Mainstreet improvements arise from both heritage pride
and, particularly, commercial profit, bound together in one
package. These strengths throw into relief two con-
straints.Firstlythat the process has a limitation in favour
of towns over cities because of their shared interests,
knowledge and skills, and coherent community. Country
towns and water’s edge settlements are the kinds of place
for which mainstreet guidelines are most effective. The
secondconstraint is one of time; in effect an identification
of the limitations of focused voluntary citizen input over
one or two years. Of course good influences do last and
linger; but it is important to recognize that most improve-
ment is achieved over a short ‘big push’ phase, which
eases into a ‘rest on laurels’ phase, with maybe a repeat
resurgence at a later date.
Given the voluntary initiation of the mainstreet
process, it behoves the initiators and motivators to start
with a no-nonsense ‘straight into prognosis’ approach.
How this is initiated and managed introduces complexity.
The stimulus to activate mainstreeting could come from
a local governing authority, a commercial syndicate, a her-
itage conservation group, chamber of commerce or
indeed a combination of these.
The SWOT format (Strengths and Opportunities to
‘enhance’ on one side of the ledger; Weaknesses and
Threats to ‘correct’ on the other) meets the operational
situation admirably, but usually warrants some
planner–designer–organizer input. The SWOT approach
calls for ‘savvy’ as well as professionalism. The procedure
builds upon the natural, cultural and historical heritage
advantages as ‘Strengths’; and an appraisal of where
tourists and visitors are coming from and what they want
to see and do, highlighted as ‘Opportunities’. A ‘miles off
the beaten track’ isolation will be a ‘Weakness’, as will the
presence of unbridled larikinism work through as a
‘Threat’. It is important to be candid about Weaknesses
and Threats and the capacity to deal with them. With
Strengths and Opportunities there are usually cultural-
historical, natural-heritage and other interest groups
willing to initiate action.
The next step involves moving from prognosis to
planning. Participating citizen input is helpful, although
business co-dependency is more significant and of longer-
term utility. Participating businesses have organizational
clout, so it is important to bind them into the process.
They can be apathetic about outlay and involvement
unless they are persuaded about the possibility that their
project will become a fact and prove profitable. If a busi-
ness community is reluctant to get involved with a main-
street project then the all-consuming task of the
initiating agency is to persuade it to come on board.
Well-meaning citizens cannot achieve much mainstreet-
ing good in isolation.
Following ‘prognosis and planning’ the next step acti-
vates the project as an enterprise. This involves direct
work on such ‘positives’ as the cultural heritage, the
natural heritage, the building heritage and landmark fea-
tures: and direct work on such ‘correctionals’ as cleaning
up on clutter, ugly signage, litter, building decay and
unwholesomeness. At this delivery stage good design is
not the whole answer, yet it is the catalyst for effective
change. Neat and distinctive signage and information
brochures are helpful, and a well-illustrated heritage trail
is an attraction. Well-planted private gardens, careful
repainting in ‘heritage’ colours, uncluttered frontyards and
porches, and tidy berms and public places lend both local
and visitor delight. Landmark trees, and street tree plant-
ing, add to ambiance. Local boat trips, aero club flights,
visits to a period museum and, or also, the likes of a steam
train ride are useful ancillary attractions. Pride and clean-
liness along with a sense of making visitors feel welcome,
and evident security, are also positive features. Litter bins
are a pragmatic essential. Two cost-free ingredients hall-
mark an attractive and interesting small town: the calm-
ness induced by canopy trees, and the friendliness of local
people.
Assuming that there exists both the motivation and the
capability to fit in with the above ‘prognosis-promotion-
project’ format, there remains organization, management
and funding. There is always a need for a marketing set-
up, preferably working out of a mainstreet shop front,
community hall, or an under-used landmark building.
These organization and marketing units must, in sup-
port of their own credibility, monitor and appraise their
achievements month by month, and ‘one year compared
with another’ – proving current success and the benefits
of soldiering on.