At the heart of the discussion was the need to breathe new life into Main Street. The council focused on creating a plan aimed at rehabilitating the area, which would not only support local businesses but also attract visitors from neighboring cities. The conversation spanned various strategies, including consistent marketing efforts to emulate the success of other downtown areas, improved collaboration between the town, Main Street, and local businesses, and the potential of hiring a dedicated events chairperson. A full-time social media manager was also suggested to bolster the town’s online presence, which was seen as crucial for engaging a broader audience.

The council debated the merits of various marketing initiatives, such as direct mailings, email campaigns, and leveraging the local newspaper, the Miami Laker, to spread the word about Main Street’s offerings. The potential of social media, influencers, and community-based events to attract foot traffic was also discussed, as were ideas for hosting holiday events, special activations, and creating a Main Street art walk. The need for a dedicated person or team to oversee the coordination of such initiatives was highlighted, alongside concerns regarding resources and funding.

In relation to safety and security, the council assessed the current challenges, including reports of security incidents such as fights and injuries. The use of barricades as a cost-effective measure was debated, weighing the balance between safeguarding the public and the impact on businesses. The importance of police collaboration to ensure a secure environment was emphasized, along with the potential of events to deter disruptive behavior. Successful events like Cars for the Cure and the farmers market were cited as examples of initiatives that could improve safety while benefiting the community.

The meeting also touched upon the renovation of Main Street, with participants expressing disappointment over the delays and lack of progress. The need for a methodical and well-executed renovation process was stressed to minimize disruption to businesses. Furthermore, the allocation of funds for the Festival of Lights and holiday decorations was discussed in the context of marketing budget constraints.

A proposal was made to redefine the marketing fund’s purpose, with suggestions including the abolition of the fund to hire an events chairperson or to return funds to the merchants. Security improvements were also on the agenda, with discussions about better lighting and enhanced security personnel. A movie theater chain representative expressed the intent to collaborate on solutions to improve business, countering the notion that the theater was the root cause of issues. The limitations of the council’s regulatory power over business operations were also acknowledged, stressing the importance of selecting successful business operators.

The role of the Cultural Affairs Committee and the Economic Development Committee (EDC) in event promotion and organization was another focal point. The EDC emphasized their mission to support local businesses through events like the annual business boot camp and quarterly happy hours.

A debate ensued over the level of the town’s involvement in these initiatives, with opinions divided between supporting private group efforts and maintaining active participation in line with the town’s master plan. The importance of effective communication and a clear plan for upcoming meetings and events was reiterated.

Lastly, the council deliberated on the establishment of a Visitor Center as a hub for information on local businesses and events. While some members expressed budgetary concerns and the need for a plans before seeking funding, the Economic Development Committee was identified as a key platform for discussing such initiatives with local business owners’ involvement.