents and firmatively before you sit down together people, and make sure key individuals explains board policy and decisions to at the table: will be able to attend. the committee.

I ■ 14 YO U Could Be the Problem Tips for Managing Discussions

Well-meaning committee members are If you find yourself running a meeting, frequently unaware of their own bad here are some good rules of thumb to habits. You may be sabotaging meetings keep in mind. without realizing it. D on’t be the: ■ Make a plan. In addition to the agen­ Latecomer... da items, you should have a strategy who disrupts discussion, making every­ for conducting the meeting. Anticipate one backtrack to fill you in; the comments and reactions each Early Leaver... topic will spur. How will you keep who cuts off discussion, robbing others of the meeting from getting sidetracked? your input or support: Decide now what results you want, and how to get there. Broken Record... who harps on the same point endlessly, ■ Zip your lip. A sure sign of problems 1. Has a clear agenda and purpose dragging the group down; is a meeting dominated by the chair 2. Starts and finishes on-time Drop-out... or program manager. Set an agenda 3. Has a good facilitator/leader who sits there stone-faced, making others that allows others to lead discussions, 4. Has agreed-upon ground rules feel uneasy or confused; make presentations, or propose ac­ 5. Assembles the right people in the tions. If you want real participation Gossiper... room by committee members, consider who constantly chats with others, dis­ 6. Has active group discussions and yourself a “traffic cop’’ for discus­ tracting the group; reaches conclusions sions, and a quiet leader toward your Know-It-All... goals. Don’t let the staff, or your ego, who dominates the discussion, inhibiting squelch other people’s enthusiasm. others’ participation; or the

Doubting Thomas... who is always skeptical and negative— because it’s just plain easier.

Is Your Agenda Hidden?

“A problem well defined is a problem half-solved” applies as well to commit­ tee meetings as it did to Albert Einstein’s equations. Clear agreement among the whole group about the purpose and in­ tended results of a meeting will eliminate at least half of the problems that crop up. Clearly recording what happens at each meeting will also eliminate confusion and keep everyone on track. Good agendas and minutes are essential tools for effec­ tive meetings. But who has time to print up an agenda and transcribe minutes? What goes into a good agenda? What information should be included in the minutes? What is the easiest way to accomplish these tasks? On page 16, you will find a sample form to record both agenda items and minutes. This fill-in-the-blank format can help your committee keep clear records and follow an agenda with a minimum of effort. committee effectiveness 15 ■ | Sample Minutes Form (Blank form for photocopying provided at back of this handbook)

MEETING AGENDA & MainStreet MINUTES FORM Promotion Committee

Meeting Date: 10 / / / 9L> Attending: Time: R'.Ot- 9:QO d.rH. - Location:. yufdto Stfts-t Chairperson: _ •. f t hn'/ltL Absent:______J d t t l O /A U

Top Issue: . jAtU’vi cyfatf

Item: Notes: M . ‘tfvof. biviesIck/il/ed.i/icIuc/iAfi c/mcl. > W e c u t f c 'baud. Skt//fitth/iA frrasu A/t-d •______Action:. d b k h /A tL A i i l t t e k M tUfcrr A t* Time: ¥ 6 J h jte Aid.______

2. Ve*ut

Z U tedu l/A ff & ______f U / s yh’dl aA jad/ibb Action: X ^a/m'acl £ (jfytf- to /// dot b u d a. d/

Tim e:. /*> h i i a u h . S C h ile c/ubs tit a fa rt tw i

S t b / M •' JjAhV/t/ /lAM’hl'ASi fciskrsjurt iach^irm prM kr^ notO n e td f ii 'S'hnhuh'd-yi______Action: i;doOi cevM m i'ttic- YviAv>ib& r w i/f Tim e:. / 5 " m 'A u k o dishrihvk. pcskrs ^ tnu bdocL rfsf/u/

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Time: ■*2.0 l/UJ/LU {~€A (Sad'A/L /mIH dtHc w/Yadio sklbcA /nj)neY

Summary/Notes for Board & Staff: Next Meeting Scheduled for: -xfW a. shut?- MC dweft vendors. Date: 10 t/St f ( , ders ^ pi d/shnbubd by /o/rs/% Time: & :& t>'- ? '‘0 0 ^bfods 'xn /zfun- 1 0 Location: Sendid to:t f i o t o d ■ rJtdiY. /bv(tMa 4 , / 'ad ,, w t

I ■ 16 committee effectiveness ■ State the obvious. Don't be embar­ Training Yourself for rassed to open the meeting by restating Maximum Performance the reason for gathering. Ask for agree­ ment. You’d be surprised how often You can make your job easier by taking there is either a misunderstanding about the time to train committee members. priorities or an important item that ev­ How much time? Over the next year, eryone wants added to the agenda. Tell about 5 percent of your time, approxi­ others what you want to accomplish mately two 90-minute meetings, should and when the meeting will end. be dedicated to training. And you can do much of this yourself, with the help of ■ Tackle big things first. Remember your program manager. Here are some Parkinson’s Law: “The smaller the suggestions for format and resources: item, the greater attention it will receive.” While many people may feel ■ MEETING#! reluctant to discuss the legal implica­ Orientation. The purpose of the first tions of an ordinance, everyone has an session, led by the chair or program opinion on the appearance of the new manager, is to familiarize committee trash bins for the park or the color members with the Main Street approach. of the organization’s new stationary. In conducting this meeting, you should: Address important, complex topics up front; save the small stuff for last... or • Introduce committee members, noting cut it completely. their interests and skills relevant to promotions; ■ Cut trivial topics. Are you trying to • Present the NMSC’s Promoting Main cover too much ground in one meet­ Street slide show; ing? Be brutal with your agenda; strip • Tour the downtown, noting the variety it down to critical issues. Perhaps, of shops, goods, and merchandising; some items could be delegated to a and person or task force and be covered in • Discuss the strengths and weaknesses a written report rather than taking up of the business mix and downtown as ■ Make it fun! An effective meeting everyone’s time. a whole. does not have to be boring. Plan a ■ Make it safe. Use your leadership little entertainment, such as a guest ■ MEETING #2: speaker. Or break it up with visuals, to ensure a comfortable discussion Training. Use this meeting to help the such as architectural renderings, a where no one feels threatened by group reach consensus on how to apply slide show, or a video presentation. others. This can be tough! Don’t let the Main Street approach to local issues. one person monopolize the conversa­ ■ Wrap it up. The most frustrating tion; say: “I understand your point, • Review this committee handbook, now let’s hear from someone else.” experience for volunteers is to spend section by section, asking for ques­ an hour or two in deep debate, only Consider going around the table to tions and discussion; to adjourn with no sense of resolution equalize everyone’s input. DON’T • Analyze current community events and no idea what steps will be taken. LET ANYONE ATTACK ANOTHER. and promotional materials used by Your job is to constantly summarize Reprimand them during the meeting other civic groups; and or after, but don’t allow any bullying. the discussion, bring the group to • Discuss the types of promotions of closure, or outline specific steps you greatest interest to the group. ■ Reward positive participation. Sup­ or the committee will take to finish specific projects. Also ask the group port people who make positive com­ Now your committee is ready to start to define the next steps. ments and stay on target with meeting developing its own plan of action, as objectives. Ignore off-target remarks; outlined in the previous section of this discussion only reinforces them. handbook.

committee effectiveness 17 ■ | SECTION 6: committee report card

As your committee grows and matures, CONDUCT MEETINGS that Work Plan Effectiveness it’s a good idea periodically to evaluate □ start and end on time Now that you’ve evaluated your commit­ your operations and effectiveness. The □ have an informal, relaxed tee's organizational patterns and behavior, following review will signal whether your atmosphere the following questions may help assess committee is moving in the right direction: □ provide informational materials the effectiveness of the committee’s work for review and study plan. Again, give yourself a “plus” for Organizational Procedures each positive response: (Give yourself a "plus" for every yes PRODUCE UPDATED WORK PLANS answer, a “minus” for every no.) annually that □ Do more people know about the □ modify existing objectives downtown revitalization program Does the committee: □ identify new objectives today than when it started? □ are accepted by the community □ Has the committee produced publicity HAVE A GOOD CHAIR and □ contribute to the organization’s materials that create or enhance the MEMBERS who are goals image of the commercial district? □ open and flexible □ Were those efforts effective? □ operate together as a group ANALYZE COMPLETED PROJECTS □ Did the activities devoted to retail to determine if they promotion have a measurable impact COMMUNICATE its message and □ met their stated objective(s) on sales? progress to □ harmonized with community □ Did the Main Street organization add □ the community partners' plans any community events to the local □ its constituents □ complemented other committees’ promotion calendar? □ board members work programs □ Did Main Street assist other organiza­ □ program staff tions in facilitating special events? 15-19 pluses place the committee in a □ Have participants in the Promotion SUPERIOR category. MEET REGULARLY with agendas that Committee’s projects been thanked or 10-14 means you 're ON TRACK □ have clear objectives honored in some way? and headed to the top. □ emphasize action items 5- 9 indicates that the committee needs 5 - 7 positive responses give your com­ □ result in attainable outcomes to SHAPE UP mittee a GRADE A rating. 0 - 4 shows a need to MAKE IMMEDI­ 3 - 4 indicate you 're MAKING AN ATE CORRECTIONS. IMPACT. 0-2 show that your work plan needs MAJOR COURSE CORRECTIONS.

I ■ 18 Promotional Events □ Do you feel confident in expressing In evaluating a particular promotional yourself clearly about promotional event, the committee can direct the fol­ issues? lowing questions to individual business □ Do you think that you need additional owners: training? If so, in what area? □ Is the work worthwhile and challeng­ □ Were the date and time of the promo­ ing? Are you growing and learning in tion appropriate for your business? your assignment? □ Were the name, theme, and slogan of □ Do you feel your interests and skills the promotion appropriate for your might better be used on another business? com mittee? □ Would it be better to hold any part of □ Are you asked to spend more time on this promotion at a different location committee work than you can afford next time? Where? to give? □ If an advertising graphic was pro­ vided, was it appropriate for your If your answers to these questions business? have given you doubts about your role on □ If a poster or button was made avail­ the committee, a frank discussion with able, was it appropriate? your committee chair or the person □ If a street banner was used, was it ap­ who asked you to serve could . propriate? help alleviate your worries. ^ □ If an in-store promotional flyer was provided, was it appropriate for your business? □ If a joint advertising promotion was utilized, was it appropriate for your .cJ* business? □ Were you satisfied with the overall results of the promotion?

Checklist: What Are Your Expectations? Now that you know what is expected of committee members, take a look at the following questions. They can help you decide if a role on this committee is right for you.

□ Are you more interested in another area of promotion than the one to which you were assigned? □ Are you more comfortable working on internal projects that do not require much interaction, or would you rather be out mixing with people?

committee report card 19 SECTION 7: outside r sources

For more in-depth information on pro­ Retail Promotion Special Events motion, see the following publications, Marketing an Image for Main Street. Creative Promotion Ideas for Main slides, and M ain Street News articles A 115-page book on marketing and Street. A 47-page listing of ideas on available from the National Main image development for Main Street. special events, image development, Street Center: “Planning a Retail Marketing Program." and retail promotion. MacDuffie Nichols. Main Street “How to Plan a Downtown Festival.” Advertising News, No. 24, May 1987. Main Street News, No. 3, June 1985. “Advertising Fundamentals for Main Promoting Main Street Slide Show. Investing in Volunteers: A Guide to Effec­ Street Managers.” Main Street News, A 140-slide show on the principles of tive Volunteer Management. Inform a­ Nos. 65, 67, 68, March, May, Main Street promotion. tion Series #2137. Booklet outlines June 1991. Revitalizing Downtown. A comprehensive volunteer management for historic "Grab Attention with Group Ads.” Main guide to the Main Street Approach, preservation organizations. Street News, No. 48, August 1989. see pp. 75-93. “Fegal Issues in Downtown Promotions.” Main Street News, No. 75, February Image Development Media Relations 1992. Outlines legal responsibilities “Attracting Visitors Downtown.” Main Building Support Through Public Rela­ that Main Street programs must be Street News, No. 103, September 1994. tions: A Guide for Non-profit Pres­ aware of in promotional events. Creative Promotion Ideas for Main ervation Organizations. Marketing an Image for Main Street. Street. Ideas on special events, image Information Series #2163. A 115-page book on marketing and development, and retail promotion. Marketing an Image for Main Street. image development for Main Street. “Developing an Image for Your Down­ A 115-page book on marketing and Promoting Main Street Slide Show. A town.” Main Street News, No. 17, image development for Main Street. 140-slide show on the principles of September 1986. great promotion. Marketing an Image for Main Street. A Graphic and Marketing Materials Revitalizing Downtown. A comprehensive 115-page book on marketing and im­ “Developing an Image for Your Down­ guide to the Main Street Approach, age development for Main Street. town.” M ain Street News, No. 17, see pp. 75-93. Promoting Main Street Slide Show. A September 1986. “Self-Supporting Promotional Events.” Main Street News, No. 25, June 1987. 140-slide show on the principles of Marketing an Image for Main Street. great promotion. A 115-page book on marketing and Revitalizing Downtown. A comprehensive image development for Main Street. guide to the Main Street Approach, Promoting Main Street Slide Show. A see pp. 75-93. 140-slide show on the principles of “Service is Our Signature: Profile of an great promotion. Image Campaign.” M ain Street News, No. 104, October 1994.

I ■ 20 Help from the National Mam Street Center ;

Looking tor more answers and solutions? Write the National Main Street Center, Additional Publications for National Trust for Historic Preservation. Promotion Committee 1785 Massachusetts Avenue. N.W., Handbook: Washington, D.C. 20036 for more information 0 1 1 : Building Business Through Special Events: How to Use Special Events to Promote Downtown. Downtown New Tools for Main Street Research and Development Center: More than 60 educational/training New York, NY. publications, slide shows, videos, and Downtown Promotion Reporter. M onthly computer software are featured in periodical. Downtown Research and this catalog. These materials provide Development Center. New York, NY. inspirational, practical “how-to” tips Holidays Downtown: How to Promote and advice for novice and veteran Them Successfully. Downtown Re­ programs alike. search and Development Center. New York, NY. National Main Street Network Jones report: The Report for Shopping Linking more than a thousand Center Marketing. Monthly periodi­ commercial revitalization programs cal. Indianapolis, IN. nationwide, this membership program Jonesreport Book of Steals: Volumes I, shares ideas, trends, and success stories II, III and IV. Jonesreport Publica­ through a monthly newsletter, annual tions, Indianapolis, IN. directory, and free telephone consultation Meyer, Olivia. Building Support Through Public Relations: A Guide for Non­ profit Preservation Organizations. National Town Meeting on Information Series #63, National Trust Main Street for Historic Preservation: Washing­ Offering a once-a-year opportunity for ton, DC. face-to-face meetings with more than Powell, Leilah. Promotional Fund- 1,200 professionals, this conference Raising Ideas. Information Series #80, includes a variety of educational sessions National Trust for Historic Preserva­ and networking forums and features the tion: Washington, DC. newest resources available in the field. Reed, Mary Hutchings. IEG Legal Guide ■ ;:; to Sponsorship. International Events On-Site Technical Services Group: Chicago, IL, 1989. National Main Street Center staff can provide expert advice, training, and organizational development consulting to help revitalization programs tailor their own strategies and plans.

outside resources 21 ■ | B MainStreet WORK PLAN Promotion Committee

Submitted by Chairperson:______D ates:____ /____/____- ____ /____/

Project Title:______Project # : ______

T a s k T im e ta b le Responsibility Budget

TOTAL MEETING AGENDA & 1 MainStreet MINUTES FORM Promotion Committee

Meeting Date:____ /____ /___ Attending: Tim e:______Location:______Chairperson:______A bsent:__

Top Issue:______

Item: Notes:

1. ______

______Action:

T im e :______

2 .

______Action:

T im e :______

3.

Action:

Time:

4.

______Action:

T im e :______

Summary/Notes for Board & Staff: Next Meeting Scheduled for: Date: / / Time: ______Location: ______Send to: MAIN STREET COMMITTEE MEMBERS HANDBOOK promotion

The Main Street Committee Members Established by the National Trust in Printed in the United States of America Handbook series was developed and writ­ 1980, the National Main Street Center First Edition ten by Douglas A. Loescher and Teresa (NMSC) has worked in 40 states and Lynch. Additional writing was supplied Puerto Rico, with nearly 1,000 communi­ Requests for permission to make copies by Elizabeth Jackson, McDuffie Nichols, ties participating in the revitalization of of parts of this work should be mailed to: Kennedy Lawson Smith, and Amanda B. traditional downtown and neighborhood West. Readers for this text were Scott commercial areas. The NMSC spon­ National Main Street Center® Day, Dale Helmich, Stephanie Redman, sors the National Main Street Network, National Trust for David Schure, and RH. “Cuffy” Sul­ a professional membership program for Historic Preservation livan. Support research was conducted organizations and individuals interested 1785 Massachusetts Avenue, N.W. by Amanda B. West. The text was edited in commercial revitalization. The Center Washington, D.C. 20036 by Linda S. Glisson. Designed by Jason also produces publications, newsletters, Alger, Chadick & Kimball. and special reports on revitalization and The National Main Street Center® is preservation issues and serves as a clear­ a program of the National Trust for His­ inghouse for information on community toric Preservation. Created by a congres­ redevelopment issues. sional charter in 1949, the National Trust is a leading advocate of historic preserva­ Copyright © 1996 National Trust for tion in the United States. Its mission is Historic Preservation in the United States. to foster an appreciation of the diverse All rights reserved. With the exception of character and meaning of our American the forms printed on pages 22 and 23, no cultural heritage and to preserve and re­ part of this book may be reproduced or vitalize the livability of our communities transmitted in any form or by any means, by leading the nation in saving America’s electronic or mechanical, including historic environments. photocopy, recording, or any information storage and retrieval system without writ­ ten permission from the publisher.

I ■ 24