O.3.2 Strategic Plan

Action

Update or develop a strategic plan with stakeholder input and informed by your district’s assets.

Why

A strategic plan outlines the key goals and initiatives you want to undertake in your district over a period of time.

How

Review the “Main Street Planning for Success” guide from Main Street New Jersey for steps to guide you through the strategic planning process.

Elements of a good strategic plan:

• Update every 3 years.
• Develop through an inclusive process gathering district and community input to keep the pulse on the district’s needs through focus group events, online surveys, and/or other strategies.
• Reflects opportunities driven by local and national trends informed by market research and analysis.
• Reflects the district’s business, building, historic, public spaces, art, and business clusters inventory.
• Includes measurable outcomes and benchmarks.

Resources

• Main Street Planning for Success [PDF]
• Example: WVRA – SWOT and Goals 2009

O.3.1 Mission & Vision

Action

Update or create a written mission and vision statement with input from stakeholders.

Why

A mission and vision statement is critical to guide your district work to consistent, strategic progress.

Resources

• Getting Started [PDF] Review the statements on the last page as a starting point to edit.
• Main Street Planning for Success [PDF]

O.2.2.2 Board Representation – Constituencies

Note: “Board” refers to a Board of Directors of a non-profit or other legal entity, an Advisory Board, Committee, or Commission. 

Action

Develop a board that is made up of individuals who represent different constituencies within your downtown district and the community at large.

Why

Different constituencies bring unique perspectives that will enrich your Board’s leadership of the district.

How

Recruit board members from different industries. Here is a sample of constituencies that typically are downtown stakeholders:

• Property Owners
• Business Owners
• Economic Development
• Business Council
• Housing Authority
• Local Banks or Financial Institutions
• Realtors
• Planning & Zoning
• Historic Organizations
• Library
• Civic Orgs
• Faith-based
• K-12 School System
• College System
• Parks and Recreation
• Tourism
• Arts & Culture Organizations

O.1.2 Community Support

Action

Build community buy-in and consensus on your district’s revitalization.

Why

District stakeholders must be aligned with a unified vision. If different stakeholder groups have different priorities or goals, the district will not progress forward.

How

Engage in consensus building activities so stakeholders are in agreement on the vision and direction of the district. Establish a culture of collaboration and regular communication.

O.1.1 Municipal Support

Action

Build municipal support for and investment in your district’s revitalization.

Why

Municipal support is crucial for a unified vision and support structure.

How

Municipal government should demonstrate an active commitment to the district via dedicated funding and/or dedicated personnel dedicated to the district. Every local context may vary depending on the community’s history and political environment. Building strong municipal support may take some time. Develop a strong case as to why district revitalization is important and the impact it makes. Be ready to share key talking points consistently with municipal leaders as frequently as possible. Keep leaders updated regularly with progress.

Resources

• Municipal Contributions [PDF]

P.3.1 Event Strategy

Action

Develop an event’s strategy that aligns with your district’s assets, positioning statement, strategic plan, and national/local trends.

Why

Events take a lot of resources; ensure the events your district hosts align with and enhances the vision and branding you aspire to achieve so your resources are being invested in wisely.

How

Some tips:

• Events are driven by the local market, current events, and national trends.
• Each event has a target market identified and aligns with the district brand.
• All events have clearly defined goals and objectives.
• Events include sustainability best practices.

Resources

• Event Strategy [Example]

P.2.3 Brand Key Messages

Action

Develop key messages and talking points for the different stakeholders of your district.

Why

“Key messages are the main points of information you want your audience to hear, understand, and
remember. They are bite-sized summations that articulate what you do, why you do it, how you are
different, and what value you bring to stakeholders. Key messages are important because they serve as the foundation of an organization’s branding and marketing efforts and should be reflected in all written and spoken communications.” – “Developing Key Messages for Effective Communication” by MSKTC (linked below)

How

The resources below are great guides to get you started. Start with “Developing Key Messages for Specific Target Audiences” linked below.

Stakeholders to consider developing key messages for: economic development, public safety, municipal leadership, merchants, funders, volunteers, community members, property owners, anchor institutions, downtown residents, visitors

Resources

• Developing Key Messages for Specific Target Audiences [PDF how-to article with examples, online version]
• Developing Key Messages for Effective Communication [PDF simple how-to guide]
• Downtown On The Go Communication-Plan [Example from Downtown On The Go, key messages start on page 7]

P.2.1 Positioning Statement

Action

Develop or improve a positioning statement for your district.

Why

A positioning statement is a concise and compelling description that captures the vibe of your district and gives a person why they should live, work, and/or play in your district. A positioning statement is the foundation of your brand identity and should guide all of your strategic initiatives, programs, events, outreach, marketing – everything you do.

How

To develop a positioning statement for your downtown district you first take stock of your district’s strengths, assets, attractions, history, events, values, etc. Next identify the target audience that aligns the most with what your district already has to offer. You may have a primary and secondary target audience. For example, families, young professionals, active outdoors people, retired professionals who love art, etc. From there, create a statement that captures what makes your downtown so special for your target audience.

Resources

• Marketing, Image, and Branding [PDF Article]
• Positioning A Place Brand [PDF Article]
• Colorful Bridgeport “We Are Colorful” [1:30 minute video example]

P.1.2 Attitudes and Perceptions Survey

Action

Conduct, analyze, and document the findings of an attitudes and perception survey of your district.

Why

Conducting an attitudes and perception survey of your district gives valuable insights into the community’s opinions and preferences, helping in identifying areas of improvement and guiding future development strategies to improve overall satisfaction and engagement with the district.

How

Before creating and administering a survey, it’s important to identify what you want to get out of the survey and how you plan to use the survey results. Next, identify the questions you want to ask using both open-ended, multiple choice, and Likert scale questions. Consider the different stakeholders of your district like business owners, residents, etc. Lastly, use a digital survey tool like Survey Monkey or Google Forms as your central repository to collect all the responses. You may also want to create the survey in different languages and as a paper version to ensure you’re hearing from diverse populations. Create a promotion campaign to get the word out for people to complete the survey.

Resources

• Attitudes and Perceptions Survey Sample Questions [PDF]
• Tips & Sample Questions to Survey Your Main Street Businesses [PDF]
• Example: Danbury 2023 Residential Survey [PDF]

D.7.1 Public Art Inventory

Action

Conduct and document your district’s public art inventory.

Why

All good plans for revitalization start with taking stock of the assets your district has. This enables you to create a strategic plan that takes advantage of the assets you have, address core issues, share information more easily with stakeholders, and helps you market your district.

How

Watch the “How to Collect, Maintain, and Leverage Your Main Street Inventories” webinar and review the Main Street Inventory Quick Reference for guidance on how to conduct this inventory.

Resources

• How to Collect, Maintain, and Leverage Your Main Street Inventories [35 minute webinar]
• Inventory Presentation Slides [PDF]
• Main Street Inventory Quick Reference [PDF]