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CITY OF HAMILTON, MONTANA DOWNTOWN MASTER PLAN

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June 10, 2014

City of Hamilton, Downtown Master Plan

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1 PLAN OVERVIEW AND SUMMARY Planning Process Master Plan Organizational Structure Key Elements

2 INITIATIVES FOR ACTION 1. Business Vitality 2. Promotion and Image Building 3. Design

3 ORGANIZING FOR ACTION Organizational Structure Initiatives Funding

APPENDICES

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IN ACKNOWLEDGMENTFor the volunteer time and commitment of the following participants

Project Steering CommitteeDennis Stranger, City of Hamilton, Special Projects Manager

Albert Mitchell, Bitterroot Valley Chamber of Commerce

Russ Lawrence, Hamilton Downtown Association

Larry Strate, Coldwell Banker

Bob Whalen, 1st Security Bank

Pete/Jenny Siefert, Bitterroot Drug

Alan Ford, Ford’s Department Store

Jenny West, Local Entrepreneur

Bunny Robbins, Robbins on Main

Nichole/Tim, Bitterroot Brewery

Mary Marsh, Bella Boutique

Claire Kemp, Bella Boutique

City StaffJerry E. Steele, Mayor, City of Hamilton

City Council of Hamilton

Dennis Stranger, City of Hamilton, Special Projects Manager

Consulting TeamMary Bosch, Marketek

Sandy Fischer, Fischer Bouma Partnership

Jeff Bouma, Fisher Bouma Partnership

Pauline Ruegg, Marketek

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City of Hamilton, Downtown Master Plan Plan Overview

PLANNING PROCESSThe City of Hamilton contracted with Marketek and Fischer Bouma to prepare a downtown master plan as directed by the City’s 2008 Growth Policy Update. The Master Plan provides a strategic and practical game plan for strengthening downtown Hamilton as the economic and cultural heart of the community. The three part planning process during January – May 2014 included:

1. Documentation of existing conditions to determine issues, opportunities and trends,

2. Community outreach with nearly 600 individuals participating in surveys, focus groups and/or town hall meetings, and

3 Preparation of a strategic action plan to implement the key recommendations for success, the body of this report.

The Existing Conditions and Community Outreach reports are separate documents available on the City’s website.

The Action Plan is organized by four categories: 1.Business Vitality; 2. Promotion and Image Building; and 3. Design. A fourth category, the final chapter of the plan addresses how the City and community can organize to implement the proposed actions. Within each of these categories, various initiatives are presented with detailed action steps. Actions also include a recommended timeline for getting started, partners and an estimate of budget or resource requirements.

1. Plan Overview

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Project Steering Committee and PrioritiesA citizen advisory committee and the Hamilton City Council directed the plan to help: develop key plan concepts, define important actions and organize for implementation. They directed the consultants to ensure the plan addresses the following:

> Develop a gateway treatment and safe pedestrian access at Highway 93 and Main Street intersection

> Increase customer foot traffic – locals and visitors

> Determine the right business mix and target businesses

> Address parking concerns around time and space available

> Understand how to fill vacancies

> Create a marketing plan to encourage locals to Think About Hamilton First

> Focus on the best opportunities for downtown success

MASTER PLANDowntown AssessmentWith input from the advisory committee, community stakeholders and site visits, the consultants prepared an assessment of downtown Hamilton’s key assets, challenges and opportunities to help create a foundation for plan concepts. Highlights of the analysis appear in Figure 1.

Spatial FrameworkThe Spatial Framework diagram located in Figure 2 on page 4 proposes an underlying structure for the physical elements of the plan. Although the city’s zoning is flexible allowing most uses to occur in any downtown zoning district, the urban design framework serves as a guide for development and provides an orderly basis for public and private investments.

With existing uses as a base, the Master Plan recommends a series of districts and clustering of uses (see Figure 3) including:

> Retail in the first 3-4 blocks of Main Street

> Cultural and Educational/Civic uses focused south and east of the retail district

> Services and Entertainment uses north of the Retail Core

> Medical and Professional uses at the west end of Main Street

The plan also recognizes major pedestrian and vehicle corridors and gateways.

> The intersection of Main Street and Highway 93 will be the primary gateway to the downtown.

> Near term, a plaza with public art is recommended; longer term there may be an opportunity to develop a larger park and green space.

> Secondary gateways should eventually be developed at Pine and Ravalli Streets.

> 4th and 7th Street are recommended as primary North/South pedestrian and bicycle connections with tree lined streets; potentially these streets can support an historic walking tour.

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Assets Challenges Opportunities

ORGANIZATIONAL ▪ Existing organizations working to improve/promote downtown

▪ Committed, diverse group of leaders

▪ Some existing funding for revitalization efforts

▪ Multiple organizations serve downtown, creating confusion about who does what

▪ Limited resources

▪ Encourage Hamilton Downtown Association to lead revitalization of downtown

▪ Use ‘Main Street’ model

▪ Master Plan prioritizing action steps that build on assets

BUSINESS DEVELOPMENT ▪ Locally owned, diverse independent businesses

▪ Restaurant and arts clusters

▪ Growing customer markets & strong corporate community

▪ Active upper story space & downtown residents

▪ Business/sales are on uptick

▪ Quality farmers market

▪ Vacancies in downtown core

▪ Local customer base has below average income, slower growth, & higher median age

▪ Higher asking rents perceived

▪ Market oversupplied in many retail categories

▪ Lack of high speed internet may impede tech-oriented business

▪ Commercial sprawl on Hwy 93

▪ Retain/grow existing businesses & attract new ones to fill vacancies based on Retail Market Analysis

▪ Pop-up, short term leases

▪ Year-round ‘local producer’ market in downtown space

▪ Relocate college downtown

▪ Hotel or motel redevelopment as hostel or boutique hotel

▪ Strong demand for rental housing/expanded housing

PROMOTION AND MARKETING ▪ Strong physical identity/sense of place as business district

▪ Successful events that focus on having fun downtown

▪ Arts & preservation community

▪ Bitterroot Valley Tourism finalizing brand for campaign

▪ Lack of consistent business practices (hours, promotions)

▪ Businesses must serve a diverse market

▪ Promote downtown retail/dining with existing & new events to increase sales

▪ Retail promotions to ring cash registers

▪ Develop a brand & promotion program that sells experience

▪ Bike tourism is growing & Hamilton is well situated

PHYSICAL DESIGN ▪ Strong existing authentic character & striking setting

▪ Walkable scale

▪ Surrounded by neighborhoods

▪ Residents value heritage, environment, and culture

▪ Recent streetscape improvements

▪ Activity generators in place

▪ Directional signage to downtown is weak

▪ Flexible zoning allows many uses in different places

▪ Hwy 93 is a barrier to accessing east side commercial uses

▪ Inappropriate alterations compromise historic buildings

▪ Few outdoor gathering spaces

▪ Activity generators (schools, rec facilities, etc) leaving core

▪ Parking often hard to find

▪ Define districts to reinforce character

▪ Create more detailed design guidelines to preserve character

▪ Improve character of Hwy 93 gateway entry into downtown

▪ Improve wayfinding signage & provide more physical connections across Hwy 93

▪ Develop education & technical/design programs to support historic buildings

Figure 1: SWOT Analysis SummaryCity of Hamilton, Downtown Master Plan Plan Overview

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Figure 2: Downtown Hamilton Spatial Framework


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Figure 3: Downtown Hamilton Districts


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The character of the downtown will be enhanced by several actions including:

> Improved maintenance of lights, planters, and trees

> Installation of public art and additional historic preservation

> Improvement to building façades and signage

> Introduction of artistic wayfinding signage, colorful banners, and landscaping of new curb extension

ORGANIZATIONAL STRUCTUREThe City’s vision for the Master Plan is not of a ‘City’ plan but rather a community plan with the responsibility and benefits of implementation shared among a broad range of partners and supporters. Stakeholders identified include downtown property and business owners and residents of Hamilton, the Bitterroot Valley Chamber of Commerce, Downtown Hamilton Association and the Hamilton Downtown Business Improvement District.

To effectively manage Master Plan implementation, all downtown stakeholders must work together under one unified organization and message: A New Partnership for Downtown Success. To ensure a collaborative and sustained effort, it is recommended that the Hamilton Downtown Association adopt and transition toward the Main Street model. An important aspect of the Main Street program is a broad base of support well beyond main street businesses to include tourism, historic, civic and arts organizations as well as the City, major employers, utilities, schools and others. The figure below (Figure 4) depicts the proposed organization structure for plan implementation with detailed recommendations provided in Chapter 3.

Markets a unified, quality image of the business district as the center of activities, goods and services to retailers, shoppers, investors, and tourists

Hamilton Downtown Association(a Main Street Program)

PROMOTION COMMITTEE

Board of Directors/ Organization Committee

Program Manager( position expanded to 1/2 time)

DESIGN COMMITTEE

ECONOMIC VITALITYCOMMITTEE

CLEAN & SAFECOMMITTEE (DHBID)

› Image Building › Special Events › Retail Promotions

› Façade Improvements › Historic Preservation › Public Improvements › Parking

› Market Data › Business Retention › Business Recruitment › Property Development

› Maintenance › Garbage Pick-up › Clean Ups

Creates an attractive, coordinated, and quality visual image of the downtown by capitalizing on its unique assets and heritage

Enhances cleanliness and safety of the downtown to improve physical appearance, attract more visitors, and assist tourists in wayfinding

Develops a marketing strategy to improve retail mix, build a stronger tax base, increase investor confidence, and define stable role for downtown as a major component of the economy

Sets direction, promotes mission and vision, supports staff and volunteers, identifies funders and partners, and manages overall work and budget

Figure 4: Proposed Organizational Chart


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KEY ELEMENTSThe Action Plan is organized by the key elements of: Business Vitality, Promotion and Image Building, Design, and Organizing for Action with key initiatives, action steps, partners, budget and a recommended timeline for each. Additionally, each action is categorized as either a Project, Policy, or Program: a Program is an organized and ongoing plan of action to accomplish a long term goal; a Project is a short term, one time endeavor, often including a capital improvement; a Policy includes principles, rules, or guidelines created and adopted by government organization. The matrix below provides a snapshot of the plan recommendations (use page references for detailed description of action steps). Note where no budget is include, dedicated staff and volunteer time was assumed. In some instances, the variables and details of a project need careful definition prior to arriving at a budget estimate and the cost is simply noted as TBD, To Be Determined.

Action Priority Rating

Timeline for

Initiation

Cost Range (est.)

Project Policy Program Page

#

PROGRAM ELEMENT 1: BUSINESS VITALITYInitiative 1: Business Retention and Expansion1.1 Create Business Assistance Team (BAT) High 3rd Qtr ‘14 X 121.2 Monthly business ‘walkabouts’ High 3rd Qtr ‘14 X 121.3 Develop talking points/summary handouts High 3rd Qtr ‘14 X 121.4 Report back to BAT/identify next steps Med. 3rd Qtr ‘14 X 131.5 Follow up with business survey participants Med. 3rd Qtr ‘14 X 131.6 Track activity and results of above actions Med. 3rd Qtr ‘14 X 13Initiative 2: Property Marketing2.1 Complete vacant property database High 4th Qtr ‘14 X 142.2 One-on-one meetings w/ property owners High 4th Qtr ‘14 X 142.3 Fill empty storefronts with window displays Med 4th Qtr ‘14 X 142.4 Match vacant spaces to specific store types Med 1st Qtr ‘14 X 15Initiative 3: Business Attraction3.1 Organize Business Attraction Team High 1st Qtr ‘15 X 163.2 Create collateral materials/tools High 1st Qtr ‘15 $2,000 X 163.3 Actively recruit entrepreneurs for program Med 1st Qtr ‘15 X 163.4 Develop campaign targeting retailers High 2nd Qtr ‘15 $1,500 X 163.5 Develop referral database High 1st Qtr ‘15 X 163.6 Develop business incentives Med 1st Qtr ‘15 TBD X 173.7 Manage business development process Med 2nd Qtr ‘15 X 173.8 Measure progress and results of work Med 1st Qtr ‘15 X 17

PROGRAM ELEMENT 2: PROMOTION and IMAGE BUILDINGInitiative 1: Image Development1.1 Generate positive media coverage Med 4th Qtr ‘14 X 181.2 Small Business Saturday PR campaign High 4th Qtr ‘14 $1,000 X 181.3 Develop signature culinary/arts campaign High 4th Qtr ‘14 $5,000 X 191.4 Community celebration/marketing blitz Low 4th Qtr ‘15 $1,000 X 191.5 Create restaurant link on website/Facebook Med 4th Qtr ‘14 X 19

Figure 5: Action Summary Matrix


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Timeline for Initiation

Cost Range (est.)

Project Policy Prog. Page #

PROGRAM ELEMENT 2: PROMOTION and IMAGE BUILDING, continuedInitiative 2: Expanded Event Calendar to Drive Traffic Downtown2.1 Evaluate and enhance current events High 3rd Qtr ‘14 $500 X 202.2 Add downtown community event Med 1st Qtr ‘14 $2,000 X 202.3 Add one visitor market event Med 4th Qtr ‘14 $1,500 X 202.4 Explore Main St. resources on events Low 1st Qtr ‘15 X 20Initiative 3: Increased Retail Promotions3.1 Add retail promotions High 3rd Qtr ‘14 $500 X 213.2 Employee marketing campaign Low 2nd Qtr ‘15 $500 X 213.3 Create special holiday promotion High 3rd Qtr ‘14 $2,000 X 213.4 Track and measure results of promotions Med. 3rd Qtr ‘14 X 21Initiative 4: Promotion Tools and Materials4.1 Update HDA website/enhance marketing High 3rd Qtr ‘14 $2,000 X 224.2 Create downtown merchant guide High 3rd Qtr ‘14 $2,000 X 224.3 Promotional materials for restaurants Med 4th Qtr ‘14 $1,500 X 224.4 Conduct quarterly merchant training Med 1st Qtr ‘15 X 22

PROGRAM ELEMENT 3: DESIGNInitiative 1: Enhanced Gateways, Pathways, and Wayfinding1.1 Install iconic art at Main/93 gateway High 4th Qtr ‘14* $507,700 X 231.2 Improve historic district signage along 93 Med 1st Qtr ‘15 X 231.3 Install street trees/re-establish tree canopy Low 2016 X 231.4 Explore public art grants Med 2nd Qtr ‘15 X 241.5 Approach donors for funding sources Med 2nd Qtr ‘15 X 24Initiative 2: Character Enhancement and Preservation2.1 List & prioritize simple maintenance tasks High 3rd Qtr ‘14 X 272.2 Establish Arts Board Committee/Foundation Low 4th Qtr ‘15 X 272.3 Enhance historic preservation efforts Med 1st Qtr ‘15 X 272.4 Improve wayfinding throughout downtown Low 4th Qtr ‘15 $6,000 X 272.5 Encourage site improvements Low 4th Qtr ‘15 X X 272.6 Design/install light pole banners Med 3rd Qtr ‘15 $6,000 X 272.7 Form Technical Assistance Bank High 4th Qtr ‘14 X 28Initiative 3: Land Use and Urban Design Guidance and Policies3.1 Use spatial framework as guide for dvpt High 3rd Qtr ‘14 X 313.2 Focus retail along Main Street High 4th Qtr ‘14 X 313.3 Develop design guidelines for downtown Med 4th Qtr ‘15 $0 - $15,000 X 313.4 Retain education focus of downtown Med 3rd Qtr ‘14 X 313.5 Adopt landscape code/signage code Hwy 93 Low 4th Qtr ‘15 $0 - $15,000 X 31

* Time line for initiation for design projects indicates when planning/design would being and not installation


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Timeline for Initiation

Cost Range (est.)

Project Policy Program Page #

PROGRAM ELEMENT 3: DESIGN, continuedInitiative 4: Opportunity Sites and Uses4.1 Review and assess opportunity sites High 3rd Qtr ‘14 X 324.2 Monitor unstable/short term uses High 3rd Qtr ‘14 X 324.3 Relocate/introduce new uses downtown Med 3rd Qtr ‘14 X 32Initiative 5: Parking5.1 Manage parking to increase convenience High 3rd Qtr ‘14 $9,800 X 345.2 Amend parking code to address supply Med 4th Qtr ‘14 X 345.3 Research fee-in-lieu parking policy Low 4th Qtr ‘14 X 345.4 Build public parking lots Low 4th Qtr ‘15 X 34

PROGRAM ELEMENT 4: ORGANIZING FOR ACTIONInitiative 1: Strong and Unified Downtown Organization1.1 Reframe HDA as Main Street organization High 3rd Qtr ‘14 X 401.2 Merge DHBID and HDA as single entity High 3rd Qtr ‘14 X 401.3 Refocus Steering Committee as board High 3rd Qtr ‘14 X 401.4 Identify top organizational partners High 3rd Qtr ‘14 X 401.5 Main Street community workshop High 3rd Qtr ‘14 X 401.6 Utilize Main Street benchmarks Med 4th Qtr ‘14 X 40Initiative 2: Staff Capacity2.1 Expand job description of HDA staff High 4th Qtr ‘14 $15,000 X 412.2 Organize student internships with College Med 1st Qtr ‘15 X 412.3 Apply for Americorp/VISTA worker Med 4th Qtr ‘14 $10,000 X 41Initiative 3: Expanded Volunteer Base3.1 Ramp up with 6 active members/committee High 4th Qtr ‘14 X 423.2 Identify specific tasks for volunteers High 4th Qtr ‘14 X 423.3 Host fun volunteer recruitment event Med 4th Qtr ‘14 $200 X 423.4 System for keeping volunteers engaged Med 4th Qtr ‘14 X 423.5 Track volunteer hours/recognize efforts Med 4th Qtr ‘14 X 42Initiative 4: Diversified Downtown Funding4.1 Re-align existing HDA/DHBID budgets High 3rd Qtr ‘14 X 434.2 Prepare 2014-2016 budget High 3rd Qtr ‘14 $250 X 434.3 Draft fund raising strategy High 3rd Qtr ‘14 X X 434.4 Map out schedule of fund raising High 3rd Qtr ‘14 X 43

TOTAL POTENTIAL MASTER PLAN BUDGET $573,500 - $603,500


It is assumed that the Action Plan will kick off in the early fall (middle of the 3rd quarter of FY 2014 to the beginning of the 4th quarter of FY 2014) in order to build on the momentum generated from the master planning process and public outreach.

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City of Hamilton, Downtown Master Plan Initiatives for Action

INTRODUCTIONDowntown Hamilton is the core commercial, civic, cultural and social center of the City of Hamilton. Its success directly supports and encourages industrial and other major employers because it demonstrates the community’s commitment to business and quality of life factors. As such, it is critically important that a broad cross section of stakeholders and partners be engaged in taking action toward downtown’s vibrancy. The Master Plan’s Initiatives for Action section is based on the Existing Conditions analysis, Community Outreach efforts, guidance from the Steering Committee and City Council, and consultant findings. The action steps are organized by three categories: Business Vitality, Promotion and Image Building and Design.

Each of the elements includes a summary of its importance to downtown, several key initiatives or strategies (see chart below), detailed action steps, a recommended time line for getting started, partners, and an estimate of budget or resource requirements. Implementation of the actions is directly linked to creating a new partnership organization using the Main Street model for downtown revitalization which is delineated in the last section of the Master Plan.

2. Initiatives for Action

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City of Hamilton, Downtown Master Plan Initiatives for Action Business Vitality

BUSINESS VITALITY This section of the action plan addresses how to organize to help existing businesses succeed, attract new business and engage/encourage property owners to envision and work toward a strong unified business district.

Keep in mind that keys to an economically vital business district must incorporate the following principles and activities:

> Plan for concentrating and clustering retail in a defined area (1st – 4th Streets) to attract more shoppers and increase sales. (See Appendix A for Business Clustering Guidelines)

> Pro-actively work to retain business and civic anchors and expand other uses that will increase foot traffic downtown (e.g., housing, lodging, relocation of the College, additional employers)

> Promote existing business and competitive assets (restaurant cluster, arts cluster) together with Hamilton’s opportunities for retail growth

Action Steps 1.1 Broaden the existing HDA Recruitment Committee scope to include business assistance and expansion, sometimes called a Business Assistance Team (BAT). Or, if there are enough volunteers to go around, form two sub committees of at least 5-6 individuals each. See the Getting to Work on Business Vitality from the April 9 workshop in Appendix B to identify key candidates.

1.2 Divide the group and make assignments for business visitation or ‘walkabouts’. The goal is to connect with the business owners on a monthly basis to share information, hear from them, and get them engaged. Each BAT member should build a rapport with at least 6 -8 business owners. These business visits are informal and should last up to 15 minutes.

1.3 Create talking points or common questions related to the following and refresh on a regular basis:

> Summary handouts addressing Retail Market Study Opportunities and Downtown Master Plan

> Upcoming events and promotions and how to take advantage of them to increase sales, if appropriate

> How business is doing; concerns or opportunities

> Specific needs and interests (finance, hiring, expansion, marketing) and follow-up and referral

1. Business Retention and ExpansionWhy Important? Satisfied and successful local businesses have a substantial impact on small town economies. Small businesses in general account for 70% of all new jobs, and local entrepreneurs often open multiple stores in downtowns. These entrepreneurs are often the best sales people for recruiting new business as well. As one Hamilton business survey respondent noted: “Downtown Hamilton has a very supportive small business community. Our strength is independent businesses that are unique and diverse.”

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Action Steps > Information-gathering on investments (physical, staff, inventory, etc) and successes/accomplishments

> Information about and interest in district management topics like employee parking, expanded parking time limits, and extended store hours

> Ideas for joint marketing and cooperative marketing campaigns

1.4 Report back to the BAT with feedback, questions and follow-up needed, without disclosing confidential information. Identify education and technical assistance opportunities and make a plan to address.

1.5 Follow up immediately with business survey participants who expressed interest in more information or in assistance with identified needs.

1.6 Track activity and results (# of visits monthly, key issues resolved, referrals made, services provided and amount of private investment occurring as well as business success stories for promotion)

Partners or Collaborators

Chamber, Ravalli County Economic Development, City, Small Business Development Center

Time line 3rd Qtr 2014 and ongoing

Budget $0

1. Business Retention and Expansion, continued

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Action Steps 2.1 Complete the property database of vacant downtown commercial properties begun by the consultants. See Appendix C. Focus first on inventorying vacant properties in the core retail/restaurant areas. Determine which ones are ready for occupants. Determine what work needs to be done to make key properties ‘retail-ready.’ See Appendix D for a sample property database form. From this, prepare and keep up-to-date an ‘Available Properties’ list on the HDA website.

2.2 Meet one-on-one with owners of vacant properties (or by phone for out of town owners) to share information on going rents, average asking prices, and the vacancy rate.

> Ask about their plans for their property (sell, lease, improve, hold) and their interest in assistance with marketing it.

> Update property owners about the Downtown Master Plan, the Retail Market Analysis, the expanding downtown organization, and the vision for a concentration of retail in a three-block area downtown and other important topics to demonstrate active downtown management.

> Ask about their interest in short term, discounted “pop-up” leases that might host special events (Job Fair) or give entrepreneurs or a collective of start-ups the chance to reach a bigger market during the busy summer season or at holiday shopping time (Winter Fair).

> Share information about the Empty Storefront Display Initiative (pending) and ask property owners about their willingness to work with volunteers to enliven the storefront windows.

2.3 Fill empty storefronts in strategic locations with window displays of local art, school clubs, nonprofits, ‘your business here’ creative signs or merchandise suggesting a proposed business location. This is a short term measure while actively marketing properties for long term leases. This is already happening in a small number of storefronts downtown and is an easy way to draw attention to key properties and convey the impression of life and activity. One business owner knows a volunteer with a talent for window displays who will help design them. To formalize the outreach and initiative, utilize the Agreement/Information forms that appear in Appendix E.

2. Property Marketing

Why Important? Market opportunity and market-ready properties go hand in hand to create business district vitality. Market-ready properties are appropriated sized, readily occupied, commercial space in the right location for a reasonable asking price. Independent specialty shops generally seek small square footages—usually 500 sq. ft. to 2,500 sq. ft. National retailers may need several thousand square feet and designated parking spaces, which is often why they choose highway locations. In downtown Hamilton, two other often mentioned property-related concerns include above average asking rents and the negative impression of vacant buildings. Land uses and vacancies create gaps in activity along Main Street. Clustering synergistic uses, filling vacancies and creating attractive window displays is recommended. The priority action steps that follow take into consideration these issues.


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Action Steps 2.4 Cross match key vacant properties in the retail core to specific store types and tenants, creating site-specific business location targets for the Main Street retail core. This effort will support business clustering efforts and should be shared with brokers, property owners and all those promoting downtown’s vision.

Partners or Collaborators Chamber, DHBID, realtors

Time line 4th Qtr 2014 and ongoing

Budget $0

2. Property Marketing, continued

Sample Vacant Property Searchable Database

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Action Steps 3.1 Organize a Business Attraction Team under the Business Vitality Committee that will focus on sales and marketing (external and internal to Hamilton), packaging business cases and connecting to referral sources and prospects.

3.2 Create simple collateral materials/tools to use in business attraction including business-friendly section of website with ‘Business Targets & Property Listings’; one page handout: Why locate downtown?; business testimonials from survey; Master Plan executive summary; downtown map.

3.3 Facilitate and actively recruit entrepreneurs to a Entrepreneur Business Bootcamp or Connections program held in a vacant downtown storefront. Entrepreneurs can be recruited from the Farmer’s Market, the Bitterroot College, the Ravalli County Economic Development organization, and Chamber contacts. The program should focus on business education, mentorship, and connections to investors/crowd funding tools. Some communities have formalized entrepreneur programs, e.g., NxtLevel Training, Best Business Plan Awards with low/no cost rent for period of time.

3.4 Develop one or more pro-active campaigns targeting established retailers serving a prime business niche opportunity, e.g., day spa, recreation apparel. The campaign may include mailings, phone calls, one-on-one contact, third party outreach, hosted site visits, targeted marketing materials, and related activities. A simple marketing message may help frame materials: Downtown Hamilton—Open for Your Business! A sample campaign is provided in Appendix F for attracting an apparel tenant in Canby, Oregon.

3.5 Develop a referral database of Key Referral Contacts--leading realtors/brokers, small business resource providers and community and business leaders. Share information about the market study findings, types of businesses most appropriate for downtown, and information on the Downtown Master Plan. Develop a schedule of electronic communications and events to keep the group informed about store openings, business expansion, key activities, and accomplishments (this could be part of a Downtown Happenings e-newsletter). Consider short presentations of the Master Plan and market study goals to organizations of key business leaders such as the Chamber and Rotary.

3. Business Attraction

Why Important? Retailers and retail developers are always on the lookout for new locations and market opportunities. Hamilton must create awareness of its dynamic marketplace and build top-of-mind awareness with brokers and other stakeholders both in the Bitterroot Valley, in Missoula, and beyond. As noted in the Existing Conditions Report, Hamilton has a growing employment base, visitor and 2nd home owner market, and trade area population base. Residential and commercial building permitting is on the rise compared to the last 5 years. The retail market area has a sales leakage of $51 million/annually which corresponds to very good potential for expanding the retail base. With over 450 customers completing the shopper survey some key target businesses emerged including: casual and recreation apparel, shoes, bakery, yogurt shop, entertainment, day spa, arts and crafts supplies, and fresh healthy food/market.

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Action Steps 3.6 In conjunction with Retail Campaign, develop a few incentives to get interest of prospects. These could range from rent subsidies to discounted advertising. Enticements with a $ amount attached attract the greatest attention. Appendix G shares an example from Brush, Colorado.

3.7 Actively manage the business development process. Like all good sales efforts, the devil is in the details of managing the prospect pipeline and following through on the needs and interests of serious business people in a timely fashion. Use the Prospect Tracking Form (Appendix H - handout from April 9 workshop). Create a simple electronic database/file to track leads.

3.8 Measure the progress and results of the Downtown Hamilton Business Vitality work that demonstrates positive impacts for organized effort. Data may include: jobs, employment, private/public investment, businesses recruited/retained, special events/ promotions, traffic counts, retail impacts, etc. Demonstrating success is critical to encouraging investment in downtown and the Main Street Program and to lay the foundation for future funding. See Appendix B for sample tracking form.


Chamber, Coaching Club (Young Entrepreneurs Club), realtors, MAPS Media Institute

Time line 1st Qtr 2015 and ongoing

Budget $3,500 for website assistance, color printing, and retail campaign

3. Business Attraction, continued

Sample Marketing Campaigns

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PROMOTION AND IMAGE BUILDINGThe most inviting, well-maintained and smartly tenanted shopping districts must continuously work hard to promote the image and ‘promise’ that they offer to the shoppers they seek to serve. In considering its unique offerings, Downtown Hamilton needs to reflect on its current image and marketing, the diverse characteristics and interests of both local shoppers and visitors, its unique assets to promote, and the most effective strategy to create more foot traffic and a positive image. To be clear, many aspects of image are tied to downtown’s physical development—from entry signs and flower baskets to historic buildings and street trees. This section of the action plan, however, focuses on ways to influence what downtown stands for in the customer’s mind through events, promotions, customer experience and marketing communications.

1. Image Development

Why Important? Throughout the planning process several people commented that Hamilton (and Ravalli County) may not have a very positive image in the region or beyond. This is tied in part to negative media coverage and local politics which unfortunately by association will be linked to downtown. The Master Plan effort and follow through provide one of many opportunities to begin to reposition the way the market views Hamilton. Downtown needs to stay focused on its ‘key lure’ for those visiting the Bitterroot Valley or for the year round Missoula market within easy reach. Businesses and shoppers offered a number of strong positions of the identity they would like to see downtown portray. The key themes can serve as a guide for marketing and public relations and included:

> “Chic mountain town, with vibrant, friendly restaurants”

> “A mix of what we love: western, outdoor adventures, informal, beautiful. Real people.”

> “Authentic, Eclectic, artsy, quaint”

> “Hip river community with rich cultural history”

> “Cultural center of the valley”

> “We are educated and cosmopolitan”

> “Downtown Hamilton is THE PLACE where people, commerce and the arts connect.”

City of Hamilton, Downtown Master Plan Initiatives for Action Promotion + Image Building

Action Steps 1.1 Transform perceptions of Hamilton/Ravalli County in the region (and state) by working to generate positive media coverage through a regular schedule of press releases covering positive events or stories re: new business and community investment, visitor activities, new collaboration and partnership (e.g. through the Master Plan, etc.) This activity is above and beyond work of tourism organizations to bring visitors to Hamilton as a destination.

1.2 Participate fully in Small Business Saturday, November 30, 2014 kicking off a PR campaign featuring downtown entrepreneurs using a simple storyline such as the one shared during Master Planning process: “I believe in Downtown.” Hamilton” or “I am Downtown Hamilton.” Alternately, declare one week of the year (when both visitors and locals are in town) as Hamilton Entrepreneur Week and intensify the marketing blitz.

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Action Steps 1.3 Think big and be bold in promoting downtown’s dining (17) and arts (10) establishments to help shape downtown’s image as a hip, lively destination. Develop a Culinary + Arts signature campaign that offers a calendar of events, activities and promotions throughout the first half of 2015 that can be directly connected to the Valley’s visitor marketing efforts. Host a meeting with food/arts business owners and farmer’s market vendors to discuss this initiative and the program, size/scale, schedule, organization and PR and marketing. Market widely to nearby population centers starting with Missoula and then Anaconda, Butte, Helena. Work to connect with travel and food writers to get as much free publicity as possible. Sample ideas include:

> Downtown Hamilton Restaurant Week – Special offer 3 course meals Winter 2015 (See Appendix K)

> Dinner discounts with Hamilton Performing Arts Center events

> Farm to Table meals by local farm suppliers and prepared by rotating local chefs—in the park, by the river, after the farmer’s market

> Chef Demonstrations at Farmer’s Market, at Daly Days, arts events or in restaurants

> Cooking classes on special topics: e.g., Healthy Eating-Cooking

> Organized promotions for Valentine’s Day, Easter, Mother’s Day, Graduation events

> Wine and beer tasting

> Cooking events related to local fish and other fresh foods

> Progressive dinners at 5 downtown restaurants—each serving one course

> Dessert Tasting Events

> Weekend culinary/lodging/event packages for out of towners to explore this hip and beautiful small town

1.4 In anticipation of a new gateway at Highway 93/Main Street and as an example of a positive story, plan and publicize a community celebration/ribbon cutting and ‘Welcome to Hamilton’ blitz. Correlate this important beautification effort with the citizen’s strong interest expressed for this improvement in the planning process.

1.5 Create a restaurant link on the Hamilton Downtown Association website/Facebook page that has specials of the week, menus featured, recipes, news and information.

Partners or Collaborators Newspaper, Chamber, Arts and Culture , Historical Museum

Time line 4th Qtr 2014 and ongoing

Budget $7,000 min, for collateral materials; exact budget TBD

3. Image Development, continued

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Action Steps 2.1 Evaluate the current events to identify what’s working and what needs improvement and ways to enhance existing activities e.g., can a ‘Best Holiday Window’ contest be added to Christmas activities downtown? Be sure to assess First Friday as many individuals noted that it needs rethinking in order to make this a success.

2.2 Add one downtown ‘community’ event in 2014 -2015 (Trick or Treat on Main Street? Costume Contest? Winter snow event). See the list of ideas that Hamilton residents shared during Master Planning process. For other ideas see a sample event calendar in Appendix L.

2.3 Add one visitor market event in 2015 that brings customers from out of town into downtown. Strong interest was expressed in capitalizing on touring cyclists on the transcontinental bike route, the Transamerica, that runs through Hamilton. The 2013 analysis of opportunities and needs of cyclists completed by the University of Montana is a great place to start in evaluating what downtown Hamilton could ‘package’ to draw an event or another reason to attract visitors to stop downtown.

2.4 Take advantage of Main Street affiliation by exploring the wealth of resource information and tools regarding promotion and events on the National Main Street Center website.

Partners or Collaborators Marketing Committee, civic organizations, downtown businesses


Budget $4,000 minimum- marketing materials; TBD

2. Expanded Event Calendar to Drive Traffic to Downtown

Why Important? Special events are designed to create a sense of liveliness in the district, build community and provide a safe, inviting atmosphere for people/families to have fun. They include seasonal events, historical festivals, holiday activities and related. They generally are not designed to generate retail sales but they are critically important for creating a positive feeling and increasing awareness of and interest in downtown. Downtown Hamilton has a number of successful events that fall into this category—Daly Days, Art in the Park, Christmas Parade of Lights and summer music in the park. First Friday may be part-community event and part-retail promotion. The Farmer’s Market was frequently mentioned in the Shopper Survey as assets. Yet more events could be added to the calendar during the non-summer seasons to help promote downtown as the center of the community.


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Action Steps 3.1 Brainstorm with the Marketing/Promotion Committee a list of ways to add one or two retail promotions to the calendar each year over the next 3 years. Restaurant promotions were identified in the prior section, but the downtown as a whole should seek to benefit from other promotions. Make a list of the biggest events that draw out of towners, e.g. County Fair, other events at the Fairgrounds, ball tournaments, etc. Develop a flyer of discount coupons or value-added offerings to be promoted to this market that would bring people downtown before or after events.

3.2 Consider an Employee Marketing Campaign. Could special promotions and enticements be developed with Hamilton’s large employers (GSK, Rocky Mountain Lab, Hospital) to lure these well-paid customers downtown more frequently. E.g., Can lunch time specials, deliveries, or discounts be provided? Can First Friday include monthly business specials? Can frequent shopper rewards to provided?

3.3 Create a special promotion for the holidays - the busiest shopping season. During November - December, many downtowns focus on joint promotions that include gift cards (with extra dollars added for large amounts purchased) and Jingle Bucks purchases to encourage local spending. See Grinnell, Iowa’s model program for over a dozen ways to bring people downtown: http://www.grinnellchamber.org/UserFiles/File/Hub.WinterFINAL-email.pdf

3.4 Track and measure results of all promotions. Send a short follow-up e-blast to downtown businesses asking about customer traffic and sales generated and insights and recommendations for next time.


Newspaper, Chamber, Tourism BID, business sponsors, County (Fairgrounds), schools, recreation organizations


Budget $3,000

3. Retail Promotions

Why Important? Retail/business events are specifically aimed at ringing cash registers by both rewarding and strengthening relationship with existing customers and attracting new and different customers to businesses. These promotions include special event tie-ins, category merchandise promotions (food, apparel, etc.), lunchtime promotions and cooperative advertising, to name a few. Marketing and promotion was a top interest of Hamilton businesses as noted on the Business Owner Survey completed for the Master Plan.


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Action Steps 4.1 Update the Hamilton Downtown Association website to drive all customers and Main Street volunteers there to learn about business, HDA activities/events, meetings, etc. To make the site useful to shoppers and visitors, consider listing ALL downtown businesses but highlighting members in a special way. Create and populate the Facebook page (referenced but not active) with regular updates on business happenings, weekly events, key messages, etc. These are crucial marketing tools for both customer and business attraction. Recruit one or two volunteers who do nothing but maintain the website and Facebook pages. Consider reaching out to a college student or a 20-something resident who may be able to quickly and adeptly get the results needed.

4.2 Create a simple Downtown Merchant Guide. An easy to read, simple but colorful tri-fold map and merchant guide for downtown Hamilton that includes a walking map identifying business locations is an essential marketing tool, especially useful to visitors. Create it with an easy to edit software program so updates can readily be made and printed. Keep copies in central locations and high traffic businesses. Any directory produced for downtown should include information on parking resources and policies

4.3 Prepare a restaurant ‘Rack Card’ (1/3 size of 8x11) or flyer. Create a simple promotion handout to distribute at hotels, at the Fairgrounds/events with out of town visitors, at Chamber/City Hall, to nearby employers, at the library, and other strategic locations. Restaurants appeal to all markets and will bring people into the downtown providing exposure to other businesses there. See sample in Appendix M.

4.4 Conduct quarterly training for downtown merchants on key topics related to getting, keeping and growing customers. Maybe this is a breakfast round table or an after work wine and cheese event held within a downtown store. Review topics identified by businesses in the business survey and ask businesses for other pressing subjects they want to cover. Examples include: Using Social Media, Top 5 Rules of Excellent Service, Effective Customer Rewards Programs, Developing Common ‘Downtown Store Hours’. Invite guest speakers, focus on real problem solving and keep it fun.

Partners or Collaborators Chamber, Tourism BID, marketing/advertising professionals


Budget $5,500

4. Promotion Tools and Materials

Why Important? Downtown’s image and ability to attract customers are directly tied to its marketing and promotion tools as well as event tactics. The most influential and important tools are electronic (website/Facebook page) and a simple Business Directory.


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City of Hamilton, Downtown Master Plan Initiatives for Action Design

DESIGNThe physical design of downtown contributes to the health and vitality of both the City and downtown. The arrangement of uses as well as the design of the public realm - streets, walks, plazas and parks - should be legible and attractive and support community activities. Well-designed and appealing streets and public places will attract visitors and investors. Downtown must be a destination; the community center for culture, commerce, and community events.

Located not more than a mile from any location within the city limits, downtown Hamilton’s physical environment has many assets. The historic fabric is largely intact and businesses are vibrant. Other assets include adequate parking, unique shops and restaurants, residential uses, uses in upper levels, good infrastructure, and a new park. There are also many opportunities for improvement. Currently, the entrances/gateways to downtown are not memorable or inviting and should be improved to become more iconic and alluring. The street furniture, landscaping, and light poles are not unique, memorable, or well maintained. Better maintenance, more color and artistic details will add interest and character.

1. Enhanced Gateways, Pathways, and Wayfinding

Why Important? Downtown businesses and community institutions rely on both local and tourism dollars to sustain jobs and the economy. The average daily traffic volumes on Highway 93 are over four times the volume of traffic on Main Street. More attractive gateways and improved wayfinding may entice travelers to visit the community and the historic district. The primary gateway is at the intersection of Main Street and Highway 93. The plan recommends making this gateway more memorable and iconic. Secondary vehicular gateways are proposed along Highway 93, including the intersection of Ravalli and Pine and Highway 93. Further north, Adirondak is another entry point off of Highway 93 proposed for a gateway.

Attractive, well defined, and landscaped non-motorized corridors may entice more residents to walk or bike to town. Furthermore, these corridors can serve as the framework for historic walking tours. Additionally, property owners located east of 93 have requested improvements to connect businesses on each side of the highway. The Chamber, which is staffed and welcomes and orients visitors to the community and downtown, is also located on the east side of Highway 93 and should be better connected.

Action Steps 1.1 Create a project plan to install iconic feature/public art features at Main and 93 Gateway. The initial installation could be on Chamber property near the intersection of Highway 93 and Main Street. Wall reliefs are proposed for the blank walls on Safeway and the Bank, with property owner approval (see sketches following). Another idea is a Big Fish in the Bitterroot sculpture. Work with the Chamber on planning and fundraising since such a project will benefit the entire community

1.2 Improve the standard Historic District Signage along Highway 93 in coordination with MDT. Existing signs are faded and not legible. Long term consider more prominent signage similar to Stevensville.

1.3 Work with Parks Department to install street trees and re-establish canopy along main pedestrian corridors through State urban forestry grants for tree planting. Prioritize and reestablish 4th and 7th Streets as tree lined corridors to enhance pedestrian connections to nearby neighborhoods.

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Action Steps 1.4 Explore public art grants. Determine interest in arts organization in assisting with fundraising and implementation. Crowd-source funding may be a good match for raising funds for public art.

1.5 Approach service clubs and other potential donors to contribute to funding of the Gateway Plaza or elements included within (benches, trees, art, pavement, special pavement).


City Parks Department, City and State Transportation, arts organizations, private donors or foundations, EDA, service organizations and the Chamber

Time line Initiate planning and fundraising in 4th Qtr 2014 and ongoing

BudgetGateway Plaza/Public Art (not including relief wall) - $500,000 (see Appendix N for more detailed breakdown of cost); $7,500 for art relief wall


1. Enhance Gateways, Pathways, and Wayfinding, continued

Proposed Wall Relief: Upper - Bank/Lower - Safeway

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Figure 6: Proposed Entry Gateway (Intersection of Main Street and Hwy 93)

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Iconic Features - Relief Wall/Public Art at Gateway/Improved Streetscape w/ More Landscaping

Other Actions to Consider: 1. Expand primary gateway to include a larger green space and park for programmed activities if property

can be acquired. In the interim, clean up the properties, remove weeds, and encourage landscaping.

2. Improve crosswalks at intersection with Highway 93 to enhance appearance and pedestrian safety perhaps with pavement lights to improve safety and/or decorative crosswalks. Coordinate with Highway Department. Redesign of East Main as multi-modal street is underway by City and Montana DOT.

3. Create design and prepare plans for secondary gateways, with help of consultants.

4. Consider amending landscape code and development standards for Highway 93. Over time, stricter landscape requirements will improve the appearance of the state highway corridor.

5. Consider amending signage code and development standards for Highway 93. Over time, as properties redevelop, stricter requirements will improve the appearance of the state highway corridor.


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Action Steps 2.1 Conduct a downtown walk about to list and prioritize simple tasks focused on clean up, maintenance of existing lights and planters, repair, and painting of facades. Consider adding seasonal interest to flower pots. Some communities accomplish this in very creative ways using very inexpensive materials (see examples photos following).

2.2 Establish an Arts Board Committee or Foundation to advance public art and events as an economic development and placemaking strategy in downtown and the larger community. Coordinate closely with existing county and regional organizations.

2.3 Make Historic Preservation a community priority by working with State Historic Preservation Office to become a Certified Local Government with State of Montana and gain access to state funds ($3,000 - $5,000 potential)and education resources. Update the already completed historic district registrations to capture additional resources. Student interns with oversight of an experienced architect or planner could complete this work. Additional actions that could be pursued include:

> Sponsor a community education event addressing historic preservation > Work with Museum to develop a historic building & district walking tour > Survey the most important historic buildings and other elements of the

built environment in Hamilton and determine whether any are at risk. If so, develop a strategy to encourage their protection.

2.4 Improve way finding throughout downtown to assist both tourists and in-town visitors. Near-term, a well-designed map/brochure could be developed. Mid-term, a series of artist inspired kiosks could be introduced on the street and the map displayed on one side and events advertised on the other side (see example below).

2.5 Encourage Investment by private property owners in site improvements including sidewalk cafes. In order to encourage this, the City will need to develop policies supporting this action, as well as an approval process.

2.6 Design a series of light pole banners that will add color and character to the street, perhaps incorporating the theme of fish. These could tie to a marketing theme.

2. Character Enhancement and PreservationWhy Important? People decide where to live, vacation, do business, retire, invest and spend money in large part based on what places look like. First impressions are created when visitors travel through a community. The character of the streets-often referred to as “streetscape” conveys a sense of community values and priorities. First viewed from Highway 93, downtown Hamilton struggles to look inviting or distinct given the prevailing character and suburban, chain store uses along the auto-oriented corridor. In contrast, the setting and natural environment is spectacular. The gateway improvements proposed along Highway 93 will be distinct and are intended to lure people to visit the historic district and businesses on both sides of the highway. Once travelers and residents have been lured into downtown, the character of the streetscape will contribute to them enjoying their visit and encourage return visits and referrals to others.


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Action Steps 2.7 Form a Technical Assistance Bank by recruiting local architects, engineers, and graphic designers, including experts in historic preservation. The role of this group will be to assist existing and potential property owners and businesses with assessing feasibility and costs of new uses, historically appropriate improvements to facades and signage. HDA should engage knowledgeable people who can help educate staff and help ensure improvements are historically accurate and meet state and federal standards. HDA should develop and maintain a list of resources that can provide assistance to property-owners including an index of designers and fabricators/craftsmen.


Design Committee, property and business owners, DHBID, public art and culture advocates, City and Montana Transportation Department, Arts and Culture Board/Foundation (TBD), local designers approached for technical assistance bank, architectural, engineering, landscape and graphic design schools

Time line Initiate planning and fundraising in 4th Qtr 2014 and ongoing

Budget Way Finding Kiosks- two at $6,000 each for a total of $12,000; Planters - potential to “adopt a pot”; Banners - $150 each to fabricate and install 24 (excludes artwork) for $6,000 total; bike racks $750 each - total budget for bike racks TBD, not included in current summary budget

2. Character Enhancement and Preservation, continued

Other Actions to Consider: 1. Longer term, a full signage and way finding system plan and signage standards could be developed

2. Improve intersections by capturing street pavement at intersection for more pedestrian oriented uses through construction of curb extensions and incorporation of landscaping, public art and simple way finding. This can be funded with transportation funds, as a City capital project, and/or downtown funds for maintenance and landscaping.

3. Consider establishing a program to recognize business and property owners for contributions to the physical appearance of downtown. The program might address creative window displays, signage, and façade improvements.

4. Engage artists in temporary displays of public art downtown. Some communities have been successful in sponsoring temporary exhibitions and purchasing a few for permanent exhibitions (see Lake Oswego’s Gallery without Walls http://www.artscouncillo.org/).


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Examples of Public Art


Encourage Development of Sidewalk Cafes

Perspective View of New Gateway/Wayfinding Features

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Examples of Inexpensive Planters/Baskets - Have Fun With it!

Examples of Wayfinding Kiosk/Signage and/or Banner Themes


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3. Land Use and Urban Design Guidance and Policies

Why Important? The City’s land use regulations and development standards are quite flexible and should remain so to encourage investment. The planning process revealed that the downtown would benefit from a framework plan that clusters uses and provides guidance for locating new and existing businesses. Specifically the plan recommends retail uses be clustered along the first 3-4 blocks along Main Street. The most appropriate location for other uses/clusters are suggested in the spatial framework plan (see Figure 3).

The City’s adopted design guidelines influence the form and character of new development. The guidelines are recommendations and not regulatory requirements. Currently, there is a single set of design guidelines for the entire community. The community is eager to retain the distinctive and historic character of downtown, and has requested new development demonstrate landscape and environmental sensitivity. A set of guidelines tailored specifically to the more urban and historic character of downtown is recommended. More stringent landscape and signage guidelines could be incorporated as part of this update to improve the character of the gateway and corridors over time without the expense of a large capital improvement project. The parking code is very suburban and puts the historic fabric and form at risk. Parking code revisions are discussed in the Parking Initiative on page 33.

Action Steps 3.1 Retain flexibility of existing land use code and refer to the spatial framework diagrams included in this plan to encourage new and existing businesses to locate in most appropriate/ synergistic locations (see Business Vitality: Property Marketing, Action 2.3).

3.2 Focus retail along Main Street in the first 3-4 blocks (see Business Vitality Introduction).

3.3 Develop unique design guidelines for downtown to address higher density and more urban form. Amend parking code (see Action Step 5.2).

3.4 Retain the education focus of downtown e.g., Recruit Bitterroot College to downtown, work with School District to understand key factors affecting retention of schools downtown and identify mitigating steps.

3.5 Adopt landscape code and more restrictive signage code along highway 93. Overtime, this will transform the character of the corridor.

Partners or Collaborators School District, Bitterroot College, property owners, realtors, City

Time line Collect data on opportunity sites 3rd Qtr 2014; refine Design Guideline 4th Qtr 2015; amend Codes 4th Qtr 2015

BudgetTailored Design Guidelines - $15,00 to develop simple guideline and form based code; $15,000 signage/landscape guidelines for Highway 93


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Action Steps 4.1 Review and assess opportunity sites to identify priorities for development. Collect data on the opportunity sites and work to fill vacancies with appropriate uses. Sites include:

> Vacant properties on Main Street

> Dowling Block-Potential Arts Center

> Theatre

> Vacant land located across from Museum-Potential Tiny Hotel

4.2 Monitor uses that may not be stable or long term

> Post Office Museum

> Schools (Strategic Planning is underway)

> Parking and car lots at Main and Highway 93

4.3 Look for opportunities to relocate or introduce new uses into downtown. Opportunities identified include:

> Edutainment

> Businesses that cater bicycling, fishing and outdoor recreation

> Arts and Culture -Theatre, Art Center, Performance Places

> Unique accommodations including small inn, B&B and Hostel

> Bitterroot College Partners or Collaborators Property and business owners, DHBID, realtors and bankers

Time line 3rd Qtr 2014

Budget $0

4. Opportunity Sites and Uses

Why Important? Downtown historically was the commercial center of the community. With the introduction of commercial along highway 93, regional competition, and the internet downtown needs to reinvent. The vision is downtown as a destination; the center of community, culture and commerce (with a focus on local and independent businesses). Entertainment and a quality public realm are essential to realizing the vision of downtown as a destination. There are many opportunities to build upon the assets and improve the economic vitality, attractiveness, visitor experience and appearance of downtown. There are several underutilized and vacant properties on and near Main Street and within the downtown. The planning process also identified a number of uses and user groups that are well suited to downtown.

Other Actions to Consider: 1. Activating rooftops and alleys


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Figure 7: Downtown Hamilton Opportunity Sites


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5. Parking

Why Important? The majority of visitors to Hamilton and downtown arrive in vehicles. If parking supply is adequate, convenient, and well located, visitors will park their cars and become pedestrians and paying customers. Their patronage contributes to the local economy and the success of downtown businesses. Hamilton is fortunate to have an adequate parking supply that includes on street diagonal parking, public lots, and private lots.

Action Steps 5.1 Manage parking to make it convenient and encourage local and visitors to shop downtown. Management strategies include:

> Provide short and long term parking options with good directional signage to City lot and visitor friendly messages

> Educate businesses about the importance of preserving on-street parking or customers

> Adopt visitor friendly enforcement policies and charge higher fines for repeat offenders

> Extend parking from 1 1/2 hours to 2 hours

5.2 Amend parking codes to provide an appropriate near-term and long-term supply of parking for the pedestrian district (for further detail and analysis of challenges with existing parking code see Appendix O). Adopt the more urban parking codes in the larger study area. Plan to add capacity to downtown long-term. As the district becomes more walkable require fewer spaces per land uses.

5.3 Research and consider a fee in lieu of parking policy (developer contributes to public parking fund administered by the City vs. developing parking on site). Conduct focus groups with local developers and current business owners to gauge support for such a program. The Downtown Association should work to provide clear direction to City on what property and business owners desire relative to parking management

5.4 Build public park lots to allow flexibility to be used for events and festivals. Locate these so they are central and can be shared by users for multiple sites downtown but so that they are located off the primary arterials so as not to negatively impact the character of historic downtown facades.


Property and business owners, BID, public art advocates, local designers through technical assistance bank, architectural, engineering, landscape and graphic design schools

Time line Initiate Planning and Fundraising 2014

Budget$0 if City staff time; $10,00 - $15,00 if hire consultants; $9,800 for parking directional signs with 98 total signs (1 per block) at $100 per sign


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Other Actions to Consider Longer Term: 1. Recognize parking is a resource that can generate revenue. Consider policies that direct a portion of

parking revenue (fees or fines) to downtown projects.

2. Consider installing meters on Main Street and directing revenues to downtown improvements.

3. Be proactive in planning for public parking and recognize that the public parking lots may eventually become potential infill sites.

Examples of Fun Directional Signage for Parking


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The Downtown Hamilton Master Plan addresses downtown revitalization through an integrated and comprehensive approach as does the recommended action program. This section of the Plan addresses organization, staffing, volunteer development, and funding.

ORGANIZATIONAL STRUCTUREKeys to implementation success include: the capacity to follow-through on recommended initiatives, a visible public-private-community partnership, and a clear understanding of roles and responsibilities. At present, several organizations play a role in downtown activities as depicted in the existing organization chart on the next page (see figure 9).

To effectively manage Master Plan implementation, all downtown stakeholders must work together under one unified organization and message: “A New Partnership for Downtown Success.” To ensure a collaborative and sustained effort, it is recommended that the Hamilton Downtown Association adopt and transition toward the Main Street model. An important aspect of the Main Street program is a broad base of support well beyond main street businesses that includes tourism, historic, civic, and arts organizations, as well as the city, major employers, utilities, schools, and others.

The National Trust for Historic Preservation’s Main Street model of revitalization has been applied for over 30 years in hundreds of communities across the United States. The Montana Department of Commerce operates the Montana Main Street Program and has nearly 25 participating communities. The Hamilton Downtown Association has applied for Affiliate status (entry level) with the state and should ramp up quickly to the next level, Designated Main Street community, to access greater technical assistance.

3. Organizing for Action

City of Hamilton, Downtown Master Plan Organizing for Action

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Primary Existing Downtown Organizations

CITYHAMILTON DOWNTOWN

ASSOCIATION (HDA)

DOWNTOWN HAMILTON BUSINESS IMPROVEMENT

DISTRICT (DHBID)

› Key responsibilities: regulations, streets and infrastructure, and parking enforcement › Downtown Master Plan

› Board of Directors and 1/4 staff › Events: Daly Days, First Friday › Other Committees: Membership, Marketing, Business Recruitment

› Board of Directors; volunteer staff › Key responsibilities: trash pick-up, maintenance, and flowers › Contributes to community events and activities for promotion (cultural center, ball tournaments)

Other Organizations Actively Engaged or Leading Downtown Activities

ART GUILDRAVALLI COUNTY MUSEUMBITTERROOT VALLEY

CHAMBER OF COMMERCE

› Organizes and runs and annual Art in the Park

› Exhibits, education programs, community events, e.g. Bitterroot Days, Cowboy Music and Poetry › Tourism Business Improvement District (funded through hotel tax revenues)

› Tourism business support: ambassadors, welcome, Information Center

BITTERROOT ARTS & CULTURAL COUNCIL

TOURISM BUSINESS IMPROVEMENT DISTRICT

› Sponsor Artrageous Festival › Art Walkabout and Dine Around including downtown Hamilton

› Funded through hotel tax revenues › Valley branding and marketing plan TBD

Figure 9: Existing Organizations Chart


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As a unique economic development program, the Main Street Four-Point Approach® is the foundation for local initiatives to revitalize their districts by leveraging local assets—from cultural or architectural heritage to local enterprises and community pride. The four points of the Main Street approach work together to build a sustainable and complete community revitalization effort and include: 1. Organization; 2. Promotion;3. Design; and 4. Economic Restructuring. See Appendix 3 for more detailed information on Main Street.

The organizational structure recommended for downtown Hamilton utilizes Main Street as the framework for implementation, blending this model with the existing organizational foundation of the HDA, DHBID, and other groups involved in downtown. The proposed organizational structure is depicted in Figure 10 below.

Markets a unified, quality image of the business district as the center of activities, goods and services to retailers, shoppers, investors, and tourists

Hamilton Downtown Association(a Main Street Program)

PROMOTION COMMITTEE

Board of Directors/ Organization Committee

Program Manager( position expanded to 1/2 time)

DESIGN COMMITTEE

ECONOMIC VITALITYCOMMITTEE

CLEAN & SAFECOMMITTEE (DHBID)

› Image Building › Special Events › Retail Promotions

› Façade Improvements › Historic Preservation › Public Improvements › Parking

› Market Data › Business Retention › Business Recruitment › Property Development

› Maintenance › Garbage Pick-up › Clean Ups

Creates an attractive, coordinated, and quality visual image of the downtown by capitalizing on its unique assets and heritage

Enhances cleanliness and safety of the downtown to improve physical appearance, attract more visitors, and assist tourists in wayfinding

Develops a marketing strategy to improve retail mix, build a stronger tax base, increase investor confidence, and define stable role for downtown as a major component of the economy

Sets direction, promotes mission and vision, supports staff and volunteers, identifies funders and partners, and manages overall work and budget

Figure 10: Proposed Organizational Chart

INITIATIVESFollowing are initiatives for organizing for action to move forward with implementing the Master Plan and staff the Hamilton Downtown Association Main Street Program.

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Action Steps 1.1 Reframe the HDA as a Main Street organization—utilizing the four-point approach and the eight guiding principles of this community-based model.

1.2 Merge DHBID and HDA as a single unified organization focused on the economic revitalization of downtown Hamilton; their purpose statements are nearly identical and their work complementary. By law, the DHBID will need to maintain a governing board, but the two organizations should work to have one identity, statement of purpose, and action plan under the Main Street model.

1.3 Refocus the Downtown Master Plan Steering Committee as the Downtown Main Street Steering Committee during the transition to the Main Street model. Willing members of this group will become board members of the new HDA, some of whom are already on the HDA board. At a minimum, have 8-10 well-respected business/community leaders who can articulate the critical importance of downtown economic development and the Main Street approach and act as champions for the Master Plan. To be clear, this is volunteer group, not a City-sanctioned advisory committee. See Appendix M for typical candidates for Board of Directors for Main Streets.

1.4 With the Master Plan in hand, engage the Steering Committee to identify the top 10-12 organizational partners who should play an active part in the plan’s implementation. Brainstorm ‘what’s in it for them?’, what role they could play, who is the key contact, who is the best person to make an approach, and create a schedule for following through.

1.5 Invite Montana Main Street Coordinator to conduct a community workshop on the Main Street approach for Steering Committee, partner organizations, and community as a whole.

1.6 Utilize the specific measures or benchmarks of the Main Street program that are provided by Montana Main Street including volunteer hours, building rehabilitation, other private investment, business and job counts, public improvements/infrastructure, etc. Use reporting tool to measure progress, report to funders/members/constituents, and stay focused on outcomes.


Bitterroot Valley Chamber of Commerce, City, DHBID, Bitter roots Arts & Heritage Council, Ravalli County Museum/Bitter Root Valley Historical Society

Timeline 3rd Qtr 2014 and ongoing

Budget $0

1. Create a Strong and Unified Downtown OrganizationWhy Important? The Master Plan provides the needed focus to bring all downtown organizations and interests together in one place under a single strong and unified organization. That organization, the Hamilton Downtown Association, must include a broad cross-section of downtown stakeholders. The business community, public sector, community institutions, and residents all have a vital interest in downtown Hamilton’s success and must work together to achieve common goals for Main Street’s revitalization. Each partner has a role to play and must understand the other’s strengths and limitations in order to forge an effective partnership.

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Action Steps 2.1 Coordinating with the priority action items of the Master Plan and with the prescribed activities of a Main Street program manager, expand the job description of the HDA staff.

2.2 Organize regular student internships with Bitterroot College tied to course offerings e.g., in fall 2014 courses on Community Volunteer Service, Business, Accounting, Statistics, Writing are all being offered. The Hamilton Downtown Association has numerous projects that would provide valuable hands-on experiences to students and accomplish needed work tasks from the Master Plan.

2.3 Apply for an Americorp/VISTA community worker through the national and/or State of Montana program. Downtown programs benefit from the often versatile and talented individuals who participate in this program with very minimum wage requirements.

Partners or Collaborators Montana Main Street Program, Bitterroot College

Timeline 4th Qtr 2014 and ongoing

Budget $0 for interns to up to $15,000 to increase staff capacity to ½ time.

2. Expand Staff Capacity

Why Important? To achieve the desired results for physical and economic vitality and to build the volunteer base essential for the Main Street Program to succeed, the downtown staff must expand. The work program laid out in the Master Plan requires strong management and harnessing community energy. In the short term (next two years), the downtown manager position should expand from ¼ time to ½ time, ultimately becoming a full time position.

1 Contact: Dan Lloyd, Business Development Specialist, Governor’s Office of Economic Development 406-444-5514 and/or Americorp/Vista, Campus Compact, Abby Zent 406-444-9654

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Action Steps 3.1 Ramp up the HDA/Main Street organization’s volunteer committees striving for at least 6 active members per committee. Each HDA board member should serve on one committee. Ideally, a board member would chair each committee.

3.2 Identify specific tasks from the Master Plan dependent on volunteer assistance. Conduct committee training with chairs and board to clarify expectations and keys to successful volunteer development.

3.3 Host a fun volunteer recruitment event (a dessert party, ice cream social, etc.) where the Steering Committee advocates for a small number (3 to 5) of projects from the plan and asks for volunteer help. Be clear on how the follow through will occur (communication, committee/project meetings, etc.). There is ample training material from the National Main Street Center on this topic.

3.4 Create a system for keeping committee work engaging and also giving volunteers who don’t want to be on a committee the chance to work on ‘projects.’

3.5 Track volunteer hours as a key program benchmark and information for fund development. Recognize and celebrate volunteer contributions on a regular basis to keep them coming back.

Partners or Collaborators Chamber, School District, Historic Museum, Art Guild, Hospital, etc.

Timeline 4th Qtr 2014 and ongoing

Budget $200 – PR, refreshments

3. Expand and Develop Volunteer Base

Why Important? The enthusiasm, support, and participation of dozens of community members during the master planning process are evidence of the strong interest in getting to work on downtown initiatives. Over 40 people signed up at Town Hall meetings to stay involved. Downtown Hamilton’s revitalization will go faster farther with an active volunteer base. One of the key principles of the Main Street approach is the self-help nature of the program. The value and impact of volunteers goes well beyond free labor for projects, events, or activities, helping to create a strong foundation and commitment to downtown as the heart of the community. Volunteers add crucial in-kind and financial support and also help widen the circle of people who want to be involved in securing downtown Hamilton’s success.

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Action Steps 4.1 Realign existing budgets of HDA and DHBID around the priorities of the Master Plan.

4.2 Prepare a budget that reflects expanded organizational/staff capacity for the 2014-2016 time frame and that incorporates and leverages existing financial resources targeted for downtown. It should include project-specific costs for work of the 4 points/committees and prorated (staff and overhead) costs. See Appendix M for Sample Main Street Budget of small town. Ask Montana Main Street staff for examples from around the state.

4.3 Draft a fund raising strategy that depicts total targeted sources of funds including public sector, private sector and individual donor sources of the next 2 years. Significant in-kind contributions that will offset major expenses should also be noted, such as donation of office space, printing, marketing materials, web design, etc.

4.4 Map out the schedule of fund raising activities/campaigns/team leaders and expected results building from HDA’s and DHBID’s existing schedule and efforts and working to create a single cohesive financial plan. Examples include: membership drives, sustaining corporate sponsorships, etc.

Partners or Collaborators Chamber, City, key business leaders

Timeline 3rd Qtr 2014 and ongoing

Budget $250 printing

4. Expand & Diversify Downtown Funding to Support Stronger Organization

Why Important? With the Master Plan in hand, the Steering Committee/expanded HDA Board of Directors now has a clear agenda for the next 5+ years and a work program for fund development activities. To be clear, fund raising is a board responsibility, supported by staff. Keep in mind that many projects—especially physical ones—will often target unique public sources of funding. These sources are referenced for each proposed initiative in Section 2 - Initiatives for Action. This initiative specifically addresses funding for the downtown organization that will be the force behind galvanizing action and volunteer participation. The ideal funding strategy is diversified and balanced with a target distribution as: 30% downtown business and property owners; 30% other contributors (major business/industry sponsors/members, citizens); 30% city; and 10% special events and fundraisers. This is certainly flexible and subject to Hamilton’s unique circumstances and interests. In the case of Hamilton, it may be wise to first match the City’s sponsorship of the Master Plan ($50,000) with private/community contributions before circling back to ask for additional cash support.

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FUNDINGDowntown revitalization programs and activities are typically funded by a multitude of sources. Often, especially in emerging markets such as downtowns, private sector projects are not economically viable without some public assistance. Likewise, public investments, such as infrastructure, civic buildings, and open space often do not have dedicated funding mechanisms. The funding needed for these public and private projects usually exceeds available revenue. Traditional funding sources include the general fund, utility and street repair and maintenance funds, park improvement and maintenance funds, special improvement districts, state and federal loans and grants, and grants and donations from nonprofits and partnerships.

This section provides a synopsis of popular public and private funding sources that can be tapped for various aspects of downtown/community/economic revitalization initiatives. They are listed together with websites that provide detailed program descriptions and contact information.

Federal Resources > Federal Historic Rehabilitation Tax Credits: The Federal Historic Preservation Tax Incentives program

encourages private sector rehabilitation of income-producing historic buildings. The program is administered by the National Park Service and the Internal Revenue Service, in partnership with State Historic Preservation Offices. The program allows a 20% tax credit for certified rehabilitation of certified historic structures. It also allows a 10% tax credit for rehabilitation of non-historic, non-residential buildings built before 1936. The rehabilitation must be substantial and must involve a depreciable building. Contact: Dr. Mark F. Baumler, SHPO, [email protected], 406-444-7715 http://www.nps.gov/hps/tps/tax/incentives/index.htm

> HUD 108: Sponsored by the U.S. Department of Housing and Urban Development and administered through MT Department of Commerce, the loan guarantees provision of the Community Development Block Grant (CDBG) program. Section 108 provides communities with a source of financing for economic development, housing rehabilitation, public facilities, and large-scale physical development projects. This makes it one of the most potent and important public investment tools that HUD offers to local governments. It allows them to transform a small portion of their CDBG funds into federally guaranteed loans large enough to pursue physical and economic revitalization projects that can renew entire neighborhoods. Such public investment is often needed to inspire private economic activity, providing the initial resources or simply the confidence that private firms and individuals may need to invest in distressed areas. Contact: Leroy P. Brown, Director, [email protected], 303-672-5076 Ext. 1326 http://portal.hud.gov/hudportal/HUD?src=/program_offices/comm_planning/communitydevelopment/programs/108

> Tax Anticipation Notes (TAN): Short-term, tax-exempt, low interest loans used by state and local governments to finance immediate projects that will be repaid with future tax revenues. TANs are sometimes used in TIFDs to provide up-front funds for projects in situations where the district does not have adequate annual funds nor is it able or desirable to issue long-term bonds for those projects.

> Public 63-20 and Nonprofit 501c3 Bonds: Allow public agencies (e.g., state universities, public hospitals) and nonprofit corporations (e.g., museums, Y’s, nonprofit development entities) to issue tax-exempt bonds to finance up to 100% of the cost of a facility for a tax-exempt purpose, such as a training facility or medical clinic.

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> New Markets Tax Credits: The New Markets Tax Credit (NMTC) Program permits taxpayers to receive a credit against Federal income taxes for making qualified equity investments in designated Community Development Entities (CDEs). Substantially all of the qualified equity investment must in turn be used by the CDE to provide investments in low-income communities (defined for certain census tracts). The credit provided to the investor totals 39 percent of the cost of the investment and is claimed over a seven-year credit allowance period. The CDE must utilize the cash received in exchange for tax credits within 12 months of receipt. Contact: NMTC Help Desk, [email protected], 202-653-0421, #3 http://www.cdfifund.gov/what_we_do/programs_id.asp?programID=5

> SBA 7(a) Loan Program: Administered by a Community Development Corporation, the Small Loan Advantage and Community Advantage 7(a) Loan Initiatives are aimed at expanding access to capital for small businesses and entrepreneurs in underserved communities to help drive economic growth and job creation. http://www.sba.gov/category/navigation-structure/loans-grants/small-business-loans/sba-loan-programs/7a-loan-program

> SBA 504 Loan Program: Administered by a Certified Development Company (CDC), the Small Business Administration 504 Loan Program is a long-term financing tool for eligible small businesses to use for major fixed assets, such as land and buildings. The loan can cover up to 40% of project costs (up to $1.5 million, typically, but in certain circumstances can be as high as $4 million) with the remaining financing to be provided by a private lender (50%) and owner’s equity (10%). http://www.sba.gov/loanprograms

> USDA Rural Development – Rural Business Opportunity Grant (RBOG): The primary objective of the RBOG program is to promote sustainable economic development in rural communities with exceptional needs. Public bodies, nonprofit corporations, Indian tribes, institutions of higher education, and rural cooperatives are eligible to apply. The estimated program funding is $2.25 million and the maximum grant amount is $100,000.

> USDA Rural Development – Rural Business Enterprise Grant (RBEG): The RBEG program provides grants for rural projects that finance and facilitate development of small and emerging rural businesses help fund distance learning networks, and help fund employment related adult education programs. To assist with business development, RBEGs may fund a broad array of activities. Smaller projects are given higher priority. Rural public entities (towns, communities, State agencies, and authorities), Indian tribes and rural private non-profit corporations are eligible to apply for funding. To apply for funding for the RBEG program, contact your Rural Development State Office. There is no maximum level of grant funding, generally awards range from $10,000 to $500,000.

State and Local ResourcesLocal lenders: The downtown organization should work with local lenders to educate them about financing opportunities and specific projects in Hamilton. Lenders may not be aware of available financing tools (e.g., TIF revenues, New Market Tax Credits, EB-5 funds, etc.). They will need to demonstrate how these tools work, what roles the organization, City and lenders can play with these tools and how the tools can be applied to specific projects.

Economic development organizations: Local and regional economic development organizations have a wide offering of resources and grants the City should look into. These groups support a realm of projects to contribute to businesses and local areas growing and succeeding.

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> Bitterroot Valley Economic Development Corporation (EDC): This economic development district serves Mineral, Missoula and Ravalli Counties and offers the following services: financing and tax incentives (including SBA 504 loan packages), business recruitment, business expansion and retention, small business operations and planning consulting, community development (grant administration and training), technical assistance with government procurement contracts, statewide manufacturing outreach and assistance center.

> Ravalli County Economic Development Authority: Funded in large part through the Ravalli County General Fund and recently augmented by a grant from the City of Hamilton as well as private sector participants. The RCEDA established the Revolving Loan Funds, usually providing gap financing for qualifying businesses to complete their projects. The RCEDA’s Revolving Loan Funds are funded through monies “revolved” from the Montana Department of Commerce Community Development Block Grant (CDBG) program, the USDA Intermediary Re-lending Program and the Montana Board of Investments. The RCEDA also offers micro loans to businesses that need capital but are not bankable for a variety of reasons such as lack of business experience or insufficient collateral. RCEDA could be a potential partner in small business incubator development. Contact: Julie Foster, Executive Director, [email protected], 406-375-9416 http://www.rceda.org/resources/

> Tax Increment Financing: Tax Increment Financing (TIF) is a widely used economic development tool that can be used to finance public infrastructure and stimulate private development within designated urban renewal areas. Urban renewal is a state-sanctioned program that can be adopted by cities, towns, or city-county consolidated governments in Montana to help them, through partnerships with the private sector, implement adopted plans that revitalize specific areas within their jurisdiction. Urban renewal, through the provision of tax increment financing, can provide for capital improvements such as parks, streets, and transit systems that stimulate private investment and attract new businesses, jobs, and residents. It can also assist with development activities that are approved in an Urban Renewal Plan, such as financing for affordable housing, or mixed-use transit oriented development and feasibility studies that lead to built projects.

> Montana Community Development Corporation (MCDC): A Community Development Entity (CDE) with offices in Missoula, Bozeman, and Kalispell. The MCDC offers loans (SBA 504 and SBA 7a), NMTCs, small business development assistance, and technical assistance with procurement. They administer the MT Micro-enterprise Finance Program offering loans and capacity building for businesses with less than 10 employees. Contact: Sarah Fitzgerald, Director of Lending (Bozeman), [email protected], 406-728-9234 http://www.mtcdc.org/

> The Women’s Foundation of Montana: The Women’s Foundation of Montana offers grants that benefit women and girls as well as their communities overall. As the only statewide fund dedicated to funding for women and girls, donations are leveraged through endowment. The grant-making is focused on lasting change for women and girls. Since its inception in 1999, the Women’s Foundation of Montana has provided more than $500,000 in grants to more than 30 organizations that share its mission to enhance economic self-sufficiency for women and a brighter future for girls. WFM grants have funded a wide range of projects and programs, including financial literacy programs for women, revolving


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loan programs for new women-owned businesses, career planning for female high school students, computer and robotics workshops for girls, vocational job training for women and more. Contact: [email protected], 406-443-8313 http://www.wfmontana.org/grants.html

> The Montana Community Foundation: The Montana Community Foundation is committed to improving the lives of Montanans by helping individuals and families achieve their philanthropic goals and by supporting Montana nonprofit organizations. The Foundation has discretionary control over a small number of funds for which the organization maintains competitive grant making opportunities for community leaders. Contact: Mary Rutherford, Chief Executive Officer, [email protected], 406-441-4949 http://www.mtcf.org/index.html

> Special Improvement Districts: Allows a group of properties to form a special improvement district - a legal entity that can take advantage of low interest bonds to finance public improvements (such as street paving, curbs and gutters, water mains, sewer and storm drains) within the district. The property owners carry the burden of repaying the bonds, typically included in property taxes over a 12 to 15 year period, or by paying the entire amount within 30 days of the bid being awarded. http://codes.lp.findlaw.com/mtcode/7/12/41

> Montana State Small Business Credit Initiative (MT SSBCI) Program: The Montana State Small Business Credit Initiative (MT SSBCI) Program has been created using funds received from the U.S. Treasury Department as part of the Small Business Jobs Act of 2010 (the “Act”). The Act created the State Small Business Credit Initiative to strengthen state programs that support lending to small businesses and small manufacturers. The MT SSBCI funds will assist new Montana businesses entering the market and those existing businesses that need additional borrowings to expand or stabilize their business. Lender loans eligible for MT SSBCI participation include, but are not limited to, real estate, equipment, working capital, lines of credit, and non speculative new businesses. Contact: [email protected], 406-841-2594 http://mtssbci.mt.gov/default.mcpx

> Short Term Investment Program (STIP): The STIP Program objectives are preservation of capital, maintaining high liquidity and obtaining current income reflective of money market yields. STIP shareholders are qualifying state agencies and Montana local governmental units, including cities, counties and school districts. State agencies must have appropriate written, statutory, grant, or contract authority to invest their funds and receive the investment earnings. http://www.investmentmt.com/STIP/default.mcpx

Montana Department of Transportation (MDT) administers a variety of state and federally funded transportation programs, including grants and loans. Select MDT programs include:

> Historic Bridge Adoption: Allows communities to preserve historic bridges. As Montana updates its transportation system, new bridges replace the old. The bridges they replace still have the structural capacity to carry bicycle and pedestrian traffic and some cars. MDT usually puts the old bridges up for adoption. MDT will apply the estimated demolition costs for the adopted bridge towards the moving and installation costs incurred by the adopting organization, whether private or otherwise, if the organization uses the bridge as a component in a transportation corridor.


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> State Highway Traffic Safety Section: Administers federal grant monies for safety programs aimed at reducing deaths, injuries, and property losses resulting from traffic crashes. Some of these grants cover administration costs such as increased overtime patrols for law enforcement agencies and the cost to purchase new law enforcement equipment. Others cover the production and delivery of educational programs.

> Selective Traffic Enforcement Program (STEP): Combines intensive enforcement of specific traffic safety laws with extensive communication, education, and outreach informing the public about the enforcement activity.

Private Resources and Foundations > PPL Montana Community Fund: PPL Montana supports bringing new jobs and new tax revenues to

the state through economic development. As a major employer in the state, PPL Montana provides 500 Montanans — employees who grew up right here in Big Sky Country — with good paying jobs. PPL Montana also pays more than $26 million per year in state and local taxes and regulatory fees. Recognizing the importance of planned economic development, PPL Montana supports Leadership Montana, a nine-month program of personal and trustee leadership development, and business and policy education. They also donate to local economic development corporations and authorities. Quality of life also plays an important role in economic development; PPL Montana grants have been used to support cultural programs, help establish new businesses, restore historic buildings and renovate shuttered buildings. http://www.pplmontana.com/community/our+community/community+fund/

> Wells Fargo Community Investment Programs: Wells Fargo is proud to support organizations that work to strengthen communities. They look for projects that keep communities strong, diverse, and vibrant. Through the volunteer efforts of enthusiastic team members and contributions, they strive to assist communities by supporting non-profit organizations that provide human services, community development, educational, artistic, cultural, civic and environmental programs. Wells Fargo makes contributions to organizations with tax-exempt status under Section 501(c)(3) of the U.S. Internal Revenue Code, as well as qualified tribal and governmental agencies, including public school systems. https://www.wellsfargo.com/about/charitable/mo_guidelines

> Montana Community Credit Unions for Community Development, Helena: Montana Credit Unions for Community Development is a state-wide nonprofit organization working together with Montana’s credit unions to improve the lives and financial independence of all Montanans. http://montanacreditunions.coop/

> Northwest Area Foundation: Serving eight states including Montana, the foundation supports efforts that help low-income people build assets – the income, savings, skills and connections needed to weather an emergency, finance education, buy a home or car, or grow a small or micro-business. More specifically, they make grants, sponsor meetings that encourage sharing lessons and out-of-the-box thinking, and fund public policy solutions that increase good jobs and improve financial capability in rural low-income communities, Native American communities, and communities of color. http://www.nwaf.org/faq/


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> The Orton Foundation: The Orton Family Foundation seeks to empower people to shape the future of their communities by improving local decision-making, creating a shared sense of belonging, and ultimately strengthening the social, cultural, and economic vibrancy of each place. They do this by assisting the residents of small cities and towns in the use of the Heart & Soul method, a barn-raising approach to community planning and development designed to increase participation in local decision-making and empower residents to shape the future of their communities in a way that upholds the unique character of each place. For detailed grant information go to the website. http://www.orton.org/

> Trust for Public Land: The Trust for Public Land works to protect the places people care about and to create close-to-home parks—particularly in and near cities, where 85 percent of Americans live. Their goal is to ensure every child has easy access to a safe place to play in nature. The Trust also conserves working farms, ranches, and forests; lands of historical and cultural importance; rivers, streams, coasts, and watersheds; and other special places where people can experience nature close at hand. http://www.tpl.org/

> The Sonoran Institute: The nonprofit Sonoran Institute, founded in 1990, works across the rapidly changing West to conserve and restore natural and cultural assets and to promote better management of growth and change. The Institute’s community-based approach emphasizes collaboration, civil dialogue, sound information, local knowledge, practical solutions and big-picture thinking. It inspires and enables community decisions and public policies that respect the land and people of western North America. http://www.sonoraninstitute.org/

> American Independent Business Alliance, Bozeman: Works to build vital local economies based on independent, locally owned businesses and prevent chain proliferation and other trends from displacing local entrepreneurs. IBAs unite locally owned independent businesses, citizens and community organizations to achieve this goal. http://www.amiba.net

Arts Specific Resources > Montana Arts Council: The Montana Arts Council is the agency of state government established to

develop the creative potential of all Montanans, advance education, spur economic vibrancy and revitalize communities through involvement in the arts. With a range of grants like the Strategic Investment Grant for the Arts or the Artists Innovation Award, and the Montana Cultural and Aesthetic Project Grants, MAC supports the emerging and established artists. http://art.mt.gov/default.asp

> Montana Artrepreneurship Program (MAP): This larger program, sponsored by Montana Arts Council, helps artists learn how to develop a sustainable business in art and develop the tools needed to gain Market Ready Certification. The program addresses the isolation of rural artists by forming regional networks in locations throughout the state. It is designed to help Montana’s artists map a sustainable future by helping them prepare the tools they need in a wider market place. http://www.killdeerartisans.com/about/montana-artrepreneurship-program.html


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> ArtPlace: ArtPlace America is a collaboration among 14 foundations, 8 federal agencies, and 6 financial institutions dedicated to strengthening the field of creative placemaking. ArtPlace invests in projects in which artists and arts organizations play an explicit and central role in strategies to help shape their communities’ social, physical, and economic futures. The Innovation Grants Program is designed to invest in creative placemaking projects that reach for new possibilities and involve a variety of partners who together are committed to increasing the vibrancy and diversity of their communities. There is a 1 year execution; so bigger projects are suitable. http://www.artplaceamerica.org/

> National Endowment for the Arts (NEA): Our Town: Our Town invests in creative and innovative projects in which communities, together with their arts and design organizations and artists, seek to improve their quality of life, encourage greater creative activity, foster stronger community identity and a sense of place, and revitalize economic development. There is a one-month window for application so work on concept, etc. ahead of time. This group is looking for rural projects specifically. http://arts.gov/grants-organizations/our-town


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City of Hamilton, Downtown Master Plan Appendices

Appendices

Business VitalityA Business Clustering Guidelines

B Getting to Work on Business Vitality

C Downtown Hamilton Vacant Property Data base

D Property Form

E Empty Storefront Agreement

F Sample Marketing Fact Sheet

G Target Business Campaign

H Retail Incentives, Brush, CO

I Prospect Tracking Form

J Economic Benchmarks

Promotion and Marketing

K Sample Restaurant Week Promotion

L Sample Calendar of Events

M Sample Restaurant Promotional Card

Physical DesignN Parking Diagram

Organizing for ActionO Main Street Model

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City of Hamilton, Downtown Master Plan Appendices Business Vitality

APPENDIX A: BUSINESS CLUSTERING GUIDELINES

In the same way that the physical environment and business anchors can reveal a great deal about pedestrian or shopper patterns, so too can clusters of businesses in downtown Hamilton. All of these factors together will significantly influence the location of future businesses.

Goals 1. Create a Unified Shopping & Business District

2. Create a Critical Mass of Stores to Encourage Circular Pedestrian Traffic

3. Increase Sales!

PrinciplesClustering is a long-established management tactic that groups businesses together in such a way as to enable them to benefit from each other’s customers and sales. All successful shopping centers use clustering techniques.

> Business clusters may be a grouping of similar businesses serving a target market with a variety of choices, such as having a number of apparel and accessory shops in downtown Hamilton. This is often called a competitive cluster.

> The complementary cluster includes businesses offering different products or services but appealing to the same customer profile or niche. For example, a home furnishing cluster serving newly forming households may include a wide variety of businesses—lighting fixtures, framing, home accessories, antiques, kitchen store, etc.

> Compatible clusters are the most common. They offer a variety of merchandise and are based upon a “one-stop” shopping concept.

Knowing the current mix of businesses and cluster patterns will help the downtown Business Vitality team guide new businesses to the optimal downtown Hamilton location. Clustering businesses that share customers or have complementary goods will strengthen downtown Hamilton’s perception in the trade area as a “shopping center.”

To implement a clustering strategy, it is important to understand existing assets or clusters, to know where building vacancies exist and to identify and actively target businesses to suitable locations. Clustering strategies include locating businesses near compatible businesses, complementary businesses, competitive businesses or traffic generators.

General clustering guidelines follow:

> Professional service/office uses should be located in upper stories and on secondary streets out of the retail core.

> Beauty and personal cares services can be scattered throughout the district.

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> Restaurants can be located as entertainment anchors throughout the district with sensitivity to avoiding conflicts with neighboring businesses that may serve a different market segment.

> Convenience businesses like grocery and drugstores are ideally located close to concentrations of housing. This will be an important consideration in the future as downtown Hamilton’s residential base expands.

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APPENDIX B: GETTING TO WORK ON BUSINESS VITALITY

Market Based Business Development Getting to Work on Business Vitality! April 9, 2014 Presented by Mary Bosch from Marketek

City of Hamilton, Montana


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Getting to Work on Business Vitality! April 9, 2014 1

PUTTING YOUR MARKET INFO TO WORK! - 8 Target AudiencesThe following stakeholders can apply the results in the following ways:

1. Existing Business District Businesses

• Target customers with advertising and promotions • Identify new target markets • Alter and refine product and service mix

2. Realtors/Brokers

• Enhance ability to sell a business client on a particular property • Enhance ability to sell a business client on district as a location

3. Property owners

• Recognize their role in making business district a viable shopping district • Increase rental rates • Reduce turnover among business district tenants

4. Bankers and Business Resource Providers • Test the feasibility of plans of prospective business owners • Increase confidence in business district investments/property rehabilitation

5. Developers

• Increase confidence in business district as a development opportunity • Provide a development guide

6. City Government

• Enhanced confidence in the district • Clear, concise data to promote business district's location • Redevelopment guide for public projects

7. Business Recruiters (Economic Development Committee/Chamber) • Demonstrate demand for specific market opportunities • Test feasibility of prospective business concepts

8. Promotions Committee/Business Association • Target type of promotions and promotional message


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Demographic Snapshot What are 5 assets or features about your business district that you can promote for business development? 1. 2. 3. 4. 5. How can you leverage these assets to attract quality entrepreneurs or help existing businesses expand? 1. 2. 3.


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How to identify great independent businesses for your downtown Unlike chain stores that have staff focused on retail expansion, there is no singular place to find

great independent businesses. This factsheet provides some tips for finding successful

independent businesses that may be a great fit for your downtown.

BEST CANDIDATES ARE

• Existing businesses with potential to expand or move to a more prominent location.

• Businesses looking to open a second/third/fourth location.

• Stores being displaced from other neighborhoods.

• Emerging businesses looking for physical space, that already have experience and a

customer base, such as:

o Home-based businesses

o Mobile vendors/carts

o Online businesses

o Stores operating inside of other stores

o Businesses working with small business TA/loan orgs

WHERE TO FIND GREAT INDEPENDENT BUSINESSES

• Look in your commercial district. Many businesses may be interested in expanding to a

bigger or more prominent location (or sometimes, a smaller location). View your district as

one large business incubator where businesses can establish themselves in the smaller

storefronts and then expand as they succeed. Become a repository of knowledge of local

business and property owner needs so you can help match businesses with the right

locations.

• Visit nearby neighborhoods (or cities/counties) with businesses that could be a good fit for

your community and convince them to open another location. Or, provide a home for great

businesses being displaced from “gentrifying” neighborhoods.

• Talk to great mobile vendors and food trucks that might want to develop a permanent

space.

• Visit farmers markets & festival or food carts/booths for businesses that may be interested

in a permanent space.


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• Business assistance/lending organizations and small business development centers are often

in touch with businesses completing courses and applying for loans. They can connect you

to viable businesses looking for space.

• Tell business and downtown organizations that you are looking for businesses to fill vacant

retail spaces. Utilize their networks to identify potential new businesses. Examples of these

organizations include:

o Commercial district revitalization organizations

o Main Street organizations

o Community development corporations (CDCs)

o Chambers of commerce, Rotary clubs

o Nonprofit commercial developers

o Business technical assistance organizations

o Immigrant assistance organizations

o Business improvement districts

o Neighborhood associations

o Ethnic business associations

o Informal downtown networks (businesses, residents, property owners, gathering

places)

o Other local community and nonprofit organizations

• Find online vendors that may want to open a retail location

o Follow retail and food blogs and listserves

o Research online stores

• Engage your city’s departments of small business and/or economic development as they

often receive inquiries from prospective businesses and know when others are interested in

moving. They can often help provide incentives or reduce bureaucratic barriers for

businesses to open.


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Ready for Company? What properties are ready for occupancy? Vacant Property Assessment So you’ve got a beautiful streetscape, fantastic market opportunity, a great location, directional signage, the marketing package, now where are you going to locate all those great business prospects? The worksheet below is designed to help you think through what properties are really ready for business tenants and which need some minor or major work! Location of Property_______________________________________________________ Size of Space_____________________________________________________________ Rate the following features of the property from 1 to 5, with 5 being Excellent and 1 being Poor.

Physical Condition ______ Physical Appearance ______ Location ______ Accessibility (pedestrian) ______ Availability of Parking ______ Visibility ______ Relationship with & influence by neighbor businesses ______ Owner attitude and involvement ______ TOTAL SCORE ______

(40 possible points) Draw Your Conclusions Which vacant properties are most marketable? Are there inappropriate uses? Are there properties needing extensive remodeling or that should be subdivided for tenants? Are there properties that should be redeveloped? What are the priorities for leasing? What is the game plan for working with the property owner to get properties ready to show?


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Helping Existing Businesses Succeed Name a business in your business district… 1. Doing well that has the potential to expand: ________________________________________________________________________ 2. That needs help but has the potential to succeed: ________________________________________________________________________ 3. Where the business owner may want to retire or exit and might need help selling:

4. That is a strong business anchor and could help spawn/support other nearby businesses: 5. That is a new business and is open to change and ideas for help: 6. That is actively working to expand its customer base:


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Business Development Success Indicators

1. Property Enhancement/Design -Property investment ($)

-Tangible Property Improvements (before and after photos)

-Impact on Sales

-Building inquiries (#)

-Change in business mix--# and distribution, retail square footage

2. Image Development/Promotion -Press coverage

-Attendance counts at events

-Website hits

-Customer counts

-Business sales impact

3. Business Development -Full and part time jobs

-Sales growth

-Business inquiries

-Target niches filled

-Occupancies

4. Organizational/Community Development -Number of Volunteers

-New Business

-$ Investment


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Your Business Development Team’s Skills and Resources Questionnaire 1. Who do you know? Successful recruitment relies in part on networking and involving the right people at the right time. Identify your five best contacts to develop, vet and possibly contact as business prospects. (Could be property owners, business/professional organization contacts, brokers/realtors, etc.) 1. 2. 3. 4. 5. 2. What civic, business or other organizations are you actively involved with where you would serve as an information liaison and networker? 3. Business development efforts require different skills. Listed below are some of the skills and experience that are needed. Please check the categories where you think you can make the best contribution.

_____Prospecting: finding business leads _____Sales and marketing: oral presentations (to business prospects, organizations, etc.) _____Sales and marketing: written presentations (letters, articles, etc.) _____Public relations (story ideas, articles for publication) _____Real estate knowledge/deal-making _____Information gathering/research _____Data base management _____Assessment of building conditions _____Other (please list):

4. Think about small business owners you know, local/regional stores you’ve admired, places you shop (established businesses) which might be a good fit for your district. List below.


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Getting Started: 30-60-90 Day Plan

“Aha’s!!” Insights and Ideas from today to take to our Business District: 1. 2. 3.

Action Plan By June 1, 2014, our Business District will… Who will lead?_____________________________________________ Who will help? _____________________________________________ By July 1, 2014, our Business District will….. Who will lead?_____________________________________________ Who will help? _____________________________________________ By August 1, 2014, our business district will….. Who will lead?_____________________________________________ Who will help? _____________________________________________ Other target accomplishments by December 31, 2014 1. 2. 3.


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APPENDIX C: DOWNTOWN HAMILTON VACANT PROPERTY DATA BASE


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APPENDIX D: DOWNTOWN PROPERTY INVENTORY DATA SHEET

Appendix D -‐ Downtown Property Inventory Data Collection Sheet

Name of Property/ Location

Contact Person Name, Position, Telephone

Price and Square Feet (SF) $

Negotiable

SF

Per Sq.Ft. Lease/SF/Month Lease/SF/Year

Utilities included? Y N Lease/Month/NNN Lease/Year/NNN

Type Retail Office Industrial Best Uses Zoning Light Industrial

Industrial Heavy Industrial

Commercial Heavy Commercial Office/Warehouse Retail/Office Office

Multi-‐Family/Retail Commercial/Ag None

ADDITIONAL FIELDS FOR BUILDINGS Special features/amenities

# Parking Spaces

Office sf

Total Sq.Ft.

Year Built

Building Dimensions

Construction Type

Image/Maps Available? Yes No Comments


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APPENDIX E: EMPTY STOREFRONT AGREEMENT - PROPERTY OWNER

Vacant Property Window Display Project Participation agreement and project information

The Sandy Main Street Economic Restructuring Committee is working to help property owners in downtown Sandy market their vacancies. Our goal is to fill vacancies while improving the physical appearance of downtown Sandy. What’s the plan? There are several components of this project.

1. Signage-‐ Recently we included your property on our new Available Property Inventory which is up on the Sandy Main Street website. We have developed signs to help promote that inventory. These signs will be displayed in your windows by a committee volunteer.

2. Clean up-‐ We want your space to look its best for potential tenants. Volunteers from the committee will wash your windows and sweep or vacuum the interior space visible through the storefront window.

3. Displays-‐ Vacant storefronts give outsiders the impression that nothing is going on in a town. Instead of an empty space, we want to make your storefront appealing to potential tenants by sparking their interest with an attractive window display. Displays of art, merchandise from local businesses, and our local theatre will be used to create visual interest in your space!

What do we need from you?

1. Electricity-‐ In order for the displays to be visible and attractive into the evening hours we would like to illuminate them. All we ask is that you provide the electricity to do so.

2. Removal of expired signage-‐ In our effort to clean up your storefront for potential tenants, we would like to remove the signs from previous businesses that have occupied your space. In fact, signs are required by City code to be removed within 4 months after a business closes.

3. Agree to the terms and sign below 4. Provide us with access to your space

What will we provide: • The sign • The cleaning • The display • Lighting as needed

Disclaimer: Sandy Main Street is a downtown revitalization program focused on making downtown Sandy a great place to be. The efforts of Sandy Main Street are made possible by volunteers from the community at large, the City of Sandy, and the Sandy Area Chamber of Commerce. Sandy Main Street volunteers and the previously mentioned entities are not responsible for any loss, theft or damages to personal property. Name_________________________________________________________________________ Signature________________________________________ Date _________________________ Contact number and email_________________________________________________________


68

Vacant Property Window Display Project Participation agreement and project information

The Sandy Main Street Economic Restructuring Committee is working to help property owners in downtown Sandy market their vacancies. Our goal is to fill vacancies while improving the physical appearance of downtown Sandy. So how is your business involved in filling downtown vacancies? This is an opportunity for some free advertising for your business or organization! What’s the plan? There are several components of this project.

1. Displays-‐ Vacant storefronts give outsiders the impression that nothing is going on in a town. Instead of an empty space, we want to make vacant downtown storefronts appealing to potential tenants and visual appealing to the public. Displays of art, merchandise from local businesses, and our local theatre will be used to accomplish this goal.

What do we need from you?

1. Sign this agreement. 2. Display merchandise from your business in vacant storefronts. Volunteers from the committee

will assist you in coordinating the display. Disclaimer: Sandy Main Street is a downtown revitalization effort focused on making downtown Sandy a great place to be. The efforts of Sandy Main Street are made possible by volunteers from the community at large, the City of Sandy, and the Sandy Area Chamber of Commerce. Sandy Main Street volunteers and the previously mentioned entities are not responsible for any loss, theft or damages to personal property. Name________________________________________________________________________ Signature________________________________________________ Date__________________ Contact number and email_________________________________________________________

APPENDIX E: EMPTY STOREFRONT AGREEMENT - BUSINESS OWNER


69

APPENDIX F: SAMPLE MARKETING FACT SHEET

City of Lincoln Economic Development Department (916) 434-2400 [email protected]

Retail Opportunities

Fast Growth

Growing population of affluent families — a home town just minutes from Sacramento.

Need a kicker

PoPulatioN Growth � – more than tripled between 2000 and 2012

stroNG iNcomes � – median over $20,000 above state average

retail leakaGe � – Over $3 million in sales

Quality sPaces at comPetitive lease rates � — Recent developments with available space

ideNtiFiable dowNtowN � – walkable and welcoming for local niche markets

Fast-track PermittiNG � – is there an average time, guarantee, something concrete?

market opportunities

Lincoln’s top demand categories, based on shopper survey results and retail demand data (Marketek, 2013):

Restaurants �

Apparel �

Grocery �

Home Goods (home decor/art, garden supplies, furniture) �

Specialty Goods (gifts/ cards, arts and crafts, beauty supplies, books, electronics) �

Market Data

99

65

5

580

80

80

50

101

SAN FRANCISCO

SACRAMENTO

LINCOLN

REDDING

RENO

DayTime markeT

city oF liNcolN (2012)

1,876 businesses with

8,270 employees

market area (2012)

3,215 businesses with

14,910 employees


70

APPENDIX F: SAMPLE MARKETING FACT SHEET

City of Lincoln Economic Development Department (916) 434-2400 [email protected]

MARKET AREA

PopulationMARKET AREA

households

MARKET AREA

age distribution

MARKET AREA

household income, 2012

0,000

20,000

10,000

30,000

40,000

50,000

60,000

70,000

80,000

0,000

20,000

10,000

30,000

40,000

50,000

60,000

70,000

80,000

2000Forecast

2012 2017 2000Forecast

2012 2017

Source: ESRI Business Information Solutions, 2013

Lincoln

Market Area

California

<5 75-8465-7455-6445-5435-4425-3420-2415-195-14 85+


Lincoln Total Market Area


Lincoln Total Market Area

25%

20%

15%

10%

5%

0%Less than$15,000

$150,000-$199,999

$100,000-$149,999

$50,000-$74,999

$35,000-$49,999

$75,000-$99,999

$25,000-$199,999

$15,000-$24,999

$200,000or More


Lincoln Total Market Area California

demoGraPhicsmarkeT area

PoPulatioN (2012)

67,611

household size (2012)

2.72

mediaN aGe (2012)

39.8

aGe 25-54 (2012)

36.8%

household iNcome (2012)

$79,738

bachelor’s deGree or hiGher (aGe 25+)

31%


71

APPENDIX G: SAMPLE TARGET BUSINESS CAMPAIGN

City of Canby Retail Marketing Campaign 1

Sample Target Business Campaign: Boutique Apparel, Canby, OR Goal — Identify and pursue specialty and independent apparel retail that might include apparel, accessories, shoes, quality consignment, vintage-like and other one-of-a kind specialty clothing merchandise targeted for Downtown Canby. Ideally, two retailers will open at the same time to create a destination and buzz. Audience — Independent owned and operated women’s apparel shops not currently represented downtown, regional and other retailers that may be ready to expand into a new market, businesses with current downtown locations in model cities/downtowns. Task 1. Contact apparel shops located elsewhere in Canby or nearby. q Identify local apparel shops that are located on the edge of Canby (including Aurora) or in

freestanding locations. q Match available buildings that would best-fit businesses. q Personally meet with them to present the vision for Downtown Canby and market study. q Provide them with the marketing packet detailing the opportunities (specific site and

building), market demographics, customer profile, and the business assistance available to them to help with their expansion.

q Add them to the database to receive e-blasts, newsletter and regular updates on downtown activities.

Task 2. Contact apparel retailers currently located in model downtowns. q Identify apparel retailers located in other metro Portland or Willamette Valley towns. (e.g.,

McMinnville, West Linn, Beaverton, Lake Oswego, Silverton, Salem, Oregon City, Gresham and selected Portland neighborhoods).

q Send a letter/market factsheet introducing the opportunities in Downtown Canby; offer to personally meet with them, to tour Canby and invite them to expand into the Canby market.

q Place follow-up calls to understand level of interest, develop rapport and encourage contact.

q Provide them with the marketing packet detailing the opportunities (specific site and building), market demographics, customer profile, and the programs and assistance available to them to help with their expansion.

q Invite them to join Facebook page, connect to Downtown blog, attend First Friday, etc. Task 3. Contact clothing designers in Portland. q Identify local companies producing apparel or unique products in or nearby Portland

through My City Designers, Art Institute of Portland and similar organizations. q Invite them to put a local outlet downtown or test for interest through shared retail space.

Task 4. Host a special event. Consider hosting a fashion show or other apparel-related special event, e.g., in conjunction with the Oregon Flock & Fiber Festival, September 22 & 23 being held at Clackamas Event Center.


72

City of Canby Retail Marketing Campaign 2

August 6, 2012 Ms. Kimberly Greenwood Owner, Clothes Closet 252 B Avenue Lake Oswego, Oregon 97034 Dear Ms. Greenwood: Are you aware of one the best expansion opportunities in the Portland metro area? Canby is a city that has seen substantial growth over the past decade. A recent market analysis that included surveys from nearly 1,200 local consumers indicated a boutique-style women’s clothing store as the highest priority for improving Canby’s already thriving downtown. The analysis further concludes that the Canby market area has the potential to capture over 70,000 square feet of additional apparel store space over the next five years. Based on your unique product line and established visibility, we think you would be a perfect fit to serve local demand, and we are committed to providing the assistance and support for you that would optimize success. Within two-miles of Downtown Canby are 6,000 employees. Retail vacancies are estimated at 6 percent compared to 9 percent throughout Canby. Local tourism is on the rise with 285,000 visitors per year to the Clackamas County Fairgrounds less than half a mile away. All of these factors contribute to great potential for apparel merchants in the years ahead. I will give you a call in the next few days in order to explore with you in greater detail the retail opportunities in Canby. Sincerely, Jamie Stickel Main Street Manager City of Canby


73

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74

APPENDIX H: SAMPLE RETAIL INCENTIVES

Downtown Brush New Business Incentive Program The Downtown Brush Rentals Incentive Program is given to encourage the establishment of new business within Downtown Brush through assisting new, relocating, or expanding businesses. The Downtown Brush Rentals Incentive Program provides the option of one of the following:

- Rent subsidies of up to one-third of the business’s monthly rent, not exceeding $500 per month, for the first three months of a minimum 1 year lease.

- City utilities costs, not exceeding $125 per month, are covered for the first year. - A forgivable loan in which the City of Brush gives up to $1500 dollars to the business as additional

startup capital, which the business will repay at $125 per month, interest free. If the business remains in operation after two years, the amount initially loaned is given to the business.

- Advertising costs for the newspaper and radio up to $1500. There is an option to combine different incentives, but the total must not be greater than $1500. i.e. $500 of advertising costs and a $1000 forgivable loan.

To qualify for the Downtown Brush Rentals Incentive Program you must meet the following criteria:

- A new business in Downtown Brush. ‘Downtown’ being qualified as Edison St. in the 300 and 400 block or on Clayton St. in the 100 and 200 block. ‘New’ being qualified as:

o Relocating from another city o Opening an additional location of an existing business o Starting a new business

A changing of address, name, or ownership does not qualify as new - Properly licensed. - Qualify as a targeted business. - Application approved by the City of Brush City Council.

Targeted businesses for Downtown Brush: New retail not currently provided downtown.

i.e. New clothing & accessory store (not used clothes), pet shop, household/office furnishings, tackle & bait shop, specialty retail

New service not currently provided downtown. i.e Party supply store/rental, restaurant, pharmacy

A business that offers the same goods or service that is currently offered by a business downtown will not qualify for the incentive program. Due to restricted funds, The City of Brush! limits the number of recipients of the Downtown Rental Incentive Program to four per calendar year.


75

Downtown Brush New Business Incentive Application

Name of Business: ______ Address of Business: ______ Mailing Address (if different): ______ Contact: ___ Phone: ______ Email: __________________________________ ___ Federal ID#: General Description of Nature of Business: ______ ______ ______ ______ Date of Business Opening: ______ Business Hours of Operation: ______ Business is: New business Relocating Business Expanding Business Select the incentive program option(s) you are interested in receiving and the amount: Rent subsidies City Utility Costs Forgivable Loan Advertising Costs $____________ $____________ $____________ $____________ Monthly Rent/Mortgage at Business Location: Length of Lease: ______ Building Owner: ______ Building Owner’s Mailing Address: ______ ______ Upon signing the application for assistance for the Downtown Brush New Business Incentives, I certify that the above information is correct. I also understand that this application is not a guarantee of assistance; that the application must go through the approval process of the City of Brush. Should my application be approved, I understand that the maximum assistance given will total no more than $1500.00. Should any circumstance arise which causes my above listed business to cease to exist, or to function in the nature it is listed above, or to relocate from the downtown area, all within the first year of business, I understand that any incentive assistance given from the City of Brush shall end at any time the City determines.

Applicant Signature: Date: ______ Printed Name: Title: ______ ====================================================================================

For City of Brush Use Only Applicant is: approved for: ______ denied ______ ______


76

APPENDIX I: PROSPECT TRACKING FORM

1 Ap

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77

APPENDIX J: DOWNTOWN HAMILTON ECONOMIC BENCHMARKS

Public Investment ▪ $$ invested in capital improvements, streets and infrastructure, other downtown improvements

Private Investment ▪ $$ spent on business and property improvements/acquisition/expansion

Business Mix ▪ Number and distribution

▪ Target niches filledReal Estate ▪ Retail square footage

▪ OccupanciesEconomic Vitality ▪ Full and part time jobs (net)

▪ Customer counts

▪ Sales growth

▪ Parking spaces

▪ Business inquiriesPromotion/Marketing ▪ Event counts

▪ Sales impacts


78

City of Hamilton, Downtown Master Plan Appendices Promotion + Image Building

APPENDIX K: SAMPLE RESTAURANT WEEK PROMOTION

79

APPENDIX L: SAMPLE CALENDAR OF EVENTS


JANUARY: Ghost Walk: 1st & 3rd Fridays – 8PM Paranormal history of Downtown Benicia are discovered on this fun, interactive tour led by a paranormal expert. Space is limited. Prepaid reservations are required by calling 707-‐745-‐9791.

FEBRUARY: Wine & Chocolate Walk: Saturday, February 8th – 1PM to 5PM Stroll First Street with your sweetheart tasting fine wine and chocolate pairings inside downtown shops. Pamper Me First: Sat. February 22nd – 11AM to 5PM Grab your girlfriends and come downtown for a relaxing day of pampering and shopping on First Street.

MARCH: Great Bowls of Chili Challenge: Sat. March 22nd – Noon to 5PM A friendly yet fiery competition amongst businesses, organizations, and individuals to make the best tasting chili in town. Come taste for yourself and be the judge!

APRIL: Farmers Market: Last Thursday of April through October – 4PM to 7PM Benicia Main Street draws many people to its popular Farmers Market. The Market offers fresh fruits and vegetables, baked goods, gourmet food, delicious hot foods, arts and crafts, live entertainment, and face painting. MAY: Benicia In Bloom: Sat. May 17th & Sun. May 18th – 11AM to 5PM At the annual open house, participating merchants feature in-‐store promotions geared towards spring and summer.

JUNE: Wine Walk: Sat. June 21st – 1PM to 5PM Stroll First Street on a beautiful summer afternoon and taste over a dozen wines being poured inside downtown shops.

JULY: Torchlight Parade: July 3rd – 6:30PM Benicia’s Independence Day parade stretches along First Street and includes dancers, floats, clowns, and entertainment. Picnic in the Park & Fireworks: July 4th – Noon This event is a wonderful way to spend the 4th! Benicia’s City Park is filled with arts and crafts, delicious hot food, live entertainment and children’s activities. Fireworks start about 9 p.m. at the foot of First Street making this a great event for the whole family. Benicia Waterfront Festival: Sat. July 26th & Sun. July 27th – 11AM to 6PM The popular summer event is back with a splash! Benicia celebrates its picturesque waterfront locale with two days of live music, craft beer tastings, tasty foods, vendor village, and kids’ activity area.

AUGUST: Taste of First Street: Tues. August 26th – 6PM to 9PM Downtown brings a sampling of the cuisine you can find from Benicia’s favorite restaurants on First Street with two glasses of wine and souvenir glass included.

SEPTEMBER: Wine Walk: Sat. September 27th – 1PM to 5PM Stroll First Street on a beautiful autumn afternoon and taste over a dozen wines being poured inside downtown shops.

OCTOBER: Scarecrow Contest: Month of October As people stroll downtown during the month of October they will be greeted by scarecrows fashioned by downtown businesses. The public is invited to vote on their favorites!

80

OCTOBER CONT’D: Haunted Depot: October 17th-‐19th, 24th-‐26th, & 31st The normally mild-‐mannered Southern Pacific Railroad Depot has been mysteriously transformed into a frightful depository of ghosts, goblins and spirits daring you and your family to pay a visit. Halloween Costume Contest & Sidewalk Stroll: Sat. October 25th – 10AM Benicia Main Street offers a great time for kids of all ages during the popular Halloween costume contest and sidewalk stroll. The local merchants on First Street get into the spirit of the holiday for all to shop and enjoy. At noon there will be a Canine & Critter Costume Contest on the First Street Green with awards and treats.

NOVEMBER: Downtown Holiday Shopping Spree: November 1st – December 4th A drawing for a Downtown Benicia Shopping Spree valued at $500 in Downtown Dollars. For every $10 that you spend at participating merchants, you will receive one ticket for the drawing. The drawing will take place on the evening of the Holiday Open House on December 5th. Earlier Than The Bird!: Sat. November 22nd – 9AM to Noon Jump out of bed, head downtown with friends and family, and get a jump-‐start on your holiday shopping! Teddy Bear Tea Party: Sun. November 30th & Sun. December 7th Camellia Tea Room and Benicia Main Street invite you to bring your teddy bear and join in the festivities at 828 First Street. Reservations are required and can be made by calling 707-‐746-‐5293.

DECEMBER: Holiday Open House & Tree Lighting: Fri. December 5th – 6PM to 9PM First Street merchants along with Benicia Main Street host this ever-‐popular open house at the beginning of the Christmas Season. Merchants offer beverages and treats and show off their holiday goods while costumed carolers sing traditional Christmas tunes. Live entertainment, wagon rides, and wine tasting add a festive atmosphere to this family event. Christmas Parade & Holiday Market: Sat. December 13th – 10AM to 3PM The parade starts at 10 a.m. at First and D Street and ends at H Street. The parade features local marching bands, dancers, and the much-‐anticipated Santa Claus. The Holiday Market features handcrafted arts & crafts, gourmet items and delicious foods.


81

APPENDIX M: SAMPLE RESTAURANT PROMOTIONAL CARD


82

APPENDIX N: DETAILED BUDGET FOR GATEWAY PLAZA

City of Hamilton, Downtown Master Plan Appendices Design

HAMILTON, MONTANA ENTRYWAY PLAZA

Concept Budget May 2014

Quantity Unit Items Lots 1, 2, and 3 Unit Price Amount34,240 SF Demolition, Surface, Simple Waste 2.25$ 77,040$

0 SF Demolition, Structures Minimal -$ -$ 1 LS Modifications for Vehicular Circulation Min. 5,000.00$ 5,000$ 1 LS Modifications for Vehicle Parking Minimal 5,000.00$ 5,000$ 1 LS Modifications for Underground Utilities Surface 12,000.00$ 12,000$ 1 LS Modifications for Above Ground Utilities 16,000.00$ 16,000$ 1 LS General Conditions 24,000.00$ 24,000$ 1 LS Modifications to Existing Drainage 20,000.00$ 20,000$ 1 LS Earthwork 45,000.00$ 45,000$

6,100 SF Pavements Standard, Walks and Parking 6.00$ 36,600$ 1,200 SF Pavements Decorative/Crosswalks 12.00$ 14,400$

240 LF Perimeter Protect/Match to Existing 20.00$ 4,800$ 5 EA Lighting Budget Allowance 4,200.00$ 21,000$ 1 LS Streetscape Ammenities Allowance, Simple 8,500.00$ 8,500$

10,000 SF Vegetation, Irrigated Allowance, Simple 3.75$ 37,500$ 1 EA Signage, Stripping, Minimal 4,000.00$ 4,000$ 1 LS Signage Wayfinding 3,600.00$ 3,600$

1 LSArtwork Iconic Piece, Heroic Scale, Local Regional Artist, Simple Plinthe and Lighting, Allow 46,000.00$ 46,000$

1 LS Artwork Supporting, Minimal, Simple 7,000.00$ 7,000$ SUBTOTAL 387,440$ Contingency @ .12 46,493$ Total Amount Hard Costs 433,933$

1 LS A&E Plan, Design Constuct Admin. Closeout 78,000$ TOTAL CONCEPT BUDGET 511,933$

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APPENDIX O: PARKING DIAGRAM


Building and site designers, who routinely work with codes, understand how significantly the character and built form of a community is impacted by the parking code. Too often planning staff, city council and the community do not have the same understanding. It is not uncommon for a City to adopt parking and land use codes without thorough exploration of the existing conditions and the forms that will result if properties are forced to comply. Too often, the adopted codes leave most of what exists in the historic downtowns “non-compliant”. This is in fact the case in Hamilton, Montana.

Unfortunately, the traditional patterns and character the community loves are no longer allowed to be built. Following is a series of diagrams illustrating some of the challenges and the resulting built forms that may be created when new or redeveloped properties are required to comply with the current parking code.

For purposes of the illustration, we have assumed a 75’ wide by 150’ deep lot. In fact, there is a vacant lot on the south side of Main Street, between 4th and fifth streets, that is exactly these dimensions.

Diagram 1- Existing Condition The first diagram shows what typically exists on an 11,250 square feet (SF) lot on or near Main Street. Historically, a 75’ wide lot may actually be three 25’ wide lots. Typically 2-story buildings as narrow as 25’ and as long as 75’ to 150’ have been built on these urban lots. Typically the building would front on the sidewalk/property line and have no side or front yard setbacks. Often parking and services are accommodated off of the back alley. The sketch of existing conditions shows 8 parking spaces along the alley and 7-8 diagonal parking spaces in front on Main Street. This leaves a 2-story building of 9,750 SF on each floor for a total of 19,500 SF. With 16 spaces provided, this building has less than one or .82 parking spaces per 1,000 SF. Current code requires 2-4 spaces per 1,000 SF (2 in the CBD and 4 outside of the 4 block CBD). For the illustrated existing condition, 39 to 78 parking spaces are required. Note, the CBD code allows credit for the parking spaces in front of the stores. If these were not allowed to be counted, the parking provided would be only 8% of current requirements.

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Diagram 2- Downtown Infill per City Code for property located within the CBD zoneThe second diagram illustrates the 2-story building that could be built if required parking is provided on site and on the street. Within the CBD, retail (and several other land uses) require 2 spaces per 1,000 SF. The CBD parking code does allow including the on street parking directly in front of the building. Notice that the ground floor has been reduced to only 5,250 per floor for a total of 10,500 SF which is 9,000 feet smaller than the existing condition example. Due to the geometry of the site there is an area for service behind. Potentially, new buildings would be designed to place the open space along the sides or in front to provide more light or outdoor retailing or dining space. The City does not have design guidelines that advocate for historic building patterns. Nor do the guidelines require new buildings to front on the sidewalk and have no setbacks. Potentially, new buildings will be designed without consideration of historic patterns and some of the charm will be lost. An even greater risk to the historic fabric will be new buildings tearing down existing buildings in order to provide enough parking spaces to meet code.

It is important to note that the CBD zoning, with reduced parking of the CDB requirements only applies to 8 blocks within the historic downtown.


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Diagram 3 and 4- Downtown Infill per City code, for property located in Business District (not in the CDB) The third diagram illustrates the 1-story building that could be built if required parking is provided on site. In Business Districts located outside of the CBD, retail (and several other land uses) require 4 spaces per 1000 SF. In these districts, the parking code does not allow including the on street parking directly in front of the building. Notice that the building area has been reduced to 4,500, the amount of square feet 18 parking spaces will support. The building has been reduced to a single story and the ground floor area has been reduced to only 4,500 SF. This building is 6,000 SF smaller than existing condition example in Diagram 1. A single story building will be inconsistent with historic fabric. In an era where the intent is to build more intensively and sustainably, and develop more businesses downtown, the parking codes are working in opposition to these goals. Potentially, new building will be designed without consideration of historic patterns and some of the charm will be lost. An even greater risk to the historic fabric will be new buildings tearing down existing buildings in order to provide enough parking spaces to meet code.

A 4th diagram illustrates what the resulting form might be if a 2-story building were developed with on-site parking provided at 4 spaces per 1,000 SF. Notice that the building area has been increased to 5,400 SF, the amount of area the 22 parking spaces shown on the plan will support. The building is 2 stories; however, the ground floor area has been reduced to only 2,700 SF. This building is 14,100 SF smaller than existing condition example (only 27% of the original SF) in Diagram 1. The resulting 2,700 SF floor plan is not well suited to retail.

RecommendationsThe parking code needs to be amended in order to meet many of the community goals related to efficient use of land, walkability, sustainability, infill, and historic preservation.

The City should reduce on-site parking requirements in business districts to more accurately reflect existing conditions and historic patterns. Two spaces per 1,000 square feet, with only 50% of this provided on site and street has proven to be adequate in many traditional and new downtowns focused on walkability and place-making. Should the community decide to require building owners to provide 2 spaces per 1,000 SF a fee in lieu policy is recommended. Under this policy, new development would pay into a fund for the City to build the additional and required spaces. Long-term the City may choose to implement a parking permit program and/or meter on street spaces.


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OrganizationOrganization establishes consensus and cooperation by building partnerships among the various groups that have a stake in the commercial district. By getting everyone working toward the same goal, your Main Street program can provide effective, ongoing management and advocacy for the your downtown or neighborhood business district. Through volunteer recruitment and collaboration with partners representing a broad cross section of the community, your program can incorporate a wide range of perspectives into its efforts. A governing board of directors and standing committees make up the fundamental organizational structure of volunteer-driven revitalization programs. Volunteers are coordinated and supported by a paid program director. This structure not only divides the workload and clearly delineates responsibilities, but also builds consensus and cooperation among the various stakeholders.

PromotionPromotion takes many forms, but the goal is to create a positive image that will rekindle community pride and improve consumer and investor confidence in your commercial district. Advertising, retail promotions, special events, and marketing campaigns help sell the image and promise of Main Street to the community and surrounding region. Promotions communicate your commercial district's unique characteristics, business establishments, and activities to shoppers, investors, potential business and property owners, and visitors.

DesignDesign means getting Main Street into top physical shape and creating a safe, inviting environment for shoppers, workers, and visitors. It takes advantage of the visual opportunities inherent in a commercial district by directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, parking areas, street furniture, public art, landscaping, merchandising, window displays, and promotional materials. An appealing

atmosphere, created through attention to all of these visual elements, conveys a positive message about the commercial district and what it has to offer. Design activities also include instilling good maintenance practices in the commercial district, enhancing the district's physical appearance through the rehabilitation of historic buildings, encouraging appropriate new construction, developing sensitive design management systems, educating business and property owners about design quality, and long-term planning.

Economic RestructuringEconomic restructuring strengthens your community's existing economic assets while diversifying its economic base. This is accomplished by retaining and expanding successful businesses to provide a balanced commercial mix, sharpening the competitiveness and merchandising skills of business owners, and

APPENDIX P: MAIN STREET MODEL

City of Hamilton, Downtown Master Plan Appendices Organizing for Action

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attracting new businesses that the market can support. Converting unused or underused commercial space into economically productive property also helps boost the profitability of the district. The goal is to build a commercial district that responds to the needs of today's consumers.

8 Principles of Main Street1. Comprehensive: No single focus — lavish public improvements, name-brand business recruitment, or endless

promotional events — can revitalize Main Street. For successful, sustainable, long-term revitalization, a comprehensive approach, including activity in each of Main Street's Four Points, is essential.

2. Incremental: Baby steps come before walking. Successful revitalization programs begin with basic, simple activities that demonstrate that "new things are happening " in the commercial district. As public confidence in the Main Street district grows and participants' understanding of the revitalization process becomes more sophisticated, Main Street is able to tackle increasingly complex problems and more ambitious projects. This incremental change leads to much longer-lasting and dramatic positive change in the Main Street area.

3. Self-help: No one else will save your Main Street. Local leaders must have the will and desire to mobilize local resources and talent. That means convincing residents and business owners of the rewards they'll reap by investing time and money in Main Street — the heart of their community. Only local leadership can produce long-term success by fostering and demonstrating community involvement and commitment to the revitalization effort.

4. Partnerships: Both the public and private sectors have a vital interest in the district and must work together to achieve common goals of Main Street's revitalization. Each sector has a role to play and each must understand the other's strengths and limitations in order to forge an effective partnership.

5. Identifying and capitalizing on existing assets: Business districts must capitalize on the assets that make them unique. Every district has unique qualities like distinctive buildings and human scale that give people a sense of belonging. These local assets must serve as the foundation for all aspects of the revitalization program.

6. Quality: Emphasize quality in every aspect of the revitalization program. This applies to all elements of the process — from storefront designs to promotional campaigns to educational programs. Shoestring budgets and "cut and paste" efforts reinforce a negative image of the commercial district. Instead, concentrate on quality projects over quantity.

7. Change: Skeptics turn into believers and attitudes on Main Street will turn around. At first, almost no one believes Main Street can really turn around. Changes in attitude and practice are slow but definite — public support for change will build as the Main Street program grows and consistently meets its goals. Change also means engaging in better business practices, altering ways of thinking, and improving the physical appearance of the commercial district. A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revitalization process.

8. Implementation: To succeed, Main Street must show visible results that can only come from completing projects. Frequent, visible changes are a reminder that the revitalization effort is under way and succeeding. Small projects at the beginning of the program pave the way for larger ones as the revitalization effort matures, and that constant revitalization activity creates confidence in the Main Street program and ever-greater levels of participation.


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Downtown Revitalization Partners The local downtown revitalization program must involve groups throughout the community to be successful. Different groups have different interests in the downtown. And, while each may have a particular focus, all groups ultimately share the common goal of revitalizing the commercial district. By involving a broad range of constituents in the process, the downtown program can help each group realize that this common goal exists and that cooperation is essential for successful revitalization. Furthermore, by identifying each organization’s greatest strengths, the downtown program can help focus that group’s energy in the areas where it will be most effective and have the most to contribute. Groups typically represented and involved in successful local downtown revitalization programs include:

Retail & Service Sector Business Owners Retail and service sector activity is an important part of the downtown’s economic base; consequently, business owners have a vested interest in the success of the downtown revitalization program. Retailers are often most interested in, and the most valuable contributors to downtown promotional activities, though their involvement in other downtown activities can also be beneficial.

Property Owners Since they literally own the downtown, property owners have a direct interest in the downtown program’s success and often become active participants in the revitalization process. Absentee owners, though, may show little or no interest in the program, nonetheless, they should be kept informed about revitalization activities and, as the program develops greater competency in directing downtown’s economic growth, should continue to be invited to take part in its projects.

Chambers of Commerce The chamber of commerce is an important player in most downtown revitalization programs because of its interest in the community’s commercial development. The chamber can help the downtown program by providing liaison with local and regional economic development agencies, helping businesses expand, recruiting new businesses and sharing information resources. Remember, though, that the chamber must be concerned with community-wide development. Focusing too much on the downtown can contradict its direct mission.

Financial Institutions Local financial institutions benefit from a revitalized downtown in many ways, from making new business loans to being able to attract new industry to the community. Banks and savings and loans can support the revitalization program by helping package loans, taking part in interest buy down and other financial incentive programs, providing leadership and seeking innovative ways to stimulate downtown economic development. Many financial institutions also find that participation in the local downtown revitalization program helps satisfy their directives under the Community Reinvestment Act.

Consumers In many ways, consumers stand to benefit the most from revitalized downtown offering goods and services that meet their needs. Many local consumers who may not belong to an existing community organization will still be interested in participating in the revitalization effort and in helping make the downtown - and the community - a more lively place to be.


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City and County Government Without the support and involvement of local government, it is doubtful that a downtown revitalization program will achieve long-lasting success. Local government can help provide the financial and information resources, technical skills, and leadership to the revitalization effort. Because local government plays a major role in directing the community’s economic growth, it must be an active participant in restructuring the downtown’s economic base and developing innovative solutions to downtown issues.

Media Downtown revitalization means creating new jobs, generating new investments and bringing more money into the community—all newsworthy activities. Thus, the media are usually major supporters of a downtown revitalization effort. In addition to publicizing the local program’s successes, media can provide information about local market characteristics to help the revitalization effort find better ways to meet consumer needs.

Regional Planning Commissions and Councils of Government These groups can provide the local downtown program with market data and other technical information about the downtown’s market area. They can also help the program identify resources and establish relationships with regional, state, and national economic development agencies.

Schools and Universities Schools can contribute to successful downtown revitalization in several ways. First, by involving young people in the revitalization process, the downtown program can reach a segment of the community that may not be familiar with downtown. Second, they can help students become positive contributors to the community’s quality of life. Finally, by giving students opportunities to use their academic skills in a “real world” environment, they can help the downtown revitalization effort implement programs and activities.

Historic Societies and Historic Preservation Organizations These groups can contribute expertise in local history, preservation technology, preservation technology, and related fields to the downtown program.

Civic Clubs By taking part in the revitalization effort, civic clubs can help improve the community’s quality of life and make the downtown a more pleasant and vibrant place for community activities.

Other Urban Renewal Boards Arts Councils and Commissions Cultural and Heritage Councils Garden Clubs Public Utilities Bicycle and Pedestrian Advocacy Groups Hospitals Tree City Committee Community Web Hosts and Providers


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First Year Operating Budget: Sample Small-Rural

ANYTOWN DOWNTOWN ASSOCIATION FIRST YEAR OPERATING BUDGET (Small town rural program, population under 5,000, part-time director) Cash In-Kind TOTAL Personnel Exec. Director (including taxes) 19,000 19,000 Benefits 1,100 1,100 Payroll Taxes 2,280 2,280 Clerical, Bookkeeping 420 300 720 Filing Fees, etc. 1,000 1,000

Total Personnel 23,800 300 24,100 Office Rent 2,880 2,400 5,280 Utilities 450 450 Telephone 900 900 Internet 900 900 Office Supplies 600 200 800 Postage 900 900 Org. Insurance 800 800 Equip./Repair 600 1,500 2,100 Dues and Subscriptions 400 400

Total Office 8,430 4,100 12,530 Other Photography 300 300 Printing 2,500 1,000 3,500 Local Meetings 250 250 Wkshps., Trngs., & Travel 2,400 200 2,600 Public Relations 900 900 Advertising & Promo 1,300 1,500 2,800 Tech Assistance 1,400 1,400 Committee Expenses 1,500 4,300 5,800 Miscellaneous 500 500

Total Other 11,050 7,000 18,050 TOTAL OPER. EXPENSES 43,280 11,400 54,680


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Board of Director Categories The Board should be a decisive, action-oriented group, small enough to easily establish a quorum and large enough to include broad community representation. Ideally, the board should have between 7 and 9 members for smaller communities (population under 5,000) or between 9 and 11 for larger communities chosen from the following groups (note that every group does not need to have representation on the board—this list is meant to help you think through potential candidates):

Downtown Retailers

Professionals

Downtown Property Owners

Service Sector

Financial Institutions

Chamber Board (not staff)

Heads of Neighborhood Organizations

Identified Community Leaders

Local Civic Organizations

Preservation or Historical Society

School District

Interested Community Members

City and/or County Government (works best in ex-officio capacity) An ideal board of directors should not have a majority from any single category.


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Well-Rounded Committee Checklist Committees of a downtown revitalization programs using the Main Street Approach® are typically made up of five to seven people who meet at least once a month to plan and prepare activities. These activities usually create additional demands for time and volunteers. The committee should consider forming task groups to involve others in the effort for specific projects and activities.

Organization Committee:

Promotion Committee:

Design Committee:

Economic Restructuring Committee:

Downtown merchants

Residents

Media Representatives

Volunteer Specialists

Downtown property owners

Civic group volunteers

Accountants

Downtown merchants & employees

School board members

Teachers of marketing & design

Graphic designers and artists

Arts organizations

Advertising professionals

People who want to be “part of the action”

Architects

Real estate agents

Contractors


City Planners

History buffs

Interior designers and florists

Graphic Designers and artists

Architectural students

Merchants

Realtors & mortgage brokers

Marketing professionals & teachers

Investment brokers

Economic development staff (city/county)


Consumers

Developers

SBDC staff

Business students


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