The Jefferson Street United Merchants Partnership (JUMP) is in the process of updating their 2007 Strategic Plan. The organization is expanding its service limits from which it was originally created. This is due to their expanded services that are being provided outside the original Jefferson Street service area. Additionally, JUMP has been designated as a Community Development Corporation (CDC) and is a Certified Housing Development Organization (CHDO) classification. With all of these positive changes, the organization is embarking on an expanded mission and vision for the future. In order for JUMP to be successful with their updated Strategic Plan, a greater partnership with Metro is needed.
JUMP’s primary service area has grown over the last five years to include an area defined as the Jefferson Street Community which includes the Jefferson Street Corridor and the surrounding neighborhoods. The community’s East/West Boundaries are from the River to TSU/28th Avenue North and the North/South Boundaries are from Charlotte to Metro Center. The mission, vision, goals, objectives and implementation (including programming, social services, development, etc.) will be focused within these community limits.
The Jefferson Street United Merchants Partnership is a full service organization that serves Jefferson Street and the surrounding community through advocacy, commerce and development that respects its culture and heritage.
The Jefferson Street Community is a walkable, spirited and prosperous community that treasures its heritage.
Commerce– JUMP will work with its partners to identify and attract productive commercial enterprises while retaining existing businesses and helping them to expand and thrive.
1. Expand consumer and commercial businesses through developing and marketing available sites.
2. Encourage shared marketing of professional services, retail, restaurants, and other destinations to area student populations. Develop atmosphere and special events that will appeal to this potential customer base.
3. Establish and promote an identity and brand, including highlighting the area’s history, entertainment venues, restaurants, retail, and special events.
4. Expand upon JUMP’s new market analysis in conjunction with the development implementation plan to encourage economic growth.
5. Perform a comprehensive assessment in conjunction with the Economic Development Implementation Strategy, including results from the market analysis, a local business inventory, inventory of competition, area visions and desired direction, community values, available resources, and land use policies.
6. Continue to advocate for economic development tools (i.e. Business Improvement District (BID), Tax Increment Financing (TIF) district, tax abatements, tax credits, technical assistance, etc.) to offer businesses to remain, expand, and/or locate in the Jefferson Street area. Serve as a liaison to businesses to better understand the potential tools, how to take advantage of the tools and help coordinate with the City on behalf of local businesses
7. Continue to partner with state and local Offices of Economic & Community Development, the Nashville Area Chamber of Commerce, the Chamber’s Area Advisory Councils and Partnership 2020, Nashville Convention & Visitors Bureau, and other government and not-for-profit organizations to coordinate economic development efforts and resources in the Jefferson Street area. Continue to work with the Middle Tennessee Workforce Investment Board to determine if additional training opportunities for local business owners and operators are needed
8. Grow the membership by developing promotional materials and educational programs on the benefits of JUMP. The materials and educational programs should include descriptions of programs and services as well as testimonials from JUMP members on how services have had a positive impact on their business. Education should also focus on the benefits of collective cooperation and advocacy on individual businesses.
9. Develop a partnership with local higher education institutions such as Fisk, Meharry and TSU to develop a student payment system that can be utilized by local businesses in a program similar to the one used by Vanderbilt University. Partner with the local small business development corporation to develop training programs aimed at improving the performance of JUMP member businesses.
Development – JUMP supports creating an exciting, vital, aesthetically pleasing, and livable place by encouraging and promoting appropriate development that respects the Jefferson Street Community’s culture and heritage.
1. Prepare a future economic development implementation strategy that addresses the priority areas for redevelopment and lays out the implementation program for each project.
2. Revitalize the Jefferson Street Corridor by creating a Main Street District under the Tennessee Main Street Program that focuses specifically on upgrading Jefferson Street. The Program provides additional funding opportunities for enhancement.
3. Utilize the area universities as anchors for new development. These facilities can provide nodes for restaurants, shops, and professional businesses while also providing for improved walkability.
4. Improve curb appeal by maintaining a working relationship with Metro Public Works to develop schedule and funding mechanisms for the regular inspection and replacement of infrastructure (sidewalks, benches, lighting, etc.). Infrastructure improvements will aid in attracting new businesses while encouraging existing businesses to reinvest
5. Maintain a working relationship with Metro Codes to improve code enforcement within the area.
6. JUMP shall support the expansion of the TIF district to provide increases in capital to fund development improvements and infrastructure planning, design, and construction.
7. All public and private projects should be designed to an architectural standard to encourage innovation, attractive design, and provide greater energy efficiency in surrounding developments.
8. Collaborate and coordinate with existing property owners to improve development potential within the area through partnerships focusing on efforts that are beneficial to the property owner and the community. Identify key areas for the creation of catalyst development projects. Coordinate with the Nashville Chamber of Commerce to identify potential properties available for development and ensure they are promoted in the chamber’s site selection database.
9. Encourage walkable, in-fill and mixed-use development that fits the vernacular style of the area and enhances and improves the overall sense of community.
10. Integrate with government entities for comment and review on development permits, petitions, rezonings, etc. JUMP should be notified of petitions within its area so that a JUMP representative could be present to support and/or comment.
11. Introduce a housing program that provides innovative funding solutions (public, private or a combination thereof) for the renovation or restoration of existing homes to restore pride of ownership within the neighborhood. Reinvestment in housing will help to attract new residents and will contribute to creating a sense of place.
12. Maintain and expand JUMP’s role as a catalyst in developing affordable and market rate housing within the North Nashville community. Consider the management of real estate as an aspect of the organizations financial plan.
13. Identify additional dwelling units and structures in the area of influence that should to be targeted for rehabilitation, remodel, or demolition and future infill, such as apartments adjacent to the Fisk campus. Coordinate with MDHA and Metro Planning to establishing guidelines for development to assure increased aesthetics, increased multi-modal connectivity to transit routes, pedestrian and bicycle connections, increased open space, etc.
14. Document and communicate to JUMP’s members, the community and partners, the strategies for addressing vacant and deteriorating dwelling units including identification, prioritization and rehabilitation or redevelopment efforts.
15. Provide a homeownership education program for those persons who purchase a home rehabilitated home by JUMP.
16. Partner with local banks to help guide the use of community reinvestment funds from the Community Reinvestment Act (CRA) into the JUMP area of influence.
17. Provide a range of safe, quality and affordable housing choices through the new construction and rehabilitation of distressed, foreclosed and/or abandoned properties. The housing options should be provided to span the life cycle continuum including students, young professionals, young couples, families and seniors.
18. Work with the Property Standards Division within Metro’s Codes and Safety department to explore ways to make code enforcement more proactive, to ensure property maintenance and prevent further zoning and municipal code violations.
19. Work with Metro Planning and MDHA to identify housing focus areas where the city and JUMP will jointly develop improvement plans and seek funding to stabilize and improve housing and other infrastructure conditions.
20. Provide educational and weatherization programs to reduce household energy costs (costs associated with energy consumption, transportation, and utilities).
21. In conjunction with an overall implementation plan for the North Nashville community, modify current zoning requirements and develop new design standards to ensure private development meets more rigorous standards and conforms to the desired character and uniqueness of the area and protects significant historical and cultural amenities.
22. Work with TSU, Fisk and Meharry to rehabilitate and reuse housing units bequeathed to the universities.
Advocacy/Governance – JUMP will remain a strong advocate for the Jefferson Street Community by keeping merchants and resident’s issues as a high priority in the Greater Nashville Region, serving as a strong voice to promote, empower, engage and implement the mission and vision of the organization.
1. JUMP should establish a sister CDC program with another CDC to share best practices, facilitate the development of ideas and be inspirational. The executive director and several board members should visit other successful CDC’s.
2. Maintain sustainable and diversified sources of funding to assure long-term program delivery and the ability to weather changing conditions. Funding should be balanced between public contributions, private contributions and grants.
3. Constantly promote the accomplishments of JUMP to city leadership organizations through speaking engagements, reports on accomplishments and engagement of leadership, to increase the group’s profile and political influence.
4. Re-affirm the commitment of board members to JUMP and JUMP staff in terms of their responsibilities for oversight, fund-raising, volunteerism, and specific skill-sets the organization needs for its growth and stability.
5. Develop a leadership packet and mentoring/training process for new JUMP board members that include information on roles, responsibilities, communications protocol and responsibilities as a director of a 501c3 organization.
6. Establish committees, supported by JUMP members, which support the strategic plan and its priorities. The committee structure should align with the goals of the plan.
7. Develop a clearly established communications protocol related to all board activities. Ensure that operating rules of JUMP and the board are clearly documented and support the greatest efficiencies of the organization.
8. Conduct a review of all board positions and potentially add more positions to ensure the board is best representative of JUMP’s area of influence and has the requisite skills to accomplish JUMP’s vision and mission. Conduct a review of existing staff job responsibilities, potential new responsibilities based upon JUMP’s strategic plan, and develop a plan for staff development, hiring and funding to support new positions.
9. Conduct an annual meeting of the membership to present JUMP’s accomplishments for the previous year, plans for the upcoming year, and ability to solicit volunteers and fundraising. This presentation should also be included in written form as an annual report of JUMP that can be distributed to funders and JUMP partners.
10. The Board and Executive Director will work to strengthen existing relationships and build new relationships with key stakeholders and potential funders both within and outside of JUMP’s area of influence.
11. Develop an annual unrestricted gifts campaign with targeted funding goals and strategies for reaching out to stakeholders and potential funders.
12. Increase the attendance of Board members at community events to represent JUMP’s involvement in the greater community.
13. Ensure the staff fully understands best practices in accounting and financial procedures so budgets and expenditures can be tracked on a real-time basis. Develop a long-term budget and annual budget that reflects planned activities. The budget should include cash-flow projections.
14. Evaluate staff compensation and growth opportunities.
15. Seek and take advantage of staff training opportunities focused on project management, organizational development (funding) and real estate..
16. Develop methods to track strategic plan accomplishments.
17. Review and revise a succession plan for JUMP that includes planning for transition of staff and board responsibilities. This succession plan would ensure a smooth transition of leadership.
18. Revise and re-adopt an implementable membership, marketing and communications plan for the organization consistent with the goals and objectives of the comprehensive plan. The plan should highlight relationships with Fisk, Meharry, TSU and local religious institutions. The plan should emphasize Jefferson Street as a destination with experiences that are unique and not found elsewhere.
19. As part of the staff development, provide internship opportunities for Fisk and TSU students.