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N E W M E X I C O M A I N S T R E E T | A P r o g r a m o f t h e N e w M e x i c o E c o n o m i c D e v e l o p m e n t D e p a r t m e n t

Executive Director Orientation

February 8, 2018Background and Introduction to Organization Point

History behind MainStreet• Historically, Main Street was the community’s primary

commercial hub (pre-WWII).

• Suburbanization and marketplace changes created a movement away from downtown commerce centers.

• Changes in local and federal policy affected how historic buildings were managed, maintained.

• MainStreet is a movement to preserve historical assets while rebuilding vital economies in downtown communities.

*National Trust for Historic Preservation

The MainStreet Program

Real Places Doing Real Work to Revitalize Their Economiesand Preserve Their Character

Specifically, MainStreet is: 1. A proven strategy for revitalization (Four Points Approach). 2. A powerful network of linked communities.3. A national support program that leads the field.

Main Street is an asset-based economic development approach to restoring a thriving economy in New Mexico communities

*National Main Street Center

E-Based Economic Development

• “Classic”, large-scale economic development

• Manufacturing, construction, infrastructure and transportation

• Recruits external business (tech, auto), focuses on export of goods

• Leverages public resources for infrastructure and incentives (tax abatements, job training funds, etc.)

Asset-Based Economic Development• Focuses on “bottom up” community

driven economic development projects

• Focuses on a community’s natural environmental, socio cultural, and economic assets and how these can be leveraged into sustained economic growth and productivity

• Builds on existing local resources to strengthen local and regional economies; expands the small business core of a community - retail, hospitality, entrepreneurism

• Leverages local investments (public and private) for economic projects.

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A BALANCED APPROACH

• Both E-Based and Asset-Based Economic Development is needed for a strong NM economy

• Asset-Based approaches are more critical in communities where E-based economic development is not feasible

• MainStreet is the primary example of asset-based (community) economic development.

Successful ABED Requires. . .• Strong leadership at both the

local and regional levels• Innovation

• Collaboration• Rethinking of traditional

economic development paradigms

• Funding• Patience WPA-era Library, Clayton, NM

ASSET MOBILIZATION is an ACTION step that requires organizing and harnessing the relationships that exist within the community.

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What Does It Meant to be a MainStreet Community?

Your community…

1. Has been officially designated by the state regional coordinating program.

2. Implements the MainStreet Four Point Approach to advance economic development goals

3. Meets, or is striving to meet annual accreditation criteria Nob Hill MainStreet

(Albuquerque)

2018 MainStreet Communities

Benefits of the MainStreetAsset-Based Approach

Local Business• Healthy Business Climate

• Expanded Customer Base

• Vibrant Commercial District

• Growth Opportunities

• Deters Leakage

• Stronger Business Environment

Community• Revitalized District Economy

• Increased GRT, Stronger Tax Base

• Restoration of Civic Places

• Access to State/Federal Resources

• Improved Quality of Life

• Stable population

Technical Assistance from NMMS

MainStreet Economic Impact – All/Rural NM Communities

2013-2017 Performance (aggregate):� 675/558 Net new businesses� 1,008/759 Building rehabilitations� $158/$85 Million New building construction� $93.3/$51 Million Private sector economic reinvestment� $55/$42 Million Public sector economic reinvestment� 2,694/1894 New jobs (net)� 168,865/140526 Volunteer hours (~$3.4/$2.8 mil. value*)

* Source: Independent Sector statistics


The MainStreet Four Point Approach

Organization Design

PromotionsEconomicVitality

Ensuring that all organizational resources (partners, funding, volunteers, etc.) are

mobilized to effectively implement a Community Transformation Vision

Enhancing physical elements of district, capitalizing on its unique historic assets;

includes urban planning, public art, historic preservation and adaptive building reuse

Positions district as the center of the community and hub of economic activity by creating a positive image that showcases a

community’s unique characteristics.

Build economic opportunity and create a supportive business environment for small

business owners, entrepreneurs, and innovators; includes live/work housing


Re-Think Refresh


Asset-Based Economic Development via NM Arts & Cultural Districts and Frontier Community Projects

• ACD’s focus on enhancing the “Creative” or “Cultural” Economy , positioning arts and culture as the center of revitalization and community economic development efforts.

• Frontier Communities Initiative focuses on community economic development support in rural communities (pop. <7,500) to develop a catalytic economic development project .

• Like MainStreet, each must demonstrate positive economic impact in job creation, business development, business creation/expansion, leveraging of private sector reinvestment, or enhancement of the community’s economic environment.


The Main Street Organization Point

GoalBuild and sustain a strong volunteer-

driven MainStreet organization

Organization – Two Key Components

CapacityKnowledge, Skills and Abilities to:• Operate Revitalization Corp.• Establish Economic Dev. Plans• Engage Stakeholders• Build Partnerships• Establish Teams• Generate Resources• Manage Volunteers• Coordinate Projects• Evaluate Performance and

Outcomes

ResourcesGenerate and Utilize:• Plans/Strategies• Partners/Teams• $$/Funds/Other Resources• Volunteers (incl. Boards)• Staff• Community Assets• Communications and PR


AcceleratorProcess

MainStreetAmerica Affiliate

MainStreet America

Accredited

Pathway to MainStreet Accreditation

12-18 Months Renewed Annually

1 • Application

2 • Review/Readiness Assessment

3 • Selection/Designation

The Role of the MainStreet Organization

1. Serves as a centralized infrastructure with dedicated staff to lead the revitalization process.

2. Structures processes that lead to common economic development goals

3. Assumes responsibility for shared performance on economic development projects via the Four Points

4. Maintains continuous communication with stakeholders5. Constantly support participants and activities to build

incremental successes.6. Implements economic development goals and strategies

and monitors economic development outcomes.


The Public-Private Partnership

CommunityStakeholders

State Gov’t

Local Gov’t

Revitalization Corporation

Local Government Partner

• Philosophical Commitment (MOU)• Coordination/Planning• Financial Support for Operations• Fiscal Agency for Capital Outlay $$

New Mexico MainStreet

• Technical Assistance• Capital Outlay $$• Coordination, Reporting• Compliance• Coordinate w/DCA, NMArts, etc.

Local Revitalization Partner• Implement Projects• Resource Development• Planning, Statistical Reporting• Coordination w/City, State• Compliance


Biannual MOU, Scope of Services Contract

Traditional Organizational Structure

MainStreet Board of Directors

Organization Committee

Design Committee

Economic Restructuring

CommitteePromotions Committee

MainStreet Executive Director

The MainStreet Organization


Board of Directors

Responsibilities:� Funding/Fundraising� Financial Management� Advocacy� Policy� Planning/Evaluation� Personnel Hiring � Committee Oversight� Oversee Strategy/Project Implementation====================================� Executive Committee (President, Vice-President,

Secretary, Treasurer)

Structure� Broad-based� Usually 7-13 members� Individuals give 4-10

hrs./month

MainStreet Committees/Taskforces

Roles� Meet regularly� Develop work plans� Implement projects� Report to the board� Keep records of

Committee work, and successes

Expectations of members:� Learn the MainStreet Approach� Commit at least 1 year� Work 3–5 hours per month� Attend trainings� Recruit/orient new members� Take responsibility for projects� Represent the org. positively to

the public� Supports activities of the

organization

The MainStreetExecutive Director

• Does not do the all the work of the committees or volunteers (serve as a resource to the board/committees). Helps teams complete the work.

• Provides a professional “nudge”

• Thinks strategically

• Volunteer mgmt, public relations, fundraising and grant writing, and project coordination

• Coordinate annual planning, reporting and assessment tasks

• Receives, and trains others

The MainStreet Executive DirectorDesired Characteristics:� Excellent people skills� Organized� Good communication skills� Self-starter� Computer skills� Ability to delegate & multi-task� Thick-skinned� Happy and energetic

Funding MainStreet:Sources & Team Roles

Historical Income Formula

Public funding

Funding from business district

Community funding

Miscellaneous

Sources of Funding• Public sector support • Private sector annual contributions • Event/project sponsorships• Promotional event income• Product sales, other fund-raising events• Contracts, fees for services• Taxes: assessments/TIF/lodgers’ tax• Project grants

Board/Taskforce Fundraising &

Financial Management Roles

Ensuring the organization’s funding:

• Developing an annual budget

• Plan resource development projects

• Making individual donation

• Raising sufficient funds annually

• Monitoring program finances

• Approving expenditures

• Authorizing an audit

• Developing a long-term funding strategy

Exec. Director Role In Fundraising

• Support for fundraising– Serving as public relations ambassador– Making sure fundraising plan(s) is/are implemented– Identifying potential donors– Assisting with donor development, fundraising materials– Tracking contributions and other record keeping– Grant writing– Assist with fundraising events

Organization Committee/TaskforceFunding Responsibilities

• Preparing fundraising plans and materials• Build funder relationships• Coordinating annual contribution campaigns• Oversee fundraising activities and events• GENERATE FUNDS

Work Plans and Project Implementation Plans

Looking Ahead

USING MAIN STREET AS A MODELFOR YOUR COMMUNITY

DES

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§ COMMUNITY VISION§ MARKET UNDERSTANDING

TRANSFORMATION STRATEGY


§ QUANTITATIVE OUTCOMES§ QUALITATIVE OUTCOMES

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THE MAIN STREET APPROACH• For each Economic

Transformation Strategy, there must be activities in each of the Four Points.

• For each activity, identify:• ACTIVITIES• RESPONSIBILITY• BUDGET• FUNDING• TIMELINE• METRICSD

ESI

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Must be Reflected in Board-Adopted Plans

The Annual Work Plan • Organization’s mission statement• Two (2) Economic Transformation Strategies• One (1) Capacity-Building Strategy• Identify Four Points projects• List of taskforce members / persons responsible• Detailed project implementation plans for each• Program budget (optional)• Program partners/funders (optional)

1. UNDERSTANDING CONDITIONS ON THE GROUND (INPUTS):

§ Community Vision: What do people want?

§ Market Research: What can the market support?

2. ESTABLISH TRANSFORMATION STRATEGIES§ Provide a clear sense of priorities and direction for the revitalization efforts

§ Implementation of strategies carried out through work that aligns with the

Four Points

§ Work can be implemented through traditional committee structure (if that’s

working – keep doing it!), or through ad-hoc work groups, individuals,

community partnerships, etc.

3. FOCUS ON IMPACT AND MEASUREMENTS (OUTPUTS):§ Qualitative Outcomes

§ Quantitative Outcomes

Transforming the Conditions

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A FOCUS ON STRATEGY

Two types of Transformation Strategies§ Catalyst Strategies

§ Help organizations without recent (or with limited) market information get started

§ Build on the presence of a customer group (i.e.: workers), OR§ Build on the presence of a concentration of a type of product,

service, or business (i.e.: arts district)§ Customized Strategies

§ Based on more substantive market information§ Can help an organization tackle more complex or challenging

transformations

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Asset-Based Economic Development Customer-Based Strategies

• College Town• Elder Friendly• Family-Friendly• Boomers, Millenials,

GenX’ers, etc.• Military

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• Apparel• Arts• Agriculture/Local Foods• Convenience Goods/Services• Culinary/Restaurant District• Entertainment/Night Life• Ethnic Specialties• Green Products• Health + Wellness• Home Furnishings• Light Manufacturing• Professional Services• Sports, Recreation, Outdoors

Asset-Based Economic DevelopmentProduct-Based Strategies

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• Arts/Creative Economy

• District Workers/Residents

• Knowledge Economy• Manufacturing (Light)• Tourism

Asset-Based Economic DevelopmentOther Catalyst Strategies

Connecting Four Points Projects to Asset-Based Economic Development Strategies

Economic Vitality Organization Design PromotionsDistribute market profile sheets to 65 businesses

Develop a local business asset map to guide the task implementation.

Build relationships with city/county tax assessors

to compile Sales/GRT info.

Create a tactical urbanism intervention project in an empty lot using a “lighter, quicker, cheaper” seating,

shade and public art approach

Produce an annual promotions and

advertising package targeting residents

Produce business enhancement seminar on local customer targeting

(reach 25 businesses)

Conduct 40 business visitations; engage owners

in “Shop Local” or networking events; recruit

10 sponsors/partners

Create TIF district to establish sustainable funding source for street and public

area enhancements and improvements

Produce a business directory (list 65

businesses)

Provide in-store consultingto establish social media

marketing program (5 priority businesses)

Establish a PR campaign highlighting your

MainStreet business development goals.

Conduct a façade squadproject at the Courtyard Café: paint walls, refresh planters, repair deck(s)

Implement a retail event (sidewalk sale) with cooperative/shared

advertising and coupons

Strategy: Capture more local consumer dollars by helping existing businesses tobetter serve local residents.

Outcomes: Increases measured for, a) Sales in MainStreet district, b) GrossReceipts Taxes, c) car/pedestrian traffic, 4) attendance at key events.

Sample Actions/Outputs:

Task Responsibility Timetable Cost Revenue Progress Comments

Gather, review sample directories Committee By 1/15 Request from DC MS, NMSC

Decide content, format, distribution Committee 30-Jan Discuss at meeting

Gather business names/contacts Scott 30-Jan

Decide how to fund Committee 30-Jan $5,525* *Revenue based on 85 biz @$65 ea

Obtain volunteer graphic designer Sheila 30-Jan $0* *May need to pay designer

Draft biz info letter, sign up Amber 6-Feb Scott to print; committee to sign & mail

Hold meeting to discuss w/businesses Tina, Arturo 3-Mar $45

Meet w/design firm to discuss concept

Committee 15-Mar Scott will coordinate

Preliminary concepts from designer Design Firm 30-Mar Sheila to coordinate

Draft, review & finalize copy Sheila, Scott 15-Apr

Provide copy, photos to designer Scott 1-May

Get printing bids Rahim 30-Apr

Provide final corrections to designer Sheila 20-May

Print directory Rahim 6/15-6/20 $7,500

Inform board, committees Amber, Sheila By 7/15 Present inventory @ July board meeting

Write & distribute media release Sheila, Scott 15-Jul

Distribute copies to each business Rahim, Tina 15-Jul

Distribute remaining copies Scott 15-Jul

TOTAL: $7,500 $5,525

Project: Produce a business directory Completion date: 7/15/2017

Chair: Amber Phone: 555-5000 Email: [email protected]

Committee Members: Sheila, Alex, Tina, David, Rahim, Arturo

SAMPLE PROMOTION ACTIVITY IMPLEMENTATION PLAN

NMMS STATEWIDE ECONOMIC TRANSFORMATION STRATEGIES

1. Build capacity for local economic revitalization and redevelopment.

2. Enhance the Entrepreneurial and Creative Economy

3. Create thriving places through Placemaking and Preservation activities.

The Ten Performance Standards1. Broad-based community support for the commercial district

revitalization process (public and private sectors).2. Vision and mission statements relevant to community conditions

and to the local MainStreet program’s organizational stage.3. Updated, comprehensive MainStreet work plan.4. Maintain a historic preservation ethic.5. Active board / volunteers implementing the Four Points Approach.6. Adequate operating budget for the program.7. Paid professional staff (Executive Director).8. Ongoing training for staff and volunteers.9. Reports key statistics.10. Maintains current membership with National Main Street Center.

Keys to Organizational Success• Constantly communicate• Say what you’ll do & do what you’ll say • Establish clear roles, responsibilities, and

assignments• Constantly recruit & thank volunteers• Recruit for specific skills & affiliations • Follow written project plans• Evaluate & refresh• Have fun with the work• Ask for help!

Organization ServicesORGANIZATION TRAINING

q Board Orientation

q Officer/Committee Chair Training

q Organization Committee Training

q Staff Orientation/Mentoring

ORGANIZATION PLANNING

q Mission and Vision Statements

q Strategic/Annual Work Plan Facilitation

RESOURCE DEVELOPMENT

q Operational Fund-Raising

q Project Fund-Raising

q Grant Writing Assistance

OPERATIONS

q Corporate Documents (Articles, bylaws)

q IRS Tax Status/Forms

q Non-Profit Management

q Personnel Management

q Financial Management Consultation

q Local Government MOU/Service Contract Support

q Compliance Reporting

OUTREACH

q Public Relations Strategies

q Brochures (Organizational, Membership)

q Other Organizational Collateral Materials

q Building Effective PartnershipsVOLUNTEER DEVELOPMENT

q Team-Building

q Volunteer Recruitment, Training, Retention and/or Recognition

CONTACT US AT:

Rich Williams ([email protected])Daniel Gutierrez ([email protected])

Julie Blanke ([email protected])Anna J. Blyth ([email protected])

Eduardo Martinez ([email protected])Amy Barnhart ([email protected])