In early October, Rebecca Rowe, associate director of community vitality at DHCD, presented “Virginia Main Street: Partnering for Success” to the towns meeting at the Virginia Municipal League Conference in Norfolk. This post contains a synopsis of the key takeaways from that presentation.
What is Main Street, and why does it matter to your community?
What role does your downtown play in your community?
Creating a downtown district that accomplishes all of this (and more) is where having a local Main Street program can provide a competitive edge when it comes to growing economic activity and enhancing community livability. A high capacity, appropriately resourced Main Street organization will improve the district through the Main Street Approach™ of Design, Organization, Economic Vitality, and Promotions implemented through Transformation Strategies. Starting with the local and regional assets, the community vision, and market understanding, a Main Street effort can create and implement an impactful work plan that addresses aesthetics and placemaking, community level economic development, comprehensive communications and targeted events.
How can local government best partner and support a Main Street program?
The most impactful Main Street programs are built on strong partnerships with stakeholders, and the unit of local government is often the most important partner to the Main Street organization.
First, note that it is a requirement of designation as an Advancing Virginia Main Street (AVMS) community and Accreditation through Main Street America (MSA) that the local organization receive support from the locality. So, what do we mean by “support?” As 501(c)(3) organizations, financial support is the best and most impactful kind of support that a local Main Street organization can have. An organization that lacks operational funds – the resources to have paid staff, office space and equipment, a webpage, etc. – can frequently get caught in a cycle of fundraising in order to exist so that they can fundraise in order to exist and on and on. When the organization is stuck in this mode, they are unable to get the implementation of the work plan. If the locality provides the resources for operations, it allows the organization to spend their time, energy and fundraising on those activities that will truly support the small business ecosystem, beautify the district and move the needle for stakeholders.
Second, the financial support from the locality to the organization should never be viewed as a charitable donation but as an investment. A Memorandum of Understanding (MOU) that outlines responsibilities, activities and deliverables for each party ensures and acknowledges that the locality and the community are getting a measurable return on the investment into Main Street. Those agreed upon activities will come directly from the organization’s work plan, which itself is a reflection of community priorities and market opportunities. Memorializing this relationship in a contract also ensures that the locality and Main Street organization have discussed, agreed upon and understand the roles and responsibilities of each entity and how each is contributing to the shared goals.
Three, to ensure that the organization’s work plan and activities align with the locality and community priorities requires true collaboration. The locality should provide a liaison to the Main Street organization’s board of directors, meet regularly with staff and board leadership and include Main Street activities and reporting on the council’s agenda. Including Main Street staff and/or volunteers in meetings, conversations, planning efforts and locality boards and committees as they relate to the organization’s work plan and priorities also ensures that efforts are coordinated.
Four, what does coordination look like in practice? If your local Main Street organization is focusing on the market assets and opportunities of outdoor recreation and tourism, they may be undertaking activities such as:
- Creating a comprehensive wayfinding signage program connecting the recreation opportunities with the district, the amenities and the businesses that users of those resources will need.
- Establishing an advisory committee representing outdoor recreation businesses and locations in the area.
- Developing a brochure, app or website that directs users and visitors to those resources.
- Providing consultant services and technical assistance to the businesses in this sector.
The locality will have its own role to play in the development of this ecosystem, such as:
- Installing bike lanes and bike racks.
- Creating incentives for businesses that support that sector.
- Providing parking spaces that can accommodate RV’s and boat trailers.
- Installing boat ramps.
- Developing connectivity between recreation opportunities and the downtown.
This is public-private partnership at its best!
Through support, commitment, collaboration and cooperation, Main Street organizations and the locality that they represent can drive change that impacts the entire community.
If you want to learn more about bringing Main Street to your community, creating better partnerships between local organizations and local governments or creating the work plans and agreements necessary to reach the community’s goals, reach out to the Virginia Main Street (VMS) team at mainstreet@dhcd.virginia.gov today!
Virginia Main Street 