Strategy Description:

The villages and commercial centers in the region face increasing competition from "big box stores" and mass merchandisers that enjoy significant competitive advantages over small stores and service providers, particularly when they locate at convenient Interstate interchanges. The region could provide program assistance to make traditional commercial locations more competitive and enhance their economic viability.

Key Components:

The Main Street-type program typically offers technical assistance to enhance the appearance and economic function of the commercial areas and make them attractive population centers and tourism destinations. It may be necessary to prioritize the villages that have the greatest chance of success and give them the highest level of attention, so that the program enjoys success and avoids a dilution of its impact

• Create an awareness at the village level of the program and types of assistance that might be available. Foster support of "village associations" or similar groups that might lead and support the local effort. Special workshops might be the first step.

• Establish a process to identify communities that wish to participate.

• Act as a clearinghouse to provide information regarding revitalization programs, and direct communities to statewide resources such as the National Trust for Historic Preservation’s Main Street Center, PA Downtown Center, or to the local facilitator and service provider.

• Determine the appropriate implementation vehicle to facilitate this program; serve as the clearinghouse and provide needed services. Services that might be included are:

• Facilitation of visioning groups to define the mission and goals for the downtown area.

• Preparation of economic analysis that identifies the best retail and service businesses that represent opportunities for small area development, and the best locations for those businesses. The analysis should address competitive and complementary location issues.

• Identification of historic properties and districts on the National Register of Historic Places. This is important from an economic perspective; because if so designated, investments in these buildings will qualify the investor for federal tax credits. In many cases, the availability of tax credits makes the project financially feasible.

• Development of architectural design guidelines for improvements to historic buildings. The guidelines should provide direction to property owners and contractors on the proper rehabilitation techniques. This is particularly important if the property owner is seeking tax credits. These guidelines should be initially implemented on a voluntary basis.

• Development of public improvement plans for each village to enhance the village concept, ambiance, and livability of these communities. Pedestrian facilities, lighting, landscaping, parking, open spaces, performance areas, etc. should be planned in a coordinated fashion (see Strategy 27: Land Development Audit, and Strategy 28: Sustainable Design Toolkit).

• Development and coordination of a program to improve the staffing and interpretation of local museums and cultural facilities. This program might include development of a corps of properly trained volunteers to act as docents, museum staff, guides, etc. In addition, new events and interpretive programs could be developed in a coordinated fashion and marketed in a comprehensive manner. (see Strategy 22: Tourism Promotion)

• Development of small-store retail and offices in selected sites. Bellefonte, Boalsburg, Lemont, and Centre Hall seem particularly well suited for the limited development of specialty retail and mixed-use development because of their proximity to major attractions. (see Strategy 20: Entrepreneurial Development)

• Development of marketing materials for each village or borough that describes their history, interesting sites, merchants in the area and other factors of interest to tourists and residents. (see Strategy 22: Tourism Promotion)

The program is applicable across the region. Some jurisdictions will have greater interest than others, but most residents should be able to see potential benefits. This strategy links closely with the Tourism, Marketing, and Entrepreneurial strategies.

Implementation:

There are four organizational models that can be considered for this program:

• Develop a regional nonprofit organization to manage the process with local advisory committees for each village or borough.

• Affiliate with an existing nonprofit organization, such as the chambers of commerce, and become a priority program of that organization. There will be a need to also develop local advisory committees for each main street area.

• Establish the program under the County Planning Office, with staff support, and establish local citizen advisory committees. This option might create a county-wide program with a circuit rider to provide assistance.

• Develop a partnership with the Penn State’s Hamer Center for Community Design Assistance to operate the program.

Indicators:

• Increases in sales and property values in designated areas
• Number of new/expanded businesses and net new jobs in appropriate retail and service sectors
• Increases in sales tax revenues
• Impact of Main Street Program on tourism activity

Funds could be raised through local match, the county, the Commonwealth, or other sources.