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O.5.2 Financial Administration

O.5.2 Financial Administration

Action

Improve or develop financial oversight and management practices.

Why

When dealing with the finances of a not-for-profit organization with a Board of Directors and private and public monies involved, it’s important to ensure the fiscal integrity of the program and prevent any financial malfeasance.  This comes with having a good checks and balances system and includes third party monitoring and reporting. 

How

Board roles and responsibilities need to be clearly defined including that of the Treasurer regarding monthly reporting and related organizational finances.  Accounts payable and receivable process needs to be established as well as protocols for check signing and payment authorizations. 

A third-party accounting firm should be employed for annual audit and/or financial statements as well as federal and state tax filings.

Resources

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O.5.1 Program Budget

O.5.1 Program Budget

Action

Develop a budget that adequately supports your district’s revitalization.

Why

The management and maintenance of a downtown district, main street, or city center typically comes with associated costs for paid professional staffing, related projects derived from work plans and strategic planning, as well as other related fees and costs associated with resources and memberships.  Having an established, attainable, and approved budget is the pathway to accomplishing program goals and managing a successful program.

How

The first step is to make an itemized list of all the possible expenses and costs that would be associated with operations, management, and projects. This might include items such a payroll, insurance, rents, utilities, supplies, communications, project costs, and other related expenses. 

Next is to identify and itemize all possible revenue sources such as municipal support, fundraising, grants, and donations.  Ideally, the goal would be to balance expenses with revenue.

Resources

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O.3.2 Strategic Plan

O.3.2 Strategic Plan

Action

Update or develop a strategic plan with stakeholder input and informed by your district’s assets.

Why

A strategic plan outlines the key goals and initiatives you want to undertake in your district over a period of time.

How

Review the “Main Street Planning for Success” guide from Main Street New Jersey for steps to guide you through the strategic planning process.

Elements of a good strategic plan:

  • Update every 3 years.
  • Develop through an inclusive process gathering district and community input to keep the pulse on the district’s needs through focus group events, online surveys, and/or other strategies.
  • Reflects opportunities driven by local and national trends informed by market research and analysis.
  • Reflects the district’s business, building, historic, public spaces, art, and business clusters inventory.
  • Includes measurable outcomes and benchmarks.

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The Community Builders, Inc.

The Community Builders, Inc.

Building and sustaining strong communities where all people thrive

Through community engagement initiatives, we make neighborhoods stronger and more accessible. 

Services

Services include: Mixed-use Development, Adaptive reuse, Community & Economic Development

Visit their website

Contact

Kristin Anderson
Development Project Manager
51 Village Hill Road
Northampton, MA 01060
413.584.4636
Kristin.Anderson@tcbinc.org

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Vancord

Vancord

Protecting what matters most

Discover firsthand why our clients consider Vancord the best Managed Security Services Providers (MSSPs) in New England and experience the peace of mind that comes with protecting your organization against digital threats. We offer comprehensive end-to-end solutions that align with the unique security challenges businesses face in this region.

Our team of experts are backed by cutting-edge technologies to ensure access to the highest level of security management, continuous monitoring, threat intelligence, and incident response.

Services

Services include: Strategic Planning, Information Technology and Cybersecurity

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Contact

Suzanne Pare
500 Boston Post Road
Milford, CT 06460
spare@vancord.com

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Pullman & Comley, LLC

Pullman & Comley, LLC

Pulling Together, Succeeding Together

For more than 100 years, Pullman & Comley has earned a reputation as a leading provider of legal services, serving clients throughout Connecticut, the Northeast, and internationally.

Services

Services include: legal services in downtown revitalization, community & economic development, mixed-use development, Tax Increment Financing, and more

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Contact

Michael J. Andreana, Attorney
850 Main Street, 8th Floor
Bridgeport, CT 06601
203.330.2235
mandreana@pullcom.com

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Sullivan & LeShane, Inc.

Sullivan & LeShane, Inc.

We Make Things Happen.

For more than 35 years, Sullivan & LeShane, Inc. has earned the reputation as Connecticut’s most respected and recognized government relations firm. We have earned our stature by constantly cultivating and strengthening relationships, committing to strategic thinking, creative problem solving and by making our clients’ success our top priority. We succeed because we understand the people, the process, the politics and the perceptions surrounding each challenge and project.

Services

Services include: government affairs services for Community & Economic Development, Mixed-use Development, Strategic Planning, Advocacy & Public Policy

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Contact

Ryan Bingham
287 Capitol Avenue
Hartford, CT 06103
860.601.0221
Rbingham@ctlobby.com

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Sagers & Associates LLC

Sagers & Associates LLC

assess. strategize. implement

Our goal is to help you increase your revenue potential and reduce your cost of doing business through operational and technology change.

Sagers & Associates has developed an integrated approach to help you strategize and execute organizational, process and technology transformation, to meet the demands of your new world.

Services

Services include: Economic development & equity in Greater Hartford

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Contact

Dave Sagers, Owner
178 Four Mile Road
West Hartford, CT 06107
860.965.7124
dsagers@sagersassociates.com

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CMSC Webinar – Constructing Downtown: Storrs Center 20 Year Update

CMSC Webinar

Constructing Downtown: Storrs Center 20 Year Update

Webinar Summary

Twenty-four years ago, the Town of Mansfield and UCONN had a vision to create a vibrant, walkable, mixed-use downtown. Today, Storrs Center is home to 60 businesses, 1300 residents, and boasts civic space and multi-use buildings. So what’s next?

In this webinar, Cynthia van Zelm, Mansfield Downtown Partnership Executive Director, shares share her firsthand experiences and lessons learned in downtown management.

Presentation Highlights


  • The Three Stages of Development

    Mansfield Downtown Partnership, Inc. has been involved in the construction of Storrs Center from the very beginning. Its role has changed to meet the needs of the project: planning, construction, and management

    Planning

    • 1999 – Mansfield Town Council forms “Town Green Committee”
    • 2001 – Mansfield Downtown Partnership, Inc. to oversee redevelopment efforts
    • 2003 – Partnership selects master developer
    • 2003-2006 – Partnership guides Town, UConn, and master developer through approval process
    • 2007 – Design guidelines approved

    Construction

    • 2011 – Construction Begins
    • 2012 – First building of Phase 1A Storrs Center opens
    • 2017 – Construction of “Storrs Center” complete

    Management

    • 2018 – DOWNTOWN STORRS introduced for whole district
    • 2018- Today – Key management activities include: providing business support, operations (e.g. enhancing public spaces, etc.) , working with property owners, promotion and marketing of the district, and hosting community events
  • Mansfield Downtown Partnership, Inc. Organization & Budget

    The Board of Directors is made up of:

    • 3 Town of Mansfield positions (appointed)
    • 3 UConn positions (appointed)
    • 2 Student representatives (selected)
    • 6 Elected positions (voted on by “membership” base)
    • 2 ex officio positions:
      • Mansfield Mayor
      • UConn President or designee

    Staff includes:

    • Executive Director
    • Senior Communications Manager
    • Event Coordinator
    • Administrative Assistant (part-time)

    Budget 

    Their annual budget is $405,000.

    • Town of Mansfield – $175,000
    • UConn Contribution – $175,000
    • Economic Development Service Fee – $40,000
    • “Membership” Dues – $15,000
  • Lessons Learned

    • Clear direction/everyone on same page as the mission
    • Dedicated and funded staff is key
    • Be ready to pivot
    • Bring on and mentor a staff team that meets evolving needs
    • Try not to take things personally

View the Recording


Additional Resources

Professional Affiliates

Several of the photos of Storrs Center were taken by CMSC Professional Affiliate Levin Aerial Works

About Cynthia van Zelm

Cynthia van Zelm, is Executive Director of Mansfield Downtown Partnership. She was involved in Downtown Storrs from its inception and now concentrates on managing and promoting the downtown and Mansfield’s economic development.

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Hiring a Main Street Executive Action Kit

Hiring a Main Street Executive Action Kit

Hiring a Main Street Executive – whether for the first time or as you bring on a new leader – is an exciting time. It’s a great opportunity for the organization to reposition itself and infuse it with new life. However, without strong leadership, hiring a new Main Street Executive can be delayed or worse, the wrong person might be hired.

To assist in achieving the best outcome, Connecticut Main Street Center developed an action kit to support downtown organizations in hiring a new leader. This action kit includes a workbook and editable templates and checklists. It will guide you step-by-step through the hiring process and provide you with estimated timeframes you can use throughout the entire process.

Included in the Hiring Your Main Street Executive Action Kit:

  • Step-by-Step guide available as an online course or PDF
  • Action Kit Overview Checklist
  • Outgoing Executive Director Exit Survey Template
  • Community Survey Template
  • Community Focus Group Presentation Template
  • Job Description Template
  • Connecticut Job Marketing Resources
  • First Round Interview Scorecard Template
  • Second Round Interview Scorecard Template
  • Reference Check Template
  • Onboarding Checklist
  • “A Day in the Life of a Main Street Executive” Video

Purchase the Hiring a Main Street Executive Action Kit

BUY THE ACTION KIT
 

Interested in learning more? Check out our webinar on the 7 Steps to Successfully Hire a Main Street Executive.


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P.O. Box 270, Hartford, CT 06141 | 860.280.2337