6. HRSR 06-07-2010REQUEST FOR ACTION
To Item Number
Housing & Redevelopment Authority
Agenda Section Meeting Date Prepared by
June 7, 2010 Annie Deckert, Economic
Develo ment Assistant
Item Description Reviewed by
Consider application for MN Main Street Program
Reviewed by
Action Requested
Following a presentation by Ms. Emily Northey, MN Main Street Program Coordinator for the
Preservation Alliance of MN, the HRA is asked to consider submittal of the application to the
Preservation Alliance of MN for the MN Main Street Program.
Background/Discussion
On May 27t'', the Preservation Alliance of MN launched a program to assist local communities in their
commercial revitalization efforts called Minnesota Main Street.
The HRA presentation will include:
• A review of the Designated Main Street Program
• A review of the Associate Member Community of MN Main Street
• Application requirements and deadlines
• Application and program costs
The deadline for the application is June 21, 2010. The HRA is asked to chose from the following:
• Apply for the Designated Main Street Program (a review of this application indicates the
application may be stronger after the completion of a downtown redevelopment plan)
• Apply for the Associate Member Community of MN Main Street
• Nothing at this time; explore in 2011, or after the completion of a downtown redevelopment plan
Attachments
• MN Main Street Application Cover Letter
• MN Main Street Fact Sheet
• MN Main Street Selection Criteria
Action Motion by Second by Vote
' Follow Up
N:\Departments\Community Development\F,conomic Development\f lousing\MN Main Street\6.7.10 IIRA Action Reyucsted.doc
M I N N E S O T A
Emily Northey
Minnesota Main Street -Preservation Alliance of Minnesota
416 Landmark Center, 75 W. 5th Street
St. Paul, MN 55102
www.mnpreservation.org/ programs/main-street
May 27, 2010
Subject: Minnesota Main Street Application
We are excited to be launching Minnesota Main Street to assist local communities in their commercial district
revitalization efforts. This first year, we have a very short application window for communities to apply and be accepted
as Designated Minnesota Main Street programs due to funding time constraints.
The difference between "Designated MN Main Street Communities" and "Associate Members"...
Designated Minnesota Main Street Program
This is a local commercial district revitalization program that uses the Four-Point approach, has broad
community support, paid staff, and meets (or will soon be able to meet) other standards.
Associate Member Community of Minnesota Main Street
This may range from a community just learning about Main Street with a group of volunteers to a long-
standing downtown development group with years of success under its belt.
We want to ensure that we are helping communities succeed with this model of downtown revitalization. To provide us
with the necessary time to make this important selection, we are requesting that the following application be filled out
and returned to the office of the Preservation Alliance of Minnesota no later than 5 p.m. on June 21, 2010.
Documents included with this cover letter are:
• Associate Member Community of Minnesota Main Street -Registration Form
• Designated Minnesota Main Street Program -Application Packet
o Selection Criteria to be used in reviewing Designated applications
o Memorandum of Understanding for Designated Communities -This is a draft pending legal review
Minnesota Main Street is already in the process of considering our application timeline for the 2011 program
designation. Please note that applicants not selected in 2010 will be given feedback about their application to use in
reapplying in 2011. The 2011 application process will also favorably weight applications from communities that are
Minnesota Main Street Associate Members this year.
Thank you for taking the time and effort to submit this application for Minnesota Main Street's re-inaugural year. Please
contact me at (651) 293-9047 or by email at enorthey@mnpreservation.or~ with any questions you have along the way.
Sincerely,
Emily Northey
Minnesota Main Street Program Coordinator
A program ofthe
PreservatiunAlliance of Minnesota
Minnesota Main Street
Fact Sheet
Minnesota Main Street is an economic development program empowering communities that seek to
capitalize on the unique assets and character of our historic downtowns. We assist and promote local
revitalization efforts based on the Four Point ApproachT"^ developed by the National Trust's Main Street
Center.
History of the National Main Street Program
In response to growing economic woes and threats to
Main Street commercial architecture, the National Trust
for Historic Preservation (NTHP), launched the pilot
version of the national Main Street program in 1977. Since
then, the program has become a proven small town and
urban commercial corridor economic development
program, leveraging over $40 billion in public and private
investment. The Main Street program is a comprehensive
commercial revitalization strategy that helps communities
preserve some of their most significant assets-their
historic buildings. NTHP has developed the Main Street
Four Point ApproachT"", tailored to local needs and
opportunities:
_~,
Austin, Minnesota -Circa 1937
Courtesy of the Minnesota Historical Society
Credit: St. Paul Dispatch & Pioneer Press, ca. 1937
• Design: Enhancing the physical appearance of the commercial district by rehabilitating historic
buildings, encouraging compatible infill, and developing sensitive design management systems.
• Organization: Building consensus and cooperation among the many groups and individuals who have
a role in the revitalization process.
• Promotion: Marketing the traditional commercial district's assets to customers, potential investors,
new businesses, local citizens, and visitors.
• Economic Restructuring: Strengthening the district's existing economic base while finding ways to
expand it to meet new opportunities.1
For urban Main Street programs, there is a fifth Approach:
• Public Safety: Reducing crime and the perception of crime is a precondition for revitalizing
neighborhood commercial districts.Z
The Main Street Approach advocates "community self-reliance, local empowerment, and the rebuilding
of traditional commercial districts based on their unique assets: distinctive architecture, apedestrian-
friendlyenvironment, personal service, local ownership, and a sense of community.i3 The program
measures success with indicators such as job creation, building permits, construction dollars,
Convention and Visitors Bureau counts, and building renovation and new construction projects
1 From National Main Street Center Fact Sheet, see: http://www.mainstreet.org.
Z Seidman, Karl. "Revitalizing Commerce for American Cities: A Practitioner's Guide to Urban Main Street Programs."
Washington, DC: Fannie Mae Foundation, September, 2004. 6.
3 National Main Street Center website, see: http://www.mainstreet.org
The Role of Minnesota Main Street
As the official statewide coordinating program, the Minnesota Main Street program:
• Competitively selects local Main Street programs for participation;
• Provides technical assistance and-when available-financial assistance to communities;
• Provides quarterly trainings in the application
of the Main Street Four Point Approach T"";
• Creates a membership network for
participating and aspiring Main Street
communities by acting as a resource for
networking, education, and advocacy;
• Acts as a clearinghouse for resources for the
Main Street network;
• Certifies which communities have met the
standards for accreditation by NMSC.
Investment
In its first year of operation, the Minnesota Main Street Program will invest almost $100,000 in
assessment visits, training seminars, technical assistance, and consulting services for its Main Street
membership network. This investment has been financed in part with funds provided by the State of
Minnesota from the Arts and Cultural Heritage Fund through the Minnesota Historical Society.
Minnesota Main Street and its contractors will spend approximately 10 days in each Main Street
community and provide an additional six days of training opportunities for participants in the network.
Communities being considereddesignation as certi ie ain treets wi receive atwo- ay visit y an
assessment team comprised of professionals in the fields of design, planning, organizational and
economic development, and marketing. Assessments will assist the community in understanding its
strengths and opportunities in app ying the Main Street Four Point_Ap~r_o~chT"^. The assessments will
help to guide the community in identifying the best application of its complimentary, professional
consulting services provided by Minnesota Main Street. Consulting services will assist in meeting the
community's needs in the areas of organization, design, economic restructuring, and / or promotions.
Designated Main Street communities are eligible to participate in trainings and conferences for no
additional fee. Trainings are open to local Main Street program directors and volunteers.
Results
Minnesota Main Street seeks to inspire local communities to directly engage in the revitalization of their
historic city centers th the Four Point ApproachT"". Local communities benefits from a coordinated
vision for the downtown inspiring hundreds of hours of volunteer time, an strengthened job and
business base, and hundreds of thousands of dollars in private investment to purchase, construct and
rehabilitate historic commercial district property.
For More Information:
Will O'Keefe, Intern
Preservation Alliance of Minnesota
Minnesota Main Street
wokeefe@mnpreservation.org
www.mnpreservation.org
(March 5, 2010)
Recognizing that quick-fix solutions do not work, the Main Street Approach° advocates a return to community self-
relianceand the redevelopment of Main Street project areas based on their traditional assets: personal service, local
ownership, a unique physical environment and a sense of community. It is an incremental, long-term, total community
effort differing in philosophy and effect from capital-intensive, quick-fix projects. The Main Street Approach°
incorporates activities in four distinctive areas; each of these combine to build a positive, identifiable image for the Main
Street project area.
ORGANIZATION: The Main Street Approach° to revitalization is a total community effort. To be successful, a local
program must organize many different public and private sectors of the community to unite for the common goal of a
better downtown/neighborhood. Groups and individuals typically involved in Main Street programs include business
people, merchants, property owners, local government, financial institutions, industry, clergy, schools, utilities, residents
and civic groups. Building the organization's capacity with enough people, funds and local enthusiasm to implement the
program is critical to successful district revitalization.
PROMOTION: Promoting and marketing a main street district can attract customers and investors to the area and
increase community economic viability. Main Street programs work to market the district and community through a
series of aggressive, targeted activities such as: special events and festivals, events to boost retail sales, image
development, cooperative advertising, marketing the entire district and developing heritage tourism opportunities.
DESIGN: The physical appearance of a business district sets that district apart from any other. A physically attractive
district is more appealing to shoppers, residents, visitors and potential investors. The Main Street design philosophy is
based on a historic preservation ethic and involves improving the appearance of all physical things in the project area,
including buildings, signs, window displays, and public improvements.
ECONOMIC RESTRUCTURING: Using the Main Street Approach°, communities work to retain existing commercial
businesses by analyzing current market forces in order to develop long-term solutions. The Main Street program works
to identify the strengths, challenges and opportunities for the project area and assists in expanding existing businesses
and/or recruiting complementary new business to fill vacant spaces.
NATIONAL MAIN STREET CENTER'S STANDARDS FOR ACCREDITATION
1. Has broad-based community support for the commercial district revitalization process, with strong support from
both the public and private sectors.
2. Has developed vision and mission statements relevant to community conditions and to the local Main Street
program's organizational stage.
3. Has a comprehensive Main Street work plan.
4. Possesses an historic preservation ethic.
5. Has an active board of directors and committees.
6. Has an adequate budget.
7. Has a paid professional executive director.
8. Conducts a program of ongoing training for staff and volunteers.
9. Reports key statistics.
10. Has current membership in the National Trust's National Main Street Network membership program.
Revitalization can be approached in many different ways. The primary objective of the Main Street Approach° is to
foster economic development within the context of historic preservation. Downtowns and neighborhood commercial
districts across the country have prospered by using this cost-effective approach of attracting new investment to their
districts while reusing the existing building stock and amenities.
MINNESOTA MAIN STREET DATES TO REMEMBER- 2010
May 27 Designated Applications and Associate Registration Forms available N/A N/A
June 21, Designated Applications and Associate Registration Forms due Yes Yes
by 5 p.m.
June 30 Communities notified of application results N/A N/A
July/Aug. TRAINING: Main Street Basic Training Held Yes Yes
Sept. TRAINING: Minnesota Main Street Training at Minnesota State Yes Yes
16-17 Historic Preservation Conference, Winona
Nov. 3-4 TRAINING: Joint Main Street Workshop with Iowa and Wisconsin Yes Yes
TBD TRAINING: Fourth training session of 2010 Yes Yes
Jan./Feb. Local Reinvestment Statistics Due to MN Main Street Yes Yes
Designated
MN Main
Street $2,000 Free
Member
Associate
Member
$200 Discounted
Community
__
Network Individual $20
Members
(Individuals & Full Cost
Businesses) Business
$100
Non-
Members Full Cost
The Minnesota Main Street Program is recognized by the National Trust Main Street Center® as the official statewide
coordinating program in Minnesota.
The Minnesota Main Street Program has been financed in part with funds provided by the State of Minnesota from the Arts and
Cultural Heritage Fund through the Minnesota Historical Society. For more information, visit the Alliance website at
www.mnpreservation.or~/programs/main-street
`Includes training, materials, community workshops, etc.
MINNESOTA MAIN STREET BENEFITS
MINNESOTA MAIN STREET
SELECTION OF 2010 DESIGNATED COMMUNITIES
SELECTION CRITERIA
This Selection Criteria should give you an idea of what an A++ application to become a Designated Minnesota Main
Street Program would look like.
It is important, if the Main Street Approach to downtown revitalization is to be successful, that there is widespread
support for the project throughout the community. Support for a project can be gauged by who is knowledgeable about
the project, who is funding the local project, who cooperated in compiling information for the application, who wrote
letters of support, etc. This support should come from both private (citizens, merchants, property owners, business
associations, private non-profit groups) and public (city, county) sources.
APPLICATION COVERSHEET
• Those who assisted in preparation of the application represent a wide cross-section of groups and people
within the community.
COMMUNITY SUPPORT
• Public /Private Sector Cooperation and Commitment
o There is a broad-based representation of support for implementation of the program from the business,
private and public sectors.
o Apublic-private partnership between major groups in the community is apparent. This support is
evident in financial and organizational terms for the duration of the three-year start-up phase of the
local Main Street program.
• Problems and projects described in the application clearly indicate that both the public and private sectors
make constructive efforts to address problems in the community and especially the downtown area.
. .. . . . . . . . . . . . . . .. . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . .. . .. . . . . .. . . . .. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . .
RANKING OF 0 POINTS EQUALS:
• The application does not show support from a wide range of groups and people within the community.
• The public-private relationship is poorly defined and limited in scope. It does not involve the groups and
individuals from the community necessary to ensure the program's success.
ADEQUATE BUDGET
• There is documentation to substantiate funding sources.
o The financial capability to employ a paid manager, fund a local Main Street program, and support
business-area projects.
• A variety of funding sources should be utilized.
RANKING OF 0 POINTS EQUALS:
• Committed funds are inadequate to serve the needs of the program.
Minnesota Main Street Application -Selection Criteria 2010 ~ 1 ^
VISION AND MISSION STATEMENTS
• Vision and Mission statements for the current/future commercial district revitalization organization are
included in the application.
Economic growth in a downtown using the Main Street Approach, involves an understanding of the Four Point
Approach° to downtown revitalization through historic preservation. Goals the community has set in the past show
whether the community is realistic, enthusiastic and constantly striving to use local resources to create opportunities.
PAID STAFF
• There is a firm commitment to hire and provide support for a program director at a salary comparable to other
development professionals in the community.
RANKING OF 0 POINTS EQUALS:
• The commitment to hire a program director is weak or non-existent.
MAIN STREET WORK PLAN
• Expectations, specific goals and the downtown economic revitalization needs of the community, as stated in
the application, are attainable.
• Realistic goals, which the community hopes to attain, demonstrate a thorough understanding of the Main
Street Approach.
RANKING OF 0 POINTS EQUALS:
• There is no evidence that programs or projects are being conducted or considered by the public or the
private sectors to address community concerns.
• The goals of the community are unrelated to or are unattainable through the program.
ACTIVE VOLUNTEERS
• The application clearly shows that the board of directors and volunteers are active in the commercial district
revitalization work being done today.
• If volunteers are not currently active, then a clear plan showing how they will become active has been
submitted.
TRAINING /FOUR POINT APPROACH
• Representatives of the community have:
o Attended other downtown revitalization conferences to learn about other methods.
o Had prior exposure to the Main Street Four Point Approach®through attendance at Main
Street/National Main Street Center conferences, presentations, and workshops.
o Can clearly explain to others what the Main Street Four Point Approach® is and give examples of
projects /tasks for each point.
Minnesota Main Street Application -Selection Criteria 2010 ~ 2 ^
RANKING OF 0 POINTS EQUALS:
• Expectations stated in the application demonstrate little understanding of or misconceptions about the
Main Street Approach.
NATIONAL TRUST'S NATIONAL MAIN STREET NETWORK MEMBERSHIP
• Current membership number is included in the application.
The physical appearance of the downtown is what makes it a unique place, different from any other. Buildings in a
downtown are built one at a time, and thus reflect the characteristics of many craftsmen and owners. This building
fabric is extremely marketable in today's world of "high-tech, high touch". The architectural environment of the
downtown should reflect the history of the community.
HISTORIC PRESERVATION ETHIC
• There is evidence of current historic preservation activities taking place in the central business district
and community.
• The applicant has adequately justified the boundaries of the district, taking into consideration that
historic preservation is an important element of the program.
• The application demonstrates the downtown has a concentration of historic buildings and a distinct local
image that can be utilized in marketing that area.
• Local historic preservation activities support downtown economic development, including the use of a
historic preservation ordinance.
• Applicant included multiple examples that reflect the community's awareness of preservation issues and
the marketability of historic commercial buildings.
RANKING OF 0 POINTS EQUALS:
• It lacks historic architectural features and demonstrates no historic preservation ethic or activity.
• The downtown does not have a physical appearance that is marketable.
• There is significant current and/or planned demolition activity.
A community needs an idea of where "it is" in order to chart a course for where it "should be". The raw material for a
downtown revitalization effort must be in place if it is to be successful.
KEY STATISTICS
• There is evidence of investment into commercial building rehabilitations and new construction in the project
area during the past five years.
• The downtown has a mixture of commercial, professional and governmental functions.
Minnesota Main Street Application -Selection Criteria 2010 ~ 3 ^
ABOUT YOUR COMMERCIAL DISTRICT REVITALIZATION AREA
• The proposed district has building ownership patterns which are supportive of progressive downtown real
estate development.
• It has housing in and around it. The applicant has an understanding of the housing characteristics of the
community.
• There are well-defined project and land use maps which illustrate the applicant's project area and current
uses.
• It is well situated in terms of size and location to the rest of the community.
• The applicant has adequately justified the boundaries of the district, taking into consideration that historic
preservation is an important element of the program.
. . . . . . . .. . . .. . .. . . . . .. . . . . . . . . .. . . . . . . . . . . . . .. . . . .. . . . . . .. . . . . . . . . . . . . . . .. .. . . . . . . . . . . .. . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . .. . . . .. . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .. . . . . . . . . . . . . . . . . . .
RANKING OF 0 POINTS EQUALS:
• There is no evidence that programs or projects are being conducted or considered by the public or the
private sectors to address community concerns.
• It may have insurmountable problems in achieving positive change with regard to real estate
development and the development of cultural, recreation and residential activities.
• The downtown appears to lack a mixture of commercial, professional and governmental functions.
ABOUT YOUR COMMUNITY
• There are well-defined project and land use maps which illustrate the applicant's project area and current
uses.
• The city government has ordinances and programs that can be supportive of downtown revitalization
activities.
• The community has made, or attempted to make, maximum use of available local, state, and national
resources.
RANKNG OF 0 POINTS EQUALS:
• There is no evidence that programs or projects are being conducted or considered by the public or the
private sectors to address community concerns.
These are qualities that an excellent application will show, however they do not easily fit into one section or another,
but will be reviewed as part of the application as a whole.
• The applicant is addressing the individual needs of all its citizens and is striving to integrate individuals and
businesses with diverse backgrounds into the community fabric.
• The applicant places importance on quality of life issues such as cultural activities, recreational opportunities
and tourism potential.
• The application demonstrates an understanding and enthusiasm for the program by key individuals and groups
within the community.
Minnesota Main Street Application -Selection Criteria 2010 ~ 4 ^
They exhibit a strong potential for successfully completing the three-year start-up phase of the program and
have a good understanding of the Main Street structure, the responsibilities of the board of directors and the
program director.
RANKING OF 0 POINTS EQUALS:
The community fails to demonstrate a need for downtown economic revitalization.
PREVIOUS HISTORY
Prior activities and programs with the support and involvement of different groups in the community are key elements
to forecast success of the Main Street Approach to downtown revitalization.
There is a history of the use and implementation of prior plans, surveys or studies completed within the past
three years.
READINESS
An understanding and enthusiasm for the Main Street program should be displayed by both the public and private
sectors. The community's capacity to help address those issues important to downtown revitalization should be stated.
• The capability of the applicant to successfully implement the Main Street Program.
• The need for the Main Street Program in the community and its expected impact on the community.
• The application also demonstrates an appropriate balance between the downtown's needs and the local
capacity to realistically address those needs with the assistance of the program.
• The possibility for the community to achieve positive, observable change in the downtown must be evident.
Minnesota Main Street Application -Selection Criteria 2010 ~ 5
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The Original Main Street
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Main Street, Sauk Centre, ca. 1940
"This is America,,, "
--Sinclair Lewis, Main Street (,920)
The Forces of Value
Political
a
P~Y~~~~~
Social
1 ~
The Main Street Four Point ApproachTM
Economic
Restructuring
Main Street Ground Rules
Main Street is economic development
Main Street is historic preservation
Main Street is commercial development
Main Street is all inclusive
Main Street concepts transfer to the entire
community.
Main Street Financial Impact
1980 to 2008
• Financial Reinvestment--$48.8
billion (public and private)
• Net new businesses-87,850
• Net new jobs-391,050
• Property improvements-206,600
• Return on Investment-$25 for
every $i to run the local MS program
(2002)
~' ~ ~}~
s~ ~~
Miracle Mile, St. Louis Park, 1955 (MHS Collections)
Source: National Main Street Center website
Assignment
• Minnesota one of ei ht states without a NMSC recognized
statewide coordinating program
• 2006 State Historic Preservation Conference, Red Wing
• Continued feedback from historic communities about the
need for statewide Main Street program (2007-2008)
• Minnesota Main Street Task Force established August 2007
to explore the feasibility and commitment to initiate a
statewide Main Street program.
• Minnesota Main Street Steering Committee established
January 2009 as a program;.,of the Preservation Alliance
Background Summary
Broadway Ave., Crookston
~:{rncrciFVny~ .~i~~z~rtr~r I,cx~kint~ ~nz~th, Cr~~k.st~~n, l~~irn,
Minnesota Main Street
Background
• 1980-State Planning Agency Office of Local and
Urban Affairs selects two demonstration cities
(Milaca and Faribault) of 33 applicants
19 84-State P l a n n i n Age ncy se I ects five p i l of
cities to contract wit NMSC (Ho kips, Morris,
Stillwater, Hastings, Fergus Falls
• 1984-1989-Self-initiated programs (Waseca,
New Prague, Winona, Buffalo, Hutchinson)
• 1987-State Main Street pro ram moves to Dept.
of Trade and Economic:. Deve opment (DYED)
- Lack of funding =lack of Main Street activity (1987-
1990)
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Excelsior Ave., Hopkins, ca. 1929
Background
• 1990-Original Main Street directors form Hometown
Futures to administer program
• 1990-Small Town Main Street program initiated for
communities 10K or less (Alexandria, Barnesville, Chisholm,
Little Falls, Sherburne)-contracted with Hometown Futures
• 1991-DYED eliminates Minnesota Beautiful, Governor's
Design Team, and reorganizes Minnesota Main Street to
focus on business dev. and promotion
• 1995-Main Street program dissolves for lack of state
funding
• 1995-Main Street Minnesota, Inc. (changed to Hometown
Minnesota ~n 1997 incorporates to continue Minnesota
Main Street initiative
- Not recognized by NMSC as' statewide coordinating program
~..x ;.
First Street, Little Falls, ca. 1905
tanning Agency
• Milaca
• Faribault
ing Agency / NMSC
• Fergus Falls
• Morris
• Stillwater
• Hopkins
• Hastings
~~
nd Economic Dev. (DYED)
• Buffalo
• Hutchinson
• Barnesville
• Detroit Lakes
Montevideo
• Sauk Centre
• Princeton
• New Prague
• Waconia
etown Minnesota
• Belle Plaine
• International Falls
• Montgomery
• St. dames
• Pine Island
• Wabasha
• Willmar
n Main Street Prog ra m
Twin Cities
-Payne Ave.
-Selby Ave.
-District del Sol
-Central Ave.
-W. Broadway
Duluth
-Morgan Park
-3rd Street
Findings:
Continued impact of ;Minnesota Main Street
Things that communities!do:
• Prepare an Historic Preservation Ordinance
• Create a Heritage Preservation Commission (HPC)
• Become a Certified Local Government (CLG)
• Host a Minnesota Design Team visit
• Apply for Small Cities Development Grant
• loin Hometown Minnesota
• Self initiate or communicate with the National
Trust Main Street Center
Findings: Fragmentation
ORGANIZATION
PROMOTION
DESIGN
ECONOMIC
RESTRUCTURING
Initiative Foundations
1000° Friends of Minnesota
Land Stewardship Project
Bush Foundation Leadership Program
Explore Minnesota Tourism
Minnesota Association of Convention and Visitors Bureaus
Minnesota Chapter of the American Marketing Association
Minnesota Chapter of the American Institute of Architects
Minnesota Design Team
Minnesota Chapter of the Ameri~PJl~j~g Association
Center for Rural Design
Urban Land Institute
Agricultural Utilization Research Institute (AURI), Business
Information Center (BIC), Department of Employment and Economic
Development (DEED), DEED Small Business Development Center,
Economic Development Association of Minnesota (EDAM), Greater
Minnesota Housing Fund, Initiative Foundations, Institute for Local
Self Reliance, Local Initiatives Support Corp. (LISC), Minnesota
Association of Resource Conservation and Development, Minnesota
Chamber of Commerce, Minnesota Rural Partners, Regional
De elopment Commissions, Regional Sustainable Development
Partnership at the Univ. of Minnesota, Small Business
Administration, Women Venture
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Main Street, International Falls, ca. 1945
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Coordinating Program Models
1. State Agency
2. Private Nonprofit
3. University Affiliated
4. Partnership/ Hybrid
Private Nonprofit Model
NEW HAMPSHIRE ADVANTAGES
OHIO •Multiple funding sources
SOUTH CAROLINA 'Greater programmatic freedom and flexibility
•Less bureaucratic
•More grassroots and greater local "buy in"
DISADVANTAGES
^Genera`Ily less funding available
•Need for constant fundraising
^Fundraising uncertainty
^Program'only as strong as board and
leadership
^Less political "clout"
•Potential ;difficulties accessing government
programs `'
Community Feedback
Feedback from potential member communities:
• Program fragmentation
- Doesn't matter who delivers the service
- Most important have cone-stop shop WITH CRITERIA
• What communities need from
prog ra m
- Cost vs. Benefit Analysis
• Coordinating program models
Minnesota Main Street
- Preferred model: Hybrid
• Demonstrates public and private buy-in
• Program within existing organization: PAM
• What do we do with existing Main Street communities?
- Allow for fast-track admittance of existing programs
- Give them two years to meet program criteria
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Minnesota Main Street Program Structure
Advisory Committee
• The Minnesota Main Street Advisory Committee is a 35-50 person committee that
advises the Minnesota Main Street Steering Committee, shares information and
best practices, and advises on areas of synergy and efficiency. Half of the
members represent key partner organizations and state departments. The other
members are selected at large and include local Main Street project managers or
board chairs. The Advisory Committee meets twice per year facilitated through
conference call or web-based tools.
Steering Committee
• The Minnesota Main Street Steering ,Committee oversees the Minnesota Main
Street Program of the Preservation Alliance of Minnesota. Program will be
governed by a 15-18 member Steering Committee. The Steering Committee has
15-18 members with seats being reserved for the Minnesota Main Street Advisory
Committee Chair and the Chairs of each of the four Main Street Program Teams.
Program Service Delivery Teams
• Design Team
• Economic Restructuring Team
• Organization Team
• Promotion Team
The Role of Minnesota Main Street
• Tailors the Main Street approach according to state
economic conditions;
• Competitively selects local 'Main Street programs for
partic~pat~on as designated Main Street communities;
• Provides technical assistance and-in limited cases-
financial assistance to participant communities;
• Provides networking, advocacy, and encouragement to
participating local Main Street programs;
• Serves as a liaison with the' National Trust Main Street
Center; and
• Identifies which local programs annually meet the.
standards of National Main Street Program Accreditation.
Source: National Main Street Center website, www.mainstreet.org
Minnesota Main Street
Membership Structure
Certified Minnesota Main Street Communities (5)
• Membership dues: $2,000 annually
• Required: Memorandum of Understanding (MOU) on use of Trademark, capturing
reinvestment statistics, training, dedicated employee, NMSC membership, etc.
• Benefit: Use of Main Street Trademark, access to $6,400 in consulting services,
complimentary training admission, networking, access to e-newsletter, MMS
Program Coord.
Minnesota Main Street Associate Member (15)
• Membership dues: $200 annually
• Required: (No contract required)
• Benefit: Programs ramping up to Certified status, networking, provided .additional access
to trainings at a discount, access to e-newsletter
Minnesota Main Street Network Members (50)
• Membership dues: $20 annually
• Required: (No contract required)
• Benefit: Programs interested in parts of .Main Street Four Point Approach have access to
trainings for full cost, networking, access to e-newsletter
Design~t~d'
t~dlN ~'iain
Sfireet ~~?,t~~i.~ Epee
Member
A~sociste
Mer~nber ~~{~, daunted'
~ortam~r~ity~
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T~~~ P~riir~~i~~c~t~ P~~I~ir~ ~~~~~~ F~r-~'~~~~~-~~~ i~ r~+.~~grli~~d ~~- t~7>~ ~J;~ta~~rr~~ ~lu~t I'~i~ir~ ~tret G~f:~~~-- ~~ ~I~~ ~f%uial ~t~t~~~.~ic~
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~ Includes training, materials, community workshops, etc.
1[~>I~JE~~~~: `.':°=t~I TEE`S F~~,~E~ +
Next Steps--2010
Legacy
Funding
Program
Coord.
hiring
March -
April
Logo
competitio
Program
Coord.
Hiring
n
U
Five pilot
MMS cities
selected
~~ $ ~ ~`~
Y ~° ~.
-~
Four
trainings
Consult.
......services
More Information
• Preservation Alliance of Minnesota
website-Programs Tab
• www.mnpreservation.orq
• Minnesota Downtown E-News
• Facebook: Minnesota Main Street
• Twitter: MNMainStreet
Contact Information
Emily Northey, Minnesota Main Street Program
Coordinator
Preservation Alliance of Minnesota
(651) 293-9047 x4
enorthey u1 m n preserv~tion.orc~
Business Recycling Event
September 30, 2010
Great River Energy Conference Room
7:30 a.m. - 9:00 a.m.
7:30 - 7:35 a.m. -Annie give introduction
7:35 - 7:45 a.m. -Rebecca discuss Business Recycling Program/Energy City initiatives
7:45 - 8: 15 a.m. -Jack Mowry, Metal Craft
8:15 - 8:45 a.m. -Kerry Nichols, Communication Systems, Inc
8:45-9:OOa.m.-Q&A
Contact information:
Brenda Hoskyns
Great River Energy
17845 E. Hwy 10
direct: 763-24 I -23 18
bhoskyns(q~G REnergy.com
Jack Mowry
Metal Craft
hack ,metal-craft.com
Kerry Nichols
Communication Systems, Inc
952-996-1567 ,
kerrynC~commsysinc.com