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O.4.1 Full-time Management

O.4.1 Full-time Management

Action

Hire a dedicated full-time “Main Street” professional with a comparable regional economic development salary.

Why

Effective management of a main street program requires a full-time manager/leader who can direct all aspects of the four-point approach.  This person needs to be the champion for downtown, a convener, a liaison between downtown building owners, businesses, municipal leaders, residents, volunteers, the community at large, and related stakeholder partners.

How

The Board of Directors should establish a search committee whose responsibility would be to draft a job description complete with required skillset and detailed responsibilities.  The search committee should also take the lead on the hiring process which would include listing the job, reviewing applications, administering the interview process, checking references, and onboarding.

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O.3.3 Work Plan

O.3.3 Work Plan

Action

Establish and/or strengthen annual workplan based on strategic plan.

Why

Work plans, derived from the strategic plan, involve actionable items and tasks to be carried out by organizational staff and volunteers.  Results from successfully carried out work plans can be quantified and demonstrated to display positive impacts towards achieving organizational goals.

How

The organizational strategic plan crafted by the board contains goals, strategies and action items.  Work plans result from the action items.  Each work plan needs to include tasks, a timeline, who will carry out the tasks, expected results, and what if any budget is required.

Resources

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O.2.3 Board Engagement

O.2.3 Board Engagement

Action

Improve board engagement.

Why

Having an involved and engaged board of directors demonstrates to the community a strong commitment and support for the organization, helps to recruit members, cultivates donors, and builds partnerships.

How

The Board of Directors needs to adopt a policy that would require members to sign a board member agreement that details roles and responsibilities, a commitment from the organization back to the board member and requires active participation by members on organizational committees.  In addition, a policy needs to be created that will require 100% board funding commitment with a specific monetary amount or range.

Resources

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O.2.2.1 Individual Board Representation

O.2.2.1 Individual Board Representation

Action

Improve the diversity of board members.

Why

Organizational Board of Directors membership should be reflective of the community at large.  A diverse board can offer various community perspectives, ensure that culture and tradition is represented, and foster an inclusive environment.

How

The Board of Directors should enact a policy that encourages an inclusive environment while recruiting board representation from the community at large. 

Resources

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O.2.1 Board Structure

O.2.1 Board Structure

Action

Update by-laws and/or strengthen board structure. // Establish or strengthen formality of advisory board.

Why

The main functions of the board are to ensure the fiscal integrity of the organization and provide advocacy for the mission, vision and goals.  An established board of directors, sets organizational policy, demonstrates community support and stability, and provides a platform to garner support both in-kind and financial.

How

By-laws provide a template and organizational direction.  Researching already established by-laws from existing 501©3 organizations can provide guidance and examples.  Enlist the services of a legal firm or lawyer(s) versed in by-law preparation and filings.

Resources

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O.10.1 Public Safety

O.10.1 Public Safety

Action

Improve the relationship with public safety to develop a more wholistic approach to your district’s safety.

Why

Public safety is a key element to a successful economic development strategy.  By working with local police, public officials and main street stakeholders, goals can be achieved, perceptions can be clarified and positive image can realized thus leading to more investment.

How

Establishing regular and consistent communications and dialog between district officials and public safety officials is a must.  In most if not all cases, it should be the goal to have public safety representatives on the district board of directors and/or on related committees.  Public safety reports and updates should be included at monthly board meetings.

Resources

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O.9.3.1 Volunteer Constituency Representation

O.9.3.1 Volunteer Constituency Representation

Action

Develop a roster of volunteers that is made up of individuals who represent different constituencies within your downtown district and the community at large.

Why

When assembling a team of ready, willing, and able volunteers to help with carrying out projects and programs for the organization, the goal should be to encourage a diversity of constituent expertise that is represented in the community.  All professional disciplines should be explored.

How

The goal should be to pair project goals to levels of expertise that volunteers can bring to the organization.  Once a list of determined goals and related work plans have been established, volunteer support according to specific constituent disciplines can be determined and assigned.

Resources

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O.7.1 Tracking Impact

O.7.1 Tracking Impact

Action

Update or start tracking district revitalization and organizational impact statistics.

Why

Tracking impact statistics help tell a good story, demonstrate a return on investment, and serves to validate the effectiveness of a managed program.

How

Establish a list in a sharable and sortable format that includes, investment dollars both private and public, jobs created and lost, businesses opened and closed (or moved out of the district), events held with attendee counts, and volunteer hours amassed.

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O.6.1 Fund Development Strategy

O.6.1 Fund Development Strategy

Action

Develop a fund development strategy that aligns with and supports the strategic plan.

Why

Once a budget is established that includes expenses for work plans derived from the strategic plan as well as operational costs, it’s important to know how revenues will be raised to underwrite the costs. 

How

Working with the Board of Directors and related committees, all potential and applicable revenue sources need to be explored and determined.  Revenue sources can include but not be limited to donations and contributions, fundraising activities, Government and Community Foundation grants, fees for service, municipal support, and merchandise sales.

Resources

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CivicLift

CivicLift

Technology to build community and grow culture.

CivicLift specializes in enhancing community engagement and economic growth for towns and cities.

They offer two products: CommunityHUB and MUNI. CommunityHUB collects and showcases the heart of your town – Events, Places, Stories, and Jobs. This not only enriches community engagement but also supports economic development and municipal business growth.

MUNI is their ADA-compliant content management system that is simple for municipal staff to manage on the backend and easy for residents to navigate on the front end.

Services

Services include: Community & Economic Development

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Contact

Taylor Funk
114 Vanderpoel Avenue
Bantam, CT 06750
435-512-0875

taylor@civiclift.com

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