Resource Library

The purpose of the Georgia Main Street Program’s annual year-end assessment is to recognize program accomplishments made during the previous calendar year, to address additional downtown revitalization issues, and to discuss barriers that would prevent the local program from achieving future work plan goals and activities. This assessment is not meant to be a qualitative ranking to compare your community’s downtown revitalization and management activities with other programs but should be used as a way to evaluate the success of your local program and the greater role it plays in your community’s development.

This document is to be used by all Georgia Main Street programs for the 2024 annual assessment cycle. The information outlined on this sheet should be uploaded to your program’s 2023 Dropbox folder along with a signed copy of this affidavit. 

It is important for managers to keep in mind that all designated Georgia Main Street Programs are required to have a work plan on file with the Office of Downtown Development. Work plans serve as an important tool to help guide the projects and scope of work for the Main Street program.

All Classic and GEMS designated Main Street programs are required to keep and maintain a Dropbox folder with all their program’s historical information. This Dropbox folder is set up by DCA and access is shared with the local Main Street manager, board members and key city staff as needed.

This is a simply formatted excel document that allows for Main Street Managers to track the training events and hours participated in by both the board and the manager, throughout year. Please also make sure to upload a copy of any supporting documentation such as certificates or awards to the “Standard 8” folder of the current year you are in.

The Board Roster template is an editable pdf that serves as a record of who in your Main Street community is currently serving as a member on your Main Street Board. This document is required to be updated annually and a copy of it should be uploaded to Dropbox under “Standard 5” of the current year.

Selecting new members to serve on your Main Street Board can be an arduous process. Using a board member application form can help you as a board ensure that you are working with those who are interested in serving their community and whose vision aligns with your own. Enclosed is an example of the Board Member application form from the Milledgeville Main Street Program.

Selecting new members to serve on your Main Street Board can be an arduous process. Using a board member application form can help you as a board ensure that you are working with those who are interested in serving their community and whose vision aligns with your own. Enclosed is an example of the Board Member application form from the Woodstock Main Street Program.

Why develop a board recruitment process? While the task of recruiting board members might seem a little daunting, it’s important to take the time to find candidates with the right values, skills, attitude and commitment. After all, even though this is a volunteer job, being a board member is a crucial leadership role! These folks […]

I, _________, understand that as a member of the Board of Directors of ______________, I have a legal and moral responsibility to ensure that the organization does the best work possible in pursuit of its goals. I believe in the purpose and mission of the organization, and I will act responsibly and prudently as its […]

We expect the following of our board members:
Attendance policy: Our meetings are held (note times, date and place)
We have the following financial expectations of our members:
Your participation in the following events is expected (list special events, training, etc. and the level of participation expected IE. bring a foursome to the golf tournament, buy a table to the dinner/dance)

I, understand that as a member of the Board of Directors of the local Main Street Program, I have a legal and ethical responsibility to ensure that the organization does the best work possible in pursuit of its mission and goals. I believe in the purpose and the mission of the organization, and I will act responsibly and prudently as one its stewards.

Main Street program budgets vary according to the size of the commercial district, as well as local priorities and resources for revitalization. Additionally, regional variations in salaries also affect a local Main Street program’s budget. Depending on the district’s size, the program’s budget can range from $45,000 to $150,000 annually. The average budget in Georgia […]

Enclosed is a copy of the bylaws for the Hapeville Main Street Program. This document can be used as an example for how Main Street or DDA bylaws can be composed.

Enclosed is a copy of the bylaws for the Villa Rica Main Street Program. This document can be used as an example of how Main Street or DDA bylaws can be composed.

Enclosed is a copy of the bylaws for the Rome Main Street Program. This document can be used as an example of how Main Street or DDA bylaws can be composed.

Enclosed is a copy of the bylaws for the Dahlonega Main Street Program. This document can be used as an example for how Main Street or DDA bylaws can be composed.

Enclosed is a copy of the bylaws for the Carrollton Main Street Program. This document can be used as an example of how Main Street bylaws can be composed.

This workbook was created by the Georgia Main Street Program as a resource to assist local Main Street managers and board members in identifying, selecting and implementing a transformation strategy for the downtown district. From gathering data and hosting a community visioning session to selecting your strategy and measuring your impact this workbook has resources, examples and the necessary tools needed to guide you from start to finish through the entire strategic planning process.

A community visioning session provides the local Main Street program an opportunity to invite a diverse and varied representation of the public to contribute ideas, recommendations, and resources to the vision, which will ultimately shape downtown. While the size and scope of the community visioning session will vary from town to town, the purpose it plays in work plan development remains the same. The ideas expressed in this guide will serve as a framework for the manager, the board of directors, and the downtown’s strategic plan for years to come.

This Community Transformation Strategy was created to support an arts or entertainment focused environment within the downtown district. This strategy should seek to grow existing creative initiatives and to build upon foundational policies and ordinances to support original and innovative projects and programming. Main Street districts wishing to adopt this Transformation Strategy should identify the specific type of art or entertainment development that they would like to facilitate as part of this plan, knowing that the terms “art” and “entertainment” are broad descriptors and should be more narrowly defined to serve a particular group or niche of people.

This Community Transformation Strategy is for Main Street programs who want to improve the visual appeal of the residential and commercial historic district. This strategy should seek to support and to develop ordinances, policies, projects and programs to address the visual attributes of the buildings and the downtown’s built environment. Special consideration should be given to initiatives serving to enhance the business environment through community engagement, accessibility and preservation. Keep in mind, the creation and maintenance of this area can only be supported through both public and private investment.

This Community Transformation Strategy is for Main Street districts wishing either to activate currently vacant sectors of the downtown or to support the growth and development of already established businesses. Business Activation and Development are separate approaches to downtown revitalization and should be treated as such. Incentives created for new businesses should be crafted in a unique way to address the needs of the district while incentives for existing businesses should be designed to support the specific needs of those merchants.

This Community Transformation Strategy is designed for Main Street programs who wish to focus on developing a downtown environment conducive to residential living. This strategy should seek to provide multifaceted living environments that cater to the community’s complex and diverse existing and potential regional economic climate. Keeping in mind that retail follows rooftops, this strategy should also be coupled with incentives to open and to develop convenience-based goods and service hubs that can support downtown residents, as well as residents in the broader community.

This Community Transformation Strategy focuses on developing an environment that is entrepreneur-friendly and intentionally incentivizes businesses, which serve the needs of the residents in the city and greater region. A Community Serving strategy is designed not only to address comprehensively the wants and needs of those who live in your city but also should serve those who live beyond the traditional “walls” of the central business district. Special consideration should be given to creating community gathering spaces, as well as to the support and development of inclusive public amenities. The types of businesses recruited and their standard hours of operation should reflect the day-to-day needs of residents and their target audience, with the understanding that more metro-based cities may need to accommodate a commuter workforce.

This Community Transformation Strategy is designed specifically to address the mobility needs for both tourists and residents alike. All
modes of transportation from foot traffic to bikes, and buses to cars should be considered. Often times residents and visitors inability to
park and effectively to navigate the downtown district can be a deterrent to people coming downtown. This strategy, like most strategies, is most successful when approached using the Four Points, considering design elements, the businesses’ needs and the best way to communicate effectively the transportation and pedestrian amenities of the district.

This Community Transformation Strategy focuses on the built environment and recreational activities that currently serve as drivers of tourism for the local economy. This strategy should seek to provide a balanced approach to address all facets of a tourism and recreation based economy, ranging from lodging and events to businesses and organizational policies, which will in turn support new or existing infrastructure. This strategy capitalizes on existing regional resources that can serve as economic drivers for the downtown district.

This Community Transformation Strategy is built around an agricultural-based economy, where residents, businesses and community stakeholders are dependent on the success and growth of a particular agricultural industry in their area. This strategy should seek a balanced approach to grow and to support an already existing economic climate that is unique to your region of the state. Consider how your downtown can work to support this economy through business development, business retention, educational programming and/or volunteer initiatives.

This Community Transformation Strategy is designed for a community trying to create an eco-friendly and sustainable approach to downtown revitalization, keeping in mind that the greenest building is one already built. Utilizing the Four Point Approach™, this strategy should focus on incentivizing green development, create a strong and resilient infrastructure and lay the foundation for policies and ordinances to encourage the highest and best use of existing resources.

This Community Transformation Strategy centers around the development and support of business and a built environment that supports
public health initiatives and an improved quality of life. This strategy makes the most sense for a community seeking a unique strategy for its citizens by building relationships with local health and wellness centers. Keep in mind that this strategy can connect with existing health and wellness apps — including Fitbit, Apple Health, Couch to 5K, Healthy Out, Happy Cow and My Fitness Pal — without reinventing the wheel. This strategy is most successful when health and wellness are approached in a fun and creative environment.

This Community Transformation Strategy focuses on the development and activation of underutilized or under-capitalized amenities
or public spaces; however, this strategy is more robust than flowerbeds and alley ways. This strategy, when highly executed, will consider how to incorporate more greenery into the existing built environment, the sustainability of public spaces and the programming of greenspaces. Consideration should also be given to how greenspaces interact with the central business district, as well as the diversity and inclusivity of use and of user experience.

This Community Transformation Strategy focuses on preserving your downtown’s built environment. While Placemaking emphasizes
developing an environment to bring people together, Maintaining Authenticity emphasizes preserving the historical integrity of the buildings and the existing built environment. This strategy is most successful when ordinances and guidelines for operation are established to support the characteristics that make your downtown unique. While some may feel “preservation” is the sole responsibility of the few, maintaining authenticity is only achieved through the support of many.

This Community Transformation Strategy focuses on developing an inclusive environment that in return brings people together. When utilizing this strategy, consider how your built environment can contribute or be enhanced to attract and to engage visitors and residents
alike. While Placemaking is an exciting strategy around which the community can rally, consider how new initiatives will work in tandem with existing events and programs to support and to elevate the visibility of local businesses. This strategy at its most successful level works to activate underutilized spaces and buildings to create a thriving downtown district.

This Community Transformation Strategy focuses on refining the brand and identity of the commercial business district. Creating a connection, for visitors and residents alike, to the history of and heart of downtown is critical to its success. The Storytelling Strategy is a combination of elements from the Placemaking and Maintaining Authenticity strategies, focusing not only on the built environment, but also on how people interact with it and learn from it. When implemented effectively, this strategy should build relationships, increase foot traffic, inspire hometown pride and help to shape your community’s narrative.

This Community Transformation Strategy focuses on developing your downtown’s central business district as a regional or statewide tourist destination. Tourism should not focus solely on attractions. An ideal downtown district will offer diverse amenities, services, restaurants and retail industry to encourage visitors to stay or return. While marketing and advertising will play strongly into the success of this strategy, the development, maintenance and inclusivity of the existing built environment will be critical to the district’s long-term vitality.

This Community Transformation Strategy was created for newly-designated or probationary Main Street programs. While most transformation strategies are designed to cover a two- to three-year period, this strategy focuses on building basic foundational elements for success over a one-year period. This strategy should focus on relationship building, board development, work plan development and creating programmatic policies upon which the organization can build and develop further over the coming years.

Strategies for Saving, Maintaining and Enhancing Our Downtown Architectural Assets  By: Randy L. Wilson, President, Community Design Solutions   In cities and towns of all sizes, municipal officials point to dilapidated structures as a challenge in their efforts to promote the highest possible quality of life and bring economic growth to their hometowns. The failure of offending […]

Dealing with Vacant Properties Using a vacant building registry can help motivate owners to maintain buildings and return them to productive use, identify the party responsible for problem properties, monitor vacant properties, and defray costs of providing related municipal services.  A vacant building registry is an ordinance that requires owners (and, in some cases, financial […]

The purpose of this program is to stimulate downtown revitalization, redevelopment, economic development, and tourism development in Milledgeville. Program funds are an incentive for current owners and potential buyers of vacant and occupied buildings to restore, renovate, and repair the exteriors of their building.

How does the program work?
The Greensboro Façade Improvement Matching Grant Program is administered by Greensboro’s Foundation for the Future as part of Greensboro’s Downtown Development Authority and Greensboro Main Street Program. Funds are available for façade improvements to buildings located within a commercial district, B1 or B2 within the city limits of Greensboro. Typically commercial tenants or commercial property owners may receive reimbursements of 50% (not to exceed $500) of the cost of the approved storefront or back renovation, signage or awning or landscaping.

The Facade Grant Program is intended to stimulate investment in the preservation of Dahlonega’s historic commercial district. Downtown Dahlonega is the historic core of the region and serves as the seat of business, government and service for the community. With historic architecture ranging from the 1830s to the 1960s, downtown is the heart of the county, and its pedestrian focus and historic buildings invite both resident and visitor. Each downtown building has an individual character, and each building is respected for its unique features, historic appearance, significance, current condition, and impact on the district.

Applicant Guidelines
All commercial properties within the Clarkesville City Limits are eligible for up to 50% cost-share funding through the program (with a maximum Façade Grant contribution of up to $2,500). Priority will be given to properties in the Phase I focus area (see attached map).

Hotel Motel tax can be a difficult topic to understand and an even more difficult thing to explain. Join us as we take a deep dive into Hotel Motel Tax law, now available in our Manager’s Handbook.

Understanding the nuances of Georgia’s hotel-motel excise tax is a fairly complicated undertaking. Nearly 300 local governments in Georgia have an excise tax in place and the process, the rates, and the restrictions on spending all vary based on a jurisdiction’s desired statutory authorization paragraph. This webinar will delve into the details about how to adopt the tax, what can be done with funds that are collected, which stakeholders should be a part of the discussion, and how a community can make the most of this revenue stream.

JOB SUMMARY: The Downtown Development Authority and Main Street program director coordinates activity within a downtown revitalization program which utilizes historic preservation as an integral foundation for downtown economic development.

JOB SUMMARY: The Executive Director is the senior professional employee who reports directly to the Board of Directors. With the exception of those decisions and matters which are defined as the direct responsibility of the Board or the operation of the Downtown Development Authority.

JOB SUMMARY: This position is responsible for planning, marketing, promoting, and implementing downtown development programs. The program objectives include community education, formulation of policies, and the development of marketing strategies for those areas. This program will be designed to promote, enhance, conserve, monitor, and improve downtown.

Job Summary: The Executive Downtown Development Authority Director coordinates activities for the downtown development and revitalization program governed by a downtown development authority board of directors. This position is responsible for the planning, development, execution, and documentation of the downtown development program. The director is the principal on-site staff person responsible for coordinating all program activities locally as well as for representing the downtown regionally and nationally, as appropriate.

Economic Development Director JOB SUMMARY This position directs the city’s economic development operations. MAJOR DUTIES • Directs economic development initiatives to achieve the goals and objectives of the Downtown Development Authority and the City of Tifton. • Provides assistance in the development of short- and long-term economic and community development plans and goals; researches and […]

SUMMARY: This position is responsible for performing a variety of administrative, technical and professional work in the preparation and implementation of economic development plans, programs and services for the City of Monroe; responsible for coordinating and developing annexation projects and assists with implementation of the downtown development plan in order to help expand the City’s tax base. Work is performed with a high degree of initiative and independent judgment in the preparation and implementation of economic projects within established objectives. Work is performed under the general supervision of the City Administrator.

Summary: This position is responsible for the development, coordination, execution and documentation of a comprehensive downtown revitalization program. The Director will perform complex and responsible work and enjoy considerable latitude in discharging duties, exercising considerable independent judgment and discretion in carrying out daily responsibilities. The Director is directly responsible to the Board Chairman.

Downtown Development Manager The City of Cartersville’s Downtown Development Manager will provide leadership and direction for the City’s downtown development/revitalization and Main Street Programs. This position is responsible for managing the City’s downtown development program and Main Street Program, including business development/recruitment, existing business outreach, marketing/promotional initiatives, etc., in coordination with the Downtown Development Authority (DDA) […]

Job Summary: This position is responsible for the management of the Downtown Development Authority and the Main Street Program. The Director perform duties related to the planning, preparation, operation, and evaluation for the Downtown Development Authority and Main Street Program.

JOB SUMMARY: This position is responsible for administering the downtown development program, permit, license, zoning, and planning programs in order to ensure compliance with relevant construction, city codes, and the comprehensive downtown development program.

Enclosed is an example map showing the program boundaries for a Main Street designated community.

Enclosed is an example map showing the program boundaries for a Main Street designated community.

Enclosed is an example map showing the program boundaries for a Main Street designated community.

Enclosed is an example map showing the program boundaries for a Main Street designated community.

Enclosed is an example map showing the program boundaries for a Main Street designated community.

Monthly reports allow us to capture and economic snapshot of what is happening at this particular moment in time in your community. As a stand alone report it doesn’t tell us much, but when we compile months or even years worth of data together we can begin to see trends in business development, job growth, private and public investment. These reports can help us as an office see where the communities priorities lie and identify gaps in funding or resources.

In this handbook you will find a breakdown of the Main Street Approach, an overview of benefits and requirements for accredited Georgia Main Street cities, a guide to financial resources, tax credit programs and grants along with a chapter dedicated to guiding managers through the strategic planning process.

One of the challenges you will have as a new Main Street manager is understanding the day-to-day responsibilities of your position. With so many things to tackle, it is tough to know where to start. Here at the Office of Downtown Development our ultimate goal is your success at the local level. We have created an activities check list you can use to ensure that you and your program remain on track as the year progresses. The tasks identified here are primarily for communities at the Classic Main Street Program level, but these practices are beneficial to any city wishing to embrace a positive preservation ethic.

In Georgia we know the greatest benefit to our programs comes from the Main Street manager’s ability to directly connect and network with other downtown development professionals from all across the state. The value that comes from the opportunity to learn from one another, to be be inspired by one another, all while sharing ideas and resources can not be understated. But beyond the value of the network itself, the Office of Downtown Development has outlined a variety of training opportunities, discounted services and tools available to our Georgia Main Street programs. Main Street manager’s should keep in mind that access to resources and discounts will vary depending on each Main Street community’s designation.

Strategic planning is the process of documenting and establishing a direction for your organization—by assessing both where you are and where you want to go. The strategic planning process gives Main Street program’s a place to record the mission, vision, and values, as well as long-term goals and action plans used to reach them.

Training is essential to your success as a Main Street manager. A wide variety of training opportunities is provided by our office and by partners throughout the state. New managers are required to participate in a minimum of 30 hours of training annually. We highly recommend that you seek out workshops, webinars and professional development opportunities that provide you with an in-depth learning experience in topics and concepts that may be less familiar. All new Main Street managers and board members are required to become Main Street 101 certified within the first 12 months of taking their position.

The organization chart is a diagram showing graphically the relation of one official to another, or others, of a company.

Enclosed is an example organization chart for the Villa Rica Main Street program.

Enclosed is an example organization chart for the Madison Main Street program.

Enclosed is an example organization chart for the Thomasville Main Street program.

Enclosed is an example organization chart for the Hawkinsville Main Street program.

Enclosed is an example organization chart for the Toccoa Main Street program.

In this handbook you will find a breakdown of the Main Street Approach, an overview of benefits and requirements for accredited Georgia Main Street cities, a guide to financial resources, tax credit programs and grants along with a chapter dedicated to guiding managers through the strategic planning process.

This workbook was created by the Georgia Main Street Program as a resource to assist local Main Street managers and board members in identifying, selecting and implementing a transformation strategy for the downtown district. From gathering data and hosting a community visioning session to selecting your strategy and measuring your impact this workbook has resources, examples and the necessary tools needed to guide you from start to finish through the entire strategic planning process.

A community visioning session provides the local Main Street program an opportunity to invite a diverse and varied representation of the public to contribute ideas, recommendations, and resources to the vision, which will ultimately shape downtown. While the size and scope of the community visioning session will vary from town to town, the purpose it plays in work plan development remains the same. The ideas expressed in this guide will serve as a framework for the manager, the board of directors, and the downtown’s strategic plan for years to come.

Market analysis is a critical tool in helping decision makers assess the economic conditions of their commercial districts and arrive at an effective plan for transformation. This resource guide takes market analysis — a key component of the Main Street Approach — and breaks it down for practitioners.

This guide is intended to help Main Street directors and community leaders implement a people-centered design process. It explores the range of issues that impact the physical characteristics of a downtown and provides you with a roadmap for navigating the set of choices involved in implementing holistic design principles to ensure they complement the overall strategy for your downtown.

This guide will provide you with a practical framework for understanding how to launch or strengthen your community engagement efforts, and actionable tools to put to use in your own community. What follows is very much an overview; take advantage of the links to more information provided throughout and at the end. And be sure to read the National Main Street […]

Work plans serve as an important tool to help guide the projects and scope of work for the Main Street program. A well developed work plan should help you focus on what’s important, measure your impact, and create accountability. So much of what happens to revitalize a downtown district originates from this planning process.

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Analysis is a technique for assessing these four aspects of your business. You can use SWOT Analysis to make the most of what you’ve got, to your organization’s best advantage. And you can reduce the chances of failure, by understanding what you’re lacking, and eliminating hazards that would otherwise catch you unawares.

This workbook was created by the Georgia Main Street Program as a resource to assist local Main Street managers and board members in identifying, selecting and implementing a transformation strategy for the downtown district. From gathering data and hosting a community visioning session to selecting your strategy and measuring your impact this workbook has resources, examples and the necessary tools needed to guide you from start to finish through the entire strategic planning process.

A community visioning session provides the local Main Street program an opportunity to invite a diverse and varied representation of the public to contribute ideas, recommendations, and resources to the vision, which will ultimately shape downtown. While the size and scope of the community visioning session will vary from town to town, the purpose it plays in work plan development remains the same. The ideas expressed in this guide will serve as a framework for the manager, the board of directors, and the downtown’s strategic plan for years to come.

Here the Newnan Main Street program provides a great example of a well thought out and artfully crafted mission and vision statement.

Do you have trouble understanding the difference between a Mission Statement and a Vision Statement? This simple one pager will help outline for you the major differences between each of these items.

It is important for managers to keep in mind that all designated Georgia Main Street Programs are required to have a work plan on file with the Office of Downtown Development. Work plans serve as an important tool to help guide the projects and scope of work for the Main Street program.

Strategic planning is the process of documenting and establishing a direction for your organization—by assessing both where you are and where you want to go. The strategic planning process gives Main Street program’s a place to record the mission, vision, and values, as well as long-term goals and action plans used to reach them.

This workbook was created by the Georgia Main Street Program as a resource to assist local Main Street managers and board members in identifying, selecting and implementing a transformation strategy for the downtown district. From gathering data and hosting a community visioning session to selecting your strategy and measuring your impact this workbook has resources, examples and the necessary tools needed to guide you from start to finish through the entire strategic planning process.

A community visioning session provides the local Main Street program an opportunity to invite a diverse and varied representation of the public to contribute ideas, recommendations, and resources to the vision, which will ultimately shape downtown. While the size and scope of the community visioning session will vary from town to town, the purpose it plays in work plan development remains the same. The ideas expressed in this guide will serve as a framework for the manager, the board of directors, and the downtown’s strategic plan for years to come.