DarienResource06

Information about DarienResource06

Published on November 7, 2007

Author: Reva

Source: authorstream.com

Content

Downtown Darien:  Downtown Darien Resource Team Presentation May 25, 2006 What is the Main Street Management Approach?:  What is the Main Street Management Approach? Organization: Restoring Civic Value Design: Restoring Physical Value Promotion: Restoring Social Value Economic Restructuring: Restoring Economic Value Economic Restructuring:  Economic Restructuring Business Recruitment, Retention, Expansion and Keepers of Good Information The Economic Restructuring Committee:  The Economic Restructuring Committee Has work-plans that includes projects related to business training, data collection and identification of new businesses for Darien Meets the first Monday of each month at 5:30pm Needs your participation What we heard from you..:  What we heard from you.. Shopping for kids and a place to be……..:  Shopping for kids and a place to be…….. Places to eat and drink…:  Places to eat and drink… And places to live…:  And places to live… Housing that is affordable, close to transit, and a part of mixed use. To be considered….:  To be considered…. Over 20% of the population is under 9 years old. This intensifies the need to address the needs of young people. The greatest loss in percentages of population since 1980 has occurred in the 19-29 age group. Can they afford to return to Darien? Young (55-64) retirees are leaving Darien. Darien is not a shopping destination for local residents. To be considered….:  To be considered…. Quality retailers are attracted to areas where the retail core is protected, predictable, shop-able (no gaps) and walk-able. It’s not chain vs. independent it is all must be interdependent. Retail follows residential and will respond to the needs of the market and the community. Downtown is the number one location consideration for retailers today. Downtown shopping should serve the local market. Recommendations moving forward….:  Recommendations moving forward…. DATA Maintain a database of economic indicators for downtown (employees, businesses, investment nets and losses). Compile a list of gaps in the supply. Move the collected data into a data base (network with other communities and use an already built base. John Shapiro will be providing a niche market study for Darien (provided to you by CMSC). This information will be very helpful for him. Recommendations moving forward….:  Recommendations moving forward…. Business Build relationships with downtown businesses After hours News letter articles Business development assistance (CMSC) One on one consulting assistance Succession planning Image development Recommendations moving forward….:  Recommendations moving forward…. Business (cont.) Ongoing business education Surviving construction Tapping product and consumer trends Inventory management How to expand a business New business celebrations Recommendations moving forward….:  Recommendations moving forward…. Housing Support and advocate transit and affordable housing in the downtown area Absorption study Reuse of upper stories for housing Housing as a part of major redevelopment projects Recommendations moving forward….:  Recommendations moving forward…. Business Recruitment Have a soft recruitment program Articles What is available Personal visits to targeted businesses Promote Darien open for business (is it?) Know who (nationally) is looking in your area and what they are looking for Lease Trac ICSC Commercial realtor and site selector breakfast Recommendations moving forward….:  Recommendations moving forward…. Make the right thing EASY Support changes in zoning codes Parking Ground floor retail, restaurant and entertainment ordinance Café ordinance that allows and encourages outdoor dining News rack consolidation ordinance (clean up the mess) Maintenance standards Reclassify banks as service commercial and not retail Slide17:  Thank-you for your input and hospitality Kent Burnes Downtown Management Services Roatan-Bay Islands, Honduras www.burnesconsulting.com [email protected] Organization The Collective Will of the Community to Succeed:  Organization The Collective Will of the Community to Succeed Transparency – Governance - Accountability Embracing the Will of the Community Maintaining the Trust of the Public Effective Main Street Organizations::  Effective Main Street Organizations: Convene the public and private sectors Bring the community and the municipality together around the common goal of bringing downtown back to life socially and economically. Slide20:  “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed it is the only thing that ever has.” -Margaret Mead What Does the Organization Look Like?:  What Does the Organization Look Like? Main Street Board Responsibilities:  Main Street Board Responsibilities Governance / Stewardship Accountability, Planning, Policies, Personnel Advocacy Voice for downtown-friendly public policy Resource Development Ensuring the financial health of the organization Organization Component Marshalling the human & financial resources necessary to implement and support a comprehensive downtown revitalization program:  Organization Component Marshalling the human & financial resources necessary to implement and support a comprehensive downtown revitalization program Partnership / Volunteer Development Advocacy / Education Public Relations & Communication What Do We Do Next?:  What Do We Do Next? Partnership & Volunteer Development Database of donors, volunteers, media, etc Inventory all organizations in town Engage major funders as programmatic partners Involve young people Volunteer recruitment, orientation & training program “Main Street Mixers” What Do We Do Next?:  What Do We Do Next? Advocacy / Education Executive Director to request time on BOS agendas for regular updates on DRI activities and introduce a downtown merchant Speakers Bureau: Main Street “Dog & Pony” presentations with visuals to potential partnering organizations What Do We Do Next?:  What Do We Do Next? Public Relations & Communication Newsletter Website Program brochure Media kit Promote your workplan Annual Report Slide27:  Kimberley Parsons-Whitaker Associate Director Connecticut Main Street Center PO Box 261595 Hartford, CT 06126 860-280-2556 [email protected] www.ctmainstreet.org Promotions:  Promotions Image Development, Events, Public Relations, Advertising brand n.:  brand n. A trademark or distinctive name identifying a product or a manufacturer. A product line so identified: a popular brand of soap. A distinctive category; a particular kind: a brand of comedy that I do not care for. The American Heritage® Dictionary of the English Language, Fourth Edition Copyright © 2000 by Houghton Mifflin Company. Published by Houghton Mifflin Company. All rights reserved. A Brand is a PROMISE:  A Brand is a PROMISE Branding is a chain that begins with the promise you m ake to customers and ends with what you do to fulfill it. Your packaging, logo, advertising, web collateral, even your annual report must communicate this promise. You make that promise in your communications, but you must support it with all your actions. Build Image and Brand Identity On::  Build Image and Brand Identity On: Names Visual images or landmarks Symbols Narratives Slogans or jingles Concepts Combinations of the above The Brand Development Process:  The Brand Development Process Step One: Develop the brand team (strategic, objective) Step Two: Assessment of current situation (research, perceptions) Step Three: Develop the brand promise (competitive advantage) Step Four: Create the brand communications plan (develop logo, graphics, messaging) Step Five: Build and sustain the brand (goals and measurements) Branding Rules:  Branding Rules Be who you are Be bold vs. being shy Be consistent Look Messaging Timeless Slide34:  Primary Demographic Groups as identified by the marketing committee: 1. Empty Nester 2. Couples without Children 3. Couples with Children at Home Slide35:  Event Matrix Template by Objective Slide38:  Jane Jenkins 1942 Pearl Street Boulder, CO 80302 Slide42:  Jane Jenkins Executive Director Downtown Boulder Business Improvement District 1942 Broadway Suite 301 Boulder, CO 80302 303-449-3774 [email protected] BoulderDowntown.com Design Assessment and Strategies for Improvement:  Design Assessment and Strategies for Improvement Diversify Buildings and Uses:  Diversify Buildings and Uses Encourage Retail Density Mix of Residential Units (condos, apartments, townhouses, etc.) within CBD, and above shops Encourage New Institutions to Locate Downtown Encourage Infill Development to eliminate “gap-tooth” look Architecture:  Architecture Corner and Terminal Buildings Need Special Attention Sidewalk Cafés and Awnings should be encouraged. Continue to ensure that Buildings are Articulated, have visible entries, depth and human scale to the façade. Create Architectural Guidelines Encourage architecture that reflects a Local, Historical Vernacular Enclose the Street: Require new construction to be on sidewalk and are a minimum of two stories Streets and Sidewalks:  Streets and Sidewalks Connected Streets: Reinstate a downtown grid of streets to improve pedestrianism and facilitate traffic flow Efficient Avenues: CBD has too many curb cuts, consolidate where possible Consider “Undergrounding” Overhead Utilities Appealing Sidewalks: Encourage wider sidewalks with new construction. Expand model sidewalk program. Streets and Sidewalks:  Streets and Sidewalks Public Seating: Provide alcoves and pocket parks with benches for shoppers and strollers Safer Crosswalks: Implement traffic calming strategies to improve safety of crossings Street Trees: Existing mature trees in CBD a terrific asset. Provide more streets trees to ensure continuity of tree canopy Parking and Transit:  Parking and Transit Parking Garages with materials and architecture that blend in with surroundings will increase density, walkability Screen Surface Parking to be more discrete (or reduce in size) Signs to Orient Shoppers to Parking is a big need On-Street Parking in Darien is a major asset Bicycles and Pedestrians: Provide safe bike trails, signed routes and bike racks to connect outlying neighborhoods with the downtown Public Transit: Provide well-appointed bus or transit stop with shelter and good signage Special Identity, Green Space, and Connections:  Special Identity, Green Space, and Connections Town Squares: Downtown lacks symbolic center, consider creating a green, square, or central plaza and pocket parks Implement Coordinated Directory Sign Program Outdoor Art and Culture: Install permanent and temporary art or sculpture displays and murals Peripheral Residential Neighborhoods: Provide better and more sidewalks between neighborhoods and downtown Connections to Tilley Pond Park: Make park more visible through signs and banners

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