THE MAIN STREET PROGRAM AND ITS IMPLEMENTATION IN OCALA, FLORIDA
Sharon Behan Breitinger
Regional History-Prof. Blair Reeves, PAIA
December, 1986

THE MAIN STREET PROGRAM AND ITS IMPLEMENTATION IN 00ALA, FLORIDA
Sharon Behan Breitinger
Regional History Prof. Blair Reeves, FAIA
December, 1986

XT"
"MainStreet is a place in people's minds as well as a physical entity. For decades it was the town's central place in cities and towns across the country, the place where most of the goods and services people needed could he found. Mien someone said that they were going into town or going downtown, everyone knew where they were headed:rMain Street, Today Main Street is part of a memory, and often only one of an increasing number of alternatives for local shopping, business location and social interchange."
- National Main Street Center, Traing Frogram

CONTENTS
INTRODUCTION
Ii
THE MAIN STREET PROGRAM
1
What is Main Street?
The history of the Main Street program
Why has the traditional Main Street changed?
Ocala and it's history
The Main Street selection process
The Main Street project manager
The four point approach
Ccala's successes
Difficulties and failures in Ocala Ccala's Main Street goals Ocala's future in Main Street
A PICTORIAL LOOK AT OCALA ............................. 18
CONCLUSION............................................. 27
FOOTNOTES.............................................. 28
BIBLIOGRAPHY........................................... 29
APPENDIX A............................................. 30
General
APPENDIX B
36
Ocala Downtown developement and the Low Interest Loan Pool
APPENDIX C
44
Suggested reading list and Where to go for help

INTRODUCTION
In the mid 1970's, the National Trust for Historic Preservation began to speculate the role of preservation as a tool for small city economic revitalization. Through it's extensive studies and observations of it's pilot towns, the Trust has produced quite a remarkable program, Main Street.
Today, under the wing of the Trust, the number of Kain Street cities are growing every year. It is the intent of this paper to present a look at the Main Street program, it's history, content, and goals, and to observe its implementation in one of the first five Main Street cities in Florida, Ocala.
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THE MAIN STREET PROGRAM

WHAT IS MAIN STREET ?
* i'
Main Street is a program
of the National Trust for Historic Preservation. Its goal is to encourage economic developement of the downtown area in small cities using historic preservation as a vehicle. The Trust recognizes the fact that the once common downtown building is now -endangered. They are pieces of local history and are irreplaceable. Ey conservation of the historical significance and value of these buildings, the Trust's ambition is to preserve the downtown area for the future, as well as for today.
design, marketing, economics, merchandising, landscape architecture and design.
The Real Estate and economic firm of Shlaes and Company of Chicago was hired by the Trust to conduct an extensive ten month investigation of the models and to provide a framework for the future Main Street revitaliz-ation program. By means of interviews, surveys, and research, the firm studied many factors including legal and institutional frameworks, the role of the local government, financial factors, trade conditions, etc..
THE HISTORY OP THE MAIN STREET PROGRAM
Main Street was initiated in 1976 by the Midwest office of the National Trust for Historic Preservation as a concept of a comprehensive approach to downtown revital-ization. In 1977, the downtown area of three small cities were chosen as models to be studied over a three year period. The towns chosen were Madison, Indiana, Galesburg, Illinois
f and Hot Springs, South Dakota.
, Members of the Trust were ^ selected to serve as the project managers for each of the towns. The same three managers now serve as staff members of the Trust's National Main Street Center.
Over the three year observation period, many consultants studied each of the towns and made suggestions and recommendations. The consultants hired were in the following areas; real estate, graphic
In 1978, Michael Nichols of the Shlaes Company wrote and presented the findings as edited by Mary C. Means. The Trust now uses this information as part of their Main Street Project Manual.
Because of the success of the three model cities, the interest that arose, and the dverwhielmming 'need in other small cities, the Main Street revitalization program became a permanent program of the National Trust. By 1980, 30 new cities were initiated and and the number increases every year.
WHY HAS THE TRADITIONAL MAIN STREET CHANGED ?
There are many reasons for a town's centralized core to shift to the sprawling communities they are today. At one time, the downtown area, was the financial, governmental, retail, and entertainment center of town. It was also a

source of news and communication .
The Trust claims that "suburbanization has exploded the city".(l) Growth, progress, and prosperity has caused the past, exclusive focus on the downtown to shift to the many new contemporary focuses such as the shopping mall and centers.
Economic and marketing studies have shown that the downtown area will never be able to regain its strength as the primary retail and business district of the small city, although many of the downtowns do remain the center of governmental and financial institutions. Today's downtowns can maintain their strength as non-retail districts such as office, residential, and recreational.
There have been successful mixes of retail and non-retail functions in revitalized areas, as examples, Boston's Quincy Market and San Francisco's
Ghirardelli Square. This is the focus of the Main Street revitalization program. Unlike Boston and San Francisco, Main Street is geared to small city situations and resources.
The Trust has proven that by using the surviving elements as given assets, a neglected downtown area can again be made into a pos$itive identity. A town's downtown does have an advantage over its contemporary counterparts. The downtown is more than a physical place, it is a place in people's minds. This is the strength behind the Main Street program.
OCALA AND IT'S HISTORY
The Ocala area was occupied by the Ocali indians from at least the 16th Century. The land was aquired as a territory in 1819, while the battles with the indians persisted until 184C. Fort King was built for protection and defense purposes. After the boundries were set

Before the construction of the Marion Hotel
and Marion County was established the Fort became the ''temporary" county seat around' 1846. During one.of the first county meetings, the small group of structures were renamed Ocala.
The town grew slowly until phosphate was discovered west of town near today's Dunnellon in 1889. The phosphate rush, a small version similar to the Western Gold Rush, brought prosperity to the area leading to the rapid growth of the town. Other industries established themselves in the area such as founderies and machine shops to support the phosphate mining and citrus; oranges, grapefruit and lemons.
In 1894, a great freeze destroyed the citrus industry. In combination of the economic isolation of the town, Ocala was faced with a depression a year later.
Eventually other industries moved to the area including
timber, turpentine, and naval stores. The early 1900's brought the auto age and Ocala again began to grow. New commercial buildings soon sprung up, along with a great number of financial institutions.
Today Ocala is experiencing a great serge of growth. The low pay scale has brought a number of large businesses to the area with thousands of new families. Ocala is also very well known for its many horse farms.
THE MAIN PROCESS
STREET CITY SELECTION
Although.Main Street is a national program, all training, guidance, and funding is from the state level. Main Street in Florida is primarily a technical assistantship from the State Historic Trust., Five cities are chosen to participate in the program every year. Selection is by submitted applications.
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There are three require- '" -merits for eligiblity in the Main Street program: .
1. The city must have a population between 5,000 and 50,000.
2. The ability to hire a full-time Main Street -manager for at least one full year.
3. Strong community support.
Other criteria is also considered: is the city ready for the program, the historic value of the downtown area, the potential for a successful program, etc..
Once a town is selected, a resource team is sent to evaluate the. downtown area and to prescribe(its needs and concerns. A three day training program is held for the newly appointed Main Street managers by the Bureau for Historic Preservation. The managers continue to meet every two months with all other managers in the state. The meetings last one or two days and are held in a different Main Street town every time. The goal behind these short seminars is to help the managers keep current on new resources, information, programs, and ideas.
An initial $10,000 grant is the only funding a Main Street town will recieve, but it is provided with all the training and guidance that it may need.
grant, letters of support from local attorneies, downtown businesses, banks, a radio station, Mayor Wayne Rubinas, the Chamber of Commerce, U.S. Representative Buddy MacKay, and many others, along with 25 slide of the downtown area.
The primary reasons Ocala was selected was that the proposed project manager, Gail Collins, who submitted the application',was already being paid by the city to do similar work and the fact that she proposed an excellent grant.
Ocala had been trying to save the downtown area since 1965 with the creation of the Downtown Developement Commission (DDC),;with only little success. At the time of the Main Street application, the vacancy rate of the downtown area was over thirty percent.
Ocala was named to' the Main Street project in the early part of 1985. Its major thrust has been in the buildings still existing around the square and the square itself. (See diagram and'photograph on the next two pages).
The funding Ocala recieved, the initial % 10,000 grant, is being used for facade grants and cosmetic work. Two recipients of part of this grant is Hill's Men's Shop and the Humane Society
Ocala placed fourth of 21 applications in 1984, making it one of the first five Florida Main Street cities. The Ocala application included a proposed
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OCALA MAIN STREET PROGRAM AREA
i
SCALE !* 100'
Prepared by City of Ocala Planning Department January. 1985
CITY OF OCALA DOWNTOWN AREA
65

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Hill's Men's Shop (recipient of an Ocala Facade grant)
THE MAIN STREET PROJECT MANAGER
Gail Collins is the Main Street manager in Ocala. She was hired by the city in August of 1984, and went right to work applying for the Main Street program in September. She has a background in public administration, planning, marketing, political sciences, budget, finance, and accounting, all of which are vitally important to the job description.
The Main Street manager has many roles and concerns; as a watchperson, an ombudsman, with increasing sales, street maintenance, preservation, parking resolutions, economics, media and promotion, zoning, financial matters, and simply how to get things done.
One of the manager's prime roles is that of introduction; introducing members of the community to their own downtown enviroment, demonstrating and explaining methods of rehab-
ilitation, sparking imaginations and excitement, and getting the community involved. Other areas of concern and priority are: (2)
* Building design, signs, and maintenance
* Housing conversion, neighborhood revitalization
* Office conversion, office relocation
* Business loan packages
* Industry, new business, tourism, and store mix
* Sales inventory expansion, sales promotion
* Media, public relations
* Public improvements, zoning
* Governmental decisions, state funds, grants
* Levelopement projects
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THE FCUR POINT APPROACH
The Main Street program offers a four point approach to successful revitalization:
1. Organization
2. Design
3. Promotion
4. Economic Restructuring
ORGANIZATION
Organization is the most tool for the successful revitalization of the downtown area. It is the Main Street ; manager's job to promote and encourage organization within the community, the downtown area, and the downtown businesses.
Committees can be formed in all areas of the community. Community support is vitally important to a successful revitalization. Ocala's Downtown Developement Commission was an excellent start. The Ocala committee recruits people of influence as advisors and to join as a member. In this respect, the group has a support network already laid out, making it easier for the committee to promote interest in the downtown area through service, governmental decisions, community activities, and awareness. This type of committee can also aid to find, recruit, and place desirable, new, occupants for the downtown area.
Another important organization can be formed by the downtown owners and merchants. It is this committee that can
promote a united image of the downtown area to the community. The businesses can learn from each other's successes and failures. They can stir excitement amongjthemselves which is reflected back to the community. Through this group, the Main Street manager can help the businesses with his/her experience with the programs seminars.
Organization means management of the downtown area and getting things done. Standards can be set, such as common bus iness operation hours, building maintenance, and signage regulation.
The image of the downtown is very important. The perception of the area as a single unit can help promote interest and awareness. Unity can be suggested through joint advertising, joint promotional activities and events, even a special Main Street shopping bag.
The Main Street image can be built up in other ways. First impressions are very important. The outward appearance of the buildings is a significant contact between the merchants and potential customers. Street activity such as pushcarts, street vendors, and performers can give an impression of vitality, Adequate"food services also bring people downtown.
Design competitions for facades or other elements, such as Ocala's Clock Tower Design competition, or weekly publication of old downtown photographs, perhaps a contest to identify downtown details and elements, any of these can help spark intial awareness. Anything that promotes an active and successful
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perception of the downtown helps to improve the downtown image.
The revitalized downtown is a. natural setting for unique and high quality bus inesses and merchandise. The Main Street manager can help older businesses "catch-up" with modern marketing and display techniques, as Gail Collins does in Ocala. This step will also help the area to become active. The best resource of attracting and organizing new businesses to the area is the example and success of others.
Another form of organization is creating a clear and identifiable district. There are many ways this can be accomplished; by clearly marking all entrances into the area, repeating common elements such as outdoor furniture, lamp posts, paving, etc., and taking advantage of the downtown context with landscaping, unique ground textures, etc.. V/ith this in mind, Ocala has installed brick pavers at the intersections
around the square, unified grilles and ironwork, and has replaced the typical street lights v/ith theme lighting.
The goal of the Main Street program is not to create a downtown shopping mall, but the National Trust has learned alot from studying this modern downtown deterrent.
Today's malls are owned operated by a singlE corporate entity for the sole purpose of profit. Compared to this, most downtown districts are unorganized and undermanaged. Through the Main Street manager the Trust can hope to accomplish the same organization. The manager can assure a sense of uniformity, common operating hours, adequate security, building maintenance, trash removal, and landscaping, as for some examples. All of the above are characteristics that are found in the malls.
The maior goal of the mall management is that of recruit-
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Ccala's brick pavers

merit and leasing. The corporation profits by recieving a percentage of the leases and of each af the tenants profits. The Main Street program is at an advantage. The profits go directly hack into the businesses themselves since there isn't a corporation. This in itself is an insentive to prospective downtown businesses.
A tool used in the shopping mall is that of Anchor stores. Common anchors, such as large chain department stores, draw business to. the mall. Main Street anchors do not necessarily have to be retail stores. The anchor in Ocala is O'Neal Bros, restaurant and bar. It is a popular meeting place. When the community is drawn to the anchor, or any other single business, they become aware of its neighboring businesses and may become future patrons.
Another technique of the mall is to recruit local, already established, businesses to move or to open a branch within the new complex. This initiates a community acceptance of the newly built inpos-ition. Main Street already has these local businesses. In Ocala,-businesses such as Alderman's Pharmacy, the Hugli family's Ocala Jewelers, and Whaley's Office Supply have been in business for years. This is another advantage of the Main Street program.
A technique that the-program can benefit from is that of encouraging major businesses to relocate within the shopping mall. Once they get one, others will quickly follow.
Malls also have strict
store design and facade regulations. This helps maintain unity which is desirable for a successful Main Street.
A final lesson is that of promotion. Malls often promote entertainment, demonstrations, exhibits, and theme days to encourage patrons and high levels of activity. These promotions bring people to the mall in large numbers. As already noted, such events and activities help bring about a positive image and a sense of unity to the downtown area. Downtown Ocala hosts annual events such as "Light Up Ocala" and "Ocalifest". Other activities have been sidewalk sales and "Brick City Festival".
A final factor of organization is the major concern of parking. Many downtown merchants complain that the reason people have stopped shopping in the area is because of parking proplems. It is believed that the proplem lies with the meters and lack of sufficient spaces.
Parking meters are actually an asset. They help the businesses by providing a "turn-over" in each space. Most downtown trips last less than two hours, with quick trips lasting only five to ten minutes. If parking fines are enforced, it would discourage the use of the downtown parking for daylong stays. The shopping industry has valued each available space to produce $150 to S300 per day in sales. It is in the best interest of the entire downtown area to make these spaces "turn-over" as often as possible and meters do help accomplish this.
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In it's original state
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The lack of sufficient-' spaces is also a problem. Downtowns have less parking spaces than do their contemporary counterparts. It is important to make as many spaces as possible available to potential customers. One way to accomplish this is to require the owners and employees of the. downtown businesses to park in less desirable parking locations such as behind the buildings or a block or two away. This : action would leave the most valuable spaces for the customers. Another suggestion is for the owners and employees to park in a nearby church parking lot in exchange for paying the maintenance costs of the lot for the church. Both the church and the Main Street program would benefit.
Another way to improve the lack of parking is to take the best advantage of what is available. Good directional signs can show the way to additional, lesser known spaces. Limiting commercial and highway signs would make the directional signs more obvious. All available parking locations can be advertised along with the joint bus^iness advertisements so that customers will know where to go before they even arrive downtown.
There are so many aspects of Kain Street organization. It is perhaps the most crucial point of the Pour point approach to successful revitalization. The next three points follow.
DESIGN
The Main Street program advocates revitalization through
historic preservation. It encourages small cities to take advantage of it's historical assets that are found in the downtown area. It does not call for all buildings to conform to the same era or style, rather, it acknowledges change and growth by encouraging owners to restore their buildings to their original appearance and/or character.
When studying the three pilot towns, the Trust found that the removal of altered and applied facades and facade improvements were the first step that made the communities aware of, and take interest in, their downtown revitalization. As noted, initial"awareness sparks interest, involvement, and excitement within the community.
Main Street is primarily concerned with appearances. It is the exterior of a building and it's physical context that is first perceived. The interior can be as contemporary or traditional as the owner wishes for his purposes.
The Main Street program suggests three types of treatment for facade improvements:
RESTORATION Completely restoring a building's facade to it's originally constructed facade.
MAJOR REHABILITATION Removal of any secondary facade, reconstructing missing elements, and rehabilitating the facade to an appearance that is compatible to the original.
CONSERVATIVE REHABILITATION Minimal construction, new
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paint, awnings, and/or ... - new signage.
Main' Street encourages upper-story facade improvements. Far too often, efforts stop at the street level. Upper stories make ideal office and apartment space as they have in the past. The program also suggests relocating ground floor offices to upper floors where the scale is much more intimate and to open the ground floor to additional retailing. O'Neal Bros, in the: Marion Block Building is a successful example of this concept.
Signage is an important part of a successful business. To ensure conformity, guidelines and restrictions should be set for thei Main Street district as to size, scale, and appropiate-ness of the signs.
The Main Street Training Program lists the characteristics for effective Main Street signs: (3)
LEGIBILITY Signs must be readable. A simple easy-to-read typeface is best.
CLARITY OF WORDING The message (name or product) should be clear and simple so the reader can immediately absorb it.
PLACEMENT The sign should be in a place where it v/ill be seen by the intended viewers.
ATTRACTION Some element of the sign should catch the eye and hold it long enough to get the message across to the viewer.
DURABILITY The materials and.construction of a sign should weather well, to present a positive image of the business to potential customers.
Not all rehabilitation needs to include construction. Studies have shown that the myth of people prefering the conditioned, interior space of the mall for shopping is false. Customers only want some type of protection from the elements. If a facade has had very little alteration over the years, the only rehabilitation needed would perhaps be some new paint and awnings or canopies. Tree cover can also be considered a form of protection.
To date, Ocala's Main Street has seen 19 properties complete these types of improvements with a total cost of over $1.3. million.
PROMOTION
Even if every downtown building was to be restored beautifully, without promotion there would not be any overwhelming activity or excitement to give the atea vitality.
The Main Street image is promoted through advertising, publicity in newspapers and on radios, the perception of a change, and through public events like Ccala's "Light Up Ocala" every Christmas season.
Events are the most success* ful way to get people involved. The Main Street project manual lists five elements that must be present for a successful Main Street event: (4)
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* FOOD AND BRINK In a variety of types and
if possible, in severallocations .
* OVERLAPPING- SCHEDULE OF EVENTS to give the impression that there
is constant activity and draw the attention of participants in different directions.
* MUSIC PLAYING constantly in the background to fill the void of activities not yet begun or underway.
* ACTIVITIES FOR CHILDREN because if children are there, so are their parents.
* SOMETHING FREE TO TAKE HOME whether an inexpensive fan for a hot summer event, a balloon, a folding paper hat or mask, give something free to everyone.
ECONOMIC RESTRUCTURING
Main Street defines economic restructuring as the reviving of a. poor economy. It requires improvements in organization, physical appearances, advertising, merchandising, and business operations. Studies of the Market Street district in Corning, New York, have proven that storefront and facade improvements were more affordable than many owners had expected. Ocala has a proplem with the owners not wanting to invest in their properties.
Another economic problem in Ocala is that the owners are
speculating the future value of their properties as part of the Main Street project. They have raised their selling and renting prices so high that its been difficult to get new businesses into the area. This is slowing the revitalization process.
Still another problem in Ocala is that the community already percieves the downtown as a self-sufficient entity. Many city offices also assume that the area has it's own financial resources to pay for it's own maintenance and festivals. This is a misconception. The downtown area is not any different than other blocks in the city, and should not be treated such.
A question was raised as to who should pay the electric bill for Ocala's new theme lights which have replaced the typical street lamps in the downtown area. Gail Collins responded by asking who had paid for the electric in the past. The city pays the electric for all the street lighting so why should the downtown's lights be any different?
There are many financial resources available to the downtown businesses. Public tax revenue can go toward parking and landscape improvements. Preservation grants are available for building improvements. In many cities, local financial institutions have worked with the Main Street programs to create reduced rate loans. Gail Collins has worked with nine Ocala banks to make $50,000, low interest building improvement loans, available to the Main Street bussineses. (See Appendix 3).
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The final success "'of' r economic revitalization rests on people. The Rain Street Traing Program has noted: (5)
"Downtown economic revitalization therefore depends in a large measure on each merchant's taking every opportunity to make possitive symbolic gestures to each and every potential customer".
CCAIA'S SUCCESSES
Ocala has had many successes with it's participation in the Main Street program. It recieves much support from the city's leaders and the community, which is very important. It's festivals have become successful annual events. Joint advertising has proved of great service. Many buildings have been rehabilitated. Of great success are the Hill's Men's shop, the Marion Hotel, the Humane Society, O'Neal Bros. Restaurant, the Ballantyne-Brand block and the Ocala Andrew's Bakery. To date, Main Street has aquired 13 new businesses while only losing 5, and has provided 55 new jobs in comparison to only 12 lost.
DIFFICULTIES AND FAILURES IN OCALA
Gail Collins notes that the most difficult task she has with the program is getting businesses interested in themselves. Owners need to realize that the outward appearance of their building directly influences the way potential customers feel about the merchandise
inside. It is hard to change the owners' attitudes.
There has been very little failure within the Ocala Main Street program. The only noted disappointment wa.s a side-walk sale not sponsored by the program. Poor advertising and co-ordination, combined with a very cold 35 degree, windy day, all did not produce ideal conditions for success.
OCALA'S MAIN STREET GOALS
Unlike the artificial enviroment of the mall, Ocala seeks to create a unique atmosphere that is real. Gail Collins hopes to get mote people involved with the downtown area through the successes of events and activities. She also hopes to encourage more public and private improvements within the Main Street district.
Gail Collins also hopes to improve the economic health of the downtown area through improving merchandising techniques and display methods, more joint advertising*, and bus^ihess recruitment.
CCALA'S FUTURE IN MAIN STREET
Within the next year, Gail Collins wishes to improve the economic mix in the downtown area by conducting market studies to see what type of businesses are needed. She would like to see more retail businesses and more rehabilitation work. She also plan to continue promotions and annual activities.
Within the next several
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years, Gail hopes to pass a plan for tax increment financing. The plan calls for the freezing of the tax value of the downtown properties for 15 to 20 years. The increased values would go hack into the downtown developement.
The future for the Main Street program is very bright. If Ocala is any type of example for other future Main Street cities, Main Street is bound for much success.
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CONCLUSION
As can be seen, Main Street is a very-vital and essential program. It's successes "are innumerable. Main Street is revializing the downtown areas of small cities all over the nation.
Main Street lets a small city take advantage of it's historical assets, while improving it's economic state. The program encourages self-reliance, community participation, and building improvements. It does so much for the cities it reaches.
The success of Main Street in Ocala is evident. It has greatly improved the downtown area, as well as the community, and will continue to do so.
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POCT NOTES
(1) National Trust for Historic Preservation, National Main Street Center, Training; Program.
(2) National Trust for Historic Preservation, National Main Street Center, Training; Program, page 36.
(3) National Trust for Historic Preservation, National Main Street Center, Training; Program, page 54.
(4) National Trust for Historic Preservation, National Main Street Center, Training Program, pages 74-75.
(5) National Trust for Historic Preservation, National Main Street Center, Training Program.
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BIBLIOGRAPHY
Collins, Gail, Ocala Main Street Mana.ger, Interview, October, 1986.
Collins, Gail, Newspaper clipping and article file concerning Ocala Kain Street.
Collins, Gail, Old photograph and post card file of the Ocala area.
National Trust for Historic Preservation, National Kain Street Center, Training Program. 1981.
Ott, Eloise, Ccali Country, Marion Publishers, 1966.

eau of Historic Preservation Department of State The Capitol* Tallahassee* Florida 32301-8020--(904) 487-*3
. BUREAU OF HISTORIC PRESERVATION BRINGS MAIN STREET TO FLORIDA
WHAT IS MAIN STREET?
Smaller communities throughout Florida are recognizing the need for the economic revitalization of their downtown commercial cores. Florida's Main Street program can answer this need. Main Street is a dynamic approach to economic revitalization, tailored to small cities and their special problems, and designed to preserve the rich architectural resources of the downtown. Main Street emphasizes community spirit, self-help, creativity, and local initiative. Florida's smaller cities abound with these qualities.
The National Main Street Center, which developed the Main Street approach, has an enviable track record. Since 1980, the Center has worked with over 100 small cities throughout the country; these cities have seen 650 facade renovations, more than 600 building rehab projects worth nearly $64 million, new construction totalling $71 million, and 1,051 business starts. Main Street works!
MAIN STREET HAS COME TO FLORIDA!
Florida's Bureau of Historic Preservation, with funding provided by the Florida State Legislature, has joined with the National Main Street Center to develop a Main Street program specifically designed to meet the needs of the Sunshine State. Florida's Main Street cities will work to promote downtown as an exciting and attractive commercial center, improve the visual image of the downtown through quality design and preservation, bring about economic restructuring through business recruitment and improved marketing techniques, and organize downtown leaders and resources for success. Each participating city hires a full-time manager who is the catalyst for downtown activities. The manager works on the elements of the Main Street approach in order to bring people and businesses back downtown.
The Bureau of Historic Preservation is concerned with protecting the rich architectural and historic resources of our state. The Bureau administers Florida's Main Street program, and will provide manager training, consulting services on a range of downtown issues, on-going architectural and other technical assistance, statewide coordination, and contact with the ever-growing network of successful Main Street cities throughout the nation.
IS YOUR CITY A POTENTIAL MAIN STREET CITY?
In order to be eligible to participate in Florida's Main Street program, three requirements must be met: a population between 5,000 and 50,000; a commitment on the part of the community to fund and hire a full-time Main Street manager for at least one year (and preferably two to three years); and strong local public and private sector support for the program. Five Florida Main Street cities will be selected in 1985 and additional cities will be able to join the network in future years.
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Florida Department of State George Firestone Secretary of State

City of Ocala
Dowmiltowim Developmnieiralt Commniissnoiiii
DOWNTOWN OCALA
PROGRESS FOR A BETTER FUTURE
Progress in Downtown Ocala over this past year has been very encouraging, Several building facades have been renovated/ including Hill's Mens Shop/ Ocala Andrew's Bakery/ the Humane Society Thrift Shop/ and the Ballantyne Brand Building. The property owners of these buildings have demonstrated their commitment to downtown by reinvesting in their property.
Statistics also clearly show improvements as follows:
New Businesses ............. 13
Lost Businesses ............ 5
New Jobs ................... 55
Lost Jobs .................. 12
Nineteen property improvements have been completed/ from new signs and awnings to total rehabs. The cost of these improvements of over $1.3 million again indicates the community's willingness to reinvest in downtown.
Of course/ the City of Ocala Downtown Development' Commission is also investing their money in the streetscape project underway now.
Come downtown and see for yourself the exciting changes taking place in your downtown today!

DOWNTOWN DEVELOPMENT PROPOSED ELEMENTS OF FY 1986-87 WORK PLAN
Parking
A. Erect parking location and directional signs with Downtown logo.
B. Develop feasible funding for parking garage. Promotions
A. Light Up Ocala November 21, 1986.
B. Assist with Brick City Festival March 7, 1987.
C. Ocali Fest August 21, 1987.
D. Encourage joint advertising efforts and co-marketing. Design
A. Administer current phase of redevelopment project.
B. Second phase of streetscape as directed by DDC.
1. Square, or
2. Another block
C. Clock Tower negotiation and fund raising.
D. Award remaining $6,000 of Facade Incentive Grant money.
E. Continue to encourage and assist in designing facade improvements.
F. Gazebo construction for ease of Downtown events. Economic
1. Implement low interest loan pool.
2. Examine tax increment financing as a new source of funding for DDC projects.
3. Install a directory of business on Square.
4. Prepare and distribute an attractive brochure directory of business.
5. Prepare business recruitment package possibly work with Chamber efforts on this.
6. Begin to recruit new business (through a recruitment committee)
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DDC
Proposed Elements of Work Plan Cont.
V. Miscellaneous
A. Review and revise City ordinances as they affect downtown development/ possibly through special committee.
1. Parking requirements for development increase exempt areas.
2. Sidewalk Cafe.
3. Revise development codes that make rehabilitation of older commercial buildings difficult.
B. Budget preparation and long range planning.
Projects to be overseen by Downtown Development Commission through Downtown Development Manager and coordinated with Main Street Committees.
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ATTACHMENT A
STANDARDS FOR REHABILITATION SECRETARY OF THE INTERIOR (Brief Summary-For Information Only)
1. Every reasonable effort shall be made to provide a compatible use for a property which requires minimal alteration of the building, structure, or site, and its environment, or to use a property for its original intended purpose.
2. The distinguishing original qualities or character of a building, structure, or site,and its environment shall not be destroyed. The removal or alteration of any historic material or distinctive architectural features will disqualify any building from this program.
3. All buildings, structures, and sites shall be recognized as products of their own time. Alterations that have no historical basis and which seek to create an earlier appearance shall be discouraged and may disqualify any building from this program.
4. Changes which may have taken place in the course of time are evidence of the history and development of a building, structure, or site, and its environment. These changes may have acquired significance in their own right, and this significance may be recognized and respected.
5. Deteriorated architectural features shall be repaired rather than replaced, wherever possible. In the event replacement is necessary, the new material should match the material being replaced in composition, design, color, texture, and other visual qualities.
6. The surface cleaning of structures shall be undertaken with the gentlest means possible. Sandblasting and other cleaning methods that will damage the historic building materials shall not be undertaken.
7. Contemporary design for alterations and additions to existing properties shall not be discouraged when such alterations and additions do not destroy significant historical, architectural, or cultural materials, and such design is compatible with the size, scale, color, material, and character of the property, neighborhood, or environment.
8. Whenever possible, new additions or alterations to structures shall be done in such a manner that if such additions or alterations were to be removed in the future, the essential form and integrity of the structure would be unimpaired. New additions should be compatible to the present structure.
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APPENDIX 3
Ocala Downtown Developement
Fudget and Low Interest Lean Pool

BUDGET
DOWNTOWN DEVELOPMENT
Salaries
Downtown Development Manager Part-time Secretary FICA Taxes
Retirement Contribution Insurance Life, Health Workmens Compensation
Operating Expenses
Advertising Dues & Subscription Microfilming Charges Printing & Binding
Repair & Maintenance (Biding/Grounds)
Supplies Office
Supplies Operating
Supplies Postage
Travel & Training
Telephone & Telegraph
Utilities
Capital Outlay
TOTAL
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PROPOSED OCALA MAIN STREET
LOW INTEREST LOAN POOL
Goal: To provide an incentive through low cost loans to develop the downtown area in a quality manner and to encourage a more vital economic mix including retail, office, and service uses.
1. Interest Rate 1% below prime.
2. Eligible Uses for Funds.
a. Facade rehabilitation.
b. Interior rehabilitation (must be in conjunction with facade rehabilitation if facade needs improvements).
c. Signage.
d. Maintenance (roof, masonry, windows, etc.).
e. Rear entrance improvements (must be in conjunction with facade rehabilitation if facade needs improvements).
f. Site improvements.
3. Design.
Prior to the loan being processed, the design must be approved by the Ocala Main Street Design Review Board utilizing the Secretary of the Interior's Standards for Rehabilitation (Attachment A).
4. How Banks Participate.
Applicants apply at their own or choose a participating financial institution. That institution, hereinafter referred to as the lead bank, processes the loan. The loan amount and repayments are then distributed among the participating lenders on the basis of their participation.
5. Eligibility Requirements.
a. Participant must be a property owner of the property to be improved.
b. Property must be within the Downtown Special Taxing District (Attachment B).
c. Minimum or maximum income requirements of participant are up to the individual lending institution.
d. Participant must satisfy any outstanding Main Street Loan per building in order to apply for another loan for that building.
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PROPOSED OCALA MAIN STREET LOW INTEREST LOAN POOL Page 2
e. Maximum loan amount will be $50,000. The Main Street Committee may judge the project to be of significant size and importance to the downtown and authorize a larger amount. An individual lending institution may also opt to loan a greater amount at the low interest rate.
f. All proposals not conforming to the above criteria will be considered on their own merit (with the exception of 5b.)
6. Loan Description.
a. The financial institutions are to determine the following:
1) Repayment term.
2) Repayment schedule.
3) Collateral requirements.
b. The loan shall not exceed, together with any other outstanding lien or encumbrances, 75% of current appraised value or cost.
7. Selection Criteria.
a. Applicant will be accepted or rejected according to his/her ability to pay.
b. Design must be approved by the Design Review Board.
8. Application Process.
a. Submit plan and cost estimate to Main Street Manager.
b. Plan is reviewed by Main Street Committee for design quality and appropriateness.
c. Main Street Manager informs applicant (by letter) of Committee's decision and furnishes a list of participating institutions.
d. Applicant completes loan application and submits loan application to her/his choice of participating financial institutions. (Documents Required for Application-Attachment C).
e. Financial Committee reviews documentation and determines ability to pay.
f. Lead bank informs applicant of its decision and forwards a commitment letter.
9. Closing Process.
a. Designated lender prepares all documents required for loan.
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PROPOSED OCALA MAIN STREET LOW INTEREST LOAN POOL Page 3
b. All parties to the transaction sign appropriate documents.
c. At time of closing/ applicant verification of insurance on secured property.
d. Title insurance policy is submitted showing condition of title.
e. Lead bank oversees the recording/filing of security agreements.
10. Other Requirements.
a. Applicant will be responsible for all hiring of contractors/ subject to approval by lenders.
b. Any changes in original approved design must be approved by Main Street Design Committee.
c. Downtown Development Manager may conduct periodic inspections to ensure compliance with approved Main Street design and the City to meet City building codes and ordinances.
11. Loan Proceeds Disbursement.
Lead bank will disperse loan proceeds in accordance with agreed upon construction loan schedule. Draws will not be dispersed without written approval from the Main Street Design Review Board that work has been completed in accordance with approved plans.
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DDC DISTRICTS
- ATTACHMENT B
N
SCALE I < 100
Prepared by City of Ocala Planning Department
CITY OF OCALA DOWNTOWN AREA

ATTACHMENT C
SUGGESTED LIST OF DOCUMENTS FOR LOW INTEREST LOAN APPLICATION
1. Application, including information as to current status of the corporation, a. Lead bank determines fee.
2. Loan amount and terms of repayment.
3. Collateral real estate, unsecured; accounts receivables, inventory.
4. Appraisal and survey, as required and necessary.
5. Title insurance, as required (based on type of collateral).
6. Three years' financial statements.
7. Three years' tax returns.
8. Current personal statement of principal, if closely held corporation.
9. Three years' tax returns on corporate principal.
10. Purpose of the loan plans, specifications, cost estimates.
11. Credit information CBI, references (trade).
12. Any other pertinent information as may be considered necessary to process the application.
Partnership same basic information as corporation, except for partnership agreement, terms of partnership, etc., in lieu of corporation.
Individual or sole proprietorship basically the same information, except for corporate documents and partnership documents.
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OCALA MAIN STREET PROJECT LOW INTEREST LOAN APPLICATION
APPLICANT
NAME: _
ADDRESS:
PHONE: _
BUILDING OWNER
NAME: _
ADDRESS:
PHONE: _
BUILDING INFORMATION
BUILDING NAME/USE: _
HISTORIC NAME: _
ADDRESS: _
LEGAL DESCRIPTION: _
BUILDING AGE: _
SQUARE FEET: _
PROJECT INFORMATION DESCRIPTION OF PROJECT:
COST ESTIMATE:
REQUESTED AMOUNT OF LOAN:
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uggested Reading list
ulnere To C-o Por Eelp
(Reprinted from the National Trust for Historic Preservation National Main Street Center's Traning Program)

READING LIST
BUSINESS
Business Loans: A Guide to Money Sources and How to Approach Them
Successfully: Kick Stephen Hayes, CBi Publishing Co;: Boston, Mass.,'
Business Managements: Strengthening Small Business Management. Small Business Administration: Washington, D.C., 1971.
Directory of State Small Business Programs. Small Business Administration: Washington, D.C., 1980 Edition.
Downtown Promotion Reporter. Downtown Research and Development Center, 270 Madison Avenue, New York, N.Y. 10016. (A newsletter reporting ideas and concepts for downtown revitalization)
How to Advertise. Kenneth Roman and Jane Mass, St. Martins Press: New York, 1976.
How to Promote Your Shopping Center. John Fulweiler, Chain Store Age Books: New York, 1973. (Good on promotion and advertising)
Independent Retailing: A Money Making Manual. Harold Shaffer and Herbert Greenwald, Prentice-Hall Inc.: New York, 1976.
Modern Display Techniques. Emily M. Manger, Fairchild Publication, Inc.: New York, 1978.
Small Business Management Fundamentals. Dan Steinhoff, McGraw Hill: New York, 1978. (Complete business management book)
Small Business Reporter. Bank of America, Department 3401, P.O. Box 37000, San Francisco, California 94537.
A. Business Operations:
"How to Buy or Sell a Business"
"Franchising"
"Management Succession"
"Crime Prevention for Small Business"
"Cash Flow/Cash Management"
"Equipment Leasing"
"Personnel Guidelines"
"Understanding Financial Statements"
"Steps to Starting a Business"
"Financing Small Business"
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B. Business Profiles:
"Health Food Stores" "Bookstores"
"Bars and Cocktail Lounges" "Apparel Stores" "Hairgrooming/Beauty Salons" "Auto Supply Stores" "Property Management" "Coin-Operated Laundries" "Gift Stores"
"The Handcrafts Business" "Restaurants"
Thoughts on the Revival of Downtown USA. Institute of Community and Area Development, University of Georgia, Athens, Ga., 1975. Includes: "Reasons for Retail Center Transitions" by Larry Bramblett: "A Marketing Audit for Small Retailers" by Alan Flaschner and Fred Reynolds; "Collective and Retail Promotional Considerations and Central Business District Promotion" by W. Ronald Lane. (An excellent resource for business improvement, each section with its own excellent bibliography)
Visual Merchandising. National Retail Merchants Association: New York,
1 nae
ECONOMIC DEVELOPMENT
"Rehabilitation and Pro Forma Analysis", Donovan D. Rypkema, National Main Street Center, National Trust for Historic Preservation, Washington, D.C., 1983. (An excellent technical brief on development feasibility for building owners, new developers, and downtown managers)
Adaptive Use: Development Economics, Process and Profiles. The Urban Land Institute, 1200 18th Street, N.W., Washington, D.C. 20036, 1978. (An overall introduction to the development process with projected in-come and development cost schedules)
Built to Last: A Handbook on Recycling Old Buildings. Massachusetts
Department of Community Affairs, Office of Local Assistance. Preservation Press, National Trust for Historic Preservation: Washington, D.C., 1977.
Business and Preservation: A Survey of Business Conservation of Buildings and Neighborhoods"! Frank Stella, INFORM, 25 Broad Street, New York 10004, 1978.
The Catalogue of Federal Domestic Assistance. U.S. Government Printing Otfice, Washington, D.C. 20402.
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The Community Development Digest. Community Development Services, Inc., 1319 F Street, N.W., Washington, D.C. 20004.
Coordinated Urban Economic Development: A Case Study Analysis. National Council for Urban Economic Development, 1730 K Street, N.W., Washington, D.C. 20006, 1978.
Digest of Insurable Loans. HUD Handbook, 4000.1, U.S. Government Printing Office, Washington, D.C. 20402, September 1975.
"Economic Development Planning Process", National Council for Urban Economic Development, 1730 K Street, N.W., Washington, D.C.
Financing Downtown Action: A Practical Guide to Private and Public Funding Sources"! Downtown Research and Development Center, 555 Madison Avenue, New York, N.Y., 1975.
The Fiscal Impact Handbook: Projecting the Local Costs and Revenues
Related to Growth, by Robert W. Burchell and David Jistokin, Center for Urban Policy Research, P.O. Box 489, Piscataway, N.J., 98854, 1979.
"Historic Preservation Incentives of the 1976 Tax Reform Act: An Economic Analysis", U.S. Department of Commerce, Washington, D.C, 1979.
Information. National Trust for Historic Preservation, Washington, D.C. (A series of informational monographs)
"Commercial Area Revolving Funds for Preservation", 1976. "Factors Affecting Valuation of Historic Property", 1976. "Financing Preservation in the Private Market", 1981. "Preservation and Recycling of Buildings for Bank Use", 1978. "Preservation of Concert Halls, Opera Houses and Movie Palaces", 1-978. "Public Funds for Historic Preservation", 1977.
Investing in The Future of America's Cities: The Banker's Role. The National Council on Urban Economic Development, Office of the Comptroller of the Currency, Community Development Division, Washington, D.C.
"Rehabilitation Investment Tax Credits", 11593. National Register for
Historic Places, National Park Service, U.S. Department of Interior, Washington, D.C.
Revitalization Alternatives: An Analysis of Their Costs and Benefits. Real Estate Research Corporation, Chicago, 111., for the Heritage Conservation and Recreation Service (National Park Service), U.S. Department of Interior, Washington, D.C, 1980.
"Revolving Funds: Recycling Resources for Neighborhoods", Conserve Neighborhoods. National Trust for Historic Preservation, Washington, D.C, 1981.
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Sources of Capital for Community Economic Development. Center for Community Economic Development, 639 Massachusetts Avenue, Suite 316, Cambridge, Mass. 02139. (An excellent guide to monetary sources for development with an explanation of their use. The information on federal programs is partially obsolete.)
Tax Incentive for Real Estate Development. Ernst & VVhinney, 940 Hamilton Mall, Allentown, Pa. 18101, 1981.
ORGANIZATION
Consumer Lifestyle and Environmental Analysis for Eufala, Alabama. College of Business Administration and the Georgia Center for Continuing Education, University of Georgia, Athens, Ga.
Downtown Development Handbook. Urban Land Institute, Washington, D.C, 1980.
Downtown Development Manual. Georgia Department of Community Affairs, Atlanta, Ga., 1979.
Downtown Improvement Manual. Illinois Department of Local Government Affairs, Springfield, 111., 1975. (A comprehensive guide to all elements of downtown development, management and planning)
Downtown Revitalization: A Compendium of State Activities. International Downtown Executives Association, 915 15th Street, N.W., Washington, D.C, 1980.
Downtown Revitalization Guide. Maryland Department of Economic and Community Development, Annapolis, Md., 1979.
Downtown Revitalization in North Carolina: A Guide for Community Action. Center for Urban and Regional Studies, University of North Carolina at Chapel Hill, 1978-.
Financing Downtown Action. "Special Techniques: Organization for
Downtown Development Authorities", Downtown Research and Development Center, New York, N.Y., 1975.
The Foundation Directory. The Foundation Center, New York, N.Y.
Foundation Fundamentals: A Guide for Grantseekers. Carol M. Kruzig, The foundation Center, New York, N.Y., 1980.
The Grantsmanship Center News Reprints. The Grantsmanship Center, 1031 South Grand Avenue, Los Angeles, Calif. 90015. Partial list:
"Program Planning and Proposal Writing (Introductory Version)" "Program Planning and Proposal Writing (Expanded Version)" "Fund Raising: How to Develop a Fund Raising Strategy"
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"Fund Raising: Special Events Fund Raising"
"Foundations: How Foundations Review Proposals and Make Grants" "Research Foundations: How to Identify Those That May Support
Your Organization" "Corporate: Exploring the Elusive World of Corporate Giving" "City Hall: How to Obtain Funding from Local Government" "How to Use the Catalog of Federal Domestic Assistance" "Guide to PR for Nonprofits" "A Guide to Accounting for Nonprofits" "The Process of Program Evaluation" "Grantsmanship Resources for Rehabilitation Programs"
The Grass Roots Fund Raising Book. Joan Flanagan, The Youth Project, P.O. Box 988, Hicksville, N.Y. 08802, 10977.
A Guide for ... The Revitalization of Retail Districts. Project: Saving Small Business, Ministry of Industry and Tourism, Toronto, Ontario, Canada, 1976.
Historic Preservation in Small Towns: A Manual of Practice. Arthur Ziegler and Walter C. Kidney, American Association of State and Local History, Nashville, Tenn., 1980.
Information. National Trust for Historic Preservation, Washington, D.C. (A series of informative monographs)
"Establishing An Easements Program To Protect Historic,
Scenic and Natural Resources", 1980. "Private Funds for Historic Preservation", 1979. "Public Relations for Local Preservation Organizations:
Press Relations, Public Education and Special Events",
1980.
"Using Professional Consultants in Preservation", 1980. "Working With Local Governments", 1977.
Neighborhood Business Revitalization. The National Development Council, Washington, D.C, 1978.
Revitalizing Small Town CBD's: Case Study: Millbury, Massachusetts. Executive Office of Communities Development, et al., 1976.
St. John's Building Improvement Handbook. City of Portland Development Commission, Portland, Ore., 1978.
The Small Town in America: A Guide for Study and Community Development Bert E. Swanson and Richard A. Cohen, Institute on Man and Sciences Rensselaerville, N.Y., 1976. (An excellent guide to small town dynamics, social values and problem solving)
"Small Town Revitalization Through Preservation: An Annotated
Bibliography", Preservation League of New York State, 13 Northern Boulevard, Albany, N.Y.
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"Things to Know Before Beginning Main Street Revitalization: Essential Elements, Obstacles, Leveraging Points", Robert Lynch, New England Neighborhood Revitalization Center, Box 70, Warren, R.I., 02885.
Thoughts on the Revival of Downtown U.S.A. Larry Bramblett, Institute of Community and Area Development, University of Georgia, Athens, Ga., 1975. (Includes "The Marketing Concept Applied to a Central Business District")
PARKING
"What Do People Do Downtown?", by Project for Public Spaces, Inc., Published by Preservation Press, National Trust for Historic Preservation, Washington, D.C, 1981.
The Dimensions of Parking. Urban Land Institute and National Parking Congress, Washington, D.C, 1979.
"On Street", John Brojeky, Institutional and Municipal Parking Congress, Washington, D.C, 1977.
Parking Garage Planning and Operation. Eno Foundation for Transportation, Inc., Westport, Conn., 1978.
"Parking Meters", Kathleen L. Conger, Institutional and Municipal Parking Congress, Washington, D.C, 1979.
"Private Management", Edwin M. Roth, Institutional and Municipal Parking Congress, Washington, D.C, 1978.
"Public Management", Scott E. Townsend, Institutional and Municipal Parking Congress, Washington, D.C, 1978
"The Public Relations and Promotional Side of Parking", Larry Glick, Institutional and Municipal Parking Congress, Washington, D.C, 1972.
Trends in Parking Finance. E. Carlton Heeseler, International Parking Clearinghouse, Washington, D.C, 1979.
The Use of Parking Consultants by Organizations. L. Donohue and Mierrit A. Neale, International Parking Clearinghouse, Washington, D.C, 1977 (Second Printing).
Zoning, Parking and Traffic. Eno Foundation for Transportation, Inc.", Sugatuck, Conn., 1972.
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STOREFRONT AND SIGN DESIGN
"Keeping Up Appearances: Storefront Guidelines", Clark Schoettle, National Main Street Center, National Trust for Historic Preservation, Washington, D.C., 1983. (The Main Street Center's highly useful publication on basic considerations for storefront design, building materials, and maintenance techniques) ;i
"Main Street Historic District, Van Buren, Arkansas", Susan Guthrie,
Preservation Case Studies, Technical Preservation Services Division, National Park Service, U.S. Department of Interior, Washington, D.C, 1980.
"A Notebook for Storefront Renovation", Edith S. Overton, Downtown Goldsboro Association and City of Goldsboro, N.C, 1979.
"A Practical Guide to Storefront Rehabilitation", Norman M. Mintz,
Technical Series Number 2, Preservation League of New York State, Albany, N.Y., 1979.
Preservation Briefs. Technical Preservation Services Division, National Park Service, U.S. Department of Interior, Washington, D.C.
#1 "The Cleaning and Waterproof Coating of Masonry Buildings",
Stock no. 024-005-00650-8. #2 "Repainting Mortar Joins in Historic Buildings", Stock no.
024-016-00101-0. #3 "Conserving Energy in Historic Buildings", Stock no.
024-016-00103-6.
#4 "Roofing for Historic Buildings", Stock no. 024-016-00102-5. #6 "Dangers of Abrasive Cleaning to Historic Buildings", Stock
no. 024-016-00112-5. #7 "The Preservation of Historic Glazed Architectural Terra
Cotta", Stock no. 024-016-00115-0. #8 "Aluminum and Vinyl Siding on Historic Buildings", Stock
no. 024-016-00116-8. #9 "The Repair of Historic Wooden Windows" #10 "Exterior Paint Problems on Historic Woodwork" #11 "Rehabilitation of Historic Storefronts" #12 "The Preservation of Historic Pigmented Structural Glass"
(Preservation Briefs #9-12 do not have U.S. Govt. Printing Office stock numbers)
The Secretary of the Interior's Standards for Historic Preservation
Projects, With Guidelines for Applying the Standards! W. Brown Morton III and Gary L. Hume, Technical Preservation Services Division, National Park Service, U.S. Department of Interior, Washington, D.C, 1979. (The best available guide for the sensitive rehabilitation of older buildings)
Sign Craft Magazine. P.O. Box 06031, Fort Meyers, Fla., 33906. (A quarterly periodical) _
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Signwriters Guide to Easier Pricing. Signwriters Publishing Co., 201 Truxtun Avenue., Bakersfield, Calif., 93301.
Street Graphics. William R. Ewald, Jr. and Daniel R. Mandelker, The Landscape Architecture Foundation, McLean, Va.
"Storefront Rehabilitation: A 19th Century Commercial Building, The
Harding Building, Jackson, Mississippi", Preservation Case Studies, Technical Preservation Services Division, National Park Services, U.S. Department of Interior, Washington, D.C, 1980.
TOURISM
Tourism: The Good, the Bad and the Ugly. John E. Rosennow and Gerrald L. Pulsipher, Century Three Press, Lincoln, Neb.
Tourism Planning. Clare Gunn, Crane-Russati, New York, N.Y., 1979.
MISCELLANEOUS
Center City Report. International Downtown Executives Association,
915 15th Street, N.W., Washington, D.C. 20005. (Monthly newsletter)
City Hall Digest, the Municipal Government Newsletter. P.O. Box 309, Seabrook, Md. 20801.
CUED Newsletter. National Council for Urban Economic Development, 1703 K Street, N.W., Washington, D.C 20006. (See especially May and August 1977, "State and Urban Development-Update")
Downtown Idea Exchange. 555 Madison Avenue, New York, N.Y. 10022.
Downtown Revitalization, An Annotated Listing of Selected Articles from Professional Journals. Available from the Institute of Community and Area Development, University of Georgia, 307 Old College, Athens, Ga.
Housing and Development Reporter. 1800 M Street, N.W., Suite 4208, Washington, D.C. 20036.
Know Your Town. Pamphlet series published by League of Woman Voters local chapters.
The Nature Conservancy News. Nature Conservancy, 1800 North Kent Street, Arlington, Va. 22209.
Rehabilitation Guidelines, 1980. U.S. Department of Housing and Urban Development, Office of Policy Development and Research, Washington, D.C, 1980.
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#1 "Guideline for Setting and Adopting Standards for Building
Rehabilitation" #2 "Guideline for Approval of Building Rehabilitation" #3 "Statutory Guideline for Building Rehabilitation" #4 "Guideline for Managing Official Liability Associated
with Building Rehabilitation" #5 "Egress Guideline for Residential Rehabilitation" #6 "Electrical Guideline for Residential Rehabilitation" #7 "Plumbing DWV Guideline for Residential Rehabilitation" #8 "Guideline on Fire Ratings of Archaic Materials and
Assemblies"
Shopping Centers Today. International Council of Shopping Centers, 665 Fifth Avenue, New York, N.Y. 10022. (Monthly periodical; an excellent source of information on financing strategies, organizational techniques, retail trends and management techniques)
Shopping Center World. Communication Channels, Inc., 6285 Barfield Road, Atlanta, Ga. 30328. (Excellent source of information on retail trends, marketing, management and promotion techniques and financial packaging)
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WHERE TO GO FOR HELP
Planning and Design
1. Local planning agencies, including multi-county and regional planning commission
2. Local planning and public libraries
3. Local architects and planning consultants
4. Community Development Representatives (Dept. of Housing and Urban Development (HUD) regional offices)
5. Resources Division of the Soil Conservation Service, Dept. of Agriculture, Washington, D.C. 20250
6. American Institute of Architects (AIA), Community Design Centers for cost planning and design workshops, and Regional Urban Design Assistance Teams (RUDATs) for teams of specialists to advise communities on environmental, urban and preservation problems, 1735 New York Avenue, N.W., Washington, D.C. 20006
7. American Institute of Planners local chapters. 1776 Massachusetts Avenue, N.W., Washington, D.C. 20036
9. American Society of Landscape Architects Foundation, ASLA, 1750 Old Meadow Road, McLean, Va. 22101
10. Building Officials and Code Administrators International, Inc. (assistance to members only) 1313 East 60th Street, Chicago, 111. 60637
11. American Society of Interior Designers local chapters. 730 Fifth Avenue, New York, N.Y. 10019
12. National Endowment For The Arts, 2401 E Street, N.W., Washington, D.C.
Preservation
1. State and local preservation and environmental groups, local landmark commission and historical societies
2. National Trust for Historic Preservation Regional Offices
3. State Historic Preservation Offices (addresses available from National Register for Historic Places, National Park Service, Dept. of the Interior, Washington, D.C. 20243)
4. Technical Preservation Services, National Park Service, U.S. Dept. of Interior, Washington, D.C. 20243
5. The National Architectural and Engineering Record, National Park Service, U.S. Dept. of the Interior, Washington, D.C. 20243
Economic and Community Development
1. Local and state economic and industrial development agencies
2. Regional Development Commissions (list from Economic Development Administration, Dept. of Commerce, 14th Street, N.W., Washington, D.C. 20230)
3. Office of Technical Assistance, Economic Development Administration, Washington, D.C.
4. Small Business Administration Regional Offices (addresses available from SBA, 1441 L Street, N.W., Washington, D.C. 20416)

5. Farmers Home Administration (FmHA) Regional Offices, (addresses available from FmHA, U.S. Dept. of Agriculture, Washington, D.C.)
6. National Development Council (1421 29th Street, N.W., Washington, D.C.)
7. United States Department of Agriculture, Extension Service (local county office)
8. Urban Land Institute, 1090 Vermont Avenue, N.W., Suite 300, Washington, D.C. 20005
9. Chamber of Commerce of the United States, 1615 H Street, N.W., Washington, D.C. 20062
10. University Technical Assistance Centers (list available from Office of Technical Assistance, EDA)
11. National Council for Urban Economic Development, 1730 K Street, N.W., Washington, D.C.
12. Council of State Community Affairs Agencies, Suite 349, 444 N. Capitol Street, Washington, D.C. 20001
13. National Association of State Development Agencies, 444 N. Capitol Street, Washington, D.C. 20001
14. National League of Cities, 1301 Pennsylvania Avenue, N.W., Washington, D.C. 20004
15. National Association of Small Business Investment Companies, 618 Washington Street, Washington, D.C. 20005
16. American Women's Economic Development Corporation (AWED), 1270 Avenue of the Americas, New York, N.Y. (business management counseling for women entrepreneurs, including special training programs)
Funding
1. Federal Assistance Programs Retrieval System (FAPRS) (computerized means of identifying federal programs), Rural Development Service, U.S. Dept. of Agriculture, Washington, D.C. 20250
2. Foundation Center (56 regional collections), 888 Seventh Avenue, New York, N.Y. 10019
3. National Rural Center (clearinghouse on funding information), 1200 18th Street, N.W., Washington, D.C. 20036
4. "Funding Sources Materials from the National Arts and the Handicapped Information* Service", Arts, Box 2040, Grand Central Station, New York, N.Y. 10017
5. Grantsmanship Center NEWS, 1015 E. Olympic Boulevard, Los Angeles, Calif. 90015
6. National Trust for Historic Preservation, Office of Preservation Services, 1785 Massachusetts Avenue, N.W., Washington, D.C. 20036
7. Major Department of Housing and Urban Development (HUD) Programs :
a. Community Development Block Grants
b. Section 8 (Leased Housing Assistance Payments)
c. Federal Home Administration:
1. insured loans (Historic Preservation Loans, Property Improvement Loan, Section 220 Rental Housing) 2. mortgage insurance (Section 220 Rental
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Housing/Urban Renewal Areas, Section 221 (d) (3) and (4) Low and Moderate Income, Section 231 Elderly Housing, Section 234 (d) Condominiums) 3. direct low-interest loans (Section 202 Elderly and Handicapped)
8. Major Department of Commerce, Small Business Administration (SBA) Programs:
a. 7-a Loan Guarantees (guarantees of bank loans to small businesses, especially for capital)
b. New Contractor Program (guarantees for construction loans on 7-a projects)
c. Economic Opportunity Loans (direct loans to minority or disadvantages businesses)
d. Section 502 (long-term low-interest loans and guaranteed portions of their loans to pension funds and other long-term lenders)
e. Small Business Lending Companies (companies established to make loans utilizing the SBA secondary market to leverage their invested funds 10 to 1)
Other
1. State and local arts councils, humanities agencies, tourism bureaus and housing agencies
2. Colleges and universities (cooperative extension programs, student interns and faculty consultants)
3. Schools of business universities and colleges
4. Local community colleges and area vocational technical institutes
5. National Association of Small Business Management Instructors, c/o Gary Schmidt, President, Manketo Area Voc-Tec Institute, Union Building, N. Broad & Mulberry Street, Mankato, Minn. 56001
6. National Endowment for the Humanities, 806 15th Street, N.W., Washington, D.C.
7. National Retail Merchants Association, 100 W. 31st Street, New York, N.Y. 10001
8. National Federation of Independent Business, 490 L'Enfant Plaza East, S.W., Suite 3206, Washington, D.C. 20024
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SLIDES
1 Ccala Main Street, Opening 2 Revitalized Marion Hotel
3 Majority of efforts conerntrated aroirnd the square
4 Example of creating an identifiable district, pavers
Recipient of an Ocala facade grant, Kill's Fen's Shop
5 Example of the use of an anchor to attract business,
G' IT e al Ero s Re at aur ant
6 Example of long-time established businesses, Alerman's
Pharmacy and Eugli's Ccala Jewelers
Recipient of an Ocala facade grant, Humane Society
7 Example of secondary applied facades
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