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City Council Packet - 11/05/2013 • V TIGARD City of Tigard CITY CENTER DEVELOPMENT AGENCY/CITY COUNCIL MEETING November 5, 2013 MEETING WILL NOT BE TELEVISED I:IDesign&Communications\Donna\City Councillccda ti 13125 SW Hall Blvd. • Tigard, Oregon 97223 • 503.639.4171 TTY Relay: 503.684.2772 • www.tigard-or.gov r City of Tigard CCDA City Center Development Agency Board - Agenda TIGARD CITY CENTER DEVELOPMENT AGENCY BOARD MEETING DATE AND TIME: November 5,2013 - 6:30 p.m. MEETING LOCATION: City of Tigard-Red Rock Creek Conference Room 13125 SW Hall Blvd.,Tigard,OR 97223 PUBLIC NOTICE: Times noted are estimated. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for City Center Development Agency Board meetings by noon on the Monday prior to the City Center Development Agency Board meeting. Please call 503-639-4171,ext. 2410 (voice) or 503-684-2772 (TDD - Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible.Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-639-4171,ext. 2410(voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA City of Tigard CCDA City Center Development Agency Board - Agenda TIGARD CITY CENTER DEVELOPMENT AGENCY BOARD MEETING DATE AND November 5,2013 -6:30 p.m. TIME: MEETING LOCATION: City of Tigard -Red Rock Creek Conference Room- 13125 SW Hall Blvd., Tigard,OR 97223 6:30 PM 1. CITY CENTER DEVELOPMENT AGENCY BOARD MEETING A. Call to Order-City Center Development Agency B. Roll Call C. Call to Board and Staff for Non-Agenda Items 2. NON AGENDA ITEMS 3. APPROVE CCDA MINUTES FOR- 6:35 estimated time September 3,2013 October 1,2013 4. RECEIVE PRESENTATION ON BUS RAPID TRANSIT 6:40 pm estimated time 5. DISCUSS COMPOSITION OF THE CITY CENTER DEVELOPMENT AGENCY BOARD AND THE CITY CENTER ADVISORY COMMISSION 7:25 pm estimated time •EXECUTIVE SESSION:The Tigard City Center Development Agency will go into Executive Session to discuss real property negotiations,under ORS 192.660(2) (e) All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 7:55 pm estimated time 6. ADJOURNMENT 8:10 pm estimated time e City of Tigard City Center Development Agency Board - Agenda CODA TIGARD CITY CENTER DEVELOPMENT AGENCY BOARD MEETING DATE AND TIME: November 5, 2013 - 6:30 p.m. MEETING LOCATION: City of Tigard -Town Hall 13125 SW Hall Blvd.,Tigard, OR 97223 1. CITY CENTER DEVELOPMENT AGENCY BOARD MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non Agenda Items 2. NON AGENDA ITEMS 3. APPROVE CCDA MINUTES FOR— 6:35 estimated time September 3,2013 October 1, 2013 4. RECEIVE PRESENTATION ON BUS RAPID TRANSIT 6:40 estimated time 5. DISCUSS COMPOSITION OF THE CITY CENTER DEVELOPMENT AGENCY BOARD AND THE CITY CENTER ADVISORY COMMISSION 7:25 pm estimated time 6. NON AGENDA ITEMS • EXECUTIVE SESSION: The CCDA will enter into an executive session in the Red Rock Creek Conference Room to discuss real property negotiations,under ORS 192.660 (2) (e). All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 7. ADJOURNMENT 8:10 pm estimated time 4 If c'/'l (✓l /-1r)-r, 2 SUPPLE NTAL PACKET/ r--2�%/,R /fan/ A9.e h�1�� OREGON fool C/uh&i`/k r Alei,al erson (DATE OF MEETING) MAIN STREET Ore on Main Street ,t1-.\ I I 1 i 2013 Program Handbook '`': 'i mil. '4; , t e Illifil' /10 ;ifie ' v' 1 t. , 44 417: 1 iiirf 0 , la, iv •Y itii. , J t•.yr.' '. (t:.. .. "r s t iJ LIVE LOCAL.BE LOCAL. OUCII i4.00,....0111.1116 4 i I + • 4 M M U N V I L I I , f `, W !' - �✓ I h 4 _ a .. - r A.-. •'-:, I, 1:.."4H'... !1 i it'I it f P = 1, 1 Oregon Main Street is t- III i w, . a �. administered by the State Historic K t Preservation Office(Oregon Parks 1 -"11t, , _ I - and Recreation Department) lr 'y �� _ -- Table of Contents National Main Street Program The Main Street Approach® 3 Why is Downtown Important? 6 Downtown Revitalization Partners 7 Downtown Revitalization Stakeholder Benefits 9 Oregon Main Street Oregon Main Street Network 12 Starting a Downtown Program Checklist for Starting a Downtown Revitalization Program 18 Nonprofit, Tax-exempt Organizations 20 Typical Main Street Organizational Chart 21 Anytown Downtown Association Bylaws 22 First Year Operating Budget Sample Mid-Size 31 First Year Operating Budget: Sample Small-Rural 32 Sample- Press Release 33 Ideas for Downtown Program Names 34 Examples of Logos 35 The Board of Directors Board of Directors'Job Description 36 Official Title: Member, Board of Directors 36 Officers' Job Description 37 Board of Director Categories 42 Board Member Orientation Checklist 43 Example Agenda for a Board Meeting 45 Meeting Tips 46 The Committees Well-Rounded Committee Checklist 47 Committee Members and Chairperson: 48 The Executive Director(Program Manager) Executive Director's Areas of Responsibility 49 Sample Executive Director Job Description 51 Staff's Role in Working with Committees 54 Developing Action Plans Elements of Action Plans 56 Developing One to Two Year Action Plans 57 Example - Director's Goal Setting Session 58 Committee Brainstorming Session - Example 59 Committee Activity List Overview - Example 60 Committee Activity Action Plan - Example 61 2 The Main Street Approach® Main Street® is a philosophy, a program, and a proven comprehensive approach to downtown commercial district revitalization. This approach has been implemented in over 2,200 cities and towns in 40 states across the nation with the help of the National Trust Main Street Center and statewide downtown revitalization programs. The success of the Main Street Approach® is based on its comprehensive nature. By carefully integrating four points into a practical downtown management strategy, a local Main Street program will produce fundamental changes in a community's economic base: Organization involves building a Main Street framework that is well represented by business and property owners, bankers, citizens, public officials, chambers of commerce, and other local economic development organizations. Everyone must work together to renew downtown. A strong organization provides the stability to build and maintain a long-term effort. Promotion creates excitement downtown. Street festivals, parades, retail events, and image development campaigns are some of the ways Main Street encourages customer traffic. Promotion involves marketing an enticing image to shoppers, investors, and visitors. I Design enhances the attractiveness of the business district. Historic building rehabilitation, street and alley clean-up, colorful banners, landscaping, and lighting all improve the physical image of the downtown as a quality place to shop, work, walk, invest in, and live. Design improvements result in a reinvestment of public and private dollars to downtown. Economic Restructuring involves analyzing current market forces to develop long-term solutions. Recruiting new businesses, creatively converting unused space for new uses, and sharpening the competitiveness of Main Street's traditional merchants are examples of economic restructuring activities. The Eight Guiding Principles While the Main Street Approach® provides the format for successful revitalization, implementation of the four-point approach is based on eight principles that pertain to the entire revitalization effort. The most successful Main Street revitalization programs use these principles to guide and strengthen their endeavors: 1. Comprehensive. A single project cannot revitalize a downtown or commercial neighborhood. An ongoing series of initiatives is vital to build community support and create lasting progress. 2. Incremental. Small projects make a big difference. They demonstrate that"things are happening" on Main Street and hone the skills and confidence the program will need to tackle more complex projects. 3 3. Self-Help. Oregon Main Street can provide valuable direction and technical assistance, but only local leadership can breed long-term success by fostering and demonstrating community involvement and commitment to the revitalization effort. 4. Public/Private Partnership. Every local Main Street program needs the support and expertise of both the public and private sectors. For an effective partnership, each must recognize the strengths and weaknesses of the other. 5. Identifying and Capitalizing on Existing Assets. Unique offerings and local assets provide the solid foundation for a successful Main Street initiative. 6. Quality. From storefront design to promotional campaigns to special events, quality must be instilled in the organization. 7. Change. Changing community attitudes and habits is essential to bring about a commercial district renaissance. A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revitalization process. 8. Action Oriented. Frequent visible changes in the look and activities of the commercial district will reinforce the perception of positive change. Small, but dramatic, improvements early in the process will remind the community that the revitalization effort is underway. 4 Criteria for National Designation as a Main Street® Program The National Main Street Accreditation process evaluates established commercial district revitalization programs on the basis of ten basic performance standards, and provides national recognition to those that meet these standards. The ten performance standards provide benchmarks and guidelines on how the organization should be functioning and an incentive to organizations to perform better and be more effective. 1. Broad-based community support for the commercial district revitalization process with strong support from both the public and private sectors. 2. Vision and mission statements relevant to community conditions and to the local Main Street program's organizational stage. 3. Comprehensive Main Street work plan. 4. Historic preservation ethic. 5. Active board of directors and committees. 6. Adequate operating budget. 7. Paid professional program manager. 8. Program of ongoing training for staff and volunteers. 9. Reporting of key statistics. 10. Current member of the National Main Street Network. It takes hard work and commitment by a community to become and maintain its designation as a Main Street community. Along with this designation comes the honor of permission to use the title "Main Street." Communities must be evaluated and meet the criteria above to use this title. Evaluation is done yearly, and will be granted only to Performing Main Street designation level communities that fully participate in Oregon Main Street. Call the Oregon Main Street Coordinator at 503.986.0679 for more specific information about Main Street® criteria, use of the Main Street® name, or Oregon Main Street program levels. 5 Why is Downtown Important? Can malls and discount centers take the place 6. The central business district is an of downtowns in the future? The answer is indispensable shopping and service center. most definitely no. Though malls and discount Though it may no longer hold the place as your centers play important roles in our community's most dominant shopping center, communities, downtown is much more than a it still includes unique shopping and service shopping center. It is critical for everyone opportunities. Attorneys, physicians, involved in downtown revitalization to accountants,and insurance offices, as well as understand the value of downtown. Here are financial institutions,are often located some good reasons why downtown is downtown. important(though they're not in any particular order): 7. Your downtown is the historic core of your community. Many of the buildings are 1. Your central business district is a historically significant and help highlight your prominent employment center. Even the community's history. smallest downtown employs hundreds of people. Downtown is often the largest 8. Downtown represents a vast amount of employer in a community. public and private investment. Imagine the costs to recreate all the public infrastructure 2. As a business center, your downtown plays and buildings already existing in your central a major role. It may even represent the business district.Think of the waste of past largest concentration of businesses in your dollars spent if downtown is neglected. community. It also serves as an incubator for new businesses—the successes of tomorrow. 9. A central business district is often a major tourist draw. When people travel, they want to 3. Most of the businesses in your downtown see unique places. There isn't a downtown are independently owned. They support a like yours in the world! local family who supports the local schools, etc. Independent businesses keep profits in 10. Downtown is usually a government town. center. Most likely it is where your city hall, county courthouse, and post office are 4. Downtown is a reflection of how your located. This "one stop" shopping for community sees itself—a critical factor in government services is a notable feature of business retention and recruitment efforts. downtowns across the country. When industry begins looking at your community as a possible location,they And, perhaps, most important,your downtown • examine many aspects including the quality of provides a sense of community and place. As life. Included in quality of life is interest in Carol Lifkind,author of Main Street: The Face downtown—is it alive and viable, or does it of Urban America,said "...as Main Street, it represent local disinterest and failure? was uniquely American,a powerful symbol of shared experiences, of common memory, of 5. Your downtown represents a significant the challenge,and the struggle of building a portion of the community's tax base. If this civilization... Main Street was always familiar, district declines, property will decrease tax always recognizable as the heart and soul of burden on other parts of your community. the village,town or city." (Edited from an article by Alicia Goehring,Wisconsin Main Street Program,Wisconsin Department of Development) 6 Downtown Revitalization Partners The local downtown revitalization program must involve groups throughout the community to be successful. Different groups have different interests in the downtown. And, while each may have a particular focus, all groups ultimately share the common goal of revitalizing the commercial district. By involving a broad range of constituents in the process, the downtown program can help each group realize that this common goal exists and that cooperation is essential for successful revitalization. Furthermore, by identifying each organization's greatest strengths, the downtown program can help focus that group's energy in the areas where it will be most effective and have the most to contribute. Groups typically represented and involved in successful local downtown revitalization programs include: Retail &Service Sector Business Owners Retail and service sector activity is an important part of the downtown's economic base; consequently, business owners have a vested interest in the success of the downtown revitalization program. Retailers are often most interested in, and the most valuable contributors to downtown promotional activities,though their involvement in other downtown activities can also be beneficial. Property Owners Since they literally own the downtown, property owners have a direct interest in the downtown program's success and often become active participants in the revitalization process. Absentee owners,though, may show little or no interest in the program, nonetheless,they should be kept informed about revitalization activities and, as the program develops greater competency in directing downtown's economic growth, should continue to be invited to take part in its projects. Chambers of Commerce The chamber of commerce is an important player in most downtown revitalization programs because of its interest in the community's commercial development. The chamber can help the downtown program by providing liaison with local and regional economic development agencies, helping businesses expand, recruiting new businesses and sharing information resources. Remember, though, that the chamber must be concerned with community-wide development. Focusing too much on the downtown can contradict its direct mission. Financial Institutions Local financial institutions benefit from a revitalized downtown in many ways,from making new business loans to being able to attract new industry to the community. Banks and savings and loans can support the revitalization program by helping package loans, taking part in interest buy down and other financial incentive programs, providing leadership and seeking innovative ways to stimulate downtown economic development. Many financial institutions also find that participation in the local downtown revitalization program helps satisfy their directives under the Community Reinvestment Act. Consumers In many ways, consumers stand to benefit the most from revitalized downtown offering goods and services that meet their needs. Many local consumers who may not belong to an existing community organization will still be interested in participating in the revitalization effort and in helping make the downtown -and the community-a more lively place to be. City and County Government Without the support and involvement of local government, it is doubtful that a downtown revitalization program will achieve long-lasting success. Local government can help provide the financial and information resources,technical skills,and leadership to the revitalization effort. Because local government plays a major role in directing the community's economic growth, it must be an active participant in restructuring the downtown's economic base and developing innovative solutions to downtown issues. Media Downtown revitalization means creating new jobs,generating new investments and bringing more money into the community—all newsworthy activities. Thus, the media are usually major supporters of a downtown revitalization effort. In addition to publicizing the local program's successes, media can provide information about local market characteristics to help the revitalization effort find better ways to meet consumer needs. Regional Planning Commissions and Councils of Government These groups can provide the local downtown program with market data and other technical information about the downtown's market area. They can also help the program identify resources and establish relationships with regional,state, and national economic development agencies. Schools and Universities Schools can contribute to successful downtown revitalization in several ways. First, by involving young people in the revitalization process,the downtown program can reach a segment of the community that may not be familiar with downtown. Second,they can help students become positive contributors to the community's quality of life. Finally, by giving students opportunities to use their academic skills in a "real world" environment,they can help the downtown revitalization effort implement programs and activities. Historic Societies and Historic Preservation Organizations These groups can contribute expertise in local history, preservation technology, preservation technology, and related fields to the downtown program. Civic Clubs By taking part in the revitalization effort, civic clubs can help improve the community's quality of life and make the downtown a more pleasant and vibrant place for community activities. Other Urban Renewal Boards Arts Councils and Commissions Cultural and Heritage Councils Garden Clubs Public Utilities Bicycle and Pedestrian Advocacy Groups Hospitals Tree City Committee Community Web Hosts and Providers 8 Downtown Revitalization Stakeholder Benefits Local Residents/Consumers • enhanced marketplace (better shopping and the benefits of shopping locally) • sense of pride in downtown • social/cultural activities • opportunities to keep kids in town • sense of hometown community • historical awareness (preservation of architecture and human history) • opportunity to participate/volunteer • better communication (newsletter) • political advocate • home values increase Property Owners • increased occupancy rates • rent stability • increased property values • increased stability • reduced vandalism/crime deterrent • assistance with tax credits, grants, loan programs, design, and co-op maintenance • communication medium with other property owners • better image • new uses, especially on upper floors City Government • increased tax base • more tourism • increased property values • increased number of jobs • better goals and vision • healthy economy • better services available • positive perception of downtown and community • better relations between city hall and private sector • takes political heat, develop consensus for political requests (avoid "victimization") • industrial recruitment • impetus for public improvements and CLG grant dollars • increased volunteer base for city • education resources for city leaders (officials) on planning and economic development 9 Retail Business Owners • increased sales • improved image • increased value of business • coordinated efforts between local business and franchises • quality of business life • educational opportunities (seminars and workshops) • increased traffic • district marketing strategies (promotion and advertising) • better business mix • new market groups downtown • community pride • have needs/issues addressed Service Business Owners • image building/improvement • pride • new/renewed/repeated exposure • increased variety of services • healthier economy generates new/more business • increased competition means more aggressive business styles • tapping leakage • increased population, new customers • improved image, creates new market Financial Institutions • community reinvestment act(federal government requirement) • potential for loans, deposits, and other services (bank cards, financial services) • improved image and good will • survival of community critical to bank success and economic stability • central location more cost effective Preservationists • Main Street Approach reinforces common goal of preservation • increases coalition • increased awareness and credibility • education of public and group • improved public image • improved economic feasibility of preservation County Government • increased public relations for county • viable downtown increases tax base • ripple effect • viable downtown is a draw for industry and county-wide area businesses • common partnership with city hall 10 • county/community pride • heritage preservation • alternative to a redevelopment district • quality of life issues especially for employees • help with parking issues Utility Companies • additional business • longer business hours • more employees • healthy businesses feel freer to increase utility usage • healthy economy causes community to grow • overcome bad guy image • proof of new products • quality in main street public improvements. 11 Oregon Main Street Network A healthy, thriving downtown or neighborhood commercial district is an asset to any community. This is especially true if the community is endeavoring to preserve its historic character, sustain or grow its local economy, and create or retain jobs. Oregon Main Street provides resources, education, training, and services that preserve and enhance the built environment, protect local heritage and cultural resources, and stimulate the economic vitality of participating communities. Oregon Main Street uses the successful Main Street® methodology developed by the National Trust for Historic Preservation as its foundation for assistance. This approach emphasizes four critical areas of revitalization: organization helps everyone work towards the same goals and maximizes involvement of public and private leaders within the community; promotion brings people back downtown by helping to attract visitors, shoppers, and investors; design enhances a district's appearance and pedestrian amenities while preserving its historic features; and economic restructuring stimulates business development and helps strengthen the district's economic base. Meeting the Needs of Oregon Communities An important objective of the Oregon Main Street Program is to provide assistance to all communities in Oregon whether they are just beginning to explore options for their downtown or seeking national recognition as an accredited Main Street®town. To accomplish this, services are offered through a tiered system. The levels include: Affiliate is for communities that do not wish to become a designated Main Street community or wish to apply the Main Street Approach® in a non-traditional commercial setting and want to receive notification of workshops and conferences sponsored by Oregon Main Street. Interested communities may join at anytime by completing a brief application form. Exploring Downtown is for communities just starting a downtown revitalization effort and wish to learn more about using the Main Street Approach®. Interested communities may join at anytime by completing a brief application form. Transforming Downtown is for communities who are committed to downtown revitalization using the Main Street Approach® but need technical assistance to take them to the next level. Participation at the Transforming Downtown level does not guarantee selection as a designated Main Street community, but it can help communities strengthen their revitalization efforts. Application rounds are held as resources permit Performing Main Street is for those communities with independent nonprofit organizations using the Main Street Approach® as the basis for their downtown revitalization efforts. Application rounds are held as resources permit. A summary of the requirements and services is shown on the following table. 12 Oregon Main Street At A-Glance Affiliate Exploring Transforming Performing Downtown Downtown Main Street Requirements Traditional Main Street District X X X Use Main Street Approach consider X X Independent Organization work toward X Adequate Operating Budget work toward X Employ Executive Director work toward X Participate in Training 1 req./yr. 1 req./yr. X X Share Information w/other towns X X Meet National Accreditation Standards X Current NTMSC member X X Provide Progress Report X X Comply with state and national policies X X Services* Reconnaissance Visits X X Intro to MS Community Presentation X X X X New Exec. Director Hiring Assistance X X New Exec. Director Orientation X X X Main Street "Starter Kits" X Assist. w/ Mission/Vision Statements X X Board Training X X Committee Training X X Work Plan Assistance X X X Year End Evaluations X X Resource Team X Main Street Network Meetings (3/yr) X X Invite to Statewide Workshops (3/yr) X X X X Technical Assistance X X State Conference X X X National Conference Scholarships X X Public Relations X X X Telephone Consultation X X X X NTMSC Membership (1st yr.) X X Resource Lending Library X X X ListServe Access X X X Reconnaissance Level Hist. Bldg. Survey X Eligible for Excellence in DT Revit. X X X Awards *Types of services local programs may be eligible for depending on available state resources and local community progress in implementing a downtown revitalization program. - 13 Description of Services A. Reconnaissance Visits Initial visits are scheduled shortly after a community has been selected for the Oregon Main Street Program, to work with the Board of Directors in establishing a nonprofit organization, set up of their local Main Street office, and review of the organization's by- laws. We also review the requirements of the Oregon Main Street Program and training schedule for the year. B. Assistance in Hiring a downtown Executive Director/Program Manager Orientation While it is totally a local decision as to who is hired to serve as the Executive Director or Program Manager of the local Main Street organization, the Oregon Main Street Program can assist the community by helping outline a hiring process, developing a job description, providing information to free job listing services, and participating in interviews. C. New Executive Director/Program Manager Orientation The Executive Directors/Program Managers learn about the Main Street Approach, the Oregon Main Street coordination, how to report monthly economic gains, how to use the Resource Library, and to review the requirements of the program. D. Main Street Starter Kits Oregon Main Street Program purchases, from the National Main Street Center, a Starter Kit of materials. Included in the kit are several CD-ROMs, a downtown Revitalization manual, Board Member handbooks, and Committee Member Handbooks. E. Developing Mission and Vision Statements A basic premise for any organization is to understand and state a clear mission, or purpose for the organization. A vision statement is developed to build community consensus as to how downtown should be improved. Oregon Main Street Program assists with mission statement development and facilitates a four-hour vision statement development session. F. Board Roles and Responsibilities Training The Oregon Main Street Program staff will work with each downtown organization's board to clearly review the role of the non-profit Board and the role of staff and committees. G. Committee Training Oregon Main Street staff is available to conduct 90-minute workshops for each of the 4- standing committees based on the Main Street Approach. The workshops cover the main areas of responsibility of the committees, who typically serves, roles and responsibilities of the chair and committee members, and introduction to work plan development.. 14 H. Development of a First Year Work Plan for downtown Oregon Main Street Program staff will facilitate community work plan sessions to identify projects, tasks, budgets and timelines for each of the four Main Street Committees. I. Resource Team Visits An interdisciplinary team with Main Street professionals will be assembled to address the needs of a community. Resource teams will spend from two to four days in each selected community meeting with community leaders, observing, and analyzing local conditions and providing recommendations for the local downtown organization's ongoing work plans. This is considered the most intensive technical assistance visit provided by Oregon Main Street. A written report is provided approximately eight weeks after the visit. Oregon Main Street will pay for all consultant costs associated for these visits. Total time with preparation, visiting the community and writing a detailed report is well over 200 hours and costs approximately $15,000-$20,000. J. Executive Director/Program Manager Meetings Three mandatory meetings are held for Main Street Executive Directors and Program Managers annually. These meetings involve sharing of ideas, discussion of problems, and additional training in such areas as creative financing, planning effective promotions, and Board development. Meetings are rotated throughout the state. K. Workshops Executive Directors/Program Managers and a minimum of one local volunteers, board, or committee members are required to attend any statewide training sessions held in various locations throughout the state. These training sessions will cover a wide variety of topics including design education, market analysis, fundraising, marketing, and promotion. Workshops are rotated throughout the state. L. Discounts and Scholarships Scholarship assistance is made available to each new or Accredited Main Street Community to use toward a volunteer attending the National Main Street Conference. The Oregon Main Street Program expects that the local program will budget for the Executive Director or Program Manager to attend the National Main Streets Conference annually. In 2013, the conference is in Baltimore, Maryland. M. Local Program Evaluation At the end of their first year in the program, and each year thereafter, the Oregon Main Street Program will conduct a one-day Local Program Evaluation with Oregon Main Street staff or independent consultants. The team reviews the workplan and meets with the Board and Committees to celebrate successes of the program and give recommendations for future programmatic work. N. Public Relations Oregon Main Street staff will work with local programs to help generate community interest. Information about each community's program and progress will be included in Oregon Main Street's media releases and marketing materials. 15 0. Telephone Consultation Oregon Main Street staff is available to the local Executive Director/Program Manager, as well as board members, for telephone consultation and advice on any downtown issue. P. Membership in the National Main Street Center It is a requirement that all Accredited National Main Street Communities are members of the National Main Street Center. Communities receive access to "Members Only" area of the NMSC website, discounts to attend the National Main Street Conference, and monthly newsletters. Dues are $250 per year. If your program is not currently a member, the Oregon Main Street Program will pay this membership fee for the first year that a community participates in the Oregon Performing Main Street Program. In the second year, the local program is required to pay these membership dues. Q. Excellence in Downtown Revitalization Awards All Oregon main Street participants are eligible to submit nominations for outstanding achievements in each of the four areas of the Main Street Approach®. Awards will be presented during a special celebration at the annual state conference. R. Customized Technical Assistance Technical assistance provided beginning in year one of the organization's program will vary depending on the community's needs. Experts are contracted to work in the community for 1 to 2 days, accompanied by an Oregon Main Street staff person. The local Board of Directors and staff will work with the Oregon Main Street Program to help define the focus for the visit. Oregon Main Street establishes attendance requirements to ensure broad information exchange at the local level. S. Access to the Oregon Main Street Program Resource Library and Four-Point files Oregon Main Street has a downtown revitalization library and Four-Point file with sample projects and ideas. Information from the Resource Library or Four-Point file system is provided at no fee to communities. Communities are responsible for replacement costs of any lost material. T. Access to the Oregon Main Street List Serve The Oregon Manager's List Serve is the place to share ideas and ask questions from the network of Performing Main Street, Transforming Downtown, and Exploring Downtown participants. 16 Oregon Main Street Partners • Architecture Foundation of Oregon • Business Oregon • Emergency Response Team • EPA Brownfields • League of Oregon Cities • National Trust for Historic Preservation • National Trust Main Street Center • Oregon Arts Commission • Oregon Building Codes • Oregon City& County Managers Association • Oregon Cultural Trust • Oregon Department of Forestry, Urban Forestry • Oregon Department of Land Conservation and Development • Oregon Department of Parks and Recreation • Oregon Department of Transportation • Oregon Economic Development Association • Oregon Housing and Community Services • Oregon Parks and Recreation • Oregon Preservation Alliance • Oregon Tourism Commission • State Historic Preservation Office • Transportation & Growth Management (ODOT, LCD) • US Housing and Urban Development • USDA and Forest Service • Washington Main Street Program 17 Checklist for Starting a Downtown Revitalization Program ❑ Put together a core committee of people to talk with fellow downtown business and property owners about the idea of forming a downtown organization. Also, talk with the City, Chamber of Commerce, local Economic Development Departments, and other organizations. Gather input and support. El Hold a town-hall type of meeting to help educate the public about downtown revitalization. Show the 4-Point slide show. Talk with the local media ahead of time and invite them to attend. Then, If You Decide to Move Ahead... ❑ Identify possible board members and supporters. Create an interim board of directors (5-9 people). ❑ Once formed, the interim board should choose a name for the organization. Pick something that is simple, straight forward, and businesslike—your booklet has samples. Save the "catchy and cute" for a tag line or promotional campaign. ❑ Determine your organization's boundaries/primary focus area. Remember it's not an "in or out" issue—it's a "where should we concentrate our efforts for maximum success." Here's the identifiers the Oregon State Main Street Program (OMS) uses when helping potential Main Street communities decide. It is... A. a traditional central business district and center for socio-economic interaction. B. characterized by a cohesive core of historic or older commercial and mixed-use buildings representing the community's architectural heritage with compatible in-fill development. C. typically arranged with most of the buildings side-by-side and fronting the sidewalk along a main street with intersecting side streets. D. compact, easily walkable, and pedestrian-oriented. ❑ Draft Bylaws and Articles of Incorporation. Your booklet has sample bylaws. OMS staff will be happy to review them, but you should also seek an attorney's advice. ❑ File as an Oregon Nonprofit Corporation with the Secretary of State using instructions at www.filinginoregon.com/business/nonprofit information.htm. ❑ Once incorporated, prepare an agenda and hold an "official" first meeting to: A. adopt bylaws, B. elect officers: president, vice president,secretary, and treasurer C. decide on a fiscal year, D. select a bank and discuss financial arrangements,a) authorize preparation and filing of IRS forms, b) identify an address or post office box for mail, and c) other necessary business. Make sure the new secretary takes minutes. 18 ❑ File form SS-4 with the Internal Revenue Service to get a Federal Employee Identification Number (www.irs.gov). At the same time, download a 501(c)3 or (c)6 nonprofit designation application packet. Most downtown organizations focusing on the Main Street Approach® try for a 501(c)3 designation. Suggestion: Seek advice and talk with OMS prior to attempting to fill out the form! ❑ Check with the City to see if you need to file anything locally. ❑ Reserve an Internet domain name for your organization (www.verisign.com and www.networksolutions.com are two of the largest providers of this service). ❑ The board should talk with local insurance agents and purchase appropriate insurance coverage for your organization as soon as possible. Minimally, the board should consider general liability, board and officer liability, worker's compensation, and special events policies. ❑ Once the organizational paperwork has been done, hold a goal setting session with board members to create a 12-18 month work plan. Determine a mission statement, goals, and objectives. Put together committees based on the Main Street structure. Have each committee hold an activity brainstorming session to come up with a list of activities to meet their list of objectives (in the beginning, think "quality, effective, low- cost, and doable"). Be realistic in what you can accomplish, but also don't think too "small". ❑ Create a draft first-year budget, then seek out funds from supporters. ❑ Get press releases out to the media for free publicity. Your handbook has an example. Don't forget—letters to the editor are worth gold! 19 Nonprofit, Tax-exempt Organizations Purpose Charitable or Nonprofit civic leagues Promotion of some educational and organizations common business promoting social interest welfare Comments Must be organized and Can serve recreational Must be devoted to operated exclusively purposes as well;can improvement of for one or more of the serve a wider class of business conditions of purposes specified beneficiaries than(c)3 one or more lines of and(c)6 organizations business, rather than performance of particular services for individuals; primarily membership groups Political activity May not direct a May be involved in Unlimited lobbying allowed? substantial part of its lobbying but cannot efforts as long as activities towards support a candidate for activities are directly to influencing legislation. public office promoting common Can not support a business interests of candidate for public the organization office. Exempt from federal Yes Yes Yes tax? Charitable deductions Yes No No available to donors? Eligible for foundation Yes Not usually Not usually and federal grants? Property tax In most states Not usually Not usually exemption? Business deductions Only as charitable No Portion of membership available to donor? deductions dues attributable to permissible lobbying that has a direct interest to member is deductible 20 Typical Main Street Organizational Chart Board of Directors — Financial — Advocacy — Policy Executive _ — Planning Director Personnel Executive (Officers) 1 I I l Organization Promotion Design Economic Restructuring — Volunteer — Marketing — Public — Market Development Strategy Spaces Research — Communications/ — Image — Building — Business Public Relations Development Improvements Assistance — Fundraising — Retail — Design — Financial Promotions Education Assistance — Special -- Enforcement — Property Events Development 21 Anytown Downtown Association Bylaws ARTICLE I Name and Term The name of this corporation will be the Anytown Downtown Association, hereafter referred to as the ADA or Association, and its duration will be perpetual. ARTICLE II Offices A. Principal office:The principal office of the ADA will be in the State of Oregon, County of Gooding, City of Anytown. Further, it will be located within the boundaries of the Anytown Downtown Association. B. Registered office: The registered office of the ADA will be maintained in the State of Oregon, and may be, but need not be, identical with the principal office. The address of the registered office may be changed from time to time by resolution of the Board of Directors. ARTICLE III Corporate Seal ADA will have no corporate seal. ARTICLE IV Purposes A. Organization: ADA will organize and promote constructive relationships between local government bodies and private business and citizens. ADA will support other charitable and educational organizations whose primary interest is to preserve and develop the quality and economic stability of Anytown. ADA will represent the concerns of the downtown area at the city, county,and special district level. B. Promotions:ADA will promote and sponsor discussion groups and will educate and inform citizens and members on topics of interest and concern to the downtown area. ADA will maintain information regarding revitalization in the downtown area. ADA will sponsor cultural, employment and commercial district revitalization activities in the downtown area. ADA will provide a forum for sharing knowledge, common experiences and problems. ADA will issue publications and information regarding its activities and other information relevant to downtown revitalization. Such publications may include the following: 1. planning studies 2. an organization brochure 3. informational brochures, maps, and guides 4. special event flyers, pamphlets, and posters 5. a newsletter 22 C. Economic Restructuring: ADA will help to educate and assist downtown business owners and property owners in matters of preservation, promotion, and finance. ADA will help recruit new stores to minimize the affects of vacancies and to diversify the retail mix. ADA will aid in acquisition of adequate financing for new and existing businesses and for renovation of historic structures. D. Design: ADA will advocate for the planning and coordinating design of improvements in, or adjacent to the downtown area. ADA will aid in providing design services for buildings and signage. ADA will provide information on painting, construction, historic renovation, and preservation. ADA will promote and assist in city beautification projects. ADA will participate in the planning and development of public interest projects in the downtown area. ADA will promote effective redevelopment efforts and assist in planning for the stabilization and revitalization of the downtown area. ADA will, whenever possible, recommend appropriate uses and design standards for downtown development compatible with historic preservation. ARTICLE V Powers A. General Powers: ADA will have all powers granted by Oregon law. It will also have the power to undertake, either alone or in cooperation with others, any lawful activity which may be necessary or desirable for the furtherance of any or all purposes for which the ADA is organized. B. Investment Powers: ADA may invest both assets secured by ADA, and services provided by ADA resulting in development, as program related investments. Any returns from such investment will be used by ADA for the furtherance of any or all purposes for which the ADA is organized. No portion of the returns will inure to the benefit of any member, Director, Officer or staff member of ADA. ARTICLE VI Boundaries and Membership A. Boundaries: The primary focus area of the downtown district will be defined by Eleanor Avenue on the south, Betsy Avenue on the north, Andrew Street on the west, and Theodore Street on the east as shown in Exhibit A. B. Membership: Any individual, business, or organization interested in becoming a member of the ADA can file an application for membership in such form as the Board of Directors prescribes. Each active member will be entitled to one vote on matters that come before the membership. The Board of Directors will establish annual dues as it deems appropriate. Such establishment of dues will include method of payment. Any member may resign from membership in the Association upon giving written notice thereof to the Secretary or the Executive Director of the Association. Members who resign from membership will not be entitled to vote or receive refund of dues therefore paid. 23 ARTICLE VII Membership Meetings A. Annual Meeting: The annual meeting of the ADA membership will be the second Tuesday in April or such other time as the Board of Directors may direct. Members will be notified by either regular mail or electronic mail at the address listed on their business license or membership application more than 30 days before the meeting convenes. The purpose of the annual meeting will be to complete tallying and announce the Board of Directors of ADA for the following year, and such other business as the Board of Directors brings before the membership. B. Special Meetings: Special meetings for the membership will be held at any time and place as may be designated in the notice of said meeting upon call of the President of the Board of Directors, or a majority of the Board of Directors, or upon the written petition by at least twenty- five percent (25%) of the active membership. A notice stating the place, date, and time of meetings will be provided either personally or by regular or electronic mail to each member at least ten days prior to the meeting. Other interested parties will be given such notice of meetings as the Board of Directors deem appropriate. ARTICLE VIII Directors A. Duties: The Board of Directors will manage, set the policy for, and oversee the management of the affairs of ADA. They will control its property, be responsible for its finances, formulate its policy, and direct its affairs. The Board of Directors may hire an Executive Director and support personnel. The Board of Directors may enter into contracts necessary to accomplish the ADA goals. B. Qualifications:There will be nine members on the Board of Directors. Any member, employee of a member business, or partner or associate in a member business of ADA may be a Director. However, there must be a Director from both retail and non-retail businesses, as well as a real property owner from within the primary focus area of the ADA. There will not be a majority of any occupation on the Board. Directors must be of sound mind and of legal age. C. Term: Every Director will be elected for a three (3) year term. However, the initial Board of Directors will serve staggered terms. Directors on the initial Board will be elected by lot:three for three (3) years, three for two (2) years and three until the first annual meeting. No member shall serve more than two consecutive three-year terms without stepping down from serving for at least one year. D. Elections: Directors will be elected by the membership by mailed ballot. Tallying of ballots will be completed, and the new Directors announced at the Annual Meeting. Every member will have one vote for each available Director's position. Nominations to the ballot slate will be made either: 1) by petition submitted to the ADA office more than 25 days in advance of the annual meeting, signed by five members; or 2) by the nominating committee, which will consist of the outgoing Board members and the President. Ballots will be mailed to each member more than 14 and less than 24 days before the annual meeting. Ballots must be received at the ADA office by 5 p.m. on the day before the annual meeting. In the event of a tie, a runoff election will be held by written ballot at the annual meeting. In the event there is not a Director elected from 24 the three categories listed in Article VIII, B;then the new Director with the fewest votes will not be named, and an election for that position will be held by written ballot at the annual meeting. E. Vacancies:A Director may resign at any time by giving written notice to the ADA President, Vice President, or Executive Director. Any vacancy in the Board occurring because of death, resignation, refusal to serve, or otherwise will be filled for the unexpired term by action a majority of the remaining Directors. Three consecutive unexcused absences from regular Board of Director's meetings will be considered a vacancy. F. Meetings:The Board of Directors will meet at least monthly. The President and/or any three Directors may call a meeting of the Board. At a duly called meeting of the Board of Directors, five (5) members will constitute a quorum. All business of the Board of Directors will be transacted at a duly called meeting of the Board. G. Compensation: Directors will receive no compensation for their services as Directors, but the Board may, by resolution, authorize reasonable reimbursement for expenses incurred in the performance of their duties. Nothing herein will preclude a Director from serving ADA in any other capacity and receiving reasonable compensation for such service. H. Liability: Directors will not be personally liable for the Association's debts, liabilities, or other obligations. I. Electronic Voting: Board members, by providing an address to receive electronic transmission, consent to electronic transmission of information (including meeting notices) and to conduct votes via electronic transmission. Such votes are considered final action on the matter if there is unanimous consent of the board. After two successive failed attempts to contact a board member by electronic means, consent by that board member will be considered to be revoked. ARTICLE IX Officers A. Number of Officers:ADA will have a President,Vice President, Secretary,Treasurer, and such additional officers as the Board of Directors may from time to time designate. Each officer will serve a one year term. Officers will be elected by the Board of Directors at the first Board meeting following the Annual meeting of membership. B. Duties of President:The President will preside at all meetings of the Board of Directors, and at the annual meeting ending his or her term of office. The President will be entitled to the same vote as any other Director.The president shall sign all checks and documents pertaining to ADA for which the President's signature is necessary or desirable. C. Duties of Vice President: In the absence of the President, or his or her inability to act,the Vice President will possess all the President's powers and discharge all Presidential duties. The Vice President may also sign any checks or documents necessary for ADA. D. Duties of the Secretary:The Secretary will record and maintain a full and correct record of the proceedings of ADA. The Secretary may also sign any checks or documents necessary for ADA, and will perform such other duties as the Board may from time to time direct. 25 E. Duties of Treasurer: The Treasurer will maintain in good order all financial records of the Association. The Treasurer may sign checks for the ADA. At the annual meeting, and at regular Board of Directors' meetings, the treasurer will provide a report and summary statement on the financial affairs of ADA. F. Temporary Officers: In cases of absence or disability of an officer of the Association,the remaining Officers may vote to delegate the powers and duties of such officer to any other officer or member of the Board. ARTICLE X Committees ADA will have the following standing committees: 1) Organization, 2) Promotion, 3) Design, 4) Economic Restructuring. ADA will also have such other committees as the Board of Directors may from time to time establish. Committees will report at least monthly to the Board of Directors. At least one Director will serve on every committee. Committees will be appointed by the President with the approval of the Board of Directors. Committees need not be limited in membership to ADA members, but can have representatives from other relevant areas of the community. ARTICLE XI Finances and General Provisions A. The fiscal year of the Association will begin on the first day of January, and end on the last day of the December in each year. On the first year of incorporation, the fiscal year will begin upon incorporation and end on the last day of December. B. Except as the Board of Directors may otherwise authorize, all checks, drafts, and other instruments used for payment of money and all instruments of transfer of securities will be signed by the Treasurer and one Officer, or by the Treasurer and the Executive Director. In the absence of the Treasurer, any two Officers or one Officer and the Executive Director may sign in the place of the Treasurer. C. Within two months after the close of the fiscal year, the Treasurer will prepare a year-end financial statement showing in reasonable detail the source and application of the previous year's funds and the financial condition of the Association. This statement will be presented to the Board of Directors at a regular board meeting. ARTICLE XII Books and Records Correct books of account of the activities and transactions of the Corporation shall be kept at the office of the Corporation. These shall include a minute book, which shall contain a copy of the Certificate of Incorporation, a copy of these Bylaws, and all minutes of meetings of the Board of Directors. 26 ARTICLE XIII Indemnification A. ADA may indemnify any Officer or Director, or a former Officer or Director, their heirs or assigns, for any and all judgments, settlement amounts, attorneys fees and litigation expenses incurred by reason of his or her having been made a party to litigation due to his or her capacity or former capacity as Officer or Director of ADA. ADA may advance expenses where appropriate. Payments of Indemnification shall be reported at the next annual meeting. The provisions of this section apply to any cause of action arising prior to the adoption of these By Laws also. The rights of indemnification set forth herein are not exclusive. B. An Officer or Director is not entitled to indemnification if the cause of action is brought by ADA itself against the Officer or Director, or if it is determined in judgment that the Officer or Director was derelict in the performance of his duties, or had reason to believe his action was unlawful. C. No Director, trustee or any uncompensated officer of the ADA will be personally liable to the corporation or its members for monetary damages for conduct as a Director, trustee, or any uncompensated officer provided that this Article will not eliminate the liability of a Director or any uncompensated officer for any act or omission occurring prior to the date when this Article becomes effective and for any act or omission for which eliminated of liability is not permitted under the Oregon Nonprofit Corporation Act. ARTICLE XIV Conflict of Interest Any member of the board who has a financial, personal, or official interest in, or conflict (or appearance of a conflict) with any matter pending before the Board, of such nature that it prevents or may prevent that member from acting on the matter in an impartial manner, will offer to the Board to voluntarily excuse him/herself and will vacate his seat and refrain from discussion and voting on said item. ARTICLE XV Amendments A. The Board of Directors shall have the power to alter, amend, or repeal the bylaws or adopt new bylaws by a quorum vote at a duly called meeting of the Board, provided that no such action will be taken if it would in any way adversely affect the ADA's qualifications under the Internal Revenue Code or corresponding provisions of any subsequent Federal tax law. This document is a complete and correct copy of the ADA's bylaws, adopted by the Board of Directors on this date, May 3, 2009, and are now in effect. Rick Jones, Secretary Date Anytown Downtown Association 27 Potential Funding Sources City Government City government can be a partner in funding basic operating expenses and often also contributes dollars to specific downtown projects. Basically there are two funding pots from which you can solicit money from city government:the general fund, and special dedicated funds. Within these funds the city government has a certain amount of money that must be allocated for particular projects. For instance one special dedicated fund is made up of money from gas taxes. This money must be allocated to street projects. General Fund dollars can be applied to downtown management, public improvements, public facilities, technical assistance, and possibly promotions. Memberships Fees paid for membership to an organization can be a source of funding for most all aspects of downtown revitalization. In order for membership dues to be a strong source of funding for a program, a well-thought-out strategy and campaign must be administered. This form of fundraising is ongoing and can only succeed with a good chair to spur the board on. Follow- through is essential to a good membership campaign. Corporate Donations Corporate donations may be distinguished from membership dues primarily by the size of contribution. Many corporations have actively supported commercial revitalization efforts through donations of money, services, and equipment. And, most look upon donations to social and economic development causes as investments in the community. Their willingness to give will be directly proportional to their existing or future corporate presence in the community. A corporation will typically evaluate a donation in terms of return on investment(usually in terms of dollars, publicity, human betterment, or economic growth. Economic Improvement Districts/Business Improvement Districts An Improvement District is a local self-help funding mechanism authorized by Oregon State Statute ORS 223, which allows municipalities to levy special assessments on businesses and property owners within a defined district. Funds collected can be used to provide management, landscaping, improvements, maintenance, promotion, business recruitment, and parking within the district. Setting up an Economic Improvement District requires effort and time to put together, includes a defined public process, and can be politically sensitive. Your City Staff, the Oregon Main Street Office, and the League of Oregon Cities (LOC) can assist you with the process. Local Transient Lodging Tax A Local Transient Lodging Tax(an addition to the State Lodging Tax) is a local self-help mechanism authorized by Oregon State Statute ORS 320:345-350, which allows Local Governments to collect revenues from lodging within their jurisdiction to be used for tourism promotion, tourism related facilities, local services, or to refinance the debt of tourism- related facilities. Your City Staff and the League of Oregon Cities (LOC) can provide you with information on eligibility and procedures. 28 Fundraising Events Fundraising events are a good source of revenue for downtown management, promotions, public improvements, and public facilities. They differ from special events in that they occur regularly, they are conceived and run like a business, and they are regarded as a business venture by the sponsoring organization. The whole purpose of putting on a fundraiser is to make money, therefore it is critical that goals, plans, and budget are thoroughly worked out, or the fundraiser may end up being much less than profitable. Product Sales A budget can be subsidized by selling products related to the organization, community, or promotion. Some examples of these are t-shirts and sweatshirts, posters, specialized game boards, and bricks for streetscape projects. Product variety is only as limited as the imagination. Before going into special product sales, there must be a well-thought-out plan in place for actually selling the items. Don't depend on product sales to make ends meet. Sponsorships Sponsorships are a good source of funding for special events and promotions. Suppliers of many of the products used in special events as well as media are willing to donate a portion of their product to be listed as a sponsor of the event. Like corporate donations, potential sponsors evaluate such contributions in terms of return on investment. Businesses seldom sponsor anything from a totally philanthropic viewpoint. Retail Fees Retail or "In" fees are paid by the primary beneficiaries of a particular promotion or group of promotions. Usually the promotion is thought of, a budget is developed, and then a fee is determined by dividing the total budget by the projected number of participants. Foundations Foundation donations are grants given by foundations to aid social, educational, charitable, religious, and other activities which serve the common welfare. Foundations are non- governmental, nonprofit organizations which, primarily through investment of their assets, have produced income that is awarded as grants. Foundations generally have restrictions concerning what they will and will not support. In order to qualify for a foundation grant you must be a tax-exempt organization recognized by the IRS. Foundation grants can be used to fund public improvements, public facilities, technical assistance, promotions, and downtown management depending on the purpose, activities, and area of interest of the foundation. Volunteers Volunteers are often an overlooked means of funding many commercial revitalization projects. Volunteers can provide many services that might otherwise require cash resources well beyond the means of the organization. Volunteers might sell spots in a coordinated advertising campaign; they might provide part-time office help or clerical support; volunteers might help solicit donations and memberships; they might help paint a building or sweep a sidewalk, prepare a financial statement or submit a tax return, design a logo or print the newsletter. Given correct motivation and correct management, volunteers can do almost anything. 29 Service Fees Service fees are a common source of funds for many nonprofit organizations, but are not often used in the commercial revitalization field. Service fees might be generated for professional services such as commercial building design assistance, parking management or enforcement, property management, real estate negotiation or packaging, retail promotion packaging, advertising, or business recruitment. Service fees are a dependable and self-perpetuating source of income, but can be deceptive. Many nonprofit organizations have started profit producing services to subsidize their basic mission driven projects, only later to learn that the services were not actually producing income, but sapping the resources of the organization. Subsidy From Profitable Business A number of very entrepreneurial nonprofit organizations have started for-profit arms to make money and subsidize their basic programs. Examples related to a commercial revitalization effort might include a real estate development company subsidizing a commercial district management nonprofit, or a nonprofit leasing its real estate to for-profit businesses to generate income to support the nonprofit's activities. Subsidies from profitable businesses can be another source of ongoing and dependable operating support, but should be viewed with similar cautions to income service fees. 30 First Year Operating Budget: Sample Mid Size ANYTOWN DOWNTOWN ASSOCIATION FIRST YEAR OPERATING BUDGET (Mid-sized program, population 5,000-50,000,full-time director) Cash In-Kind TOTAL Personnel Exec. Director(including taxes) 38,000 30,000 Benefits 1,800 1,800 Payroll Taxes 4,560 4,560 Clerical, Bookkeeping 420 300 720 Filing Fees, etc. 1,000 1,000 Total Personnel 45,780 300 46,080 Office Rent 2,800 2,400 5,200 Utilities 450 450 Telephone 1,200 1,200 Internet 900 900 Office Supplies 850 200 1,050 Postage 1,100 1,100 Org. Insurance 1,000 1,000 Equip./Repair 600 1,500 2,100 Dues and Subscriptions 400 400 Total Office 9,300 4,100 13,400 Other Photography 300 300 Printing 2,500 1,000 3,500 Local Meetings 250 250 Wkshps.,Trngs.,&Travel 2,400 200 2,600 Public Relations 1,700 1,700 Advertising& Promo 3,000 1,500 4,500 Tech Assistance 2,100 2,100 Committee Expenses 2,000 4,300 6,300 Miscellaneous 500 500 Total Other 14,750 7,000 21,750 TOTAL OPER. EXPENSES 69,830 11,400 81,230 31 First Year Operating Budget: Sample Small-Rural ANYTOWN DOWNTOWN ASSOCIATION FIRST YEAR OPERATING BUDGET (Small town rural program, population under 5,000, part-time director) Cash In-Kind TOTAL Personnel Exec. Director(including taxes) 19,000 19,000 Benefits 1,100 1,100 Payroll Taxes 2,280 2,280 Clerical, Bookkeeping 420 300 720 Filing Fees, etc. 1,000 1,000 Total Personnel 23,800 300 24,100 Office Rent 2,880 2,400 5,280 Utilities 450 450 Telephone 900 900 Internet 900 900 Office Supplies 600 200 800 Postage 900 900 Org. Insurance 800 800 Equip./Repair 600 1,500 2,100 Dues and Subscriptions 400 400 Total Office 8,430 4,100 12,530 Other Photography 300 300 Printing 2,500 1,000 3,500 Local Meetings 250 250 Wkshps.,Trngs.,&Travel 2,400 200 2,600 Public Relations 900 900 Advertising& Promo 1,300 1,500 2,800 Tech Assistance 1,400 1,400 Committee Expenses 1,500 4,300 5,800 Miscellaneous 500 500 Total Other 11,050 7,000 18,050 TOTAL OPER. EXPENSES 43,280 11,400 54,680 32 Sample - Press Release FOR IMMEDIATE RELEASE DATE: FEBRUARY 7, 2010 CONTACT: Thomas P. Hercules, Hercules Auto Supply, (503) 999-9999 NEW ASSOCIATION FORMS TO REVITALIZE DOWNTOWN ANYTOWN Individuals from within the Anytown business community are banding together to improve the atmosphere,appearance, and mix of businesses in downtown Anytown. Doug Thompson,an early proponent of the group, believes there will be widespread support for this new organization. "The organization will be instrumental in defining what our community wants to see happen to our historic downtown area, and how we can improve it. We want to build on its uniqueness and see what we can do to enhance the charm, and bring businesses and shoppers back." A group of 9 people from within the community have already volunteered to serve as interim board members until the first annual meeting. Selecting officers, writing bylaws, and determining a budget are some of the first organizational tasks the group will undertake. The group will use the "Main Street Approach"to downtown revitalization which has been used successfully in over 2,200 communities across the country. Its focus is in four areas: organization, promotion, design, and economic restructuring. Some of the activities the organization might undertake include strengthening the mix of businesses, preserving the historical characteristics of downtown buildings, making the core area more pedestrian-friendly, business recruitment and retention, and coordinating promotional events throughout the year. A town hall meeting to talk further about the "Main Street Approach" and a formal presentation will be given on Thursday, March 2 at the Anytown Community Center. Downtown business and property owners and interested community members are encouraged to attend. The presentation is scheduled to last about an hour beginning at 7:00 p.m. ### 33 Ideas for Downtown Program Names (taken from around the state and country) • Downtown Roseburg Association • Hillsboro Downtown Associaton • Partners for Progress • Downtown Gadsen, Inc. • Heart of Tyler Downtown Program • Webster Downtown Association • Vista Downtown Development Association • Harlan Downtown Revitalization Program • Dallas City Center, Inc. • Downtown Kingsport Association • Mountain Grove Central Business District Association Try to avoid being "too cute"or "too creative"in selecting your organization's name. Instead, save that for a promotional slogan. The name you choose should be pretty straightforward and businesslike. Also, please note that only communities meeting the criteria issued by the National Trust Main Street Center and certified by a state program may use the words Main Street® in their name. 34 Examples of Logos I1, lip Bainbridge '51 '''''' Downtown , _�n � ;I A$ O C, r o w --- _ ,i.,;:t-,-40,410 - Grit - k _.7-7: .:14......1.2„,L.„.,„:„ ,,c ,_.,_.:.a _„...,...4„_ T l : .ITV ______000110#1711,14,1141%14.__ ,,.., TM Iii Downtown p '�YI �� - pA/TN CQSXIP 74 , ,11 • ■ 1 in ti '�, i 4 a ice , 1� ril DOWNTOWN p LOS ALTOS X/ da 250RT ANGELES LOS ALTOS VILLAGI ASSOCIATION DOWNTOWN ASSOCIATION OWNYVWX ASSOCIATION r=rDZI !...,.11,‘ DOWNTOWN 0itarim 0 DoWntovn Danville NI 11I Wenatcnee oowntowfi AS50cic h0'I ■ V I I I k. I I ■I .\ 35 Board of Directors' Job Description Official Title: Member, Board of Directors Requirements: Board members should be prepared to make a financial commitment, and contribute 4- 10 hours a month to the program. Downtown revitalization program boards typically meet monthly for 60 -90 minutes. In addition, Board members are usually expected to serve on one of the standing committees of the downtown program. Board Responsibilities: The board has the final responsibility for the success or failure of the downtown revitalization program. It is responsible for all of the finances of the organization and establishes program policy. The board is responsible for maximizing volunteer involvement in the downtown revitalization effort. Collectively, the board makes decisions about the program's direction and monitors progress on a regular basis. It sets priorities, and makes decisions about the program's political stance. It oversees the work of the Executive Director; has the primary responsibility for raising money for the program, and supports the work of the committees by volunteering time and expertise in support of their efforts. The board of directors is also responsible for fulfilling the legal and financial requirements in the conduct of its business affairs as a nonprofit organization. Individual Responsibilities: • To learn about and promote the purpose and activities of the local downtown revitalization organization, and the Main Street Approach®whenever appropriate and possible. • To attend regular monthly meetings of the board or to notify staff when absence is necessary. • To actively participate on at least one committee. • To actively participate in specific activities or projects promoted by the board which m ' include: A. fundraising B. membership recruitment C. representation on behalf of the program at meetings and/or events D. attend trainings and workshops • To make an annual membership contribution • To stay informed about the purpose and activities of the downtown program in order to effectively participate in board decisions and fulfilling responsibilities. 3t Officers' Job Description Official Title: Board President Time Required: 8- 10 hours per month above and beyond that of a regular board member. The president shall be exempt from the requirement of participating on other committees and task groups. General Description: The president serves as a link between the board of directors and the executive director. He/she assists the executive director in defining priorities and directions based on the published goals of the organization, Resource Team recommendations, and board policies. The president acts as a link between the organization and the community, serving to explain the program to the public, helping to involve new people in the program, and rallying support. The president also oversees the organization in a functional way, guiding and facilitating the working relationships within the organization. Major Job Elements: • Communication o with the board 1 o with the community o with the executive director • Coordination within the organization so as to facilitate the decision-making process • Delegation of responsibility within the organization • Monitoring accountability of the organization • Supervising the performance of the executive director Other Job Elements: • Assists the executive director in determining the board meeting agenda • Chairs board meetings • Calls special meetings when necessary Reports to: The board of directors Area of Major Time Commitment: Communication with the board, the community, and the executive director Area of Greatest Expected Impact: Monitoring accountability Anticipated Results: • Active participation by the membership 37 • Positive image of the organization • Cohesiveness within the organization Basic Skill and Value Requirements: The president should have: • Good leadership, team-building, and management skills • Strong verbal and written communication skills, including good listening skills • Be flexible and open-minded • Be sensitive to cultural, religious, and ethnic diversity • A strong belief in the mission statement and principles guiding a downtown revitalization program and a willingness to support them • A good understanding of the Main Street Approach®and a willingness to be an ambassador of the concept • A realistic understanding of the commitment of time and energy it takes to hold an officer's position I 38 Official Title: Vice President Time Required: 4-8 hours per month above and beyond that of a regular board member General Description: The vice president's role is that of support for the president. He/she shares the presidential responsibilities as delegated by the president, working in whatever capacities the president and vice president deem to be the most beneficial to the organization. These capacities should be written up in the form of a temporary job description on a year by year basis. The vice president performs the duties of the president when the president is unable to do so. Major Job Elements: Determined each year Other Job Elements: Determined each year Reports to: The president Basic Skill and Value Requirement: The vice-president should have: • Good leadership, team-building, and management skills • Strong verbal and written communication skills, including good listening skills • Be flexible and open-minded • Be sensitive to cultural, religious, and ethnic diversity • A strong belief in the mission statement and principles guiding a downtown revitalization program and a willingness to support them • A good understanding of the Main Street Approach® and a willingness to be an ambassador of the concept • A realistic understanding of the commitment of time and energy it takes to hold an officer's position 39 Official Title: Secretary Time Required: 4-8 hours per month above and beyond that of a regular board member General Description: The secretary serves as the primary record keeper of the organization. He/she is responsible for transcribing the minutes at each board meeting and preparing an "official" copy for approval by the board of directors. Major Job Elements: • Record keeping: • Transcribes minutes at board meetings • Prepares an "official" copy of the minutes for the executive director within two weeks after a board meeting. • Maintains these documents in a form which is at all times accessible to board members and the executive director, and which is carried to board meetings for use as an historical reference of the organization's discussions and actions. Other Job Elements: Determined each year Reports to: The board president Area of Major Time Commitment: Record keeping Basic Skill and Value Requirement: • Strong verbal and written communication skills, including good listening skills • Be flexible and open-minded • Be sensitive to cultural, religious, and ethnic diversity • A strong belief in the mission statement and principles guiding a downtown revitalization program and a willingness to support them • A good understanding of the Main Street Approach® and a willingness to be an ambassador of the concept • A realistic understanding of the commitment of time and energy it takes to hold an officer's position 40 Official Title: Treasurer Time Required: 4-8 hours per month above and beyond that of a regular board member General Description: The treasurer is responsible for fiscally monitoring the program. This includes keeping all financial records up to date. The treasurer is ultimately responsible for seeing that the bills of the organization are paid in a timely manner. Major Job Elements: • The timely payment of any organizational debts incurred, including all taxes due • Preparation of a monthly financial report to the board which should be submitted to the executive director for inclusion with the minutes of the meeting for the month following the reporting period. This should be submitted within two weeks of the following monthly board meeting. • Maintain all financial books and records in an auditable format, according to standard accounting practices. Other Job Elements: • Maintains a complete set of financial records for the organization • Provide financial information on request Reports to: The board of directors through the executive board Area of Major Time Commitment: Preparing monthly financial statements Area of Greatest Expected Impact: Keeping the board informed of the organization's financial status Anticipated Results: • A clear and accurate picture of the organization's financial status • Financial decisions can be made in a timely and efficient manner Basic Skill and Value Requirement: • A good understanding of accounting principles and financial management • Strong verbal and written communication skills, including good listening skills • Be flexible and open-minded • Be sensitive to cultural, religious, and ethnic diversity • A strong belief in the mission statement and principles guiding a downtown revitalization program and a willingness to support them • A good understanding of the Main Street Approach® and a willingness to be an ambassador of the concept 41 Board of Director Categories The Board should be a decisive, action-oriented group, small enough to easily establish a quorum and large enough to include broad community representation. Ideally, the board should have between 7 and 9 members for smaller communities (population under 5,000) or between 9 and 11 for larger communities chosen from the following groups (note that every group does not need to have representation on the board—this list is meant to help you think through potential candidates): ❑ Downtown Retailers ❑ Professionals ❑ Downtown Property Owners ❑ Service Sector ❑ Financial Institutions ❑ Chamber Board (not staff) ❑ Heads of Neighborhood Organizations ❑ Identified Community Leaders ❑ Local Civic Organizations ❑ Preservation or Historical Society ❑ School District ❑ Interested Community Members ❑ City and/or County Government (works best in ex-officio capacity) An ideal board of directors should not have a majority from any single category. • 42 Board Member Orientation Checklist Describe the Organization to the Board Member: ❑ Who do we serve ❑ What we do ❑ How we're financed ❑ Other: Explain and Discuss with Board Member: ❑ Meeting attendance—both full board and committee ❑ Committee assignment ❑ Board role and relation to administration/staff Conduct Tours: ❑ Downtown program office and board room ❑ Downtown area Deliver Important Information to Board Member: ❑ Letter of welcome from the program Director ❑ Mission and Vision statement ❑ Bylaws & Articles of Incorporation ❑ Board policies ❑ Copies of the minutes of board meetings from the last year ❑ Current budget& other financial reports including year-end statement from preceding year ❑ Current work plan including goals and objectives ❑ Long-range plan ❑ Latest newsletter ❑ The "Main Street Approach®" information sheet ❑ Participation Agreement with Oregon Main Street ❑ List of all board members including addresses and telephone numbers. Indicate officers. ❑ List of committee members including committee chairpersons ❑ Calendar of meetings and events for the year ❑ Other: 43 Introduce Board Member to: ❑ Program Director ❑ Chairperson of committee to which board member has volunteered ❑ Other board members ❑ Others: Collect Data: ❑ Mailing address, email address, and telephone numbers (home and office) ❑ Best time to contact ❑ Best time for meetings ❑ Other: 44 Example Agenda for a Board Meeting Anytown Downtown Association Board of Directors Meeting Tuesday, March 9, 2010 5:30 - 7:00 P.M. ADA Office AGENDA 1. Call to Order 2. Additions or Corrections to the Agenda 3. Approval of Regular Meeting Minutes, February 9, 2010 4. President's Report 5. Treasurer's Report 6. Executive Director's Report 7. Old Business a. Action Items: Included here are items that require a vote of the board b. Information items: Included here are informational items that require the attention of the board 8. New Business a. Action Items: Included here are items that require a vote of the board b. Information items: Included here are informational items that require the attention of the board 9. Committee Reports a. Organization b. Promotion c. Design d. Economic Restructuring 10. Announcements and Calendar a. Next Board Meeting b. Committee Calendar c. Events and Workshops of Interest 11. Adjourn 45 Meeting Tips ❑ Make sure you understand the noticing requirements for your organization and follow them. ❑ Know the open meeting law requirements. ❑ Train your board members. El Distribute the agenda to the board before the meeting for their comments. ❑ Directors should remind board members in advance of the meeting if they were to provide information, reports, or materials for the meeting. ❑ It is best for committees to have their report in writing and hit just the highlights for the Board meeting. This way you have the full report submitted for the minutes and can focus on recommendations and needed actions. You should however, take action on a committee recommendation in the unfinished or new business part of your meeting(as an agenda item). ❑ Be organized! Have your packets ready in advance. Last minute assembly and copying only causes stress. ❑ When possible, the Executive Director should meet or have a phone call with the President in advance of the meeting to cover the agenda and make sure the President is aware of which items requiring Board action and options for the Board to consider. ❑ When you are uncertain about procedure, always err on the conservative side. ❑ Remember, your meeting is a business meeting and should be run professionally and efficiently. ❑ The Executive Director should not take the meeting notes. The Director needs to be tracking the process, advising on motions, and assisting the President. ❑ If you find that your meetings are going over an hour due to lengthy deliberation on a particular issue, the President may want to consider scheduling a work session on the topic. ❑ Remember that committees and work sessions do not make decisions; they make recommendations for consideration by the full board. ❑ If the Board makes a mistake on a meeting procedure, acknowledge it, and fix it. This may require redoing it correctly on the next agenda. ❑ Even with all this, you can still HAVE FUN. ❑ Don't forget to thank your board. 46 Well-Rounded Committee Checklist Committees of a downtown revitalization programs using the Main Street Approach® are typically made up of five to seven people who meet at least once a month to plan and prepare activities. These activities usually create additional demands for time and volunteers. The committee should consider forming task groups to involve others in the effort for specific projects and activities. Organization Committee: ❑ Downtown merchants ❑ Downtown property owners ❑ Residents ❑ Civic group volunteers ❑ Media Representatives ❑ Accountants ❑ Volunteer Specialists Promotion Committee: ❑ Downtown merchants & employees ❑ Arts organizations ❑ School board members ❑ Advertising professionals ❑ Teachers of marketing& design ❑ People who want to be "part of the El Graphic designers and artists action" Design Committee: ❑ Architects ❑ History buffs ❑ Real estate agents ❑ Interior designers and florists ❑ Contractors ❑ Graphic Designers and artists ❑ Downtown property owners ❑ Architectural students ❑ City Planners Economic Restructuring Committee: ❑ Merchants ❑ Downtown property owners ❑ Realtors & mortgage brokers ❑ Consumers ❑ Marketing professionals &teachers ❑ Developers ❑ Investment brokers ❑ SBDC staff ❑ Economic development staff ❑ Business students (city/county) 47 Committee Members and Chairperson: Roles and Responsibilities Responsibilities of Committee Members: • Commits to at least one year of service • Commits to monthly committee meetings and to subcommittee meetings if appropriate • Works 3 to 5 hours per month outside of committee meetings • Attends all training sessions • Reads selected orientation materials • Learns about the Main Street Approach@ to downtown revitalization • Recruits/orients new members • Prepares in advance for meetings • Cooperatively drafts an annual work plan • Takes responsibility for projects • Always presents the organization positively to the public Roles of a Committee Chair: • Recruits committee members • Runs meetings • Organizes work plans and keeps the committee "on-track"with work plans • Builds consensus • Is a spokesperson on behalf of the committee to the board and vice versa (This doesn't mean the chair has to be a board member. Programs should have board representation at the committee level to be a two-way conduit of information.) • Works to coordinate projects with staff • Does the "paperwork", including minutes, work plans, evaluations and committee records Qualities of an Effective Chairperson: • Understands and teaches others about the Main Street Approach® • Has a genuine desire to lead the committee and make great things happen • Has strong organizational skills • Is a team player! • Enjoys learning • Enjoys managing people and projects • Facilitates group discussion • Makes sure meeting agendas stay on track • Maintains a positive attitude that inspires and encourages others • Respects other people's viewpoints and skills • Can manage diverse personalities and conflicts • Communicates the committee's goals and progress to members and the public • Displays integrity,self-confidence, persuasiveness,decisiveness, and creativity • Seeks first to understand,active listener 48 Executive Director's Areas of Responsibility Major Areas of Responsibility Include: • Coordinating volunteers to accomplish activities of the downtown revitalization program • Managing administrative aspects of the program • Coordinating and communicating with State Coordinator • Developing, in conjunction with the board, appropriate downtown revitalization strategies • Developing and conducting, in conjunction with the board and organization committee, ongoing public awareness and education programs • Assisting business and property owners with business and property improvement projects • Encouraging a cooperative climate with other downtown or community organizations • Helping to build productive relationships with appropriate public entities • Developing and maintaining a data system to track the progress of the local program • Serving as an advocate for downtown issues at local and state level • Working toward developing skills as a downtown management professional Related to Each of these Major Functions, the Executive Director has Several More Specific Areas of Responsibility. These Include: • Coordinating activity of downtown revitalization program committees o Ensure communication is established o Assist with implementation of work plan o Provide ongoing volunteer support and encouragement • Managing administrative aspects of the program o Record-keeping and accounting o Budget development(jointly with board and/or president and treasurer) o Purchasing o Preparing and filing reports o Filing legal documents (jointly with board and/or president and secretary) o Supervising other regular or contractual employees • Developing, in conjunction with the board, appropriate downtown revitalization strategies • Identification of unique assets and resources • Identification of concerns and issues • Development of a work plan that focuses on all four points of the Main Street®Approach • Developing and conducting, in conjunction with the board and subcommittee of the board, ongoing public awareness and education programs o Fostering public understanding of the downtown revitalization program's mission and goals o Keeping the program in a positive light in the eyes of the public • Developing a cooperative relationship with the media • Assisting business and property owners with business and property improvement projects 49 o Providing ongoing communication, advice,and guidance o Coordinating consulting services of the state or local program o Personal consulting or finding additional professional consultation as appropriate • Encouraging a cooperative climate with other downtown or community organizations o Building opportunities for partnership with the local chamber and other economic development organizations o Identifying and maintaining contact with other key downtown/neighborhood organizations • Helping to build productive relationships with appropriate public entities o Developing and maintaining relationships within city government o Identifying and maintaining contact with other important public entities(elected and staff) • Developing and maintaining a data system to track the progress of the local program o Economic investment o Building inventories o Photographic documentation o Job creation and business retention o Sales tax data o Volunteer participation • Serving as an advocate for downtown issues at the local and state level o Familiarity with, and understanding of, local concerns and issues o Speaking effectively on the program's goals, issues,and results o Working to improve public policy relating to issues affecting downtown • Working toward developing skills as a downtown management professional o Taking advantage of training opportunities provided through the state program o Identifying other opportunities for personal and professional growth • Represent program at State Main Street and Downtown Managers meetings and conferences. 50 Sample Executive Director Job Description Anytown Downtown Association 1. Work Objectives The downtown executive director coordinates activity within a downtown revitalization program utilizing historic preservation as an integral foundation for downtown economic development. He or she is responsible for the development, conduct, execution and documentation of the downtown program. The manager is the principal on-site staff person responsible for coordinating all program activities locally as well as representing the community regionally and nationally as appropriate. 2. Full Range of Duties to be Performed a. Coordinates the activities of downtown program committees, ensuring that communication between committees are well established; assists committees with implementation of work plan items. b. Manages all administrative aspects of the program, including purchasing, record keeping, budget development and accounting. Prepares all reports required by the state Main Street® Program and by the National Trust Main Street Center. Assists with the preparation of reports to funding agencies and supervises part-time employees or consultants. c. Develops, in conjunction with the downtown program's board of directors, strategies for downtown economic development through historic preservation utilizing the community's human and economic resources. Becomes familiar with all persons and groups directly or indirectly involved in the downtown commercial district. Mindful of the roles of various downtown interest groups, assists the downtown program's board of directors and committees in developing an annual action plan focused on four areas: design, promotion, organization, and economic restructuring. d. Develops and conducts ongoing public awareness and education programs designed to enhance appreciation of the downtown's architecture and other assets and to foster an understanding of the downtown program's goals and objectives. Through speaking engagements, media interviews and public appearances, keep the program highly visible in the community. e. Assists individual tenants or property owners with physical improvement programs through personal consultation or by obtaining and supervising professional design consultants; assists in locating appropriate contractors and materials; when possible, participates in construction supervision; provides advice and guidance on necessary financial mechanisms for physical improvements. 51 f. Assesses the management capacity of major downtown stakeholder groups and encourages participation in activities such as promotional events, advertising, uniform store hours, special events, business recruitment, parking management and so on. Provides advice and information on successful downtown management. g. Encourages a cooperative climate between downtown interests and local public officials. h. Advises downtown merchant's organizations and/or chamber of commerce retail committees on program activities and goals. Assists in the coordination of joint promotional events, such as seasonal festivals or cooperative retail promotional events, in order to improve the quality and success of events to attract people downtown. Works closely with the local media to ensure maximum event coverage. Encourages design excellence in all aspects of promotion in order to advance an image of quality for the downtown. i. Helps build strong and productive working relationships with appropriate public agencies at the local and state levels. j. Utilizes the Main Street®format, develops and maintains data systems to track the process and progress of the local program. These systems should include economic monitoring, individual building files,thorough photographic documentation of all physical changes and information on job creation and business retention. k. Represents the community at the local, state and national levels to important constituencies. Speaks effectively on the program's directions and findings, always mindful of the need to improve state and national economic development policies as they relate to smaller communities. 3. Resource Management Responsibilities The executive director supervises any necessary temporary or permanent employees, as well as professional consultants. He or she participates in personnel and program evaluations. The executive director maintains local program records and reports, establishes technical resource files and libraries and prepares regular reports for the state Main Street® Program and the National Trust Main Street Center. The executive director monitors the annual program budget and maintains financial records. 4. Job Knowledge and Skills Required The executive director should have education and/or experience in one or more of the following areas: architecture, historic preservation, economics,finance, public relations, design,journalism, planning, business administration, public administration, retailing, volunteer or nonprofit administration and/or small business development. The executive director must be sensitive to design and preservation issues. The manager must understand the issues confronting downtown business people, property owners, public agencies and community organizations. The manager must be entrepreneurial, energetic, imaginative, well organized and capable of functioning effectively in an 52 independent situation. Excellent verbal and written communication skills are essential. Supervisory skills are desirable. The foregoing is an accurate and complete description of this position as jointly agreed upon and signed by a representative of the downtown organization and the executive director. President/ Date Employee/ Date 53 • Staff's Role in Working with Committees The Main Street Executive Director plays an important role as a partner to each committee. Staff can help facilitate and organize each committee's projects, but should not be the person to whom all tasks are delegated. The following lists describe the executive director's general role with each committee, as well as specific roles with each committee. The Executive Director's General Role with All Committees The executive director The executive director does doesn't Assist with committee development by Have authority over • Helping the committees and chairs learn the committee or its structures mechanics of committees management and providing expert advice and information on revitalization • Collaborating with committee members and chairs as a strategist/planner Support work plan development by Serve as the person to whom • Assisting committee members in developing all the committee members' work plan documents work is delegated • Helping committee members complete their projects without assuming responsibility for those activities • Integrating his/her own work plan with the committees' Assist with volunteer development by Become the volunteers' boss • Helping committee chairs develop good systems for recruitment, supervision, and reward of committee members • Helping develop volunteer capacity of committees by participating in recruitment efforts Participate in committee meetings by Convene and/or run • Attending most committee meetings to provide committee meetings or take technical information and professional opinions minutes for the committee • Helping strategize and develop solutions to problems or issues • Works with committee chairs to assure that decisions and assignments are made and completed 54 Executive Director's Role with the Organization Committee The executive director does The executive director doesn't • Help coordinate fund raising campaigns; Raise funds directly; that is the job of the board newsletter production, volunteer and volunteers communication, and financial systems • Help members coordinate projects Executive Director's Role with Promotion Committee The executive director does The executive director doesn't • Help coordinate production of PR, graphic Take responsibility for taking the lead on image, and other promotional materials organizing or running events • Help members coordinate special events, retail/business promotions, and advertising projects Executive Director's Role with the Design Committee The executive director does The executive director doesn't • Help coordinate information on design Take the lead on motivating design change in assistance and financial incentives for downtown building owners • Act as first contact for the public on preservation issues in the commercial district Executive Director's Role with the Economic Restructuring Committee The executive director does The executive director doesn't • Help coordinate data collection, analysis, Assume responsibility for organizing economic financial incentive programs, and other restructuring projects or completing reports economic development activities • Help members coordinate business improvement seminars and workshops 55 Elements of Action Plans Mission Statement: The mission statement has one clear and simple message—it states the purpose of the organization. Example: The purpose of the Anytown Downtown Association is to develop and promote a healthy and prosperous downtown within the context of cultural and historic preservation. Goals:The goals are more specific statements of purpose, which can be clearly divided into a committee structure. Usually it is best for each committee to have only one goal. This goal should reflect the general purpose or mission of the committee. Examples: • Organization Committee—Ensure an adequately funded, expertly managed organization. • Promotion Committee—Promote the downtown as the community's social, cultural, and economic center. • Design Committee—Encourage visual improvements through good design compatible with historic features. • Economic Restructuring Committee—Strengthen and broaden the economic base of downtown. Issues: Issues are typically classified as "problems" or "unmet opportunities". They are not usually focused on just one activity, but tend to be broader, encouraging a number of possible activities. Example:There aren't enough things for kids to do downtown. Objectives: Objectives are specific statements of how a goal will be reached. They usually outline the major areas of responsibility for committees. Objectives give structure to the numerous activities undertaken and help explain why a specific activity has been chosen. Objectives are usually issues that have been turned into positive action statements. Objectives might also be measurable. Example: Provide(at least two]more activities for children in downtown. Activities: Activities are specific projects that have an identified timefrarne. When completed,they are usually recognized as tangible accomplishments, such as an Easter parade or building inventory. Tasks: Tasks are specific steps required to complete an activity. 56 Developing One to Two Year Action Plans Step 1. Goal setting session for Board of Directors (plan 4 to 5 hours to complete). 1. List issues at random. 2. Determine what area of concentration each issue fits under(organization, promotion, design, economic restructuring, and possibly parking). Group them together, and then delete duplicates. Note that the areas of concentration are reflective of the Main Street®committee structure. 3. Determine priorities. Remove the rest of the issues. 4. Create objectives. Each objective statement should begin with an action verb. 5. Create a goal statement for each committee based on the objectives-the organization "stuff' usually falls to the board or a subcommittee of the board. 6. Create an overall mission statement to guide the organization, use the committee goal statements as a reference (if a mission statement has already been created, check it against the committee goals to see if it is still reflective of what the organization is working towards accomplishing). Step 2. The Board of Directors should come up with a list of potential committee members based on the objectives for each committee. Step 3. Committee "activity planning" brainstorming session (takes about 2 hours per committee). 1. List possible activities under each objective. 2. Determine priority activities for each objective. - Step 4. Committee "action planning" session (takes 2 or 3 hour-long meetings to complete). 1. Discuss possible timelines for each priority activity(i.e. when should this be started and how long will it take from beginning to end). 2. Complete an "action plan"for each priority activity in which planning will need to begin within the next two-three months. 3. Fill out a "timeline" sheet. Put all priority activities from the committee somewhere on the form. Think about what the workload will mean for those implementing activities- is it realistic? Adjust as needed. The Board of Directors should approve the finished timeline. Step 5. Refer back to your completed timeline sheet at each committee meeting. The committee or task force responsible for an upcoming activity should fill out an "action plan" as each activity draws nearer. If the activity has a completion deadline, scheduling from the deadline backwards may prove useful. Plan for "Murphy's Law"! 57 Example - Director's Goal Setting Session Mission Statement: The purpose of the Anytown Downtown Association is to develop and promote a healthy and prosperous downtown within the context of cultural and historic preservation. Organization Committee Goal: Ensure an adequately funded, expertly managed organization. Objectives: • Improve all channels of communication. • Stabilize and increase funding. • Develop a five-year plan. • Get better overall community involvement. • Restructure committees to function more efficiently. Promotion Committee Goal: Promote the downtown as the community's social, cultural,and economic center. Objectives: • Market a positive image of downtown. • Encourage more local shopping. • Continue and strengthen existing successful promotions. • Develop a formal evaluation process for promotions. • Expand distribution area of informational materials about downtown. Design Committee Goal: Encourage visual improvements through good design compatible with historic features. Objectives: • Educate both members and the public about good design elements. • Give input as needed into design review process. • Develop and begin implementing a plan for visual enhancement within the context of historic and cultural preservation. • Identify and implement a program for needed public improvements. Economic Restructuring Committee Goal: Strengthen and broaden the economic base of downtown. Objectives: • Develop a retention program including education of good business practices. • Develop and implement a market profile, recruitment plan, and package. • Increase communication with downtown property owners. • Develop and maintain a system to provide vacancy and sales information on downtown properties. 58 Committee Brainstorming Session - Example Committee: Promotion Objective: Market a positive image of downtown. Possible Activities: Produce a business directory Goods and Services Campaign like Walla Walla's Monthly letters to the editor "Discover Downtown" day Customer Commitment Contract campaign Downtown "historic details" contest Friend to friend letter writing campaign Downtown Calendar (Those activities with boxes around them were determined to be the most important to accomplish in the next 12 to 18 months.) After brainstorming all possible activities, determine those most important. Create timelines based on those activities. Remember to be realistic in expectations of how much can actually be accomplished in a year. 59 Committee Activity List Overview - Example Committee: Promotion Goal: Promote downtown as the historic, social, cultural, and economic center of the community. Objectives/Activities: Identify and increase the existing customer base and create new markets • Identify existing customer groups(ER Committee will be doing detailed work on this.) • Identify potential new markets (ER Committee will be doing detailed work on this.) • New resident goodie bag • Major employer/employee week • Friday night concerts/extended store hours Market a positive image of downtown • Produce a business directory • Goods and Services campaign like Walla Walla's • Downtown "historic details" contest • Customer commitment contract campaign Increase awareness of historic character • Treasure Hunt with clues based on downtown history • Historic Downtown character parade Continue successful promotions • Halloween scavenger hunt • Easter egg hunt • Holiday open house • Student art exhibit Provide support for "other organizations" downtown events • Summerfest(Lions Club) • Christmas Parade(Lions Club) • Summer concerts(City) 60 Committee Activity Action Plan - Example Committee: Promotion Committee Goal: Promote the downtown as the community's social, cultural, and economic center Objective: Market a positive image of downtown. Activity: Produce a business directory Task necessary to complete activity Name of Persons Staff time Partners: Task Budget: Follow-up(if (use as many sheets as necessary): Responsible: needed: Deadline: needed): Complete Business Inventory Toni Work with ER ER Committee April See ER Categorize business types Susan Check draft May 1 -0- Design brochure format Jeff Input Artist May 1 $10 Obtain base map for layout Tom May 1 -0- Budget estimate Pam Yes May 1 -0- Identify public parking areas Tom & City City May 1 -0- Identify major landmarks Tom & City City May 1 -0- Design mock-up Jeff Input Artist June 1 $150 Printing bids Pam &Jeff June 9 -0- Approve print sample Jeff,Tom, Pam Yes July 1 -0- Print brochure Toni Printer July 12 $2,100 Identify distribution sites Susan Input July 15 -0- Distribute brochures/check and Toni/Susan July 21,then -0- refill monthly Total: $2,260 61 -i M,945"RI "COOL CITIES: OLD BUILDINGS. NEW ATTITUDES." 201 3 OREGON MAIN STREET CONFERENCE I �I SCHEDULE-AT-A-GLANCE Lobby Main Stage Studios B&C McTavish Room City Hall Other Venues October 2 9:00 a.m. Main Street Boot Camp "For Board Members Only" 1:30 p.m. Registration 3:00 p.m. Welcome/Keynote/Awards 5:30 p.m. Barbee Maritime Center:Opening Reception Hosted by ADHDA October 3 7:30 a.m. Registration 8:00 a.m. "Lighter,Quicker,Cheaper" I Hate Fundraising!Removing Preservation 101 Placemaking Strategies Board Anxiety&Boosting Board Participation 9:30 am Refreshments 10:00 am Trolley Tour: New Life for Historic Beyond Branding:Why Buzz Revitalize Main Street with Waterfront Revit. Theaters Words Make Us Loose Urban Renewal Money 11:45 am Astoria Events Center:"Power of Main Street"Luncheon sponsored by Pacific Power(Your name badge is your ticket!) - 1:30 p.m. Walking Tour:DT Stop Texting&Buy Weak Committees?Try Task Thinking Like a Developer Astoria's On-going Something:Main Street Forces Instead Revit.Efforts Meets Modern Retail 3:00 p.m. Refreshments 3:30 p.m. Walking Tour: How to Talk to Property Crash Courses: Rehabbing Oregon's History of DT Astoria Owners -Creating Local Invest.Opps. Incentives for Historic -Pop-up Businesses Preservation 5:30 p.m. Heritage Museum:Social Mixer Sponsored by ADHDA October 4 8:00 a.m. Registration 8:30 a.m. Upstairs Downtown: Crash Courses: Growing Up,Not Out -When Bicyclists Come to Town -Grant Program Successes! 10:00 am Refreshments 10:30 am Studio B:Parking Made Easy Revitalization by the Pint Studio C:Disaster Prep End of Conference—See You Next Year! 2013 OMS Astoria (downtownish) Map 4. t 0 0 columbia river N o ,Q Iii Marine Dr. Maritime Museum 4 t . © p Barbey Center 0 4. f- © Commercial St _ 1 1 T II f � 0 � � . a 1111 ., Duane St. �--- 1 1 0 2. Ipli 1111 0 00 1111111 .. El Exchange S -■IPr 0 P 1. Liberty Theater Restaurants Trolley Stops Parking 2. Astoria City Hall _ 3. Events Center f I It I ' p 4. Barbey Maritime Center — "� 5. Heritage Museum Lost? Ask a Merchant or call 503.791 .7940 "COOL CITIES: OLD BUILDINGS. NEW ATTITUDES." 2013 OREGON MAIN STREET CONFERENCE SCHEDULE WEDNESDAY, OCTOBER 2 PRE-CONFERENCE WORKSHOPS • 9:00 A.M. — NOON MAIN STREET BOOT CAMP— LIBERTY THEATER: STUDIOS B&C Moderator: Dennie Houle, Business Oregon. Speakers:Timothy Dalton, Historic Downtown Kennewick Partnership, and Tiffany Estes, Astoria Downtown Historic District Association. As a comprehensive economic development tool, the Main Street Four-Point Approach is the foundation for local communities to revitalize their historic downtowns and commercial districts by leveraging their local assets—from cultural and architectural heritage to local entrepreneurs and community pride. The four points of Main Street work together to build a sustainable and complete community revitalization effort. Spend the morning with main street practitioners and gain in-depth understanding of the program.You will leave energized and ready to revitalize YOUR Main Street! "FOR BOARD MEMBERS ONLY" -- LIBERTY THEATER: MCTAVISH ROOM Speakers: Kathy La Plante, National Main Street Center, and Mary Bosch, Marketek Inc. Gather with board members from across the state to identify and discuss pressing issues for local programs and boards. Share successes and challenges and the lessons you have learned. Facilitated session with NMSC staff and other Main Street leaders. • 1 :30 P.M. — 3:00 P.M. CONFERENCE REGISTRATION — LIBERTY THEATER L ODBY • 3:00 P.M. — 5:00 P.M. WELCOME &OPENING SESSION — LIBERTY THEATER KEYNOTE: "POWER OF TEN" Fred Kent of Project for Public Spaces will discuss Placemaking, the Power of Ten principles, and how to create cities of the future. Case studies from around the world will exemplify both small scale interventions to large scale public destinations with insight into how they were achieved and why they are successful. Mr. Kent is a leading authority on revitalizing city spaces and one of the foremost thinkers in livability, smart growth, and the future of the city. As founder and president of Project for Public Spaces, he is known throughout the world as a dynamic speaker and prolific ideas man. EXCELLENCE IN DOWNTOWN REVITAUZATION AWARDS Join Oregon Main Street and help us celebrate and recognize outstanding accomplishments in downtown revitalization throughout our state. • 5:30 P.M. -- 6:30 P.M. OPENING RECEPTION HOSTED BY ASTORIA DOWNTOWN HISTORIC DISTRICT ASSOCIATION— BARBEY MARITIME CENTER, 2042 MARINE DRIVE Join your counterparts from around the state for an early evening social gathering sponsored by the Astoria Downtown Historic District Association at the Barbey Maritime Center. The historic 1925 Astoria Railroad Depot has been transformed and is dedicated the preservation of traditional maritime skills and trades, including wooden boat building, bronze casting, foundry work, wood carving and tool making. The Railroad Depot was designed by Thomas D. McMahon, the Great Northern Railway architect famous for the Many Glacier Hotel in Glacier National Park. • 6:30 P.M. ENJOY DINNER ON YOUR OWN IN DOWNTOWN ASTORIA! THURSDAY, OCTOBER 3 • 7:30 A.M. - 5:00 P.M. CONFERENCE REGISTRATION- LIBERTY THEATER LOBBY •� 8:00 A.M. - 9:30 A.M. "LIGHTER, QUICKER, CHEAPER" PLACEMAKING- LIBERTY THEATER: STUDIOS B&C Speaker: Fred Kent, Project for Public Spaces "Lighter, Quicker, Cheaper" (LQC) describes a local development strategy that has produced some of the world's most successful public spaces — one that is lower risk and lower cost, capitalizing on the creative energy of the community to efficiently generate new uses and revenue for places in transition. Learn how PPS works with communities first through Amenities and Public Art, followed by Event and Intervention Projects, which lead to Light Development strategies for long-term change. By championing use over design and capital- intensive construction, LQC interventions strike a balance between providing comfortable spaces for people to enjoy while generating the revenue necessary for maintenance and management. I HATE FUNDRAISING! REMOVING ANXIETY&BOOSTING BOARD PARTICIPATION- LIBERTY THEATER: MCTAVISH ROOM Speaker: Donna Harris, Heritage Consulting Inc. How many times do you hear: "I'll do anything, but just don't ask me to raise money!" Find out how to turn your board (or committee) members into confident fundraisers. Watch a mock 20-minute training session about the many tasks needed to raise funds including–but not limited to–the dreaded "ask." Based on the work of Hildy Gottlieb (hildygottlieb.org), this workshop will show how to turn even the most reluctant board member into an enthusiastic worker for downtown fundraising efforts. Leave with a nifty template to use for your training session at home. PRESERVATION 1 0 1 -CITY HALL COUNC;L.:1-:2*.MBERS Speakers: Peggy Moretti and Brandon Spencer-Hartle, Restore Oregon Historic Preservation and Main Street intersect in many ways. From listing in the National Register of Historic Places to financial incentives for building rehabilitation, the staff of the Historic Preservation League of Oregon will provide a 90-minute overview of the basics of historic preservation in Oregon. This session will help property owners, Main Street staff, and local advocates sort out the difference between a SHPO and a Section 106 and will allow for a question and answer period to help clear up any preservation concerns you may have on your Main Street. • 9:30 A.M. - 10:00 A.M. COFFEE BREAK- LIBERTY THEATER LOBBY • 10:00 A.M. - 1 1 :30 A.M. BEYOND BRANDING: WHY Buzz WORDS MAKE US WASTE MONEY- LIBERTY THEATER: STUDIOS B&C Speaker: Ben Muldrow, Arnett Muldrow&Associates Communication and marketing are rapidly changing. How can underfunded and understaffed Main Streets benefit from coordinated marketing messages? Learn from the lessons of 300 communities in 30 states how to develop a compelling and effective brand. NEW LIFE FOR HISTORIC THEATERS- LIBERTY THEATER: MAIN STAGE Moderator: Erik Andersson, Pacific Power; Speakers: Rosemary Baker-Monaghan, Liberty Theater; Doug Whyte, Hollywood Theater; and John Southgate,John Southgate Consulting Historic theaters play key roles in revitalization efforts in rural communities and urban neighborhoods alike. They act as community facilities and gathering places, drawing residents and visitors to be educated, informed, and entertained with a variety of programming.Yet communities struggle to keep up with the costs of restoration, maintenance, and operations. In this session, learn from the experience of three distinct theaters- 2 the Hollywood Theatre,the Liberty Theater,and the Venetian Theatre& Bistro—about sparking rehabilitation projects, innovative programming, and effective fundraising strategies. REVITALIZE MAIN STREET WITH URBAN RENEWAL—CITY HALL COUNCIL CHAMBERS Moderator: Kate Porsche, Central Albany Renewal Agency; Speakers: Brett Estes, City of Astoria; Renate Mengleberg, City of Canby; and Tracy Brown,City of Sandy Participants will learn how communities are using Urban Renewal to support downtown revitalization efforts. Panelists will cover the innovative design master plan and facade program in Sandy,Astoria's targeted building improvement and placemaking projects,and how Canby is staffing their main street revitalization effort. Included will be an intro to tax increment financing and working within the confines of an Urban Renewal program. TROLLEY TOUR:WATERFRONT REVITALIZATION— MEET IN LIBERTY THEATER LOBBY Much of Astoria's current revitalization has come through a community vision to focus on the riverfront using the former railroad line as a people friendly link through town.Gather at the Liberty Theater and walk to the tracks where we will board the 100 year old Astoria Riverfront Trolley, "Old 300", and enjoy a tour by many recent renovations and potential renovation projects. Stops will be made at a few sites to hear from business leaders responsible for redevelopment projects. 1 1 :45 P.M. — 1:15 P.M. "POWER OF MAIN STREET" LUNCHEON--ASTORIA EVENT CENTER, 894 COMMERCIAL Sponsored by Pacific Power and Restore Oregon. No ticket needed—your badge will get you into the luncheon. Peggy Moretti, Executive Director of Restore Oregon, will kick off the luncheon talking about how preservation is inherently environmentally friendly as well as a jobs creator in Oregon. Peggy will be followed by John Goodenberger& Lucien Swerdloff,the"Click and Clack" of historic preservation,to talk about the innovative Historic Preservation& Energy Efficiency project funded by Pacific Power to develop the publication, "Energy Efficiency Through Historic Preservation:A guide for historic commercial buildings."The guide contains case studies, strategies, and resources relevant to historic buildings in Main Street districts. You will receive a copy of this handsome&informative publication at the luncheon. You will also hear about Clatsop Community College's Historic Preservation and Restoration program, the only one of its kind in Oregon,which offers both practical hands-on construction techniques and historic preservation theory. 1 :30 P.M. —3:00 P.M. STOP TEXTING &BUY SOMETHING: MAIN STREET MEETS MODERN RETAIL--LIBERTY THEATER: STUDIOS B&C Speaker: Ben Muldrow,Arnett Muldrow&Associates In a world where 46%of young Americans would choose surfing and texting over driving, it is obvious that consumer behavior is shifting.Customers want less stuff and more experiences.While our downtowns might offer the physical place to connect, our retail environment must create the economic and emotional connection.Join us to learn about connecting with the modern consumer, recruiting the contemporary retailer,and helping them fall in love with their downtown. WEAK COMMITTEES?TRY TASK FORCES INSTEAD— LIBERTY THEATER: MCTAVISH ROOM Speakers: Donna Harris, Heritage Consulti Inc. Main Street managers engage in ver- n ing struggle to maintain a vibrant committee structure—the very bedrock of the Main Street Com a sy —for their revitalization programs.Some towns are experimenting with alternative to co mi a earn about the benefits of devolving committee work into small, limited term task forces sort'ndividual projects to help engage more people in your organization's work.We will discuss how the rrle and activities of the Committee chair must evolve to permit these new task forces to thrive.See why work plans are still critical to the success of these arrangements and how to create reliable reporting relationships. We will also recommend how the Committee chair can supervise this new army of task forces and how to recognize their work.The session includes one exercise and participants will receive a resource packet of materials. 3 THINKING LIKE A DEVELOPER —CITY HALL COUNCIL CHAMBERS Speakers: Paul Falsetto, Architect; and Jessica Engeman,Venerable Properties In this 90-minute program, Paul and Jessica will examine the process developers use in evaluating the redevelopment potential of an existing building.The program will discuss how preservation architects examine the existing condition of a building and how decisions are made on what upgrades are necessary in a redevelopment project. Participants will learn the basics of assembling a project proforma and will see how buildings in Oregon Main Streets can take advantage of existing tax incentive programs. WALKING TOUR: DOWNTOWN ASTORIA'S ON-GOING REVITALIZATION EFFORTS— MEET IN THE LIBERTY THEATER LOBBY Astoria early on embraced their history and heritage as an important part of their economic development efforts. This tour will cover how Astoria's downtown revitalization got started, some new initiatives underway, as well as building renovation projects and use of tax credits. • 3:00 P.M. —3:30 P.M. COFFEE BREAK— LIBERTY THEATER LOBBY �• 3:30 P.M. — 5:00 P.M. How TO TALK TO PROPERTY OWNERS— LIBERTY THEATER: STUDIOS B&C Speakers: Michele Reeves, Civilis Consultants Who ultimately controls the buildings and land in your town? Property owners. While there are many stakeholder groups that can have an impact on your Main Street's success, there are none more important than this group. But, they are often difficult to wrangle into cohesive action because they usually have owned their property for a long time (multiple generations even), they generally do not have a great relationship with the public sector, and they get weary of people asking them to spend their money! Come to this session and learn constructive and productive ways to engage this stakeholder group,with real world examples and case studies from revitalization projects in Oregon. CRASH COURSES IN DOWNTOWN REVITALIZATION OPPORTUNITIES— LIBERTY THEATER: MCTAVISH ROOM • Creating Local Investing Opportunities Speaker: Amy Pearl, ChangeXchangeNW. Dollars have been tight for investing in businesses for the past few years. Learn how changes in federal rules are opening up opportunities for creating local investment opportunities as well as tools already available. • Pop-up Businesses on Main Street Speaker: Mary Bosch, Marketek Inc. Have vacancies on Main Street? Hear about how pop-up businesses are offering a low-risk opportunity for entrepreneurs to test out business ideas while temporarily filling storefronts adding vitality to downtown. REHABBING OREGON'S INCENTIVES FOR HISTORIC PRESERVATION —CITY HALL COUNCIL CHAMBERS Speaker: Peggy Moretti and Brandon Spencer-Hartle, Restore Oregon Since 2010, Restore Oregon has convened an annual Preservation Roundtable to gather input on how Oregonians can tackle some of the thornier issues that stymie historic preservation. Every year, participants have determined that the lack of financial incentives for building rehabilitation is a critical issue for the health of Oregon's Main Streets. In this program, Peggy and Brandon will present information on existing incentive programs, give participants the opportunity to discuss what rehabilitation tax credit could mean for Oregon, and lay out a legislative strategy for how Oregon can better support Main Street rehabilitation. WALKING TOUR: HISTORY OF DOWNTOWN ASTORIA— MEET IN THE LIBERTY THEATER LOBBY Learn about the early beginnings of the Oldest American Settlement West of the Rocky Mountains (1811) and how Astoria evolved from the wooded hillside of John Jacob Astor's Fort Astoria to the Main Street historic city,tourist destination of the 21st Century. 5:30 P.M. — 6:30 P.M. SOCIAL MIXER HOSTED BY ASTORIA DOWNTOWN HISTORIC DISH-tICT ASSOCIATION— HERITAGE MUSEUM, 71 4 EXCHANGE ST. (AT THE CORNER OR 1 6TH AND EXCHANGE) 4 Meet at the Heritage Museum for fortuitous networking& refreshments hosted by ADHDA.The Museum is housed in Astoria's Old City Hall Building,a neoclassical structure designed by prominent Portland architect Emil Schacht in 1904. Clatsop County's rich &exciting history is featured in the museum's permanent and changing exhibit galleries. ❖ 6:30 P.M. ENJOY DINNER ON YOUR OWN IN DOWNTOWN ASTORIA! FRIDAY, OCTOBER 4 ❖ 8:30 A.M. — 10:00 A.M. UPSTAIRS DOWNTOWN: GROWING UP, NOT OUT— LIBERTY THEATER: STUDIOS B&C Speaker: Michele Reeves,Civilis Consultants; and Todd Scott, King County Historic Preservation Program Vacant upper floors are a persistent problem in historic and older commercial districts.This session will demystify the redevelopment process using a typical Main Street building. Participants will explore the key factors that can "make or break" a project,with a special emphasis on residential use and small scale buildings. CRASH COURSES IN DOWNTOWN REVITALIZATION OPPORTUNITIES REVITALIZATION— LIBERTY THEATER: MCTAVISH ROOM • When Bicyclists Come to Town Speaker:Alex Phillips, Scenic Bikeways Coordinator, Oregon Parks and Recreation Department. Bicyclists can be an important segment of the tourist market to reach.They often seek out the types of offerings traditional downtown's offer. Learn tips and strategies for helping your downtown become more"bike friendly." • Grant Program Successes Speaker: Kuri Gill, Outreach and Grants Coordinator, Heritage Programs, Oregon Parks and Recreation Department. Hear about some of the recent successful grants projects funded through Heritage Programs—what made them a great project and the results. 10:00 A.M. — 10:30 A.M. COFFEE BREAK— LIBERTY THEATER LOBBY • 7 • 10:30 A.M. — NOON lll��y�� REVITALIZATION BY THE PINT-- LIBERTY THEATER: AVISH ROOM c� Moderator: Dan Bartlett J Across the nation, small independent craft brewers are helping to revitalize downtowns and their historic buildings.This trend is especially evident here in Oregon—the#2 state in the nation in breweries per capita according to the Brewer's Association. In many Oregon towns,small brewpub/brewery business owners have renovated vacant buildings.They have drawn visitors and new young residents who contribute to improving the community's vitality. In many cases this has helped drive other new small business startups.This session will look at a few Oregon case studies including Astoria's expanding craft beer scene. (f\ PARKING MADE EASY— LIBERTY THEATER:STUDIO B 7k' Speakers: Rick Williams, Rick Williams Consulting For decades, many cities have used generic national standards based on outdated assumptions to establisl c_- local parking requirements. Rick Williams Consulting worked in collaboration with Oregon Transportation (1 Growth Management Program to develop a new handbook, Parking Made Easy:A Guide to Managing Par in Your Community. In this session learn about parking management strategies highlighted in this handboo that communities can use to ensure good access to local businesses and other destinations while maintaini pedestrian-friendly,attractive business district. DISASTER PREPAREDNESS ON MAIN STREET— LIBERTY THEATER: STUDIO C Speakers:Joe Partridge,Genevieve Consulting LLC Joe Partridge, an experienced emergency manager,will discuss the benefits of disaster planning for small business.The session will include an overview of disaster risk in Oregon, how emergency management gets C done across the state, and practical "no regrets" actions that individuals and small businesses can do to help limit damage and downtime from likely disasters.Time will be available for questions about specific concerns and participants will leave the session understanding where to go for additional information and support. 5 NOON CONFERENCE ADJOURNS—SEE You NEXT YEAR! SATURDAY/SUNDAY, OCTOBER 5-6 POST-CONFERENCE WORKSHOP: LEADED GLASS WINDOW REPAIR WORKSHOP The Clatsop Community College Historic Preservation program is offering a two day workshop that is available to Main Street Conference participants. College credit is available and it may apply toward continuing education credit. Students learn the causes of deterioration and failure of leaded glass windows and gain hands-on experience in repair and restoration techniques required to re-establish the soundness and integrity of windows.Topics covered include: Properties and types of colored glass,Glass cutting, Laying out and transferring patterns, Soldering techniques,Assessing condition of damaged leaded glass windows, Planning appropriate corrective procedures,Techniques for removing and handling panels, Resoldering cames,Waterproofing/cementing repaired leaded glass windows. Instructor:Jim Hannen, Hannen Stained Glass Dates:October 5-6, 2013 Times: 9:OOam-4:00pm Location: Clatsop Community College Art Building Register for BLD 236 online at www.clatsopcc.edu or call 503.338.7670 For more information contact Lucien Swerdloff at 503.338.2301 or Iswerdloff@clatsopcc.edu 6 SPEAKER BIOS & CONTACT INFORMATION • STEVE ALLEN Email: sallenOallencpas.com Website: www.wetdogcafe.com Steve Allen,CPA has worked with his wife Karen as pioneers in the Astoria Craft Beer scene.The Wet Dog Cafe with Astoria Brewing Company located just inside the main entrance is Astoria's oldest brewpub established in 1997.They have purchased a nearby building that formerly housed a restaurant and bar.This facility is currently being remodeled into their production brewery and tap room.Steve will share the challenges of being in on the early days of Astoria's revitalization in a newly developing industry. He will also talk about efforts to make their production "green" as they have one of the few breweries with solar water pre-heating. Session: Revitalization by the Pint ERIK ANDERSSON Email: erik.andersson@pacificorp.com Website: www.pacificpower.net Erik is the economic development manager for Pacific Power, a regulated electric utility serving over 724,000 business and residential customers in Oregon,Washington and California. In his twenty-five year career in economic development, Erik has worked in both the private and public sectors in New York,Washington and Oregon. Prior to coming to Pacific Power in 2009, Erik was the Willamette Valley regional coordinator for the Governor's Economic Revitalization Team. He has a bachelor's degree in Agricultural Economics from Cornell University and an MBA from McGill University in Montreal,Quebec. He sits on the boards of the Oregon Infrastructure Finance Authority,the Oregon Economic Development Association,Clatsop Economic Development Resources,the Strategic Economic Development Corporation and the Hollywood Theatre. Erik practiced economic development on the local level in Port Townsend, WA,where he also volunteered for the Port Townsend Main Street Program. Sessions: New Life for Historic Theaters ROSEMARY BAKER-MONAGHAN Email: director@libertv-theater.org Website:www.liberty-theater.org Rosemary Baker-Monaghan is the Executive Director of Liberty Restoration Inc.aka Liberty Theater. Rosemary served on the LRI Board of Directors from 2000-2005. LRI completed her first two phases of restoration and celebrated the "Grand Re-Opening of Liberty Theater in June of 2005. Rosemary was hired as the executive director in November of that same year. Rosemary is elected to and currently serves on the Clatsop Community College Board of Directors(since 2000)and has served 12 years in elected city government: Mayor of Seaside from 1999-2003, City Councilor 1994-1999, City Planning Commissioner from 1991-1994. She also currently serves as Co-chair of Lower Columbia Tourism Council, is a board member of the Lewis and Clark National Park Association and a member of the Astoria Rotary Club and Columbia Pacific Assistance League. Rosemary received her Bachelor of Science in Forest Management and Masters in Adult and Continuing Education from Washington State University. Session: New Life for Historic Theaters DAN BARTLETT Email:drbartlet@charter.net Session: Revitalization by the Pint Dan Bartlett is a retired city manager who has worked with Main Street Programs in Corvallis, Milwaukie, and Astoria,Oregon. He served on several Oregon Downtown Development Association (ODDA)committees from the late 1980's until the organization disbanded. He was Chair of ODDA in 2006. He has been a supporter of craft beer since the early 1980's and chose to end his career in Astoria due to the Astoria Riverfront Trolley, the Astoria Riverwalk, and the existence of the Wet Dog Cafe. He acts as a guide for Astoria Ale Trail, a three hour excursion for cruise ship passengers. He weaves Astoria's pre-prohibition brewery history into a tour and tasting at three Astoria pubs. He has coordinated the production of the North Coast Craft Beer Trail which allows participants to experience the craft beer scene in Clatsop County. Session: Revitalization by the Pint MARY BOSCH Email: mary@marketekinc.com Website:www.marketekinc.com Mary Bosch, Marketek Principal since 1989, is experienced with every facet of the business development process—from the perspective of the entrepreneur to the developer and the economic development professional.Through her work on downtown revitalization assignments throughout the nation, Mary has acquired a strong understanding of what it takes to rebuild a community's retail and economic base. Since beginning her planning career over 32 years ago, Mary has completed market research, business development and management projects for a wide range of public, nonprofit and private clients in well over 160 communities in 15 states. Mary has led over 50 trainings and workshops on Market Analysis, Business Recruitment/Retention and Business Plans for Business Districts for local and state Main Street organizations. Mary co-authored with the Oregon Downtown Development Association, "Retail Market Analysis & Business Development Made Easy," a step-by-step workbook. She has a special passion for building the confidence and skills of downtown managers around business development. Session: Invigorating Main Street with Pop-Up Businesses; For Board Members Only TRACY BROWN Email: tbrownPcityofsandy.com Website: www.cityofsandy.com Tracy Brown has been the Director of Planning & Development with the City of Sandy for the past 11 years. In 2008 he was the key staff in launching the Sandy Main Street organization and has also been in charge of the city's Urban Renewal District Facade Enhancement Project since that time.Tracy holds a Bachelor of Arts in Environmental Design from Western Washington University and a Masters in Urban and Regional Planning from the University of Oregon. Session: Revitalize Main Street with Urban Renewal TIMOTHY DALTON, CMSM Email: tdalton @downtownkennewick.org Website: www.historickennewick.org Timothy Dalton has over 15 years of leadership experience in professional downtown management. For the past 11 years, he has been the executive director of the Historic Downtown Kennewick Partnership. During his tenure with the Historic Downtown Kennewick Partnership, he has gained valuable insight assisting in the creation and support of board goals and objectives. He has worked on fund-raising projects supporting public art, and has applied for and received over a million dollars in grant funding for downtown revitalization. Tim works with volunteers to create and implement a variety of new and existing special events for the HDKP. He oversees community relations and development programs that ensure regular and increased support from individual, and businesses and property owners that support the downtown area's goals and priorities.Tim has a Bachelor of Arts degree from Washington State University in Business Administration, and is a graduate of the Certification in Professional Main Street Management from the National Trust for Historic Preservation Session: Main Street Boot Camp JESSICA ENGEMAN Email: iessica @venerableproperties.com Website: www.venerableproperties.com With a background in architectural history and preservation,Jessica Engeman blends her love of vintage buildings with her expertise in financing difficult-to-development historic rehabilitation projects. As a project manager and historic preservation specialist with Venerable Group Inc., she has been involved in award- winning historic redevelopment projects in Portland such as the White Stag Block, Ladd Carriage House, and Fire Station No. 7. In addition to her firm's own development ventures,she provides consulting services including feasibility studies, historic tax credit applications, and National Register nominations. Session:Thinking Like a Developer BRETT ESTES Email: bestes@astoria.or.us Website:www.astoria.or.us Brett Estes is the Community Development Director/Assistant City Manager for the City of Astoria. He has been with the City for six years and oversees planning, building codes, historic preservation, and economic development issues for the City. Prior to coming to Astoria, Brett worked for the City of Hillsboro for five and a half years in the Current Planning Division. Brett started his career with the City of Bryan,Texas focusing on planning issues including historic preservation and downtown revitalization. Brett earned his Bachelor of Landscape Architecture, Master of Urban Planning, and Certificate in Historic Preservation from Texas A&M University. Session: Revitalize Main Street with Urban Renewal PAUL FALSETTO Email: paulfalsetto@hotmail.com Paul Falsetto is an architect practicing in Portland with specific expertise in historic preservation and sustainable design. He has worked on dozens of buildings listed in the National Register, preparing preservation plans and conducting rehabilitation work. He has taught courses for the University of Oregon's Department of Architecture and the Historic Preservation Program,focusing on preservation theory and "eco-preservation". Session:Thinking Like a Developer DONNA ANN HARRIS Email: donna@heritageconsultinginc.com Website: www.heritageconsultinginc.com Donna Ann Harris is the principal of Heritage Consulting Inc., a Philadelphia-based consulting firm that works nationwide in three practice areas: downtown and commercial district revitalization, historic preservation and nonprofit organizational development. Prior to starting her firm nine years ago, Ms. Harris was state coordinator for the Illinois Main Street program for two years and the manager of the Illinois suburban Main Street program for four years. Prior to her Main Street career, Ms. Harris spent 15 years as an executive director of three start-up and two mature preservation organizations,each with its own organizational and fundraising challenges. Ms. Harris is a frequent contributor to Main Street Now and is the author of New Solutions for House Museums:Ensuring the Long-Term Preservation of America's Historic Houses. Ms. Harris earned a Master of Science degree in Historic Preservation from Columbia University in New York City, and a Master of Public Administration degree from the University of Pennsylvania in Philadelphia. Ms. Harris is a Certified Main Street Manager. Sessions: I Hate Fundraising! Removing Anxiety and Boosting Board Participation;Weak Committees?Try Task Forces Instead KURT GILL Email: kuri.gill@state.or.us Website: www.oregonheritage.org Kuri Gill is the grants and outreach coordinator for Heritage Programs of Oregon parks and Recreation Department. The grant and outreach programs support individuals and organizations in the preservation and interpretation of Oregon's heritage through historic cemeteries, museums and historic properties. Kuri earned her BA at the University of Oregon in Art History and MA at California State University, Chico in Museum Studies. She was formerly Curator and Education Coordinator at Mission Mill Museum and worked at the Linn County Historical Museum in Brownsville. Kuri believes strongly that heritage and the arts make for stronger communities. Session: Grants Success! JOHN GOODENBERGER Email: igoodenberger@gmail.com Website: www.clatsopcc.edu Educated in architecture,John Goodenberger has guided the restoration of many commercial and residential buildings in Astoria. He is currently engaged in forming a preservation-based architectural craft guild and is an adjunct teacher in Clatsop Community College's Historic Preservation program. Session: Power of Main Street Benefit Luncheon: Historic Preservation& Energy Efficiency- Clatsop Community College Historic Preservation Projects FRED KENT Email: fredkent @pps.org Website: www.pps.org Fred Kent is a leading authority on revitalizing city spaces and one of the foremost thinkers in livability, smart growth and the future of the city. As founder and president of Project for Public Spaces, he is known throughout the world as a dynamic speaker and prolific ideas man. Fred travels over 150,000 miles each year, offering technical assistance to communities and giving talks across the US, as well as internationally, on the importance of place. Each year, he and the PPS staff train over 10,000 people in Placemaking techniques. Over the past 37 years, Fred has worked on hundreds of projects, including Bryant Park, Rockefeller Center, and Times Square in New York City; Main Street in Littleton, NH; Granville Island in Vancouver, BC, Canada; and a City-Wide Placemaking Campaign in Chicago, IL. Before founding PPS, Fred studied with Margaret Mead and worked with William H. Whyte on the Street Life Project, assisting in observations and film analysis of corporate plazas, urban streets, parks and other open spaces in New York City.The research resulted in the now classic 'The Social Life of Small Urban Spaces' published in 1980, which laid out conclusions based on decades of meticulous observation and documentation of human behavior in the urban environment. Fred has a B.A. from Columbia University where he studied Urban Geography, Economics,Transportation and Planning at the undergraduate and graduate levels. Sessions: Keynote—Power of Ten; Lighter,Quicker, Cheaper KATHY LA PLANTE Email: KLaplante@savingplaces.org Website:www.mainstreet.org Kathy LaPlante has worked in the Main Street field for almost 20 years. She joined the staff of the National Trust National Main Street Center as a Program Officer in May 2007. Prior to accepting this position, she served as the first director of the New Hampshire Main Street Center where she worked in that capacity for ten years. Ms LaPlante began her Main Street career in 1989 as the Executive Director of the Chippewa Falls (WI) Main Street program. Seven years later, Chippewa Falls was a recipient of the Great American Main Street Award, recognizing it as one of the top five downtown revitalization programs in the country. Prior to working in downtown revitalization, Ms. LaPlante spent 12 years in retail management, including ten years as manager of Spurgeon's Department stores in Wisconsin, Minnesota, and Iowa. Session: "For Board Members Only" RENATE MENGELBERG Email: mengelbergr @ci.canby.or.us Website: www.ci.canby.or.us Renate Mengelberg has been the Economic Development Director for the City of Canby since 2011. There she focuses on supporting Canby businesses through business retention, expansion, and recruitment; promoting the community and its industrial sites; and downtown revitalization as part of Canby's Urban Renewal Program. Previously she was a business development coordinator for Clackamas County for 22 years. She has a master's degree in Business Administration and has been a Certified Economic Developer for 10 years. Session: Revitalize Main Street with Urban Renewal BEN MULDROW Email: ben@arnettmuldrow.com Website: www.arnettmuldrow.com Ben Muldrow, a Partner at Arnett Muldrow&Associates, is responsible for all community marketing and branding functions of the Greenville, SC-based urban planning firm. Ben helps communities to develop their brand identity through an open process including public design sessions and collaborative small groups. He has designed new branding and marketing elements for revitalization projects in over 300 communities in Arkansas, Alabama, California, Delaware, Florida, Georgia, Illinois, Iowa, Kansas, Kentucky, Louisiana, Maine, Maryland, Michigan, Minnesota, Mississippi, Missouri, North Carolina, Ohio, Oregon, Pennsylvania,South Carolina, Vermont,Virginia, Washington, West Virginia, Wisconsin, and Wyoming. A Greenville native and a graduate of the University of South Carolina, Muldrow was Strategic Branding Manager for NewSouth Communications and Owner of Mudduck Design, an advertising and graphic design company specializing in design for residential home builders, developers, real estate, and support businesses in the industry. Sessions: Beyond Branding: Why Buzz Words Make Us Waste Money; Stop Texting & Buy Something: Main Street Meets Modern Retail PEGGY MORETTI Email: peggym @restoreoregon.org Website: www.restoreoregon.org Peggy brings over 20 years experience as a marketing executive and business entrepreneur to her role as Executive Director of Restore Oregon (formerly Historic Preservation League of Oregon). She is thrilled to combine her management and communications expertise with her passion for preservation and place- making. In addition to leading Restore Oregon, she serves on the Board of Directors for the Pittock Mansion in Portland, spent several years on staff at the Bosco-Milligan Foundation, and is the proud owner of the Louis G. Pfunder House listed on the National Register of Historic Places. Sessions: Preservation 101; Benefit Luncheon—The Power of Main Street; Rehabbing Oregon's Incentives for Historic Preservation JOE PARTRIDGE Email:partridge joe(agmail.com Website: www.genevieve-consulting.com Prior to establishing his own consulting firm, Genevieve Consulting LLC,Joe Partridge worked for 15 years in the public and private sector in emergency management. One of the aspects of emergency management he currently focuses on is delivering practical tools to non-traditional consumers of emergency management information. His special areas of focus include incorporating sustainability best practices into emergency management programs; working with social and traditional media to support disaster preparedness projects; training library, museum, and archive leaders to develop disaster preparedness plans; and integrating active transportation into emergency management planning and response. Session: Disaster Preparedness on Main Street AMY PEARL Email: amv@learninginnovation.org Website:www.changexchangenw.org Amy Pearl's experience in the education, corporate,and social sectors has prompted her to work across sectors to address social,environmental,and economic challenges at the local level. She believes we haven't yet tapped or enabled the capacity of ordinary citizens,and has developed programs that foster citizen-led solutions.She works at the system level, building an enabling ecosystem for social and locally owned enterprises to flourish, helping grow healthier communities. In 2012 she launched a major place-based initiative for growing community capital,the ChangeXchange NW Network.ChangeXchange NW is a "hi-tech and high-touch" platform and network designed to strengthen local economies in the Northwest by facilitating local investing. Sessions: Creating Local Investing Opportunities ALEX PHILLIPS Email: alex.phillips @state.or.us Website:www.oregon.gov/oprd/BIKE/ Alex Phillips is the Bicycle Recreation Coordinator for State Parks and Recreation Department.She is the lead on the State Scenic Bikeways program which now has eleven designated scenic bikeways,each of which has a downtown as an anchor point. A key part of the Bikeway program is promotion of the bikeways resulting in more cycle tourists visiting Oregon's downtowns. Alex also works with businesses on becoming bicycle friendly so they can benefit from the ever growing popularity of bicycle tourism. Sessions: When Bicyclists Come to Town KATE PORSCHE Email: kate.porsche@citvofalbanv.net Website:www.citvofalbanv.net Kate Porsche serves as the City of Albany's Economic Development and Urban Renewal Director—a roll that allows her to serve community she loves and guide the revitalization of the historic urban core.She and her husband are raising their two small daughters,while living in and rehabilitating the historic Chamberlain House. Kate was instrumental in Albany's application to the Oregon Main Street program, serves as President of the Association of Oregon Redevelopment Agencies, and completed her Master's degree in Public Policy at OSU in 2012.Sessions: Revitalize Main Street with Urban Renewal MICHELE REEVES Email: michele@civilisconsultants.com Website: michele@civilisconsultants.com Michele E. Reeves is an urban strategist and brand consultant with significant private sector experience revitalizing districts. Her 14 plus years in real estate include working on public/private partnerships, marketing unknown or undesirable districts, pre-development consulting, siting manufacturing facilities, strategizing acquisitions and development with private sector investors, and creating retail leasing plans. Michele founded Civilis Consultants to assist mixed-use districts, businesses,and large public sector organizations to recognize and leverage their strengths,accomplish economic development goals, and craft their unique stories to create compelling, multi-faceted brands. Michele has a bachelors degree in aerospace engineering from the University of Texas at Austin. Sessions:Talking to Property Owners; Upstairs Downtown:Growing Up Not Out J.TODD SCOTT,AIA Email: todd.scott @kingcountv.gov Website:www.kingcountv.gov/landmarks J.Todd Scott,AIA, has been a downtown revitalization specialist since working for Oklahoma Main Street in the late 1990s. He is a licensed architect, and has also served in the public sector as planner,community development director,and assistant city manager. Scott has been chosen as the downtown preservation specialist on several programs established by the American Institute of Architects' Center for Communities by Design, including assessment teams in Texas, Massachusetts, New Orleans, Maine, Oregon,Vermont, and Virginia. He currently serves as preservation architect for King County, Washington,where he is involved with projects in such diverse areas as suburban cities, rural unincorporated King County,and downtown Seattle. Session: Upstairs Downtown: Growing Up, Not Out JOHN SOUTHGATE Email: john @johnsouthgateconsulting.com John Southgate has spent his entire career in the Portland region, with a strong focus on urban revitalization. He recently retired as Director of Economic Development for the City of Hillsboro, where he led efforts to form a Downtown Urban Renewal Area, and also managed several key projects aimed at downtown revitalization, including the first mixed use infill development in downtown Hillsboro as well as the Venetian Theater renovation. Prior to the City of Hillsboro,John served with the Portland Development Commission, where he managed public-private projects in the Pearl District,and also managed the formation and early implementation of the Interstate Urban Renewal Plan. He was staff to the Portland Historical Landmarks Commission while at the Portland Bureau of Planning,and worked as a planner and Economic Development Manager for the City of Gresham.John is currently in private practice,consulting with communities and other clients on redevelopment efforts, particularly in economically challenging contexts. He is also serving as Interim Executive Director of Main Street Oregon City. Sessions: New Life for Historic Theaters BRANDON SPENCER-HARTLE Email: Brandon@restoreoregon.org Website:www.restoreoreuon.org Brandon serves as the Field Programs Manager at Restore Oregon. Brandon holds an undergraduate degree in Community Development and a graduate degree in Historic Preservation from the University of Oregon. At Restore Oregon, Brandon works closely with efforts to save Oregon's Most Endangered Places,tackles challenging topics through convening the annual Preservation Roundtable,and responds to preservation needs in communities across the state. Sessions: Preservation 101; Rehabbing Oregon's Incentives for Historic Preservation LUCIEN SWERDLOFF Email: Lswerdloff@clatsopcc.edu Website: www.clatsopcc.edu Lucien Swerdloff is the coordinator and an instructor in the Historic Preservation& Restoration and Computer Aided Design &Graphics programs at Clatsop Community College in Astoria Oregon. He has Master of Architecture and Master of Science degrees from the State University of New York at Buffalo. He has been an Assistant Professor of Architecture at Drury College in Missouri and a Research Assistant Professor in the School of Architecture and Planning at SUNY Buffalo. He is working on the restoration of a number of historic houses and is a design/graphics consultant. Session: "Power of Main Street" Benefit Luncheon: Historic Preservation & Energy Efficiency-Clatsop Community College Historic Preservation Projects DOUG WHYTE Email: doug@hollywoodtheatre.org Website: www.hollywoodtheatre.org Doug Whyte has over seventeen years of experience with film and media in a variety of roles, including instructor,event producer, programmer, filmmaker, and Executive Director.After receiving a degree in Finance from Miami University in Oxford,Ohio, Whyte launched a career in the industry,first as the Program Coordinator for the Webster University Film Series and then as the founder of the Media Arts Department at KDHX Independent Media where he served as the Director of Media Arts Programs for eight years. Whyte joined the historic Hollywood Theatre in Portland, OR as their Executive Director in 2010 and since has led a resurgence of the nonprofit theatre, stabilizing its finances, overseeing significant changes in artistic programming, and making major improvements to the building, including new seats, digital projectors, sounds systems, screens and a new historically inspired marquee.Whyte also sits on the Board of Directors for Business for Culture and the Arts (BCA), and recently served on the juries for the Big Sky Documentary Film Festival, the Ashland Independent Film Festival,the Student Academy Awards and Dokufest in Kosovo. Session: New Life for Historic Theaters RICK WIWAMS Email: Rick.WilliamsPbpmdev.com Website: rickwilliamsconsulting.com Rick Williams' background is in downtown development and parking and transportation demand management. He spent eight years as the Executive Vice President of the Association for Portland Progress (APP). While at APP, Rick oversaw creation and management of the downtown "SmartPark" parking system, a seven facilities and 3,500 space operation. He also led marketing and business development programs for the downtown and co-led establishment of the Clean& Safe Business Improvement District (BID). In 1995, Rick left APP to form his own consulting firm focusing on parking development and demand management program design. In 1998, Mr. Williams merged his business into the consulting wing of Melvin Mark Development Company, which included oversight of six commercial high-rise garages in Downtown Portland. While at Melvin Mark, Rick assisted in the construction of several parking garages and surface facilities in Melvin Mark's real estate holdings. In 2004, Rick re-established Rick Williams Consulting and affiliated with BPM Development, LLC. Rick also serves as the contract Executive Director of the Lloyd Transportation Management Association, a private, non-profit business association providing parking management, transit, bike, ridesharing, and outreach programs to 85 Lloyd District businesses. Session: Parking Made Easy 2013 Oregon Main Street Conference Participant List Charles Adams Laura Becker Brian Bowers Astoria School District Venture Portland Coos Bay DT Assn chuckwriter @gmail.com laura @ventureportland.org bbdb2bdb @gmail.com Astoria,OR Portland,OR Coos Bay,OR Steve Allen Kendall Bell Megan Braunsten Astoria Brewing Co M'bellish Hillsdale Main Street sallen @allencpas.com jmbellkf @aol.com meganb @hillsdalemainstreet.org Astoria,OR Klamath Falls,OR Portland,OR Erik Andersson Gina Bell Tracy Brown Pacific Power PDC City of Sandy erik.andersson @pacificorp.com bellg @pdc.us tbrown @cityofsandy.com Portland,OR Portland,OR Sandy,OR Karla Antonini Wendy Bennett Joe Burks City of Hillsboro Wine Country Cooking Studio SHEDCO karla.antonini @hillsboro-oregon.gov chefwendybennett @hotmail.com joe.burks @waunafcu.org Hillsboro,OR Dundee,OR St Helens,OR Jim Auborn Paul Benoit Ginny Carlson City of Port Orford City of Astoria City of St Helens auborn @aol.com pbenoit @astoria.or.us gin.mc2 @gmail.com Port Orford,OR Astoria,OR St Helens,OR Karen Auborn Rob Berg Lynn Carver Port Orford MS Revit Assn City of Madras SHEDCO kauborn @aol.com bergairllc @yahoo.com 2csvendormall @gmail.com Port Orford,OR Madras,OR St Helens,OR Bill Avison Heidi Blaine Pam Chestnut TEAM City of Donald plc19 @humboldt.edu temomolalla.net manager @donaldoregon.gov Astoria,OR Molalla,OR Donald,OR Curt Clumpner Paula Babb Robert Blumberg LCPS Bee's Knees SHEDCO cclumpner @me.com udyk @q.com Robert.blumberg @waunafcu.org Astoria,OR Athena,OR St Helens,OR Seanette Corkill Rosemary Baker-Monaghan Lori Boisen Frontdoor Back Liberty Theater Division Midway Alliance seanette @frontdoorback.com director @liberty-theater.org divisionmidwayalliance @gmail.com Vancouver,WA Astoria,OR Portland,OR Dean Cox Dan Bartlett Rebecca Bond SHEDCO ADHDA Albany Visitors Assn dean.cox @columbiahumane.org drbartlet @charter.net rebecca @albanyvisitors.com St Helens,OR Astoria,OR Albany,OR Carol Cromwell Jolynn Becker Mary Bosch Lebanon Chamber of Com City of Banks Marketek Inc. carolc @linncofcu.org jbecker @cityofbanks.org mary@marketekinc.com Lebanon,OR Banks,OR Portland,OR 2013 Oregon Main Street Conference Participant List Karol Crowder Jeannine Duehren Annette Frank Dayton Electric&Lighting SHEDCO City of Dayton kocrowder @gmail.com jjmckay @aol.com ladywaterwood @frontier.com Dayton,oR St Helens,OR Dayton,OR Timothy Dalton Linda Dugan Derek Fuehrer Hist DT Kennewick Partnership Linda Dugan Insurance SHEDCO tdalton @downtownkennewick.org linda@duganins.com jjmckay @aol.com Kennewick,WA Astoria,OR St Helens,OR Michael Danko Mark Ellsworth Alana Garner City of Independence Oregon No.Coast Regional Solutions Ctr. ADHDA danko.michael @ci.independence.or.us Office of Governor John Kitzhaber alana @astoriadowntown.com Independence,OR mark.ellsworth @state.or.us Astoria,OR Tillamook,OR Cheryl Davy Shelly Garrett Tillamook Urban Renewal Jessica Engeman Lebanon Chamber of Com cdavy @tillamookor.gov Venerable Properties shelly @lebanon-chamber.org Tillamook,OR jessica@venerableproperties.com Lebanon,OR Portland,OR Bob Dearth Allison George Port of Bandon Ethan Erickson Wash.Co.Visitor's Assoc. Bandon,OR Main Street Oregon City allison @wcva.org ethan.downtownoc @gmail.com Beaverton,OR Gina Dearth Oregon City,OR Port of Bandon Geoff Gibson admin @portofbandon.com Aubrey Erwin Alberta Main Street Bandon,OR Sandy Main Street geoff @albertamainst.org aerwin @ci.sandy.or.us Portland,OR Kathryn DeBone Sandy,OR Little d Technology Kuri Gill kathy @littledtech.com Brett Estes Heritage Programs/OPRD La Pine,OR City of Astoria kuri.gill @state.or.us bestes @astoria.or.us Salem,OR Dana DeKlyen Astoria,OR PDC Lora Glover deklyend @pdc.us Tiffany Estes City of Grants Pass Portland,OR Whole Brain Creative (glover @grantspassoregon.gov tbestes @wholebraincreative.com Grants Pass,OR Kay Demlow Astoria,OR Hillsboro Historical Society John Goodenberger kay.demlow@frontier.com Paul Falsetto Clatsop Community College Hillsboro,OR Architect jgoodenberger@gmail.com paulfalsetto @hotmail.com Astoria,OR Stan Denys Portland,OR Devon's Boutique Jacob Graichen devonsboutiquel @gmail.com Sean Fitzpatrick City of St Helens Bandon,OR Wecoma Partners Ltd jacobg @ci.st-helens.or.us csrefitz @aol.com St Helens,OR Derek Duehren Astoria,OR SHEDCO Roxana Grant jjmckay @aol.com Amy Fleck-Rosete DT Roseburg Assn St Helens,OR PDC info @downtownroseburg.org fleck-rosetea @pdc.us Roseburg,OR Portland,OR 2013 Oregon Main Street Conference Participant List Debbie Greeley Drew Herzig Rosemary Johnson SHEDCO Astoria City Council City of Astoria laxhooper @msn.com drewherzig @yahoo.com rjohnson @astoria.or.us Clatskanie,OR Astoria,OR Astoria,OR Ann Griffin Greg Hinkelman Doris Johnston Griffin Planning&Develop City of Clatskanie Pacific Power annmariegriffin @gmail.com ghinkelman @cityofclatskanie.com doris.johnston @pacificorp.com Portland,OR Clatskanie,OR Portland,OR Jorge Gutierrez Dana Hlavac Janel Josephson Small Business Devel Center City of Lebanon CPO6 jgutierrez @clatsopcc.edu dphlavac @gmail.com janel.josephson @gmail.com Seaside,OR Lebanon,OR Aloha,OR Robert Hamilton Jennifer Nolen Steve Kay Hamilton Consulting LLC Baked Alaska OR Parks&Rec Dept robert@phww.org jennifer @bakedak.com steve.kay @state.or.us Portland,OR Astoria,OR Salem,OR Jess Hampton Becky Holm Dave Kellenbeck RDI Douglas County News City of Grants Pass jhampton @rdiinc.org becky @douglascountynews.info kellenbeck @charter.net Eugene,OR Sutherlin,OR Grants Pass,OR Donna Harris Linda Hooper Fred Kent Heritage Consulting Inc SHEDCO Project for Public Spaces donnaannharris @verizon.net laxhooper @msn.com fredkent @pps.org Philadelphia,PA Clatskanie,OR New York, NY Kelly Haverkate Dennie Houle Matthew Klebes Dayton Comm Devel Assn Business Oregon The Dalles Main Street kellyjhaverkate @gmail.com dennie.houle @biz.state.or.us matthew.klebes @gmail.com Dayton,OR Tillamook,Or The Dalles,OR Katherine Hayes Linda Huff Karla Koch Coos Bay DT Assn Mise En Place TEAM bbdb2bdb @gmail.com jennifer @bakedak.com kapaproductions @yahoo.com Coos Bay,OR Astoria,OR Molalla,OR Mary Heberling Oscar Hult Amy Koski City of St Helens Albany DT Assn City of Beaverton mainstreet @ci.st-helens.or.us oscar@albanydowntown.com akoski @beavertonoregon.gov St Helens,OR Albany,OR Beaverton,OR Marland Henderson Shawn Irvine Sue Kovar City of Tigard City of Independence Designer Marland @tigard-or.gov sirvine @ci.independence.or.us suekovar @mac.com Tigard,OR Independence,OR Burns,OR Jim Hendryx LaRee Johnson Joe Krenowicz City of Woodburn Clatsop Community College City of Madras jim.hendryx @ci.woodburn.or.us ladies_accessories @yahoo.com director @madraschamber.com Woodburn,OR Astoria,OR Madras,OR 2013 Oregon Main Street Conference Participant List Kathy La Plante Anne Marie Luthro Renate Mengelberg National Main Street Center AML Insights City of Canby Klaplante @savingplaces.org aml @AMLinsights.com mengelbergr @ci.canby.or.us Pembroke,NH Beaverton,OR Canby,OR Ruth LaFrance Dale Mammen Sheri Moore Tillamook Urban Renewal La Grande Main Street NEDCO rmlafrance @gmail.com dmammen @eoni.com Springfield,OR Tillamook,OR La Grande,OR Peggy Moretti Arline LaMear Virginia Mammen Restore Oregon City of Astoria La Grande Main Street peggym @restoreoregon.org cliffandarline @msn.com dmammen @eoni.com Portland,OR Astoria,OR La Grande,OR Ben Morgan Alina Launchbaugh Steve Mansfield Port Orford MS Revit Assn Milton-Freewater DT Alliance Above Tide bengrateful @gmail.com mfda.director @gmail.com fatmanzy @yaho.com Port Orford,OR Milton-Freewater,OR Astoria,OR Ben Muldrow Angela Lazarean Ben Marchant Arnett Muldrow&Associates DLCD City of Coquille ben @arenettmuldrow.com angela.lazarean @state.or.us bmarchant @cityofcoquille.org Greenville,SC Salem,OR Coquille,OR Jill Nelson Kevin Leahy Devon Matsuda Dayton Comm Devel Assn CEDR Devon's Boutique jillian79nelson @gmail.com kleahy @clatsopcc.edu devonsboutiquel @gmail.com Dayton,OR Astoria,OR Bandon,OR Chad Olsen Dennis Lewis Claudia McCarter City of Carlton Newberg DT Coalition Beaverton DT Assn chad @ci.carlton.or.us dennis@lewisay.com design @downtownbeaverton.org Carlton,OR Newberg,OR Beaverton,OR Stephanie Parks Heather Lewis Sharlene McCaslin Hillsdale Main Street Newberg DT Coalition Nyssa Chamber of Comm vista @hillsdalemainstreet.org heatherhome @comcast.net smccaslin @cableone.net Portland,OR Newberg,OR Nyssa,OR Joe Partridge Sue Lewis Donald McDaniel Genevieve Consulting LLC PDC Astoria Senion Center Partridge.joe @gmail.com Iewiss @pdc.us mcdanieldonl @msn.com Portland,OR Portland,OR Astoria,OR Amy Pearl Phil Lingelbach Kay McGee changeXchangeNW Estacada Development Assn JD McGee Eng&Surveying amy @learninginnovation.org phillingelbach @aol.com kaymcgee @jdmcgee.com Portland,OR Estacada,OR Philomath,OR Susan Peter Doug Lofting Elizabeth McNannay Beaverton DT Assn City of Madras Pacific Power suemap @aol.com dlofting @gmail.com elizabeth @resourceconsultants.org Beaverton,OR Madras,OR Mosier,OR 2013 Oregon Main Street Conference Participant List Kanniker Petersen Mike Ragsdale Norm Saager akaan architecture+design Newberg DT Coalition Milton-Freewater DT Alliance kpetersen @akaandesign.com mike @newbergdowntown.org nsaager @hotmail.com St Helens,OR Newberg,OR Milton-Freewater William Petersen Michele Reeves Saira Siddiqui akaan architecture+design Civilis Consultants La Grande Main Street alpetersen @akaandesign.com michele@civilisconsultants.com sairasid @buffalo.edu St Helens,OR Portland,OR La Grande,OR Alex Phillips Debbi Reeves Hary Schubothe Scenic Bikeways/OPRD Tillamook Urban Renewal Greater Bandon Assn alex.phillips @state.or.us dreeves @tillamookor.gov hschubothe @fordcommunityfellow.org Salem,OR Tillamook,OR Bandon,OR Scott Pingel David Reid P.Elise Scolnick City of Dayton Aflac of Astoria Sust Ping Res Innovation Group spingel @ci.dayton.or.us david_reid @us.aflac.com pelise @tribewinds.com Dayton,OR Astoria,OR Portland,OR Gloria Polzin Lisa Reid J Todd Scott Estacada Develop Assn Lucy's Books King County gloria.mainstreet @gmail.com queenofbooks @charter.net todd.scott @kingcounty.gov Estacada,OR Astoria,OR Seattle,OR Jerry Polzin Dave Richardson Mark Seder City of Estacada Baker and Spice LLC Seder Arch+Urban Design jerbob26 @gmail.com rchdg @comcast.net markstudiopdx @gmail.com Estacada,OR Portland,OR Portland,OR Kate Porsche Leahnette Rivers Claire Seguin City of Albany City of Columbia NEDCO kate.porsche @cityofalbany.net (rivers @columbia-city.org claire @nedcocdc.org Albany,OR Columbia,OR Springfield,OR Margareat Pounder Betty Rolston Jennifer Self Greater Bandon Assn Tillamook Urban Renewal RARE macade1986 @gmail.com bettrickrolston @hotmail.com 4historicresources @gmail.com Bandon,OR Tillamook,OR Eugene,OR Steve Pounder Roger Roper David Shannon Bandon Fish Market OPRD Milton-Freewater DT Alliance Bandon,OR roger.roper @state.or.us sjlaw @teleport.com Salem,OR Milton-Freewater,OR Jennifer Purcell OR DEQ/Reg Solutions Pat Roscoe Lynnette Shaw purcell.jennifer @deq.state.or.us Ohana Media Group Carlton Business Association Salem,Or pat.roscoe @ohanamediagroup.com lynnette @republicofjam.com Warrenton,OR Carlton,OR Lauren Radwanski University of Oregon Melanie Rund Jenny Silva IradwansPuoregon.edu PDC Coos Bay DT Assn Springfield,OR rundm @pdc.us bbdb2bdb @gmail.com Portland,OR Coos Bay,OR 2013 Oregon Main Street Conference Participant List Lexie Simpson Lucien Swerdloff Suzanne Weber Cottage Grove Main Street Clatsop Community College Mayor,City of Tillamook simpsonalexis68 @yahoo.com Iswerdloff @clatsopcc.edu suzannetom @embarqmail.com Cottage Grove,OR Astoria,OR Tillamook,OR Heidi Slaybaugh Dulcye Taylor Walt Wendolowski Pinnacle Architecture ADHDA City of Lebanon heidi_slaybaugh @pinnaclearchitecture.com dulcye @astoriadowntown.com wwendolowski @ci.lebanon.or.us Bend,OR Astoria,OR Lebanon,OR Nicholas Snead Judy Thompson Doug Whyte City of Madras SHEDCO Hollywood Theatre nsnead @ci.madras.or.us judyann2 @q.com doug @hollywoodtheatre.org Madras,OR St Helens,OR Portland,OR Cassandra Sollars Susan Trabucco Melanie Widmer McMinnville DT Assn Susan Trabucco Consulting City of Madras cassie @downtownmcminnville.com susan @trabucco.biz mwidmer @ci.madras.or.us McMinnville,OR Portland,OR Madras,OR John Southgate Jane Tucker Terra Wilcoxson John Southgate Consulting Astoria Public Library Tillamook Urban Renewal john @johnsouthgateconsulting.com Astoria,OR twilcoxson @tillmookor.gov Portland,OR Tillamook,OR Scott Tucker Frank Spence Lewis&Clark Nat.Hist. Park Amy Wilder FRS Consulting Services LLC scott_tucker@nps.gov Carlton Business Association frspence @bellsouth.net Astoria,OR amy.wilder @gmail.com Astoria,OR Carlton,OR Sandra Utt Brandon Spencer-Hartle Dayton City Council Rick Williams Restore Oregon doglover1987 @live.com Rick Williams Consulting brandon@restoreoregon.org Dayton,OR Rick.williams @bpmdev.com Portland,OR Portland,OR Michelle Waddell Jamie Stickel Philomath DT Assn Regina Willkie Canby Main Street philomathdowntown @gmail.com Astoria Warrenton Cham of Corn Stickel)@ci.canby.or.us Philomath,OR regina @oldoregon.com Canby,OR Astoria,OR Kathi Wall-Meyer Judith Stokes Old Towne Reedsport Assn. Phyllis Wilson Flourine&Co abcsurvy @gmail.com Chamber of Commerce Judith @flourineandco.com Reedsport,OR pawilsonl @myfrontiermail.com Astoria,OR Myrtle Point,OR Linda Warner Robyn Stowers Periwinkle Resale Jeannell Wyntergreen City of Woodburn lindareawarner @gmail.com Tillamook,OR robyn.stowers @ci.woodburn.or.us Klamath Falls,OR Woodburn,OR Paul Wyntergreen Sarah Weber Tillamook Urban Renewal Sheri Stuart Design-Gineer pwyntergreen @tillmookor.gov Oregon Main Street/OPRD swebersc @gmail.com Tillamook,OR sheri.stuart@state.or.us Portland,OR Salem,OR 2013 Oregon Main Street Conference Participant List Deborah Yates Reedsport MS Project daypubs @ymail.com Reedsport,OR Mandy Zelinka Anderson Milwaukie Main Street Prog mandy@mandyzelinka.com Milwaukie,OR "COOL CITIES: OLD BUILDINGS. NEW ATTITUDES." 2013 OREGON MAIN STREET CONFERENCE • Welcome to the 2013 Oregon Main Street Conference! We are excited to have you here. We want to extend a very big "thank you" to our conference partners: • Restore Oregon • Astoria Downtown Historic District Association • City of Astoria • Pacific Power • Liberty Theater The Liberty Theater will serve as our conference headquarters — this is where you will find: • Pre-conference workshops • Opening/Keynote/Excellence in Downtown Revitalization Awards • Registration/information desk • Starting point for all walking tours • Refreshments at regularly scheduled break times • Venue for two of the break-out sessions on Thursday & 1/2 Friday Our other venue for break-out sessions on Thursday only is at City Hall Council Chambers. Off-site activities include: • Opening Reception, Oct. 2, 5:30-6:30 p.m.: Barbey Maritime Center (former Astoria Train Depot) — hosted by the Astoria Downtown Historic District Association (ADHDA) • Social Mixer, Oct. 3, 5:30-6:30 p.m.: Heritage Museum — hosted by ADHDA • "Power of Main Street" luncheon sponsored by Pacific Power (your name badge is your ticket), Oct 3, 11:45 a.m.-1:15 p.m.: Astoria Event Center A map noting all venues is located in your conference packets. We hope you have an enriching, educational, and invigorating time at the Conference! Session: Lighter, Quicker, Cheaper 1. Not necessary to restore historic, but necessary to create things now that we want to preserve later. 2. Town needs "Zealous nuts" as leaders. 3. Towns need to be welcoming, affectionate. Benches, clocks, fountains 4. Car has been the focus of our life, everything centered around parking lots. This needs to change. 5. Think small in a big way. 6. Triangulation- 3 things , places to visit — markets, local businesses, talent 7. Use current architecture of the downtown. 8. Relax sign restrictions, use boardwalk signs 9. Make downtown a destination 10. Implement ultra light mobile items,( ie. planters on wheels, kiosks). 11. Use the power of 10. 10 places x 10 things to do 12. Remove traffic, actually reduces crime. Share parking spaces, daytime user space used by residents at night. 13. Invite public markets and diverse cultures. 14. Types of Markets: open air, covered, market halls, market districts. 15. Control- Attack city traffic managers. Remove traffic from main st, reduce speed, saver intersections, use pop up businesses onto street, such as café seating. No one way traffic, kills businesses 16. Settings are more important than design. Design awards should go by wayside, place more important than design. Magic is in the mix. 17. Need tenants who bring in foot traffic. 18. Example: City of Paris takes a large street section and turns the whole area into a beach each year in the summer. Brings in sand, sets up tables, benches, lawn chairs, tent covers, has beach games, landscape. 19. If you respect homeless people, they will respect your property 20. Paint murals on walls. 21. Website: pps.org/Book: Flexible Design for standard of Transportation 22. Suggestions of downtown activities: water, seating, farmers stuff, games, trees, movies, dancing, awnings, tents, diverse culture activities. 23. Have bureaucracy free zones. Lift city restrictions 24. Make sure merchant goes outside and evaluates his own business. Session: Stop texting & Buy Something: Main Street Meets Modern Retail 1. Generation Z born 1990 to 2012. They are the new customer, next generation of business owners and merchants. a. 46% would rather have internet service than a car. b. Have tremendous ability to connect c. Socially responsible, concerned about the environment. d. Reject traditional and authoritative marketing. e. Design and Innovation matters. f. Constantly need to be courted for attention g. Generation Z has all the technologies that Gen. X created. h. All have mobile devices. Twitter organizes their life. i. Have had highly devoted parents, been given lots. j. Tend to be more respectful, tolerant and responsible than previous generation. k. Want nothing to do with organizations lagging behind in technology. I. Grown up in recession, have seen their parents lose their jobs and incomes, feel Big business and media has lied. m. Use Square Meter and Blue Bird for payments of purchases. n. Do not want traditional shopping hours. 10 am to 5 pm is not going to work. Merchants need to be open at least once a week late at night. o. Having the ability to shop on line is essential with payment options. p. Selling and buying on Facebook including face recognition payment. q. Need fun places for people to hang out. 2. Examples of successful new/ younger merchants businesses: a. Folk Fibers — website connected by personal story b. Southern Tide- polo shirts c. Toms Shoes- every shoe purchased they donate one to Africa d. Old Try- instant events press prints (Boston Marithon) e. Southern Tots — Facebook selling children's clothes SESSION: UPSTAIRS, DOWNTOWN, GROWING UP NOT OUT Tenants look for three things: parking, lighting, food near by 1. Small office spaces (250 — 600 sq ft). Home businesses looking to work elsewhere need size they were using at home. 2. Wok backwars, ask the tenant what they can afford. 3. Gross leases everything included but phone and data connections 4. Like wood floors, windows, lighting 5. OK with shared kitchens and restrooms 6. Allow month to month leasing or renting 7. When remodeling, do as much as you can to the unit before applying for permit with city. 8. Make sure to check zoning and usage with city 9. Always use an architect and builder use to working with historic buildings 10. See handout Upstairs Downtown: Growing Up, Not Out 2013 Oregon Main Street Conference Why should we encourage upper story rehabilitation? • '• • '• • • •••• •••• • •,,k; • Promote 24 hour downtown • Improve property values ' ,r,l„;. • • Increase economic activity ` ql ., • Preserve historic character I 'k ate, ,:,1$. , , I . What type of development is appropriate? ` :` -• Office !'i '� /..r 4�s- • Assembly a�t..l w --_' —•� w 4.--T's ____. • Residential ; What buildings are most suitable? ,- • Those with a second means of egress ' t it • Those with plenty of windows t y '„ :,, tft , - • The taller the better r )r!. • Compatible first floor use a g Tips for success `Yti _j • Involve the right architect ��--- <i1 i II • Choose spaces with fewer code issues (if i0+''l. +, • • Simple, but unique # iif.: •• • Provide the best possible finishes - • Don't cover up unique features - 'I■ - . • Re-use interesting components _ • Provide a roof deck 41 V s'' {, 1 . 1 . -LH: -:' ' I -is. —:Ai., ' 1:71- - - - T:� t •- prIprip .. �. - _�.. cR t " 1 ` .ilr ..mow,. ; `� • . a • J. Todd Scott, Preservation Architect King County Historic Preservation Program 206.477.4545 todd.scott@kingcounty.goti, Please note: The following pages were received as black and white poor copies and may not be legible. There really are fewer volunteers Weak Committees? Ti y Task Forces Instead - • Prot Robert=T:Rig*. �o}�'y I# �v,.�aind:JU_1 e }qty 1 Il' $e4',by 3o.5o%gil?6Q;tiT riti4-3.9',6 !$,>• -- ';;I rK r In the,year 20924480 of nrietnica Io"vvl tetselt t DONNA ANN HARRIS HERITAGE CONSULTING INC. • 111 9D 2012,26„$ Of 141 MnerieaUns Vp1111cteare 1! •. • About 644/piton peoplevoluriteored its Q1 ,.& ' ' , Sogrce:geua Vglunteert g h,.t U Uft a ittfes Bureaa. r bor Statt i :;_ '9 - ,rti t ` r.•e: G 2013 Donna Ann Harris 92013 Donna Ann Hanis Agenda for this section 2012 Volunteer stats Reah -!elder Pmt S$1:aleWsOrg • .ore women• a7l:7rLerx. - ,r s 1 � •.( v ,23,2 ate;2g. •%a '., ! ' V nto6 , . -,;, , r _ -` 35 to 44-year olds,(3 '':. • , _s :1;, 4-Vaal: �0r, • ;- 2)-e o`i coinniittee F 56)and 45 W.54(29*9 )' , .. r ! uo *to,lask Fore • year olds.were the nosh :',4. s IVIativati!ite ' ' F ,likely to volunteer '- . •N ref 6,of committee o • ;.,. jpt Whites(27.9/o)..down ... voitmte , ��l a ,.• Blacks(19,i%)iiawn , i '•n�: , •New Vida° ' .• Asians(18,7%0)-down - ; • ?,,* ' � `r1 ox' 1 ae al' rTkeaen t Hisg4n'ies(x4,4`%)d6zvn ! , •9Iexls; • source 20ta f�d�nnteerItig7it ., j y r 1' , 1tn yo r,town' Unfted'States Itareanofttdiut 7:-_ : *VAXITO ,der, ' , - - :, _ �Statistics� , ''� _ :, r,a vent� @° � .;.:1 2013 Donna Ann Harris t120130onna Ann Hanrs © 2013 Donna Ann Harris 1 2012 $22.14 per hour nationwide What they give their time to te... s . s .; 0 ``Tate yew.vol teer ®` ,--...::011,---.0 ,1:, . , t t'414.0.0?0.h kids u nd er j ! ` 3 � ""c I 13 voltm er°1LCYr' - •i &P nto& tat `= a s t ` m il of thes,i'llave,*linen basedv/1 re nk p s , h, 4,..2 ",a 't " ' t : • Average`5o�o4rs 1' •'F ,tS38:B%1P : ' s is 2U1 .; F '` ' : '' " ' l 4�* ( 1' l :2, , i - ' '''' „ F , 4 k' OR $ilL3( Oi A:. ^.,, S%,-* -'!- ld Catanisio * d ,::,.e . ' 3 _ { fiiiii} * d 1 _ i L f • 11s u •�'�. A 6W i e m yQ ,I a , , y F i . t i3d:1�, n�`J ' ' ,,Niue cat15_ I,', i j , aavio }.2% , ' r1ore s'96 a year a i ; . t 114ef 2 .17iNte 2 hourg -' .:• a _ >0.06.;,..,.. :i.i.4.41isitticip,o,,,r,..„0„.A ,i , .: . ,. l!mr.,:61iiiFv tj' t i - '' - Sour .2154 tRlunteenrrguitJrelJnited , , . :•-'---'1,,W States Bu r eau of 1,a b arStatl.ile . ! ?'..- :i`'YY - { .,r jai• ;,`3...:e':�` . -rri`"": , :";*4, -.,. _ '_ - _. _ _L rw 5)2013 Donna Ann Hams ©2U1J Donna Ann Hani; Volunteer service in OR 2012 What do they do when they volunteer? . ,d+' ,$%of residents voInntee. ranking them 8th' _ ,7T, .an $. - ;D4cn �Vontcn n-a n g , states aid 4ashington,DC' , • 0eneral labor ii 6%) . "'44, , ohr iiiviusperresxdent.. *Funchijae`(12 4- dog `''1'-09'x. :era,for loiter h ia': Coaciryy ,ere ,,cry`_ =• Colled,prep 1, , • & 'isiu s p itII�a tmes'a'mo�1i-.tlt'.o'more; ie pertrsteams,' ; `di t ibitt' ei:o`r`'bers7e'foo • ,i, r. - �-mr 0_nwdlu eers ., ; 5, `(io i%)same _ , - ' I. ,(i. .8's%G,UP` '-- e. "s :Fuildraise(9 3%)UP Tutor or teach'0i.3,4%) a4 ?x. ` .N,,gom1 ibute4:- , , o,a %.,e11 v e'att 'Sale soi2Volurtttetin inhetinited i Who are they? 21st century volunteers are: 0 ... „..,. .• . . . .- , P::;° q 246"4,14 A. 4,:r°7:..1"'''*1‘SA''. r4.-,,i4(it: '',s.:4*,er;:tft,,."... ...."':'' 11 fv+''''.'+1 1 ' 4'1 I' 770, -", ,t''' ±:,,to,,,- -' -,..--., - khrol-AL-0 • '-,-J,,-PIT:A-A- . 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' ,' '', .... ....y''',',C 7,_.• 1„....,.i,..L.L. •?../4",-,,,-1.-,'1, ‘ ,,a.S2.3,. 6/ 0 2013 Donna Ann Harris 2013 Donna Ann Hams 3 © 2013 Donna Ann Harris turn offs for 21 century volunteers . . _' .. ._ __, 13• 4-'7':-*. ` aet' oI • `$.; a. [ '*' 0�' a tat r :1: Pi a1` i 3 jiff._ R ° ^ �� ear" f' fir? S y" s�a?'� ,, of 1'tm"int e �:;411. i 1.i,..i41 ap,it iAls,7 . s i , 4 i4ttt. „:f9 9 ‘'S�f" 4i , ..�.l ;k ra :eQ ��t, T. 1 )a E r a a 040 tit.s444.451.. ....inky. .., ..,- 4— ,rip P'•' ,,, - ^--.6...t,:'44.., F t�s, ' Yrtij r! '+y. '} i i 044�L0�7.0 4% t 6t �v•/1 . f.''•' , � +�1'�i?-tAt !- ✓ 'r'0Sl`�ri' •'0 .15?4 NIAi o i_a q rt,, .00 70th. ! �';�dead (.%',;': .. 4R t4 Noy► Jk ,. ' r , d* 0.0 j>wt[oo'!614iYoIdR,kW„...s.,--4,I V--F:#."-!-V:,.„,e,.t7..-f.:.4:,r„,.kP,=":;-....7.t,;'.,-,,:i' s,d .11Pf;,...:.4 44..`,W.;.'45.,..° ,',,Z,441.,,";:.!.B.4.,1,..,,i.".,--iP.r,_•. * " '- ,-F r4;...,i4,t y f iT' w 4• ,.YS-w :" .4) , ::17e,,%„•-. ,,,..�Z�v. 02013 Donna Ann Hon¢ 02013 Donna Ann Hants 15 0 What you should do 41.6% were ' "*''f4 Alp,raa„4: 1e asked i ' ',They want's'hol't term assign cents. , ,,'4,;,� 42.1%their ,�, 0.�Ct,eat ;c`Ilffecenpt z voluutegt opp-ortunit1 own initiative �, .. - 'Captnreyaung pentle;�hrot gh school, ; _. . ' i'u t6Anis Co.:fmu lity er vi e:options What does r,f :: ,. _ • r + l ; this mean for -, • .i]ae ti? biny 1tCt ' ge , '- ”e t .c- ,V.':1 /x:1 Lye s : � K, .r MS? ,4. • UTnd' stand o ett pn •,, -, , � Son«r:-o'^Y,oinonelrin; 'Make ttlie 5.0i thing toRio.111town in the Unfled Stales Bureao -r-'' •ls' ': t'" . i;t?. ', 6' •� �1' , ,, of I.:,hot StatisticHow volunteers got involved ,v " v '>,s' ,,. :' y r - ''7'.-Z., . ` t � .2 "• . _ .i 1Relt; �� 9��R5.4��' C 10 ortnl [c '!: , . :r.� , 0 2013DonnaAnn Harris - - .©2013 Donna Ann Harris © 2013 Donna Ann Harris 4 3 Types of Episodic Volunteers 0 Episodic volunteers Kty`volunteer=�daroi f tef.:4iajr _ : ;.. 0 neral�G fight o f,dn'tire eo nitt ;inanagese � . others makes a.V yea r rTong Tc'e i`t t. L q Y it v E•..H , "+, ` r;',-1.Z:4 .b` y 1,,ti:,- fi � .,A.Usk Foxe.M- ` � :• 4� -5 ,, N; - '--.1 1 4' b -,A ,N `ji C: "o*Otu s$gpe it f)ro ,e� A ual.Olt Ioti n ` c . :intern;"ox someone tioi eorran ri :s ice ‘ works f in�gLl' ss.th ?_ixinontY ss i ce ,; : 'Opeasional.vwpnte-e .= !. e ...,y� 'te'rs'' s n -L.2,,-',-, d _ . a .'' 'J k { ' ' ioless that A7 ota,yi anTlli,Db eet:'_ 'r ,1, 2013 Dona Ann Harris Heritage Consulting©2012 Dona Ann 0 Episodic volunteers-in general • Offering volunteer jobs based on time the volunteer wants to give 20 _____ • Long term commitments are out Episodic • Short term opportunities are in volunteerism .'p a for ou„ . No tinie.to bAU 7 • Expectations of volunteers change ,• :, • Must adjust recruitment and ;•': ® Motivations for TF and Occasional • Often just a handful in any MS organization r • Committee and large event chairs Task i o»r, of eti on it voh,►►k e s volunteers are the • Become "unpaid"staff - - ..•. .._ committee support training .Require some training" I •_Little traiia.+in • Need su ort and trainin t /orientation. -,:, l -!.,Little o ientaionl:. chairs • Key developers of talent in their f- r volunteer pool committee r e tgyres a } - mmitthent`td regular t ' i y iG-—,'` • Critical skill:talent for managing ' service ' to•volunteer,e'"g.. ;' other volunteers 4� May need Social ^: someone %them�to • incentives to volunteer, , , vo1'l teet—someone' ,/ •Meet new p iple ' - a ks'tltem ' 21 Heritage Consulting©2012 Heritage Consulting©2012 Donna Ann Motivations--Key Volunteers Committee chairs=Key Volunteers ,_'•;•Gradit. •e2itoKey �� <. a;M r 3© 1(i�'S 1e � ;te 24 volunteerra :otl = t.t `� *erldefstawi hpw, ? ? ale; vejit /,ae< ,j �. . volunteer s t ."1 “.� i�t q 1� y ; my “Iii' 'f tort�sma�l chu' ks r = ^�. +Wang�sfa�n � .. f 4 -::;_ Develops job descriptions for these,people s-- 0 : •i, :Oeeadonal v nl' teer--41ou r ly- • ., fo d.idb skills • , a 7`" a. TasI Force-ihrnteer—per projecct° 0 Of .7 t to al e c n ei io s Yy', ,,'b*?P."fQa N .-t;�h r town ''` n • project, . ', � ' .... ,.s ,;a; t , new re: s ,-. - --::4 , rkil tea :-a •,.. r N ' t `•+c. IIF y ,..-i` - . .., , x heritage Consulting 1;12012 Donna Ann ,,Heritage Consulting®2012 Donna Ann • - © 2013 Donna Ann Harris 6 Key volunteer Breaks jobs down 0 . 25 Work Plans w,',..., :;:�'� ,!±t. Task Key 'Task Force Occasional are essential :r,:;..', ' w Hourly rESa c;_ Recruitment •- r-T--, 1=+m- .j kJ,Ir7.J;r(H WJ 1{ o11ty,LJo Tom - .. :71 .:i, ---• l •Cgxn:ln!` does not ,ia....:.i..a µ,a� sus stop—EVER! 1X-4, jla �� 15, @Ve It a;;,,"I;:r 7 `„_ r +'1 - v.. .4• cc:. -'f�� y Y x l Job- �3�cT � .`c� i1• ais¢,4 �51 fl ?�lxl5l^3t.•6!i?ti;3 ., laleV.;1�?i ';' ' A l descriptions ..i -. vital to kelp :. • on task f e r I !�� ar �$it' V.rit xJ`g Ld Zkr�;t � aFa.� -..� n rare .r. ti 4 ,�y ,fz.,41. _� - s.� a- Good Still need good volunteer l.S lLll tAl la }Y'�-�k y- O communicate ,....„4;,,:4-,i-II A ..' .�. .t-.. ,�e� management systems and reporting F 9n a�.Kuas �,. 4 "-xr4 1- -1 Cle ri9Q .,g ,_ „ +r. ._,a{�.'s,v"-.at�6PIvl � -� On Heritage Consulting©2011 Donna Ann 27 Heritage Consulting©2012 A 28 • Monthly,organized by Org y committee Work lans ob descriptions�� p ons :_: • 45 minutes,at FPM,snacks/sodas ze t:-_-, • Fun,informal,upbeat meeting • 20 minutes about your MS program • io minutes discussion of hot jobs needing to be filled ., fi} Y 4 E 'rt.∎ ; ' . • 15 minutes to introduce volunteers to vl� i t sx � 4, each other—social time! j i I ll i i y i-,?"+-4 t r,' 1 4 S• Volunteer orientation/ matching sessions l ly u l� ? 2 ji" 3 .11a i1 r1 ro:`:r;1: 2013 Donna Ann Harris 02013 Donna Ann Harris © 2013 Donna Ann Harris 7 • • ....i.6 ;,-u,-.0.- 0 4120.,4a.ola --- -. ..,.. . . .. ., 4. tip,gmg„,,,,-. t..1,44:t.z,` ,if.:;■,,.N tt4' .. . 0 ....„.....„.„..„,...,:.:.[...„. 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''‘''-':4 '-Vepl4F0t-k.44-: ' '.-'''±'1'14' „ . •,-.>•::.',"Pril.tlioby....14 s elb I .,..,:r.,, ..,,,•,,,,t • „. ..„...1.... ff.tx,P,04.,,'A..-44161010,. .L.".,--1- ,,._..,.,. . . .... ...0„, 4 •;-* 7r :Ll: ut-;c-i'------ 8 .,,,...L.,.:::__2_.,.,,,.L ___ Ann Hams r,”20,3 0."" 2013 Donna Ann Harris • Ann Harris © 2013 Donna An 0 • More MS organizations are using �csw? 9*o a loose rather than tight ti ' , ;' TAUS ' Task forces committee structure '`' c' ��a and single F �+ , b • Strong committee chair essential x 'o a �' volunteers "` T e e e . s• • Fewer committee meetings,more '(-*3'i� a t 0 0 n task force meetings ` ^ a committees n tom; • Task forces only do their work r �� t, _q 'r and then are done �,, `{.i.,'• 0}� V.::"..-::"' 2,_� • Perhaps quarterly traditional r `' �' '.. committee meetings? a . ?- 1A93 .,, a,,, ' 4M___ 33 ©2013 Donna Ann Harris 2013 Donna Ann arr. Organization committee Goals &Objectives Proposal: New Organizational 36 Chart Go t1 Objcchh cs 34 aeon � r� s� tJhl 1oj ] 3:;i ;1.k!-- T! i15.C4itl ,--�or,ti.1 ti.°- ,"n`r ass t4'F * ii 1 iZai.1 ,ti „'�„ ♦� itt . -wit a ,-; *6 i�a u izTrkfilifi" `y<t�''A' f° !alt .0v4,.-.5 �rf • � i1 1 0_} 1 r�ata ,'a s St : ! Y',1$ � , ,;'ti ?p�a�'vF , ,;, 5 ., ii�k` 1Y ►�1' i ate' x hY,i • r r = .,,.44„....,,,T,...,,..4.,,,,-...,711.,...,1....5,... ., 9�Y T f Y r t T .x" ;;; . -t:',:''',..-"F ,.,, ^+x. . Sj,. '+xr»r r',. :, 2013 Donna Ann Harr. 2013 Donna Ann Harris is *- 9 © 2013 Donna Ann Harris 40.6.004..• Promotion committee Goals &Objectives f `'K \".':)3' !�- II "- .D`• •�. �,C E).ti Objectives 8 °•c,Rf ..� r154.144'..!-;:,;:.,-,,A1 ,,,,l...,.; 3 A �� 0 a°cr6i 0�3tc3. ° 4x:cv.L s ° i° o ' M ix k *yE �" F t ^ 1 (....-4,-,,.. " �° 5t �� 5� rr�� t i i N.,ir, kie-4.9.,,.x,''-' ,,, a. r:`-,1:',..z) s::-::::.^,,w}o ' '2�.r., ia" A4t.-r'•, W- . z +. .trj i F el e F i F�l� f" F � Y'' ,fi„:i.,.:44.0,#: 0 ' V"'”) 'I.:- y 4 '.-,,=, N r"ab 0 p 6 y ,K*s s ' _ s jr x�eT . 4 „.a:...„ •} ' r S y , Vii ,lcf ., � Y . °3 [,42:61 4 4, k _ µ Y - f ; ��Z ,,,:,,,,n,...:..,.- v_a Imo,7Tv 4 tl; 7 f 4 F 2013 Donna Ann liar. 37 + 2013 Donna Ann Marris Organization tasks err.,, _ _ e 38 i' r��+ `zk I).ch In otc cts Not likely , . r;� • } " { x7 7 7.1�S.,' g N.. i y d TY1 r ;!:Fr f yy 11 7s y ` ` t{ ... it'"' I"k .;0: )1.741 :."1,1 C lI11* j , Sr °eg n °U 4 " . { X .-,v...,_ A < j,;,.. i .,. .i ,,j ,011 aC i 1 7a s n xn I 0�0 Cr., 1 t ; T ! s h -+1:•et`i,d , 1(41,4.A.:i igie.its, ; g.:,'''''.1 1ll ii kva� .,•■ r , 4? v4 j �'1r`• f',....,'",`i I ., j -;` k.,, i I. „03,„,,,:,,,0*, � Y) c ', Y E ta -ons ,„, ..r,„4,,.Fv C .L > , r. . I J 7 1 .y �4 i�4164,,,„„„..... kA. f 7i�° 1{S I'r 4.9,:t . .n ,„,, nl raq,..�i i, ; I tt ,. µn ,,f a r.{. '., �t .3 C ti * Y. r� -a s, T 3' 7I i� �,.. I, ,\ �"s y s a n 1, ti , 1� .�}�+I� 1i: -�• ♦�((/� 4c �t 10 Olaal f 9 �.�- f J F'Gr,Y 1 C `0. rL SY' + W+r.,.k , Wh7.•r .r r a �� 4.r t. !�R �) � �t5 KnL '�” �. ♦ �£'� �&%1' 7?� k jf�ln �9dartA..-7s'r°.0/jt�LS a° z C as y d {1,+4c{,.. 3.a ��p rh`ft�r�r7?- 19K� t }i 1 ;i �Z.4 t n ,yxc,, >• I az"` 1.,'w.,_:''..,./., .f tq.� �,<�...t...._,_.s_.,x'".�,.�..,4r,.r-,.,,.''S L �,tY-,S�....tre. ,.- .., W!wi/� 7.013 Donna Ann Dal is - - 2013 Donna Ann Darns © 2013 Donna Ann Harris 10 Promotion Tasks 'y, 41 — A,,,,, , J I,i J I ii l} 1 slc Force projects Not I ikel t '3• , � rY _ c-pro' rde'sec t at , + jttiy4R : `'evenrsta `parts w' .' ..,Is'. '!�.`„`��,.�.k' * . -,� .`'w,,.a�AQ.,;sign ttlist' yo- 3'W'L,/TittftA .... B )t design , s rtd • 13', , ,recruitment.table ''fix �' r . provide_directions -t _ { , �"° re-8 g, ortfr a is nar - IrIUNS•.D. y .: ■ age broc it � ' '1 Asti.2;:' Mt tin .`_ 'a Via(temp'hennas. -„, , e} , :;;, _ 2013 Donna Ann Harris 2013 Donna Ann Harris 43 conomic 'es ructunng committee Goal&Objectives ER Tasks 42 44 (;oil _ )liic.cl n CS E ' I'Lib T rsk Force cc projects Unlikely projects is r • T cr'eas public a d '''. b� aT ► and implement require high-.'.,Anfb,> e and,-.- • Design nd le •. . p - 05,‘ ent` '. ' .. r�y stostre then - intercept'surveys, `' expert'ise • iic��tts'tni p-, - - - ' ' , exist�ingbu§iness and help gather market data, ` i - o fide tiali on ' i. them expand t 'C n 'or.o e_; - d I recruitment - - '' .-on one relationships-::' s endcrnuniic uses for Maif% gn zgla' r ;� - `.,.:�.1 ,. ° ,Streetbuildin&c packages,somebfz ' such as-busine%ss` ', 1 -r. mM ecrrut new cvtnplime*aly - - ° , � ,. �s . recruitment meta-twat ; c��.•fe / pp with* rye mea... c SYi'4 I tiS li>CiN,� r ,-1..r:ay[pt7171i1Litnrl the Ti��y.�,�y� " o y�U: , ".--'.... 1 fare�pui�Cs2atistics . 2013 Donna Ann Harris 2013 Donna Ann Harris ©2013 Donna Ann Harris 11 • • Design committee Goals &Objectives Design Tasks • 45 0 (.o.►l OU�ccln;es I ikell '1 I Isk of cc In:Q1ccLs Not Likely 1'1 rojects •S��P� t T �� f x S1 o ly.. 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' :fi. t ,-.,*3? ...'111)`'s`-44 f! . t t{� 1 _.1 -, -t i. _'r"'. t y�' } '- y (,'}, `,�ty+,'+'� �'='`$ 7, ,c--- r,, 4-41 i:` [,� f +"D 911031 'D '4 , ,�wr`¢,1• Se:1-e "013:1....YOC7!{>.� r { ° I �xL" r`�r'�' . s Sj. .l ti .6#.4t117 ♦ W art. fi`d` 1'•t`, .:�'A 1 ' ''}Y a 1 .. _ 1• x3, ';c:rr-,.,.a �y.. s i `'-^_1]1StUric G�41''r1Il .,..nor--,) ' _. 4-f .r'_,_. 14„• • s'' , .' F-y6..;,"�r dKXe t�T t• :; `N♦"'7►Ww SIi✓."c:,. 013 Donna Ann++;n+�s 2013 Donna Ann Barris 7. • . l- tielIrt New role for Committee Chair f~ �^Na - - 1 h 9 7rti ,h. �� +'1 i.,..,.,.;,,,,,,,,,,,,,..0.....,-.,.;a t,t ✓ r am da t, . I a-3. / n I+g } , )1 2013 Donna Ann Harris 46 _ - 2013 Donna Ann Harris © 2013 Donna Ann Harris 12 Committee chair's challenge ''.' 1{.; ®®®®®®®®v®® 49 1Ttemb rX [ g '. X' .-X X ` , { `, , y.q.: Chair Fikiast .r—ir 1Flik' 4- i 1�. nri.- n• �•,dx , ., °, - - Eblast X 'X X X x X X X x x.. x .:` : � .•. � , - _. 3-- �� lll ED Ne-dia;. x �'� Volunteer Comm o Fundraising„ �.. � �' L•- �'-'°'=_.;..�i'x':'�1 i�.• .�17,1,:-:;11-..�:� �. a j,. review `,- Gd[a LI_ LI . ^f$ - -.1-a] 1 tPr�n.: iL_�;Liik [.,. ,L� .�_. iii R IF::Flr. 1L'`.-• I ED rev , I z:. f x It-,x 0t `x. iI -`.x� -.?•: fx.:.;,g (`x"..'a' �`'X. {X i i a1 r (14ledis 'MA I°�x,, r »+ �._ �L -�IL ��__ J! i� 1't1�_•.' Clain �C r� lb C 1 A Aecog °,i1 If •'1 _;.. = ;jf -1F,, ,, 1: it "�_,�' "2:7; .1 ,4.' _ R2Cp'gtlfh�Cih Mayor roast —°t�^_.,L=�L_'—‘11.,__��_k_�: • --11.-..., _'5=�_ L:d_ _ti.-''I � - " . , t.. -- ,.-,I - we Ux x "x x,,, I X X x :x. Cf o� 2013 Donna Ann Harris --- '-_ . _ -- .-2013 Donna Ann Harris 51 New role for committee chair What happens at a committee meeting then? , s �`l preitt: Eripnrts •,11rea1ing large tasks • Committee chair gets reports,from'tasktforceleaders not t erytesk ioree is,.., ,,. ; .. 4,O*i . . when there is news to report -• '`jorisin, > oitilac . , Tevelnpitg job wor ' is s :; ©_::� ' or s and Some task free leaders won't co elto'meeting$for:- - m©riths 's��de o C�i�kge' ,;. _ i g specialised. . , • °' ?gs. - , ; - voiuiite - . . ' , • Committee-chair has mire work between meetings, u_ • t bi 4 Ch kingin essential then at meetings • t rItmte . < -�' d•:Il'p atea more • - • Allow people to`ca11 in to meeting " ' - ' :- _; ,• . - - 1'eadei s Zots, - • Strong work plans are a necessity to ' e �raclC: , . • Strong chair is necessaiy tto be the'`glue `SIT • i J- _ _ _ _ _ 1 ` • 7013 Donna Ann 1{orris 2013 Donna Ann Harris © 2013 Donna Ann Harris 13 Agenda for a new committee meeting TF Volunteer recognition S.; a y ; der *rill call y�7 'r°Tj Y .,Tnteg� to c si i vv Leers bit) x 3. 1 , . ' *: 'P1 `� . :I inu€es of lash volunteer retent ion effort : ba y i i� ' " � ` 3:�:� 15� � �° � �Let � . �- + Jncotrage r�eatinvolvement by ocasx�al si 113.0.0.0., volttneers—grad te to T leaders ¢ j¢l a r ds tor tie t , r y •• Use social n t for retention efforts -' 3 -i' ''1. - ; " • Live vs.only on line interaction wilt help .• retention and teani_'bi ildig _ puildd conftdex ee and skill sets to he v'41 *tO, ;�. take:on larger.or complex assignments "'' , •'-,'Y• * ;�`S' r`kc,•i4f{ A..'lt- 'p' ... - , _ _ . .A w,1,-;'` - ._ . .A_.r__• 2013 Donna Ann Hams ,. 2013 Donna Ann Harris Delegating work to volunteers Volunteer recognition 5 e ' '15,131131i vs.;ei b g ■ Non ocal vottnteet , " " � 1s oweirs. need'to be enag lhed. 1 • Aglaiowledgeltent and :Del g 1 o ' :,:thank errs nn web site, �'' ..f :committee a rd,tas . .. a , ' , ; -71„ social metworkin , • � x � I � .g sites.. farce ;der , , ' , - ,.. �xX • Ir� te�]1`voiters to all Upward"acid ' •` .. 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' •'` .t '..e' •• ,-.F ' i tt A �r v v� �'^ii7 us ra`ie S�•�r ,t;'��?1�.'sy,}ir:. , ,"� ^'r.Y• `'��, x v� }s"'al•5, " rC D � �R `.` lr?v +"`''I Qa�•`w'.y ” r� °`fit k T �'} .s si6'e. 7 'f.4' -, d`.'0,....`:1',.'‘'''-'... . t .?. 7, r� . `~l,SyiM ' ( .r''T -•'�: r +•I �:Y/' r1J �A �rt�✓i t� "'aa7�•.Sr i'.,.* t s,{,,�i`' f% 7,yt, d< c //c/I,; L-.s 6/17/2009 /t c,/o1 We,r k SA p rnt0e 'hy Current and Future nter Development Agen Urban Renewal in Tigard Roles and Responsibilities Downlown'vieion'unvei.d -...4._,....../..........- � Ghe ..•• City Cent / : '"' m\ Developmen lkly % r r_- - r Na'a-n e ei "+-'. r- =-•,.;" +e • June 16,2909 4W - =L-z '_1 • ,_.1:- :.,,,,........____..s.:=-..r.---sz ilY..er mml 10 isel at dry ca+n=a- :`..: , effai... ...... -' ,.. 3.5411EW i:'-i.z:',,- '`-`,••:.- : '-',.: ' Tigard Urban Renewal Timeline Tigard Urban Renewal Timeline • 1981:Downtown Urban Renewal plan passed • May 2005:Council re-activates CCDA • 1983:Tigard Urban Renewal Agency abolished and • Sept.2005:Tigard Downtown Improvement requirement for voter approval of tax-increment Plan accepted by Council financing • • 1989:Council establishes City Center Development Dec.2005:Urban Renewal Plan adopted by Agency and City Center Advisory Commission.Urban Council Renewal rejected by voters.CCDA and CCAC remain • May 2006:Tax Increment Financing Ballot on the books,but become"dormant." Measure approved by voters 1 6/17/2009 City Center Urban Renewal Plan Role of CCDA • Goal Use the tools provided by urban The Board That Administers the Urban Renewal Plan Responsibilities: renewal to attract private investment and • Establishing policies for the district and directing the Executive facilitate the District's redevelopment Director of the CCDA and staff to carry out. • Approving CCDA budgets and allocating tax increment funds. • Maximum indebtedness:$22 million • Purchasing land from willing sellers for redevelopment as part of public/private partnerships. • Duration:20 years • Establishing rules and regulations for administration of • FY 08-09 tax increment: $117,872 financial and technical assistance programs and relocation regulations. • Making amendments to the Plan(some would require voter approval) • Assigning any additional specific duties to CCAC. Role of CCAC Urban Renewal District Governance Advisory body to CCDA on Plan implementation • In 1989 membership of the CCDA was set as the members of Responsibilities: the City Council. • Making recommendations on policy,budget,and • ORS 457 authorizes URD governance to be made up of either implementation of urban renewal projects to the an independent appointed board or the governing body of the CCDA. municipality(but considered a separate governmental entity). • Making an annual report to the CCDA including a • When CCDA was reactivated in 2005,there was discussion summary of key activities,proceedings and that the Council would initially serve as the development recommendations. agency and revisit the question in the future. • Making recommendations to the CCDA for amendments to the Plan. • The most common form of urban renewal districts district • Performing other duties as assigned by the CCDA governance is for the local elected body to assume the role. 2 6/17/2009 Urban Renewal District Governance Urban Renewal Today Examples of elected body governance: • Suburban downtown redevelopment does not occur overnight. • Lake Oswego,Tualatin, Gresham,Sherwood, • Downtown assessed valuation is small relative to Salem,Troutdale, Bend, Clackamas County infrastructure investment need. • Growth of the assessed valuation of existing properties is limited to 3%per year.Tax Examples of appointed body governance: Increment financing Is limited without new • Portland (PDC) and Medford development. • Revenues will not be available to bond for the level improvements within the time period originally anticipated. Tax Increment Projections CCDA and Future Urban Renewal 2005 vs. 2008 Strategies $100 Potential Strategies for FY 2009-10 0 • Review,revise and prioritize the Urban Renewal Plan to better match projected public expenditures with tax increment revenues; 5500 • Develop specific strategies/policies to engage property owners, Saco developers and financing institutions to promote redevelopment; •2005 v,q•ctwn $300 P pit • Establish specific rules for financial and technical assistance •2008 Sion programs; • Interagency coordination with other public entities pertaining to $100 redevelopment efforts such as Tri-Met,Metro,OCEDD,ODOT,etc; $0 • Support the CCAC's efforts to develop a downtown leadership 2009 2010 2011 2012 2013 2014 program. ProteRans by Toshmon Johnson 3 3. CREATING AN URBAN RENEWAL AGENCY 3 . Creatin g an Urban CHAPTER CONTENTS Renewa I Agency following sections: 3.1 Establishing the Board Urban renewal agencies are separate and unique entities that may be activated by 3.2 Advisory Committees municipal entities(cities or counties)via authority of Oregon Revised Statutes (ORS 457.035). As a separate entity,the elected municipal governing board must establish the governing structure of the URA,including appointing a board.This decision may be influenced by a number of factors discussed in this section,as well as other factors such as the various projects and programs that are considered for inclusion in the URA1s Plan. Best Practices for Urban Renewal Agencies in Oregon DRAFT-April 2012 21 3. CREATING AN URBAN RENEWAL AGENCY 3.1 ESTABLISHING THE BOARD A. Background Urban renewal agencies are governed by a separate and distinct board from the municipality by which it was formed.The municipal entity that creates the URA is responsible for determining the structure of the board,as provided by ORS. There are three potential structures for the urban renewal agency board: • Governing body itself PLACEHOLDER • Separate group—appointed by the municipal governing body • Housing authority B. Statutory Provisions Picture of board or advisory ORS 457.045 provides that a municipality's governing body may choose to committee. exercise the powers of an urban renewal agency by: (1)the municipality's housing authority, (2)a separate board or commission of no fewer than three members,or (3)by the governing body itself,acting as a governing body separate from the municipality they were elected to represent. A housing authority functioning as an urban renewal agency must appoint an advisory board,but otherwise,advisory committees are not required. C. Discussion Historically,in Oregon,elected municipal officials have generally desired substantial control over urban renewal decisions.Therefore,most urban renewal agency boards consist of the members of the city council or county commission. Of those urban renewal agencies where the municipality's governing board created boards consisting of non-elected officials,some require that at least one member of the board be an elected municipal official. The governing bodies of municipalities just starting an urban renewal program can sometimes find it difficult to decide whether to establish a separate board or retain direct authority.There are examples where municipalities have created a separate board and later decided to return authority to the elected governing body.The agency board may also decide whether or not to designate one or more advisory committees,and if so,the board also determines what functions the committee(s) should serve. 22 DRAFT-April 2012 Best Practices for Urban Renewal Agencies in Oregon 3. CREATING AN URBAN RENEWAL AGENCY So what is the best governance structure and why?Although there are no specific authoritative sources that address best practices for local government board governance,guidance can be found in Best Practices:Nonprofit Corporate Governance and the Five Habits of High Performance Boards. The key issues raised by the authors of these documents are as follows: Key considerations included in both documents directly relevant to the creation of an urban renewal agency: • The relationship between the board and staff • Duty of loyalty,distinct entity Relationship between board and staff The success of the URA,just as is the case with the municipality itself,is very much dependent upon the staff and the support they receive from the urban renewal agency board.Additionally,what often undermines the success of an organization are actual or perceived conflicts of interest. Practically speaking,there are very few urban renewal agencies that have the staff resources to operate independently.Although the urban renewal agency may have staff dedicated to urban renewal projects and activities,the agency is generally supported by departments in the rest of the municipal organization, such as finance,planning,public works,and city or county management.This reality makes it very challenging for staff should there be two separate and distinct boards. Duty of loyalty The duty of loyalty to a distinct entity may be addressed through the recognition that the urban renewal agency is a"component unit"of its founding municipality. In other words,loyalty belongs to the parent entity,i.e.,the municipality that created the urban renewal agency. Urban renewal functions and activities are generally specific and limited.The urban renewal agency's authority is controlled not only by state law but also by policy documents,e.g.,the urban renewal plan,that specify,among other items, the projects and activities to be undertaken,the estimated cost of projects and PLACEHOLDER activities,the maximum amount of funding,and the estimated period of time to accomplish the plan. Each urban renewal plan is different,with various projects and activities of the urban renewal agency supporting the overall vision.Therefore,each urban Picture of board or advisory renewal agency has different leadership and governing requirements,and these committee. may vary from time to time during the life and implementation of an urban renewal plan. Best Practices for Urban Renewal Agencies in Oregon DRAFT-April 2012 23 3. CREATING AN URBAN RENEWAL AGENCY Municipal governing board vs.appointed board configuration There are advantages and disadvantages to each of the two options that are currently used in Oregon (no housing authorities currently exercise urban renewal powers). Table 2. Overview of Board Structure ELECTED CITY OR COUNTY APPOINTED BOARD OFFICIALS Direct oversight Retained Compromised of elected officials Perception of Retained Perception may be that decision being decisions may be challenged final Public attendance Improved attendance Attendance may be reduced at meetings (other business) Representation of Limited to elected officials Board members with board unique qualifications can be recruited Accountability Accountable to voters Accountable to elected body Stability Potential to be less stable Generally more stable (subject to change with each election) Sufficient Heavy demands of the Generally more direct Attention primary entity may reduce attention attention—involvement with other related issues may offset 1. City council or county commission as agency board The advantages of designating the city council or commission or county commission as the urban renewal agency board include: • Direct oversight is retained by the municipality's elected officials.Given the scope and importance of decisions regarding urban renewal in most communities,this degree of oversight is important. • Decisions will be considered final,as opposed to the decisions of a separate board,which might be appealed to the governing body. (However,the decisions of a separate urban renewal agency board in undertaking an adopted urban renewal plan are not,strictly speaking, appealable to the municipal's governing body.) • The urban renewal agency's board meetings may be better attended if they are held concurrently with council or commission meetings. 24 DRAFT-April 2012 Best Practices for Urban Renewal Agencies in Oregon 3. CREATING AN URBAN RENEWAL AGENCY The disadvantages of this form of governance include: • Representation on the urban renewal agency board is limited to the elected municipal officials. Opportunities for other qualified or interested citizens (e.g.,real estate developers,lenders,and other experts)to directly participate in agency governance are eliminated. • Board membership can be unstable,i.e.,subject to change with each election,potentially resulting in a lack of continuity in urban renewal agency governance and decision-making.This instability is often mitigated by continuity among staff,legal representation,and advisors. • Urban renewal agency decisions may,in part,be based on political agendas rather than sound development considerations. • Urban renewal agency issues may not receive sufficient attention from board members who often have heavy demands placed on them in their roles as city council or county commission members.This can be mitigated by the use of advisory committees(ad-hoc or otherwise). • Actual or perceived conflicts between the urban renewal agency and the municipality may exist,making it more difficult for these interests to be kept separate. • The urban renewal agency board may not be as willing to advocate for their interests when they conflict with municipal interests. • In some cases,there may be simple confusion as to which legal body has the authority to make a particular decision. 2.Separate agency board The advantages of designating a separate urban renewal agency board include: • The board's full attention can be given to urban renewal matters. • The board may be more likely to represent the interests of the urban renewal agency in those circumstances where there may be conflicts with the municipality. • The potential conflict of interest is limited as the urban renewal agency is a component unit of the parent municipality. • Urban renewal agency decisions might be more likely to be made on the basis of sound development considerations. • Board membership may include one or more elected officials in order to retain a measure of direct oversight by the municipal governing body. • There may be other unintended consequences associated with appointing fewer than all elected officials to an advisory committee. Best Practices for Urban Renewal Agencies in Oregon DRAFT-April 2012 25 3. CREATING AN URBAN RENEWAL AGENCY • Perception,real or not,that the appointed elected officials speak for the majority of the municipal governing board. • Potential communication issues created by filtering information. • Board membership may represent particular areas of expertise,interests in the community and/or within the URA. The disadvantages of this form of governance include: • The municipal governing body may be unwilling to truly delegate authority to a separate board,and this may result in"second guessing" board decisions. • The board is less accountable to the voters of the municipality. • Board decisions may not be considered final by the public.They may be appealed to the governing body,causing delays or reversals of board decisions. • In smaller organizations,where the same staff that perform city or county functions also perform urban renewal functions,the potential for conflicting direction increases. Urban renewal boards in Oregon In Oregon,a majority of urban renewal agencies are governed by the elected officials of the municipality by which it was created.Additionally,there are examples within the state of the elected body of the municipality changing the board composition to address changes in conditions within the community or the urban renewal plan. Table 3. Elected boards vs. appointed boards ELECTED CITY OR COUNTY APPOINTED BOARD OFFICIALS Number of Retained Compromised agencies Advisory boards Retained Perception may be that decisions may be challenged Change in board Improved attendance-other Attendance may be reduced composition business D. Best Practices Tips • Elected officials of the municipal governing board are encouraged to give serious consideration to the issues presented above.They should also consider public comments about the various options for board composition,given their specific plan,community,and other issues, prior to forming the urban renewal agency and/or making changes to an existing agency board. 26 DRAFT-April 2012 Best Practices for Urban Renewal Agencies in Oregon 3. CREATING AN URBAN RENEWAL AGENCY • If the municipal governing board chooses to appoint a"separate group;' whether that group includes one or more elected municipal governing board members or not,the municipal governing board is encouraged to document desired board member profiles,roles and responsibilities for the board,its members,and the governing body. 3.2 ADVISORY COMMITTEES A. Background Any form of an urban renewal agency board may appoint an advisory committee,although advisory committees are more frequently appointed by boards that consist of the municipal governing body. B. Statutory Provisions There are no statutory provisions for advisory committees. C. Discussion PLACEHOLDER Appointing an advisory committee(s)can help mitigate some of the disadvantages of having the city council or county commission serve as the urban renewal agency board. Picture of advisory committee. • Advisory committees can devote their full attention to urban renewal issues,and the urban renewal agency board,in many cases,can choose to heavily rely on their advice. • Advisory committees can also broaden participation in urban renewal decisions and can represent varying interests and expertise in the community. o Municipalities should be aware that advisory committees may have a tendency to desire direct decision-making authority when it is not desired by the urban renewal agency board,which can lead to conflicts with the urban renewal agency board. • The urban renewal agency board can also decide whether the committee is to advise on all urban renewal issues or only on certain types of issues. • Ad-hoc committees may serve the urban renewal agency board best because they have a limited scope and time frame.This may serve to: o Increase the efficiency of an organization o Reduce potential conflicts in authority with elected boards Best Practices for Urban Renewal Agencies in Oregon DRAFT-April 2012 27 3. CREATING AN URBAN RENEWAL AGENCY o Increase ability to recruit experts for a given project or program o Expand the field of potential committee members due to reduced length of time commitment • An urban renewal agency board can give consistent and substantial weight to advisory committee recommendations. • Though the urban renewal agency board is not bound by advisory committee recommendations,if such recommendations are not given a prominent place in board decisions,the advisory committee will lose its effectiveness. • Ad-hoc committees can be assigned to specific projects or programs. Table 4.Ad-hoc committees vs.standing committees AD-HOC STANDING COMMITTEE COMMITTEE Dedicate full attention to agency Yes Yes activities Broaden participation in agency Yes Yes activities May desire direct decision authority Less likely More likely Limited scope and time line Generally Generally no Increase efficiency of staff Generally Possibly,but less often Reduce potential conflicts of Generally Possibly,but less authority with elected officials often Increase potential to recruit experts Yes More so than elected bodies,less so than ad-hoc committee Expanded pool of potential members Yes More so than elected due to reduced time commitment bodies,less so than ad-hoc committee D. Best Practices Tips If the board consists of the municipal governing board,AORA encourages the use of ad-hoc committees to advise the municipal governing board on various projects and/or programs. If jurisdictions decide to create continuing advisory committees,then these committees should have clear and defined parameters,and those parameters should include topics like:purpose,composition,term-limits,staffing costs,etc. 28 DRAFT-April 2012 Best Practices for Urban Renewal Agencies in Oregon J O RDAN RAM I S is o ATTORNEYS AT LAW Two Centerpointe Dr 6th Fl Phone: (503)598-7070 Lake Oswego OR 97035 Toll Free: (888)598-7070 www.jordanramis.com Fax: (503)598-7373 LEGAL MEMORANDUM TO: City Council FROM: Tim Ramis DATE: August 13,2013 RE: Process for Changing the Membership of the City Center Development Agency ("CCDA") File No. 50014-36799 PRIVILEGED AND CONFIDENTIAL ATTORNEY-CLIENT COMMUNICATION INTRODUCTION The City Council ("Council")has asked how the Council can go about changing the composition of the CCDA. Currently, the CCDA operates the City Center Urban Renewal Area("URA")by implementing the City Center Urban Renewal Area Plan("Plan"), and is comprised of the sitting members of the Council. This memorandum provides the background on the Council actions that established the status quo, and sets forth the actions that Council must take in order to change the composition of the CCDA. BACKGROUND The CCDA was created by Ordinance No. 89-05, which grants the CCDA all powers afforded urban renewal agencies under ORS 457. A copy of Ordinance No. 89-05 is attached as Exhibit 1 to this memorandum. This ordinance establishes the membership of the CCDA as follows. "Membership. The City Center development Agency shall be comprised of members of the Tigard City Council as it lawfully exists from time to time. Any change in membership of the Tigard City Council shall automatically, and without need for further legislative actions, constitute an identical change in the membership of the City Center Development Agency." JORDAN RAM IS PC August 13,2013 Page 2 The above language from Ordinance No. 89-05 is codified at section 2.64.030 of the Tigard Municipal Code. Prior to the late 2005 adoption of the current version of the URA Plan, the Council passed Resolution No. 05-32, which"reactivated"the CCDA,and provided direction that the CCDA develop a new urban renewal plan to be adopted by vote of the people. A copy of Resolution No. 05-32 is attached as Exhibit 2 to this memorandum. That URA Plan was prepared and adopted by the Council later that year, and approved by the voters in 2006. QUESTION: How does the City Council change the composition of the CCDA? ANSWER 1: To change the composition of the CCDA,the City Council must pass an ordinance that states the desired membership of the CCDA, and specifically amends Ordinance No. 89-05 and TMC 2.64 to reflect the new membership. A change in the composition of the CCDA would not impact the authority of the CCDA to oversee the implementation of the URA Plan. 50014-36799 724815_2.DOCXCCED,&'1412013 EMS PAGE?OF7- CITY OF TIGARD, OREGON ORDINANCE KO. 89- M AN ORDINANCE DECI.ARING A NEED FOR ESTABLISHING THE CITY CENTER DEVELOPMENT AGENCY AND CREATING THE CITY CENTYR DEVELOPMENT CON.NISSION. WHEREAS, It has been determined that the city center study arced economic vitality and development activity lags behind other areas in the city; and WHEREAS, primary obstacles to attracting private development in the area are: lack of access, circulation and parking, mixes land uses, underutilized land, small individually owned parcels, lack of positive image and identity and public facilities adequate to meat future growth; and WHEREAS, the City Council is interested in focusing efforts in the city center area that will assist in overcoming thous obstacles and encourage economic growth in the area; and WHEREAS, the obstacles identified as hindering private development in the city center area qualify as "blighting conditions" under ORS Chapter 457; and wHFREAs, formation cf the City Center Development Agency as an Urban Renewal Agency will allow the city to utilize the tools provided for in ORe 457. THE CITY OF TIGARD ORDAINS AS FOLLOWS; Section 1; Declaration of Slight. Pursuant to ORS 457.035, the Tigard City Council declared that blighted areas now exist in the City and that there is currently a need for an urban renewal agency to function in the City of Tigard. Section 2: Agency Title. The urban renewal agency created by this ordinance shall be known as the City Center Development Agency. section 3: Membership. The City Center Development Agency shall be comprised of meabere of the Tigard city Council as it lawfully exists from time to time. Any change in membership of the Tigard City Council shall automatically, And without need for further legislative action, constitute an identical change in the membership of the City Center Development Agency. Section 4: Powers. Subject to the limitations imposed by Section 5 of this ordinance, the City Center Development Agency shall have authority to exercise all powers available to the agency under ORS Chapter 457, including, but not limited to, the power of eminent domain. The powers conferred to this agency by ORS Chapter 457 are in addition and supplemental to the powers conferred by any other law. Section 5: Limitations. Any act of the City Center Development Agency shall be Considered the act of the urhen renewal agency only and shall not be considered an act of the Tigard City Council, even though membership of both are idential. ORDINANC.B NO. 89- o4.5 Page 1 EXHIBIT 3-- GE y • • The City Center Development Agency shall not exercise any power which, by charter, requires voter approval. Section fs Advisory omission. The City Center Advisory Commission is hereby established. The Commission shall be comprised of seven to twelve members appointed by the Tigard City Council. The purpose of the Commission is to assist in implementation of the City Center • Development Plan, to make recommendations to the City Center Development Agency and to help inform Tigard's oitisena of the Plan's content and activities. section 71- savinae clause.. If any section or portion of this ordinance is determined to be unconstitutional or otherwise unlawful, the remaining sections and portions of this ordinance shall be severable and shall remain in effect. section 8s Affective Data. This ordinance shall be effective 30 days after its passage by the Tigard City Council, approved by the Mayor, and • posted by the City Recorder. PASSED* By _Ir1Ctf1 mDU6 vote of all Council members present after ring read by number and title only, this h)411 day of • t" eL , 1989. Catherine Wheatley, eputy R order ' r APPAOVBDs Shia / day of ftru - , 1484. 17—ece 7-4.c.c...24.-e_ --- ' L.-tee-eel:// ,./Gerald R. Sdwards, Mayor • Approved as to forms.4_11 . . `. CiC -----Ed.Lb 14J1 1.17 ' ..::. Data .., , i: ,,,i.. : i . . .„....1 ORDi888138 O. 89- Page 2 • EXHIBIT - CITY OF TIGARD, OREGON PAGE_OF, . RESOLUTION NO. 05- 3 2 A RESOLUTION REACTIVATING THE CITY CENTER DEVELOPMENT AGENCY, AN URBAN RENEWAL AGENCY WHEREAS, after a Charter amendment terminating an earlier urban renewal agency of the City of Tigard, the Council adopted Ordinance 89-05 (codified at TMC Chapter 2.64) in 1989, activating the City Center Development Agency as the City's urban renewal agency;and WHEREAS, under Ordinance 89-05, the City Council exercised the powers of the urban renewal agency; and WHEREAS,the City Council,acting as the City Center Development Agency may designate another body to act as the Development Agency,and may do so at any time;and WHEREAS, the City Council is committed to placing an Urban Renewal plan including tax increment financing on the May, 2006 ballot, at which time the Council will also incorporate the question of governance of the Urban Renewal Agency;and WHEREAS,the City Center Development Agency's action in 1989 and the early 1990s did not lead to the adoption of an urban renewal plan;and WHEREAS,the City Center Development Agency remained in existence after 1989 because the Agency was never terminated,but has not been actively pursuing development of urban renewal plans;and WHEREAS, the conditions justifying the activation of the City Center Development Agency are still present within the City;and WHEREAS, the City Council believes that it is time to consider development and adoption of an urban renewal plan to assist with development and redevelopment of Tigard's downtown and possibly other areas within the City;and WHEREAS,the City Council chooses to have the City Council continue to act as the City's urban renewal agency, NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that SECTION I: The City Center Development Agency is reactivated and shall actively pursue development of an urban renewal plan for one or more areas within the City,as provided by ORS Chapter 457 and lake other actions as authorized by ORS Chapter 457 and Ordinance 89-05. SECTION 2: In pursuing the development of an urban renewal plan, the City Center Development Agency shall actively seek public input and shall consider the recommendations of the City Center Advisory Commission. RESOLUTION NO.05-3 Page 1 SECTION 3: The City Center Development Agency shall take all actions with due regard for the rights given to the voters of the City by Charter Sections 47 and 48. SECTION 4: This resolution is effective immediately upon passage. PASSED: This j� r day of u 2005. Mayor-City of Tigard ATTEST: Ci&VOttA.,Cd-1.4._ City Recorder-City of Tigard RESOLUTION NO.05-32- EXHIBIT Page 2 PAGE?;OF 'L - i CITY OF TIGARD,OREGON RESOLUTION NO. 05- 3.2 A RESOLUTION REACTIVATING THE CITY CENTER DEVELOPMENT AGENCY, AN URBAN RENEWAL AGENCY WHEREAS, after a Charter amendment terminating an earlier urban renewal agency of the City of Tigard, the Council adopted Ordinance 89-05 (codified at TMC Chapter 2.64) in 1989, activating the City Center Development Agency as the City's urban renewal agency;and WHEREAS,under Ordinance 89-05,the City Council exercised the powers of the urban renewal agency; and WHEREAS,the City Council,acting as the City Center Development Agency may designate another body to act as the Development Agency,and may do so at any time;and WHEREAS, the City Council is committed to placing an Urban Renewal plan including tax increment financing on the May, 2006 ballot, at which time the Council will also incorporate the question of governance of the Urban Renewal Agency;and WHEREAS,the City Center Development Agency's action in 1989 and the early 1990s did not lead to the adoption of an urban renewal plan;and WHEREAS,the City Center Development Agency remained in existence after 1989 because the Agency was never terminated,but has not been actively pursuing development of urban renewal plans;and WHEREAS, the conditions justifying the activation of the City Center Development Agency are still present within the City;and WHEREAS, the City Council, believes that it is time to consider development and adoption of an urban renewal plan to assist with development and redevelopment of Tigard's downtown and possibly other areas within the City;and WHEREAS,the City Council chooses to have the City Council continue to act as the City's urban renewal agency, NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that. SECTION 1: The City Center Development Agency is reactivated and shall actively pursue development of an urban renewal plan for one or more areas within the City, as provided by ORS Chapter 457 and take other actions as authorized by ORS Chapter 457 and Ordinance 89-05. SECTION 2: In pursuing the development of an urban renewal plan,the City Center Development Agency shall actively seek public input and shall consider the recommendations of the City Center Advisory Commission. RESOLUTION NO.05-3a. EXHIBIT Z- Page 1 PAGE 3 X31= SECTION 3: The City Center Development Agency shall take all actions with due regard for the rights given to the voters of the City by Charter Sections 47 and 48. SECTION 4: This resolution is effective immediately upon passage. PASSED: This /U r day of 2005. Mayor-City of Tigard A'11 EST: 1,01LCIL,02-2-ser City Recorder-City of Tigard RESOLUTION NO.05-32- EXHIBIT '2- Page 2 PAGEA__757.9—