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seen as a competitor for members. The two organ- izations can coexist nicely, however, as is found in v.140 ,,,a,m], some small towns (i.e., Osceola, Wisconsin— pop. 2,500) where, out of economic necessity, the main 1 street manager is also the director of the Chamber of Commerce. By emphasizing cooperation rather 4. , than competition, as was achieved in both Danville �>' _ � and St. Charles, downtown organizations can work together effectively with chambers and other organ- izations,thereby increasing the number of organiza- - 4.1 '•k-;•:f ‘.;z: _ • • . tiona stakeholders in downtown. Formalize working relationships. I nformal coali- tions are extremely valuable to a downtown organi- r zation, but these associations with other organiza- _ ; tions are given more permanence and standing if they are formally authorized as part of the organiza- ' °° tional structure. This also ensures the continuance of the partnership arrangement when leadership changes occur within any of the organizations involved. The Downtown St. Charles Partnership The redesign of the Main Street Bridge was the catalyst for the strong ongoing coalition between the St. supplies a textbook example of this. Its bylaws Charles Downtown Partnership and city government that is housed in the landmark Municipal Building (left). mandate that it include representatives from the city and several other key community organizations on the board of directors. department heads (i.e., planning, economic devel- opment, engineering). Because the players change Physical proximity can enhance partnerships. frequently due to elections and job turnover, the While not essential or always practical, experience communication must be an ongoing effort. Having has shown that organizations that have their offices the city on board helps tremendously in convincing near other organizations enable more visibility and others in the community of the value and merit of communication. Just like people living in a neigh • specific downtown projects. borhood are likely to see and interact with their next-door neighbor more so than with someone liv- Broaden the support base for downtown. One ing on the other side of town, organizational neigh- method for accomplishing this goal is to establish bors can more easily see and get to know each other, effective alliances with other community organiza- thereby facilitating more frequent professional tions that share some of the goals with the down- encounters. town revitalization organization. For example, a convention and visitors bureau and an economic In Tupelo, Mississippi (pop. 37,000), the development authority,while differing somewhat in Downtown Tupelo Main Street Association was their missions and focus from a Main Street pro- housed in City Hall from 1991-1999, which con gram,all derive benefits from a healthy downtown. tributed to a long-term strong partnership with the So working collectively on appropriate projects pro city that endures today even though it now has new duces benefits for each organization,not to mention office space elsewhere. And the situation in Danville wherein the Heart of Danville shares a large restored the community as a whole. The same is true for a chamber of commerce, although this can be chal- downtown mansion with four other organizations has proven extremely beneficial for both financial lenging in some cities because the chamber may be and partnering reasons. One specific example is when a prospective business is visiting the Boyle County Community Development Council that may Informal coalitions are extremely valuable be interested in a downtown location, the CDC to a downtown organization, but these director merely has to walk the business owner down the hall to meet directly with the Heart of associations with other organizations are Danville. given more permanence and standing if Partner with hey downtown institutions. Many they are formally authorized as part of institutions call downtown home, such as post the organizational structure. This also offices, libraries, museums and other tourist attrac- tions, hospitals, schools, churches and universities. ensures the continuance of the partnership` These institutions constitute key destinations that • arrangement when leadership changes are anchors for the downtown. Moreover, they are occur within any of the organizations very important to the community, widely valued and often have influential members of the commu- involved. 58 Economic Development Journal / Fall 2002