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Tag: Strategic Plan

Goman + York

Goman + York

Listen + Advise + Execute

Drawing on decades of experience, Goman + York’s primary mission is to develop realistic and actionable strategies that revitalize towns, cities and neighborhoods at the intersection of planning, economic development, and real estate development.

Services

Services include: Placemaking; Downtown Revitalization; Community & Economic Development; Mixed-use Development; Adaptive Reuse of Historic Buildings; Economic Health of the Downtown; Strategic Planning; Small Business Development

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Contact

Denise Robidoux
EVP/COO
111 Founders Plaza, Suite 1000
East Hartford, CT 06108
860.798.2804
drobidoux@gomanyork.com

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Sagers & Associates LLC

Sagers & Associates LLC

assess. strategize. implement

Our goal is to help you increase your revenue potential and reduce your cost of doing business through operational and technology change.

Sagers & Associates has developed an integrated approach to help you strategize and execute organizational, process and technology transformation, to meet the demands of your new world.

Services

Services include: Economic development & equity in Greater Hartford

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Contact

Dave Sagers, Owner
178 Four Mile Road
West Hartford, CT 06107
860.965.7124
dsagers@sagersassociates.com

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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?

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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.

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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.

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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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CMSC Webinar: Reimagining Communal Spaces to be More Community-Friendly

CMSC Webinar

Reimagining Communal Spaces to be More Community Friendly

Webinar Summary

Communal spaces play a vital role in every municipality. They bring residents together, provide recreation, boost the economy and even fuel healthier lifestyles. 

In this webinar, Celeste Frye, co-founder & CEO of Public Works Partners, LLC, shares strategies for designing communal spaces that proactively and thoughtfully meet the needs of the entire community. 


Presentation Highlights

  • What is a Communal Space?

    The question of where people congregate in your town should be approached sensitively and take into consideration all the different people who live in your community. This is important because it has repercussions regarding class, race, ethnic backgrounds and ability to access spaces (ability, age, etc.) When we’re designing communal places, they need to be truly welcoming inclusiveness of all community members.

    What is a Communal Space?

    • The purpose of a communal space is to be activated and invite people in to gather and connect. From an urban planning perspective, activating a place means the use of a public space to advance community building and social interaction, using strategies to proactively bring people into a space. This can be a simple as free wi-fi or tables and chairs.
    • It’s important to acknowledge that you may have different spaces for different groups within your town and that some spaces may feel hostile to different groups, for instance to those that are unhoused (homeless) or disabled.
  • Benefits of Communal Spaces

    There are 3 main benefits of communal spaces:

    • Build social networks by encouraging people to grow their personal networks
      • Communal spaces provide infrastructure and a setting for people to gather and share experiences, and to safely interact with others who they may not see or interact with otherwise – for instance, those of differing gender identities or religious affiliation.
    • Spur economic growth both in the space and in nearby neighborhoods
      • Attracting people to a space can encourage patronage of local businesses through design and use improvements.
      • Brick and mortar stores, façade improvements, and venues for food trucks can all help small businesses thrive.
      • Communal spaces can also draw people to different neighborhoods
      • Adaptive reuse of historic buildings can give them uses that match the current residents and their needs, for instance converting old schools into community or recreational centers.
    • Improve health and wellbeing through facilitating physical and social activity
      • Can include things like parks with walking trails or game spaces, but also downtowns with walkable streets.
      • Can use design elements that encourage people to move from space to space which can improve health and wellbeing, especially in places that have historically lacked them. Examples include wide sidewalks, protected bike lanes, public transit access
      • Examples of Communal Spaces
        • Parks – Green spaces that are visually attractive and allow for physical and social interactions
        • Markets – Vacant lots can be used for pop up markets or food trucks
        • Downtowns – in addition to commercial areas, they also house government buildings, libraries and social events like parades
  • How to Be Truly Community-Friendly

    To create places that are welcoming to the entire community, it’s imperative to incorporate key elements:

    • Accessibility – go above and beyond ADA requirements
      • The community’s ADA needs should be discussed at the beginning stages of planning, not at the end
      • ADA mostly focuses on physical accessibility but we should broaden our understanding of ADA or “universal” design to include mental cognitive ability and life cycle (i.e. kids, pregnant women or older people). For example, signage should be clear and easy to understand. Use multi-sensory signals, such as auditory signals at crosswalks. Haptic, or touch-based signals, (such as braille), help as well.
      • It’s also important to make sure access is continuous. Common obstacles are curb cuts that don’t connect to cross walks or protected bike lanes that end suddenly.
      • Incorporating accessibility elements creates an equitable opportunity for people to participate in these spaces.
    • Transportation
      • Active transportation gives people more ways to traverse a space. Think of protected bike lanes (and bike parking), protected bike lanes and wide sidewalks in addition to lanes for cars. Bollards and islands can be used to help separate lanes.
    • Green space
      • A community friendly space incorporates the natural environment for recreation, play and learning. Thoughtfully plan for and maximize green space – think about things like where you’ll you put it. What will it be like in real life? For instance, will trees work in the space or are planters better?
    • Safety & Comfort
      • This makes the place approachable and can include things like awnings over shops to provide shelter from the rain, trees for shade, human-scaled lighting, slower speed limits, and permanent and movable street seating.
  • Making It Happen

    • Begin by doing robust research
      • How do people use the space? How do they want to access it? What’s the history of the neighborhood? Is it changing? What are the community demographics? Why is the project happening here, now?
      • Talk to the community and observe how the space is currently used.
    • Make Your Plan
      • Once you have the research you can create your plan, laying out your goals and strategies. Include key milestones and successes, timeline, communication protocols, incorporate the community into the implementation, etc.
    • Implement Your Plan
      • Utilize connections made with businesses and community members to create some shared decision-making frameworks.
      • Bring the larger community in and get them excited about the project. While you’ll likely engage contractors for big changes, you might be able incorporate the community by doing site tours or things like group planting projects, ribbon cuttings, etc.
      • Clear communication will also help mitigate issues like construction noise or access. It’ll let you get feedback so you can respond to issues in a timely manner. Downtown managers are often key liaisons between the different stakeholders.
    • Manage Your Space
      • Discuss funding for maintenance and who will manage the space, have strategies to evaluate the space such as who’s using it at what time of day, then you can make changes as necessary.
    • Maintain Your Space
      • Weather and use can impact your space. What’s needed for maintenance on a seasonal basis? After a year or five years?
      • Report out to the community on your successes and efforts.
  • Real Life Examples

    • Syracuse Downtown Revitalization Initiative – Public Works was engaged to support the creation of a final strategic investment plan that’s directing $10m worth of state funding to select real estate and public infrastructure investments.
      • In this project they were reconnecting two different parts of the downtown to work against the affects of population decline and the legacy of urban renewal.
      • They facilitated a series of in person and virtual charrettes focused on things the community already said was important to them – pedestrian friendly streets, trees and green infrastructure, making streetscape and building improvements and preserving the cultural heritage of this neighborhood.
        • Their recommendations included improving sidewalks and streetscapes, adding lighting and wayfinding to encourage people to traverse the area, redeveloping certain properties to create commercial and pedestrian activity, and supporting outdoor vendor spaces.
      • Lessons learned
        • Important to reach out to people in a variety of way to meet people where they are.
        • Build on what’s already working and let community members easily identify what they already like, in this case a popular community center
        • Choose and incorporate elements that fit with the community.
    • NYC Streets Plan – Public Works led the NYC Streets Plan (NSP) Public Engagement Process (PEP) to support a NSP that would include the safety of all street users, the use of multi-modal mass transit, the reduction of vehicle emissions, and access for individuals with disabilities.
      • In many communities the most publicly owned land is actually the streets, so it’s beneficial to think how they can be utilized by all users, not just cars.
      • This purpose of this program was primarily to improve the safety of non-car users.
        • Had a online engagement platform, did phone surveys targeted to non-English speakers and people who traditionally didn’t participate, which allowed for a deeper reach into the community.
      • Lessons Learned
        • Defined the accessibility need for the engagement process and the plan up front
        • Provided flexibility around the times people could engage
        • Did a mix of small group engagement so everyone felt comfortable participating

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About Celeste Frye

Co-Founder and CEO, Public Works Partners

An AICP-certified planner, Celeste Frye co-founded Public Works Partners more than a decade ago out of a passion to help mission-driven organizations increase their positive impact on local communities. She is a known expert in designing and implementing multi-stakeholder initiatives, building strong connections across the nonprofit, government and private sectors. Celeste is a member of the Regional Plan Association’s Connecticut Committee and the Coro New York Leadership Center’s Alumni Advisory Board. She was recognized with City & State’s 2021 Community Engagement Power 50 and Crain’s New York’s 2021 Notable Women Business Owners. Celeste received a M.S. in Regional Planning from Cornell University and a B.A. in International Studies & French from the University of North Carolina at Chapel Hill.

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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


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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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