For commentary and highlights go to http://glendalediggs.com/diggs-areas/montrose/montrose-vision-2020/ Montrose is a popular village area located where Glendale, La Crescenta and La Canada come together. While it is charming and quaint, it also struggles to attract new shoppers and hip businesses. This report sets forth a 5 year plan to revitalize and position the community for long term health and growth.
The document summarizes the media relations and marketing efforts for The Betsy hotel in Miami Beach in the year leading up to and following its opening in 2010. An aggressive campaign was launched to differentiate the new hotel given other openings in the area. Tactics included acting as interim sales and marketing director, developing brand profiles for hotel spaces, facilitating photoshoots, sourcing partners, and building an email list. Results included over $2.2 million in press coverage and 300 million impressions in the first two years, recognition from Conde Nast publications, and increasing average daily rates to compete with high-end brands.
We are a boutique real estate brokerage in Glendale CA. We are a small company, and likely to stay that way, but we are looking for a few awesome people to join our team. Are you that someone? After viewing this deck, click through to our website to learn more. http://GlendaleDIGGS.com/are-you-diggs-tribe
2014 Predictions for Glendale CA Real EstateKendyl Young
The document predicts that 2014 will be a year of growth for the housing market. It suggests that rising home prices have reached a point where current homeowners can now sell and upsize, and many millennials will form new households and purchase homes over the next three years. While interest rates are expected to rise as the government stops buying bonds, history shows that when rates increased significantly in the past, home prices also rose rather than falling. The document recommends starting a home search now to take advantage of the anticipated market conditions in 2014.
Molly enjoys creativity and fashion design, and is passionate about making clothes out of paper. She likes the freedom of fashion design to create any design. Her favorite celebrity is Taylor Swift, animal is a bunny, movie is Mean Girls, song is "2012", and saying is "OMG!". Molly wants to study fashion design at university and become a fashion designer when she is older.
Wonder what happens at the Inman Conect conference? Wished you could attend and soak in the knowledge? Kendyl Young of DIGGS shared her highlights and insights gleemed from this year's conference in San Francisco.
The document provides an overview guide for buying a home in 2014. It discusses how the typical home buyer searched for 12 weeks and viewed 10 homes in 2013. The guide outlines four key steps to prepare finances before home searching: 1) save money, 2) strengthen your credit score by paying debts and avoiding new credit, 3) get pre-approved for a mortgage, and 4) get ready to begin your search. It also notes that 88% of 2013 home buyers purchased through a real estate agent due to their access to listings, tools, and expertise.
Moo milk has introduced a new drink called SPIDER for children, which is made with real milk, ice cream and soda. The SPIDER is described as a fun and exciting way for children to get calcium while enjoying the taste, as it just needs to be shaken and is easy to drink. Children are encouraged to try the spooky but fun new SPIDER drink.
The document discusses how the film poster replicates and challenges conventions of real film promotion. It summarizes that the poster includes key information like starring actors, a tagline, and production details, which help attract audiences. While replicating these features, the poster image also advances the narrative through the central female character. Rather than using disturbing visuals, the poster metaphorically depicts the character's dual nature through the canvas and word "kill" covering her face, with red lipstick and dark eyes implying danger.
The document summarizes the media relations and marketing efforts for The Betsy hotel in Miami Beach in the year leading up to and following its opening in 2010. An aggressive campaign was launched to differentiate the new hotel given other openings in the area. Tactics included acting as interim sales and marketing director, developing brand profiles for hotel spaces, facilitating photoshoots, sourcing partners, and building an email list. Results included over $2.2 million in press coverage and 300 million impressions in the first two years, recognition from Conde Nast publications, and increasing average daily rates to compete with high-end brands.
We are a boutique real estate brokerage in Glendale CA. We are a small company, and likely to stay that way, but we are looking for a few awesome people to join our team. Are you that someone? After viewing this deck, click through to our website to learn more. http://GlendaleDIGGS.com/are-you-diggs-tribe
2014 Predictions for Glendale CA Real EstateKendyl Young
The document predicts that 2014 will be a year of growth for the housing market. It suggests that rising home prices have reached a point where current homeowners can now sell and upsize, and many millennials will form new households and purchase homes over the next three years. While interest rates are expected to rise as the government stops buying bonds, history shows that when rates increased significantly in the past, home prices also rose rather than falling. The document recommends starting a home search now to take advantage of the anticipated market conditions in 2014.
Molly enjoys creativity and fashion design, and is passionate about making clothes out of paper. She likes the freedom of fashion design to create any design. Her favorite celebrity is Taylor Swift, animal is a bunny, movie is Mean Girls, song is "2012", and saying is "OMG!". Molly wants to study fashion design at university and become a fashion designer when she is older.
Wonder what happens at the Inman Conect conference? Wished you could attend and soak in the knowledge? Kendyl Young of DIGGS shared her highlights and insights gleemed from this year's conference in San Francisco.
The document provides an overview guide for buying a home in 2014. It discusses how the typical home buyer searched for 12 weeks and viewed 10 homes in 2013. The guide outlines four key steps to prepare finances before home searching: 1) save money, 2) strengthen your credit score by paying debts and avoiding new credit, 3) get pre-approved for a mortgage, and 4) get ready to begin your search. It also notes that 88% of 2013 home buyers purchased through a real estate agent due to their access to listings, tools, and expertise.
Moo milk has introduced a new drink called SPIDER for children, which is made with real milk, ice cream and soda. The SPIDER is described as a fun and exciting way for children to get calcium while enjoying the taste, as it just needs to be shaken and is easy to drink. Children are encouraged to try the spooky but fun new SPIDER drink.
The document discusses how the film poster replicates and challenges conventions of real film promotion. It summarizes that the poster includes key information like starring actors, a tagline, and production details, which help attract audiences. While replicating these features, the poster image also advances the narrative through the central female character. Rather than using disturbing visuals, the poster metaphorically depicts the character's dual nature through the canvas and word "kill" covering her face, with red lipstick and dark eyes implying danger.
This document discusses how social media has changed communication and business. Some key points made are:
- Social media allows for two-way conversations and engagement between people with shared interests. It is about building relationships, not just broadcasting information.
- People now spend more time on social media platforms like Facebook than other forms of communication. Facebook users spend an average of 20 minutes per session.
- An effective social media strategy for business involves regularly creating and sharing one type of content (writing, photos, or videos) through one main distribution channel, and actively engaging with contacts daily by listening and responding.
- While methods of communication have changed over time, business still relies on creating relationships and finding opportunities through
Excel was used during the research, planning, and construction stages to organize data from audience research and group ideas. YouTube provided inspiration from similar media products during research and allowed videos to be shared online. Recording devices like a flip cam were used during planning, construction, and evaluation to film locations, footage for the trailer, and collect audience feedback. iMovie helped construct the trailer by adding effects and editing footage. Photoshop edited images for the poster and website by adjusting colors, textures, and effects. Dreamweaver was used to design the webpage by adding layers, links, and text. Facebook publicized the products and gathered feedback from a wide audience. Presentation tools like Slideshare and Flickr displayed evaluation work in different formats online
This very short document is unclear and does not seem to communicate any coherent ideas or information. It contains only random letters and symbols with no context.
The document describes how Hadoop can be used to analyze log files. Log entries with dates, IP addresses and counts are input and mapped to extract the date and IP address. These are then counted using a reducer to output the date, IP and count grouped together. This shows how Hadoop can process large log files in parallel and generate reports on visitor counts by date and IP address.
Tervis on meie kõige väärtuslikum vara. Selle eest tuleb hoolitseda iga päev, tehes tervislikke valikuid toitumises, liikumises ja stressi juhtimises. Regulaarne tervisekontroll aitab varakult avastada võimalikke terviseprobleeme ning võtta meetmeid nende ennetamiseks või raviks.
The sector of Destination Marketing has undergone several identity crises, resulting in name changes. Thus, the “Destination Marketing Organisation” (DMO) is becoming “Destination Development, Management and Marketing Organisation” (DDMMO). Of course we do not want to come up with another acronym but this is a way of describing the changes occurring in both Tourism Industry and Meetings Industry. DMOs require a much fuller and deeper coalition of destination partnerships to maintain the visibility of their destination as a great place to live, work, study and visit. With this holistic approach, there is for sure room for DMOs to engage not only towards leisure travellers but also with meetings, incentives conferences and events industry in a targeted way that meets the wider policy objectives of their city.
Great places webinar presentation 12 17-09lauraebrown
Making the Most of Our Great Places- Best practices for community tourism development and business practices for businesses to capture tourism dollars. by Laura Brown and Bill Ryan, University of Wisconsin Extension
MGB POPS is a seasonal, outdoor marketplace in the heart of Brownsville, Brooklyn. It brings together food and retail options from Brownsville's most creative entrepreneurs in an exciting space for everyone to enjoy.
Mixing Business with Pleasure: How DMOs & EDOs Realize Ultimate Community Vit...Atlas Integrated
Understand how destinations and economic development
organizations are breaking down silos to strengthen individual
industry efforts while simultaneously contributing to the success
of the other
Mixing Business with Pleasure: How DMOs & EDOs Realize Ultimate Community Vit...Atlas Advertising
Understanding how destinations and economic development organizations are breaking down silos to strengthen individual industry efforts while simultaneously contributing to the success of the other
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Presentation from the February 2018 Historic West End Initiative community meeting. HWEI seeks to leverage investments and community partnerships to expand economic opportunities in Charlotte, North Carolina's Historic West End neighborhoods.
This document discusses strategies for downtown revitalization. It notes that the Main Street approach uses a four point framework of design, economic restructuring, promotion, and organization to revitalize downtown areas. The Main Street program has led to billions in reinvestment across the country. For downtowns to be successful, they must attract new residents and businesses by cultivating unique assets and sense of place through walkability, historic preservation, arts, culture and social gathering spots. Organizing the community around a shared vision for the downtown is important to guide positive changes and support existing businesses.
Great places pd c tourism council 12 9-10lauraebrown
The document summarizes a presentation about using tourism as an economic development strategy for the city of Prairie du Chien. It discusses how tourism brings visitor spending to local businesses, strategies communities can use to develop tourism like creating activities and experiences, and highlights examples from other communities. It also shares results from a visit to the similar town of Mineral Point that identified opportunities for Prairie du Chien such as preserving downtown and building on its historic significance.
Great Places Tourism Council Presentation 2 10 10lauraebrown
The document summarizes strategies for developing tourism as an economic development tool in Crawford County, Wisconsin. It discusses forming partnerships across different levels of government and organizations to promote tourism. It also outlines strategies for communities to develop tourism, including creating marketing plans, emphasizing local uniqueness and history, improving aesthetics and hospitality, and providing activities for visitors. Specific examples of successful tourism programs and businesses in Wisconsin and nearby areas are also presented.
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The document discusses strategies for using tourism as an economic development tool in Crawford County, Wisconsin. It outlines why communities should consider tourism, including broad local and regional support for tourism development. It then provides examples of partnership organizations involved in tourism and recommends five strategies for communities: create a tourism plan, work in partnerships, recognize physical aspects and first impressions, celebrate uniqueness, and create activities and experiences. It also discusses types of businesses that appeal to visitors like restaurants, shops, attractions, and agritourism.
Events are powerful marketing tools that engage consumers and affirm a company's brand. They allow for two-way communication between the brand and consumers. Traditional marketing is no longer effective as consumers are active and empowered in the communication process. Companies are using experiential marketing like events and experiences to create emotional connections and loyalty with consumers. Events allow brands to reflect their values and priorities to consumers in an interactive way.
Social Cloud is a new marketing and public relations firm in Shanghai that provides marketing support for businesses across industries. They have a team that analyzes data, develops strategies, researches markets, designs and implements plans, provides support, and writes reports to help expand clients' businesses. Their clients include one-person enterprises, start-ups, small and mid-sized companies, and established businesses. Social Cloud's mission is to offer creative solutions to meet clients' marketing and communication needs through services like public relations, branding, marketing, paid media, social content, and graphic design.
A presentation given to the Downtown Utica Development Association on the benefits of the National Trust for Historic Preservation's Main Street approach. (Some content courtesy of NTHP. Copyright retained.)
This document discusses how social media has changed communication and business. Some key points made are:
- Social media allows for two-way conversations and engagement between people with shared interests. It is about building relationships, not just broadcasting information.
- People now spend more time on social media platforms like Facebook than other forms of communication. Facebook users spend an average of 20 minutes per session.
- An effective social media strategy for business involves regularly creating and sharing one type of content (writing, photos, or videos) through one main distribution channel, and actively engaging with contacts daily by listening and responding.
- While methods of communication have changed over time, business still relies on creating relationships and finding opportunities through
Excel was used during the research, planning, and construction stages to organize data from audience research and group ideas. YouTube provided inspiration from similar media products during research and allowed videos to be shared online. Recording devices like a flip cam were used during planning, construction, and evaluation to film locations, footage for the trailer, and collect audience feedback. iMovie helped construct the trailer by adding effects and editing footage. Photoshop edited images for the poster and website by adjusting colors, textures, and effects. Dreamweaver was used to design the webpage by adding layers, links, and text. Facebook publicized the products and gathered feedback from a wide audience. Presentation tools like Slideshare and Flickr displayed evaluation work in different formats online
This very short document is unclear and does not seem to communicate any coherent ideas or information. It contains only random letters and symbols with no context.
The document describes how Hadoop can be used to analyze log files. Log entries with dates, IP addresses and counts are input and mapped to extract the date and IP address. These are then counted using a reducer to output the date, IP and count grouped together. This shows how Hadoop can process large log files in parallel and generate reports on visitor counts by date and IP address.
Tervis on meie kõige väärtuslikum vara. Selle eest tuleb hoolitseda iga päev, tehes tervislikke valikuid toitumises, liikumises ja stressi juhtimises. Regulaarne tervisekontroll aitab varakult avastada võimalikke terviseprobleeme ning võtta meetmeid nende ennetamiseks või raviks.
The sector of Destination Marketing has undergone several identity crises, resulting in name changes. Thus, the “Destination Marketing Organisation” (DMO) is becoming “Destination Development, Management and Marketing Organisation” (DDMMO). Of course we do not want to come up with another acronym but this is a way of describing the changes occurring in both Tourism Industry and Meetings Industry. DMOs require a much fuller and deeper coalition of destination partnerships to maintain the visibility of their destination as a great place to live, work, study and visit. With this holistic approach, there is for sure room for DMOs to engage not only towards leisure travellers but also with meetings, incentives conferences and events industry in a targeted way that meets the wider policy objectives of their city.
Great places webinar presentation 12 17-09lauraebrown
Making the Most of Our Great Places- Best practices for community tourism development and business practices for businesses to capture tourism dollars. by Laura Brown and Bill Ryan, University of Wisconsin Extension
MGB POPS is a seasonal, outdoor marketplace in the heart of Brownsville, Brooklyn. It brings together food and retail options from Brownsville's most creative entrepreneurs in an exciting space for everyone to enjoy.
Mixing Business with Pleasure: How DMOs & EDOs Realize Ultimate Community Vit...Atlas Integrated
Understand how destinations and economic development
organizations are breaking down silos to strengthen individual
industry efforts while simultaneously contributing to the success
of the other
Mixing Business with Pleasure: How DMOs & EDOs Realize Ultimate Community Vit...Atlas Advertising
Understanding how destinations and economic development organizations are breaking down silos to strengthen individual industry efforts while simultaneously contributing to the success of the other
Historic West End Initiative - February 2018 Community MeetingAlysia Osborne, AICP
Presentation from the February 2018 Historic West End Initiative community meeting. HWEI seeks to leverage investments and community partnerships to expand economic opportunities in Charlotte, North Carolina's Historic West End neighborhoods.
This document discusses strategies for downtown revitalization. It notes that the Main Street approach uses a four point framework of design, economic restructuring, promotion, and organization to revitalize downtown areas. The Main Street program has led to billions in reinvestment across the country. For downtowns to be successful, they must attract new residents and businesses by cultivating unique assets and sense of place through walkability, historic preservation, arts, culture and social gathering spots. Organizing the community around a shared vision for the downtown is important to guide positive changes and support existing businesses.
Great places pd c tourism council 12 9-10lauraebrown
The document summarizes a presentation about using tourism as an economic development strategy for the city of Prairie du Chien. It discusses how tourism brings visitor spending to local businesses, strategies communities can use to develop tourism like creating activities and experiences, and highlights examples from other communities. It also shares results from a visit to the similar town of Mineral Point that identified opportunities for Prairie du Chien such as preserving downtown and building on its historic significance.
Great Places Tourism Council Presentation 2 10 10lauraebrown
The document summarizes strategies for developing tourism as an economic development tool in Crawford County, Wisconsin. It discusses forming partnerships across different levels of government and organizations to promote tourism. It also outlines strategies for communities to develop tourism, including creating marketing plans, emphasizing local uniqueness and history, improving aesthetics and hospitality, and providing activities for visitors. Specific examples of successful tourism programs and businesses in Wisconsin and nearby areas are also presented.
Great Places Tourism Council Presentation With Quiz 2 10 10lauraebrown
The document discusses strategies for using tourism as an economic development tool in Crawford County, Wisconsin. It outlines why communities should consider tourism, including broad local and regional support for tourism development. It then provides examples of partnership organizations involved in tourism and recommends five strategies for communities: create a tourism plan, work in partnerships, recognize physical aspects and first impressions, celebrate uniqueness, and create activities and experiences. It also discusses types of businesses that appeal to visitors like restaurants, shops, attractions, and agritourism.
Events are powerful marketing tools that engage consumers and affirm a company's brand. They allow for two-way communication between the brand and consumers. Traditional marketing is no longer effective as consumers are active and empowered in the communication process. Companies are using experiential marketing like events and experiences to create emotional connections and loyalty with consumers. Events allow brands to reflect their values and priorities to consumers in an interactive way.
Social Cloud is a new marketing and public relations firm in Shanghai that provides marketing support for businesses across industries. They have a team that analyzes data, develops strategies, researches markets, designs and implements plans, provides support, and writes reports to help expand clients' businesses. Their clients include one-person enterprises, start-ups, small and mid-sized companies, and established businesses. Social Cloud's mission is to offer creative solutions to meet clients' marketing and communication needs through services like public relations, branding, marketing, paid media, social content, and graphic design.
A presentation given to the Downtown Utica Development Association on the benefits of the National Trust for Historic Preservation's Main Street approach. (Some content courtesy of NTHP. Copyright retained.)
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The Huntington Station Development Strategy document outlines a year of Renaissance Downtowns funded community collaboration to transform under-utilized municipal land into tax-generating mixed-use developments.
This document provides a summary of articles in the September 2012 issue of Retail Week Property, which is a supplement focused on retail property trends. The main topics covered are:
1) Shopping centres embracing new technologies like free WiFi and digital marketing to attract footfall and boost sales, while retailers consider smaller formats combined with services like click-and-collect.
2) The challenges still facing UK high streets, and the need for both local and national government support to reinvent the high street model.
3) How e-commerce and a shift toward convenience are influencing grocers' property strategies and portfolios.
4) Why retailers are exploring international markets like the Middle East and China, but still need
TOcore retail and service commercial land use study and executive summaryDavid Fitzpatrick
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Urban Strategies proposes a strategic plan to position Source@Beach as a fashion and lifestyle destination in Orange County. The plan involves carefully curating tenants, programming events, and implementing an integrated marketing campaign to attract millennial customers. Key elements include developing a "fashion story" brand identity, profiling target customers, planning the retail and event space, and launching a multi-channel media program. The goal is to establish Source@Beach as a regional attraction offering entertainment, dining, and nationally-recognized fashion and lifestyle retailers currently missing from Orange County.
Tourism product development and marketing consulting. ScandinaviaOscar Fresan Landibar
Spanish travel consulting firm born out of successful development of low intensity tourism areas and their tourist businesses in North-Spain. The firm, Foöd & Travel Thinking, is expert in product development and marketing, concretely in the tourism around food, experential tourism and new technologies. Foöd & Travel Thinking advices now also in Latin America and seeks to offer their service also in Finland (or elsewhere in Europe) through Spanish-Finnish relationships consultant Oscar Fresán
Dholera Smart City Latest Development Status 2024.pdfShivgan Infratech
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The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Stark Builders: Where Quality Meets Craftsmanship!shuilykhatunnil
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Although we are not all related by blood we have created a team of highly professional and hardworking individuals who share the common goal of delivering beautiful and functional renovated spaces. Our tight nit team are able to work together in a way where we pour our passion into each and every project as we have a love for what we do. Building is our life.
BEST FARMLAND FOR SALE | FARM PLOTS NEAR BANGALORE | KANAKAPURA | CHICKKABALP...knox groups real estate
welcome to knox groups real estate company in Bangalore. best farm land for sale near Bangalore and madhugiri . Managed farmland near Kanakapura and Chickkabalapur get know more details about the projects .Knox groups is a leading real estate company dedicated to helping individuals and businesses navigate the dynamic real estate market. With our extensive knowledge, experience, and commitment to excellence, we deliver exceptional results for our clients. Discover the perfect foundation for your agricultural aspirations with KNOX Groups' prime farm lands. These aren't just plots; they're the fertile grounds where vibrant crops flourish, livestock thrives, and unique agricultural ventures come to life. At KNOX, we go beyond selling land we curate sustainable ecosystems, ensuring that your journey toward agricultural success is seamless and prosperous.
AVRUPA KONUTLARI ESENTEPE - ENGLISH - Listing TurkeyListing Turkey
Looking for a new home in Istanbul? Look no further than Avrupa Konutlari Esentepe! Our beautifully designed homes provide the perfect blend of luxury and comfort, making them the perfect choice for anyone looking for a high-quality home in the city.
With a wide range of apartment types available, from 1+1 to 4+1, we have something to suit every need and budget. Each apartment is designed with attention to detail and features spacious and bright living areas, making them the perfect place to relax and unwind after a long day.
One of the things that sets Avrupa Konutlari Esentepe apart from other developments is our focus on creating a community that is both comfortable and convenient. Our homes are surrounded by lush green spaces, perfect for enjoying a peaceful stroll or having a picnic with friends and family. Additionally, our complex includes a variety of social and recreational amenities, such as swimming pools, sports fields, and playgrounds, making it easy for residents to stay active and socialize with their neighbors.
https://listingturkey.com/property/avrupa-konutlari-esentepe/
2. 2
The Montrose Vision 20/20 articulates an
economic development strategy built from the
collective ideas of stakeholders to improve
elements of Montrose using the tools of the City.
It is your vision for your community.
4. 4
Background
Montrose is a unique, distinct and historic treasure
beloved by the community that surrounds it.
Together, stakeholders have worked with the City
of Glendale to develop a vision for Montrose’s
future: where it is now, where we want it to be in
the future and how, together, we can get there.
In 1910 developers started preparing the land for
what would be named Montrose in 1912, and by
1914 the first commercial building opened on the
southwest corner of Honolulu Avenue and
Verdugo Road as Montrose Hardware and Grocery
Store.
That building, a curved single story building now
occupied by Benitoite restaurant, still welcomes
visitors to the shopping park. Many of the other
buildings along Honolulu Avenue were built during
the 1920s, although many now have more modern
facades.
Montrose was annexed piece by piece by Glendale
during the 1950s. In 1967 the Montrose Shopping
Park was formed to attract more shoppers with a
pedestrian friendly ‘Main Street’ feel. Shortly
afterwards, the City of Glendale purchased lots
behind shops on Honolulu Avenue to build large
parking lots.
A hundred years after Montrose was founded, the
Montrose Shopping Park continues as a bustling
shopping and dining destination. With nearly 200
commercial establishments, weekly Harvest
Markets, regular events and a family-friendly
nightlife, Montrose is at the heart of Crescenta
Valley community life.
5. 5
The Vision Process
Why is this needed? For three main reasons:
1) An expressed desire to attract more visitors,
shoppers and diners to Montrose;
2) There is relentless change occurring all around
us. There is concern about the proliferation of na-
tional tenants, an “overabundance of restaurants,”
the lack of retail or the right type of retail, and a
change in consumer’s behavior. This vision attempts
to address these matters head on; and,
3) There is limited staff and resources when it
comes to each and every stakeholder involved in
Montrose. This process helps identify priorities to
effectively allocate those resources.
In 2011, the City of Glendale Community
Development Department worked with
stakeholders to develop the North Glendale
Community Plan. This plan served as an important
planning and development document. It recognized
the distinct character of neighborhoods including
Montrose and the adjacent Sparr Heights Business
District, and describes Montrose’s key
characteristics, vision and priorities.
The Montrose 20/20 Vision is intended to serve as
a visionary document that details both priorities
expressed by Montrose stakeholders and the tools
available to achieve those goals and objectives.
6. 6
The Vision Processabout
The Montrose Vision 20/20 process first kicked off in February 2015, and it has involved a series of one-on-
one interviews, stakeholders meetings, surveys, field trips, group meetings, and business visits. Throughout the
process, more than 1,000 residents, businesses, property owners, and Montrose visitors provided direction
on what they would like to see as part of the Montrose Vision 20/20.
7. 7
Attract more visitors by promoting and marketing Montrose
as a regional destination by updating current marketing
strategies and through increased partnership of all Montrose
stakeholders.
Attract new diners, shoppers and visitors to Montrose while
enhancing the experience for returning visitors through the
relentless commitment to business attraction, improving
the nighttime experience, and building upon sense of place
through art.
THE PROCESS IDENTIFIES WHAT MONTROSE IS TODAY
WHAT MONTROSE WANTS TO BE IN 5 YEARS (TOMORROW)
WHAT TOOLS CAN BE PUT IN PLACE TO ACHIEVE THESE GOALS.
The feedback received fell into 4 main categories, and essentially provided the framework by which the Vision
has been established. These categories are Placemaking, Marketing, Infrastructure, and Relationships. Within
each of these categories is its own vision, followed by a set of supporting goals and tools available to achieve
them. The 4 Vision Statements are as Follows:
Vision II:
Marketing
Vision I:
Placemaking
Vision III:
Infrastructure
Vision IV:
Relationships
Enhance customers’ experience in Montrose Shopping Park
through a commitment to maintaining and improving pub-
lic infrastructure including parking, landscaping and public
furniture.
Create an environment that encourages collaboration and
partnership for the betterment of Montrose and Glendale
as a whole.
During the Vision Process, stakeholders were asked to keep focus on the 3Ts: Today, Tomorrow and Tools.
8. 8
“I love the night life in Montrose. It’s so wonderful to see people
walking around at night, socializing and eating out… .”
Survey Says!
Survey Results
In February 2016, the City of Glendale issued a survey to Montrose residents, businesses and property
owners. The City wanted to know: What did Montrose want to be in five years? The results were
impressive: a total of 520 people responded to the survey, and provided critical insight on what makes
Montrose special, how it can improve, and why they “love” Montrose. Here’s who responded:
During the survey process, common themes emerged, especially related to placemaking, infrastructure and marketing.
But one word that occurred over and over was love! Residents have a deep, heartfelt connection to Montrose:
“I love Montrose! It’s a great place to go with family, friends… .”
“We, as a family, love Montrose.”
NUMBER OF TIMES PER MONTH MONTROSE IS
FREQUENTED BY SURVEY PARTICIPANTS.
9. 9
What is Placemaking?
“ The creation of space that promotes people’s health, happiness and
well-being by creating experiences that appeal to the five senses.”
Overview
Montrose Shopping Park Association
hosts a Harvest Market every Sunday,
with organic local produce, fresh
artisanal baked goods, unique crafted
goods, and live musical entertainment.
Additionally, special themed events
draw visitors to Montrose throughout
the year. Some of these events include
Oktoberfest, a car show, holiday events
for Halloween and Christmas, and a film
festival.
These events and entertainments
combined with the historic buildings and
pedestrian friendly layout, bring a
distinct “sense of place” to Montrose.
Preserving and enhancing this sense was
identified as a priority by business own-
ers and visitors.
Shoppers and stakeholders were asked
what else would attract people to
Montrose. They were also asked what
they thought made Montrose special,
and what did not. Many of these
responses were directly related to
Placemaking, and served as a basis for
the goals identified within Placemaking.
What do you think makes
Montrose MOST SPECIAL ?
What do you think makes
Montrose LEAST SPECIAL ?
Placemaking20/2o vision
10. 10
Placemaking20/20 vision
I.VISION
Attract new diners, shoppers
and visitors to Montrose while
enhancing the experience for
returning visitors through the
relentless commitment to
business attraction, improving
the nighttime experience, and
building upon sense of place
through art.
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What do you think would further enhance Montrose’s CHARACTER AND AMBIENCE ?
GOAL 1
STRIKE THE DELICATE BALANCE OF ENSURING A MIX OF RESTAURANTS AND
BUSINESSES.
Possible Tools to Attain Goal
Build relationships with property owners in an effort to fill-up long term vacancies more quickly, get a
better sense of the types of businesses moving in, and identify early-on potential upcoming opportunities.
Implement a Property Owner Task Force comprised of property owners, City officials and brokers.
Work with property owners and brokers to promote available sites. Enhance recruiting efforts. Explore
cost and return on investment to hire a broker in an effort to proactively market Montrose buildings.
Particular emphasis should be on attracting retail businesses and increasing nightlife opportunities.
Annually survey the types of businesses in an effort to ensure a mix. If survey finds a disproportion
amount of one type of business, then discuss with stakeholders a need to consider land use controls.
Examine zoning codes to determine opportunities to make it less onerous and more predictable for
businesses to move in.
Better promote the resources at the City (Montrose liaison, Economic Development staff, and business
concierge) as Montrose ambassadors to City Hall.
Placemaking: Goal 1
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GOAL 2
ATTRACT CUSTOMERS TO MONTROSE 18-HOURS A DAY BY ENHANCING
THE NIGHTTIME EXPERIENCE AND AMENITIES.
Possible Tools to Attain Goal
Increase entertainment and special events options Monday through Thursday and during the evenings to
get people to Montrose. This can include the development of new entertainment such as Wine Walks, a
Blue Grass Music Event or a Jazz Music Event.
Develop and implement ways to encourage store owners to stay open later.
Actively attract tasteful nighttime and social establishments such as gastropubs, tap rooms, jazz clubs,
comedy clubs, live performance halls, and food halls as seen at Grand Central Market in Los Angeles or
the City of Santa Ana. Work with all stakeholders in an effort to offer predictability to potential tenants.
Explore transportation options from major nearby employers to bring visitors to Montrose.
Placemaking: Goal 2
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GOAL 3
EMPHASIZE A UNIQUE SENSE OF PLACE THROUGH ART.
Possible Tools to Attain Goal
In concert with the citywide Public Art Master Plan for Glendale, which is currently being developed,
work with the City of Glendale to develop a public art program in Montrose including art
displays, murals, interactive art, live theater, and music performances during peak opportunity days and
nights.
Placemaking: Goal 3
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Overview
Websites, social media, word of mouth, regular events. These are all important elements to the conversation
about marketing. The Montrose Shopping Park Association and the Montrose-Verdugo City Chamber of
Commerce have excellent websites with information about events, shops and restaurants. Businesses also
utilize social media and their own websites to attract new customers.
Through this process, however,
business owners and visitors alike
in Montrose have identified a need
for increased social media
presence to ensure that Montrose
is recognized regionally as an
attractive place to visit.
Among some of the survey’s sug-
gestions included, “Montrose
needs to set up a permanent Face-
book/Instagram page and Post of-
ten!” and “More publicity about
how wonderful Montrose is.”
Participants of the Vision process
also noted that the Montrose
brand itself might be in need of
some updating in an effort to stay
current and attract new visitors.
II.VISION
Attract more visitors by
promoting and marketing
Montrose as a regional
destination by updating
current marketing strategies
and through increased
partnership of all Montrose
stakeholders.
“ The action to promoting or selling a product through market research,
advertising, social media and word of mouth. ”
20/20 vision
What is Marketing?
Marketing
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Marketing: Goals 1 & 2
GOAL 1
UPDATE MONTROSE SHOPPING
PARK’S CURRENT BRANDING.
Possible Tools to Attain Goal
Assign task force to consider determining
whether “Montrose Shopping Park” is still
appropriate. If not, consider renaming to
Montrose Village or alternative name.
Update logos and ensure consistent use.
Determine and implement the types of public
music, events, street entertainment and special
events would attract new types of visitors and
still fit the character of Montrose.
GOAL 2
THROUGH MARKETING ATTRACT A STEADY STREAM OF NEW VISITORS,
PARTICULARLY MILLENNIAL SHOPPERS AND DINERS.
Possible Tools to Attain Goal
Continue to push #shopmontrose or consider development of a “MeetMeinMontrose” campaign.
Develop a marketing plan, including the possibility of hiring a photographer to take professional images,
developing promotional videos and continue to use technology to get Montrose’s message out.
Enhance Montrose’s presence on City’s Economic Development website.
Develop promotional videos.
Continue to cross promote MSPA, Chamber and individual business posts via Social Media.
Improve brand recognition of Montrose through publishing articles in publications such as LA Times,
Westways Magazine, Southwest Magazine; develop handouts and provide at Burbank airport; and target
other tourism-destination based locations.
Examples of logos from other downtowns.
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Infrastructure20/20 vision
“ The basic physical structures, such as roads, parking lots, landscaping,
sewer and water mains, and signage, needed to operate society. ”
What do you think would further Montrose’s future?
With its mature tree lined streets, wide sidewalks, curved benches and decorative lighting, Montrose is a
charming and pedestrian friendly destination, during the day and at night. Large public parking lots set behind
businesses on both sides of Honolulu Avenue allow shoppers and diners to enjoy the historic area. Stores are
set close to the sidewalk and large window displays are encouraged.
Business owners and visitors identified continued investment in infrastructure as a key priority for Montrose.
Wider sidewalks, flowers, adequate trash facilities, staying up to date on maintenance and repairs are all vital
to keeping Montrose’s quaint and pleasant atmosphere. Business owners and shoppers were also asked about
parking facilities, signage, and bike storage.
Overview
What is Infrastructure?
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III.VISION
Enhance customers’
experience in Montrose
Shopping Park through a
commitment to maintaining
and improving public
infrastructure including
parking, landscaping and
public furniture.
InfrastructureVision
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GOAL 1
UNDERSTAND CAPITAL IMPROVEMENT PRIORITIES
Possible Tools to Attain Goal
Annually develop a list of prioritized infrastructure needs related to all items listed below.
GOAL 2
ENHANCE PHYSICAL APPEARANCE, SAFETY, AND USABILITY OF PARKING
Possible Tools to Attain Goal
Improve access to parking, including through improved signage and lighting.
Increase enforcement for illegal parking.
Develop a Parking Advisory Committee to complete a Montrose Parking Lot study that would:
- Determine whether Montrose has ample parking supply for current business and residential mix;
- Determine parking lot anticipated needs;
- Determine viability of not simply patching the lots but a longer term solution;
- Include public parking lot in future parking plan; and,
- Develop a financial plan for all parking assets both current and future, including the possibility of
adding parking structures, and make recommendations on priorities based on budget assumptions.
Infrastructure: Goals 1 & 2
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Infrastructure: Goals 3 & 4
GOAL 3
IMPROVE THE AESTHETICS OF TREES AND LANDSCAPING ELEMENTS.
Possible Tools to Attain Goal
Continue enhancing appearance of landscaping in the most attractive and cost effective way possible, in-
cluding drought tolerant landscaping and exploring possibility of encouraging eye-level landscaping. This
includes hanging flower boxes, hanging plants on light poles, and/or encouraging store owners to hang
flowers from their store fronts.
Develop a systematic way to improve appearance of landscaping through collaboration by ambassadors
from Montrose.
Add engraved decorative planters that say “Shop Local” or “Shop Montrose.”
Add lighting to trees, including leaving Christmas lights on year round or up-lighting trees.
Develop a schedule or process to remove street trees that are dead or causing plumbing problems.
GOAL 4
MAINTAIN AN ENVIRONMENT AND ASSOCIATED INFRASTRUCTURE, SUCH AS
PUBLIC FURNITURE, ELECTRICAL OUTLETS, TRASH CANS AND DOG
FACILITIES, THAT ENCOURAGES SAFE USE OF PUBLIC SPACE BY ALL
PEDESTRIANS AND VEHICLE TRAFFIC.
Possible Tools to Attain Goal
Determine feasibility of adding bollards at key intersections on Honolulu.
Update electrical outlets.
Inventory the number and status of trash cans, and add more of them, if necessary.
Increase trash collection at designated locations. Work with Montrose members to determine sites in
need.
Perform an analysis on the location and number of public furniture sites.
Make Montrose more dog friendly while encouraging patrons to be more responsible in picking up dog
waste. Ideas include adding more dog waste bag dispensaries, or water fountains for humans and dogs.
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Relationships20/20 vision
IV.VISION
Create an environment
that encourages
collaboration and
partnership for the
betterment of Montrose
and Glendale as a whole.
“ The way in which two or more concepts, objects, or people are
connected, or the state of being connected. ”
Background
As the saying goes, nothing is accomplished in this world alone, and that couldn’t be more true for
Montrose. Montrose and the City of Glendale is comprised of a diverse set of passionate stakeholders, from
the Chambers of Commerce, to the residents, to the Homeowners Associations, and to the City of
Glendale. Together, the passion, resources, and collective ideas all contribute to the success of Montrose.
What are Relationships?
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Relationships: Goal 1
GOAL 1:
PROACTIVELY EDUCATE ALL COMMUNITY DEVELOPMENT AND ECONOMIC
DEVELOPMENT TOOLS AVAILABLE TO IMPROVE MONTROSE.
Planning & Building Divisions
Zoning
Land use controls
Permitting process
Concierge services in implementing local
regulations related to fire, building, planning
Signage
Economic Development Division
Ability to offer limited incentives to certain types
of businesses
Encourage more public entertainment
Targeted recruitment of more retailers and
nighttime businesses
Marketing assistance
Facilitation of relationships
Business services and retention efforts
Possible Tools to Attain Goal
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Relationships: Goal 2
GOAL 2:
CONTINUE COLLABORATION BETWEEN ALL STAKEHOLDERS WITHIN
MONTROSE, AND SEEK OUT NEW PARTNERS.
Possible Tools to Attain Goal
Other City Tools and Supporters
Glendale City Council
Management Services Department
Community Development Department
Glendale Fire Department
Glendale Police Department
Glendale Public Works
Glendale Community Services and Parks
Glendale Water and Power
Montrose Library
And many others from the City of Glendale!
MSPA
Assess 200 businesses in order to promote the
district with
Advertising
Physical Improvements
Community Service
Public Events
Partnership with various community
organizations
Montrose-Verdugo Chamber
The Montrose-Verdugo City Chamber of Commerce
(MVCC) is a coalition of business owners, community
activists, and residents who work endlessly to
promote local business, assist non-profits in the area,
and strives to advance the visibly of the North
Glendale/Foothills area.
Other Important Stakeholders
Other key stakeholders include Glendale Community
College-Professional Development Center, property
owners, brokers, business owners, Crescenta Valley
Weekly, school districts, home owners associations,
Kiwanis, Rotary, non-profits, Montrose lovers, the
list goes on…
Stakeholders Outside of the District
Descanso Gardens
Rockhaven
Sparr Heights
Glendale Chamber of Commerce
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Implementationnext
step
Next Steps
The intent of the MontroseVision 20/20 is to serve as a blueprint for
the enhancement to Montrose over the next five years, and to offer
guidance on the tools available to implement the vision prescribed by
the community.
Implementation cannot be achieved by any one individual or any one
organization in its entirety. Instead, each vision, each goal, each tool
will be best achieved and implemented collectively.
The MontroseVision 20/20 articulates an economic development
strategy built from the collective ideas of stakeholders to improve
elements of Montrose using the tools of the City.
It is your vision for your community.
Implementation Steps
Over the next five years, there will be an annual meeting with
stakeholders to discuss the status of this plan and the collective
progress made towards achieving each goal and vision.
This process will give stakeholders an opportunity to identify
priorities detailed in theVision, and develop its own priority list for a
given year.
This progress will be reported out to the City Council each year. It
is the intent that at the conclusion of the five year period, that all
goals and each vision will be achieved.
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Thank you to all those that supported the
development of the MontroseVision 20/20:
BusinessOwners
CV Weekly
MontroseVerdugoChamber of Commerce
Montrose Shopping Park Association
Professional Development Center
Property Owners
Residents
Visitors