DOWNTOWN MILFORD, INC. BOARD MEETING MINUTES Georgia House Retreat Doors Opened at 5:00 pm June 7, 2012

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1 DOWNTOWN MILFORD, INC. BOARD MEETING MINUTES Georgia House Retreat Doors Opened at 5:00 pm June 7, 2012 PRESENT: Irv Ambrose, Scott Angelucci, Nancy Benson, Dan Bond, Mitch Edmondson, Gary Emory, Lisa Fitzgerald, SaraKate Hammer, Dan Marabello, Lee Nelson Absent: Richard Carmean Guests: Diane Laird (DEDO), Rick Ferrell (Consultant) Committee reports were submitted to Board members prior to the June 7, 2012 Board Meeting will be reviewed at the July Board Meeting. As members and guests gathered a buffet meal was served. Board President Irv Ambrose officially called the meeting to order at 5:31 pm and introduced Diane Laird and Rick Ferrell. The meeting was turned over to Diane and Rick. Rick Ferrell summarized his work with Main Street organizations and DMI in general. Rick and Diane had previously worked with DMI to develop a Five Year Strategic Planning Process. The final report was issued to DMI in June Diane congratulated DMI Board Members for desiring to revisit the Strategic Plan, Mission Statement and Vision Statement. A PowerPoint presentation followed. A photocopy of the presentation slides will be attached to these minutes and will be included in the master files of Board Meeting minutes located in the DMI office. The Board reviewed DMI s existing Mission Statement. A discussion followed and changes were made to the Mission Statement. Diane Laird typed up the new statement and read it to the Board. A motion was made and seconded to approve a new mission statement. Board members present approved. The discussion then focused on the current Vision Statement. Diane Laird took notes and stated she would have the Vista worker in her office type up a revised Vision statement from her notes and send it to DMI. A copy of the final Vision Report prepared by Diane Laird and Rick Ferrell has been incorporated into these minutes. (see pages 3 16) Irv Ambrose then thanked the Board for their participation this evening. On behalf of the DMI Board of Directors, Irv thanked Diane and Rick for helping to focus the Board and for facilitating this retreat. With no further business to attend to, a motion was made and seconded that the meeting be adjourned. Board Members Present approved and the meeting was adjourned at 8:39 pm. The next scheduled DMI Board Meeting is Thursday, July 12, 2012 at 7:00 pm in City Hall Chambers. Respectfully submitted, Nancy Benson Secretary 1 P a g e

2 DMI Mission Statement 2012 Adopted by DMI Georgia House Retreat June 7, 2012 DMI is a non-profit organization continually promoting quality civic, commercial and cultural development of the historic central business district, which is the heart of community life in Milford, Delaware. 2 P a g e

3 June 29, 2012 On June 7, 2012 a Board Retreat was provided by Downtown Delaware/DEDO to Downtown Milford Inc. Facilitators (who also wrote this report of findings and recommendations) were: Diane Laird, State Coordinator, Downtown Delaware Rick Ferrell, Principal, Retail Market Answers, LLC The following board members and staff who participated in the retreat: Irv Ambrose, Board President Sara Kate Hammer, Vice President Dan Marabello, Treasurer Nancy Benson, Secretary Scott Angelucci Lisa Fitzpatrick, J.D. Mitch Edmondson, M.D. Gary Emory Lee Nelson, Executive Director Goals of the 2012 DMI Retreat were: Check and Reset : priorities & focus Review DMI activities and input from stakeholders (via survey dispersed and analyzed in preparation for the meeting) Revisit & update mission, vision, & market-based strategies From these strategies, and as a follow-up to this retreat, develop 4 committee workplans (persons responsible/projects/budgets/timelines) to support the revised market-based strategy This report summarizes the findings and results of the planning session and provides several recommendations for next steps, which lead to development and adoption of a workplan for 2013 that supports the revised mission, vision, and market-based strategies. OVERVIEW OF FINDINGS: DMI slightly revised the mission statement to clarify some concerns about the perceived DMI project area. A revised vision statement and tweaking of a market-based strategy will: support further development of the riverwalk as a recreational and educational tool; further support preservation and enhancement of historic resources; further coordinate and promote the downtown cultural and arts-related venues/assets; and 3 P a g e

4 further support business development, including vacancy reduction strategies, recruitment of business owners that occupy their business property, and enhanced engagement and promotion of existing business owners. Participation by a more ethnically and age diverse population in both DMI volunteerism, and as an audience for downtown activities, is integral to DMI s plans. A workplan will now be developed to support this encompassing market-based strategy. This page has been revised as a result of the June 7 Strategic Planning Session DMI Mission 2008 DMI is a non-profit organization continually promoting quality civic, commercial and cultural development of the historic central business district, which is the heart of community life in Milford, Delaware. Downtown Milford Vision 2015 Created 2012 Recommended: Adopt at July board meeting The future of downtown Milford, Delaware, is intricately tied to its past. The preservation of its many historic buildings, its rich history as a shipbuilding and regional commercial center, its museums and art galleries, its businesses and theaters, its parks and the Riverwalk will link "what has been" to "what will be." CULTURAL The Mispillion River and the Riverwalk will be the centerpieces of Downtown Milford. Downtown business can expect increased activities to preserve the authentic historic character of the buildings, with particular attention to preservation and enhancement of facades and historic structures. Green spaces, brick sidewalks, Victorian lampposts, and landscaping will provide a welcoming venue that plays host to the weekly farmers' market, periodic festivals, outdoor music events, shopping, and dining. Shoppers will choose from a wide variety of specialty shops including antiques, arts and crafts, cycling, custom-made wood products, eco-friendly products, ladybug products, and others. Additionally, there will be an array of free, family-friendly summer outdoor activities, including hiking and biking near the river, parades, boating, and live entertainment. Creative, seasonal, and long established events and activities will continue to provide value to downtown merchants, while enhancing the role of downtown as the heart of the community. CIVIC Along with ongoing improvement of the economic, historic, cultural and physical landscape of the downtown, an increase in volunteer participation with a strong effort to engage people of all ages and ethnicities in downtown activities will be apparent. Volunteers will be adept and recognized. There will be improved signage to additional parking, boating, and biking opportunities. The downtown will become a destination through organized tours such as an eco tour, house tours, art and holiday strolls, and the Delaware-designated History Trail as provided locally and in conjunction with government agencies. Extended sidewalks and minimized commercial truck traffic on downtown streets will improve safety and comfort for pedestrians and 4 P a g e

5 bicyclists. Amenities such as free wifi and strategically placed bike racks will add to the convenience and marketability of downtown, while unseen utility lines add to the aesthetics of downtown. A variety of energy and environmental tools will be essential as the town benefits from public recycling, conservation, education and application of green energy. COMMERCIAL In addition to expanding retail shops and services, increasing the number of downtown residences will be encouraged. Economic development activity will have a more prominent role in the downtown as business recruitment and vacancy reeducation strategies are a priority. Business and property owners will be fully engaged in the events and activities of the downtown. Business owners that are simultaneously owners of the buildings in which they are located will be recognized. The role of Downtown Milford, Inc., a designated Delaware Main Street program, in the on-going business and cultural development will be evident. The program will bring governmental resources, expanded community partnerships, continued philosophical and financial buy-in from the City of Milford, and strong support from residents. It will serve as a facilitator to the community and numerous civic organizations to help improve all phases of downtown revitalization and growth, including proactive business development, coordinating downtown activities, expanding services, and offering a peaceful, attractive, diverse, and active place to enjoy. NOTE: Items in the chart below have been incorporated, if/as appropriate, in the newly proposed vision. PROPOSED FORMAT AND ELEMENTS OF A REVISED DMI VISION (infrastructure/recreation) Cultural (historic preservation, entertainment, heritage tourism) Commercial (directly benefitting business) MAJORITY INDICATED THAT DMI HAS MET: Brick sidewalks Victorian lamps Farmer s market Commercial Ladybug products Commercial Periodic festivals Cultural Outdoor music events Cultural Arts and crafts Cultural/Commercial MAJORITY INDICATED THAT DMI SHOULD STILL BE WORKING ON THIS: Greenspaces 5 P a g e

6 Landscaping Cycling/Biking along river Hiking Boating Bike racks Burying of utility lines Energy and environmental tools (?) Public recycling (?) Conservation (?) Education/application of green energy (?) Showcase natural resources (?) Bringing government resources from the State (?) DMI expanding community partnerships (?) DMI increasing philosophical buy-in from city (?) Goal of increasing input and support of residents (?) DMI goal of serving as facilitator to community and civic groups to improve downtown revitalization Improved access to signage, parking, boating, biking /Commercial Improved safety and comfort for pedestrians and cyclists (minimize commercial truck traffic) /Commercial Free wi-fi (?) /Commercial Increased downtown residents /Commercial Outdoor activities /Commercial/Cultural Parades /Cultural Regional commercial center Commercial Shopping Commercial Dining Commercial Variety of specialty shops Commercial Antiques Commercial/Cultural Custom-made wood products Commercial/Cultural Historic preservation Cultural Ship-building history Cultural Free outdoor entertainment Cultural Historical sites (?) Cultural Linkage of museums, galleries, businesses, theatres, and parks & riverwalk Cultural/Commercial Proposed Increased volunteer participation by community; increased training 6 P a g e

7 and recognition of volunteers Proposed Decreasing crime rate in downtown Milford Proposed Communication with citizens (general public, not just downtown) Proposed Using Kent County (and affiliates) resources /Commercial Proposed Organize tours, independently and with county and state agencies /Cultural Proposed Increased economic development role (recruiting more businesses downtown, thereby reducing the number of empty storefronts) Commercial Proposed Increase communications with DMI and one-person-owned businesses (paraphrased) Commercial Proposed Historic preservation of residences Cultural proposed Engage more youth proposed More family-based weekend events; tot lot in playground or in the park; picnic benches along riverwalk (no grilling); consider similarities to Milton park and Milton Summer concert series /Commercial proposed Increased recruitment of business owners who also seek to own downtown real estate Commercial proposed Increased on-line presence (social media) Commercial proposed Merchant participation in events Commercial proposed Sidewalk sales Commercial proposed Members mixer events Commercial proposed Downtown events that support/bring focus to downtown businesses Commercial Expand cultural activities in all proposed proposed proposed seasons; more "strolls" Events for college aged and young adults "Keeping it fresh" (events that are both new and longstanding), while balancing resources to keep value and quality of current activities. Cultural Cultural Cultural/Commercial 7 P a g e

8 proposed Loved Magic on Monday's Increased preservation/restoration activities for businesses Cultural/Commercial VISION WORKSHEET OUR GROUP S VISION ELEMENT IS: (CIRCLE ONE) Cultural Commercial Remember that some elements may land in more than one category. Use the space below to now write the new vision. Appoint a scribe, and use the elements listed on the handout to create the new vision. You might lift an entire sentence(s) and/or phrases from the current mission. MARKET-BASED STRATEGIES 8 P a g e

9 This page has been revised as a result of the June 7 Strategic Planning Session 9 P a g e

10 DMI Market-Based Strategy 2008 Develop, coordinate, and promote cultural amenities, seasonal events/attractions, and the downtown business mix as a means to establish Downtown Milford as a destination for people of all ages and ethnicities. -Riverwalk Keep Support Remove More Improve, beatification, particularly new areas Problem with vagrancy, more police presence needed Potential eco center of Goat Island Not utilizing full riverwalk add tours, groups, how to, better signage, downloadable tours -Historic & Cultural Elements Keep Support Remove More Successes: streetscape to complement Historic and Cultural elements More historical/façade More expertise about Historic Preservation on committees Like the art stroll; move to facilitated/coordinate the asking of arts calendars in order to promote together on a community calendar Historic ordinances Good partners: Second Street Players Less partnership with library Incorporate and support more with museum and docent and historical society -Cultural and Arts Related Venues Keep Support More Remove All seasons More promotion of all arts venues Branding helps arts Would like to support public arts more Improved most recently Goal for artsy more galleries, public art/murals DMI strong support Shortcoming: communication and diversity Enlarge -Types/Mix of Businesses Keep Support Remove More Pretty diverse at present (boutiques, health food, café) Shortcoming: property owner issues, vacancy (storefronts not full; Need disincentive for property owners to keep their properties vacant); storefront churches* ER committee not functioning for long; need more focus on this committee Outreach is improving to current merchants; reach out to potential businesses well; recruitment expert Promote business members 10 P a g e

11 Need to work more with property owners and businesses for second site Farmers market is a plus toward business Desire for more engaged property and business owners Flyers to promoted businesses and radio Delmarva *Note added by consultants The bullets in the table (previous page) were noted in reflection of these three questions. How is DMI currently supporting the above strategy, and it s various components? Successes/shortcomings of supporting the strategy? Considering each component of the above strategy: keep as is, support more, or remove? This page has been revised as a result of the June 7 Strategic Planning Session proposed Market-based Strategies: if relevant, can they be supporting elements of the above (current) MBS? \ Engage more youth ENGAGE ALL AGES AND ETHNICITIES, A COMPONENT OF THE OVERALL REVISED VISION AND MARKET-BASED STRATEGY More family-based weekend events; tot lot in playground or in the park; picnic benches along river walk (no grilling); consider similarities to Milton park and Milton Summer concert series GENERALLY INCORPORATE FAMILY ACTIVITIES, AMONG OTHERS, AS A COMPONENT OF ENGAGING ALL AGES/ETHNICITIES Increased recruitment of business owners who also seek to own downtown real estate INCORPORATE IN THE BUSINESS MIX COMPONENT OF REVISED MARKET STRATEGY Downtown events that support/bring focus to /Commercial Commercial Commercial 11 P a g e

12 downtown businesses INCORPORATE IN THE BUSINESS MIX COMPONENT OF REVISED MARKET STRATEGY Expand cultural activities in all seasons; more "strolls" NOT STROLLS, SPECIFICALLY, AS A MARKET- BASED STRATEGY, BUT RATHER, A COMPONENT OF THE OVERALL REVISED VISION Diversity engaging a more diverse audience (this did not come up in the survey, but it has been a desire of DMI) Cultural ENGAGE ALL AGES AND ETHNICITIES, A COMPONENT OF THE OVERALL REVISED VISION Cultural//Commercial Summary of Next Steps: Formal adoption of vision, mission and market-based strategies your next board meeting More committee volunteers! Immediately and on-going Workplan development (board/committees) July/Aug/Sept Projects People Timeframe Costs Workplan review and comment (board) Oct Workplan revisions (committees) Oct. Final workplan review & adoption (board) Nov 12 P a g e

13 Implementation (board and committees) Jan Sample Documents continue: COMMITTEE WORKPLANS The workplanning process can be tedious, so in reviewing each committee s workplan, the facilitators have made several recommendations in order to bring the most important aspects of the workplanning process to the forefront. While changes have not been made to the workplans, consider these three recommendations: 1. Reflect Market-Based Strategies Activities of the committee should reflect and support the market-based strategies selected by DMI: Be realistic, given limited time, volunteer and budgetary resources! Realistic workplans that define a reasonable commitment of time and resources are preferable over overly enthusiastic workplans with projects that fall by the wayside and can only be partially addressed. Prioritize activities, given reasonable time and resources. Each committee is asked to prioritize the 3 most important activities/projects on the workplan, as well as the 3 LEAST important activities/projects. 3. Use the workplan as a tool to enhance productivity and reduce duplication! All activities must have a volunteer point of contact as person responsible for the activity/project. Main Street is volunteer-driven, with coordination by a paid staff person. Therefore a volunteer name must be attributed to each project; this name may accompany Committee and Staff. A deliverable is the product/event developed. An outcome is the measureable result of the success of implementing the deliverable. 13 P a g e

14 What is the process for this committee to recruit additional volunteers to the committee? Deliberately develop ways of cross-committee communication. Use the workplan as a basic agenda for each meeting to define status of projects. EVENT CHECKLIST (To be used as a checklist with EACH proposed event.) PROPOSED EVENT: DATE: Is this a new event or one previously held? If this is previously held event, what were the outcomes/benefits of the event? Who is the VPOC (volunteer point of contact) for this proposed event? (Not DMI staff) What is the linkage to other Committee Workplans? PURPOSE What is the purpose of this event? Build downtown/community image Build retail sales Directly (as a retail sales event) Fundraiser (For what?) Signature event Who is the target audience? What is the retail tie-in how will this event benefit retailers? PROMOTION: How will the event be promoted? How will the DMI be promoted through this event? How will the final story the successful event - be promoted and by whom? MEASURING OUTCOMES What does a successful event look like? 14 P a g e

15 How will you track and measure the success of the event? Post-event evaluations to business owners (on line, face to face, paper survey) Survey customers (face to face, through businesses, etc.) Post-event evaluation by committee within 2 weeks of event. (Use this form as a guide.) Who will track and measure the outcomes of the event? Post-event Evaluation (Main Street Program) Holiday Promotions (Date) In (date), the (Main Street Program) initiated several holiday promotions. The (program) is asking that you take just 2 minutes to let us know how your business fared during recent holiday promotions. Feel free to add comments at the end of this survey. Type of business (check to the left of the category): Antiques, Art, Collectibles & Framing Books, Magazines, Tickets & Music Cycling Electronics & Camera Graphics & Copies Home & Garden Personal Services Professional Services Restaurant Bakery, Coffeehouse & Light Fare Clothing, Jewelry, Gifts & Specialty Drugs, Personal Care & Health Care Financial Services Grocery & Specialty Food Other Professional Office Repair Services The Arts For each event, please consider foot traffic and sales: Date Event Foot Traffic (Compared to previous Wednesdays in December) Sales Repeat this event next year? % Increase % Decrease % Higher % Lower Same Yes No 1 Women s Shopping 3 Winterfest 8 Men s Shopping 15 Kid s Shopping 22 Candlelight Shopping 15 P a g e

16 Date: Name of business: (optional) Comments: (Please list comments on back.) 16 P a g e

Social Sector Solutions. Final Presentation May 6, :00 PM 4:00 PM City Hall, Vallejo

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