2018 Annual Report Table of Contents Section Page(s) Annual Note from the Executive Director 1 Executive Summary 2‐3 Mission Statement 4‐7 Needs Assessment 8‐11 Measurable Outcomes 12‐15 Board of Directors and Community Supporters 16‐19 Annual Note from the Executive Director For me, 2017 was a year of introductions, observations, and understanding the goals and issues facing both businesses and residents. On the other hand, 2018 was punctuated by placemaking projects, events, and improved business engagement. One thing is certain: Downtown Framingham, Inc.’s (DFI) growing capacity has made its mark on the MetroWest area. With sustainable staffing, DFI can continue to meet the merits of the 4‐point Main Street America model. And through effective outreach, DFI can continue to quickly assess and respond to myriad internal and external forces shaping our cultural, urban area. This year, DFI placed a renewed focus on aggregating, assessing, and reporting feedback on everything from proposed government policies to neighborhood shopping habits. Local decision makers, including Framingham’s City Council, Traffic Commission, and Marijuana Task Force, critically weighed fresh insights from residents and shopkeepers to better understand our fast‐changing urban environment, which in turn informed their own voting behaviors. DFI’s relationship‐building strategies are the foundation of our tagline—“building business, community, and culture.” The confluence of community and business engagement, witnessed through tactics such as cultural events, business technical assistance, digital marketing, and placemaking projects, collectively stitched a better‐connected area primed to effectively collaborate—even when most stakeholders are physically bound to individual commercial spaces. With every grant request submitted and new partnership formed, the breadth and depth of DFI’s holistic impact reaffirms the pure power of our history‐making purpose. Without a doubt, 2019 will be a resounding endorsement of our community’s ambition that remains firmly rooted in a tangible sense of belonging. Sincerely, Courtney Thraen Executive Director, Downtown Framingham, Inc. 2018 Annual Report Executive Summary Downtown Framingham, Inc. (formerly Framingham Downtown Renaissance) was incorporated as a 501(c)(3) non‐profit organization in 2009 and fully activated in 2012 to bridge connections, identify opportunity gaps, and produce positive outcomes between businesses, residents, and the government. Over the past few years, the landscape of downtown Framingham has undergone dramatic change, including major roadway, sidewalk, and lighting enhancements to support the now City of Framingham’s Complete Streets and Transit‐Oriented Development strategies. The intersection of these infrastructure investments and economic development policies triggered further interest and action. The resulting mix of increased foot traffic, housing unit construction, and an influx of new businesses generated further community benefits—namely, growing employment and heightened civic participation within the culturally diverse, walkable urban core. In 2018, downtown Framingham witnessed: 1. 11 new businesses fill commercial spaces that were vacant for more than a year; 2. 5 new businesses immediately replace former businesses; 3. major façade work to the Arcade Building and the complete build‐out of the Amsden Building and CGI Properties building; 4. major demolition for internal upgrades at 113 Concord Street, 151 Concord Street, 18 Irving Street, 113 Irving Street, 22 Union Avenue, 29 Hollis Street, 31 Hollis Street, 50 Hollis Street, and 37 Waverly Street—all designed to boast lively, turn‐key commercial spaces; 5. 8 walking‐oriented events, including a historical tour, cultural tour, manufacturing tour, children’s scavenger hunt, and 4 nighttime social strolls; 6. the inaugural Oktoberfest, a half‐mile event to pilot sidewalk activation accompanied by music, performers, and exhibits; 7. several business‐oriented events, including the Taste of Downtown Framingham, Oktoberfest, Cultural Tour Series, brewCycle, and Social Strolls; 8. 2 successful and safe beer garden events; 9. a Lokerville Lookouts block party to build business, community, and culture at Butterworth Park; 10. the new Urban Sweeping program, commercial cardboard recycling program, and placemaking installations supported through the DPW; 11. and upgrades and enhancements to Arlington Street Park and Butterworth Park, along with the unveiling of the 10,000‐square‐foot Farm Pond Skate Park through the Department of Parks and Recreation. 2019 Events, Policies, and Projects As Framingham marks its first year as a City on January 1, Downtown Framingham, Inc. also marks its first year since rebranding. This past year, DFI increased its digital reach and embarked upon new partnerships. Also, its revamped business and citizen membership program netted far‐reaching relationships with nearly 100 total sponsors. In shaping DFI’s 2019 goals, this vital relationship momentum will help catalyze the realization of shared business and community goals. Events 1. continue our event strategy of many, diverse functions that drive foot traffic in our downtown 2. sustain the 4‐part Cultural Tour Learning Series 3. introduce the Celebrate 6 marathonfest at the intersection of Routes 126 and 135 4. engage the Waushakum neighborhood and host a 1‐day block party Policies 1. continue to canvass businesses on hot‐button policy issues related to economic development 2. continue to provide business feedback on the Framingham Sign Bylaw and Nuisance Bylaw 3. advocate for property owners to incentivize residents to not own cars, particularly in new mixed‐ use developments 4. advocate for alternate transportation modes, including a group to address the implementation of Framingham’s Complete Streets policy 5. assess effective nip bans in similar cities in Massachusetts, understanding legal recourse matters in relation to Framingham 6. determine how local smoking regulations can realistically be implemented in downtown Framingham 7. assess the use of open spaces, seeking projects that can support greater inter‐generational use Projects 1. acquire funding to host Block‐by‐Block services in Burkis Square 2. assist with the drafting and implementation of sidewalk activation ordinance and procedures 3. acquire funding to assess and install wayfinding signage throughout downtown 4. engage the adjacent neighborhoods to determine prioritization of walking paths from local neighborhoods to the Central Business and Manufacturing districts 5. create a platform to implement the Downtown Discount Program 6. partner with higher education institutions, the Framingham Public Library, CDLE USA‐Brasil, and SMOC Financial Services, among others, to connect technical support tailored to micro‐ businesses 7. assess our funding strategy and adjust accordingly based on nationwide economic indicators 8. install 2 new murals at 80 Hollis Street and 5 photo wraps on local utility boxes 2018 Annual Report Mission and Execution Downtown Framingham, Inc. is an independent 501(c)(3) non-profit organization dedicated to serving the people and businesses of Downtown Framingham. Mission 1. Apply the four tenets of the Main Streets America Model: economic vitality, area promotion, urban design, and organizational partnerships. This is holistically demonstrated through increased use of the area’s people‐ready amenities and business‐ready infrastructure. 2. Continuously catalyze growth in our walkable, urban core by implementing policies and plans that introduce viable trends in community and economic development. Outcomes include strengthening community relationships; delivering habit‐forming, positive sensory experiences; and encouraging small‐business patronage from adjacent neighborhoods. 3. Fulfill the strategic merits of Transit‐Oriented Development and Complete Streets policies, working directly with residents, government officials, and private stakeholders. Economic Vitality for the Downtown Framingham Business Coalition 1. Build cross‐collaborations and share resources for marketing, safety, and parking management. 2. Administer the annual business climate survey and the annual marketing survey. 3. Host the Downtown Framingham Business Coalition Facebook group for sharing announcements and resources. 4. Survey random samples of 40 or more businesses on pertinent policy issues and deliver responses with supporting rationale to respective government and leadership bodies. 5. Create paid social media promotions for Downtown Framingham, Inc. business members. 6. Connect businesses to technical assistance from resource organizations, including SCORE, MetroWest Chamber of Commerce, MetroWest Legal Services, SMOC Financial Services, Retailers Association of Massachusetts, and more. 7. Host business‐based community events, including the Taste of Downtown Framingham, 4 social strolls, 4 cultural learning tours, the Downtown Artisan Market, Oktoberfest, and many more. 8. Connect prospective businesses with local property owners to find the perfect space for each business. 9. Facilitate the City of Framingham’s Sign and Façade Subsidy program, assisting business and property owners with new or restored signs and façades. Area Promotion 1. Highlight achievements in business, arts, culture, faith‐based missions, green/active space, design, and partnerships at the annual Downtown Celebration. 2. Hold fundraising events outside of Framingham in MetroWest and Greater Boston to drive interest