Board of Directors Overview
The board is the governing body of the local Main Street program, providing strategic direction, making decisions on budget and staff, and serving as ambassadors for the program. Main Street boards should be considered as working boards, and members’ commitments of time (generally five to 10 hours per month, plus meeting attendance) should be outlined in a position description. If the program is an independent nonprofit organization, board members will have fiduciary responsibilities.
Board procedures, including election of president and vice president, should be outlined in the adopted bylaws. It is also helpful to have a system for succession so someone is knowledgeable and ready to step in if the chair/president leaves the organization.
The board chair (not staff) runs meetings, often using Robert’s Rules of Order (or a loose interpretation thereof). It is important that the board make clear decisions and give straightforward direction to staff, although it is generally the president/chair who works most closely with staff. Likewise, it is helpful for staff to deliver a written report prior to each meeting. The board treasurer will track finances and deliver a financial report at each meeting, and the board secretary may take minutes.
Some boards select an executive committee (generally the officers — president, vice-president, secretary, and treasurer) to make certain decisions, such as those regarding staffing, but this is not necessary for many smaller organizations.
It is also desirable to strive for inclusive representation (i.e., depending on the make-up of your district, you may strive to include a retailer, employer, property owner, restaurateur, and community resident). The board may contain ex-officio members representing certain organizations (such as the local government, Chamber of Commerce, etc.) and these may be voting or nonvoting members. It is generally recommended that boards are kept to a manageable size (no more than nine or 11 members, and smaller is fine) — not every partner need be represented on the board. Remember that this is a working board and should include those who want to roll up their sleeves — not necessarily those who are prominent in town and have many other responsibilities.
Board members, not staff, should take the lead in any fundraising efforts as they are the ambassadors of the organization.
- Main Street Boards should represent these five important groups:
- workers who roll up their sleeves and actively participate in the implementation of the program;
- wisdom to further the mission of the local program;
- at least one worrier to act as the reality check for the rest of the board;
- wealth, and the knowledge of where to get it; and
- representative and inclusive of the whole community.
The Main Street Board, as a group, is responsible for:
- raising funds as needed to operate the local program (this is not solely a responsibility of staff);
- being walking, talking advocates for the program;
- being accountable to the community for success of the local program and for using its human and financial resources wisely;
- setting strategic direction, both long- and short-term, including approving annual work plans;
- establishing policies for the program; and
- making personnel decisions (hiring, evaluation, and dismissal of staff).
The role of each board member is to:
- participate with knowledge and labor, and often money;
- attend monthly board meetings and complete assigned tasks;
- understand the mission of the local program and actively promote its goals;
- support the decisions of the board; and
- devote time to attend educational and professional development opportunities relating to the program and downtown development.
How the Four Points Relate to Board and Volunteer Activities
Organization plays a key role in keeping the board, staff, volunteers, and program in good shape by attracting people and money to the organization. Organization focuses on:
- fundraising — as appropriate, from projects and administration, donations, sponsorships and grants;
- managing staff and volunteers — by maintaining a volunteer list, recruiting people, supervising them, and rewarding good work;
- promoting and communicating about the program — to downtown interests and the public;
- partnering — with other community organizations; and
- managing finances — by establishing and maintaining good accounting principles.
Promotion is geared toward promoting the downtown as the center of commerce, culture, and community life for residents and visitors alike. Promotion focuses on:
- understanding the market — both potential shoppers and your competition;
- building on downtown assets — including people, buildings, location, heritage, and institutions;
- defining Main Street’s market niche — its unique position in the regional marketplace;
- hosting events that tie into your history and heritage;
- creating new image campaigns, retail promotions, and special events — to lure people to downtown; and
- marketing the downtown — through branding, print materials, and online.
Design plays a key role in shaping the physical image of Main Street as a place attractive to shoppers, investors, business owners, visitors and residents. Design focuses on:
- providing good design education and advice, through professional resources where available, to encourage quality improvements to private buildings and public spaces;
- planning Main Street’s development — guiding future growth and shaping regulations through engagement with stakeholders and local government;
- motivating business and property owners to make changes — linking business and building owners to available incentives, creating new incentives, and targeting key projects;
- being a steward of public spaces within the district;
- facilitating the rehabilitation of existing private buildings and the creation of new buildings compatible with the district; and
- enhancing the walkability and ambience of the district — beautification, building facades, streetscape, parking, and signage.
Economic Vitality is about understanding the market, identifying new market opportunities for the district, linking business owners with available assistance, finding new uses for historic commercial or residential buildings, and stimulating investment in private property. Economic Vitality focuses on:
- learning about the district’s current economic condition and identifying opportunities for market growth;
- strengthening existing businesses and attracting new ones;
- finding new economically viable uses for traditional Main Street buildings;
- developing financial incentives and capital for business development and possibly for building rehabilitations; and
- monitoring the economic performance of the district.
Tips for Both Board Members and Managers Board of Directors Toolkit