2009 Application presentation - New Jersey2009 Designation Application WorkshopWorkshop A Program of the Department of Community Affairs 2 Reclaiming the Heart of . . . . Your CommunityReclaiming

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Main Street New JerseyNJ Office of Smart GrowthMain Street New JerseyNJ Office of Smart Growth

2009DesignationApplication

Workshop

2009DesignationApplication

Workshop

A Program of the

Department of Community Affairs

A Program of the

Department of Community Affairs

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Reclaiming the Heart of . . . . Your CommunityReclaiming the Heart of . . . . Your Community

What is “Main Street?”What is “Main Street?”

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“Traditional Core Mixed-Use District”“Traditional Core Mixed-Use District”

A Place that is a “Place” (andhas been for some time);Has Pedestrian-OrientedInfrastructure and Design;Houses (Is built for) A Variety ofEconomic, Civic and SocialActivity;Historic CharacterExists/Predominates;Considered the Heart of theCommunity, Neighborhood, orRural Region.

A Place that is a “Place” (andhas been for some time);Has Pedestrian-OrientedInfrastructure and Design;Houses (Is built for) A Variety ofEconomic, Civic and SocialActivity;Historic CharacterExists/Predominates;Considered the Heart of theCommunity, Neighborhood, orRural Region.

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Using the 4-Point ApproachUsing the 4-Point Approach

Organization/Civic ValueEconomic Restructuring/Economic ValueDesign/Physical ValuePromotion/Social Value

The names and semantics may change, but working to enhancethe corresponding values is essential to the Main Street

process.

Organization/Civic ValueEconomic Restructuring/Economic ValueDesign/Physical ValuePromotion/Social Value

The names and semantics may change, but working to enhancethe corresponding values is essential to the Main Street

process.

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Eight Principles.Eight Principles.

Comprehensive approach. (Holistic)Relies on quality. (People & $ Notice)Public / Private partnership. (Key for ‘Thrival’)Involves changing attitudes. (POV = Positive)Focus on existing assets. (A-BC and CYA)Self help program. (You are that Somebody!)Incremental in nature. (Not overnight + TBD)Implementation oriented. (Plan to Do – Then Do!)

Comprehensive approach. (Holistic)Comprehensive approach. (Holistic)Relies on quality. (People & $ Notice)Relies on quality. (People & $ Notice)Public / Private partnership. (Key forPublic / Private partnership. (Key for ‘‘ThrivalThrival’’))Involves changing attitudes. (POV = Positive)Involves changing attitudes. (POV = Positive)Focus on existing assets. (AFocus on existing assets. (A--BC and CYA)BC and CYA)Self help program. (Self help program. (YouYou are thatare that SomebodySomebody!)!)Incremental in nature. (Not overnight + TBD)Incremental in nature. (Not overnight + TBD)Implementation oriented. (Plan to DoImplementation oriented. (Plan to Do –– Then Do!)Then Do!)

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Managed Commercial District Revitalization(Timeline)Managed Commercial District Revitalization(Timeline)

Source: International Downtown Assoc.8

The Commercial- DCA’s/OSG’s MSNJ ProgramThe Commercial- DCA’s/OSG’s MSNJ Program

NOT a grant program (i.e., no $)Significant technical assistance, training andconsulting resources for the life of a designatedlocal Main Street program.Ad hoc assistance and training for‘Core’Revitalization, Management, Planning andImprovement District issues.Application Round every two years- Kicking off TODAY!

NOT a grant program (i.e., no $)Significant technical assistance, training andconsulting resources for the life of a designatedlocal Main Street program.Ad hoc assistance and training for‘Core’Revitalization, Management, Planning andImprovement District issues.Application Round every two years- Kicking off TODAY!

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The Commercial- MSNJ programs since 1990The Commercial- MSNJ programs since 1990

28 current programs (27municipalities)= $1.4 billion in reinvestment

= 1400+ net new/expandedbusinesses= 6680+ new jobs= 2068+ Building Rehabs= 1912+ Façades (incl.awning/signage)= $9.35 million+ in volunteerhours (2006)

= Smart (Economic ) Growth inAction

28 current programs (27municipalities)= $1.4 billion in reinvestment= 1400+ net new/expandedbusinesses= 6680+ new jobs= 2068+ Building Rehabs= 1912+ Façades (incl.awning/signage)= $9.35 million+ in volunteerhours (2006)= Smart (Economic ) Growth inAction

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Main Street Communities in NJMain Street Communities in NJAtlantic CityBoontonBridgetonBurlington

Caldwell (P)Camden- Broadway (P)Camden- Fairview (P)GlassboroHammontonHighland ParkJersey City - Monticello Ave.Lawrenceville

Maple Shade (P)Millville

Atlantic CityBoontonBridgetonBurlingtonCaldwell (P)

Camden- Broadway (P)Camden- Fairview (P)

GlassboroHammontonHighland ParkJersey City- Monticello Ave.LawrencevilleMaple Shade (P)Millville

Montclair (P)Mount Holly

New EgyptNewtonOcean CityOrange (P)SalemSomervilleSouth Orange

VinelandWestfieldWest OrangeWildwoodWoodbury

Montclair (P)Mount HollyNew Egypt

NewtonOcean CityOrange (P)SalemSomervilleSouth OrangeVineland

WestfieldWest Orange

WildwoodWoodbury

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Getting Involved: How to Plug in (Free/Cheap)Getting Involved: How to Plug in (Free/Cheap)

1) Downtown Revitalization & Mgmt. Institute – relevantand implementable training for public/private stakeholders(next sessions: July 29- 30 & October 28-29)

2) Public Presentations – Educate/Energize your communityabout its Downtown/Core

3) Phone calls/Emails – Ad Hoc Help

4) National Main Street Center – Become a Member

5) Improvement District Challenge Grant/Loan Pool – Matching$ to help create Imp. Districts/fund projects (currently on hold)

1) Downtown Revitalization & Mgmt. Institute– relevantand implementable training for public/private stakeholders(next sessions: July 29-30 & October 28-29)

2) Public Presentations – Educate/Energize your communityabout its Downtown/Core

3) Phone calls/Emails – Ad Hoc Help

4) National Main Street Center – Become a Member

5) Improvement District Challenge Grant/Loan Pool – Matching$ to help create Imp. Districts/fund projects (currently on hold)

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www.MainStreetNewJersey.com

WWW.NJSMARTGROWTH.COM

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It’s not about going back in time to live in the past…It’ s not about going back in time to live in the past…

It’s about using the assets of thepast to build a dynamic present &

future for our communities…14

R.O.IR.O.I

Return On Investmentby showing that it is

Really (in) Our InterestTo enhance the quality of our businesses

and business districtswhich then makes it

Really (in) Our (citizens’) InterestTo live, work, visit and shop in a given place.

Return On Investmentby showing that it is

Really (in) Our InterestTo enhance the quality of our businesses

and business districtswhich then makes it

Really (in) Our (citizens’) InterestTo live, work, visit and shop in a given place.

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A City c. 1939, 5:30 PM

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Said City Today*, 5:30 PMSaid City Today*, 5:30 PM

*OK, it was in May‘ 05.*OK, it was in May ‘ 05.

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New Jersey: Before…. and After….

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Historic Downtownshad VALUE…

…but lost it…

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The MallThe Mall

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How did/do the malls and other retail ‘centers’succeed?

•Control the Hours of Operation•Control the Physical Environment•Control the Promotion and Marketing•Control the Tenant Mix

Downtown Management enables usto facilitate those same things…

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Or we can learn the wrong lessons

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Main StreetFour Point ApproachMain StreetFour Point Approach

EconomicRestructuring

(Economic)

Design(Physical)

Organization(Civic)

Promotion(Social)

Issues

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Coalitions and PartnershipsManaging Volunteers and StaffFund-Raising (Investment-Raising)Public Relations and OutreachManaging Finances and Operation

Coalitions and PartnershipsManaging Volunteers and StaffFund-Raising (Investment-Raising)Public Relations and OutreachManaging Finances and Operation

Elements of OrganizationElements of Organization

merchants, businessowners and managersproperty ownersresidentselected and appointedofficialscivic organizationschamber of commerce

preservationistsbankerseconomic & communitydevelopment groupsutility companiesschoolsmediareligious institutionsUEZs

StakeholdersStakeholders

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PropertyOwners

Business Owners

Local Government& Institutions

Residents & Customers

ExecutiveDirector(Staff)

VolunteerDevelopmentCommunications/PR (Education)Fundraising

Organization

MarketingStrategyImageDevelopmentRetailPromotionsSpecialEvents/Festivals

Promotion

PublicSpacesBuildingImprovementsDesignEducationEnforcement

Design

MarketInformationBusinessRetention/ExpansionBusiness AttractionPropertyDevelopment

EconomicRestructuring

Board of Directors FinancialAdvocacyPolicyPlanningPersonnel

Organizational Structure of a typicalMain Street District Management Program

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Integrating Stakeholders: PricelessIntegrating Stakeholders: Priceless

A. DOTB. DEPC. County PlannerD. All of the Above

A. Code OfficialB. CouncilpersonC. Crotchety Business OwnerD. Local “Activist”

You Decide (Local)!

You Decide (Non-Local)!

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ImageDevelopment/MarketingRetail PromotionSpecial Events/Festivals

ImageDevelopment/MarketingRetail PromotionSpecial Events/Festivals

Elements of PromotionElements of Promotion

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Retail Promotion/Image Development

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Strengthen existingbusinesses

Identify new businessopportunities

Find new uses for vacantbuildings

Intensify the uses ofbuildings

Improve businessmanagement

Strengthen existingbusinessesIdentify new business

opportunitiesFind new uses for vacant

buildingsIntensify the uses of

buildingsImprove business

management

Elements of Economic RestructuringElements of Economic Restructuring

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Knowing Your Market

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Does your Business Mix Make Sense?Does your Business Mix Make Sense?

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Living Downtown40

Infill –Adding/Bringing Back appropriate “density”Infill –Adding/Bringing Back appropriate “density”

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Encouraging BetterBusiness Practices…

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Customer Service/MarketingCustomer Service/Marketing

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Historic Preservation EducationArchitectural AssistanceBuilding ImprovementsPublic Spaces/InfrastructureSafety (& Perception of)Transportation/ParkingDesign Regulation & Review

Historic Preservation EducationArchitectural AssistanceBuilding ImprovementsPublic Spaces/InfrastructureSafety (& Perception of)Transportation/ParkingDesign Regulation & Review

Elements of DesignElements of Design

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Historic Preservation and Education

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Sometimes it just takespeeling off…

Sometimes it just takespeeling off…

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…to show the value of a building!…to show the value of a building!

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Tie Senseof Place

To LocalVision

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Escalade? Tahoe?Escalade? Tahoe?

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Maintenance Matters (Free)

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Maintenance Matters (Paid)Maintenance Matters (Paid)

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Streetscape & Pedestrian Enhancements

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Signage

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Market Vision(s)?Market Vision(s)?

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Great cities & towns don’t happen by accident…Great cities & towns don’t happen by accident…

Simply Put:Simply Put:

Do the right thing & everybody wins:Property Owners: $

Business Owners: $Residents: Pride/QoL + indirect $Local Gov’t: Balanced Tax Rates…NJ: Smart Growth & Sustainable Economic

Growth

Do the right thing & everybody wins:Property Owners : $Business Owners: $Residents: Pride/QoL + indirect $

Local Gov’t: Balanced Tax Rates…NJ: Smart Growth & Sustainable Economic

Growth

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But regardless of scale orchallenges – it is possible!

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MSNJ Services- ORGANIZATIONMSNJ Services- ORGANIZATION

National Main Street CenterNetwork MembershipBest Practices Publications &MaterialsDRMI ScholarshipsNational Main StreetConference ScholarshipsED MeetingsVision/Mission, Goals & ActionPlanning TrainingFundraising TrainingBoard 101 TrainingMain Street ImprovementDistrict Challenge Grant

National Main Street CenterNetwork MembershipBest Practices Publications &MaterialsDRMI ScholarshipsNational Main StreetConference ScholarshipsED MeetingsVision/Mission, Goals & ActionPlanning TrainingFundraising TrainingBoard 101 TrainingMain Street ImprovementDistrict Challenge Grant

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MSNJ Services- PROMOTIONMSNJ Services- PROMOTION

Logo, Marketing MaterialConcepts, and WebsiteDesign- MAIN STREET ORG.Logo, Marketing MaterialConcepts, and WebsiteDesign- -SELECTEDBUSINESSES.District BrandingNiche BrandingSpecial Event/Sponsorship& Media Training throughDRMI

Logo, Marketing MaterialConcepts, and WebsiteDesign- MAIN STREET ORG.Logo, Marketing MaterialConcepts, and WebsiteDesign- -SELECTEDBUSINESSES.District BrandingNiche BrandingSpecial Event/Sponsorship& Media Training throughDRMI

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MSNJ Services- ECONOMIC RESTRUCTURINGMSNJ Services- ECONOMIC RESTRUCTURING

Subscription to Plain Vanilla ShellCommercial Real Estate ResourceBusiness Enhancement Day“Destination University” onlineBusiness Owner training onselected topics

Subscription to Plain Vanilla ShellCommercial Real Estate ResourceBusiness Enhancement Day“Destination University” onlineBusiness Owner training onselected topics

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MSNJ Services- DESIGNMSNJ Services- DESIGN

Exterior Design PlanInterior Design PlanHistoric Façade Assessment &RenderingsSignage/Logo DesignParking EvaluationVisual MerchandisingDesign Day

Certified Local GovernmentApplication AssistanceDesign Education & BestPractices Resources

Exterior Design Plan

Interior Design PlanHistoric Façade Assessment &RenderingsSignage/Logo DesignParking EvaluationVisual MerchandisingDesign DayCertified Local GovernmentApplication AssistanceDesign Education & BestPractices Resources

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Tiers of ServiceTiers of Service

Traditional

Partner

Affiliate

Aspiring

Designation TiersDesignation Tiers

Selection TiersSelection Tiers

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Designation TiersDesignation Tiers

TraditionalCommunities working toward National Main StreetAccreditation. Traditional communities have a full timeExecutive Director and receive all available MSNJ services.

PartnerCommunities who have an organizational structure andfunding, but need further training and resources tostrengthen the program prior to moving up to TraditionalDesignation status. Partner communities may also havepart-time staff. MSNJ services are limited toorganizational capacity building with some access tobusiness training & design services.

TraditionalCommunities working toward National Main StreetAccreditation. Traditional communities have a full timeExecutive Director and receive all available MSNJ services.

PartnerCommunities who have an organizational structure andfunding, but need further training and resources tostrengthen the program prior to moving up to TraditionalDesignation status. Partner communities may also havepart-time staff. MSNJ services are limited toorganizational capacity building with some access tobusiness training & design services.

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Selection TiersSelection TiersAffiliate

A community that is beginning to form a separatedowntown revitalization entity.Use of the “MAIN STREETTM” name is not permitted.Services in this tier are geared towards organizing thestructure & funding for a designated Main Street program.

AspiringAn organization or group that is interested in learning moreabout the Main Street Approach & downtown revitalization.An existing Downtown Management entity seeking to bepart of the MSNJ network in a more informal fashion.Use of the “MAIN STREETTM” name is not permitted.Services in this tier provide access to state and nationalMain Street workshops, training, and networks.

AffiliateA community that is beginning to form a separatedowntown revitalization entity.Use of the “MAIN STREET TM” name is not permitted.Services in this tier are geared towards organizing thestructure & funding for a designated Main Street program.

AspiringAn organization or group that is interested in learning moreabout the Main Street Approach & downtown revitalization.An existing Downtown Management entity seeking to bepart of the MSNJ network in a more informal fashion.Use of the “MAIN STREET TM” name is not permitted.Services in this tier provide access to state and nationalMain Street workshops, training, and networks.

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Designation & Selection Tiers at a GlanceDesignation & Selection Tiers at a Glance

All tiers have a competitive application processNo tiers come with any direct financial resourcesDesignation (Partner/Traditional) tiers require the fullcomprehensive applicationSelection (Aspiring/Affiliate) tiers require a lessrigorous application.Scoring & State resources will determine thedesignation or selection level.A program may move up and down the tier systemover time. (ideally UP!)

All tiers have a competitive application processNo tiers come with any direct financial resourcesDesignation (Partner/Traditional) tiers require the fullcomprehensive applicationSelection (Aspiring/Affiliate) tiers require a lessrigorous application.Scoring & State resources will determine thedesignation or selection level.A program may move up and down the tier systemover time. (ideally UP!)

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Application TimelineApplication Timeline

June 30 Application WorkshopJuly 30 Letter of Intent DueSeptember 9 Applications DueBy Sept. 18 Initial Review/scoring completed

to determine finalistsBy Sept. 28 Site visits of finalists completedBy Sept. 30 Notification of

Designation/Selection statusOct. 13-21 On-site designation ceremonies

June 30 Application WorkshopJuly 30 Letter of Intent DueSeptember 9 Applications DueBy Sept. 18 Initial Review/scoring completed

to determine finalistsBy Sept. 28 Site visits of finalists completedBy Sept. 30 Notification of

Designation/Selection statusOct. 13-21 On-site designation ceremonies

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Evaluation ConsiderationsEvaluation Considerations

Public & Private Sector Understanding & CooperationLocal Organizational ReadinessHistoric Character of Downtown & Built EnvironmentNeed for Downtown Revitalization & Potential forEffecting Positive Change

Public & Private Sector Understanding & CooperationLocal Organizational ReadinessHistoric Character of Downtown & Built EnvironmentNeed for Downtown Revitalization & Potential forEffecting Positive Change

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Traditional & Partner Designation DistrictCriteriaTraditional & Partner Designation DistrictCriteria

Pedestrian Scale & OrientationA critical mass of buildings and businesses which formthe foundation for revitalization effortsA critical mass of structures that would be eligible forfrequently used rehabilitation incentives (state andfederal tax credits and local tax abatement)

See handout for specific details

Pedestrian Scale & OrientationA critical mass of buildings and businesses which formthe foundation for revitalization effortsA critical mass of structures that would be eligible forfrequently used rehabilitation incentives (state andfederal tax credits and local tax abatement)

See handout for specific details

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2009 Application2009 Application

• Municipality: _________________________

Population ___________

• County: _____________________________

Population __________

• Designation Type Sought :

Partner _____ Traditional _____

• Municipality: _________________________

Population ___________

• County: _____________________________

Population __________

• Designation Type Sought:

Partner _____ Traditional _____

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Section A Downtown ProfilePlease answer the following questions about the downtown business district in your community.

Attach additional sheets if necessary.


Attach additional sheets if necessary.

1. # sq. bl. In proposed Main Street areaPlease attach a map, labeled A1, which clearly highlights the proposed district boundaries.

2. Is there an organized group dealing with downtownrevitalization

3. Does your downtown have, or is part of:

Improvement District yes _____ no _____

Urban Enterprise Zone? yes _____ no _____

Neighborhood Preservation Program (NPP)? yes _____ no _____

Small Cities/CDBG Program? yes _____ no _____

(Please highlight on map… Item A1 & provide an organizational chart as A2)

1. # sq. bl. In proposed Main Street areaPlease attach a map, labeled A1, which clearly highlights the proposed district boundaries.

2. Is there an organized group dealing with downtownrevitalization

3. Does your downtown have, or is part of:

Improvement District yes _____ no _____

Urban Enterprise Zone? yes _____ no _____

Neighborhood Preservation Program (NPP)? yes _____ no _____

Small Cities/CDBG Program? yes _____ no _____

(Please highlight on map… Item A1 &provide an organizational chart as A2)

ORGANIZATIONORGANIZATION

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Feel free to attach additional sheets if necessary.


Feel free to attach additional sheets if necessary.

3. Does your downtown have, or is part of (cont’d):

NJ DOT Transit Village yes _____ no _____

NJ DCA Smart Growth Assistance? yes _____ no _____

NJ DCA Historic Trust Assistance? yes _____ no _____

4. Does your downtown have a manager or other paid staffpositions?

5. Does your downtown have a Chamber of Commerce?

6. Does your town have a business/merchant/business/professional association?

3. Does your downtown have, or is part of (cont’d):

NJ DOT Transit Village yes _____ no _____

NJ DCA Smart Growth Assistance? yes _____ no _____

NJ DCA Historic Trust Assistance? yes _____ no _____

4. Does your downtown have a manager or other paid staffpositions?

5. Does your downtown have a Chamber of Commerce?

6. Does your town have a business/merchant/business/professional association?

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Section A Downtown ProfileSection A Downtown Profile

7. Regardless of the status of your future Main Street Organization(currently in existence or being built) does the entity have astrategic vision/action plan for the coming year?

7. Regardless of the status of your future Main Street Organization(currently in existence or being built) does the entity have astrategic vision/action plan for the coming year?

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8. Does the community have a marked seasonal populationfluctuation due to tourism, seasonal residency, educationalfacilities, etc?

9. Number of commercial/mixed use buildings in the program area.

10. Estimated average rent for commercial space in program area $_____ (per sq.ft./per month).

8. Does the community have a marked seasonal populationfluctuation due to tourism, seasonal residency, educationalfacilities, etc?

9. Number of commercial/mixed use buildings in the program area.

10. Estimated average rent for commercial space in program area $_____ (per sq.ft./per month).

ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING

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11. Total number of businesses in the program area:

12. Number of retail, service and professional businesses in theprogram area devoted to: (check all that apply)

13. Hours of operation for businesses in the district.

14. Number of local strip shopping centers in the municipality:_____

Proximity to the district: _____

15. For the nearest regional shopping malls and big box discountshopping centers, please include:

11. Total number of businesses in the program area:

12. Number of retail, service and professional businesses in theprogram area devoted to: (check all that apply)

13. Hours of operation for businesses in the district.

14. Number of local strip shopping centers in the municipality:_____

Proximity to the district: _____

15. For the nearest regional shopping malls and big box discountshopping centers, please include:

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16. How many residential units are there in the proposed programarea? (including single family, apartments, multi -family, etc..)____________________________________

17. # Gov’t / public buildings by category:

18. # of Comm’l / financial buildings in the municipality:

19. Name of Employer Product/Service Number of Employees

16. How many residential units are there in the proposed programarea? (including single family, apartments, multi-family, etc..)____________________________________

17. # Gov’t / public buildings by category:

18. # of Comm’l / financial buildings in the municipality:

19. Name of Employer Product/Service Number of Employees

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20. How would you describe the condition of buildings in theproposed District?Enclose up to 25 scanned photographs (prints and digital reproductions) showing both thestrengths and weaknesses of your downtown.

21. Please explain the transportation system in your downtown

22. # of parking meters and # un-metered spots, on and off-street.

23. Does your proposed Main Street district have parks or otheropen space? yes ____ no ____

24. Is safety/crime a concern in the downtown area?yes ____ no ____

20. How would you describe the condition of buildings in theproposed District?Enclose up to 25 scanned photographs (prints and digital reproductions) showing both thestrengths andweaknesses of your downtown.

21. Please explain the transportation system in your downtown

22. # of parking meters and # un-metered spots, on and off- street.

23. Does your proposed Main Street district have parks or otheropen space? yes ____ no ____

24. Is safety/crime a concern in the downtown area?yes ____ no ____

DESIGNDESIGN

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25. Has your downtown produced any promotional literature,brochures, flyers?

If yes, please attach samples as A25 If applicable, please attach an Events Calendar.

26. Is tourism and/or heritage tourism an economic factor in thecommunity?

yes ____ no ____

Do these attractions bring visitors into the downtown?yes ____ no ____

27. List any major resorts or attractions in or near your community.

28. As A28, please attach a description of any previous downtownrevitalization or community development efforts

25. Has your downtown produced any promotional literature,brochures, flyers?

If yes, please attach samples as A25 If applicable, please attach an Events Calendar.

26. Is tourism and/or heritage tourism an economic factor in thecommunity?

yes ____ no ____

Do these attractions bring visitors into the downtown?yes ____ no ____

27. List any major resorts or attractions in or near your community.

28. As A28, please attach a description of any previous downtownrevitalization or community development efforts

PROMOTIONPROMOTION

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28. As A29, please attach a statement identifying strengths andweaknesses of your downtown.

29. Municipality median income: (2000) ____ (1990) ____ (1980) ____

30. Municipality unemployment rate: (2000) ___ (1990) ___ (1980) ___Geographic size of municipality __________ square miles.Approximate size of downtown district: __________ acres

31. Legislative District # ___ Senator ________ Asssemblyman ________

32. Geographic Size of Municipality ____ sq.mi. Downtown _____ acres

28. As A29, please attach a statement identifying strengths andweaknesses of your downtown.

29. Municipality median income: (2000) ____ (1990) ____ (1980) ____

30. Municipality unemployment rate: (2000) ___ (1990) ___ (1980) ___Geographic size of municipality __________ square miles.Approximate size of downtown district: __________ acres

31. Legislative District # ___ Senator ________ Asssemblyman ________

32. Geographic Size of Municipality ____ sq.mi. Downtown _____ acres

GENERALGENERAL

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Section B Community CommitmentSection B Community Commitment

1. What is your municipality’s form of local government?_________________________________________________________

1. What is your municipality’s form of local government?_________________________________________________________

LOCAL GOVERNMENTLOCAL GOVERNMENT

Commitment of Municipal GovernmentLetter of commitment from the mayor labeled B1aAND

A resolution of support from the municipal council, labeled B1bendorsing the capacity-building purpose of the program (A sample

council resolution is enclosed.)

Commitment of Municipal Government

Letter of commitment from the mayor labeled B1aAND

A resolution of support from the municipal council, labeled B1bendorsing the capacity-building purpose of the program (A samplecouncil resolution is enclosed.)

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2. Identification of Major StakeholdersAs B2, please attach letters indicating a commitment to being activel yinvolved in, and making a financial commitment to, the downtownrevitalization program from representatives of groups that include butare not limited to:

2. Identification of Major StakeholdersAs B2, please attach letters indicating a commitment to being activel yinvolved in, and making a financial commitment to, the downtownrevitalization program from representatives of groups that include butare not limited to:

• Bankers · Education officials• Downtown merchants · Civic leaders / community residents• Downtown professionals · Utility company officials• Downtown service businesses · Local industry officials• Downtown property owners · Chamber of Commerce (required)

• Local media officials · Youth/Senior representatives, etc.• Government officials other than municipal• Business & property owners from outside the downtown district

• Bankers · Education officials• Downtown merchants · Civic leaders / community residents• Downtown professionals · Utility company officials• Downtown service businesses · Local industry officials• Downtown property owners · Chamber of Commerce (required)• Local media officials · Youth/Senior representatives, etc.• Government officials other than municipal

• Business & property owners from outside the downtown district

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3. Commitment of Key Team Members to Organization &Management

Please include a list of 15-30 individuals from these groups (andthe community in general) who would be willing to serve as officers,board members, committee chairs, committee members, or in anothervolunteer capacity, for such an organization. These may be membersof an existing downtown organization if one is in place. Pleaseinclude each individual’s name, address, business affiliation (ifapplicable), daytime phone number, and signature. Identify the list asattachment B3 .

3. Commitment of Key Team Members to Organization &Management

Please include a list of 15-30 individuals from these groups (andthe community in general) who would be willing to serve as officers,board members, committee chairs, committee members, or in anothervolunteer capacity, for such an organization. These may be membersof an existing downtown organization if one is in place. Pleaseinclude each individual’s name, address, business affiliation (ifapplicable), daytime phone number, and signature. Identify the list asattachment B3.

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In-kind printingpledged for 4yrs

In-kind printingpledged for 4yrs

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Time commitment to training and working in a volunteerorganization is essential to the success of this program inyour community. Please consider this before applying.

It is necessary that a broad-based segment of the communityis willing to support the required time commitment in orderto achieve success. In Urban Communities (wherevolunteer participation tends to be less than required formeeting the needs and issues), Main Street programsare typically structured with increased staff capacity toimplement the Four-Point Approach to downtownrevitalization.

If you are applying from an Urban Community, please addressyour plans and financial capacity to augment volunteerefforts with local staff.

Time commitment to training and working in a volunteerorganization is essential to the success of this program inyour community. Please consider this before applying.

It is necessary that a broad-based segment of the communityis willing to support the required time commitment in orderto achieve success. In Urban Communities (wherevolunteer participation tends to be less than required formeeting the needs and issues), Main Street programsare typically structured with increased staff capacity toimplement theFour -Point Approach to downtownrevitalization.

If you are applying from an Urban Community, please addressyour plans and financial capacity to augment volunteerefforts with local staff.

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4. Public InvolvementPlease describe your public outreach plan for recruiting volunteersand generating public participation in the Main Street program for thepast year and moving forward into next year. List Public Involvementplan as attachment B4 .

5. What is the municipality’s total annual budget for 2009?$____________________

6. Who is the municipality’s mayor? __________________Full time _____ Part time _____

Term expiration __________

Daytime phone number: ____-______-_________

7. Who is the municipality’s manager? __________Full time _____ Part time _____ (None _____ )


4. Public InvolvementPlease describe your public outreach plan for recruiting volunteersand generating public participation in the Main Street program for thepast year and moving forward into next year. List Public Involvementplan as attachment B4.

5. What is the municipality’s total annual budget for 2009?$____________________

6. Who is the municipality’s mayor? __________________Full time _____ Part time _____

Term expiration __________


7. Who is the municipality’s manager? __________Full time _____ Part time _____ (None _____ )


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8. Does the municipality have:Zoning ordinance? yes _____ no _____Zoning board? yes _____ no _____Planning board? yes _____ no _____Combined board? yes _____ no _____Historic Commission? yes _____ no _____Full-time municipal planner? yes _____ no _____Building code ordinance? yes _____ no _____

Date last revised ___________Property Maintenance Code? yes _____ no _____Vacant property ordinance that

refers to the State AbandonedProperties Act? yes _____ no _____

Building inspector? yes _____ no _____Hours per week? _____

Sign control ordinance? yes _____ no _____Date last revised _____

Design review ordinance? yes _____ no _____Date last revised _____

Community Dev. Staff? yes _____ no _____Tourism commission? yes _____ no _____

8. Does the municipality have:Zoning ordinance? yes _____ no _____Zoning board? yes _____ no _____Planning board? yes _____ no _____Combined board? yes _____ no _____Historic Commission? yes _____ no _____Full-time municipal planner? yes _____ no _____Building code ordinance? yes _____ no _____

Date last revised ___________Property Maintenance Code? yes _____ no _____Vacant property ordinance that

refers to the State AbandonedProperties Act? yes _____ no _____

Building inspector? yes _____ no _____Hours per week? _____

Sign control ordinance? yes _____ no _____Date last revised _____

Design review ordinance? yes _____ no _____Date last revised _____

Community Dev. Staff? yes _____ no _____Tourism commission? yes _____ no _____

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8. Does the municipality have:Comprehensive master plan? yes _____ no _____Date last revised ______________

If yes, does it include a downtown revitalization plan? yes _____ no _____If yes, does it include a historic preservation plan? yes _____ no _____If yes, does it include a redevelopment zone plan? yes _____ no _____

9. Has the municipality received grants from, or participated in,federal, state or local programs (i.e. Community Development BlockGrants (CDBG), Economic Development Administration (EDA), NeighborhoodPreservation Program (NPP), NJ Historic Trust, etc. in the past five years,which have/had included program/project functions within the downtown?)

yes _____ no _____

If yes, please list amount and explain how funds are/were used, and at tach asB8.

8. Does the municipality have:Comprehensive master plan? yes _____ no _____Date last revised ______________

If yes, does it include a downtown revitalization plan? yes _____ no _____

If yes, does it include a historic preservation plan? yes _____ no _____If yes, does it include a redevelopment zone plan? yes _____ no _____

9. Has the municipality received grants from, or participated in,federal, state or local programs (i.e. Community Development BlockGrants (CDBG), Economic Development Administration (EDA), NeighborhoodPreservation Program (NPP), NJ Historic Trust, etc. in the past five years,which have/had included program/project functions within the downtown?)

yes _____ no _____

If yes, please list amount and explain how funds are/were used, and attach asB8.

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1. Community Strategic Revitalization Efforts.A growing interest in targeting and coordinating communityrevitalization efforts is evident in policy initiatives expressed bythe Governor and the NJ Department of Community Affairs. TheState has actively promoted the principle of Smart Growth andCommunities of Place as keystones of the State Plan andeffectuating public investment decisions. The goal of this principleis the creation and support of identifiable, sustainable and vitalcommunities throughout New Jersey.

Consistent with this principle, the Department is aggressivelypromoting neighborhood-based community revitalizationstrategies. Whether locally initiated or developed through theformation of state and local partnerships, DCA’s neighborhoodassistance programs are directed to enhancing such policies.

1. Community Strategic Revitalization Efforts.A growing interest in targeting and coordinating communityrevitalization efforts is evident in policy initiatives expressed bythe Governor and the NJ Department of Community Affairs. TheState has actively promoted the principle of Smart Growth andCommunities of Place as keystones of the State Plan andeffectuating public investment decisions. The goal of this principleis the creation and support of identifiable, sustainable and vitalcommunities throughout New Jersey.

Consistent with this principle, the Department is aggressivelypromoting neighborhood-based community revitalizationstrategies. Whether locally initiated or developed through theformation of state and local partnerships, DCA’s neighborhoodassistance programs are directed to enhancing such policies.

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10A. Office of Smart Growth Plan Endorsement:Has the municipality received plan endorsement? yes ___ no ____

If no, is the municipality in the process of applyingfor plan endorsement? yes ___ no ____

Is the municipality identified as a Center in the StateDevelopment and Redevelopment Plan? yes ___ no ____

If yes, has Center designation been obtained? yes ___ no ____What is date of designation? ______________

(Please attach as B10a a copy of Official notification and the Implementation Agenda.)

NOTE: If your municipality is primarily or totally within the jurisdiction of thePinelands Commission, Highlands Commission, or Meadowlands Commissionplease provide documentation regarding its classification and status from theCommission.

If no, are there current or planned efforts to acquire Centerdesignation? yes ___ no ____

Explain fully (attach additional sheets, if necessary)

10A. Office of Smart Growth Plan Endorsement:Has the municipality received plan endorsement? yes ___ no ____

If no, is the municipality in the process of applying

for plan endorsement? yes ___ no ____Is the municipality identified as a Center in the StateDevelopment and Redevelopment Plan? yes ___ no ____

If yes, has Center designation been obtained? yes ___ no ____What is date of designation? ______________

(Please attach as B10a a copy of Official notification and the Implementation Agenda.)

NOTE: If your municipality is primarily or totally within the jurisdiction of thePinelands Commission, Highlands Commission, or Meadowlands Commissionplease provide documentation regarding its classification and status from theCommission.

If no, are there current or planned efforts to acquire Centerdesignation? yes ___ no ____

Explain fully (attach additional sheets, if necessary)

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10B. What is the status of the municipality’s efforts to meet itsMount Laurel obligations as defined by the Council onAffordable Housing? (Please explain fully)

10C. Have efforts been taken within the past three years toaddress concerns of any deteriorating neighborhoodconditions or commercial district within the municipality?

yes ___ no ____

If yes, how, who participated, how were neighborhoods selected?

If no, any planned efforts in the future? If not, why should the DCAconsider designating a Main Street New Jersey program in thecommunity?

10B. What is the status of the municipality ’s efforts to meet itsMount Laurel obligations as defined by the Council onAffordable Housing? (Please explain fully)

10C. Have efforts been taken within the past three years toaddress concerns of any deteriorating neighborhoodconditions or commercial district within the municipality?

yes ___ no ____

If yes, how, who participated, how were neighborhoods selected?

If no , any planned efforts in the future? If not, why should the DCAconsider designating a Main Street New Jersey program in thecommunity?

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Section C ResourcesSection C Resources

1. Is the downtown a National or State Register Historic District?yes _____ no _____

If yes, please list and identify boundaries on map A1.2. Is the downtown a locally designated historic district?

yes _____ no _____If yes, please list and identify boundaries on map A1.

3. Number of historic structures listed on (or are eligible for) the National/ State Register? _____

If yes, please list name and address of each individual building:

4. Is/was the municipality a Certified Local Government (CLG)?yes ____ no _____

If yes, when was the CLG established? _____If it was in the past, when did it cease? _____If applicable, please cite an example of how CLG grants have been used:

1. Is the downtown a National or State Register Historic District?yes _____ no _____

If yes, please list and identify boundaries on map A1.2. Is the downtown a locally designated historic district?

yes _____ no _____If yes, please list and identify boundaries on map A1.

3. Number of historic structures listed on (or are eligible for) the National/ State Register? _____

If yes, please list name and address of each individual building:4. Is/was the municipality a Certified Local Government (CLG)?

yes ____ no _____If yes, when was the CLG established? _____If it was in the past, when did it cease? _____If applicable, please cite an example of how CLG grants have been used:

HISTORIC ARCHITECTURAL RESOURCESHISTORIC ARCHITECTURAL RESOURCES

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5. Has an historic sites survey/inventory ever been completed?yes ____ no _____

If yes, please list date of completion, funding sources, and scope of survey:

6. What is the approximate age of the building stock in theproposed Main Street program area?

Pre -1850 _____% 1851-1900 _____% 1901-1925_____%1926-1945 _____% 1946-1965 _____% 1966-present_____%

7. Describe the general impression derived from the downtownarea; characterize its significance.

5. Has an historic sites survey/inventory ever been completed?yes ____ no _____

If yes, please list date of completion, funding sources, and scope of survey:

6. What is the approximate age of the building stock in theproposed Main Street program area?

Pre -1850 _____% 1851-1900 _____% 1901-1925_____%

1926-1945 _____% 1946-1965 _____% 1966-present_____%

7. Describe the general impression derived from the downtownarea; characterize its significance.

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1. Does the community have a local Historic PreservationOrganization? yes _____ no _____

If yes, please list:Involvement w/

Organization(s) Name Size of Membership Downtown Projects

1. Does the community have a local Historic PreservationOrganization? yes _____ no _____

If yes, please list:Involvement w/

Organization(s) Name Size of Membership Downtown Projects

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Section D FinancialSection D Financial

FINANCIAL COMMITMENTFINANCIAL COMMITMENT

MSNJ is NOT a grant programWe are looking for a long range commitment(ie. A Budget with at a minimum of 4 yrs.Financial commitment by the municipality).YR 5- With your municipality, your Main Streetorg. creates an improvement district and actsas the district management corporation.Further stabilizing the funding of the program.

MSNJ is NOT a grant programWe are looking for a long range commitment(ie. A Budget with at a minimum of 4 yrs.Financial commitment by the municipality).YR 5- With your municipality, your Main Streetorg. creates an improvement district and actsas the district management corporation.Further stabilizing the funding of the program.

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Main Street Budgets- 1st & 5th yearsMain Street Budgets- 1st & 5th years

PARTNER <$67,000SMALL COMMUNITY <$100,000MIDSIZE COMMUNITY < $128,000LARGE COMMUNITY < $170,000

PARTNER <$67,000SMALL COMMUNITY <$100,000MIDSIZE COMMUNITY < $128,000LARGE COMMUNITY < $170,000

Budget Sources: Year 1 (start up)

Municipality

Residents

Business/PropertyOwners

Other

Budget Sources: By Year 5

Municipality

Residents

Other

Imp. Dist. /Other

PARTNER <$129,800 (FT director)SMALL COMMUNITY <$120,000MIDSIZE COMMUNITY < $143,000LARGE COMMUNITY < $188,000

PARTNER <$129,800 (FT director)SMALL COMMUNITY <$120,000MIDSIZE COMMUNITY < $143,000LARGE COMMUNITY < $188,000

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Main Street District Program EvolutionMain Street District Program Evolution

Personnel: Year 1 (start up)

individuals

partners

staff

Personnel: By Year 5

individuals

partners

staff

Executive Director salary range from35K-75KJob postings available atwww.mainstreet.orgUrban/Larger Communities tend tohave more paid staff to compensatefor lower volunteer participation.Additional staffing could include:Admin. Assistant, EventsCoordinator, Farmers MarketManager, Clean Team &Redevelopment Coordinator, etc.

Executive Director salary range from35K-75KJob postings available atwww.mainstreet.orgUrban/Larger Communities tend tohave more paid staff to compensatefor lower volunteer participation.Additional staffing could include:Admin. Assistant, EventsCoordinator, Farmers MarketManager, Clean Team &Redevelopment Coordinator, etc.

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Your Main Street Executive DirectorYour Main Street Executive Director

enthusiasm for commercial districtrevitalizationdiplomatic when working with a varietyof peopleenergeticentrepreneurialimaginativewell organized

capable of functioning independentlygood at working with peopleskilled at one-on-one communicationssensitivity to design and preservationissuesexcellent written and verbal skillsadaptable and flexible attitudeself-starter who takes initiative

enthusiasm for commercial districtrevitalizationdiplomatic when working with a varietyof peopleenergeticentrepreneurialimaginativewell organizedcapable of functioning independentlygood at working with people

skilled at one-on-one communicationssensitivity to design and preservationissuesexcellent written and verbal skillsadaptable and flexible attitudeself-starter who takes initiative

urban planningarchitecturehistoric preservationeconomics

financepublic relationsdesignjournalismplanningbusiness administrationpublic administrationretailingvolunteer or nonprofit administration

small business development

urban planningarchitecturehistoric preservationeconomicsfinancepublic relationsdesign

journalismplanningbusiness administrationpublic administrationretailingvolunteer or nonprofit administrationsmall business development

QUALIFICATIONS/EXPERIENCEQUALIFICATIONS/EXPERIENCE CHARACTER TRAITSCHARACTER TRAITS

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Section E PotentialSection E Potential

1. Prioritize your community’s five (5) major assets, includingspecial characteristics.

2. Summarize the three (3) most important civic improvementsrecently completed in your community. How were theyfinanced?

1. Prioritize your community’s five (5) major assets, includingspecial characteristics.

2. Summarize the three (3) most important civic improvementsrecently completed in your community. How were theyfinanced?

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3. Summarize the three (3) most important civic improvementsplanned for your community. How will they be financed?

4. What current specific concerns within the proposed MainStreet program area is the top priority of your communityleadership?

3. Summarize the three (3) most important civic improvementsplanned for your community. How will they be financed?

4. What current specific concerns within the proposed MainStreet program area is the top priority of your communityleadership?

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5. What local public investments have been made to date todate? Please explain.

6. What is the current allocation in the Municipal CapitalBudget and Capital Improvement programs forimprovements in the proposed Main Street district ?

5. What local public investments have been made to date todate? Please explain.

6. What is the current allocation in the Municipal CapitalBudget and Capital Improvement programs forimprovements in the proposed Main Street district ?

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7. Why does your community need a Main Street program?Does your downtown have a long-range plan, or is the downtowna focus of an overall community economic development plan?

yes _____ no _____

If yes, please attach a copy, labeled as E7. If you do have a plan in

place, how would you rate its effectiveness in terms of ongoingdowntown development?

8. As E8 attach a statement outlining what downtown leadershope to accomplish if your community is designated a MainStreet New Jersey community.

7. Why does your community need a Main Street program?Does your downtown have a long-range plan, or is the downtowna focus of an overall community economic development plan?

yes _____ no _____

If yes, please attach a copy, labeled as E7. If you do have a plan inplace, how would you rate its effectiveness in terms of ongoing

downtown development?

8. As E8 attach a statement outlining what downtown leadershope to accomplish if your community is designated a MainStreet New Jersey community.

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9. Summarize the current development and economic trends inyour community. How are these developments impactingon the proposed Main Street district?

10. What is the general public attitude in your communitytoward the downtown? (Use survey results, town meeting results, orfocus group results, if available.) Explain how improving the downtown isimportant to local leadership and residents.

9. Summarize the current development and economic trends inyour community. How are these developments impactingon the proposed Main Street district?

10. What is the general public attitude in your communitytoward the downtown? (Use survey results, town meeting results, orfocus group results, if available.) Explain how improving the downtown isimportant to local leadership and residents.

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11. List any recent or planned private investment in thedowntown, including how it is financed.

12. What previous efforts have been made to attract or retainbusiness in the proposed Main Street district?

11. List any recent or planned private investment in thedowntown, including how it is financed.

12. What previous efforts have been made to attract or retainbusiness in the proposed Main Street district?

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13. Do you plan to continue a downtown management programafter the initial four year period? yes _____ no _____

If yes, what form would the management program take, and howwould it be funded?

14. Has there ever been, or does there currently exist, anyorganization whose primary responsibility was/is theimprovement of downtown? yes _____ no _____

If yes, explain work accomplished and current activities. If this groupno longer exists, explain why they discontinued their efforts

13. Do you plan to continue a downtown management programafter the initial four year period? yes _____ no _____

If yes, what form would the management program take, and howwould it be funded?

14. Has there ever been, or does there currently exist, anyorganization whose primary responsibility was/is theimprovement of downtown? yes _____ no _____

If yes, explain work accomplished and current activities. If th is groupno longer exists, explain why they discontinued their efforts

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15. Explain the proposed structure of the local Main Streetorganization (use a flow chart if necessary), including theentity to which the executive director will directly report.What will be the primary responsibility(ies) of individualboard members and the board as a whole in running theMain Street program?

16. What do you believe the long-term impact of the Main Streetprogram will be on your community? (Please be as specific aspossible.)

15. Explain the proposed structure of the local Main Streetorganization (use a flow chart if necessary), including theentity to which the executive director will directly report.What will be the primary responsibility(ies) of individualboard members and the board as a whole in running theMain Street program?

16. What do you believe the long-term impact of the Main Streetprogram will be on your community? (Please be as specific aspossible.)

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17. How have you generated public awareness of, andinvolvement in, the proposed Main Street program? Whatmethods will be used to continue generating this publicsupport of the Main Street program?

18. Is a downtown director already in place at the time ofsubmitting this application? yes _____ no _____

If yes, attach a current job description and resume as E18. (It is notnecessary to have an employed director in order to make applicationto Main Street New Jersey.)

17. How have you generated public awareness of, andinvolvement in, the proposed Main Street program? Whatmethods will be used to continue generating this publicsupport of the Main Street program?

18. Is a downtown director already in place at the time ofsubmitting this application? yes _____ no _____

If yes, attach a current job description and resume as E18. (It is notnecessary to have an employed director in order to make applicat ionto Main Street New Jersey.)

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127 128

129 130


19. Describe the roles and responsibilities of the local MainStreet Board prior to hiring a Main Street executive director(if applicable).

20. Describe the roles and responsibilities of the local MainStreet Board after the director is/was hired.

19. Describe the roles and responsibilities of the local MainStreet Board prior to hiring a Main Street executive director(if applicable).

20. Describe the roles and responsibilities of the local MainStreet Board after the director is/was hired.

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21. As E21 , please attach any additional information you wishto relate, not covered elsewhere in this application, whichyou believe should be considered in the evaluation of thisapplication (i.e. retail leakage, sales trends, newconstruction downtown, recent private rehabilitationprojects, etc.).

21. As E21 , please attach any additional information you wishto relate, not covered elsewhere in this application, whichyou believe should be considered in the evaluation of thisapplication (i.e. retail leakage, sales trends, newconstruction downtown, recent private rehabilitationprojects, etc.).

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INDEXINDEX

______ A1 Map______ A2 Org. Chart______ A7 Vision______ A20 Photos______ A25 Promotions______ A28 Previous Efforts______ A29 Strengths / weaknesses

______ B1a Mayor’s Letter______ B1b Council Resolution______ B2 Letters of Support

______ A1 Map______ A2 Org. Chart______ A7 Vision______ A20 Photos______ A25 Promotions______ A28 Previous Efforts______ A29 Strengths / weaknesses

______ B1a Mayor’s Letter______ B1b Council Resolution______ B2 Letters of Support

______ B3 Volunteer Commitment______ B4 Public Involvement______ B8 Government Programs______ B10a State Plan

______ D1 Budget______ D2 Sustainability______ E7 Community Plan______ E8 Outcomes______ E18 JobDescrip / Resume______ E21 Miscellanous

______ B3 Volunteer Commitment______ B4 Public Involvement______ B8 Government Programs______ B10a State Plan

______ D1 Budget______ D2 Sustainability______ E7 Community Plan______ E8 Outcomes______ E18 Job Descrip / Resume______ E21 Miscellanous

Attachment Checklist. To make sure all the requested attachments are includedwith your application, please check below which items are being submitted.

Attachment Checklist. To make sure all the requested attachments are includedwith your application, please check below which items are being submitted.

Person to Contact if there are questions about this application:Name: ____________________________Position: ____________________________Daytime Phone: ______/_____/________________Fax Phone: ______/_____/________________

E-Mail address: ____________________________

Person to Contact if there are questions about this application:Name: ____________________________Position: ____________________________Daytime Phone: ______/_____/________________Fax Phone: ______/_____/________________E-Mail address: ____________________________

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This could beyour mayor too!

This could beyour mayor too!

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INDEXINDEX

Main Street New JerseyOffice of Smart Growth

NJ Dept. of Community AffairsPO Box 204

Trenton, New Jersey 08625-0204

Jef R. Buehler Heather McCall, AICPState Coordinator Asst. State Coordinator609.633.9769 609.633.9648

Main Street New JerseyOffice of Smart Growth

NJ Dept. of Community AffairsPO Box 204

Trenton, New Jersey 08625 -0204

Jef R. Buehler Heather McCall, AICPState Coordinator Asst. State Coordinator609.633.9769 609.633.9648

Documents

2009 Application presentation - New Jersey2009 Designation Application WorkshopWorkshop A Program of the Department of Community Affairs 2 Reclaiming the Heart of . . . . Your CommunityReclaiming