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Tag: Downtown Program Manager

Downtown Gift Card Program

Downtown Gift Card Program

Are you considering a gift card program for your downtown? Or maybe you already launched one, but it’s struggling – or worse?

When done well, a gift card program can be an excellent way to market your downtown and support your Main Street businesses.

Learn the secrets of Middletown’s gift card program that led to a 14x return in sales for Main Street businesses! In this webinar, Sandra Russo-Driska discusses the must-do’s and absolutely-don’ts that have helped the Middletown Downtown Business District run a profitable gift card program for over a decade, including selling 4,100 gift cards in 2021!

Helpful LInks

In this presentation, Sandra Russo-Driska, Downtown Business District Coordinator, shares:

  • The support & resources you need to start and maintain a successful gift card program
  • Common issues that come up & how to overcome them
  • The staff & time commitment you need to run a successful gift card program
  • A brief overview of the technology platform Middletown’s Downtown Business District uses for their program.

Other Resources

CMSC Professional Affiliates

  • Link to MP PA post

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Jennifer E Goldman LLC

Jennifer E Goldman LLC

The Gold Standard in Nonprofit Consulting

Jenn helps nonprofit leaders learn new tools, set and achieve new goals, determine stronger methods of sustainability, and direct their organization onto a mission-driven path to success. She also helps facilitate difficult discussions between board members and staff, evaluate programs and events for effectiveness, and can help identify possible funding sources.

Services

Services include: Management consulting for strategic transformation. Mainly nonprofit organizations, especially Main Street programs and communities.

Visit their website

Contact

Jennifer E. Goldman, President
435 Lakeside Boulevard West
Waterbury, CT 06708
540.454.6511
Jennifer@Resonance.us

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CMSC Webinar – Constructing Downtown: Storrs Center 20 Year Update

CMSC Webinar

Constructing Downtown: Storrs Center 20 Year Update

Webinar Summary

Twenty-four years ago, the Town of Mansfield and UCONN had a vision to create a vibrant, walkable, mixed-use downtown. Today, Storrs Center is home to 60 businesses, 1300 residents, and boasts civic space and multi-use buildings. So what’s next?

In this webinar, Cynthia van Zelm, Mansfield Downtown Partnership Executive Director, shares share her firsthand experiences and lessons learned in downtown management.

Presentation Highlights


  • The Three Stages of Development

    Mansfield Downtown Partnership, Inc. has been involved in the construction of Storrs Center from the very beginning. Its role has changed to meet the needs of the project: planning, construction, and management

    Planning

    • 1999 – Mansfield Town Council forms “Town Green Committee”
    • 2001 – Mansfield Downtown Partnership, Inc. to oversee redevelopment efforts
    • 2003 – Partnership selects master developer
    • 2003-2006 – Partnership guides Town, UConn, and master developer through approval process
    • 2007 – Design guidelines approved

    Construction

    • 2011 – Construction Begins
    • 2012 – First building of Phase 1A Storrs Center opens
    • 2017 – Construction of “Storrs Center” complete

    Management

    • 2018 – DOWNTOWN STORRS introduced for whole district
    • 2018- Today – Key management activities include: providing business support, operations (e.g. enhancing public spaces, etc.) , working with property owners, promotion and marketing of the district, and hosting community events
  • Mansfield Downtown Partnership, Inc. Organization & Budget

    The Board of Directors is made up of:

    • 3 Town of Mansfield positions (appointed)
    • 3 UConn positions (appointed)
    • 2 Student representatives (selected)
    • 6 Elected positions (voted on by “membership” base)
    • 2 ex officio positions:
      • Mansfield Mayor
      • UConn President or designee

    Staff includes:

    • Executive Director
    • Senior Communications Manager
    • Event Coordinator
    • Administrative Assistant (part-time)

    Budget 

    Their annual budget is $405,000.

    • Town of Mansfield – $175,000
    • UConn Contribution – $175,000
    • Economic Development Service Fee – $40,000
    • “Membership” Dues – $15,000
  • Lessons Learned

    • Clear direction/everyone on same page as the mission
    • Dedicated and funded staff is key
    • Be ready to pivot
    • Bring on and mentor a staff team that meets evolving needs
    • Try not to take things personally

View the Recording


Additional Resources

Professional Affiliates

Several of the photos of Storrs Center were taken by CMSC Professional Affiliate Levin Aerial Works

About Cynthia van Zelm

Cynthia van Zelm, is Executive Director of Mansfield Downtown Partnership. She was involved in Downtown Storrs from its inception and now concentrates on managing and promoting the downtown and Mansfield’s economic development.

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Hiring a Main Street Executive Action Kit

Hiring a Main Street Executive Action Kit

Hiring a Main Street Executive – whether for the first time or as you bring on a new leader – is an exciting time. It’s a great opportunity for the organization to reposition itself and infuse it with new life. However, without strong leadership, hiring a new Main Street Executive can be delayed or worse, the wrong person might be hired.

To assist in achieving the best outcome, Connecticut Main Street Center developed an action kit to support downtown organizations in hiring a new leader. This action kit includes a workbook and editable templates and checklists. It will guide you step-by-step through the hiring process and provide you with estimated timeframes you can use throughout the entire process.

Included in the Hiring Your Main Street Executive Action Kit:

  • Step-by-Step guide available as an online course or PDF
  • Action Kit Overview Checklist
  • Outgoing Executive Director Exit Survey Template
  • Community Survey Template
  • Community Focus Group Presentation Template
  • Job Description Template
  • Connecticut Job Marketing Resources
  • First Round Interview Scorecard Template
  • Second Round Interview Scorecard Template
  • Reference Check Template
  • Onboarding Checklist
  • “A Day in the Life of a Main Street Executive” Video

Purchase the Hiring a Main Street Executive Action Kit

BUY THE ACTION KIT
 

Interested in learning more? Check out our webinar on the 7 Steps to Successfully Hire a Main Street Executive.

CMSC Webinar: 7 Steps to Successfully Hire a Main Street Executive

CMSC Webinar

7 Steps to Successfully Hire a Main Street Executive

Webinar Summary

Hiring a Main Street Executive – whether for the first time or as you bring on a new leader – is an exciting time. It’s a great opportunity for the organization to reposition itself and infuse it with new life. However, without strong leadership, hiring a new Main Street Executive can be delayed or worse, the wrong person might be hired.

In this webinar, you’ll learn the steps to follow to ensure a successful search and learn about Connecticut Main Street Center’s new action kit Hiring a Main Street Executive.

Presentation Highlights


  • The 7 Steps of hiring an Executive Director

    An organization transitioning to new leadership has an opportunity to deepen relationships with the community and strengthen the organization’s internal workings. Hiring a new Main Street Executive allows an organization to reposition itself and infuse it with new life. However, without strong Board leadership, the organization may flounder, leading to time delays in hiring the new Main Street Executive or worse, choosing the wrong person for the job.

    CMSC has broken down the process of hiring a Main Street Executive into seven steps:

    1. Assemble a Search Committee
    2. Send an Exit Survey
    3. Understand the Role
    4. Write the Job Description
    5. Advertise the Position
    6. Interviewing
    7. Orientation and Onboarding
  • About the Action Kit

    To assist in achieving the best outcome, Connecticut Main Street Center developed an action kit to support organizations in hiring a new leader. This action kit includes a workbook and editable templates and checklists. It will guide you step-by-step through the hiring process and provide you with estimated timeframes you can use throughout the entire process.

    Included in the Hiring Your Main Street Executive Action Kit:

    • Step-by-Step guide available as an online course or PDF
    • Action Kit Overview Checklist
    • Outgoing Executive Director Exit Survey Template
    • Community Survey Template
    • Community Focus Group Presentation Template
    • Job Description Template
    • Connecticut Job Marketing Resources
    • First Round Interview Scorecard Template
    • Second Round Interview Scorecard Template
    • Reference Check Template
    • Onboarding Checklist
    • “A Day in the Life of a Main Street Executive” Video

View the Recording


About Kristen Lopez

Kristen M. Lopez is Connecticut Main Street Center’s Education & Training Director. With over 11 years of experience in economic development from various roles and industries across the United States, she has always worked with adults to achieve their goals through education. Kristen is an AmeriCorps VISTA Volunteer alum, a StartingBloc Fellow, and Next City Vanguard Fellow. She holds a bachelor’s degree in finance from Messiah University.

Get the Action Kit!

To get your Hiring Your Main Street Executive Action Kit, email: Judith@ctmainstreet.or

  • $17 for CMSC Members
  • $47 for non-members

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CMSC Webinar: Main Street Management 101

CMSC Webinar

Main Street Management 101

Webinar Summary

Creating and maintaining a vibrant Main Street is a commitment. It does not happen overnight and requires consistent attention and management. There are many moving parts – stakeholders with different agendas, external market and economic factors out of your control, and limited resources. The good news is there is model that has been replicated across the country for decades to help guide your initiatives and priorities.

This webinar gives you a high-level overview of the Main Street Management Four Point Approach and ideas on how you can start implementing the approach into your Main Street.


Presentation Highlights

  • Origins of the Four Points of Main Street Management

    In the late 1970s the National Trust for Historic Preservation developed a pilot program designed to address the neglect and demolition of historic downtowns. They discovered that downtowns had lost their value in these four distinct areas: economic value, physical value, social value, and civic value. This loss of value was attributed to land use policy, the rise of autos, and suburban sprawl.

    This Main Street Approach was developed to address the restoration of these values simultaneously by providing a framework to guide revitalization efforts.

    Every community and commercial district are different, with its own distinctive assets and sense of place, but the Main Street Approach provides a practical, adaptable framework for downtown transformation that is tailored to local conditions.

    The four points of Main Street management are:

    • Organization
    • Economic Vitality
    • Design
    • Promotion
  • Organization

    Goal – Restore civic value through:

    • Building leadership and strong organizational capacity
    • Ensuring broad community engagement
    • Forging partnerships across sectors

    Aspects of Organization

    • Community Stakeholder Support:
      • Are community stakeholders in consensus on the vision for the downtown?
      • Is the municipality actively supporting Main Street through resource allocation?
      • Resource: Spotlight on Main in Torrington
    • Public Safety
      • Is public safety involved as a revitalization partner?
    • Board of Directors or Advisory Board
      • Is there an active, diverse Board of Directors?
    • Strategic Planning and Work Plan
      • Is a work plan regularly updated to align with a current strategic plan for Main Street?
    • Funding
      • Are there multiple revenue streams to support Main Street revitalization?
    • Financial Management
      • Are financial management best practices followed?
    • Administration
      • Is there full-time, paid dedicated staff person to Main Street?
    • Volunteers
      • Is there a volunteer management strategy in place?
    • Demonstrating Impact
      • Are accomplishments regularly communicated to stakeholders?
    • Messaging and Outreach
      • Are multiple communication channels consistently used to update stakeholders and promote activity?
  • Economic Vitality

    Goal – Restore economic value through:

    • Build a diverse economic base
    • Catalyze smart new investment
    • Cultivate a strong entrepreneurship ecosystem

    Aspects of Economic Vitality

    • District Knowledge & Data
      • Have you documented your Main Street assets?
    • Historic Preservation
      • Is there a historic preservation ethos?
    • Housing
      • Does your zoning support the development of housing downtown?
    • Vacant Storefronts and Lots
    • Property Owner Engagement
      • Are your property owners regularly engaged?
    • Attracting Development
      • Do you have a “one-stop-shop” approach for developers and other Main Street investors?
    • Small Business Support & Ecosystem
      • How are your small businesses supported?
    • Recruiting Business
      • Do you have a strategic plan to recruit businesses based on needs and wants of the community?
  • Design

    Goal – Restore physical value through:

    • Creating an inviting, inclusive atmosphere
    • Celebrating historic and unique character
    • Fostering accessible, people-centered public spaces

    Aspects of Design

    • Building façades/Historic Preservation
      • What is the condition of your building façades?
    • Bike Lanes & Public Transit
      • How can people travel to and get around in your Main Street?
    • Sidewalks & Crosswalks
      • What is the condition and uses of your sidewalks?
    • Green Spaces
      • Are your green spaces appropriately maintained?
    • Parking
      • Are you promoting your parking options?
    • Public Art
      • Is public art used to activate Main Street?
    • Lighting
    • Graffiti & Litter Removal
      • How is Main Street kept clean?
    • Signage
      • Is your downtown signage easy to read and in good condition?
    • Window Displays
      • Do your downtown businesses have attractive window displays?
  • Promotion

    Goal – Restore social value through:

    • Marketing district’s defining assets
    • Communicating unique features through storytelling
    • Supporting buy-local experience

    Aspects of Promotion

    • Attitudes and Perceptions
    • Branding and Positioning
      • Do you have consistent, strategic branding that uniquely positions your community?
    • Retail Promotions
      • Do you host or facilitate activities that highlight goods and services offered by your downtown businesses?
    • Special Events
      • Do you host strategic special events to draw in large crowds and visitors?

View the Recording


Other Resources

About Presenter Kristen Lopez

Kristen M. Lopez is Connecticut Main Street Center’s Education & Training Director. With over 11 years of experience in economic development from various roles and industries across the United States, she has always worked with adults to achieve their goals through education. Kristen is an AmeriCorps VISTA Volunteer alum, a StartingBloc Fellow, and Next City Vanguard Fellow. She holds a bachelor’s degree in finance from Messiah University.

Contact Info

Connect with Kristen via email or phone.

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CMSC Case Study: The Beatrice, NE, Approach to Defeating Negativity

CMSC Case Study

The Beatrice, NE Approach to Defeating Negativity

Webinar Summary

The community of Beatrice, Nebraska was struggling with negative perceptions and apathy after years of economic setbacks. Community leaders needed to take action to push back against the perception of negativity and defeatism.

In 2015, they came together and developed a plan to help facilitate change. By 2018, Beatrice was named the #1 micropolitan community in Nebraska—#14 nationally—for large scale (mostly manufacturing) economic development projects by Site Selection Magazine. Now, post-COVID Beatrice is working to gain back the momentum they had been building.

In this webinar, Michael Sothan, the Executive Director of Main Street Beatrice, shares the journey of changing the perception of Beatrice and six lessons learned along the way.

Presentation Highlights


  • The Problem

    Beatrice struggled for decades with the loss of jobs and businesses, a stagnating population, and a dilapidated downtown.

    Around 2013, an opinion piece in the local newspaper called out the town’s apathy as the root of the town’s decline around the same time a building downtown collapsed in on itself. The coincidence of these events became a defining moment for leaders of Beatrice to come together and actively fight against negativity and apathy.

  • The Solution

    Main Street, City government, the Chamber of Commerce, economic development, and public schools came together to create a plan to aggressively take on the negativity.

    The plan included a rebranding, façade improvement, and other projects. As a result:

    • Downtown Beatrice is home to over 180 businesses, a net gain of 31 shops since 2016. 
    • In the last 5 years, they have had more than 100 improvement projects totaling $12.5 million in investments.
  • Lessons Learned

    The first six lessons were included in the original case study article posted on Main Street America, lessons 7-10 CMSC added from observation. 

    1. Find the Forest through the Trees – Don’t get caught up in the day-to-day tasks of your work but keep focused on the big picture.
    2. Work Together (and think holistically) – The Public Schools were engaged to join the traditional economic development stakeholders. They had the deepest connections to Beatrice’s youth and the school system is a leading factor when people are considering making Beatrice their permanent home. The schools were experiencing the apathy firsthand, among students, staff, and in the community; they had also had a series of failed bond issues for a new elementary facility. They got involved to help role out the brand imagery, they incorporated it into their own uses school system-wide and helped Beatrice disseminate the message to and through the kids so it could get back home.
    3. Make a Plan
    4. Start Taking Action – No matter how small, action builds momentum. Something as simple as paint can make a big difference.
    5. Know that Set-Backs & Burnout Will Happen
    6. Be Honest & Positive – As economic development professionals, it’s easier to see potential and positivity because it is your job. However, most people do not see that. Being overtly positive and not recognizing the negativity will not be accepted by the community as authentic or trustworthy. Remember, perception is reality.
    7. Be Aggressive – Michael Sothan in his webinar presentation used words like “fight” and “go to war” to describe the level of commitment and effort to turn Beatrice around. It’s not a passive undertaking to tackle a declining town.
    8. Focus on People – Beatrice took the approach that only we can save our town. They knew they couldn’t wait for some investment, some grant, some outsider to save their city. Beatrice leaders realized it’s the people who own the businesses and buildings that will change the city.
    9. Always Tell Your Story – You can never get tired of telling your story because there is always someone who hasn’t caught the vision or seen the progress. Michael tells the story of speaking to a group of retired teachers who were so fixated on what used to be downtown that they didn’t even notice the new businesses and progress that had been made.
    10. Leverage Your Assets – For Beatrice’s rebranding effort, they chose a brand around “Stake Your Claim” which pays homage for being nationally recognized as the first homestead. Beatrice is currently rebranding after 10 years and pulling on the pronunciation of their town (Bee-at-trice) with a “Be @…” campaign.

View the Recording


Other Resources


About Michael Sothan

Michael Sothan is the Executive Director of Main Street Beatrice in Beatrice Nebraska (pop 12,300).  He has been with Main Street Beatrice since 2013 and has been a part of Downtown Beatrice’s efforts to become listed on the National Register of Historic Places, undertake façade improvement programs, and regularly guides downtown improvements, events, and economic development efforts.

Michael is a graduate of the University of Nebraska at Kearney. He resides in Steele City, NE (population 60) where he and his wife Megan have purchased an 1890’s grocery store with plans for its rehabilitation.  Michael enjoys living history interpretation and the outdoors when not working on community development efforts.

Contact Info

Main Street Beatrice

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CMSC Webinar: Building Your Volunteer Program

CMSC Webinar

Building Your Volunteer Program:
Feeding the HUMAN Machine & Building the HUMAN Capacity

Webinar Summary

In order to drive a community forward, each organization must foster, maintain, and perfect the available human capacity within each community. In this webinar, we dive into strategies for creating a comprehensive volunteer matrix, how to maximize efforts for volunteers, and how appropriate positive (or sometimes negative) feedback should be delivered. Topics include how to create a comprehensive volunteer list, how to partner volunteers together, and where and how to utilize critical volunteers. This webinar is also applicable to those who have volunteer boards and commissions.

Presentation Highlights


  • The Human Machine

    • A community functions like a watch – all the cogs need to work together in the right sequence. The downtown is run by people.
    • People need the ability to help, as well as the drive and desire to do it. This human capacity is the driving force behind any volunteer organization, whether it’s a Masonic Lodge, city council or downtown organization.
    • It also helps set the expectations for volunteers, what they can give, and what they can expect to get back from their service. Everyone needs to know their role, which will also help you leverage their talents and skills and avoid burnout.
  • 6 Types of Human Capacity

    • As a Main Street manager, it’s not your job to do every project. It’s your job to empower people to help you implement the projects. You’re here to guide and provide resources, not do every job that comes up. The process isn’t linear, its cyclical and ongoing and has 6 components:
      1. Community Assessment
      2. Identifying Abilities
      3. Planning Roles
      4. Building a strong “house”
      5. Empowerment through partnership
      6. Implementing projects
  • Working with your Community as a Machine

    • Outlining a 2-way relationship is critical. What is the volunteer getting out of it?
    • When you do the Community Assessment, it’s like an audit where you can identify skills gaps. This is a great task for someone joining your Organization board or committee. It helps them understand how you work, while offering a fresh pair of eyes on the data.
    • When identifying abilities, you may need to have tough discussions with people because you may not need the skills they’re offering. Also look at when your volunteers are available. Do they have kids in school and so are not available at night? Do they work during the day and are only available on the weekend?
    • Many people want to do something different than their day job. You need to help them figure out their role, as well as who to hand off things to. You’re aiming to have seamless transitions between them.
    • Build a matrix of skills, availability, etc. Then you can pair people up, creating little “families” of volunteers.

    Working With Your Community As A Machine

    • Main Street needs to empower through leadership, not by doing everything on their own. Build capacity through responsibility and let people know where they fit into the overall process.
    • When you implement the project, this is the time to give positive and constructive criticism. It’s also a time to re-evaluate your volunteer to see if anything’s changed.
  • Strategies for Improving the Machine

    • Create a social network map – Take your 20 core volunteers and map all the different groups in your community – everything from the PTA to the local bank.
    • What demographics are represented? Which are missing? What do they love to do and what are they good at? What’s motivating them to volunteer and to be part of the community? Remember, sometimes what people are good at is not what they’re looking to do when they’re volunteering.
    • Do an assessment to determine your volunteers’ strengths and weaknesses. Are they introverts or extroverts?
      • Can categorize people by Seer, Feeler, Thinker & Doers
        • Seer – learn or share by showing
        • Feelers – Likes to do something over and over
        • Thinkers – Likes data and putting things on paper
        • Doers – Do whatever needs to be done
      • Create a comprehensive volunteer list. Can be as short as 10 questions asking:
        • What they prefer
        • When they’re available (day, evening)
        • How they would like to volunteer
        • Where they’re comfortable
        • Can then sort the list and use it to ask for targeted help.
      • 2 Way benefit – to the volunteer and to the Main Street organization
        • Benefits to the Volunteer
          • Personal connections
          • Strengthened and vibrant downtown
          • Sense of accomplishment and belonging
          • Vested in the overall community’s health
        • Benefits to the Main Street program
          • Improved amounts of volunteers and participants
          • Vested residents or business owners
          • Increased networking and economic draw
        • These relationships don’t just start on day 1, they need to be cultivated. The Main Street director or manager usually needs to be the first to take the initial step.
        • You need to give continuous and personalized feedback and praise.
        • Conduct anonymous assessments to get feedback from the public.

View the Recording


About Ben Levenger, AICP

Ben Levenger is an AICP planner, registered landscape architect, and Certified Economic Developer. He is the president of Downtown Redevelopment Services, LLC, a planning firm specializing in assisting communities through comprehensive downtown planning. He has worked in over 30 states and consults for federal agencies on economic development best practices.

Contact

Ben Levenger, AICP

Email: Ben@dtredevelopment.com

Cell: 330-212-2260 

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CSMC Webinar: How to Fill Vacant Storefronts

CMSC Webinar

How to Fill Vacant Storefronts

Webinar Summary

Every Main Street will face vacancies from time to time, and COVID only exacerbated this challenge across Connecticut and the country. Not only are persistent vacancies detrimental to creating and sustaining a vibrant downtown, but they also have a negative economic impact on the community. In this webinar, our presenter Ilana Preuss – international speaker, and fierce advocate for creating great places and small-scale manufacturing – shares:

  • Innovative approaches to filling vacant storefronts from around the country
  • Programmatic ideas to collaborate with property owners
  • Long-term solutions to keep storefronts full by supporting local small business ecosystems

Presentation Highlights

  • 5 Reasons why vacant storefronts exist

    1. Cost of renovation: The cost to renovate a vacant space is too high and the market does not support a lease rate that supports the cost of renovation.
    2. Tax benefits: Property owners gain a tax benefit on the loss of not leasing space.
    3. Devalue underwriting: For new, big development projects, the owner doesn’t want to lower the price of the storefronts to not devalue the whole project if they are looking to sell or refinance at some point.
    4. Guaranteed lease: This is common to see in malls or big box strip centers, where a major anchor tenant has a guaranteed lease for an extended period of time so no one else can come into the space.
    5. Mismatch of real estate sizes and small business needs: A lot of communities have a lot of storefronts that are 2,000-10,000 square feet when a lot of small businesses need 500-1,000 square feet.
  • Context & national trends that are influencing our downtowns:

    • Vacant storefronts reduce the value of nearby property by 20% or more. They reduce traffic to these areas and leads to a feeling of isolation in the community. The impact of vacancies are multi-fold and in many cases create a downward spiral in communities.
    • During COVID, a lot of businesses pivoted, some survived, and many did not.
    • Over 1 million COVID deaths impacted our householders, economy, and individuals. The psychological impact of the pandemic cannot be ignored.
    • A lot of people started businesses in recent years without a lot of business experience. They started small business because they lost their jobs or decided to pursue their passion or a different quality of life.
    • People are demanding higher wages and pay.
    • Before the pandemic we saw demographic shifts such as decline in working age population and growing income and wealth inequality – which have only been exacerbated during COVID.
    • A lot of major chains shrunk their footprint and are focusing on prime locations.
  • Strategies to fill vacant storefronts

    1. Support small business

    Specifically focus on small-scale manufacturing (businesses that make consumer products). These businesses have opportunities for different sources of revenue making them more resilient – retail, wholesale, online, pop-ups, etc. They are a draw for foot traffic in your downtown and bring people together.

    • Provide financing to support these businesses
      • Provide incubators, accelerators, or other support programs to help them gain business skills and/or how they can move into storefronts particularly when paired with market opportunities and financing
      • Examples of training programs for getting home-based businesses into storefronts: Baltimore Home Run Accelerator, 37 Oaks

    2. Commercial Vacancy Tax Ordinance

    3. Tax Increment Finance (TIF) or other funding vehicle with matching grants

    4. Financing for local business to buy real estate

    • Keep real estate ownership local by providing support and financing options for local small business owners who have the interest and capacity to purchase property.
    • Examples: Pittsburgh

    5.Commercial Land Trust


View the Recording


Other Resources

About Ilana Preuss

Ilana Preuss is the Founder and CEO of Recast City and the author of the new book “Recast Your City: How to Save Your Downtown with Small-Scale Manufacturing.”

Preuss’ passion for great places grew out of her experience working with small and large cities all over the country when she led the technical assistance program at the U.S. EPA Smart Growth Program, and as the Vice President & Chief of Staff at Smart Growth America. She has a Bachelor of Arts in Urban and Regional Studies from Cornell University and a Masters of City Planning from the University of Maryland.

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