Kansas Main Street director outlines path, costs and commitments for Fort Scott to rejoin program

Scott Sewell, director of the Kansas Main Street program, told Fort Scott City stakeholders on an informational visit that rejoining the statewide Main Street network would require a sustained local organizational commitment, a paid downtown staff member and a clear strategy — and that the state program is not itself a grant-making body.

Sewell said the Kansas Main Street program, part of the Kansas Department of Commerce, reopened in 2019 after a 2012 closure and initially grandfathered 25 communities back into the program. He described two routes for communities: becoming a designated Main Street community through a competitive application process, or joining the programas a network member with fewer obligations but fewer benefits and no automatic eligibility for certain grants.

The distinction matters because designated communities receive technical assistance tied to capacity-building and strategic planning, Sewell said. "We're not a grant program," Sewell said. "If you're chasing money, Main Street is not for you." He added that designation brings accountability and expectations at local, state and national levels: designated communities complete an annual accreditation-style self-assessment and participate in longer transformational workshops every few years.

Why it matters: Sewell said Main Street's approach emphasizes a four-point strategydesign, organization, promotion and economic vitalityto guide downtown revitalization over years rather than by chasing one-off project grants. Designation can make a downtown more competitive for certain funding and gives access to state and national technical assistance valued, Sewell said, at roughly $50,000 to $70,000 in the first year and baseline assessment or transformational workshops that would cost $10,000 to $14,000 if paid for privately.

Application timing and limits: Sewell said the application workshop takes place in the fall and that applications for the January 2026 review will be accepted through January; Kansas typically selects up to three new designated communities in a cycle because the program has four staff members and limited onboarding capacity. "We can take up to 3 and we only say that because we only have 4 people on staff," he said.

Staffing and governance expectations: For communities larger than 5,000 people, Sewell said a full-time paid downtown director is expected; smaller communities may qualify with part-time staff. He stressed that pay and staff longevity are closely linked to program success: recounting one example, he said a promising new director had been paid the equivalent of "$12 an hour," a level he said is inadequate for retaining experienced staff. Sewell recommended a standalone nonprofit organization with a board that includes downtown merchants and property owners, plus representatives from education, health care and other local institutions, while noting the program will consider merged or city-staff models if the community makes a solid case.

Funding model examples: Sewell described a common funding mix he tells communities to target: roughly one-third from the city, one-third from merchants/property owners and one-third from other fundraising or private contributions. He offered a sample operating budget split: a $150,000 program budget with $50,000 from city hall, $50,000 from the private sector and $50,000 from fundraising, although he emphasized flexibility in local approaches.

Network membership: Sewell clarified that network membership provides access to Main Street America resources and quarterly trainings but does not confer eligibility for some state or federal grants that list designated Main Street status as an eligibility factor. He corrected the membership fee figure in discussion as a typical annual Main Street America fee of about $295 (the transcript recorded $2.95), and said the Kansas program currently pays national conference registration for at least one person from each designated community but cautioned that budget pressures could change those supports.

Local priorities and technical tools: Sewell highlighted upper-floor housing as a frequent priority in Kansas downtowns and described the state's ROOMS (Residential Opportunities on Main Street) grant as a tool the program uses to activate upper floors, while acknowledging that small grant amounts move the needle rather than cover full redevelopment costs. He described other practical tools the program provides: market data from vendors (Placer, Esri, Census), focus-group facilitation, transformational strategy workshops, design advice from the program's design specialist and quarterly trainings on topics such as leadership, masonry preservation and promotions.

Historic-preservation note: Sewell recommended Fort Scott consider Certified Local Government (CLG) status to gain local control over historic district approvals and to speed project reviews; he said CLG status is a competitive advantage but not a program requirement. He also noted his staff member with state preservation experience can provide renderings and guidance that architects can use.

Local questions and next steps: Local attendees discussed volunteer capacity and turnover, the need for clear roles and work plans for committees, and how to keep momentum after strategic planning. Sewell advised forming a task force or committee of six to eight people to draft the organizational case and board structure, then make the case in the application whether the organization will be a standalone nonprofit, merged with another group, or housed in city government. He said he would send the application and samples of board, funding and committee structures to Fort Scott and recommended not hiring a director until an organizational structure and funding commitments are clearer.

No formal action or vote occurred during the session; the meeting was informational and focused on next steps for Fort Scott to pursue designation if the community chooses to do so.