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Main Street reports FY24 gains, warns of funding shortfall and seeks city support
Summary
Main Street’s executive director presented a fiscal‑year 2024 results report showing revenue growth, expanded events and programs, and a strategic plan — but warned the organization needs additional financial support and volunteer capacity to sustain operations and preserve downtown revitalization work.
Haley, executive director of Main Street (the downtown revitalization nonprofit), told the Leavenworth City Commission that fiscal‑year 2024 brought expanded programming, a formal strategic plan and strong event returns but that Main Street needs more funding and volunteer capacity to maintain operations and sustain economic vitality downtown.
Haley said Main Street’s revenue rose substantially (a cited 102% increase for the organization in 2024), and she described event results and downtown metrics: more than 35 events and promotions during the year, about $60,000 in estimated incremental downtown sales tied to passports/promotions and $45,000 in Main Street Bucks redeemed in the district. Main Street reported partnerships with the City of Leavenworth, the CVB, the Chamber, LCDC, Grow Leavenworth County and Fort Leavenworth MWR, and said it had reestablished ties with Kansas State and KU Small Business Development Center for business supports.
The director described organizational goals tied to the Main Street America four‑pillar approach (economic vitality, design, organization and promotion), including facade preservation, a developer toolkit, building inventory tools (Booms Tracker), a proposed downtown master plan (USDA Rural Business grant applied for but funds held), and a 0% interest IWW loan program for eligible downtown businesses (up to $20,000). Haley said Main Street has two staff (executive director and marketing/events coordinator), relies heavily on volunteers, and faces rising costs (insurance up about 40%, higher utility bills). She said board leadership turnover earlier in the year required additional time to rebuild committees and operational capacity.
Commissioners questioned strategies to reduce vacancy and attract investment. Main Street described a multi‑pronged approach: an art exhibition and visual story campaigns on vacant storefronts, a developer’s toolkit, building inventory work with K‑State for 3‑D scans, and engagement with LCDC and the city on incentives and master planning. Haley said Main Street is seeking local partners and financial support to avoid staff reductions or selling assets and asked the commission and local business leaders to help secure investments and introductions to prospective corporate sponsors.
The presentation also listed new and expanded events (Moonlight Market, Rev'N'Rock Jeep Fest, Alive After 5, City Market expansion to 30 vendors) and promotional campaigns (Listen & Learn community engagement, First City Gnome Hunt, banner programs, arts collaborations). Haley said Main Street’s board retreat and formal strategic plan were supported by a state grant and that Main Street’s per‑dollar local economic return estimates come from Kansas Main Street and Main Street America analysis.
No formal action or budget vote was recorded at the study session; commissioners thanked Main Street staff and members of the public offered to help identify downtown sponsorships and space. Main Street said it would continue to refine a funding strategy and requested city partnership on master planning, promotion and possible short‑term monetary support to maintain staff and programs.
