HDS Annual Report by ler15282


									September 20, 2005

“Together Downtown Thrives”
                                      Historic Downtown Snohomish
                                           “Together Downtown Thrives”

                                         Historic Downtown Snohomish
                                                   “Together Downtown Thrives”

                                  The Mission of the National Trust Main Street Center
The National Trust Main Street Center's mission is to empower people, organizations, and communities to achieve ongoing downtown
and neighborhood district revitalization based upon the principles of self-determination, resource conservation, and incremental trans-
formation represented through the comprehensive Main Street Four-Point Approach™.

                              The Mission of the National Trust for Historic Preservation
The National Trust for Historic Preservation is a privately funded, nonprofit organization that provides leadership, education, and advo-
cacy to save America's diverse historic places and revitalize our communities.

                                      The Mission of Historic Downtown Snohomish
The mission of the Historic Downtown Snohomish is to Promote, Improve and Preserve the historic district as the heart and soul of the
                                                       city of Snohomish.

                                        The Main Street Four-Point Approach ™ to commercial district revitalization:
                                                                    THE FOUR POINTS:
Organization involves getting everyone working toward the same goal and assembling the appropriate human and financial resources to implement a Main Street revitalization pro-
gram. A governing board and standing committees make up the fundamental organizational structure of the volunteer -driven program. Volunteers are coordinated and supported by a
paid program director as well. This structure not only divides the workload and clearly delineates responsibilities, but also bu ilds consensus and cooperation among the various
Promotion sells a positive image of the commercial district and encourages consumers and investors to live, work, shop, play and invest in the Main Street district. By marketing a
district's unique characteristics to residents, investors, business owners, and visitors, an effective promotional strategy forg es a positive image through advertising, retail promotional
activity, special events, and marketing campaigns carried out by local volunteers. These activities improve consumer and investor confidence in the district and encourage commer-
cial activity and investment in the area.
Design means getting Main Street into top physical shape. Capitalizing on its best assets — such as historic buildings and pedestrian-oriented streets — is just part of the story. An
inviting atmosphere, created through attractive window displays, parking areas, building improvements, street furniture, signs, sidewalks, street lights, and landscaping, conveys a
positive visual message about the commercial district and what it has to offer. Design activities also include instilling good m aintenance practices in the commercial district, enhanc-
ing the physical appearance of the commercial district by rehabilitating historic buildings, encouraging appropriate new constru ction, developing sensitive design management sys-
tems, and long-term planning.
Economic Restructuring strengthens a community's existing economic assets while expanding and diversifying its economic base. The Main Street program helps sharpen the
competitiveness of existing business owners and recruits compatible new businesses and new economic uses to build a commercial d istrict that responds to today's consumers'
needs. Converting unused or underused commercial space into economically productive property also helps boost the profitability of the district.

                                           Historic Downtown Snohomish ~ Organizational Structure:

                                                                               Board of Directors

                                                                               Executive Director


      Organization:                                       Promotion:                                       Design:                                Economic Development:
  Volunteers/Partnerships                                  Marketing                                    Public Spaces                                 Market Research
   Communication/P.R.                                    Image Building                             Building Improvement                            Business Assistance
   Fundraising/Finance                                  Retail Promotions                         Design Education & Tech-                          Financial Assistance
       Nominations                                       Special Events                               nical Assistance

                                              Historic Downtown Snohomish

                    BOARD of DIRECTORS:                                                 MEETING SCHEULE:

Interim President ~ Sharon Sparks
Vice President ~ *Pending at time of Publication
Treasurer ~ Lynda Van Wyk (lydiagoot@hotmail.com)
Secretary ~ Jackie Kiter (jackiekiter@hotmail.com)
Boardmembers ~                                                                             Twice Monthly
       Dallas Van Dyke (dallas_van_dyke@hotmail.com)                                   2nd and 4th Tuesdays
       Brad Jorgenson (brad@sachijewelry.com)                                            8:30am—10:00am
       Julie Terrell (julie@bloomingheartsco@aol.com)

*Executive Director ~ Genna Nashem
                                                                                          Carnegie Bldg.
                                                                                   (Corner of First St. & Cedar St.)

                       BOARD LIAISONS:

City of Snohomish ~ Larry Bauman
City Council ~ Melody Clemens
Chamber of Commerce ~ Sharon Sparks

*Genna Nashem is a former Main Street Manager for Enumclaw, WA,
most recently contract position with City of Spokane to develop a
Neighborhood Business District Revitalization Program. She also
worked in South Africa on an economic development project involving   * additional Tuesday meetings as appropriate; schedule
historic preservation and tourism.                                    posted at the V.I.C.
Genna has a Master Degree in Planning & Historic Preservation.

                                              Frequently Asked Questions:
Q: Who are our partners in all this?
A: The Historic District is not entirely City Hall’s responsibility, but independent business owners can’t do it alone, and
neither can citizen activists. A collaborative effort, combining the unique skills and vantage points of public and private
sectors is essential.
Q: How can my voice be heard?
A: Attend a meeting, join a committee, get on the emailing list, visit the HDS website or volunteer. You are an integral
part of the Main Street program and our collective success in revitalizing the downtown district depends upon every indi-
vidual participant
Q: What have you done for me lately?
A:Revitalization won’t happen overnight. It’s a gradual process that begins with small steps, eventually building capacity
to tackle larger, more complicated tasks. “Big fix” solutions to revitalization almost always fail to result in the lasting,
positive change they promise. Each committee in HDS is working to collectively bring about results.
Q: How do I get my Promotion ideas to materialize?
A: Ideas need to be created, researched, organized, implemented by lots of people, if you wish to participate in this de-
velopment process, contact Promotion Committee Chair or the Executive Director.
Q: When will it start working? When is it finished?
A: The process is never “finished.” Traditional commercial districts, like malls or industrial parks, require full-time, man-
Q: What qualifications do I need to help?
A: You are just as qualified as anyone else to make it happen. You, like thousands of others across America, can make
a difference just by stepping up to help, regardless of experience or background. Main Street is providing us the tools to
help each of us help our district.
Q: Where do I get more information?
A: Visit HDS web-site, or www.Mainstreet.org, make an appointment to talk to a Committee Chair, or drop-by a board-
meeting, attend Committee or Merchant meetings. Give us your e-mail address, so we can send you updates that inter-
est you.

The Main Street Philosophy - Eight Principles of Success
The National Trust Main Street Center's experience in helping communities bring their commercial corridors back to life has shown time and time
again that the Main Street Four-Point Approach succeeds. That success is guided by the following eight principles, which set the Main Street
methodology apart from other redevelopment strategies. For a Main Street program to be successful, it must whole-heartedly embrace the follow-
ing time-tested Eight Principles.

Comprehensive: No single focus — lavish public improvements, name-brand business recruitment, or endless promotional events — can revital-
ize Main Street. For successful, sustainable, long-term revitalization, a comprehensive approach, including activity in each of Main Street's Four
Points, is essential.

Incremental: Baby steps come before walking. Successful revitalization programs begin with basic, simple activities that demonstrate that "new
things are happening " in the commercial district. As public confidence in the Main Street district grows and participants' understanding of the revi-
talization process becomes more sophisticated, Main Street is able to tackle increasingly complex problems and more ambitious projects. This
incremental change leads to much longer-lasting and dramatic positive change in the Main Street area.

Self-help: No one else will save your Main Street. Local leaders must have the will and desire to mobilize local resources and talent. That means
convincing residents and business owners of the rewards they'll reap by investing time and money in Main Street — the heart of their community.
Only local leadership can produce long-term success by fostering and demonstrating community involvement and commitment to the revitalization

Partnerships: Both the public and private sectors have a vital interest in the district and must work together to achieve common goals of Main
Street's revitalization. Each sector has a role to play and each must understand the other's strengths and limitations in order to forge an effective

Identifying and capitalizing on existing assets: Business districts must capitalize on the assets that make them unique. Every district has
unique qualities like distinctive buildings and human scale that give people a sense of belonging. These local assets must serve as the foundation
for all aspects of the revitalization program.

Quality: Emphasize quality in every aspect of the revitalization program. This applies to all elements of the process — from storefront designs to
promotional campaigns to educational programs. Shoestring budgets and "cut and paste" efforts reinforce a negative image of the commercial
district. Instead, concentrate on quality projects over quantity.

Change: Skeptics turn into believers and attitudes on Main Street will turn around. At first, almost no one believes Main Street can really turn
around. Changes in attitude and practice are slow but definite — public support for change will build as the Main Street program grows and consis-
tently meets its goals. Change also means engaging in better business practices, altering ways of thinking, and improving the physical appearance
of the commercial district. A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revi-
talization process.

Implementation: To succeed, Main Street must show visible results that can only come from completing projects. Frequent, visible changes are a
reminder that the revitalization effort is under way and succeeding. Small projects at the beginning of the program pave the way for larger ones as
the revitalization effort matures, and that constant revitalization activity creates confidence in the Main Street program and ever-greater levels of
                        ORGANIZATION                                                            PROMOTION
                          Highlights                                                             Highlights
Volunteer & Membership Development                                     Generating traffic, image-building
   Researched; volunteer sources, volunteer mgmt. educational           Secured 36 radio spots on King fm highlighting specialty
        materials, volunteer recognition and rewards program                  stores.
   Created Volunteer Application                                        Coordinated downtown holiday promotions program:
   Developed new Board of Directors Information Packet                              Event highlights included:
Educating the public about HDS                                                        Everett Herald newspaper promotions
   Created HDS Information Display for use at festivals, etc.,.                     Extended business hours campaign
   Designed and launched the HDS website in conjunction with                        All Ages Entertainment; Tim Noah, Carolers, Brass
        Kammer Media Arts (www.HistoricDowntownSnohomish.org)                         Band, etc.,.
   Increased one-on-one contact of board members and HDS                            Gift wrapping service benefiting local 4-H clubs
        members                                                                       Wish-granting contest
                                                                                      Canned Food Drive
   Held HDS Main Street Workshop facilitated by National Main
        Street with keynote speaker, Sheri Stuart                                     And more...
                                                                          Procured Tribune Advertisement
   Developed Annual Meeting and corresponding Annual Re-
   port                                                                   Advertisement in the “Ol’ Stuff”
                                                                          Promoted “Best of NW” status in Seattle Times Summer
Partnerships                                                                  Guide
   Defined board liaisons between HDS and various city and              Coordinated Kla Ha Ya Days Frog Window Display contest
       civic partners                                                     Raised funds via HDS holiday auction
   Fostered partnerships with Organizations within the historic         Revenue generating merchant display case created at the
       district                                                               VIC
   Created a formal letter of support for Senior Center to help         Researched potential highway billboard locations
       them acquire grant funds                                           Planned Silent Auction fundraiser at the VIC (September)
   Hired Executive director - responsibilities included; creating
       job description, recruiting, interviews and employment con-
       tracts.                                                         ‘05 Holiday promotions are being planned as this report went to
Develop and implement fundraising strategies                           press. We invite you to join in and be heard. Contact HDS to get
   Contract for Services with City                                   connected.
   Membership brochure describing program, specific projects,
   efforts and activities
   Explore Grant and foundation opportunities
   1023 application pending

                           DESIGN                                                      ECONOMIC DEVELOPMENT
                          Highlights                                                         Highlights

Partnerships and Beautification
   Participated in Preservation Week activities in conjunction
     with the Historical Society
   Studied and recommended a maximum scale event footprint
     strategy to the City
   Distributed & collected parking surveys. (Surveys sent to
     streetscape planning contractor)
   Provided Merchants with parking management/improvement
   Recommended Wayfinder systems to the City
   Power-washed downtown sidewalks
   Trimmed trees

Seasonal Enhancement
   Obtained donation of Downtown Christmas Tree
   Charged with installation and decoration of tree in City Cen-
   Encouraged merchant “garden” displays in conjunction with
     the Garden Club’s annual Garden Tour and Arts of Snoho-          Economic Restructuring
     mish                                                                Partnered with local interior designer on procurement of
                                                                            VIC’s historic interior furnishings
                                                                         Recruited volunteers for the VIC in partnership with the City
                                                                            and local businesses
                                                                         Managed VIC operations in partnership with the City and
                                                                         Lobbied for traffic calming techniques as part of the overall
                                                                            streetscape plan

Fiscal Year –2005
HDS’s PBIA Budget                  HDS’s PBIA Budget   PBIA Actual Budget 08/11/05   PBIA Year End Est

 Beginning Fund Balance (Cash)    $ 31.500             $ 25,915                      $25,915
 Assessments                        24,000               15,342 (collected )          24,000
 Charges for Services (Econ Dev)    11,000                  -                         11,841
 Private Contributions                -                     -                           -
 Other income                        3,000                  -                           -
 Interest                               300                 321                         300
Total Revenues                      69,800               41,578                       62,056
 Office Administration
 Licenses & 501 ( IRS, State)          700                  -                          -
 CPA                                   500                  -                          -
 Insurance                          1,500                 1,347                       1,347
 Book Keeping                          300                  -                          -
 Supplies and Equipment             2,000                   260                       1,000
 Dues/Subscription (Main Street)       250                  -                          -
 Communications/Elections              700                  -                          700
Total Office Administration         6,000                 1,607                       3,047
District Promotion/VIC
 Salary and Wages (Exec Director)  22,000                  -                         22,000
 Benefits (mileage,vacation)        1,685                  -                          1,685
 Captial Outlay (VIC furniture)     9,000                 1,539                       8,500
 Utilities                            -                   -                             -
 Communication                      1,500                 -                           1,500
 District Promotions                2,300                 2,548                       3,000
Total District promotion/VIC       36,485                 4,087                      36,685
Historic District Improvements
 Sidewalk                           2,000                4,123                        6,059
 Promotions                            500                 -                            500
 Streetscape Improvements           5,000                  -                            -
 Wayfinder System                   2,500                  -                            -
 Parking Map/Brochure                 -                    -                            -
 Economic Restructuring               -                    -                            -
Improvements in District            10,000              4,123                         6,559
Total Expenditures                  52,485              9,817                        46,291
Total Ending Cash and Investments   17,315              31,761                       15,765
       No additional cost was incurred for design, layout or compilation of this report.
This document was completed entirely by volunteers in support of Main Street™ and H.D.S..

  To learn how you can help HDS implement the Main Street Four-Point Approach™
           to commercial district revitalization locally, as a volunteer, visit:

               And, read more about Main Street™ at: www.mainstreet.org

                       Thank you!

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