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Tag: Stakeholders

O.3.1 Mission & Vision

O.3.1 Mission & Vision

Action

Update or create a written mission and vision statement with input from stakeholders.

Why

A mission and vision statement is critical to guide your district work to consistent, strategic progress.

Resources

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Main Street Management Assessment Rubric

Scoring Standards

4
  • Mission and vision statements have been developed with broad participation by the governing board, committees, volunteers, and community input.
  • The program has a relevant written mission and vision statement.
  • The statements are reviewed annually & updated as appropriate.
3
  • Mission and vision statements have been developed with broad participation by the governing board and committees.
  • The program has a relevant written mission and vision statement.
  • The statements are reviewed every 3 years & updated as appropriate.
2
  • Mission and vision statements have been developed with participation by the governing board.
  • The program has a written mission statement, and a vision statement may or may not exist.
  • The statements are over 3 years old and have not been reviewed.
1
  • The program has an outdated written mission statement and vision statement may not exist.

-OR-

  • There is no mission and vision statement.

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O.2.2.2 Board Representation – Constituencies

O.2.2.2 Board Representation – Constituencies

Action

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

Note: “Board” refers to a Board of Directors of a non-profit or other legal entity, an Advisory Board, Committee, or Commission. 

Why

Different constituencies bring unique perspectives that will enrich your Board’s leadership of the district.

How

Recruit board members from different industries. Here is a sample of constituencies that typically are downtown stakeholders:

  • Property Owners
  • Business Owners
  • Economic Development
  • Business Council
  • Housing Authority
  • Local Banks or Financial Institutions
  • Healthcare
  • Public Safety
  • Realtors
  • Planning & Zoning
  • Historic Organizations
  • Library
  • Civic Orgs
  • Faith-based
  • K-12 School System
  • College System
  • Parks and Recreation
  • Tourism
  • Arts & Culture Organizations

Resources

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Main Street Management Assessment Rubric

Scoring Standards

4
  • Board members are made up of individuals who represent different constituencies within your district district and the community at large.
  • There is not a majority of any one constituency represented.
  • There is a strategy in place to welcome a diversity of board members.
3
  • Board members are made up of individuals who represent different constituencies.
  • The makeup of the board skews towards a certain constituency.
  • There is a concerted effort to diversify your board.
2
  • The board is primarily representative of one constituency with one or few individuals representing other constituencies.
  • There is acknowledgement to increase diversity, but no efforts have been made.
1
  • The board is homogenous in terms of constituencies represented.
  • There is no effort to be reflective of the community.

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O.1.2 Community Support

O.1.2 Community Support

Action

Build community buy-in and consensus on your district’s revitalization.

Why

District stakeholders must be aligned with a unified vision. If different stakeholder groups have different priorities or goals, the district will not progress forward.

How

Engage in consensus building activities so stakeholders are in agreement on the vision and direction of the district. Establish a culture of collaboration and regular communication.

Resources

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Main Street Management Assessment Rubric

Scoring Standards

4
  • Stakeholders with an interest in the district are in agreement on the vision and direction of the district
  • The stakeholders are collaborative and communicate regularly
3
  • Stakeholders with an interest in the district generally are in agreement about the vision and direction of the district
  • The stakeholders have open lines of communication
2
  • Stakeholders have a shared an interest in the district but have little agreement about the vision and direction of the district
  • There is little collaboration and communication between stakeholders
1
  • There is little to no agreement or shared interest on the vision and direction of the district
  • There is no communication between the stakeholder groups

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O.1.1 Municipal Support

O.1.1 Municipal Support

Action

Build municipal support for and investment in your district’s revitalization.

Why

Municipal support is crucial for a unified vision and support structure.

How

Municipal government should demonstrate an active commitment to the district via dedicated funding and/or dedicated personnel dedicated to the district. Every local context may vary depending on the community’s history and political environment. Building strong municipal support may take some time. Develop a strong case as to why district revitalization is important and the impact it makes. Be ready to share key talking points consistently with municipal leaders as frequently as possible. Keep leaders updated regularly with progress.

Resources

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Main Street Management Assessment Rubric

Scoring Standards

4
  • Municipal government demonstrates an active commitment to the district’s revitalization.
  • The municipality contributes resources (personnel and money) directly to the district.
  • (If applicable) There is a Memorandum of Understanding in place, between the district and the municipality.
3
  • Municipal government demonstrates an active commitment to the district’s revitalization.
  • The municipality contributes resources (personnel OR money) directly to the district.
2
  • Municipal government says they are committed to the district’s revitalization but offers inconsistent or little resources.
1
  • Municipal government is not committed to the district’s revitalization and is sometimes obstructive to progress. 

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P.2.3 Brand Key Messages

P.2.3 Brand Key Messages

Action

Develop key messages and talking points for the different stakeholders of your district.

Why

“Key messages are the main points of information you want your audience to hear, understand, and remember. They are bite-sized summations that articulate what you do, why you do it, how you are different, and what value you bring to stakeholders. Key messages are important because they serve as the foundation of an organization’s branding and marketing efforts and should be reflected in all written and spoken communications.”

– “Developing Key Messages for Effective Communication” by MSKTC (linked under “Resources”)

Resources

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Main Street Management Assessment Rubric

Scoring Standards

Stakeholders: Economic development, Public safety, Municipal leadership, Merchants, Funders, Volunteers, Visitors, Community members, Property owners, Anchor institutions, District Residents

4
  • Key messages and speaking points are customized, documented, and respectively conveyed for at least 6/11 stakeholders
3
  • Key messages and speaking points are customized, documented, and respectively conveyed for at least 5/11 stakeholders
2
  • Key messages and speaking points are customized, documented, and respectively for 4/11 or less of the stakeholders
1
  • There are no key messages

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P.1.2 Attitudes and Perceptions Survey

P.1.2 Attitudes and Perceptions Survey

Action

Conduct, analyze, and document the findings of an attitudes and perception survey of your district.

Why

Conducting an attitudes and perception survey of your district gives valuable insights into the community’s opinions and preferences, helping in identifying areas of improvement and guiding future development strategies to improve overall satisfaction and engagement with the district.

How

Before creating and administering a survey, it’s important to identify what you want to get out of the survey and how you plan to use the survey results. Next, identify the questions you want to ask using both open-ended, multiple choice, and Likert scale questions. Consider the different stakeholders of your district like business owners, residents, etc. Lastly, use a digital survey tool like Survey Monkey or Google Forms as your central repository to collect all the responses. You may also want to create the survey in different languages and as a paper version to ensure you’re hearing from diverse populations. Create a promotion campaign to get the word out for people to complete the survey.

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Main Street Management Assessment Rubric

Scoring Standards

Potential Topics: Safety, activities, convenience, parking, quality of shopping, quality of dining, etc.

4
  • A survey is collected every 2 years from residents, workforce, student population, and visitors on the attitudes and perceptions of the district
  • The survey results are shared with key stakeholders and inform strategic planning and priorities
3
  • A survey is collected every 5 years from residents, workforce, student population, and visitors on the attitudes and perceptions of the district
  • The survey results are shared with key stakeholders and inform strategic planning and priorities
2
  • A survey may be collected from time to time or survey data is over 5 years old
  • The survey results aren’t incorporated into strategic planning and priorities 
1
  • There is no survey

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V.4.1 Disaster Planning

V.4.1 Disaster Planning

Action

Develop a Disaster Plan, specific for Main Street district businesses, in collaboration with public safety, public health, economic development and other municipal departments.

Why

Our Main Streets and town centers are often our economic engines, our gathering places, our access to goods and services…the lifeblood of the community. Having a plan in place for unexpected disasters can prevent or mitigate impacts to our community, including Main Street businesses. This plan will provide resiliency and allow businesses and the community to bounce back more quickly. 

How

  • Obtain samples of disaster, hazard or resiliency plans from other communities to use as a reference. 
  • Explore opportunities for technical assistance and partnership with your region’s Council of Governments’ Hazard Mitigation Plan, SustainableCT and Resilient Connecticut – CIRCA. 
  • Hold a workshop with Main Street stakeholders, emergency services, public safety, public health, economic development, and other municipal departments to discuss and draft the Disaster Plan.
  • Include topics such as mitigation, natural disaster, technology loss, pandemic, relocation options, resources and communication plan.
  • Include what financial resources would be available to help the business(es) with continuity.

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Main Street Management Assessment Rubric

Scoring Standards

For example: flood, fire, cyber-attack, eviction.

4
  • The municipality has a disaster plan in place for natural disasters.
  • There is a written disaster plan in place specific for district businesses that includes relocation options/resources and communication plan.
  • The plan was developed in collaboration with public safety, public health, economic development, and other municipal departments.
  • There are financial resources are available to help the business(es) with continuity.
3
  • The municipality has a disaster plan in place for natural disasters.
  • There is a written disaster plan in place specific for district businesses that includes relocation options/resources and communication plan.
2
  • The municipality may or may not have a disaster plan in place for natural disasters.
  • Some thought has been given to disaster plan in place specific for district businesses, but nothing is in writing and/or it is not finalized.
1
  • The municipality does not have a disaster plan in place for natural disasters.
  • There is not a written disaster plan in place specific for district businesses.

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V.3.1 Small Business Resources

V.3.1 Small Business Resources

Action

Provide a “one-stop shop” for business owners where they can have easy access to community regulations, permit processes and all necessary contact information. 

Why

Providing business owners with the experience of a “one-stop shop” makes your Main Street and your community all that much more appealing. This is often the first experience they’ll have with you and their success will be supported by what you provide to them in these early stages. 

How

  • Decide who your main contact is for business owners. Who will shepherd them through the process from concept to grand opening? 
  • Create a Support Team and provide contact information (phone and email) for the team. This would include municipal staff that will review permit applications, as well as state and local departments and organizations that administer technical assistance and economic incentives. 
  • Be sure all information is available online in one central location including:
    • Economic Incentives
    • Zoning Regulations/Ordinances
    • Permitting
    • Demographics
    • Market Trends
    • Department Contacts information
    • Business technical assistance program resources

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Main Street Management Assessment Rubric

Scoring Standards

Elements: Incentives, Zoning, Regulations/ordinances, Permitting, Demographics, Market trends, Department contact information, Business technical assistance program resources

4
  • Business owners experience a “one-stop-shop”
  • Information available online includes at least 6/8 of the elements
  • Information is accessible in a centralized webpage/website and with a contact number and email address to speak to a person
3
  • Information available online includes at least 4/8 of the elements
  • Information is accessible in a centralized webpage/website and with several different contact numbers to speak to a person across multiple departments
2
  • Information available online includes at least 3/8 of the elements
  • Information is accessible on several different webpages and/or contact numbers across multiple departments
1
  • Information available online includes 2/8 or less of the elements
  • Information is accessible only through calling multiple departments

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V.2.5 Property Owner Engagement

V.2.5 Property Owner Engagement

Action

Improve engagement with your district’s property owners.

Why

Property owners are critical stakeholders in your downtown district. In the ideal world, property owners are partners and collaborators. Absentee, apathetic, or confrontational property owners can be detrimental to the progress of a district. The goal here is to develop strong relationships with your property owners. You want to engage with them regularly and consistently, not just when you want something or have a problem.

It’s also been shown that when people have access to quality downtown housing, they thrive in other areas of their life, such as work opportunities. This is especially true if their housing is located near transit, the kind commonly found in a downtown, for instance the CTfastrak rapid bus station in New Britain, or the Hartford Line train station in downtown Windsor Locks.

How

Tactics to help build relationships with your property owners:

  • Send a quarterly newsletter specific to property owners
  • “Walk the streets” to meet with property owners one-on-one on Main Street
  • Have a least one property owner be on your Board of Directors or Advisory Board
  • If you have a star property owner, work them to influence other property owners

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Main Street Management Assessment Rubric

Scoring Standards

4
  • Property owners are informed at least quarterly via a newsletter, email, or meeting on updates on the district
  • District officials “walk the streets” at least quarterly and engage with property owners one-on-one
  • At least one property owner is on the District Board or a Committee
3
  • Property owners are informed at least twice a year with updates on the district via a newsletter, email, or meetings
  • District officials “walk the streets” at least twice a year and engage with property owners one-on-one
2
  • Property owners are only informed in times of need or crisis via a newsletter, email, or meeting on updates on the district
1
  • No channels to inform property owners are established.

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V.2.1.3 Preservation Ethic

V.2.1.3 Preservation Ethic

Action

Demonstrate an understanding of the benefits of historic preservation. Create relationships, policies, training opportunities and incentives that support the district’s historic preservation goals.

Why

As with any community effort, having a support system in place for historic preservation goals will ensure success! Without the support of community involvement, knowledge, local policies, strong partnerships and funding the complexity of historic preservation can be overwhelming.

How

First, consider who your partners might be and do some outreach. Local property owners and community members, cultural organizations, municipal leaders and land use offices, the nearby Historical Society and State of Connecticut DECD and SHPO offices are all good partners. Seek out training opportunities for those interested in preservation efforts. Work with state, town and other organizations to create local plans and policies that support these efforts. Does the community have an Adaptive Reuse regulation or a Tax Increment Financing plan that supports restoration and reuse of historic properties? Learn about what grant funds are available for priority projects and consider ways to secure annual funding.

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Main Street Management Assessment Rubric

Scoring Standards

Elements: Certified Local Government (CLG), Local Preservation Ordinance, Historic Preservation Guidelines Established, Historical Preservation/Cultural Heritage Educational Programming, Incentives for Improvements to Historic Assets/Cultural Heritage, Established Relationships with State and Local Historic Organizations

4
  • Demonstrates preservation ethic with at least 5/6 elements
3
  • Demonstrates preservation ethic with at least 4/6 elements
2
  • Demonstrates preservation ethic with 3/6 or less elements
1
  • Preservation ethic is not demonstrated

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Connecticut Main Street Center

P.O. Box 270
Hartford, CT 06141
860.280.2337

© Connecticut Main Street Center 
P.O. Box 270, Hartford, CT 06141 | 860.280.2337