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Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
Downtown Nanticoke Alliance Presentation
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Downtown Nanticoke Alliance Presentation

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PowerPoint presentation given to downtown stakeholders at the first Downtown Nanticoke Alliance community forum. …

PowerPoint presentation given to downtown stakeholders at the first Downtown Nanticoke Alliance community forum.

Outlines the DNA Main Street economic development program initiative for downtown Nanticoke, PA.

Location: The Samantha Mill House, Nanticoke, PA.
Presented by: Frank L. Knorek Jr.
Date: 09/09/2010

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  • 1. Downtown Nanticoke Revitalization Initiative Exploratory Committee Meeting September 9, 2010 7 PM
  • 2. Agenda • Introduction and Background: • Presentation: • Roundtable Discussion: • Moving Forward: • Adjournment:
  • 3. Background Information • Long-term comprehensive downtown revitalization requires organization, planning, and cooperation • All revitalization activities are market-based • A gap exists in the 2005-2006 comprehensive plan in relation to the functional economy of Downtown Nanticoke • Is there a need for non-profit organization that is solely responsible for the revitalization of Downtown Nanticoke, and provides for a cooperation among stakeholders • Personal interviews: Skepticism, and negative perception of the downtown business climate among residents and business owners
  • 4. 2005-2006 SVP Strategic Plan Findings • • • • • • • • • • • Economic leakage to Wilkes-Barre/Scranton Physical, infrastructure and streetscape improvements SVP should work with city in creating a BID Conduct regular property inspections and enforcement of ordinances Affordable housing Increased recreational opportunities that ties Patriot Park to Main & Market Streets Lack of downtown parking Creation of a downtown economic development strategy with Wilkes SBDC SVP should apply for the PA Main Street Program Faculty and student resources at LCCC are underutilized Conduct a regional community forum to seek input from residents businesses, LCCC, non-profits, and other civic organizations to gain consensus and seek volunteers and staff that will focus on specific objectives.
  • 5. Operational Definitions • The “Four Point” or “Main Street” Approach offers a comprehensive, conceptual framework for downtown revitalization that has been successful in more than 1,700 towns and cities throughout the country. The four points described are: Design, Promotion, Organization, Economic Restructuring • The Commonwealth’s Main Street Program is a funding mechanism to assist communities who have chosen to utilize the Main Street Approach in preparing their own communities effort. • A Business Improvement District (BID) is a legal mechanism that allows property owners and businesses to pool resources to effectively address common concerns within a specific service area. • Economic Development: Influencing growth and restructuring of an economy (exchange of goods and services, recreation, job creation, education) to enhance the economic well-being of a community within a specific geographic region.
  • 6. Main Street Guiding Principles to Revitalization • • • • • • • • • • • • Comprehensive Incremental Self-Help Partnerships That Focus on Teamwork Identifying and Capitalizing on Existing Assets Must Be Market Driven and Utilize Data-Driven Decisions Must Consider Cost/Benefit Customer Satisfaction and Convenience Quality Change Implementation Continuous Improvement
  • 7. The Main Street approach may not be for your community if… • • • • • • • • • You seek a quick fix for a problem; A single individual is driving the process; A single organization is driving the process; A single issue is driving the process; Downtown stakeholders are not willing to commit time, talent and money to the process; Everyone is sure they know what the problem is and no one is open to new ideas or action; There is no support from the municipality for downtown revitalization; The plan was never supported by the people. It was a top-down plan pulled together by a few technical staff or a consultant and a few community leaders, but never really garnered the support of the downtown business district stakeholders; The plan is not considered adequate in the eyes of a significant number of stakeholders, your partners or your funding sources.
  • 8. Downtown Progress 2005 to Present • $30 Million in Investments in the South Valley Region via the SVP Comprehensive Plan • LCCC-City Partnership Projects • Main Street Façade and Streetscape Improvement Grant
  • 9. Downtown Nanticoke Stakeholders • • • • • Residents Students Property and Business Owners Luzerne County Community College Local, County, State and Federal Government Officials • Chamber of Commerce
  • 10. Gap in the Comprehensive Plan Physical Revitalization vs. Functional Revitalization Short-Term vs. Long-Term Project-Based vs. Program-Based Top-Down vs. Bottom Up
  • 11. The Main Street Four Point Approach: Action Planning Matrix Design Promotion Organization Economic Restructuring Enhancing the Physical appearance of the business district. Marketing the unique characteristics to shoppers, investors, new businesses, tourists and other stakeholders. Building consensus and cooperation among the groups that play roles in the downtown. Strengthening the existing economic climate, and finding new or better purposes for Main Street enterprises by diversifying the mix. Helping existing downtown businesses expand and recruiting new ones to fill market-based needs. Building Retail Sales Partnerships Among Existing Business Retention . Cooperative Stakeholders Physical Improvements . Cross-retail New Business Recruitment . Streetscape and Façade . Niche . Banners . Coordinated Hours .Trash Cans . Sidewalk Sales Communications Special Events Funding Volunteer Development New Economic Uses & Diversification . Ornamental Sculpture . Lighting Financial Incentives . Community Heritage Planning and Zoning . Special holidays Market Information Membership Development . Social Events Parking & Transportation . Arts & Parades Visual Merchandising Image Building . Media Relations Graphics and Murals . Image Advertising . Image Building Events Greenway & Parks . Interactive Maps . E-Newsletter . Social Media + Web . Public Relations . Resident Visioning Sessions . Customer and Business Surveys Organizational Development . Progress Studies
  • 12. Creating A New Organization • Establish a clear focus unhindered by past activities and history • Develop a consistent program, unhampered by the constraints of local politics • Serve as a visible symbol of renewal, new activity and a new future for downtown
  • 13. Organizational Alternatives: Selecting An Organization To House The Main Street Program City Government Chamber of Commerce An Existing Organization Pros: Can provide greatest level of initial security. Pros: Usually an immediate convenient option. Sharing of office space and administrative staff. Pros: Dependent upon the track record of the organizations effectiveness. Cons: Cons: Cons: Inhibit the development of Regional focus can private sector advocacy hamper operations of a and participation program solely dedicated to the downtown service Perceived as proarea government and not probusiness Conflict and confusion among roles of each Political alignment organization by constituents Elections and continual change in leadership Community perception that organization is ineffective Inability to perform certain functions , due to legal authority, outlined in the Main Street program
  • 14. Standing Exploratory Committees • • • • Design Committee Promotion Committee Economic Restructuring Committee Organization, Membership and Development Committee
  • 15. Potential Committee Members • • • • • • • • • • • • • • • • • • • • • • • • • Business Owners Civic and Community Groups Local, County, State and Federal Government Officials Financial Institutions Students Educational Institutions Consumers and Residents Chamber of Commerce Downtown Property Owners Recognized Community Leaders School Board Library Staff Architects Landscapers Economic Development Professionals Interior Designers Graphic Artists Contractors Historical Society City Council Members Officers of Financial Institutions Realtors Attorney Business, Marketing and Economics Teachers/Professors Non-profit Professionals
  • 16. Objectives and Responsibilities: • • • • • • • • • Analyzing Parking and Transportation Planning Activities Develop a Logo and Associated Graphics Coordinating Window and Visual Merchandizing Displays Act as a Design Resource for Property Owners Develop Loan Pool or Financial Incentives Administer the Design and Approval Process Coordinate Planning and Zoning Activities Building Development Coordinate Physical Improvements - Streetscape and Facade Improvement - Banners, Signs, Trash Receptacles, and Ornamental Decorations Potential Members: • • • • • • • • • Architects Landscapers Interior Designers Graphic Artists Contractors Historical Society Representatives Downtown Property/Business Owner City Zoning/Building / Code Inspector City Administrator / Municipal Authority Design Committee Purpose: The design committee's purpose is to create and attractive, coordinated and quality image of the downtown by enhancing the physical appearance of the downtown by capitalizing on its unique assets and heritage.
  • 17. Objectives and Responsibilities: • Create and Administer a Downtown Marketing Plan • Inventory All Current Community and Promotional Activates and Coordinate Advertising Plan • Reversing the Negative Image of the Downtown and Community • Implementing Year-Round Special Event Programs • Establish Good Media and Public Relations Potential Members: • Chamber of Commerce Representatives • Local Arts Association • School Board Members • Library Representatives • Civic Associations • Bank Marketing Department • College Business and Marketing Students/Professors Promotion Committee Purpose: The promotion committee's primary responsibility is to market a unified, quality image of the business district as the center of activities, goods and services to retailers, new businesses, shoppers, investors, students, residents, and tourists.
  • 18. Objectives and Responsibilities: • • • • Coordinate, Create and Administer a Market Development Plan - Inventory and Analyze Economic Data on Downtown Buildings and Businesses - Create and Distribute Survey Instruments to Measure Market Information Conduct Business Recruitment and Retention Activities Develop Financial Incentive Programs Business and Property Owners Foster New Economic Uses or Downtown Assets via a community-institutional Partnership Potential Members: • • • • • • • • • City Council Members City Administrator Officers of Financial and Educational Institutions Realtors Chamber of Commerce Board Members Downtown Business and Property Owners State and Federal Elected Official Staff Members Attorney Business, Marketing and Economics Professors Economic Restructuring Committee Purpose: The economic restructuring committee works to develop a market strategy that will result in an improved retail mix, a stronger tax base, increased investor confidence and a stable role for downtown as a major component of the city's economy. These activities will serve to strengthen the existing economy of the business district while diversifying new market opportunities.
  • 19. Objectives and Responsibilities: • Create a Volunteer Recruitment Plan, and Conduct Volunteer Development Activities - Develop a "wanted member" profile - Establish goals for the number of new members to be recruited each year • Develop and Administer a Fundraising Development Plan • Create and Monitor an Organizational Operations Plan Potential Members: • Non-profit and Fundraising Professionals • Grant Writer • Officers of Financial and Educational Institutions • City Council Members • Students • Business Professionals • Chamber of Commerce Board Members • Civic and Community Group Members Organization, Membership and Development Committee Purpose: The organization, membership and development committee works to build a consensus and cooperation among the groups and stakeholders that play roles in the downtown's revitalization activities. Furthermore, the organization, membership and development committee is established to recruit new members to serve on boards and committees; to recruit new volunteers and help them find assignments they will enjoy; and to raise funding for the program's ongoing operation. This committee will also ensure that nominations are handled in a responsible and democratic way, and will orientate new board members.
  • 20. Organizational Purpose and Objectives • Fostering community and civic engagement through (1) education about, and assistance in, neighborhood community organizing, (2) facilitation of community problem solving and (3) encouragement of informed input on issues affecting the day-to-day functionality of the downtown and neighborhood community and long-term neighborhood community vitality; • Fostering community improvement through comprehensive planning and a comprehensive process of revitalization that seeks to protect, enhance and promote urban living, and the community's cultural and architectural heritage; • Educating residents, elected officials, stakeholders, businesses and Corporations within the Alliance's boundaries in matters of public finance, planning, zoning, infrastructure, code enforcement, and community and economic development; • Educating the residents about the history of their community and the significance of its culture and architecture; • Assisting in the location and designation of buildings, sites, districts, objects and structures within the community which are of historic or architectural value, and encouraging and implementing the preservation and rehabilitation of such properties through research, procurement, purchase, rehabilitation, resale, release, or other means of disposition;
  • 21. • Promoting, encouraging, developing and expanding residential and commercial activities in the community, engaging in the rehabilitation, restoration and construction of buildings and structures, and engaging in any other development activities that may otherwise be required to enhance and encourage economic vitality; • Assisting in the development of of projects, undertakings, studies, events and other activities in cooperation and coordination with individuals, neighborhood Corporations, community groups, and governmental entities, and with other historical, educational, cultural, civic and philanthropic Corporations to carry out the purposes of the Alliance; • Soliciting and accepting endowments, grants, contributions, and donations of money, real property or other property or assets for the above purposes; • Holding meetings and other activities for the instruction, education and the provision of information to the public; • Working with communities to educate their public officials about the challenges and goals of their community; • Using, investing, selling and distributing, through grants or other approved methods, any and all revenue and assets obtained for the purpose of the Alliance; and • Initiating any and all lawful activities which may be necessary, useful, or desirable for the furtherance, accomplishment or attainment of the purposes of the Alliance, either directly or indirectly, and either alone or in cooperation with others.
  • 22. Benefits To Stakeholders City Government LCCC Residents and Students Business and Property Owners -Strengthen local tax base -Strengthen partnerships -Improved quality -Issue advocacy -Promote civic pride -Spur business and economic development -Improve community brand and public relations -Stabilize property values -Increase occupancy rates -Reaffirm commitment and inspire involvement from local leaders -Economic impact -Draw investors -Increase community involvement and relations -Rehabilitate blight and fight sprawl -Utilize technical ability -Stimulate housing market -Student recruitment of life -More retail, cultural, and recreational opportunities -Restore a sense of community -Improved business environment -Increase sales -Discovery of new markets and entrepreneurial opportunity
  • 23. Goals of the Exploratory Committee • Review and complete the PA DCED Getting Ready for Downtown Revitalization Guidelines • Complete DCED / PDC Downtown Community Profile • Determine final need for an downtown non-profit organization or BID • Establish an organizational chart of potential member stakeholders • Define the downtown service area • Review impediments to success & options for overcoming such issues • Define the purpose; specific goals & objectives; and limitations of the organization • Create an operations and marketing plan • Apply for 501(c)(3) status • Apply for PA DCDED Main Street Program Grant (long-term)
  • 24. Where do we go from here?

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