DDTT - Downtown Development

When Dover was established as the capital of Delaware, its heart, downtown city centre, was vibrant and full of life, allowing routine trading and all kind of services. It was the hub for people meeting at its restaurants, cafes, coffee shops, sandwich shops, and bars. This state of being created an economy in full swing until the arrival of the big shopping mall that was built 2 miles north of the city centre on the DuPont Highway.

According to Michael Porter (1998:377), on the competitive advantage of the inner city, the economic distress of America’s inner cities may be the most pressing issue facing the nation. The lack of businesses and jobs in disadvantaged urban areas fuels not only a crushing cycle of poverty but also crippling social problems, such as drug abuse and crime. And, as the inner cities continue to deteriorate, the debate on how to aid them grows increasingly divisive. The sad reality is that the efforts of the past few decades to revitalize the inner cities (downtown areas) have failed. The establishment of a sustainable economic base and with it employment opportunities, wealth creation, role models, and improved local infrastructure still eludes America’s cities despite the investment of substantial resources.

A social model built around meeting the needs of individuals has guided past efforts. Aid to inner cities, then, has largely taken the form of relief programs such as income assistance, housing subsidies, and food stamps, all of which address highly visible and real social needs.

The Main Street and Downtown areas do not have the concept of complementarity’s, nor can they accommodate an influx of steady tourism or tourists for lack of products and good services. In this regard, Porter, M. E. (1998:217), argues that in tourism, for example, the quality of the visitor’s experience depends not only on the appeal of the primary attraction (for example, beaches or historic sites) but also on the comfort and service of area hotels, restaurants, souvenir outlets, airport and other transportation facilities, and so on. As this example illustrates, the parts of the cluster are often truly mutually dependent. Bad performance by one part of the cluster can undermine the success of the others.

According to a case study by Joseph Schilling (2004:12) in Public Management Magazine, May 5, on the issues of revitalizing vacant properties and substandard buildings: “Vacant properties – dilapidated housing, abandoned buildings, and vacant lots – present communities with a complex problem and a compelling opportunity for neighborhood revitalization.

There is a strong correlation and relatedness between the development of the downtown area and the development of tourism in Dover in general that make an increase in the number of pure tourists essential to progress. They are entwined and cannot be separated. Also, the development of The Schwartz Center for the Arts, the only city theatre, cinema, and cultural arts venue is crucial to downtown development. It is open and fully operated, but there are insufficient eateries to accommodate these theatre goers with sophisticated tastes. Moreover, downtown shops, especially the eateries, tend to close after 3-4 pm, which does not entice people to visit the area and dine before going to the theatre or at least go window shopping around the different shops.

A microbrewery that serves local beers and other beverages, combined with good quality bistro food, to repeat the success story of Rehoboth Beach (50 miles away).
A reputable coffee house (to be run by Wesley College as opinions and survey suggested), preferably with an Internet connection, that attracts students from neighboring Wesley College.
A major brand bookstore to attract more foot trade.
At least two additional eateries, preferably ethnic food and quality food.
A vocational training centre with crèche to accommodate single parents.
Increased development of the Schwartz Centre, as it is the ultimate place for entertainment, as it is culturally valued and sponsored by the community of Wesley College and Delaware State University.
The addition of antique shops to the main street area.
Improvement of safety and the beautification of the Main Street and facades of several and empty shops.
The re-establishment of a radio station in the middle of downtown.
Modernization of the Spence’s market into a European-style farmers/ Amish Village and produce market (fruit, vegetables, and flowers), equivalent to the new Covent Garden market in London, England, or “Les Halles,” which is called “Rungis” in the suburbs of Paris, France, the biggest market in Europe.

The development of small business incubators, which is a popular method of fostering new business growth. Such a facility provides low-cost space and business assistance services during early stages of development. The incubator is designed to support its tenants by addressing most problems that an emerging business might encounter, particularly emphasizing management and cash flow. Each incubator should focus on a specific sector of the community involved. One way to tie an incubator to the local community is by establishing a facility that can supply support services or products for a major company in the area. Delaware State University, has initiated such a program, and it is instrumental and pivotal force to reach the downtown area and its population.

Generally speaking, managers turn to consultants if they perceive a need for help in problem solving. Thus, the consultant's work begins with some conditions judged to be unsatisfactory and/or capable of amelioration; it ideally ends with a condition in which a change has taken place, a change that must be seen as an improvement. Directly or indirectly, all changes generated and implemented with the consultant's help should contribute to improvements in the quality of management and in organisational performance or excellence. These are the overriding objectives of using consultants, although "improved management," "organizational performance," and "organizational excellence" are all relative concepts and their precise meaning has to be defined in the context of each organisation concerned, argues Kuber, M. (1986:6).

Ed Perez has played and is still playing a pivotal role in the revitalization and regeneration of Dover downtown area. He is well connected to vast areas of expertise and networking.

DDTT and Main Street Dover are collaborating on the Vocational Training Academy for the benefits of downtown residents. DDTT and Main Street Corporation share the same objective and vision to improve and develop Dover to its former glory. For more information about Dover downtown activities and business opportunities log on dovermainstreet.com