centerPiecePENNSYLVANIA DOWNTOWN CENTER’S QUARTERLY NEWSLETTER ISS008 FALL 2014

P8 | LIVING VIBRANTA closer look at the true meaning behind the buzz word

P10 |POSITIVE CHANGEas the blueprint for a select handful of PA communities

THE COOPERATIVESociety | p4

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Executive Director’s CornerWhat is a “Healthy Community”?by Bill Fontana

In my last article, we talked about the growing interest in the concept of “healthy communities.” In that

article we discussed the growing number of national revitalization-related organizations that are advancing a healthy communities agenda as part of their programmatic framework and the opportunities that including a healthy communities perspective has for greater integration of Main Street-downtown and Elm Street-neighborhood revitalization programs.But what is a healthy community? When I start to explore a new topic, I like to develop a “resource book” that holds the conceptual information on that topic. My exploration of the concept of healthy communities has now just about filled a two-inch binder. With so many definitions out there, we put our wunderkind intern Jordan Garling on the job of researching and finding that one definitive definition that would make all of this clear to all of our constituents. But alas, as you might suspect, the ability to find that universal definition came up empty. In fact we found a report from an organization called Health Resources in Action that actually researched the definition issue for us. Their report indicated that more than 153 websites of organizations involved in the healthy communities movement had been reviewed and only 11 of those had formal definitions. The report concludes the following:

• That characteristics and processes are the most common elements of a healthy community framework, as opposed to a formal definition,• That healthy community principles must guide any attempt to put a healthy communities effort into action, • That healthy community processes are as important as healthy community outcomes; and • That each community needs to define its own notion of what constitutes a healthy community.

The characteristics most commonly referred to include: •Equity • A stable, sustainable ecosystem & environment• A strong economy & employment opportunities • Safety

• Health care and preventive health services • Education• Housing/shelter • An empowered population• Opportunities for active living • Healthy child development• Transportation • Healthy public policy• Access to healthy food

The principles that Health Resources in Action espouses as the foundation for creating a healthy communities framework are as follows:

• A broad definition of community that is multi-sectoral• A broad definition of health• A shared vision and values• Community ownership• Asset-based• Equity• Monitoring and evaluation• Sustainability• Systems change• Use of evidence-based interventions while encouraging innovative practices• Maximum transparency to improve community engagement and accountability.

Many, if not all of these characteristics and principles should look familiar to you. They are not very different from those that we have been teaching to managers, boards and committees

Read the full Health Resources in Action report.

New Manager Training Monday, September 22 - Tuesday, September 23, 2014

8:30 a.m. – 4:00 p.m. Harrisburg, PAPDC Offices

Community Revitalization Academy: Physical Improvements

Wednesday, September 24 - Thursday, September 25, 2014

8:30 a.m. – 4:00 p.m. Harrisburg, PAPDC Offices

Regional Networking Meeting Tuesday, October 7, 2014 1:00 p.m. – 4:00 p.m. Lancaster, PARegional Leadership Forum Tuesday, October 7, 2014 6:00 p.m. – 9:00 p.m. Lancaster, PARegional Leadership Forum Thursday, October 9, 2014 9:00 a.m. – 12:00 noon Scranton, PA

Regional Networking Meeting Thursday, October 9, 2014 1:00 p.m. – 4:00 p.m Scranton, PA

Regional Managers Meeting & Leadership Forum

Tuesday, October 21, 2014 8:30 a.m. – 4:00 p.m. Mt. Joy, PA

Regional Managers Meetin & Leadership Forum

Tuesday, October 28, 2014 8:30 a.m. – 4:00 p.m. Western PA - TBD

New Manager Training Monday, November 17 - Tuesday, November 18, 2014

8:30 a.m. – 4:00 p.m. Harrisburg, PAPDC Offices

Community Revitalization Academy: Community Marketing

Wednesday, November 19 - Thursday, November 20, 2014

8:30 a.m. – 4:00 p.m. Harrisburg, PAPDC Offices

2014 EVENTS Calendar

EVENT DATE TIME LOCATION

for decades through the Main Street Four Point Approach. I should point out here the incredible foresight that Mary Means had when working with PDC to add Safe-Clean-Green to the standard Main Street Four Point Approach. That addition does so much to increase the relevance of what we do to the healthy communities effort.

For several years now, many of you, particularly those of you that have been implementing MainStreet/Elm Street and BID efforts, have been asking about what comes next. After you fix up the storefronts or housing units, install streetscape improvements and get your event schedule down to a science, what do you do now? How do you generate new board excitement, create new partnerships and move your revitalization to the next level?

My suggestion is that you contact your local hospital or regional health care system and initiate a discussion about how your organization becomes an integral part of the healthy communities movement in your town. And if one doesn’t exist, perhaps your organization becomes the catalyst to start one.

There is obviously a great need to develop a more sophisticated knowledge and skill base for our local organizations to become more actively involved in the health communities movement. But it does not require a new framework. How we incorporate the characteristics listed above into the strategies and work plans of our existing boards and committees is the real issue, and one that we will continue to explore throughout this year, culminating in the 2015 PDC conference, where a greater deal of time will be devoted to this issue.

Now, go get healthy!

PENNSYLVANIA DOWNTOWN CENTER’S QUARTERLY NEWSLETTER

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THE Cooperative Society by Julie Fitzpatrick

My first experience of a co-op was on a visit to Ithaca, NY back in the late 80’s. I remember the store

– it was a food co-op and I couldn’t get over the incredible selection of organic foods, fresh produce, and what seemed like an unlimited array of juices, vitamins and flax seed – just what you’d expect at a health food store. I also remember the check-out clerk, she was warm and friendly, and when I made my purchase she asked me for my membership card. “My what?”, I asked.

She then explained that this was a co-op, and if I was a member I would receive a discount on my purchase. What a great idea, I thought. What a fantastic way to connect to the community! However, this store was unique – it was their main grocery store, it was a staple in the community. It had been in the town at that point for eighteen years and it was still growing strong. I loved this store and this experience. Twenty-five years later, I am still a fan of co-ops.

Cooperatives are expanding and growing, and in this ever-changing economy, they can be a model that we in community revitalization can use in a variety of ways. For those of you who may not be so familiar with co-ops, they are entities that are usually either worker-owned or member-owned. The earliest models began in 1844 as the Rochdale Society of Equitable Pioneers in England, and later in 1956 in the Basque region of Spain with the worker-owned Mondragon cooperative becoming the model of many present day co-ops. It has grown internationally to expand far beyond the cooperative grocery store or Community Supported Agriculture (CSA) that many of us are familiar with, to cooperative electric companies, cooperative industries, cooperative farmers’ groups, to a model for potential succession planning for our Main Street or Elm Street businesses. A more contemporary popular usage is the cooperative restaurant or bookstore, where one can buy “shares” into a start-up or expansion, with the return of a membership-like based benefit, similar to that of Kickstarter or Indiegogo.

Succession planning or lack thereof is an issue many of our

Janvieve Williams Comrie and Omar Freilla are surrounded by Co-op Academy graduates. Co-ops represented from left to right: Caracol Interpreters, Ginger Moon, Green Worker Cooperatives, HTINK, and Concrete

Green. Photo by Stephen O’Byrne.

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downtowns and neighborhood business districts are facing. A cooperative business model may provide a solution to this rising dilemma. It could provide the mechanism for existing employees to buy-out an existing owner ready for retirement who wants to sell the business or for a community to rally around an anchor establishment that has no other option than to close. Certainly, partnership structures could be an option, but cooperative business models are another to consider.

There are around 30,000 cooperatives in the U.S. generating $652 billion in annual sales, sustaining over 2 million jobs.* This includes consumer cooperatives, such as REI and credit unions, producer cooperatives, like Organic Valley and Land O’Lakes, purchasing cooperatives, such as Ace Hardware, and then worker cooperatives, like Equal Exchange. Some cooperatives have evolved from opportunity and need, such as the Evergreen Cooperative in Cleveland. And, others have evolved so that the little guy can compete with the larger corporate conglomerates. These cooperatives are based on the guiding Rochdale Principles, those that guide these organizations, but are also good, solid principles to lead a community organization by. It’s a wave of the future, and I’d like to ride this wave.

*Sources: National Cooperative Business Association – ncba.coop To learn more about cooperatives, please visit: shiftchange.org, The Food Co-op Initiative & Yes! Magazine

ROCHDALE PRINCIPLES1. Voluntary and Open MembershipCooperatives are voluntary organizations, open to all persons able to use their services and willing to accept the responsibilities of membership, without gender, social, racial, political or religious discrimination.

2. Democratic Member ControlCooperatives are democratic organizations controlled by their members, who actively participate in setting policies and making decisions. The elected representatives are accountable to the membership. In primary cooperatives, members have equal voting rights (one member, one vote) and cooperatives at other levels are organized in a democratic manner.

3. Decision MakingMembers contribute equitably to, and democratically control, the capital of their cooperative. At least part of that capital is usually the common property of the cooperative. Members usually receive limited compensation, if any, on capital subscribed as a condition of membership. Members allocate surpluses for any or all of the following purposes: developing the cooperative, possibly by setting up reserves, part of which at least would be indivisible; benefiting members in proportion to their transactions with the cooperative; and supporting other activities approved by the membership.

4. Autonomy and IndependenceCooperatives are autonomous, self-help organizations controlled by their members. If they enter into agreements with other organizations, including governments, or raise capital from external sources, they do so on terms that ensure democratic control by their members and maintain their cooperative autonomy.

5. Special Practices(the ways co-ops put their beliefs into action) - Cooperatives provide education and training for their members, elected representatives, managers, and employees so they can contribute effectively to the development of their cooperatives. They inform the general public — particularly young people and opinion leaders — about the nature and benefits of cooperation.

6. Cooperation Among CooperativesCooperatives serve their members most effectively and strengthen the cooperative movement by working together through local, national, regional, and international structures.

7. Concern for CommunityCooperatives work for the sustainable development of their communities through policies approved by their members.

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Lewisburg Neighborhoods Corporation Samantha Pearson

I am the Elm Street Manager for the Borough of Lewisburg and the Director of the Lewisburg Neighborhoods Corporation. I am working on neighborhood revitalization in the Bull Run Neighborhood of Lewisburg and cultivating the potential for similar efforts in the North Ward Neighborhood as well. I have been involved as a volunteer and board member of the LNC since its inception and have appreciated the opportunity to apply my background in architecture and American urbanism to the town I call home. Lewisburg hopes to become a designated River Town, thanks largely to resident input rallied by the LNC. The Elm Street Project brings out great volunteers like resident artist and author Marjorie Priceman who generously donated proceeds from her Lewisburg-themed holiday cards to the Bull Run Neighborhood Committee Projects Fund. Stay tuned for this year’s card design!

Bellefonte Borough Vana Dainty

I have lived in Bellefonte since 1994 and have always been very involved with and in the community. My favorite part of the job is learning new things and ideas; plus watching people in Bellefonte come together to work at making it a more vibrant place to live and visit.

Bellefonte has a rich history and beautiful architecture. We also have Spring Creek; which, is a world renowned trout stream, running through our Central and Waterfront Business Districts.

Union Gardens Elm Street Program, Lansdowne-Yeadon Deborah Brodeur

I was fortunate to have been the consultant who lead the preparation of the neighborhood revitalization plan back in 2010. I met a lot of great people through the public meeting process and neighborhood surveys. After submitting the plan and grant application to DCED on behalf of the Lansdowne Economic Development Corp., I lost touch with the community and the project. Then in 2013, I received a call from the LEDC when they were looking to hire a new Elm Street manager. Due to budget cuts, I was only working part-time at the agency where I had been for the last 12 years, so I jumped at the chance to not only go back to full-time work, but to actually get to implement a plan that I had helped prepare. It’s been very gratifying renewing friendships with residents and stakeholders, but even better to be able to help the many needy people to whom I had made so many promises years before.

Downtown Bedford IncorporatedTonya Grimes

I love my hometown of Bedford. As a kid, I remember how run-down the buildings were and the streets were bare. As I watched the transformation and revitalization of Bedford begin to happen over the last several years it was something I knew I wanted to be a part of. I wanted to build on what has already been accomplished and take the organization to a whole new level.

Watching the success of new events and projects that we have developed come to fruition has been my favorite part of the position. I enjoy the challenge of learning something new every day. It’s been my focus to surround myself with great thinkers and doers…people who have a vision and can think out of the box. That’s what takes an organization to the next level. We have unstoppable momentum and new people are getting involved because everyone wants to be a part of something that is exciting and successful!

THE NEWEST FACESon Main and Elm Street

PA ACCREDITED ELM STREETdesignated

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DCED Target of Additional Budget Cuts

The 2014-2015 Commonwealth budget that was approved by Governor Tom Corbett, with

significant line-item vetoes, saw the Department of Community and Economic Development (DCED) take additional significant budget cuts. Most important to the revitalization community was the reduction in the level of Keystone Communities Program funding from a proposed $11.3 million to $6.15 million, a reduction of 46.5%. The Keystone Communities Program includes the Main Street Program, Elm Street Program, Enterprise Zone Program, Affordable Housing, and what used to be known as Housing and Redevelopment Assistance. According to a statement released by the Housing Alliance of Pennsylvania, these programs, which will have $6.15 million to distribute in the 2014-2015 fiscal year, had more than $56 million available to them in 2009.The budget cuts came out of the House of Representatives, according to PDC Executive Director Bill Fontana. “The budget went into the House Appropriations Committee on Thursday, June 26 with the $11.3 million still in the line item,” Fontana said. “We were keeping a close eye on things up to that point. We had no indication that the Program would take that kind of cut in the House. It happened so fast that we had no time to respond to the House cuts. The unusual thing is that the House has historically been a strong supporter of community revitalization programs. When we have had a problem in the past, it was usually in the Senate.”

If there were any bright spots in the budget that was passed and signed by the governor, it’s that the Neighborhood Assistance Program (NAP) had its full legislative limit of $19.0 million restored, after having the scare that it might be zeroed out for a two year period.

Other programs in DCED that took significant hits included the Discovered in PA, Developed in PA (D2PA) program that went from a proposed $9.9 million to $5.0 million, a 49.5 % cut and the Pennsylvania First Program, which went from a proposed $37.8 million to $20.0 million, a 47.1% reduction. Overall, the DCED budget ended up at just over $204.5 million. Fontana pointed out that in the mid-2000’s the DCED budget was usually between $700 and $800 million.

“There is no question that we will need to do some significant education of key members of the House over the next several months,” according to Fontana. “I’m certain that it doesn’t help the Main Street and Elm Street Programs to be included in the Keystone Communities Line item. It’s one of those things that might make members of the General Assembly a little less clear as to what exactly they are cutting. It may make sense to get Main Street and Elm Street reinstated as a separate line in the next budget, as it was during the Ridge administration.”

The blow will be somewhat softened by the fact that DCED did manage to get more than $28.0 million in back-logged projects, with funds dating back to 2009, out the door during the first half of 2014, a testament according to Fontana, of the hard work put in by the DCED staff. “This will mean that some communities that have been waiting for funding for several years will have some funds to spend on projects over the next few years. The problem will be those communities that are applying for funds from the 2014-2015 allocation. $6.15 million won’t go very far in a state with as many revitalization needs as we have here in PA.”

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Living Vibrant by Mary Lee Stotler

“Vibrant” is a tired buzzword in our industry that seems to mean different things to different

people – and so has become essentially meaningless. One definition of the word is, “pulsating with vigor and energy.” That definition hovers in the vicinity of what we envision for our towns, but what we really want when we say we want a vibrant community is one with people on the streets. Sure, we want lots of restaurants and retail and a good economy, but none of that matters without feet on the street.Cities and small towns across the country have suffered serious decline due to aging infrastructure, the flight of the educated, and suburban sprawl. At the same time, obesity rates have skyrocketed across the country. According to the Centers for Disease Control, 65% of adults in Pennsylvania are overweight while nearly 29% are obese. Among adolescents, almost 16% are overweight and 11.8% are obese. The numbers are even worse for children of minorities, who are more likely to live in densely populated urban areas and lack access to fresh, healthy foods.

These issues – the decline of urban areas and the rise in obesity – are not separate, distinct phenomena, but rather, they are intricately linked. The Pennsylvania Downtown Center has chosen Cultivating Healthy Communities for its 2014-15 theme. Under this banner, we hope to explore the different ways that improvement in community can impact health to the benefit of both. Here are just a few ways that community and health benefit each other:

•Increase in exercise makes people healthier (of course!)•Increased exercise contributes to a greater sense of satisfaction and well-being•Healthier people rely less on public health services•Healthier people tend to demand better food choices•Greater foot traffic increases the opportunity for incidental meetings, thereby creating a sense of community and encouraging civic engagement•More people on the streets provide greater opportunity for

businesses to attract customers•More eyes on the street contribute to a greater perception of safety •More walking and bicycle trips mean less pollution from car traffic

Older folks will tell you, and photographic evidence agrees, our towns were once bustling with shopping, meetings, laughter, chatter, and life. In our residential neighborhoods, people sat on their porches to chat with neighbors who were out strolling. They worked in their flowerbeds and mowed their own lawns where they could wave to passing acquaintances. These were places that were “pulsating with vigor and energy.”

Our towns often contained the design flaws that we now seek to correct, such as terrible signage, poor traffic flow, dim lighting, and unwieldy parking. But they still had people; they were vibrant. They can be again. Over the coming year, we will be examining the ways that healthy communities impact our lives, as well as exploring methods of helping our communities become healthier, and therefore, more vibrant.

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BLUEPRINT COMMUNITIESWorking to Make Positive Changes

by Rick Viglione

There is a phrase that has been used by coaches all across America for decades … “You get better

or you get worse, but you don’t stay the same.” This phrase rings true in all six of the 2014-15 Blueprint Communities Core Teams currently working to complete their training. They are all working hard to improve their communities. The six successful communities include:Stand Alone Communities

•Clarion Borough (Clarion County)•Reynoldsville Borough (Jefferson County)•City of New Castle (Lawrence County)

Regional Communities•Curwensville Group (Clearfield County)•Huntingdon Group (Huntingdon County)•Oil Region Group – Emlenton Borough, Foxburg Borough, City of Parker (Venango, Clarion and Armstrong Counties)

When traveling to and from all of these communities, the natural

beauty of each region takes center stage. From lush green forests to hazy river valleys, productive farm land and winding hiking/biking trails, these are truly special places. Every community has many assets to build on.

The Pennsylvania Downtown Center is partnering with the Federal Home Loan Bank of Pittsburgh, Penn State Extension Service, D.S. Schlegel Associates and Marylin McKeown to provide an intensive nine month training that will be a catalyst for community revitalization. It is the goal of the Blueprint Communities to:

•Energize local leaders, residents, and stakeholders•Facilitate holistic community planning•Encourage public and private investment

This intensive nine month journey will be the catalyst for developing a “Clear Vision”, a “Comprehensive Implementation Strategy” and “Encourage Coordinated Investment”.

PDC has been delivering on-site Organizational training in each of the six communities. A public community perception survey was completed in each community with the results of that survey being used as a basis for the development of a draft vision statement. The Core Teams then crafted a “Draft” Vision Statement specific to their community. Public meetings were held to present the draft vision to the community and to get feedback on the vision. Turnout and comments at these public meetings were very good. Next steps will include Strategic Planning, Goal Development, Financial Resource Development/Grant Writing, Annual Work Plans and finally Graduation in the beginning of 2015.

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During PDC’s strategic planning review we updated our mission, revisited our vision, and adopted core values for the organization. In the spring of 2013 the board of directors adopted six core values that act as guiding principles to aid in navigating the organization. These

values will assist our organization as it grows and evolves in this ever-changing world of revitalization.

These values provide the standards for and describe the traits and qualities of the board of directors and the staff of the Pennsylvania Down-town Center. They direct us in how we do the work of the organization.

PDC Core Values

AuthenticityWe seek out, recognize and celebrate what is real, genuine and

unique about each other, our members and our communities. We value diversity and encourage creative expression.

StewardshipWe believe in honoring the balance among people, planet

and profit. We take into consideration this triple bottom line when aligning ourselves with potential partner organizations and companies. We are advocates for social, economic and

environmental justice as these impact community revitalization.

ProgressiveWe want to evolve. We strive to constantly expand our knowledge base as leaders in the field of community revitalization. We seek

to be both adaptive and creative, continuously improving. We foster the entrepreneurial spirit and are open to new ideas.

CollaborativeWe cooperate and are willing to work together. We recognize the importance of connectedness and we actively explore and develop

partnerships. We operate with our partners in a synergistic fashion by building dynamic networks and thereby increase the

potential for mutual successes.

FunWe communicate, demonstrate and reflect excitement and

enthusiasm for the work we do. We create an enjoyable environment that motivates, energizes and celebrates a passion for

the inspiring work of community revitalization.

IntegrityWe are honest, accountable and transparent as individuals and as

an organization. We act respectfully and respond thoughtfully with a consistent ethic of service to our communities. We follow

through on our promises as we put our values into action.

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Debbie has been the Elm Street Manager for Lansdowne-Yeadon for just over a year,

however; she has been involved in the revitalization non-profit world for a quarter of a century. From all perspectives, it appears that she was meant for this task. Armed with a cache of super skills from neighborhood revitalization to wielding a 2 ½ inch angled paint brush at the top of a ladder; she also has the task of balancing work with two municipalities. The Lansdowne-Yeadon program is one of the only programs that involve two municipalities. In college, she studied Business and Marketing, which led her to an advertising firm in State College. While maintaining her roots in Altoona she slowly renovated a four unit apartment building which she owned and lived in at the same time. This activity incorporated her sanding, stripping paint, staining floors and wallpapering skills. Over time, her interests stretched from single buildings to entire neighborhoods.

Debbie landed her position in Lansdowne-Yeadon possibly

because she had actually written the Elm Street Revitalization Plan, an 83 page document for the Lansdowne Economic Development Corporation. Few persons are fortunate enough to be able to implement a plan that one has written. Her journey has not been only one of luck but a strong determination to learn the skills to develop a repertoire of experiences.

In the earlier days back in her hometown, she came across an effort to revitalize a neighborhood. Having heard of houses that were on the demolition roster, she was concerned that some Victorian houses might meet disaster and joined the Neighborhood Advisory Committee in Altoona. In order to move things along, Debbie utilized her marketing education and helped to lead the creation of Renaissance One. Her work included a logo and promotional publications. A year later, she was hired to operate the program and at that time her business education also kicked-in, and “sales” came to the forefront. She assisted in promoting and selling ideas to residents, business owners and council members.

Along the way, between expressing her hands-on skills of renovating buildings, and caressing her marketing technique and people skills, she came in contact with a great person in a successful non-profit housing organization named Improved Dwellings for Altoona. There she met Bernice Levinson who taught her housing development skills. One good piece of budgeting advice included “Never squeeze your expense numbers to fit your funds. If the numbers don’t work, don’t do the project.” This experience helped to set the theme for Debbie in learning the business side of neighborhood revitalization. This thinking guides her whether she is developing an operating budget for an apartment complex or a scope of work for the façade program.

In the following years prior to coming to the Elm Street Program at Lansdowne-Yeadon, she helped found the Blair County Chapter of Habitat for Humanity. For the next decade, she served

LANDSDOWNE LANDSA Skilled Manager

by Stefan Klosowski

Debbie Brodeur (center, behind the bow) is joined by nearly 100 residents along with members of Lansdowne Borough Council and the Neighborhood Advisory Committee to cut the ribbon at the grand opening of The Orchard, a new park entrance into Interboro Park. The Orchard, which will be maintained by Borough staff, will provide fresh fruits

and berries for the Union Gardens residents.

on many Habitat Committees and was Board President. Debbie started her own non-profit organization that focused on historic buildings and neighborhoods in a multi-county area in central PA. She was also the Director of Development for the Community Action Agency of Delaware County, Inc. Independent consulting work followed these activities, which included the writing of the Elm Street Revitalization Plan, and eventually the phone call to actually implement the plan, that she had written. And today we have a well rounded and multi-skilled Elm Street Manager.

Some of the recent activities of the Lansdowne Yeadon Elm Street Program:

A façade program whereby this manager inspects the home, prepares the scope of work, puts it out to bid and oversees the renovations. Sixteen single family house facades will be completed at the close of 2014.

Neighborhood clean-up projects, block parties, development of rain gardens and a rain barrel giveaway, farmers market and purchase of playground equipment, and public art in the form of painted concrete park benches.

A youth program called Maker Camp, where the children joined other young inventors and artists from around the world on Google+ to make projects, go on epic virtual “field trips,” and meet the world’s coolest “makers.” Maker Camp inspired children of ages 7-13 to embrace their inner maker, get their hands dirty, fix some things, break some things, and have a lot of fun. This was a free online summer camp on Google+, with five weeks of making, building, experimenting, and wrecking. Participants made projects with the ultimate makers at MAKE magazine.

A black and white photo class entitled Beyond the Lens to teach photography to many “at-risk” youth as an after school program. The goal was to provide teenagers instruction as a means of expression, a creative outlet and an alternative to violence. One student remarked: “One of my favorite pictures I took was of my brother and sister holding hands. It kind of shows the love between siblings and I like it. And because it’s black and white, it gives you more emotion to the picture. I never thought I could do something like this.”

Employment mentoring was initiated during Maker Camp, when they realized that some of the older teens were spending a substantial amount of time helping the

younger youth. This brought about the idea of a mentoring program, which not only helped to build self-esteem in the older teens, but also gave them a paycheck for doing so.

As the Elm Street Manager in this neighborhood Debbie has developed a number of avenues toward encouraging neighbors and youth to get involved in their community. She utilizes a payoff or prize for joining in on the activities. She wants to make sure that there is a “carrot” at the end of the stick. Neighborhood surveys are used as an example, whereby the program offers a$25 or $50 credit card gift to a lucky participant. Food and drinks are also offered at meetings. This has proven helpful with the teenagers to plan a neighborhood block party. They have free pizza and soda and the orange vests for some events evoke a sense of pride and belonging. They coordinated all of the games and contests, and staffed the face painting and craft tables. Debbie is amazed at the energy and creativity that the teens bring to the programs and recognizes that it is a boost to their self-esteem.

Partnerships are key to any successful Elm Street program and Lansdowne-Yeadon has had an excellent partner in the

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Lansdowne Public Library which hosts a number of the activities. Many agencies and businesses have assisted and include the Community Action Agency, Habitat for Humanity, Friendship Circle Senior Center, Group Workcamp, Home Depot, and many more. Their partners and property owners have invested over one million dollars into the Elm Street neighborhood since the program began.

Debbie believes that as the Elm Street Manager, she needs to approach the issues of the neighborhood in a holistic manner. She is attempting to make her office a “one-stop shop” for information on such things as free income tax prep, lead-based paint remediation, at-home services for seniors, and more. As she looks to the future, though, she and her committees have begun to make a special effort to also think about the health needs of their residents, not just the physical improvements that can be provided but a social service approach. They have conducted health surveys and met with local hospitals that provide a wealth of information on local health issues. They researched existing programs and formulated plans to address unmet health needs. They hope that by taking a holistic approach to community revitalization, they can change even more lives.

Some of Debbie’s professional highlights include:• Helped organize and incorporate Habitat for Humanity, Blair County, Inc. President from 1993-1999. • Chair of Family Selection and Family Nurturing Committees.• Member of Public Relations, Speakers Bureau, and Fundraising Committees.

• Helped found and incorporate the Emergency Shelter Project, Inc., which manages a temporary shelter for homeless women and children in Altoona. Former Vice-President and Chair of Legal Committee. • Awarded 1993 Blair County Woman of the Year in the Nonprofit Category. •Awarded 1997 Preservation Pennsylvania Community Involvement Initiative. •Featured in the National Trust’s Historic Preservation magazine in January 1995, for ‘Renaissance One’ neighborhood revitalization project in Altoona, PA.

On a personal note, Debbie has remarried in January of this year to an incredibly talented Executive Chef named Dan at a ballroom in Philadelphia. She has four children, two young men who recently graduated from college and identical twin girls who just turned 16. Prior to this second marriage Debbie had raised her children on her own for the past seven years. In her free time, she bartends and runs parties at Dan’s restaurant. She has a black belt in karate and studied T’ang Soo Do for five years. Debbie appreciates the support network she has received all throughout her life and attributes that to her attitude and success. Dan her husband says that she has a “never quit attitude” and given her hammering and painting skills has earned the nickname “Schneider.” They live in Aston, PA.

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Zappos CEO Tony Hsieh

“[One] thing you need in a city, that is the cheapest

thing to do but also the hardest,” said Hsieh, “is

a culture of openness and collaboration and

sharing. If people are twice as likely to engage

with each other, then maybe you don’t need

residential density, and if you live in a city or

place where no one talks to each other, then the

density doesn’t matter.”

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PDC Board UpdateIssues addressed by the board at the August 6 meeting included:

2014-2015 Budget ApprovalThe board reviewed as approved a budget of just over $804,000 of income projected for the 2014-2015 fiscal year. Of this amount approximately 46% of that amount is anticipated for salaries and 56% for direct and indirect organizational operations. As is the usual case with PDC, the Budget will be revisited in November following the completion of PDC’s 2013-2014 fiscal year audit.

Relationships with the Shale IndustryOver the last eighteen months, this issue was reviewed and considered by PDC staff and committees. On August 6th, the Board was presented with a policy position relative to PDC’s relationships with the Marcellus Shale industry. The position paper as presented acknowledged that the industry is having both

positive and negative impacts in Pennsylvania communities, but also recognized that the industry is not going away. In an era of scarce resources, the position paper suggested that accessing the resources of the shale industry to mitigate some of the negative impacts should be given significant consideration by the board. The position paper also suggested that there exists within the Commonwealth an organization known as the Center for Sustainable Shale Development (CSSD), based in Pittsburgh. The position paper suggested that PDC’s relationship with the industry should initially be limited to those companies that are members of the CSSD and that this organization should be monitored for any changes in the nature of its membership. The board approved the recommendation that PDC move forward with developing these CSSD-related Marcellus Shale industry relationships, subject to quarterly review by the PDC External Operations Committee. The approval could open the door to greater shale industry corporate support for PDC-related revitalization initiatives.

MEET OUR NEWEST PDC Staff MemberMaria Wherley, Network Relations and Conference CoordinatorMaria joined the Pennsylvania Downtown Center in July 2014. She has worked in the nonprofit sector since 2002. Prior to that time, Maria worked in marketing and advertising at the corporate level while earning a degree in Business Administration at York College as a non-traditional student. Throughout the past 12 years, she has been involved with various civic organizations including Lancaster Chamber of Commerce and Elizabethtown Rotary while serving on the boards of Marietta Area Business Association, Marietta Community House and Susquehanna Waldorf School.

A native of Pennsylvania she enjoys spending time with family, friends and finds relaxation in walking her dogs on the trails along the banks of the Susquehanna River and finds comfort in being part of a small community. She and her husband, Doug, along with their sons Auburn and Nolan have found home in a late-1800’s house (where a Marietta pig-iron worker and family originally resided). Maria brings a sense of compassion and commitment to her work with the PDC staff, members and the communities. The mission and values of PA Downtown are key in knowing that she has joined an organization that she can and will proudly represent.

With a passion for people and a high regard for "liberty and justice for all" Maria's role at PDC offers the experience of these very elements in her everyday life.

FALL ‘14

PENNSYLVANIA DOWNTOWN CENTER’S QUARTERLY NEWSLETTER

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PA Downtown Center Membership Update

by Maria Wherley

This past July I joined PDC as Network Relations and Conference Coordinator. At that same time,

PDC updated our Membership Options including a Recognized-Program level for our members who are not designated through DCED and would like to stay within the PDC network. By participating at this level, communities meeting certain criteria may participate in Trainings and Forums at no additional cost and are eligible for recommendation by PDC for national accreditation with National Main Street Center. For more details about this new option level, please read page 6 of the new Membership Guide (available on our website AT padowntown.org).Another new option is our Group Membership. For communities in relatively close proximity to one another you can join as a collective group (organizations, communities and/or businesses.) PDC’s evolving regional membership networks will provide several annual opportunities for members to come together, share their revitalization successes, failures and future needs. Under the Group Membership option, communities must all be from the same county or all within a circle that does not exceed a diameter of 50 miles. Again, the new Membership Guide provides details of the various membership options. For a quick reference, see our Member Benefit Chart on the following page.

I look forward to working with all of our members throughout the state and encourage you to contact me with any questions, suggestions or just to say hello.

In the spirit of community, thank you!

2014-2015

Enjoy the new extensive resource for members, our PDC Membership Guide. Don’t forget about your 2014-2015 Member Decal, too!

Questions? Maria Wherley

Network Relations and Conference Coordinator717-233-4675 ext. 116

mariawherley@padowntown.org

FALL ‘14

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