Ten standards of performance for local Main Street programs

1. Broad-based community support. At its best, a local Main Street program represents and involves a coalition of organizations, agencies, businesses, and individuals from throughout the community, not just those who own property or businesses in the commercial district or who have a direct economic tie to it, but all members of the community who are interested in the community’s overall health.

2. Vision and mission statements. A vision statement communicates the organization's long-term hopes and intentions for the commercial district.  A mission statement communicates the Main Street organization's sense of purpose and overall direction. Both statements should be developed with broad participation by the board, committees, program volunteers and the community.  Both statements should be reviewed, revised and reaffirmed on an annual basis.

3. Comprehensive work plan. A comprehensive annual work plan provides a detailed blueprint for the Main Street program’s activities; reinforces the program’s accountability both within the organization and in the broader community; and provides measurable objectives by which the program can track its progress.

4. Historic preservation ethic. Developing a historic preservation ethic is an ongoing process of education and discovery for a community.  Main Street programs that have embraced a strong historic preservation ethic are successful in saving, rehabilitating and finding new uses for traditional commercial buildings and in intensifying the uses of the district's buildings.

5. Active board and committees. In some areas, and in communities of some sizes, local Main Street programs have been launched by or have merged with other organizations, which have a broader agenda (such as a chamber of commerce or a community development corporation).  A local Main Street program in one of these circumstances has a better chance of long-term success if it maintains focus on its particular purpose and if its mission statement, work plan, budget, and governing body remain distinct from that of the larger organization in which it is contained.

6. Adequate operating budget. A local Main Street program must have the financial resources necessary to carry out its annual and evolving program of work.  The size of a program’s budget will change as the program matures (in its early years, it may need less money than in its growth years).

7. Paid, professional Main Street Program Director. The most successful executive directors are those who are good communicators; can motivate volunteers; and have good project management skills. In most instances, the Main Street executive director's position is full-time (generally 40+ hours per week).  In small towns without the resources to hire a full-time executive director, a part-time director is usually acceptable (generally 20+ hours per week).

8. Program of ongoing training. Main Street program participants need ongoing training. Both staff and volunteers need different skills in different phases of the revitalization process; for that reason, the skills a program’s participants learn in the program’s catalyst phase are rarely adequate for the growth or management phases. As staff and volunteer turnover occur, new staff members and new volunteers will need basic Main Street training. Training can take place at the local, state, regional and national levels.

9. Reporting of key statistics. Tracking statistics — reinvestment, job and business creation, and so on provides a tangible measurement of the local Main Street program’s progress.

10. Main Street Network membership. Participation in the National Trust Main Street Network membership program connects local programs to their counterparts throughout the nation, providing them with valuable information resources.