PowerPoint presentation given to downtown stakeholders at the first Downtown Nanticoke Alliance community forum. Outlines the DNA Main Street economic development program initiative for downtown Nanticoke, PA. Location: The Samantha Mill House, Nanticoke, PA. Presented by: Frank L. Knorek Jr. Date: 09/09/2010

1. Downtown Nanticoke Revitalization Initiative
Exploratory Committee Meeting
September 9, 2010
7 PM

2. Agenda
• Introduction and Background:
• Presentation:
• Roundtable Discussion:
• Moving Forward:
• Adjournment:

3. Background Information
• Long-term comprehensive downtown revitalization requires organization,
planning, and cooperation
• All revitalization activities are market-based
• A gap exists in the 2005-2006 comprehensive plan in relation to the
functional economy of Downtown Nanticoke
• Is there a need for non-profit organization that is solely responsible for the
revitalization of Downtown Nanticoke, and provides for a cooperation among
stakeholders
• Personal interviews: Skepticism, and negative perception of the downtown
business climate among residents and business owners

4. 2005-2006 SVP Strategic Plan Findings
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Economic leakage to Wilkes-Barre/Scranton
Physical, infrastructure and streetscape improvements
SVP should work with city in creating a BID
Conduct regular property inspections and enforcement of ordinances
Affordable housing
Increased recreational opportunities that ties Patriot Park to Main &
Market Streets
Lack of downtown parking
Creation of a downtown economic development strategy with Wilkes
SBDC
SVP should apply for the PA Main Street Program
Faculty and student resources at LCCC are underutilized
Conduct a regional community forum to seek input from residents
businesses, LCCC, non-profits, and other civic organizations to gain
consensus and seek volunteers and staff that will focus on specific
objectives.

5. Operational Definitions
• The “Four Point” or “Main Street” Approach offers a comprehensive,
conceptual framework for downtown revitalization that has been successful in
more than 1,700 towns and cities throughout the country. The four points
described are: Design, Promotion, Organization, Economic Restructuring
• The Commonwealth’s Main Street Program is a funding mechanism to
assist communities who have chosen to utilize the Main Street Approach
in preparing their own communities effort.
• A Business Improvement District (BID) is a legal mechanism that allows
property owners and businesses to pool resources to effectively address
common concerns within a specific service area.
• Economic Development: Influencing growth and restructuring of an
economy (exchange of goods and services, recreation, job creation, education) to
enhance the economic well-being of a community within a specific geographic
region.

6. Main Street Guiding Principles to Revitalization
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Comprehensive
Incremental
Self-Help
Partnerships That Focus on Teamwork
Identifying and Capitalizing on Existing Assets
Must Be Market Driven and Utilize Data-Driven Decisions
Must Consider Cost/Benefit
Customer Satisfaction and Convenience
Quality
Change
Implementation
Continuous Improvement

7. The Main Street approach may not be for your community if…
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You seek a quick fix for a problem;
A single individual is driving the process;
A single organization is driving the process;
A single issue is driving the process;
Downtown stakeholders are not willing to commit time, talent and
money to the process;
Everyone is sure they know what the problem is and no one is open to
new ideas or action;
There is no support from the municipality for downtown revitalization;
The plan was never supported by the people. It was a top-down plan
pulled together by a few technical staff or a consultant and a few
community leaders, but never really garnered the support of the
downtown business district stakeholders;
The plan is not considered adequate in the eyes of a significant number
of stakeholders, your partners or your funding sources.

8. Downtown Progress 2005 to Present
• $30 Million in Investments in the South Valley Region
via the SVP Comprehensive Plan
• LCCC-City Partnership Projects
• Main Street Façade and Streetscape Improvement Grant

9. Downtown Nanticoke Stakeholders
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Residents
Students
Property and Business Owners
Luzerne County Community College
Local, County, State and Federal Government
Officials
• Chamber of Commerce

10. Gap in the Comprehensive Plan
Physical Revitalization vs. Functional Revitalization
Short-Term vs. Long-Term
Project-Based vs. Program-Based
Top-Down vs. Bottom Up

11. The Main Street Four Point Approach: Action Planning Matrix
Design
Promotion
Organization
Economic Restructuring
Enhancing the Physical appearance of the
business district.
Marketing the unique characteristics to
shoppers, investors, new businesses,
tourists and other stakeholders.
Building consensus and cooperation among the
groups that play roles in the downtown.
Strengthening the existing economic climate, and finding new or better
purposes for Main Street enterprises by diversifying the mix. Helping
existing downtown businesses expand and recruiting new ones to fill
market-based needs.
Building
Retail Sales
Partnerships Among
Existing Business Retention
. Cooperative
Stakeholders
Physical Improvements
. Cross-retail
New Business Recruitment
. Streetscape and Façade
. Niche
. Banners
. Coordinated Hours
.Trash Cans
. Sidewalk Sales
Communications
Special Events
Funding
Volunteer Development
New Economic Uses & Diversification
. Ornamental Sculpture
. Lighting
Financial Incentives
. Community Heritage
Planning and Zoning
. Special holidays
Market Information
Membership Development
. Social Events
Parking & Transportation
. Arts & Parades
Visual Merchandising
Image Building
. Media Relations
Graphics and Murals
. Image Advertising
. Image Building Events
Greenway & Parks
. Interactive Maps
. E-Newsletter
. Social Media + Web
. Public Relations
. Resident Visioning Sessions
. Customer and Business Surveys
Organizational Development
. Progress Studies

12. Creating A New Organization
• Establish a clear focus unhindered by past
activities and history
• Develop a consistent program, unhampered by
the constraints of local politics
• Serve as a visible symbol of renewal, new activity
and a new future for downtown

13. Organizational Alternatives: Selecting An Organization To House The Main Street Program
City Government
Chamber of
Commerce
An Existing
Organization
Pros: Can provide
greatest level of initial
security.
Pros: Usually an
immediate convenient
option.
Sharing of office space
and administrative staff.
Pros: Dependent upon
the track record of the
organizations
effectiveness.
Cons:
Cons:
Cons:
Inhibit the development of Regional focus can
private sector advocacy
hamper operations of a
and participation
program solely dedicated
to the downtown service
Perceived as proarea
government and not probusiness
Conflict and confusion
among roles of each
Political alignment
organization by
constituents
Elections and continual
change in leadership
Community perception
that organization is
ineffective
Inability to perform
certain functions , due to
legal authority, outlined in
the Main Street program

14. Standing Exploratory Committees
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Design Committee
Promotion Committee
Economic Restructuring Committee
Organization, Membership and Development
Committee

15. Potential Committee Members
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Business Owners
Civic and Community Groups
Local, County, State and Federal Government Officials
Financial Institutions
Students
Educational Institutions
Consumers and Residents
Chamber of Commerce
Downtown Property Owners
Recognized Community Leaders
School Board
Library Staff
Architects
Landscapers
Economic Development Professionals
Interior Designers
Graphic Artists
Contractors
Historical Society
City Council Members
Officers of Financial Institutions
Realtors
Attorney
Business, Marketing and Economics Teachers/Professors
Non-profit Professionals

16. Objectives and Responsibilities:
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Analyzing Parking and Transportation Planning Activities
Develop a Logo and Associated Graphics
Coordinating Window and Visual Merchandizing
Displays
Act as a Design Resource for Property Owners
Develop Loan Pool or Financial Incentives
Administer the Design and Approval Process
Coordinate Planning and Zoning Activities
Building Development
Coordinate Physical Improvements
- Streetscape and Facade Improvement
- Banners, Signs, Trash Receptacles, and
Ornamental Decorations
Potential Members:
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Architects
Landscapers
Interior Designers
Graphic Artists
Contractors
Historical Society Representatives
Downtown Property/Business Owner
City Zoning/Building / Code Inspector
City Administrator / Municipal Authority
Design Committee
Purpose:
The design committee's purpose is to
create and attractive, coordinated and
quality image of the downtown by
enhancing the physical appearance of
the downtown by capitalizing on its
unique assets and heritage.

17. Objectives and Responsibilities:
• Create and Administer a Downtown Marketing Plan
• Inventory All Current Community and Promotional
Activates and Coordinate Advertising Plan
• Reversing the Negative Image of the Downtown and
Community
• Implementing Year-Round Special Event Programs
• Establish Good Media and Public Relations
Potential Members:
• Chamber of Commerce Representatives
• Local Arts Association
• School Board Members
• Library Representatives
• Civic Associations
• Bank Marketing Department
• College Business and Marketing
Students/Professors
Promotion Committee
Purpose:
The promotion committee's primary
responsibility is to market a unified,
quality image of the business district as
the center of activities, goods and
services to retailers, new businesses,
shoppers, investors, students, residents,
and tourists.

18. Objectives and Responsibilities:
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Coordinate, Create and Administer a Market
Development Plan
- Inventory and Analyze Economic Data on
Downtown Buildings and Businesses
- Create and Distribute Survey Instruments to
Measure Market Information
Conduct Business Recruitment and Retention Activities
Develop Financial Incentive Programs Business and
Property Owners
Foster New Economic Uses or Downtown Assets via a
community-institutional Partnership
Potential Members:
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City Council Members
City Administrator
Officers of Financial and Educational Institutions
Realtors
Chamber of Commerce Board Members
Downtown Business and Property Owners
State and Federal Elected Official Staff Members
Attorney
Business, Marketing and Economics Professors
Economic
Restructuring
Committee
Purpose:
The economic restructuring committee
works to develop a market strategy that
will result in an improved retail mix, a
stronger tax base, increased investor
confidence and a stable role for
downtown as a major component of the
city's economy. These activities will
serve to strengthen the existing
economy of the business district while
diversifying new market opportunities.

19. Objectives and Responsibilities:
• Create a Volunteer Recruitment Plan, and Conduct
Volunteer Development Activities
- Develop a "wanted member" profile
- Establish goals for the number of new
members to be recruited each year
• Develop and Administer a Fundraising
Development Plan
• Create and Monitor an Organizational Operations
Plan
Potential Members:
• Non-profit and Fundraising Professionals
• Grant Writer
• Officers of Financial and Educational Institutions
• City Council Members
• Students
• Business Professionals
• Chamber of Commerce Board Members
• Civic and Community Group Members
Organization, Membership
and Development Committee
Purpose:
The organization, membership and
development committee works to build
a consensus and cooperation among the
groups and stakeholders that play roles
in the downtown's revitalization
activities. Furthermore, the
organization, membership and
development committee is established
to recruit new members to serve on
boards and committees; to recruit new
volunteers and help them find
assignments they will enjoy; and to raise
funding for the program's ongoing
operation. This committee will also
ensure that nominations are handled in
a responsible and democratic way, and
will orientate new board members.

20. Organizational Purpose and Objectives
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Fostering community and civic engagement through (1) education about, and assistance in,
neighborhood community organizing, (2) facilitation of community problem solving and (3)
encouragement of informed input on issues affecting the day-to-day functionality of the
downtown and neighborhood community and long-term neighborhood community vitality;
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Fostering community improvement through comprehensive planning and a comprehensive
process of revitalization that seeks to protect, enhance and promote urban living, and the
community's cultural and architectural heritage;
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Educating residents, elected officials, stakeholders, businesses and Corporations within the
Alliance's boundaries in matters of public finance, planning, zoning, infrastructure, code
enforcement, and community and economic development;
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Educating the residents about the history of their community and the significance of its culture
and architecture;
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Assisting in the location and designation of buildings, sites, districts, objects and structures
within the community which are of historic or architectural value, and encouraging and
implementing the preservation and rehabilitation of such properties through research,
procurement, purchase, rehabilitation, resale, release, or other means of disposition;

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Promoting, encouraging, developing and expanding residential and commercial activities in the
community, engaging in the rehabilitation, restoration and construction of buildings and structures, and
engaging in any other development activities that may otherwise be required to enhance and encourage
economic vitality;
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Assisting in the development of of projects, undertakings, studies, events and other activities in
cooperation and coordination with individuals, neighborhood Corporations, community groups, and
governmental entities, and with other historical, educational, cultural, civic and philanthropic
Corporations to carry out the purposes of the Alliance;
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Soliciting and accepting endowments, grants, contributions, and donations of money, real property or
other property or assets for the above purposes;
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Holding meetings and other activities for the instruction, education and the provision of information to
the public;
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Working with communities to educate their public officials about the challenges and goals of their
community;
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Using, investing, selling and distributing, through grants or other approved methods, any and all
revenue and assets obtained for the purpose of the Alliance; and
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Initiating any and all lawful activities which may be necessary, useful, or desirable for the furtherance,
accomplishment or attainment of the purposes of the Alliance, either directly or indirectly, and either
alone or in cooperation with others.

22. Benefits To Stakeholders
City Government
LCCC
Residents and
Students
Business and
Property Owners
-Strengthen local tax base -Strengthen partnerships -Improved quality -Issue advocacy
-Promote civic pride
-Spur business and
economic development
-Improve community
brand and public
relations
-Stabilize property values
-Increase occupancy rates
-Reaffirm commitment
and inspire involvement
from local leaders
-Economic impact
-Draw investors
-Increase community
involvement and
relations
-Rehabilitate blight and
fight sprawl
-Utilize technical ability
-Stimulate housing
market
-Student recruitment
of life
-More retail,
cultural, and
recreational
opportunities
-Restore a sense
of community
-Improved business
environment
-Increase sales
-Discovery of new
markets and
entrepreneurial
opportunity

23. Goals of the Exploratory Committee
• Review and complete the PA DCED Getting Ready for Downtown
Revitalization Guidelines
• Complete DCED / PDC Downtown Community Profile
• Determine final need for an downtown non-profit organization or BID
• Establish an organizational chart of potential member stakeholders
• Define the downtown service area
• Review impediments to success & options for overcoming such issues
• Define the purpose; specific goals & objectives; and limitations of the
organization
• Create an operations and marketing plan
• Apply for 501(c)(3) status
• Apply for PA DCDED Main Street Program Grant (long-term)

24. Where do we go from here?