To: Doug Coleman, Denison Main Street Program board chair; Donna Dow, Main Street manager From: Debra Farst, State Coordinator, Texas Main Street Program September 12, 2012

Outcomes of the 9/9/12 Denison Main Street planning session

DENISON MAIN STREET VALUES

VISION (Who we want to be in that perfect world; a powerful, inspiring and motivational statement spoken to the external audience)

To be a destination for fun & entertainment; to enhance civic pride & historical significance in a healthy marketplace.

MISSION (How will we go about achieving the vision? An internal statement to direct the organization in its work)

To be a regional hub that is pedestrian friendly with many diverse activities, an eclectic blend of commerce and a livable environment.

* See Organization section for notes & suggestions on these value statements

Historical information and background On August 9, 2012, Denison Main Street downtown and Main Street stakeholders held a planning session facilitated by Debra Farst, state coordinator, Texas Main Street program. Approximately 25 people attended the four-hour session, including downtown property and business owners, residents, long-time participants and some new residents. The intent of the session was to build broad-based program capacity by focusing and directing activities so that the program remains active and relevant. As noted in the instructions to the annual 10 Criteria report that is required to be turned in by all Main Street staff, a work plan ―provides a detailed blueprint for activities, reinforcing the program‘s accountability and providing measurable objectives by which the program can track progress. It should contain a balance of activities in each of the four broad program areas that comprise the Main Street Approach™ — design, organization, promotion and economic restructuring…Work plans should be re-evaluated every 1-3 years to reflect completed accomplishments, new goals and challenges. Work plans should be updated annually.‖ The Aug. 9 planning session did result in updating the work plan, but intent of the session was larger than a simple work plan update. We looked at current conditions, beliefs, desires and both internal and external influences impacting the organization. This type of visioning is ultimately setting the long-range view of the organization through a precisely defined process. Under the Main Street operating model, a thorough review and update of the work plan is a part of the visioning process. The process allows the organization to be more focused and enables it to reach a higher level of achievement. The last time Denison Main Street conducted a broader action-planning session was in 2009, also facilitated by the Texas Main Street state coordinator. At that time four priority areas surfaced:

Public restrooms

Branding

Downtown as neighborhood

Working together as a team to maintain downtown‘s viability and the strength of the Main Street program. While the latter two continue to remain important, they were not as specifically defined at that time. The first two – restrooms and branding – were very precisely defined as to the ‗next steps‘ and both had been completed by the time of the 2012 action planning meeting.

Completion of the public restroom project was a source of great pride

as it had been on the Main Street plan for many years.

Since the last session in 2009, a new city manager and mayor have both come on board and the program has gotten its Certified Local Government designation, created Main Street Denison c(3), and gotten an entertainment district approved. The stage in Heritage Park was also completed. Why do action planning?

Better business practice

To address issues, find solutions

Discuss new ideas

Refine existing ideas & activities

Discard things that are not working

To focus

To shift paradigms

To discuss the program in the greater context of city planning, city policy, local politics & environment

Define or clarify roles

Set a course for the future

Ease a transition Why a Main Street Work Plan? To provide structure and focus to the effort, Main Street programs are required to have a current work plan in place. A work plan:

Is a mechanism to manage a Main Street program‘s many activities. Breaks the revitalization process down into manageable steps. Motivates volunteers to achieve a goal. Provides benchmarks for success & a quantifiable tool to measure success Attracts donations for specific projects Improves success rate of projects Reduces confusion and conflict Serves as a volunteer recruitment tool

The components of a work plan are:

Goals (What part of the mission/vision does this address?) Objectives (How it will help achieve the goal) Named Project/Activity Names the responsible committee and the team lead for the activity Establishes an estimated cost, if any Sets a deadline/timeline Tracks the status Establishes an appropriate measurement of success

Although the 2012 action planning session was relatively short, there was still the opportunity to review some important elements: Program history As part of a broader planning session, it is a valuable exercise to see the ‗big picture‘. It helps to know that all across the country, people just like you are ‗doing Main Street‘ because they too have realized the value of their historic downtowns at every angle – social, cultural, economic etc. You can learn much from this vast network. It also helps that you have a Main Street manager who has long-time Main Street experience in more than one state. In Texas, one of the oldest and largest state coordinating programs in the country with 83 designated programs, there are 19 communities that have participated 20 years or more! However, only 11 of them are like Denison and have participated continuously. Success in Main Street comes over time and when there is continuous and strategic attention paid to downtown, measurable progress is the result. But there is also success in less tangible elements: partnerships, belief in downtown, image, community support. This is what the people of Main Street bring to the table for without volunteerism, Main Street does not work. Denison was a self-initiated program in 1988 and became fully designated in 1989. According to your original application, it was anticipated that the long-term impact of a Main Street program in Denison would be to provide ―spirit and direction‖ and help:

1. Heighten shopping activity 2. Increase capital investment in downtown 3. Sharpen public awareness of Denison‘s rich and varied history and architecture 4. Preserve structures of historical significance 5. Organize retail merchants efforts 6. Rejuvenate the appearance of the central business district 7. Develop tourist trade 8. Combine all of these efforts into one common effort to restore community pride in the downtown area and, in doing so,

improve the downtown economy. Those early comments show that there are basic foundational elements and issues: the image of downtown always needs to be nurtured; downtown needs to be promoted on a continual basis; and historic buildings don‘t cease to need care after rehabilitation. Denison‘s downtown reinvestment figures, which are required to be turned into the state office, help prove that much of what was anticipated and hoped for in those early years has happened. Overall reinvestment of almost $21 million has been reported of which most came from the private sector. (This is the balance that is hoped for – that government spurs activity through financial investment into infrastructure etc., but that the private sector drives the marketplace with their investment.) Also reported was the creation of 400 jobs and 164 businesses in Denison‘s Main Street district. Another comparison might be helpful: Of those 19 long-time programs, five have populations ranging from 15,000 to 26,000 (Denison‘s population is almost 23,000). Their average reinvestment has been just over $22 million, with 308 jobs and 119 businesses created. This shows that Denison Main Street is right on track with ‗similar‘ Main Street programs.

Preparing for the Aug. 9 meeting On request by the state coordinator, the Main Street manager distributed a brief survey to gauge some perceptions. It was not intended to be an empirical study but rather a glance at perceptions and desires. Nine surveys were returned but one of the surveys noted that the comments were summarized from a group gathering of downtown stakeholders. It was not stated how many submitted to the group effort.

The survey responses showed some general themes

The overall themes that came out of the individual survey can be seen above. Additionally, the ‗group‘ survey that was submitted had some other perceptions and suggestions:

Implement project and activities that actively enhance the image of the district and encourage a sense of community

Strengthen the ‗urban nature‘ of the district

More signage into downtown is needed

Better social media presence needed

Two types of comments were common in the individual surveys:

There are numerous committees/organizations with ‗quality of life‘ missions that function in Denison, but they do not have a ―common vision for the city‖. As such, it shows up in your new draft work plan that follows. Main Street should take a lead on this since no other group seems to be doing so.

Certain types of businesses are desired and there needs to be more refined and focus economic development effort as pertains to unique buildings in the Main Street district is needed (see economic restructuring committee in draft work plan)

The 2012 vision session At the 2012 retreat, those in attendance were asked as a group to list the items that at the very minimum, they wanted to have discussed during the evening. Those were:

Preservation of specific buildings (a specific update was provided on several buildings that were of high interest: 224/226 West Main and the Katy Antiques Building)

Wi-fi in downtown

Plans for getting more people downtown and throughout downtown

Further directing traffic off Hwy 75

Discuss how to make downtown more attractive

Business recruitment/retention & incentives, support network for business

Better communications

Better participation of property and business owners in downtown planning

Branding/perceptions THE DRAFT WORK PLAN FOR DENISON MAIN STREET Due to the limited time of the retreat (approximately 4 hours), some of the items listed so far in this report were not intended to be resolved (or a complete action plan for each of them developed) during the retreat, but were instead intended to become priority items for committees to develop a plan for in upcoming meetings. To create a reasonable plan of work, some of the items in the draft work plan that follows may be removed, adjusted, or condensed. Continuing discussion at board and committee meetings needs to occur to create the final work plan. It is also important remember that the entirety of Main Street work is intended to integrate within and support the city‘s broader planning processes and with efforts of other community-based organizations within the community. In that context, Main Street can be a true advocate for positive change within a community. Draft work plan, next page

THE 2012 DRAFT WORK PLAN This draft work plan is provided by the state coordinator based upon her interpretation of the discussions at the retreat and items from the existing work plan. It should not be used as a checklist and it is anticipated that considerable refinements & streamlining will be made based upon continuing discussions by DMSP stakeholders, who know best what the program needs are. Information for the blank boxes should be filled in locally.

This ‘scribble’ (right) from the ‘sticky board’ during the planning session was determined about halfway through as what was emerging as the pattern for the 2012 work plan.

While the work plan that follows outlines committee plans, the role of the board is to: 1. monitor and be engaged in the further development of work plan action items for each committee (a board member should be on each committee); 2. Formally adopt the work plan 3. Review, if necessary, the vision and mission to make sure it aligns with priorities 4. Discuss, reflect upon and come to some conclusions about the organization‘s guiding principles: vision, mission, culture 5. Share with stakeholders the program‘s forward movement through the work plan Full definition for each of the Four Points that should help focus the committees‘ work can be found here: http://www.preservationnation.org/main-street/about-main-street/the-approach/ Organization committee, next page

ORGANIZATION COMMITTEE Establishes consensus and cooperation by establishing partnerships and collaboration with multiple stakeholders; recruits, trains and encourages volunteerism for the program.

GOAL OBJECTIVE ACTIVITY COST RESPONSIBLE PARTY

(names of individual(s) leading effort needed &

for those items with multiple committees,

determine who is lead entity)

TIMELINE

STATUS MEASURE OF

SUCCESS

Program effectiveness Focused definition

Guiding principles Review, adapt, share and present value statements, with board adoption* (see below)

Program effectiveness Common vision Communications among groups/common vision, downtown neighborhood Discuss taking on a leadership role to convene meeting to determine a common vision for downtown among multiple groups and pursue a program to achieve this (a primary desire from

surveys, planning meeting)

Program effectiveness Awareness & education about

Main Street program

Databases Keep email and mail databases updated (existing work plan)

Increased visitation Promotion of downtown

Events calendar (existing work plan)

Program and downtown awareness

Promotion of downtown

Media relations (existing work plan and also on

Promotion work plan-coordinate)

Program effectiveness Leverage and expand abilities

Volunteer recruitment & develop better ‘volunteer infrastructure’

(existing work plan, named priority goal)

Healthy downtown Increase Business visitation

marketplace business vitality Visit each business quarterly with information, to offer support,

learn of issues and encourage their involvement

(existing work plan plus topic of discussion as a priority at

planning session) Decision at planning meeting was to better

formalize this activity.

Healthy downtown marketplace

Increase business vitality

Re-format 3rd Thursday business networking event

Healthy downtown marketplace

Increase business vitality

New Business welcome bags

Visit each business quarterly with information, to offer support,

learn of issues and encourage their involvement

(Goes to Ambassador/Newcomers/

Greeters group_

Cultural and learning center: brought up at

meeting. Needs survey

Program effectiveness Leverage and expand abilities

and increase business vitality

Brought up at meeting: Better internal and external

directory of business for better cross-marketing.

Needs a ‗bio‘ for each business (products, services etc.) so that merchants can

send business to one another when they can‘t provide the

service/product.

* Value statements, from the beginning of the report and organization committee work plan. In last year‘s annual 10 Criteria report several items

were noted that should be considered: ―The vision statement does not (and should) mention downtown. The mission statement does not note the utilization of the Main Street Four Point Approach. Please revisit these statements with your board members and address these items.‖ Why? These statements are a critical component of your structural makeup because they define who you are and what you are trying to accomplish. They help to keep everyone focused on work that moves the program forward. The existing mission statement could also be integrated into the vision to make it stronger or the mission could be rewritten something like: ―The Denison Main Street Program will use the national Main Street Four Point Approach™ and harness the power of volunteerism to achieve our objectives of preservation-focused downtown revitalization so that we will be a pedestrian-friendly regional hub with many diverse activities, an eclectic blend of commerce and a livable environment.‖ Google™ ‗writing vision and mission statements‘ for lots of information from various sources to help you.

Consider this as well: What is Denison Main Street‘s overall culture as an organization? This takes you beyond the vision/mission and work-planning process. While all organizations should do this, it is especially important for a mature one to help you refocus and really drill down to who you are and how you function. Defining culture helps you ‗see‘ the importance of the work you are doing. At Southwest Airlines, for instance, there is a culture of customer focus, efficiency, humor and employee pride. Anyone who has ever flown Southwest has no doubt felt that culture at work. At Tom‘s Shoes, the culture is to serve the world – one pair of shoes to a child in need for every pair of shoes sold. Every time I‘ve gotten a pair of Tom‘s Shoes, my package comes with a reminder that somewhere in the world, I‘ve helped someone in need get one too. At the American Heart Association, they want everyone associated with their mission to understand and honor their roles as stewards. Compare Google‘s culture statement here http://www.google.com/about/company/facts/culture/ with their vision/corporate philosophy here: http://www.google.com/about/company/philosophy/. The culture statement does not even once mention technology.

Promotion committee, next page

PROMOTION COMMITTEE Creates a positive image through a variety of activities and communicate the commercial district's unique characteristics, business establishments, and activities to shoppers, investors, potential business and property owners, and visitors.

GOAL OBJECTIVE ACTIVITY COST RESPONSIBLE PARTY

(names of individual(s) leading effort needed &

for those items with multiple committees,

determine who is lead entity)

TIMELINE

STATUS MEASURE OF

SUCCESS

Program and downtown awareness

Promotion of downtown

Media relations (existing work plan and also on

Promotion work plan-coordinate)

Increased visitation Promotion of downtown

Merchant promotional events

(existing work plan)

Event effectiveness Events meet their goals of

increased visitation and

meeting financial goals

Sponsorship plan for events

(existing work plan)

Program and downtown awareness

Promotion of downtown,

healthy marketplace

Develop a plan of action to promote a positive image of

downtown- eclectic? (existing work plan)

Program effectiveness

Promotion awareness

Unify websites to complement each other (branding effort, done

already? Maintenance?) (existing work plan)

Program and downtown awareness

Promotion of downtown,

healthy marketplace

Annual downtown brochure update

(existing work plan)

Loft tour (existing work plan)

Increase visitation Promotion of downtown

Music on Main (existing work plan)

Increase visitation Promotion of

downtown

Fall Festival (existing work plan)

Increase visitation Promotion of Bark & Paws

downtown (existing work plan)

Increase visitation Promotion of

downtown

DAWR – cross promote with Spring Art Tour, day

trip marketing, expand volunteer base

Increased visitation Better events Research outdoor sound system

Program communications

Increased visitation

Better communication from organizations bringing

groups downtown – better communication with the downtown community so merchants can be open.

(advance distribution of calendar of events, block captains?)

Healthy marketplace Add needed ‗infrastructure‘

Wi fi in downtown

DESIGN COMMITTEE Design means getting Main Street into top physical shape and creating a safe, inviting environment for shoppers, workers, and visitors.

GOAL OBJECTIVE ACTIVITY COST RESPONSIBLE

PARTY (names of individual(s)

leading effort needed & for those items with multiple committees, determine

who is lead entity)

TIMELINE

STATUS MEASURE OF

SUCCESS

Increase visitation through

improvement in physical

environment

Direct visitors to special places

Street merchant signage (from previous workplan,

update as needed)

(note: Texas Main Street staff can provide input)

Increase visitation through

information dissemination

Direct visitors to special places and encourage attendance at

downtown events

Heritage Park kiosk maintenance

(from previous workplan, update as needed)

Keeping Main Street in top

physical shape

Stewardship of historic buildings and to increase economic return on investment

Code enforcement (from previous workplan,

update as needed) – enforcement is important but so is education to property owners about enforcement

Keeping Main Street in top

physical shape

Stewardship of historic buildings and to increase economic return on investment

Incentives (low interest loan, DDF grant fund etc.) ER committee is

lead on these projects; work with ER on them from the

design perspective (i.e. what will be funded; review process

etc.)

Keeping Main Street in top

physical shape

Spur rehabilitation

activity

Increase requests for design consultations

(promote use of Texas Main Street design services; contact

TMSP design offices to determine what services are available.) Advocate, inform,

encourage. What is next viable project? 224/226 W Main?

Katy Antiques depot?

A safe, inviting environment for shoppers, workers, and

visitors

Accessibility Public restrooms (does this need to stay on the work plan; is there continuing

work to be done?

Keeping Main Street in top

physical shape

Spur rehabilitation

activity

Distribute design guidelines, educate, work

with HPC

Keeping Main Street in top

physical shape

Planning participation,

advocacy

The 700 block – what do we want it to be?

Economic Restructuring committee, next page

ECONOMIC RESTRUCTURING COMMITTEE Economic restructuring strengthens your community's existing economic assets while diversifying its economic base.

GOAL OBJECTIVE ACTIVITY COST RESPONSIBLE PARTY

(names of individual(s) leading effort needed & for those items with multiple

committees, determine who is lead entity)

TIMELINE

STATUS MEASURE OF

SUCCESS

Healthy, vibrant marketplace

Being in downtown meets

individual business goals

and is a sustainable return on

investment for them.

Businesses appropriate for downtown are

determined and are the focus of the recruitment

effort

New Business recruitment plan

(existing work plan & also see Org committee work plan-visitation, welcome.

Coordinate efforts)

Targeted marketing

What other groups need to be involved?

Healthy, vibrant marketplace

Being in downtown meets

individual business goals

and is a sustainable return on

investment for them

Business retention plan (Also see Org committee

work plan-visitation, welcome. Coordinate

efforts) ―See downtown as one big

business and all groups work and advocate together‖

Keeping Main Street in top physical shape

Stewardship of historic buildings and to increase economic return on investment

Incentives (low interest loan, DDF grant fund etc.) Design committee

is lead on these projects; work with design committee

on them)

Keeping Main Street in top physical shape

Spur rehabilitation

activity

Look into Certified Local Government grant

opportunities

Conclusion An effective organization takes not only everything covered above, but also an understanding of the psychology of working together. One of our exercises at the vision session was for everyone to answer the questions shown on the following charts that clearly show how different the Main Street volunteers are. Some people like to work alone; others do better in groups. Some people speak up in meetings; others don‘t. Some like to get into the details; others want to work at ‗the top of the cloud‘ on the big picture and leave the details to others. It was interesting to see how evenly divided many of the ‗votes‘ were in the different categories. This makes your work hard and easy at the same time: it makes it easier to find a role for everyone who wants one that is best suited to their skills, but it is also hard when so many people are different in the way they approach projects and behave in groups.

Thank you for your contributions to Denison Main Street!