PRESENTATION OUTLINE
•   Executive Summary
•   Research Findings
•   Case Studies
•   Key Publics
•   Organizational Goal
•   Action Strategies
•   Next Steps
“I might go downtown if more places offered WKU student discounts. Some do, but not that many.”

EXECUTIVE SUMMARY
•   Bowling Green has been unable to find a sustainable connection – a “cultural bridge” - between WKU and the downtown area.
•   Key Issues:
1.
Development of metro area/business district
2.
Disjunct downtown brand identity
3.
Competing organizations and interests
4.
Perceived value of student contribution
5.
Student safety and law enforcement culture

RESEARCH FINDINGS
•   PRIMARY:
•   Proximity of the downtown area to campus is appealing
•   Lack of events and attractions in the downtown area
•   Not much to do if you’re under 21
•   Safety is a concern for many students
•   Police in the downtown area are harassing and bothersome
•   Not a single WKU student interviewed directly mentioned shopping or retail stores in the downtown area
“The people there typically aren’t college students. It’s more targeted for adults”

RESEARCH FINDINGS
•   SECONDARY :
•   Downtown must maintain a strong sense of place that is safe and walkable
•   A team of business & community leaders, who are willing to work, is vital to a successful downtown
•   Food and beverage is replacing traditional retail
•   People expect & prefer to walk
•   Universities are major influencers on downtown because they create opportunities for the downtown experience
•   Without the participation of a university, downtowns generally do not see as much success
•   The presence of ample pedestrian traffic is key to a downtown’s success
“There are a lot of things to do if you are over 21. But it would be nice if there were more things for people under 21 to do.”

Secondary Sources

CASE STUDIES
“The Maroon Mile”
“Nothing sticks out or looks cool. And there is no live music. Live music is crucial.”

CASE STUDIES
BGScene.com

CASE STUDIES
“We will not let a few individuals who only want to drink ruin the festive atmosphere we are trying to create.”
WKU Message On Tailgating - 2009

CASE STUDIES
Big Red’s Roar
Homecoming, 2013

CASE STUDIES
*low walkability cited as the only negative
Forbes Magazine, 2014

CASE STUDIES

ORGANIZATIONAL GOAL
To increase revenue opportunities for Downtown Merchants
Association members by aligning merchant products, services and events with WKU students, faculty and staff.

ORGANIZATIONAL GOAL

KEY PUBLICS
•   WKU Students
•   Downtown Merchants Association Members
Secondary Publics
•   WKU Faculty and Staff
•   WKU Administrators
•   City/County Administrators and Officials

ACTION STRATEGIES
•   Facilitate communication/coordination between Downtown
Merchants Association members, WKU representatives, and the
Downtown Redevelopment Authority.
•   Create a cultural bridge between WKU students and The
District merchants by instituting community characteristics that bring students to a Downtown Entertainment District.
•   Increase awareness and participation among WKU students, faculty and staff in cultural/entertainment opportunities in The
District.

ACTION STRATEGIES
•   Facilitate communication/coordination between downtown business owners/employees, WKU representatives, and the
Downtown Redevelopment Authority.
•   Private LinkedIn/Facebook pages for downtown business owners, WKU representatives, and the DRA to communicate/collaborate in real time.

ACTION STRATEGIES
•   Facilitate communication/coordination between downtown business owners/employees, WKU representatives, and the
Downtown Redevelopment Authority.
•   Updated DRA website , including the self-service functionality for The District business owners to contribute content and events to the site.

ACTION STRATEGIES
•   Facilitate communication/coordination between downtown business owners/employees, WKU representatives, and the
Downtown Redevelopment Authority.
•   Full-time DRA and DMA board participation by a WKU student representative.

ACTION STRATEGIES
•   Facilitate communication/coordination between downtown business owners/employees, WKU representatives, and the
Downtown Redevelopment Authority.
•   Engage WKU’s Small Business Development Center in hosting meetings/ seminars with DMA members.

ACTION STRATEGIES
•   Facilitate communication/coordination between downtown business owners/employees, WKU representatives, and the
Downtown Redevelopment Authority.
•   Host quarterly DRA/DMA/WKU Mixer to update plans/programming and build relationships that foster collaboration and coordination.

ACTION STRATEGIES
•   Create a cultural bridge between WKU students and The
District merchants by instituting community characteristics that bring students to a Downtown Entertainment District.
•   Rue de la Red is designated a safe walking path for students to take to and from the downtown area.
•   College Street from Cherry Statue to Circus Square Park (1.3 miles)
•   Theme-designed street banners and signage designate Rue de la Red for students, faculty and guests.
•   Banner sponsorship opportunities for DRA/DMA members.

ACTION STRATEGIES
•   Create a cultural bridge between WKU students and The
District merchants by instituting community characteristics that bring students to a Downtown Entertainment District.
•   Educate WKU students on civic responsibility and the legal realities of alcohol intoxication and destructive behavior
•   Master Plan Workshop
•   Coordinate and collaborate with B.G. and WKU law enforcement officials to resolve issues without arrests/harassment when possible

ACTION STRATEGIES
•   Create a cultural bridge between WKU students and The
District merchants by instituting community characteristics that bring students to a Downtown Entertainment District.
•   Introduce collaborative branding opportunities and events that better connect the WKU Campus and The District

ACTION STRATEGIES
•   Increase awareness and participation among WKU students, faculty and staff in cultural/entertainment opportunities in The
District.
•   Connect WKU student, faculty and staff to The District website through new mobile app and targeted social media channels .

ACTION STRATEGIES
•   Increase awareness and participation among WKU students, faculty and staff in cultural/entertainment opportunities in The
District.
•   Rue de la Red Kickoff Event
•   Two-day event beginning Spring, 2015
•   Battle of the Bands format featuring local/regional talent
•   Partner with local/regional radio stations

ACTION STRATEGIES
•   Increase awareness and participation among WKU students, faculty and staff in cultural/entertainment opportunities in The
District.
•   The District Night
•   One-evening event beginning late Fall, 2014
•   Celebration of completing the first semester of college
•   Partner with downtown restaurants/shops/theater
•   Reservations-only event limited to WKU freshman class

ACTION STRATEGIES
•   Increase awareness and participation among WKU students, faculty and staff in cultural/entertainment opportunities in The
District.
•   Small Business Internship Initiative
•   Collaborative program connecting The District businesses with WKU students seeking internships

NEXT STEPS
•   Gain input/approvals from all plan stakeholders
•   Planning and coordination for specific strategies/tactics
•   Activating online and social media strategies
•   Creating campaign awareness
•   Coordination/collaboration with local organizations and business owners
•   Additional research:
•   Student/faculty/staff contribution to downtown economy
•   Continuing research on student attitudes/beliefs toward downtown activities, events and organizations.