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Home My Public Portal About20080228Main Street Bible Notebook_CDROM-2008.pdf- 1 - 2008 Georgia Main Street Notebook Table of Contents ORGANIZATION - Why is Downtown Important?............................................................................................................................4 - What is Organization?...........................................................................................................................................6 - Checklist for Starting a Comprehensive Downtown Program Using the Main Street Approach.....................................................................................................................7 - Revitalization Program Partners..........................................................................................................................8 - Downtown Revitalization Stakeholders/Benefits..........................................................................................10 - Example: Organizational Chart........................................................................................................................12 - What is a Downtown Development Authority (DDA)?...............................................................................13 - The Steps in Creating a Downtown Development Authority......................................................................16 - Example: Kruppopolis Downtown Development Association: Articles of Incorporation...................45 - The Basics of Board Development...................................................................................................................47 - Main Street Board of Directors.........................................................................................................................48 - Potential Funding Sources.................................................................................................................................49 - Example: First Year Operating Budget for Mid-Sized Program, Populations 5,000-50,000..................51 - Example: First Year Operating Budget for Small Town Rural Program, populations under 5,000..................................................................................................................................52 - Board Duties and Staff Support: The Board Enhances the Organization’s Public Image......................53 - Board Orientation/Training Program..............................................................................................................54 - Example: Main Street Board Member Orientation Work Sheet.................................................................55 COMMITTEES AND WORK PLANS - National Main Street Center’s Developing Action/Work Plans for Downtown Revitalization Programs Using the Main Street Approach:..................................................56 - Developing Workable One to Two Year Action Plans.................................................................................57 - Example: Board of Directors Goal Setting Session......................................................................................58 THE MANAGER - Manager’s Major Areas of Responsibility........................................................................................................60 - Manager’s Role in Working with the Board and Committees......................................................................62 - 2 - - Taking Care of Your Most Valued Asset. . . Volunteers...............................................................................64 - The Effective Director’s Check List.................................................................................................................66 - Organizing Your Filing System.........................................................................................................................67 - News Release 101................................................................................................................................................68 - Ground Rules for Talking With Reporters......................................................................................................71 - Conflicts of Interest and Main Street/Better Hometown programs...........................................................72 - Measuring Main Street........................................................................................................................................74 - Online Economic Activity Reports..................................................................................................................78 PROMOTION - What is Promotion? ............................................................................................................................................85 - The Three Types of Promotional Events........................................................................................................86 - Evaluating Promotions.......................................................................................................................................87 - Five Essentials Of A Good Festival.................................................................................................................88 - Effective Media Relations Tips.........................................................................................................................88 - Over 100 Promotional Ideas for Downtown..................................................................................................89 DESIGN - What is Design?................................................................................................................................................96 - Office of Downtown Development (ODD) Design Services..................................................................97 - Office of Downtown Development Design Request Form ......................................................................99 - Design Committee Checklist....................................................................................................................... 100 - Design Committee Study Guide................................................................................................................. 102 - What are Design Guidelines?...................................................................................................................... 103 - Components of a Typical Guideline.......................................................................................................... 104 - Design Review as for Downtown............................................................................................................... 105 - Public Improvements Checklist.................................................................................................................. 106 - Parking Tips for Downtown....................................................................................................................... 107 - Parking Downtown: Employee Parking Notice...................................................................................... 108 ECONOMIC RESTRUCTURING - What is Economic Restructuring?.............................................................................................................. 111 - Economic Restructuring Activities ........................................................................................................... 111 - The Role of the Main Street/Better Hometown program in Economic Restructuring..................... 112 - Economic Restructuring Goals................................................................................................................... 113 - Defining the Downtown Economically..................................................................................................... 113 - Economic Restructuring Objectives.......................................................................................................... 114 - Strengthening Downtown Businesses........................................................................................................ 115 - 5 Steps to Completing a Tax Base Study................................................................................................... 116 - Façade Grant Program................................................................................................................................. 117 - Low Interest Loan Fund.............................................................................................................................. 118 - 3 - - Market Analysis: Elements of the Market Analysis/Things to Consider............................................ 119 - Business Survey............................................................................................................................................. 120 - Recruitment Planning Process.................................................................................................................... 121 - Recruitment Package Contents................................................................................................................... 122 - Finding Business Prospects......................................................................................................................... 123 - 45 Ways to Lease Downtown Space.......................................................................................................... 124 PRESERVATION RESOURCES .................................................................................................................. 127 WEB RESOURCES ................................................................................................................................................ 128 - 4 - Why is Downtown Important? ... Can malls and discount centers take the place of downtowns in the future? The answer is most definitely no. Though malls and discount centers play important roles in our communities, downtown is much more than a shopping center. It is critical for everyone involved in downtown revitalization to understand the value of downtown. Here are some good reasons why downtown is important (though they’re not in any particular order): 1. Your central business district is a prominent employment center. Even the smallest downtown employs hundreds of people. Downtown is often the largest employer in a community. 2. As a business center, your downtown plays a major role. It may even represent the largest concentration of businesses in your community. It also serves as an incubator for new businesses—the successes of tomorrow. 3. Most of the businesses in your downtown are independently owned. They support a local family who supports the local schools, etc. Independent businesses keep profits in town. 4. Downtown is a reflection of how your community sees itself—a critical factor in business retention and recruitment efforts. When industry begins looking at your community as a possible location, they examine many aspects including the quality of life. Included in quality of life is interest in downtown — is it alive and viable, or does it represent local disinterest and failure? 5. Your downtown represents a significant portion of the community’s tax base. If this district declines, property will decrease in value and subsequently increases the tax burden on other parts of your community. 6. The central business district is an indispensable shopping and service center. Though it may no longer hold the place as your community’s most dominant shopping center, it still includes unique shopping and service opportunities. Attorneys, physicians, accountants, and insurance offices, as well as financial institutions, are often located downtown. 7. Your downtown is the historic core of your community. Many of the buildings are historically significant and help highlight your community’s history. 8. Downtown represents a vast amount of public and private investment. Imagine the costs to recreate all the public infrastructure and buildings already existing in your central business district. Think of the waste of past dollars spent if downtown is neglected. 9. A central business district is often a major tourist draw. When people travel, they want to see unique places. There isn’t a downtown like yours in the world! 10. Downtown is usually a government center. Most likely it is where your city hall, county courthouse, and post office are located. This “one stop” shopping for government services is a notable feature of downtowns across the country. 11. And, perhaps, most important, your downtown provides a sense of community and place. As Carol Lifkind, author of Main Street: The Face of Urban America, said “...as Main Street, it was uniquely American, a powerful symbol of shared experiences, of common memory, of the challenge, and the struggle of building a civilization... Main Street was always familiar, always recognizable as the heart and soul of the village, town or city.” (Edited from an article by Alicia Goehring, Wisconsin Main Street/Better Hometown program, Wisconsin Department of Development) Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 5 - ORGANIZATION - 6 - What Is Organization? Organization involves putting together a Main Street™ framework that is well represented by business and property owners, bankers, citizens, public officials, chambers of commerce, and other local economic development organizations. Everyone must work together to maintain al long-term effort. The community must work together to revitalize downtown. A strong organization is the nucleus used to build and sustain the long-term effort to accomplish the revitalization of downtown. Organization is the first step to downtown revitalization. The Main Street organization: ► Builds consensus ► Implementation ► Utilize existing organizations ► Organize resources ► Distribute the workload ► Coordinate local and regional downtown development ► Bring together downtown interest with the interest of the general community ► Volunteers ► Work plans ► Committees ► Staff Board People who know you Supporters Advisors Committees Building an Organization - 7 - Checklist for Starting a Comprehensive Downtown Program Using the Main Street™ Approach 41. __ Ask your merchants, business owners, property owners, and residents about the idea. Make sure to contact the Chamber of Commerce. 42. __ Possibly hold a town-hall type meeting on the idea. Call the Office of Downtown Development at 404- 679-4940 or (912) 931-2124 for advice and possible attendance at the meeting. Show the 4-Point slide show. 43. __ Ask the local newspaper(s) to run a story about the possibilities of starting a downtown program. Be a guest on the local radio station to help educate folks about starting a program. After Getting Feedback and Ideas, If You Decide to Move Ahead... 41. __ Contact your city about regulations, business licenses, and/or any fees. Also ask for support. 42. __ Identify possible board members and supporters. Create an interim board of directors. 43. __ Contact the IRS for a Taxpayer Identification Number. Also obtain applications from them for 501(c)(?) designation. Most comprehensive downtown programs focusing on the Main Street Approach™ try for a 501(c)(3) designation. 44. __ Write By-Laws and Articles of Incorporation. Your manual has samples. Work with an attorney. 45. __ Identify an address or post office box for mail, as well as a contact person for phone communications. 46. __ Get paperwork from the Secretary of State for a state business license. Fill it out and return it. 47. __ Create a realistic first year budget. Go get donations from supporters and bank them. 48. __ Get press releases out to the newspapers for FREE publicity. Letters to the Editor are worth gold, don’t forget them! 49. __ Create a realistic workplan. Plan in some low-cost, high visibility projects. 410. __ GO FOR IT! Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 8 - Revitalization Program Partners The local downtown revitalization program must involve groups throughout the community to be successful. Different groups have different interests in the downtown. And, while each may have a particular focus, all groups ultimately share the common goal of revitalizing the commercial district. By involving abroad range of constituents in the process, the downtown program can help each group realize that this common goal exists and that cooperation is essential for successful revitalization. Furthermore, by identifying each organization’s greatest strengths, the downtown program can help focus that group’s energy in the areas where it will be most effective and have the most to contribute. Groups typically represented and involved in successful local downtown revitalization programs include: Retail & Service Sector Business Owners Retail and service sector activity is an important part of the downtown’s economic base; consequently, business owners have a vested interest in the success of the downtown revitalization program. Retailers are often most interested in, and the most valuable contributors to downtown promotional activities, though their involvement in other downtown activities can also be beneficial. Property Owners Since they literally own the downtown, property owners have a direct interest in the downtown program’s success and often become active participants in the revitalization process. Absentee owners, though, may show little or no interest in the program, nonetheless, they should be kept informed about revitalization activities and, as the program develop greater competency in direction downtown’s economic growth, should continue to be invited to take part in its projects. Chambers of Commerce The chamber of commerce is an important player in most downtown revitalization programs because of its interest in the community’s commercial development. The chamber can help the downtown program by providing liaison with local and regional economic development agencies, helping businesses expand, recruiting new businesses and sharing information resources. Remember, though, that the chamber must be concerned with community wide development. Focusing too much on the downtown can contradict its direct mission. Financial Institutions Local financial institutions benefit from a revitalized downtown in many ways, from making new business loans to being able to attract new industry to the community. Banks and savings and loans can support the revitalization program by helping package loans, taking part in interest buy down and other financial incentive programs, providing leadership and seeking innovative ways to stimulate downtown economic development. Many financial institutions also find that participation in the local downtown revitalization program helps satisfy their directives under the Community Reinvestment Act. Consumers In many ways, consumers stand to benefit the most from a revitalized downtown offering goods and services that meet their needs. Many local consumers who may not belong to an existing community organization will still be interested in participating in the revitalization effort and in helping make the downtown - and the community - a more lively place to be. City and County Government Without the support and involvement of local government, it is doubtful that a downtown revitalization program will achieve long-lasting success. Local government can help provide the financial and information resources, technical skills and leadership to the revitalization effort. Because local government plays a major role in direction the community’s economic growth, it must be an active participant in restructuring the downtown’s economic base and developing innovative solutions to downtown issues. - 9 - Media Downtown revitalization means creating new jobs, generating new investments and bringing more money into the community - all newsworthy activities. Thus, the media are usually major supporters of a downtown revitalization effort. In addition to publicizing the local program’s successes, media can provide information about local market characteristics to help the revitalization effort find better ways to meet consumer needs. Regional Planning Commissions and Councils of Government These groups can provide the local downtown program with market data and other technical information about the downtown’s market area. They can also help the program identify resources and establish relationships with regional, state and national economic development agencies. Historic Societies and Historic Preservation Organizations These groups can contribute expertise in local history, preservation technology and related fields to the downtown revitalization program. Civic Clubs By taking part in the revitalization program, civic clubs can help improve the community’s quality of life and make the downtown a more pleasant and vibrant place for community activities. Schools Schools can contribute to successful downtown revitalization in several ways. First, by involving young people in the revitalization process, the downtown program can reach a segment of the community that may not be familiar with downtown. Second, they can help students become positive contributors to the community’s quality of life. Finally, by giving students opportunities to use their academic skills in a “real world” environment, they can help the downtown revitalization effort implement programs and activities. Source: Revitalizing Downtown, National Main Street Center, 1991 - 10 - Downtown Revitalization Stakeholders/Benefits Local Residents/Consumers • enhanced marketplace (better shopping and the benefits of shopping locally) • sense of pride in downtown • social/cultural activities • opportunities to keep kids in town • sense of hometown community • historical awareness (preservation of architecture and human history) • tax dollars stay in the community • opportunity to participate/volunteer • better communication (newsletter) • political advocate • home values increase Property Owners • increased occupancy rates • rent stability • increased property values • increased stability • reduced vandalism/crime deterrent • assistance with tax credits, grants, loan programs, design, and co-op maintenance • communication medium with other property owners • better image • new uses, especially on upper floors City Government • increased tax base • more tourism • increased property values • increased number of jobs • better goals and vision • healthy economy • better services available • positive perception of downtown and community • better relations between city hall and private sector • increased volunteer base for city • takes political heat, develop consensus for political requests (avoid “victimization”) • industrial recruitment • impetus for public improvements and CLG grant dollars • education resources for city leaders (officials) on planning and economic development Retail Business Owners • increased sales • improved image • increased value of business • coordinated efforts between local business and franchises • quality of business life • educational opportunities (seminars and workshops) • increased traffic • district marketing strategies (promotion and advertising) - 11 - • better business mix • new market groups downtown • community pride • have needs/issues addressed Service Business Owners • image building/improvement • pride • new/renewed/repeated exposure • increased variety of services • healthier economy generates new/more businesses • increased competition means more aggressive business styles • tapping leakage • increased population, new customers • improved image, creates new market Financial Institutions • community reinvestment act (federal government requirement) • potential for loans, deposits, and other services (bankcards, financial services) • improved image and good will • survival of community critical to bank success and economic stability • central location more cost effective Preservationists • Main Street Approach reinforces common goal of preservation • increases coalition • increased awareness and credibility • education of public and group • improved public image • improved economic feasibility of preservation County Government • increased public relations for county • viable downtown increases tax base • rippling effect • viable downtown is a draw for industry and countywide area businesses • common partnership with city hall • county/community pride • heritage preservation • alternative to a redevelopment district • quality of life issues especially for employees • help with parking issues Utility Companies • additional business • longer business hours • more employees • healthy businesses feel freer to increase utility usage • healthy economy causes community to grow • overcome bad guy image • proof of new products • quality in main street public improvements - 12 - Example: Organizational Chart Program Manager Membership Committee Sub-Committee Task Force Parking Committee Image Bldg.Special Events Retail Sales Sub-Committee Task Force Task Force Promotion Commitee: Markets a unified, quality image of the business district as the center of activities, goods and services to retailers, shoppers, investors, and tourists. Design Committee: Creates an attractive, coordinated, and quality visual image of the downtown by capitalizing on its unique assets and heritage Task Force Economic Restructuring Committee: Works to develop a market strategy that will result in an improved retail mix, a stronger tax base, increased investor confidence, and a stable tole for the downtown as a major componet of the city's economy. Exec. Committee Board of Directors Downtown Program COMMUNITY Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 13 - What Is A Downtown Development Authority (DDA)? The Downtown Development Authority (DDA) is primarily a policy-making and major decision-making entity that plans and manages the downtown area. The DDA is a corporate body recognized by State law and used for the last three decades as an important tool in downtown redevelopment. The DDA is eligible to receive certain grant monies, whereas, a local business or merchants association may not qualify. From an Internal Revenue perspective the DDA is considered to be governmental tax-exempt. The DDA can utilize a variety of financing tools outlined in the Official Code of Georgia. Money created from the implementation of these tools can be used in a number of ways to bring about revitalization and economic development of the central business district. The DDA can work with volunteers from the local business association, citizens, the city and county to bring about the revitalization of the downtown area or depending on a set of criteria for qualification, a DDA may choose to initiate a Main Street or Better Home Town Redevelopment Program Since the passage of the 1981 Downtown Development Authorities Law, cities of all sizes have created DDAs. Many of these became inactive after changes in federal tax codes in 1986 removed certain tax incentives for downtown improvement loans, but many others have continued to work to strengthen their downtowns. Often simply having a well-structured and focused organization with a comprehensive and long-term view of downtown, cities have seen positive results and have prevented opportunities from being lost. The Downtown Development Authorities Law of 1981 created “in and for each municipal corporation in the State a public body corporate and politic to be know as the Downtown Development Authority of such municipal corporation…” This law authorizes a DDA in every city in Georgia. It eliminated the need for individual local legislation to establish such authorities, which had previously been the case. These DDAs must be activated by city government before they can function. This is done by first designating the downtown area boundaries with the city; appointing the initial directors of the authority; creating a resolution which also declares that there is a need for such an Authority; pass the resolution and file copies of the resolution with the Secretary of State and the Georgia Department of Community Affairs. The DDA Law indicates that each authority shall consist of a board of seven directors. These directors must be taxpayers residing in the county in which the authority is located. At least four of the directors must also be owners or operators of downtown businesses. Directors of authorities created under the DDA law are appointed by the governing body of the municipality. Directors appointed after January 1, 1992 are required to attend and complete at least eight hours of training on downtown development and redevelopment programs. Each authority can undertake commercial, business, office, industrial, parking, or public projects where these will have a benefit for the downtown. (Certain public projects such as the construction of government buildings and streets are not permissible DDA projects.) A 1988 amendment added hospitals, skilled nursing homes, and intermediate care homes where such facilities are operated on a not-for-profit basis. The following are powers that are specifically provided to the DDA created under the Downtown Development Authorities Law of 1981: 1. To sue and be sued. - 14 - 2. To adopt and to change as necessary a corporate seal. 3. To make and execute contracts and other agreements, such as contracts for construction, lease or sale of projects or agreements to finance projects. 4. To purchase and own property, real or personal and to sell or otherwise dispose of property, lease or rent property. The authority’s property is tax-exempt. 5. To finance projects by loan, grant, lease or otherwise. 6. To finance projects using revenue bonds or other obligations of authority. 7. To borrow money. 8. To apply for and receive government grants, loans, loan guarantees or other financial assistance. 9. To receive and use city tax monies. (The City can levy a tax up to three mills for the support of the authority. See Official Code of Georgia Annotated 48-5-350). 10. To employ an executive director for the downtown revitalization efforts. 11. To prepare plans for the downtown area or to hire others to prepare plans. 12. To exercise any power of public or private corporations under state law, which does not conflict with the authority’s public purpose. The 1992 Amendments (Act No. 1334) added the following powers: 1. To serve as an urban redevelopment agency under the Urban Redevelopment Law. 2. To serve as a redevelopment agency under the Redevelopment Powers Law. 3. To contract with a city government to carry out City Business Improvement District services in a downtown. 4. To acquire real property through eminent domain (subject to the approval of the City and the meeting of other requirements.) These amendments also gave cities the express authorization to create special tax, fee, or assessment districts within the area of operation of downtown authorities. This authorization is pursuant to Article IX, Section II, Paragraph VI of the Georgia Constitution. Before the enactment of the Downtown Development Authorities Law in 1981, some two dozen Georgia cities persuaded the General Assembly to create individual downtown development authorities for each of their communities. At the time this was the only way that such authorities could be established. Because special local legislation was used it was possible to tailor each law for particular local desires. For example, some of the authorities were given the ability to operate anywhere in the city. Many were given very substantial powers such as the power to levy taxes within a downtown tax district or the power of eminent domain. Composition of the board of directors could also be tailor-made for particular local needs. There were three methods by which these authorities were created: 1. Statute Under this method a statute of local application was passed by the General Assembly. The statute detailed the duties, powers, and responsibilities of the authority. This method was the least used and generally was the most restrictive with regard to the authority’s powers and flexibility ot act. (Examples: Albany, Fitzgerald, Gainesville, Perry). 2. Local Constitutional Amendment with Enabling Legislation To begin this process the General Assembly passed a resolution which proposed an amendment to the constitution that would authorize it (the General Assembly) to create the development authority by local law. This proposed constitutional amendment was then put on the ballot in the next general election. If the local voters ratified the amendment, a local law was passed at a following session of the General - 15 - Assembly which defined the powers of the authority, provided for qualifications of the directors, and specified other details concerning the authority’s operation. The authority was not operational until the local law took effect. Generally, the constitutional amendment was kept short, stating only that the General Assembly was granted the authority to create the development authority, define its powers, and appoint the authority members, etc. (Examples: Athens, Dalton, LaGrange, Marietta, Waycross). 3. Local Constitutional Amendment without Enabling Legislation In this method, the General Assembly passed a resolution that proposed a constitutional amendment that, if passed, directly created the authority. The constitutional amendment generally appeared on the ballot in the general election. If the voters ratified it, the authority became active January 1 following the general election or whenever members were appointed by the local government after January 1. (Examples: Acworth, East Point, Powder Springs, Valdosta). The current constitution permits only constitutional amendments of general application. Because of this limitation, it is no longer possible to create individual downtown development authorities by local constitutional amendment. (For the sake of brevity, those authorities which were created individually by local constitutional amendment or by statute may be referred to in this manual as “local legislation authorities” or “LLA’s”.) Source: Except from Downtown Development Authority Training Manual, The University of Georgia and Georgia Cities Foundation - 16 - The Steps in Creating a Downtown Development Authority Step 1. Set aside time for discussion and come to agreement on the need for a DDA arising from representatives of the central business district, the community and the city government. Allow for discussion leading to agreement on the determination and delineation of the downtown development authority area boundaries. Partnerships Public/Private partnerships are key elements in a successful downtown program. Among the partners are city, county, banks, downtown development authority, downtown business organization, Chamber of Commerce, schools, industry, citizens, state agencies and organizations designed to assist with downtown development. Shared Vision A downtown vision should describe what the community would prefer downtown to be like in five years. Do you envision a historic downtown filled with exciting retail businesses, delightful restaurants, coffee shops, cultural facilities and activities, all which are bustling with pedestrians. Execute a community visual preference survey. Engage as many citizens as you can in your planning process. Understanding the Local and Global Market Have you had a market analysis done? Your competition would not think of operating without one. What are the realistic retail, office and housing potential of downtown? Strengthen your existing businesses and attract new ones. How does the current local economy compare to the national and regional economy? Georgia’s Downtown of Tomorrow The most sustainable downtown would be a mixed investment portfolio of: Commercial; Professional; Government; Residential; and Arts, Culture, Recreation, Religion and Tourism. Enhancement Strategy You should try to develop a manageable course of action and a series of short term and long term goals to reach your vision which should include clear specifics of what will be done, when and by whom. Funding must come from a variety of sources, who are the past investors and who are the risk takers? Who should be investing now? Work together to foster a stable atmosphere to encourage new investors. In Georgia, each city can: - 17 - 1. Levy up to three mils to fund the work of a development authority. 2. Create a tax district and levy millage to fund special services within the district. 3. Create a Business Improvement District 4. Create a Community Improvement District 5. Create and use a Tax Allocation District (TIF) Incentives Federal 20% Investment tax credits for substantial rehabilitation of a National Register Building Georgia deferred local ad-valorem tax incentives which when packaged properly create a significant return on the investment. Leadership - This partnership should provide and cultivate the leadership necessary to implement your downtown enhancement program. - Build a strong on-going constituency. - Inform and communicate with downtown’s investors, the community at large and with downtown users. - Set a standard of quality in everything you do. Develop the Local Structure Utilize one or all of the following: • Downtown Development Authority • Board of Directors • Committees • Task force • Professional staff • Downtown Business Organization • Hometown Program • Volunteers • State agencies and organizations designed to assist with downtown development. Excerpts from CITYSCAPE Magazine, Feb. 1996 Dolores Palma, Hyett Palma Step 2. Allow for discussion leading to agreement on the determination and delineation of the downtown development authority area boundaries. Step 3. - 18 - When considering appointment of directors (hereinafter called authority members) the city may ask the local business association or community leaders to prepare a list of names who meet the qualifications of State law. The city then appoints the original and subsequent authority members including appointments to fill a vacancy. - 19 - Downtown Development Authority created by 1981, 1992 General Law* A Downtown Development Authority is a body of seven members created and appointed by the City council and recognized by the State of Georgia as a public corporation with a specified set of powers and a specific purpose or mission to: • Revitalize and redevelop the central business district of the municipal corporation (city); • Develop and promote for the public good and general welfare, trade, commerce, industry, and employment opportunities and promote the general welfare of this state by creating a climate favorable to the location of new industry, trade and commerce and the development of existing industry, trade and commerce within the municipal corporations of this state; • Finance projects within the central business districts that will develop and promote the public good and general welfare; • Issue bonds to finance projects, which will promote the foregoing objectives in accordance with Chapter 42, Section 36-42-1 of the Georgia Code. * In Georgia there exists a few DDA’s which were created by special acts of the State Legislature. The information above relates to those, which were created by the State enabling legislation in 1981. # OCGA 36-42-7 (a) Directors shall be: (1) Taxpayers residing in the municipal corporation for which the authority is created; (2) Owners or operators of businesses located within the downtown development area and who shall be taxpayers residing in the county in which is located the municipal corporation for which the authority is created; or (3) Persons having a combination of the qualifications specified in paragraphs (1) and (2) of this subsection: provided, however, that one of such directors may be a member of the governing body of the municipal corporation. (b) Not less than four of the directors having the qualifications specified in subsection (a) of this Code section shall be persons who, in the judgment of the governing body of the municipal corporation, either have or represent a party who has an economic interest in the redevelopment and revitalization of the downtown development area. Successors to the directors shall be appointed by the governing body of the municipal corporation. # OCGA 36-42-4 When creating original DDA assign terms as follows: 2 for 2 - 20 - 2 for 4 3 for 6 After July 1, 1994 all new appointments must be for four years. Downtown Development Authority members shall be: • Taxpayers residing in the city for which the DDA is created, or • Taxpayers residing within the county, who shall be an owner or operator of a business located within the downtown development area. An elected city official may fill one of the positions. State code requires that at least four of the seven members must have or represent a party who has an economic interest in the redevelopment and revitalization of the DDA area. - 21 - (Printed June 1, 2000) 36-42-1. Short title. This chapter may be referred to as the "Downtown Development Authorities Law." (Ga. L. 1981, p. 1744, § 1.) 36-42-2. Legislative purpose. The revitalization and redevelopment of the central business districts of the municipal corporations of this state develop and promote for the public good and general welfare trade, commerce, industry, and employment opportunities and promote the general welfare of this state by creating a climate favorable to the location of new industry, trade, and commerce and the development of existing industry, trade, and commerce within the municipal corporations of this state. Revitalization and redevelopment of central business districts by financing projects under this chapter will develop and promote for the public good and general welfare trade, commerce, industry, and employment opportunities and will promote the general welfare of this state. It is, therefore, in the public interest and is vital to the public welfare of the people of this state, and it is declared to be the public purpose of this chapter, so to revitalize and redevelop the central business districts of the municipal corporations of this state. No bonds, notes, or other obligations, except refunding bonds, shall be issued by an authority under this chapter unless its board of directors adopts a resolution finding that the project for which such bonds, notes, or other obligations are to be issued will promote the foregoing objectives. (Ga. L. 1981, p. 1744, § 9.) 36-42-3. Definitions. As used in this chapter, the term: (1) "Authority" means each public body corporate and politic created pursuant to this chapter. (2) "Cost of the project" or "cost of any project" means and includes: (A) All costs of acquisition (by purchase or otherwise), construction, assembly, installation, modification, renovation, or rehabilitation incurred in connection with any project or any part of any project; (B) All costs of real property, fixtures, or personal property used in or in connection with or necessary for any project or for any facilities related thereto, including, but not limited to, the cost of all land, estates for years, easements, rights, improvements, water rights, connections for utility services, fees, franchises, permits, approvals, licenses, and certificates; the cost of securing any such franchises, permits, approvals, licenses, or certificates; and the cost of preparation of any application therefor and the cost of all fixtures, machinery, equipment, furniture, and other property used in or in connection with or necessary for any project; (C) All financing charges and loan fees and all interest on revenue bonds, notes, or other obligations of an authority which accrues or is paid prior to and during the period of construction of a project and during such additional period as the authority may reasonably determine to be necessary to place such project in operation; (D) All costs of engineering, surveying, and architectural and legal services and all expenses incurred by engineers, surveyors, architects, and attorneys in connection with any project; (E) All expenses for inspection of any project; - 22 - (F) All fees of fiscal agents, paying agents, and trustees for bondholders under any trust agreement, indenture of trust, or similar instrument or agreement; all expenses incurred by any such fiscal agents, paying agents, and trustees; and all other costs and expenses incurred relative to the issuance of any revenue bonds, notes, or other obligations for any project; (G) All fees of any type charged by an authority in connection with any project; (H) All expenses of or incidental to determining the feasibility or practicability of any project; (I) All costs of plans and specifications for any project; (J) All costs of title insurance and examinations of title with respect to any project; (K) Repayment of any loans made for the advance payment of any part of any of the foregoing costs, including interest thereon and any other expenses of such loans; (L) Administrative expenses of the authority and such other expenses as may be necessary or incidental to any project or the financing thereof or the placing of any project in operation; and (M) The establishment of a fund or funds for the creation of a debt service reserve, a renewal and replacement reserve, or such other funds or reserves as the authority may approve with respect to the financing and operation of any project and as may be authorized by any bond resolution, trust agreement, indenture of trust, or similar instrument or agreement pursuant to the provisions of which the issuance of any revenue bonds, notes, or other obligations of the authority may be authorized. Any cost, obligation, or expense incurred for any of the foregoing purposes shall be a part of the cost of the project and may be paid or reimbursed as such out of proceeds of revenue bonds, notes, or other obligations issued by the authority. (3) "Downtown development area" means the geographical area within a municipal corporation designated as such by the resolution of the governing body activating the authority for such municipal corporation as modified by any subsequent resolution of the governing body of such municipal corporation. (4) "Governing body" means the elected or duly appointed officials constituting the governing body of any municipal corporation in the State of Georgia. (5) "Municipal corporation" means any city or town in this state. (6) "Project" means the acquisition, construction, installation, modification, renovation, or rehabilitation of land, interests in land, buildings, structures, facilities, or other improvements located or to be located within the downtown development area, and the acquisition, installation, modification, renovation, rehabilitation, or furnishing of fixtures, machinery, equipment, furniture, or other property of any nature whatsoever used on, in, or in connection with any such land, interest in land, building, structure, facility, or other improvement, any undertaking authorized by Chapter 36 of this title as part of a central business improvement district, any undertaking authorized in Chapter 44 of this title, the "Redevelopment Powers Law," when the downtown development authority has been designated as a redevelopment agency, or any undertaking authorized in Chapter 61 of this title, the "Urban Redevelopment Law," when the downtown development authority has been designated as an urban redevelopment agency, all for the essential public purpose of the development of trade, commerce, industry, and employment opportunities in its authorized area of operation. A project may be for any industrial, commercial, business, office, parking, public, or other use, provided that a majority of the members of the authority determine, by a duly adopted resolution, that the project and such use thereof would further the public purpose of this chapter. Such term shall include any one or more buildings or structures used or to be used as a not for profit hospital, not for profit skilled - 23 - nursing home, or not for profit intermediate care home subject to regulation and licensure by the Department of Human Resources and all necessary, convenient, or related interests in land, machinery, apparatus, appliances, equipment, furnishings, appurtenances, site preparation, landscaping, and physical amenities. (7) "Revenue bonds" or "bonds" means any bonds of an authority which are authorized to be issued under the Constitution and laws of Georgia, including refunding bonds but not including notes or other obligations of an authority. (Ga. L. 1981, p. 1744, § 1; Ga. L. 1988, p. 1463, § 1; Ga. L. 1992, p. 6, § 36; Ga. L. 1992, p. 2533, § 1.) 36-42-4. Creation of authorities; appointment and terms of directors; quorum. There is created in and for each municipal corporation in this state a public body corporate and politic to be known as the downtown development authority of such municipal corporation, which shall consist of a board of seven directors. The governing body of the municipal corporation shall appoint two members of the first board of directors for a term of two years each, two for a term of four years each, and three for a term of six years each. The governing body of the municipal corporation may appoint one of its elected members as a member of the downtown development authority. After expiration of the initial terms, except for the director who is also a member of the governing body of the municipal corporation, the terms of all directors shall be six years; provided, however, that the terms shall be four years for those directors appointed or reappointed on or after July 1, 1994. The term of a director who is also a member of the governing body of a municipal corporation shall end when such director is no longer a member of the governing body of the municipal corporation. If at the end of any term of office of any director a successor to such director has not been elected, the director whose term of office has expired shall continue to hold office until a successor is elected. A majority of the board of directors shall constitute a quorum. (Ga. L. 1981, p. 1744, § 2; Ga. L. 1992, p. 2533, § 2; Ga. L. 1994, p. 1006, § 1.) 36-42-5. Activation of authority by resolution; filing of resolution with Secretary of State and Department of Community Affairs; comments by Department of Community Affairs. (a) No authority shall transact any business or exercise any powers under this chapter until the governing body of the municipal corporation shall, by proper resolution, declare that there is a need for an authority to function in such municipal corporation, thereby activating the authority. In its resolution, the governing body shall designate as the downtown development area that geographical area within the municipal corporation which, in the judgment of the governing body, constitutes the central business district and shall appoint the initial directors of the authority. (b) A copy of the governing body's resolution shall be filed with the Secretary of State, who shall maintain a record of all authorities activated under this chapter, and with the Department of Community Affairs. The Department of Community Affairs may, but shall not be required to, furnish written comments to any authority within 30 days after the governing body's resolution is filed with the Department of Community Affairs. Any such comments shall be furnished by the authority to the governing body of the municipal corporation which activated the authority. Such comments shall be informational only and shall not affect any action taken or to be taken by any authority or governing body, and no action of the authority or the governing body shall be required in response to any such comments. The requirements of this subsection relating to filing with the Department of Community Affairs shall apply only to authorities originally activated after July 1, 1983. (Ga. L. 1981, p. 1744, § 3; Ga. L. 1983, p. 1346, § 1.) 36-42-6. Action by resolution subsequent to activating authority. - 24 - The governing body of the municipal corporation may, by proper resolution adopted subsequent to its resolution activating its authority: (1) Change its designation of the downtown development area to a geographical area within the municipal corporation which, in the judgment of the governing body, at the time constitutes the central business district, provided that any such change in the downtown development area shall be effective prospectively from the adoption of the resolution providing therefor and shall not affect any project of, or any action taken by, the authority within or with respect to the downtown development area as defined prior to such change becoming effective; and (2) Appoint directors of the authority which the governing body of the municipal corporation is authorized to appoint; and (3) Disapprove any proposed issue of revenue bonds, notes, or other obligations of the authority, in the manner provided in this chapter. (Ga. L. 1981, p. 1744, § 4; Ga. L. 1983, p. 1346, § 2.) 36-42-7. Qualifications and reimbursement of directors; election of officers; training. (a) Directors shall be: (1) Taxpayers residing in the municipal corporation for which the authority is created; (2) Owners or operators of businesses located within the downtown development area and who shall be taxpayers residing in the county in which is located the municipal corporation for which the authority is created; or (3) Persons having a combination of the qualifications specified in paragraphs (1) and (2) of this subsection; provided, however, that one of such directors may be a member of the governing body of the municipal corporation. (b) Not less than four of the directors having the qualifications specified in subsection (a) of this Code section shall be persons who, in the judgment of the governing body of the municipal corporation, either have or represent a party who has an economic interest in the redevelopment and revitalization of the downtown development area. Successors to the directors shall be appointed by the governing body of the municipal corporation. (c) The directors shall elect one of their members as chairman and another as vice chairman and shall also elect a secretary and a treasurer or a secretary-treasurer, either of whom may but need not be a director. The directors shall receive no compensation for their services but shall be reimbursed for actual expenses incurred by them in the performance of their duties. Each authority shall have perpetual existence. (d) Except for a director who is also a member of the governing body of a municipal corporation, each director shall attend and complete at least eight hours of training on downtown development and redevelopment programs within the first 12 months of a director's appointment to the downtown development authority. Directors in office on January 1, 1992, shall be exempt from this requirement unless reappointed for an additional term. (Ga. L. 1981, p. 1744, § 5; Ga. L. 1990, p. 570, § 1; Ga. L. 1991, p. 94, § 36; Ga. L. 1992, p. 2533, § 2.) 36-42-8. Powers of authorities generally. - 25 - (a) Each authority shall have all of the powers necessary or convenient to carry out and effectuate the purposes and provisions of this chapter, including, without limiting the generality of the foregoing, the power: (1) To bring and defend actions; (2) To adopt and amend a corporate seal; (3) To make and execute contracts, agreements, and other instruments necessary or convenient to exercise the powers of the authority or to further the public purpose for which the authority is created, including, but not limited to, contracts for construction of projects, leases of projects, contracts for sale of projects, agreements for loans to finance projects, contracts with respect to the use of projects, and agreements to join or cooperate with an urban residential finance authority, created by the municipal corporation within which the downtown development area is located pursuant to the provisions of Chapter 41 of this title, in the exercise, either jointly or otherwise, of any or all of its powers for the purpose of financing, including the issuance of revenue bonds, notes, or other obligations of the authorities, planning, undertaking, owning, constructing, operating, or contracting with respect to any projects located within the downtown development area; (4) To acquire by purchase, lease, or otherwise and to hold, lease, and dispose of real and personal property of every kind and character, or any interest therein, in furtherance of the public purpose of the authority; (5) To finance (by loan, grant, lease, or otherwise), refinance, construct, erect, assemble, purchase, acquire, own, repair, remodel, renovate, rehabilitate, modify, maintain, extend, improve, install, sell, equip, expand, add to, operate, or manage projects and to pay the cost of any project from the proceeds of revenue bonds, notes, or other obligations of the authority or any other funds of the authority, or from any contributions or loans by persons, corporations, partnerships (whether limited or general), or other entities, all of which the authority is authorized to receive, accept, and use; (6) To borrow money to further or carry out its public purpose and to execute revenue bonds, notes, other obligations, leases, trust indentures, trust agreements, agreements for the sale of its revenue bonds, notes, or other obligations, loan agreements, mortgages, deeds to secure debt, trust deeds, security agreements, assignments, and such other agreements or instruments as may be necessary or desirable, in the judgment of the authority, to evidence and to provide security for such borrowing; (7) To issue revenue bonds, notes, or other obligations of the authority and use the proceeds thereof for the purpose of paying, or loaning the proceeds thereof to pay, all or any part of the cost of any project and otherwise to further or carry out the public purpose of the authority and to pay all costs of the authority incidental to, or necessary and appropriate to, furthering or carrying out such purpose; (8) To make application directly or indirectly to any federal, state, county, or municipal government or agency or to any other source, whether public or private, for loans, grants, guarantees, or other financial assistance in furtherance of the authority's public purpose and to accept and use the same upon such terms and conditions as are prescribed by such federal, state, county, or municipal government or agency or other source; (9) To enter into agreements with the federal government or any agency thereof to use the facilities or services of the federal government or any agency thereof in order to further or carry out the public purposes of the authority; (10) To contract for any period, not exceeding 50 years, with the State of Georgia, state institutions, or any municipal corporation or county of this state for the use by the authority of any facilities or services of the state or any such state institution, municipal corporation, or county, or for the use by any state institution or any municipal corporation or county of any facilities or services of the authority, provided that such contracts shall deal with such - 26 - activities and transactions as the authority and any such political subdivision with which the authority contracts are authorized by law to undertake; (11) To extend credit or make loans to any person, corporation, partnership (whether limited or general), or other entity for the costs of any project or any part of the costs of any project, which credit or loans may be evidenced or secured by loan agreements, notes, mortgages, deeds to secure debt, trust deeds, security agreements, assignments, or such other instruments, or by rentals, revenues, fees, or charges, upon such terms and conditions as the authority shall determine to be reasonable in connection with such extension of credit or loans, including provision for the establishment and maintenance of reserve funds; and, in the exercise of powers granted by this chapter in connection with any project, the authority shall have the right and power to require the inclusion in any such loan agreement, note, mortgage, deed to secure debt, trust deed, security agreement, assignment, or other instrument of such provisions or requirements for guaranty of any obligations, insurance, construction, use, operation, maintenance, and financing of a project, and such other terms and conditions, as the authority may deem necessary or desirable; (12) As security for repayment of any revenue bonds, notes, or other obligations of the authority, to pledge, mortgage, convey, assign, hypothecate, or otherwise encumber any property of the authority (including, but not limited to, real property, fixtures, personal property, and revenues or other funds) and to execute any lease, trust indenture, trust agreement, agreement for the sale of the authority's revenue bonds, notes, or other obligations, loan agreement, mortgage, deed to secure debt, trust deed, security agreement, assignment, or other agreement or instrument as may be necessary or desirable, in the judgment of the authority, to secure any such revenue bonds, notes, or other obligations, which instruments or agreements may provide for foreclosure or forced sale of any property of the authority upon default in any obligation of the authority, either in payment of principal, premium, if any, or interest or in the performance of any term or condition contained in any such agreement or instrument. The State of Georgia, on behalf of itself and each county, municipal corporation, political subdivision, or taxing district therein, waives any right it or such county, municipal corporation, political subdivision, or taxing district may have to prevent the forced sale or foreclosure of any property of the authority upon such default and agrees that any agreement or instrument encumbering such property may be foreclosed in accordance with law and the terms thereof; (13) To receive and use the proceeds of any tax levied by a municipal corporation to pay the costs of any project or for any other purpose for which the authority may use its own funds pursuant to this chapter; (14) To receive and administer gifts, grants, and devises of money and property of any kind and to administer trusts; (15) To use any real property, personal property, or fixtures or any interest therein or to rent or lease such property to or from others or make contracts with respect to the use thereof, or to sell, lease, exchange, transfer, assign, pledge, or otherwise dispose of or grant options for any such property in any manner as it deems to the best advantage of the authority and the public purpose thereof; (16) To acquire, accept, or retain equitable interests, security interests, or other interests in any real property, personal property, or fixtures by loan agreement, note, mortgage, deed to secure debt, trust deed, security agreement, assignment, pledge, conveyance, contract, lien, loan agreement, or other consensual transfer in order to secure the repayment of any moneys loaned or credit extended by the authority; (17) To appoint, select, and employ engineers, surveyors, architects, urban or city planners, fiscal agents, attorneys, and others and to fix their compensation and pay their expenses; (18) To encourage and promote the improvement and revitalization of the downtown development area and to make, contract for, or otherwise cause to be made long-range plans or proposals for the downtown development area in cooperation with the municipal corporation within which the downtown development area is located; - 27 - (19) To adopt bylaws governing the conduct of business by the authority, the election and duties of officers of the authority, and other matters which the authority determines to deal with in its bylaws; (20) To exercise any power granted by the laws of this state to public or private corporations which is not in conflict with the public purpose of the authority; (21) To do all things necessary or convenient to carry out the powers conferred by this chapter; (22) To serve as an urban redevelopment agency pursuant to Chapter 61 of this title; (23) To contract with a municipal corporation to carry out supplemental services in a city business improvement district established pursuant to Chapter 43 of this title; and (24) To serve as a redevelopment agency pursuant to Chapter 44 of this title. (b) The powers enumerated in each paragraph of subsection (a) of this Code section are cumulative of and in addition to those powers enumerated in the other paragraphs of subsection (a) of this Code section and elsewhere in this chapter; and no such power limits or restricts any other power of the authority. (Ga. L. 1981, p. 1744, § 6; Ga. L. 1982, p. 3, § 36; Ga. L. 1988, p. 902, § 1; Ga. L. 1988, p. 1463, § 2; Ga. L. 1992, p. 2533, § 3.) 36-42-8.1. Eminent domain by municipality or authority. (a) Except as otherwise provided in subsection (c) of this Code section, a municipality or a downtown development authority shall have the right to acquire, by exercise of the power of eminent domain, any real property which it may deem necessary for its purposes under this chapter after its adoption of a resolution declaring that the acquisition of the real property described therein is necessary for such purposes. A municipality or a downtown development authority may exercise the power of eminent domain in the manner provided in Title 22 or it may exercise the power of eminent domain in the manner provided by any other applicable statutory provisions for the exercise of such power. Property already devoted to a public use may be acquired, provided that no real property belonging to the municipality, a county, the state, or any political subdivision thereof may be acquired without its consent. (b) Whenever condemnation proceedings are instituted and carried on by a municipality or downtown development authority in accordance with subsection (a) of this Code section or through any other method of condemnation provided by law, upon the payment by the municipality or county seeking condemnation of the amount of the award and final judgment on appeal, the municipality or downtown development authority shall become vested with a fee simple indefeasible title to the property to which the condemnation proceedings relate. (c) A downtown development authority may not acquire real property through the exercise of the power of eminent domain until the following conditions and requirements have been met: (1) The proposed rehabilitation of the property must be set forth in a downtown development plan adopted by the municipality and incorporated in any comprehensive plan of the municipality submitted to the Department of Community Affairs pursuant to Chapter 70 of this title; (2) The governing body of the municipality shall adopt a resolution approving the proposed use of eminent domain power by the downtown development authority; - 28 - (3) The downtown development authority shall, in writing, notify the owner of the real property proposed to be acquired of the planned rehabilitation of the property as set forth in the downtown development plan for the downtown development area wherein the property is located; (4) Within 30 days after being so notified, the owner of the property shall have the option of notifying the downtown development authority, in writing, of his willingness and intention to rehabilitate and maintain the property in accordance with the downtown development plan. In the event of multiple ownership of the property, unanimous agreement by the owners shall be required, and the failure of any one owner to notify the downtown development authority within the time limitations specified in this paragraph of his willingness and intention to rehabilitate and maintain the property in accordance with the downtown development plan shall be deemed to be a failure to exercise the option provided in this paragraph; and (5) The owner of such property may execute an agreement with the downtown development authority to rehabilitate the property in accordance with the downtown development plan. Any such agreement shall be as the downtown development authority deems necessary and appropriate as to form and content. In connection therewith, the downtown development authority shall have the right to require sufficient performance, payment, and completion bonds. In the event that any such owner, at any time, fails to comply with or defaults in the performance of the provisions of the agreement, such property shall no longer be subject to the agreement, the option provided by paragraph (4) of this subsection shall no longer apply, and the property may be acquired by the downtown development authority by purchase or through the exercise of the power of eminent domain. In the alternative, the downtown development authority may either specifically enforce the agreement, exercise any rights under any bonds which may have been required, and obtain any other legal or equitable relief as may be available to the downtown development authority or, if the owner fails to exercise the option to rehabilitate the property or defaults on the agreement to rehabilitate the property, the downtown development authority may implement those portions of the downtown development plan with respect to such property to the extent the authority deems necessary and the costs of implementing such plan shall be a lien against the property enforceable in the same manner as a lien for taxes. (Code 1981, § 36-42-8.1, enacted by Ga. L. 1992, p. 2533, § 4.) 36-42-9. Revenue bonds generally. (a) Revenue bonds, notes, or other obligations issued by an authority shall be paid solely from the property (including, but not limited to, real property, fixtures, personal property, revenues, or other funds) pledged, mortgaged, conveyed, assigned, hypothecated, or otherwise encumbered to secure or to pay such bonds, notes, or other obligations. (b) All revenue bonds, notes, and other obligations shall be authorized by resolution of the authority, adopted by a majority vote of the directors of the authority at a regular or special meeting. (c) Reserved. (d) Revenue bonds, notes, or other obligations shall bear such date or dates, shall mature at such time or times (not more than 40 years from their respective dates), shall bear interest at such rate or rates (which may be fixed or may fluctuate or otherwise change from time to time), shall be subject to redemption on such terms, and shall contain such other terms, provisions, covenants, assignments, and conditions as the resolution authorizing the issuance of such bonds, notes, or other obligations may permit or provide. The terms, provisions, covenants, assignments, and conditions contained in or provided or permitted by any resolution of the authority authorizing the issuance of such revenue bonds, notes, or other obligations shall bind the directors of the authority then in office and their successors. - 29 - (e) The authority shall have power from time to time and whenever it deems it expedient to refund any bonds by the issuance of new bonds, whether or not the bonds to be refunded have matured, and may issue bonds partly to refund bonds then outstanding and partly for any other purpose permitted under this chapter. The refunding bonds may be exchanged for the bonds to be refunded, with such cash adjustments as may be agreed upon, or may be sold and the proceeds applied to the purchase or redemption of the bonds to be refunded. (f) There shall be no limitation upon the amount of revenue bonds, notes, or other obligations which any authority may issue. Any limitations with respect to interest rates or any maximum interest rate or rates found in Article 3 of Chapter 82 of this title, the "Revenue Bond Law," the usury laws of this state, or any other laws of this state shall not apply to revenue bonds, notes, or other obligations of an authority. (Ga. L. 1981, p. 1744, § 7; Ga. L. 1983, p. 1346, § 3; Ga. L. 1984, p. 941, § 2.) 36-42-10. Applicability of "Revenue Bond Law"; form and provisions for exchange and transfer of bonds; certificate of validation; specification of interest rates in notice to district attorney or Attorney General. (a) All bonds issued by the authority under this chapter shall be issued and validated under and in accordance with Article 3 of Chapter 82 of this title, the "Revenue Bond Law," except as provided in this chapter, provided that notes and other obligations of the authority may, but shall not be required to, be so validated. (b) Bonds issued by an authority may be in such form, either coupon or fully registered, or both coupon and fully registered, and may be subject to such exchangeability and transferability provisions, as the bond resolution authorizing the issuance of such bonds or any indenture or trust agreement may provide. (c) Bonds shall bear a certificate of validation. The signature of the clerk of the superior court of the county in which the issuing authority is located may be made on the certificate of validation of such bonds by facsimile or by manual execution, stating the date on which such bonds were validated; and such entry shall be original evidence of the fact of judgment and shall be received as original evidence in any court in this state. (d) In lieu of specifying the rate or rates of interest which bonds to be issued by an authority are to bear, the notice to the district attorney or the Attorney General, the notice to the public of the time, place, and date of the validation hearing, and the petition and complaint for validation may state that the bonds when issued will bear interest at a rate not exceeding a maximum per annum rate of interest (which may be fixed or may fluctuate or otherwise change from time to time) specified in such notices and petition and complaint or may state that, in the event the bonds are to bear different rates of interest for different maturity dates, none of such rates will exceed the maximum rate (which may be fixed or may fluctuate or otherwise change from time to time) so specified; provided, however, that nothing in this Code section shall be construed as prohibiting or restricting the right of the authority to sell such bonds at a discount, even if in doing so the effective interest cost resulting therefrom would exceed the maximum per annum interest rate specified in such notices and in the petition and complaint. (e) The terms "cost of the project" and "cost of any project" shall have the meaning prescribed in this chapter whenever those terms are referred to in bond resolutions of an authority, in bonds, notes, or other obligations of an authority, or in notices or proceedings to validate such bonds, notes, or other obligations of an authority. (Ga. L. 1981, p. 1744, § 8.) 36-42-11. Agreements and instruments of authority generally; use of proceeds; subsequent issues; bond anticipation notes. (a) Subject to the limitations and procedures provided by this Code section and by Code Section 36-42-10, the agreements or instruments executed by an authority may contain such provisions not inconsistent with law as shall be determined by the board of directors of the authority. - 30 - (b) The proceeds derived from the sale of all bonds, notes, and other obligations issued by an authority shall be held and used for the ultimate purpose of paying, directly or indirectly as permitted in this chapter, all or part of the cost of any project, or for the purpose of refunding any bonds, notes, or other obligations issued in accordance with this chapter. (c) Issuance by an authority of one or more series of bonds, notes, or other obligations for one or more purposes shall not preclude it from issuing other bonds, notes, or other obligations in connection with the same project or with any other projects; but the proceeding wherein any subsequent bonds, notes, or other obligations are issued shall recognize and protect any prior loan agreement, mortgage, deed to secure debt, trust deed, security agreement, or other agreement or instrument made for any prior issue of bonds, notes, or other obligations, unless in the resolution authorizing such prior issue the right is expressly reserved to the authority to issue subsequent bonds, notes, or other obligations on a parity with such prior issue. (d) An authority shall have the power and is authorized, whenever bonds of the authority shall have been validated as provided in this chapter, to issue from time to time its notes in anticipation of such bonds as validated and to renew from time to time any such notes by the issuance of new notes, whether or not the notes to be renewed have matured. The authority may issue such bond anticipation notes only to provide funds which would otherwise be provided by the issuance of the bonds as validated. Such notes may be authorized, sold, executed, and delivered in the same manner as bonds. As with its bonds, the authority may sell such notes at public sale or at private sale. Any resolution or resolutions authorizing notes of the authority or any issue thereof may contain any provisions which the authority is authorized to include in any resolution or resolutions authorizing bonds of the authority to any issue thereof; and the authority may include in any notes any terms, covenants, or conditions which the authority is authorized to include in any bonds. Validation of such bonds shall be a condition precedent to the issuance of such notes, but it shall not be required that such notes be judicially validated. Bond anticipation notes shall not be issued in an amount exceeding the par value of the bonds in anticipation of which they are to be issued. (Ga. L. 1981, p. 1744, § 8.) 36-42-12. Obligations of authorities not public debt of state or political subdivision thereof. No bonds, notes, or other obligations of, and no indebtedness incurred by, an authority shall constitute an indebtedness or obligation of the State of Georgia or any county, municipal corporation, or political subdivision thereof, nor shall any act of any authority in any manner constitute or result in the creation of an indebtedness of this state or any county, municipal corporation, or political subdivision thereof. No holder or holders of any such bonds, notes, or other obligations shall ever have the right to compel any exercise of the taxing power of the state or any county, municipal corporation, or political subdivision thereof, nor to enforce the payment thereof against the state or any such county, municipal corporation, or political subdivision. (Ga. L. 1981, p. 1744, § 11.) 36-42-13. Constitutional authority for enactment of chapter; tax exemption. This chapter is enacted pursuant to authority granted the General Assembly by the Constitution of Georgia. Each authority created pursuant to this chapter is created for nonprofit and public purposes; and it is found, determined, and declared that the creation of each such authority and the carrying out of its corporate purposes is in all respects for the benefit of the people of this state and that each authority is an institution of purely public charity and will be performing an essential governmental function in the exercise of the power conferred upon it by this chapter; and for such reasons the state covenants with the holders from time to time of the bonds, notes, and other obligations issued under this chapter that no such authority shall be required to pay any taxes or assessments imposed by this - 31 - state or any counties, municipal corporations, political subdivisions, or taxing districts thereof upon any property acquired by the authority or under its jurisdiction, control, possession, or supervision or leased by it to others or upon its activities in the operation or maintenance of any such property or on any income derived by the authority in the form of fees, recording fees, rentals, charges, purchase price, installments, or otherwise; and that the bonds, notes, and other obligations of each such authority, their transfer, and the income therefrom shall at all times be exempt from taxation within this state. The tax exemption provided for in this Code section shall not include any exemption from sales and use tax on property purchased by the authority or for use by the authority. (Ga. L. 1981, p. 1744, § 12.) 36-42-14. Effect of chapter on other public authorities. This chapter shall not affect any other authority existing as of April 17, 1981, or thereafter under general or local constitutional amendment or under general or local law. (Ga. L. 1981, p. 1744, § 14.) 36-42-15. Construction of chapter; applicability of the "Georgia Securities Act of 1973." This chapter shall be liberally construed to effect the purposes hereof. The offer, sale, or issuance of bonds, notes, or other obligations by any authority shall not be subject to regulation under Chapter 5 of Title 10, the "Georgia Securities Act of 1973." No notice, proceeding, or publication except those required by this chapter shall be necessary to the performance of any act authorized by this chapter, nor shall any such act be subject to referendum. (Ga. L. 1981, p. 1744, § 10.) 36-42-16. Creation of special districts. Pursuant to Article IX, Section II, Paragraph VI of the Constitution of the State of Georgia, municipalities may create one or more special districts within the area of operation of a downtown development authority for the purpose of levying and collecting taxes, fees, or assessments to pay the cost of any project or to support the exercise of any other powers which the authority may possess. (Code 1981, § 36-42-16, enacted by Ga. L. 1992, p. 2533, § 5.) - 32 - Step 4. A Resolution is drafted and approved by the city government creating the DDA which will include a determination of need; the meets and bounds of the DDA area; and the names and terms of the original authority members. Sample Resolution for Activation of a Downtown Development Authority Note: The provisions of each City’s resolution must be drafted to meet the City’s needs. This form may serve as an illustration, or as a point from which to commence drafting, but the resolution must be tailored in each case to the peculiar needs of the City. This particular form, for example, was written for a Mayor and Council form of municipal government which is not applicable to all Georgia cities. Be sure to have your City Attorney review this item before taking any action on this matter. ****************************************************************************** A RESOLUTION TO DECLARE THE NEED FOR A DOWNTOWN DEVELOPMENT AUTHORITY TO FUNCTION IN THE CITY OF ________________________________, GEORGIA, PURSUANT TO THE PROVISION OF THE DOWNTOWN DEVELOPMENT AUTHORITIES LAW O.C.G.A. 36-42-1, et seq. TO APPOINT A BOARD OF DIRECTORS FOR THE DOWNTOWN DEVELOPMENT AUTHORITY; TO DESIGNATE A DOWNTOWN DEVELOPMENT AREA; TO PROVIDE FOR FILING WITH THE SECRETARY OF STATE OF THE STATE OF GEORGIA OF A COPY OF THIS RESOLUTION; TO REPEAL CONFLICTING RESOLUTIONS; TO PROVIDE FOR AN EFFECTIVE DATE AND FOR OTHER PURPOSES: W I T N E S S E T H: WHEREAS, it has been determined by the Mayor and Council of the City of ___________________________, Georgia (the “City”) that there is a need in the City for the revitalization and redevelopment of the central business district of the City of develop and promote for the public good and general welfare trade, commerce, industry and employment opportunities and to promote the general welfare of the State of Georgia by creating a climate favo et seq. rable to the location of new industry, trade and commerce and the development of existing industry, trade and commerce within the City; and WHEREAS, it has been determined by the Mayor and Council of the City that revitalization and redevelopment of the central business district of the City by financing projects under the Downtown Development Authorities Law (1981 Ga. Laws p. 1744; O.C.G.A. 36-42-1, et seq. - the “Downtown Development Authorities Law”) will develop and promote for the public good and general welfare trade, commerce, industry and employment opportunities and will promote the general welfare of the State of Georgia; and WHEREAS, it has been determined by the Mayor and Council of the City that is in the public interest and is vital to the public welfare of the people of the City and of the people of the Sate of Georgia to revitalize and redevelop the central business district of the City; and - 33 - WHEREAS, the Downtown Development Authorities Law creates in and for each municipal corporation in the State of Georgia a downtown development authority for the purpose of revitalizing and redeveloping the central business district of such municipal corporation and promoting for the public good and general welfare, trade, commerce, industry and employment opportunities and promoting the general welfare of the State of Georgia; and WHEREAS, the Mayor and Council of the City, after thorough investigation, have determined that it is desirable and necessary that the Downtown Development Authority of the City be activated immediately, pursuant to the Downtown Development Authorities Law, in order to fulfill the needs expressed herein; NOW, THEREFORE, BE IT RESOLVED, by the Mayor and Council of the City, and it is hereby resolved by the same, that there is hereby determined and declared to be a present and future need for a Downtown Development Authority (as more fully described and defined in the Downtown Development Authorities Law to function in the City. BE IT FURTHER RESOLVED that there is hereby activated in the City the public body corporate and politic known as the “Downtown Development Authority of ________________ ___________________________” which was created upon the adoption and approval of the Downtown Development Authorities Law. BE IF FURTHER RESOLVED that there are hereby appointed as members of the first Board of Directors of the Downtown Development Authority of the City the following named persons, each of whom shall be: (1) a taxpayer residing in the municipal corporation for which the authority is created; (2) an owner or operator of a business located within the downtown development area and a taxpayer residing in the County in which is located the municipal corporation for which the authority is created. One such director (authority member) may be a member of the governing body of the municipal corporation and not less than four shall be or represent a party who has an economic interest in the redevelopment and revitalization of the downtown development area (hereinafter defined). Names Term of Office _________________________________ Two years _________________________________ Two years _________________________________ Four years _________________________________ Four years _________________________________ Six years _________________________________ Six years _________________________________ Six years BE IT FURTHER RESOLVED that commencing with the date of adoption of this resolution each of the persons named above as directors shall serve in such capacity for the number of years set forth opposite his or her respective name, however, that the terms shall be four years for those directors appointed or reappointed on or after July 1, 1994. The term of a director (authority member) who is also a member of the governing body of a municipal corporation shall end when such director (member) is no longer a member of the governing body of the municipal corporation. BE IT FURTHER RESOLVED that the Board of Directors hereinbefore elected shall organize itself, carry out its duties and responsibilities and exercise its powers and prerogatives in accordance with the terms and provision of the Downtown Development Authorities Law as it now exists and as it might hereafter be amended or modified. - 34 - BE IT FURTHER RESOLVED that the “downtown development area” shall be that geographical area described in Exhibit A, attached hereto and made a part hereof by reference, which area, in the judgment of the Mayor and Council of the City, constitutes the “central business district” of the City as contemplated by the Downtown Development Authorities Law. BE IT FURTHER RESOLVED that the City shall furnish promptly to the Secretary of State of the State of Georgia a certified copy of this resolution in compliance with the provisions of the Downtown Development Authorities Law. BE IT FURTHER RESOLVED that the action taken by the Mayor and Council of the City as herein specified is not intended in any way to affect any public corporation, industrial development, downtown development, or payroll authority previously created by legislative act or constitutional amendment including, without limitation, its existence, purpose, organization, powers or function. BE IT FURTHER RESOLVED that any and all resolutions in conflict with this resolution be and the same are hereby repealed. BE IT FURTHER RESOLVED that this resolution shall be effective immediately upon its adoption by the Mayor and Council of the City, and from and after such adoption the Downtown Development Authority of the City shall be deemed to be created and activated. Adopted and approved this ________ day of __________________________, 19 ____. ________________________________________ ________________________________________ ________________________________________ ________________________________________ Attest: ______________________________________ City Clerk - 35 - BOUNDARY DESCRIPTION OF DOWNTOWN DEVELOPMENT AREA (Describe by Metes and Bounds or Streets) City of “City Name” “Date” The “Your City” downtown development area shall consist of that area bounded on the north by “Street Name” , on the east by “Street Name”, on the south by “Street Name” and on the west by “Street Name”. Said area shall include all properties abutting on the north side of “Street Name”, the east side of “Street Name”, the south side of “Street Name” and west side of “Street Name” within the area described. - 36 - Sample Resolution for Amending Downtown Development Authority Boundaries Note: The provisions of each City’s amendment must be drafted to meet the City’s needs. This form may serve as an illustration, or as a point from which to commence drafting, but the resolution must be tailored in each case to the peculiar needs of the City. This particular form, for example, was written for a Mayor and Council form of municipal government which is not applicable to all Georgia cities. Be sure to have your City Attorney review this item before taking any action on this matter. ****************************************************************************** A RESOLUTION TO AMEND THE EXISTING DOWNTOWN DEVELOPMENT AUTHORITY AREA BOUNDARIES IN THE CITY OF _________________________, GEORGIA WHEREAS, it has been determined by the Mayor and Council of the City that it is in the public interest and is vital to the public welfare of the people of the City and of the people of the State of Georgia to revitalize and redevelop and amend the boundaries of the Downtown Development Authority area of the City; and WHEREAS, the Mayor and Council of the City, after thorough investigation, have determined that it is desirable and necessary to amend the Downtown Development Authority area boundaries of the City, and WHEREAS, in accordance with O.C.G.A. 36-42-6 (1.), the city by proper resolution may change its designation of the downtown development area to a geographical area within the municipal corporation which, in the judgment of the City, at the time of this resolution constitutes the Downtown Development Authority area, NOW, THEREFORE, BE IT RESOLVED, by the Mayor and Council of the City of __________ that the boundaries of the Downtown Development Authority area are hereby determined and declared to be as contained on Exhibit A, which is attached to and made part of this resolution. Adopted and approved this ________ day of __________________________, 19 ____. Attest: Approved as to Form ______________________________________ ______________________________ City Clerk City Attorney - 37 - BOUNDARY DESCRIPTION OF DOWNTOWN DEVELOPMENT AREA Describe by Metes and Bounds or Streets or by Map or a combination thereof. City of “City Name” “Date” The “Your City” downtown development area shall consist of that area bounded on the north by “Street Name”, on the east by “Street Name”, on the south by “Street Name”, and on the west by “Street Name”. Said area shall include all properties abutting on the north side of “Street Name”, the east side of “Street Name”, the south side of “Street Name”, and west side of “Street Name” within the area described. - 38 - Step 5. Downtown Development Authorities are being created and reactivated in a number of Georgia cities. The Georgia Code (Ga. Code 36-42-5) requires each newly formed Downtown Development Authority to register with the following agencies: Georgia Department of Community Affairs Brian Dinapoli Office of Research Services 60 Executive Park South, N.E. Atlanta, Georgia 30329 (404) 679-3147 Complete Authorities Registration Form Note: Authorities originally activated after July 1, 1983 must also send a copy of the Resolution. Authorities must register by December 31st of each year. Contact the Georgia Department of Community Affairs for registration form. Secretary of State Administrative & Public Services Suite 816, West Tower 2 Martin Luther King Jr. Drive Atlanta, Georgia 30334 (404) 657-9499 Send a copy of the Resolution only to the State. - 39 - Step 6. Before the City/DDA holds its first meeting and for each subsequent meeting, the City/DDA must notify the public pursuant to OCGA 50-14-1, Georgia’s Open Meetings Law. Step 7. The newly activated DDA should adopt By-Laws and appoint officers. - 40 - SAMPLE BY-LAWS OF A DOWNTOWN DEVELOPMENT AUTHORITY ARTICLE I MEMBERS Section 1. Management Powers, Number, Qualification and Term. The property, affairs and business of the Downtown Development Authority of ( ) shall be managed by its directors consisting of seven persons, appointed from time to time as provided by law (O.C.G.A. 36-42-1). The qualifications of the directors shall be as provided by law. Each director shall serve for the length of time provided by law. Section 2. Powers. The directors shall have such power and authority as is conferred upon them by the Downtown Development Authority Law of 1981, as the same now exists or may hereafter be amended, and such other power and authority as may be contained under the Constitution and the Laws of the State of Georgia as the same may now or hereafter exist. Section 3. Regular Meetings. Regular meetings of the Authority shall be held on ________________________________________________________________. Notice of the time and place of such meeting may from time to time be fixed by resolution of the Authority, or if not fixed by the Chairman in the same manner as hereinafter specified for giving notice of special meetings. All meetings shall be conducted in accordance with the Georgia Open Code Meetings Act (O.C.G.A. Section 50-14-1 et. seq.) Section 4. Special Meetings. Special meetings may be held upon the call of the Chairman, Secretary, Treasurer, or any two directors at such time during regular business hours and at such place within the City of _________________________________, Georgia, as shall be specified in the notice of such meeting. Notice of special meetings may be either oral or written. Oral notice may be delivered personally or by telephone and shall be given at least twenty-four (24) hours prior to the time of the meeting. Written notice may be sent by mail or telegram or delivered personally. If delivered personally or by telegram, such notice shall be delivered twenty-four (24) hours prior to the time of the meeting. If written notice is sent by mail, such notice shall be mailed two (2) days prior to the time of the meeting. Unless specified otherwise, any notice hereinafter called for in these by-laws shall be given as specified in this section. No notice of any meeting need be given any director who attends such meeting unless such director attending at the beginning of such meeting states any objection or objections to the place and time of the meeting, to the manner in which it has been called or convened or to the transaction of business. No notice shall be required to be given any director who at any time before or after the meeting waives notice of the meeting in writing. Section 5. Quorum A majority of the directors, at a meeting duly assembled, shall constitute a quorum for the transaction of business. Unless otherwise specifically required by statute or these by-laws, the act of a majority of such directors present at a meeting at which a quorum is present shall be the act of the Authority, and if at any meeting of the Authority there shall be less than a quorum, a majority of those present may adjourn the meeting without further notice, until a quorum shall have been obtained. Section 6. Parliamentary Procedures. In case of dispute concerning parliamentary procedures governing the conduct of meetings of the Authority, Roberts Rules of Order shall govern. Section 7. Nominations of Members. Prior to the expiration of the term of any director of the Authority, the Chairman shall appoint an owner of real property in the downtown district and an owner of a - 41 - business establishment whose principal place of business is located in the downtown district, who are not directors of the Authority, to act as a nominating committee and to submit nominations for directors to the (governing body of the City). ARTICLE II OFFICERS Section 1. Number. The directors shall elect from one of their number a Chairman, a Secretary, and a Treasurer, and the directors shall elect a Recording Secretary, who may be, but need not be, a director. Section 2. Election. A meeting shall be held on _________________________, and thereafter on _______________________ of every other year for the purpose of electing new officers. If _________________________ falls on a Saturday or Sunday or a national holiday, then the meeting shall be held on the next succeeding day which is not Saturday or Sunday or a national holiday. Notice of the time and place of such meeting shall be given by the retiring Chairman. Section 3. Term and Removal. All officers shall be elected by and serve at the discretion of the directors and any officer may be removed from office, either with or without cause, at any time, by the affirmative vote of the majority of the directors of the authority then in office. A vacancy in any office because of death, resignation, removal, disqualification or otherwise, shall be filled by the directors for the unexpected portion of the term. Resignation shall be submitted in writing to the Chairman. Section 4. Powers. The powers and duties of the officers shall be as provided from time to time by resolution or other directive of the directors. In the absence of such provisions, respective officers shall have the powers and shall discharge the duties customarily and usually held and performed by like officers of authorities similar in organization and purposes to this Authority. The Recording Secretary, if a nonmember, shall attend meetings for the purpose of recording the minutes of such meetings, but shall not have any of the powers, rights, or duties of directors. - 42 - ARTICLE III FISCAL YEAR Section 1. Time. The fiscal year of the Authority shall begin on the first day of June of each year and end on the last day of May of each year. Section 2. Annual Meetings. An annual meeting of the Authority shall be held during the first full week of ______________________________. Notice of the time and place of such meeting shall be given by the Chairman. Section 3. Annual Audit. The Treasurer shall cause an annual audit of the books of the Authority to be made by the firm which audits the books of the City of _____________________________ and present such audit to the directors of the Authority. A copy of the audit shall be filed with the State Auditor; if necessary, to comply with the Local Government Financial Management Standards Act (Georgia Laws, 1980, p. 1738). ARTICLE IV CORPORATE SEAL Section 1. Seal. The Seal of the Authority shall consist of an impression bearing the name “Downtown Development Authority of __________________________” around the perimeter and the word “SEAL” and the year of activation in the center thereof. In lieu thereof, the Authority may use an impression or writing bearing the word “SEAL” enclosed in parentheses or scroll, which shall also be deemed the seal of the Authority. ARTICLE V DEPOSITORIES Section 1. Depositories. The Authority shall from time to time provide by resolution or resolutions for the establishment of depositories for funds of the Authority. Section 2. Execution of Notes, Drafts, and Checks. All drafts, checks, etc. drawn against accounts of the Authority shall be signed by the Chairman together with the Treasurer or Secretary. - 43 - ARTICLE VI AMENDMENTS Section 1. Amendments. The by-laws of the Authority shall be subject to alteration, amendment or repeal, and new by-laws not inconsistent with any laws of the State of Georgia creating this Authority may be made by affirmative vote of a majority of the directors then holding office at any regular or special meeting of the directors. Proposed amendments shall be submitted in writing to all directors of the Authority ten (10) days prior to the meeting at which such amendment will be considered. If such written proposed amendment is submitted by mail, it shall be deemed to be delivered when deposited in the United States mail properly addressed and with sufficient postage thereon. - 44 - Step 8. Pursuant to OCGA 36-42-7 (d) Except for a director who is a member of the governing body of the city, each authority member shall attend and complete at least eight hours of training on downtown development and redevelopment programs within the first 12 months of an authority member’s appointment. Authority members appointed prior to January 1, 1992 shall be exempt unless reappointed for an additional term. - 45 - Sample Articles of Incorporation Kruppopolis Downtown Development Association Articles of Incorporation We, the undersigned natural persons of the age of eighteen (18) years or more, acting as incorporators under the Washington Nonprofit Corporation Act, adopt the following Articles of Incorporation. ARTICLE I The name of the corporation is the Kruppopolis Downtown Development Association, and its duration shall be perpetual. ARTICLE II The purposes of this corporation are as follows: 1) To engage in educational and charitable activities. This corporation is organized exclusively for charitable and educational purposes within the meaning of Section 501 (c) (3) of the Internal Revenue Code. Notwithstanding any other provisions of these Articles, this corporation shall not carry on any activities not permitted to be carried on by an organization exempt from Federal income taxation under Section 501 (c) (3) of the Internal Revenue Code. 2) To engage in any lawful activity for which Nonprofit corporations may be organized under RCW 24.03. ARTICLE III The initial registered office of the corporation in the State of Washington is 332 George Street, Kruppopolis, Washington, 98001, and the initial registered agent for the corporation is Attorney Heather Reynolds. ARTICLE IV The members of the governing board shall be known as Directors, and the number thereof shall be fixed by the By- laws of this corporation. The initial Board of Directors shall consist of nine directors, whose names and addresses are: Bobbie McCallister 1116 Abe St., Kruppopolis Doug Thompson 10 George St., Kruppopolis Rick Staeb 1006 Martha Dr., Kruppopolis Gene Jaques 1218 Abe St., Kruppopolis Terry Hahn 1092 Martha Dr., Kruppopolis Jan Mead 1139 Thomas St., Kruppopolis Susan Fountain 988 Abe St., Kruppopolis Heather Reynolds 322 George St., Kruppopolis Don Morden 1213 Abe St., Kruppopolis ARTICLE V The corporation is not organized, nor shall it be operated, for pecuniary gain or profit, and it does not contemplate the distribution of income to members thereof, or to any individual. The property, assets, and net income of the corporation shall never inure to the benefit of any individual. No substantial part of the activities of the corporation shall be the carrying on of propaganda, or otherwise attempting to influence legislation. The corporation shall not participate or intervene in any political campaign on behalf of any candidate for public office. - 46 - ARTICLE VI Upon dissolution of the corporation, after winding up the affairs of the corporation, and paying the debts and obligations, the remaining assets shall be distributed to a nonprofit fund, foundation, or corporation which has established its tax exempt status under Section 501 (c) (3) of the Internal Revenue Code. ARTICLE VII These Articles may be amended as provided by Washington law. However, no amendment may be made to Articles V and VI. ARTICLE VIII No Director, trustee or any uncompensated officer of the corporation shall be personally liable to the corporation or its members for monetary damages for conduct as a Director, trustee, or any uncompensated officer provided that this Article shall not eliminate the liability of a Director, trustee or any uncompensated officer for any act or omission occurring prior to the date when this Article becomes effective and for any act or omission for which eliminated of liability is not permitted under the Washington Nonprofit Corporation Act. Any Director, trustee or any uncompensated officer shall be entitled to indemnification for any expenses or liability incurred in his or her capacity as a Director, trustee or any other uncompensated officer as provided by the Washington Nonprofit Corporation Act. ARTICLE IX The names and addresses of the incorporators are: Bobbie McCallister 1116 Abe St., Kruppopolis Doug Thompson 10 George St., Kruppopolis Rick Staeb 1006 Martha Dr., Kruppopolis Gene Jaques 1218 Abe St., Kruppopolis We, the undersigned incorporators, declare under penalty of perjury, that we have read the foregoing and to the best of our knowledge and belief, it is true, correct, and complete. Dated the 3rd day of October, 1991. Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 47 - The Basics of Board Development Development of the board of directors is the most fundamental activity needed to build and maintain a strong nucleus for the organization. It is a responsibility that boards should put near the top of the list of priorities. The steps in the development of the board are: Nomination and Recruitment — the process of identifying the right individual to meet the needs of the organization and convincing her to become part of the organization. Orientation — the steps taken to give new board members information on the background, programs, and culture of the organization. Training — the regular efforts to build new skills and abilities among existing board members. Evaluation — the annual task of evaluating individual board member’s contributions to the board, and evaluating the board’s contribution to the individual board members. Recognition — the on-going process of recognizing work well done and thanking board members for their commitment and the contributions they make to the organization. Each of these elements of board development are critical to the organization’s success. For this reason, most boards will develop a specific committee responsible for these board development tasks. Often the committee is called the Nominations Committee or Board Development Committee. These issues and procedures are applicable not only to the development of board members, but also to the development of non-board committee members and other key volunteers. - 48 - Main Street Board of Directors 1. Main Street Boards should represent these four important “W” groups: The Board needs to have Workers who will be willing to roll up their shirtsleeves and actively participate in the implementation of the program; The Board needs to have Wisdom which will be used to further the mission of the local program; The Board needs to have at least one Worrier who will act as the reality check for the rest of the board; The Board needs to have Wealth and needs to know where to get it! 2. As a group, the Main Street Board is responsible for these: The Board is responsible for raising and collecting the Funds needed to operate your local program! This is not the program manager’s responsibility. Main Street Board members need to be walking, talking Advocates for the local program. If not you...who? As the overseer of the community’s trust, the Main Street Board is Accountable to the community for the success of the local program and to wisely use its’ resources, both human and financial, in the best interests of downtown. The Main Street Board is responsible for making sure that the local program has both long term and short term Planning in place. Mission, Vision, Workplans! The Board, along with committee members are responsible for helping find other Volunteers for projects and activities. 3. Individual Board Members need to PAUSE for a moment and understand what is expected of them. As a Board Member, I need to Participate with my knowledge, labor & money. As a Board Member, I need to commit to Attending our monthly board meetings & my activity assignments. As a Board Member, I need to Understand the mission of our local Main Street/Better Hometown program and actively promote our goals. I need to commit this mission to memory! As a Board Member, I need to share my opinions at board meetings and then Support the board’s decisions as they are made. As a Board Member, I need to commit the time necessary to attend Educational Sessions and other opportunities related to downtown development and governing. - 49 - Potential Funding Sources CITY GOVERNMENT City Government can be a partner in funding basic operating expenses and often also contributes dollars to specific downtown projects. Basically there are two funding pots from which you can solicit money from city government: the general fund, and special dedicated funds. Within these funds the city government has a certain amount of money that must be allocated for particular projects. For instance one special dedicated fund is made up of money from gas taxes. This money must be allocated to street projects. City dollars can be applied to downtown management, public improvements, public facilities, technical assistance, and possibly promotions. MEMBERSHIPS Fees paid for membership to an organization can be a source of funding for most all aspects of downtown revitalization. In order for membership dues to be a strong source of funding for a program, a well-thought out strategy and campaign must be administered. This form of fundraising is on-going and can only succeed with a good chair to spur the board on. Follow-through is essential to a good membership campaign. CORPORATE DONATIONS Corporate donations may be distinguished from membership dues primarily by the size of contribution. Many statewide and regional corporations have actively supported commercial revitalization efforts through donations of money, services, and equipment. Most corporations look upon donations to social and economic development causes as investments in the community. Their willingness to give will be directly proportional to their existing or future corporate presence in the community. The typical corporation will evaluate a donation in terms of return on investment (though this return could be in dollars, publicity, human betterment, or economic growth). Downtown management, promotions, technical assistance, and possibly public improvements and public facilities could be financed by corporate donations. PARKING AND BUSINESS IMPROVEMENT AREA (PBIA) A PBIA is a local self-help funding mechanism authorized by state law that allows businesses and property owners within a defined area to establish a special assessment district. Funds raised can be used to provide management, services, facilities, and programs to the district. PBIAs may not be the right funding mechanism for your organization. They require a lot of effort and time to put together, and can be very politically sensitive. To date, very few PBIAs have withstood the test of time. FUNDRAISING EVENTS Fundraising events are a good source of revenue for downtown management, promotions, public improvements, and public facilities. They differ from special events in that they occur regularly, they are conceived and run like a business, and they are regarded as a business venture by the sponsoring organization. The whole purpose of putting on a fundraiser is to make money, therefore it is critical that goals, plans, and budget are thoroughly worked out, or the fundraiser may end up being much less than profitable. PRODUCT SALES A budget can be subsidized by selling products related to the organization, community, or promotion. Some examples of these are t-shirts and sweatshirts, posters, specialized game boards, and bricks for streetscape projects. Product variety is only as limited as the imagination. Before going into special product sales, there must be a well thought out plan in place for actually selling the items. Don’t depend on product sales to make ends meet. SPONSORSHIPS Sponsorships are a good source of funding for special events and promotions. Suppliers of many of the products used in special events as well as media are willing to donate a portion of their product to be listed as a sponsor of the event. Like corporate donations, potential sponsors evaluate such contributions in terms of return on investment. Businesses seldom sponsor anything from a totally philanthropic viewpoint. - 50 - RETAIL FEES Retail or “In” fees are paid by the primary beneficiaries of a particular promotion or group of promotions. Usually the promotion is thought of, a budget is developed, and then a fee is determined by dividing the total budget by the projected number of participants. FOUNDATION DONATIONS Foundation donations are grants given by foundations to aid social, educational, charitable, religious, and other activities, which serve the common welfare. Foundations are non-governmental, nonprofit organizations, which, primarily through investment of their assets, have produced income that is awarded as grants. Foundations generally have restrictions concerning what they will and will not support. In order to qualify for a foundation grant you must be a tax-exempt organization recognized by the IRS. Foundation grants can be used to fund public improvements, public facilities, technical assistance, promotions, and downtown management depending on the purpose, activities, and area of interest of the foundation. HOTEL/MOTEL TAX A hotel/motel tax is similar to sales tax. It is a tax that has been imposed on hotel/motel room rental through a city ordinance. The hotel/motel tax is generally about 4-5% and it falls into the category of a city’s general fund revenue. Often, city government contributes much of their hotel/motel tax to local efforts such as the Chamber of Commerce or Convention Bureau to promote tourism (and thus increase hotel/motel occupancy). Very aggressive downtowns use hotel/motel taxes to fund downtown management, promotions, public improvements, public facilities, and technical assistance. VOLUNTEERS Volunteers are an often overlooked means of funding many commercial revitalization projects. Volunteers can provide many services which might otherwise require cash resources well beyond the means of the organization. Volunteers might sell spots in a coordinated advertising campaign; they might provide part-time office help or clerical support; volunteers might help solicit donations and memberships; they might help paint a building or sweep a sidewalk, prepare a financial statement or submit a tax return, design a logo or print the newsletter. Given correct motivation and correct management, volunteers can do almost anything. SERVICE FEES Service fees are a common source of funds for many nonprofit organizations, but are not often used in the commercial revitalization field. Service fees might be generated for professional services such as commercial building design assistance, parking management or enforcement, property management, real estate negotiation or packaging, retail promotion packaging, advertising, or business recruitment. Service fees are a dependable and self- perpetuating source of income, but can be deceptive. Many nonprofit organizations have started profit producing services to subsidize their basic mission driven projects, only later to learn that the services were not actually producing income, but sapping the resources of the organization. SUBSIDY FROM PROFITABLE BUSINESS A number of very entrepreneurial nonprofit organizations have started for-profit arms to make money and subsidize their basic programs. Examples related to a commercial revitalization effort might include a real estate development company subsidizing a commercial district management nonprofit, or a nonprofit leasing its real estate to for-profit businesses to generate income to support the non-profit’s activities. Subsidies from profitable businesses can be another source of ongoing and dependable operating support, but should be viewed with similar cautions to income service fees. Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 51 - Example: First Year Operating Budget KRUPPOPOLIS DOWNTOWN DEVELOPMENT ASSOCIATION FIRST YEAR OPERATING BUDGET (Mid-sized program, population 5,000-50,000, full-time director) Cash In-Kind TOTAL Personnel Exec. Director (including taxes) 30,000 30,000 Benefits 1,800 1,800 Clerical, Bookkeeping 420 300 720 Filing Fees, etc. 1,000 1,000 Total Personnel 33,220 300 33,520 Office Rent 2,800 2,400 5,200 Utilities 320 320 Telephone 1,200 1,200 Office Supplies 850 200 1,050 Postage 1,100 1,100 Org. Insurance 400 400 Equip./Repair 600 1,500 2,100 Dues and Subscriptions 400 400 Total Office 7,670 4,100 11,770 Other Photography 300 300 Printing 2,500 1,000 3,500 Local Meetings 250 250 Workshops, Trainings, & Travel 2,400 200 2,600 Public Relations 1,700 1,700 Advertising & Promo 3,000 1,500 4,500 Tech Assistance 2,100 2,100 Committee Expenses 2,000 4,300 6,300 Miscellaneous 500 500 Total Other 14,750 7,000 21,750 TOTAL OPERATING EXPENSES 55,640 11,400 67,040 Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 52 - Example: First Year Operating Budget ROBINSVILLE DOWNTOWN ASSOCIATION FIRST YEAR OPERATING BUDGET (Small-town rural program, population under 5,000, part-time director) Cash In-Kind TOTAL Personnel Exec. Director (including taxes) 15,000 15,000 Benefits 1,100 1,100 Clerical, Bookkeeping 420 300 720 Filing Fees, etc. 1,000 1,000 Total Personnel 17,520 300 17,820 Office Rent 2,880 2,400 5,280 Utilities 320 320 Telephone 900 900 Office Supplies 600 200 800 Postage 900 900 Org. Insurance 400 400 Equip./Repair 600 1,500 2,100 Dues and Subscriptions 400 400 Total Office 7,000 4,100 11,100 Other Photography 300 300 Printing 2,500 1,000 3,500 Local Meetings 250 250 Workshops, Trainings, & Travel 2,400 200 2,600 Public Relations 900 900 Advertising & Promo 1,300 1,500 2,800 Tech Assistance 1,400 1,400 Committee Expenses 1,500 4,300 5,800 Miscellaneous 500 500 Total Other 11,050 7,000 18,050 TOTAL OPERATING EXPENSES 35,570 11,400 46,970 Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 53 - Board Duties and Staff Support: The Board Enhances The Organization’s Public Image Board activities Each board member proactively promotes the organization with his/her circle of contacts. Board members respond to requests from staff to make presentations or help the organization make needed contacts. The board ensures that a marketing communications plan exists, has adequate resources, and is being implemented. The board identifies the official spokesperson for the organization. Staff activities The staff provides board members with good information (talking points, etc.) to use in promoting the organization. The executive director determines each board member’s circle of contacts and ensures that they are appropriately used. The staff prepares the marketing communications plan. Note: While the Executive Director/Manager handles day-to-day public relations. Care should be taken to ensure that the Board Chair and Committee are very visible in the media and at events and presentations. - 54 - Board Orientation/Training Program I. Recruitment Stage 1. Introduce the prospect to the agency and its goals at an initial meeting with a recruiting board member and the executive director. Have the recruiting board member pitch the organization and the positive aspects of board membership. At that time, give the prospect an information packet that includes at least the following information: a) An overview of the organization's purposes, major programs, funding sources, etc. b) A list of expectations of prospective members-- meetings, committee assignments, tenure, and time commitment. c) A list of current board members and key volunteers. d) Copy of bylaws and last annual audit of agency 2. Schedule a visit to the agency by the prospective member to see programs in action or to talk with program staff. 3. Invite the prospect to attend a board meeting to get an idea of how the organization makes decisions and delegates responsibilities. II. New Member Orientation 1. Schedule a meeting between the new board member and key people in the organization. Provide a detailed Board Member Manual, which should include bylaws, articles of incorporation, program descriptions, current budget, last audited financial statements, list of board members and their addresses, lists of committee and staff assignments, copies of minutes for the previous year, and a copy of the strategic or long-range plan. 2. At first meeting, introduce new member to all current board members and staff. Consider assigning a "mentor" board member to work with the new board member through the first three months. Also, make committee assignment. III. During First Three Months 1. Have regular check-ins with board "mentor" to answer questions and help member become acquainted. 2. Assign a specific committee task as part of regular implementation process. 3. Continue orientation to the work of the specific committee. 4. Continue to provide written background material to answer questions. IV. Ongoing Training 1. Consult with appropriate committee chair and staff to obtain full involvement of new member. 2. Provide assistance in carrying out responsibilities. 3. Provide opportunities for board members to attend special workshops related to the assignments and interest of the member. Provide special leadership training to current and prospective officers. 4. Expand responsibilities and rotate committee assignments to help satisfy the interests and needs of the board member. This has the added advantage of providing continuous development of volunteer leaders for the organization. - 55 - Example: Main Street Board Member Orientation Date orientation began: Orientation completed by: (Person & Date) DESCRIBE THE ORGANIZATION TO THE BOARD MEMBER: θ Who do we service θ What we do θ How we are financed θ Other EXPLAIN & DISCUSS WITH BOARD MEMBERS θ Meeting attendance – both full board and committee θ Committee assignment θ Board role and relation to administration/staff θ Other CONDUCT TOURS: θ Main Street Office & Board Room θ Downtown Area DELIVER IMPORTANT INFORMATION TO BOARD MEMBER: θ Letter of welcome from Program Manager & Committee Chairperson θ Mission Statement θ Bylaws θ Board Policies θ Copies of the minutes of board meetings for the last year θ Treasurer’s report for the last three years θ Current budget and other financial reports θ Long-range plan θ Goals for the year θ List of all Board members with address/telephone numbers θ List of board officers (Executive Board) θ List of committee memberships including committee chairpersons θ Calendar of meetings and events for the year θ Other: INTRODUCE BOARD MEMBER TO: θ Program Manger θ Chair persons of committee to which board member has volunteered θ Other board members θ Support Staff θ Other COLLECT DATA: θ Mailing Address θ Email address θ Telephone numbers (home & office) - 56 - θ Best time to contact θ Best time for meetings θ Other: - 57 - National Main Street Center’s Developing Action/Work Plans for Downtown Revitalization Programs Using the Main Street Approach™ Elements of Action Plans Mission Statement: The mission statement has one clear and simple message; it states the purpose of the organization. Example: The purpose of the Kruppopolis Downtown Development Association is to develop and promote a healthy and prosperous downtown within the context of cultural and historic preservation. Goals: The goals are more specific statements of purpose, which can be clearly divided into a committee structure. Usually it is best for each committee to have only one goal. This goal should reflect the general purpose or mission of the committee. Example: Goal for the Board of Directors - Provide effective centralized management of the downtown and increase involvement in the program. Example: Goal for the Promotion Committee - Promote the downtown as the community's social, cultural, and economic center. Example: Goal for the Design Committee - Encourage visual improvements through good design compatible with historic features. Example: Goal for the Economic Restructuring Committee - Strengthen and broaden the economic base of downtown. Issues: Issues are typically classified as “problems” or “unmet opportunities”. They are not usually focused on just one activity, but tend to be more broad, encouraging a number of possible activities. Example: There aren’t enough things for kids to do downtown. Objectives: Objectives are specific statements of how a goal will be reached. They usually outline the major areas of responsibility for committees. Objectives give structure to the numerous activities undertaken and help explain why a specific activity has been chosen. Objectives are usually issues that have been turned into positive action statements. Objectives might also be measurable. Example: Provide [at least two] more activities for children in downtown. Activities: Activities are specific projects that have an identified timeframe. When completed, they are usually recognized as tangible accomplishments, such as an Easter parade or building inventory. Tasks: Tasks are specific steps required to complete an activity. - 58 - Developing Workable One to Two Year Action Plans Step 1. Goal setting/workplan session for Board of Directors (plan 4 to 5 hours to complete). − List issues at random. − Determine what area of concentration each issue fits under (organization, promotion, design, economic restructuring, & possibly parking). Group them together, and then delete duplicates. Note that the areas of concentration are reflective of the Main Street™ committee structure. − Determine priorities. Remove the rest of the issues. − Create objectives. Each objective statement should begin with an action verb. − Create a goal statement for each committee based on the objectives--the organization "stuff" usually falls to the board or a subcommittee of the board. − Create an overall mission statement to guide the organization, use the committee goal statements as a reference (if a mission statement has already been created, check it against the committee goals to see if it is still reflective of what the organization is working towards accomplishing). Step 2. The Board of Directors should come up with a list of potential committee members based on the objectives for each committee. Step 3. Committee "activity planning" brainstorming session (takes about 2 hours per committee). − List possible activities under each objective. − Determine priority activities for each objective. Step 4. Committee "action planning" session (takes 2 or 3 hour-long meetings to complete). − Discuss possible timelines for each priority activity (i.e. when should this be started and how long will it take from beginning to end). − Complete an “action plan” for each priority activity in which planning will need to begin within the next two- three months. − Fill out a “timeline” sheet. Put all priority activities from the committee somewhere on the form. Think about what the workload will mean for those implementing activities -- is it realistic? Adjust as needed. The Board of Directors should approve the finished timeline. Step 5. Refer back to your completed timeline sheet at each committee meeting. The committee or task force responsible for an upcoming activity should fill out an “action plan" as each activity draws nearer. If the activity has a completion deadline, scheduling from the deadline backwards may prove useful. Plan for "Murphy's Law"! - 59 - Example: Board of Directors Goal Setting Session Mission Statement: The purpose of the Downtown Development Association is to develop and promote a healthy and prosperous downtown within the context of cultural and historic preservation. Board of Directors Goal: Provide effective leadership in downtown and increase involvement in the program. Objectives: − Improve all channels of communication. − Stabilize and increase funding. − Develop a five year plan. − Get better overall community involvement. − Restructure committees to function more efficiently. Promotion Committee Goal: Promote the downtown as the community’s social, cultural, and economic center. Objectives: − Market a positive image of downtown. − Encourage more local shopping. − Continue and strengthen existing successful promotions. − Develop a formal evaluation process for promotions. − Expand distribution area of informational materials about downtown. Design Committee Goal: Encourage visual improvements through good design compatible with historic features. Objectives: − Educate both members and the public about good design elements. − Give input as needed into design review process. − Develop and begin implementing a plan for visual enhancement within the context of historic and cultural preservation. − Identify and implement a program for needed public improvements. Economic Restructuring Committee Goal: Strengthen and broaden the economic base of downtown. Objectives: − Develop a retention program including education of good business practices. − Develop and implement a market profile, recruitment plan, and package. − Increase communication with downtown property owners. − Develop and maintain a system to provide vacancy and sales information on downtown properties. - 60 - THE MANAGER - 61 - Manager's Major Areas Of Responsibility The Downtown Revitalization Program Manager Has A Variety of Job Functions. Major Areas Of Responsibility Include: • Coordinating volunteers to accomplish activities of the downtown revitalization program • Managing administrative aspects of the program • Developing, in conjunction with the board, appropriate downtown revitalization strategies • Developing and conducting, in conjunction with the board and organization committee, ongoing public awareness and education programs • Assisting business and property owners with business and property improvement projects • Encouraging a cooperative climate with other downtown or community organizations • Helping to build productive relationships with appropriate public entities • Developing and maintaining a data system to track the progress of the local program • Serving as an advocate for downtown issues at local and state level • Working toward developing skills as a downtown management professional Related To Each Of These Major Functions, The Program Manager Has Several More Specific Areas of Responsibility. These Include: • Coordinating activity of downtown revitalization program committees - Ensure communication is established - Assist with implementation of workplan - Provide ongoing volunteer support and encouragement • Managing administrative aspects of the program - Record-keeping and accounting - Budget development (jointly with board and/or president and treasurer) - Purchasing - Preparing and filing reports - Filing legal documents (jointly with board and/or president and secretary) - Supervising other regular or contractual employees • Developing, in conjunction with the board, appropriate downtown revitalization strategies - Identification of unique assets and resources - Identification of concerns and issues - Development of a workplan that focuses on all four points of the Main Street™ Approach • Developing and conducting, in conjunction with the board and subcommittee of the board, ongoing public awareness and education programs - Fostering public understanding of the downtown revitalization program's mission and goals - Keeping the program in a positive light in the eye's of the public - Developing a cooperative relationship with the media • Assisting business and property owners with business and property improvement projects - Providing ongoing communication, advice, and guidance - Coordinating consulting services of the state or local program - 62 - - Personal consulting or finding additional professional consultation as appropriate • Encouraging a cooperative climate with other downtown or community organizations - Building opportunities for partnership with the local Chamber and other economic development organizations - Identifying and maintaining contact with other key downtown/neighborhood organizations • Helping to build productive relationships with appropriate public entities - Developing and maintaining relationships within city government - Identifying and maintaining contact with other important public entities (elected and staff) • Developing and maintaining a data system to track the progress of the local program - Economic investment - Building inventories - Photographic documentation - Job creation and business retention - Sales tax data - Volunteer participation • Serving as an advocate for downtown issues at the local and state level - Familiarity with, and understanding of, local concerns and issues - Speaking effectively on the program’s goals, issues, and results - Working to improve public policy relating to issues affecting downtown • Working toward developing skills as a downtown management professional - Taking advantage of training opportunities provided through the state program - Identifying other opportunities for personal and professional growth Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 63 - Manager's Role in Working with the Board and Committees Committee Development: • Helps the committees and the chair learn the mechanics of committee management; provides expert • Advice and concise information on revitalization and the Main Street Approach™; and • Collaborates with committee members and chair as a strategist/planner. ...does not have authority over the committee or its structure. Workplans: • Assists committee members in developing work plan document; • Helps committee members complete their projects but doesn’t assume responsibility for those activities; and • Integrates own work plan with the committee’s work plan. ...is not someone to whom volunteers delegate all their work. Fund-Raising Activities: • Coordinates fund-raising campaigns, newsletter production, volunteer communications, financial systems; • Helps members coordinate projects. ...is not responsible for raising money directly; that is the job of the board and volunteers. Promotional Projects: • Coordinates production of PR, graphic image, and other promotional materials; and • Helps members coordinate special events, retail promotions, and advertising activities. ...is not responsible for taking the lead on organizing or running events. Rehabilitation and Design Projects: • Coordinates information on design assistance and financial incentives for building owners; and • Acts as first contact for the public on preservation issues in the commercial district. ...is not responsible for taking the lead on motivating design change downtown. Economic Restructuring Projects: • Coordinates data collection, analysis, financial incentive programs, and other economic development activities; and • Helps members coordinate business improvement seminars and workshops. ...is not responsible for taking the lead on organizing projects or completing reports. Volunteer Management: • Helps chair develop good systems for recruitment, supervision, and reward of members; and • Helps develop volunteer capacity of committees by participating in recruitment efforts. ...does not become the volunteer’s boss. - 64 - Committee Meetings: • Attends most meetings to provide technical information and professional opinions; • Helps strategize and develop solutions; and • Works with chair to assure that decisions and assignments are made and completed. ...is not responsible for calling and running meetings or taking minutes. Source: “Organizing a Successful Downtown Revitalization Program Using the Main Street Approach”, Washington State Office of Trade & Economic Development - 65 - Taking Care of Your Most Valued Asset… Volunteers Questions To Ask New Volunteers • Why are you interested in this job? • What are your hobbies and interests? • What personal experience have you had with downtown? • What would you like to gain from this volunteer job? • What do you feel you can contribute to our program? • Can you make a six-month or one-year commitment? • What would you like to know about our program? • How does the volunteer job fit in with your present life situation? • What have you enjoyed most in previous volunteer assignments? • What have you enjoyed least? • What kinds of people do you work best with as a co-worker? Least? • What would you consider the ideal volunteer job? • What thing have you done that has given you the greatest satisfaction? • What won’t you do? Contents for an Orientation Packet • Letter of welcome from the president or chairman • Mission statement (a brief history and why you exist) • Descriptions of each committee • Copy of the workplan ( Full copy for board members; committee members should receive a full copy of their committee’s workplan and an abbreviated version of all other committee’s workplans. • Organizational chart • Phone list of all board and committee members • Budget • Brochures on the organization • Volunteer guidelines • Map of downtown, showing parking • Job specific information - Sample fundraising letters and brochures - Forms - Job description - Time sheets • Reprints of any publicity (no more than five copies) • Bibliography on the field • Emergency procedures and phone numbers • Agenda for orientation/training session • Evaluation form for orientation/training session • Pre-training self-assessment form or quiz • Meeting minutes from appropriate committees Source: National Trust for Historic Preservation’s Main Street Center. - 66 - So You Have A “Volunteer”…Now What? What causes of issued matter the most to you volunteer? • Is your organization addressing issues that are important to your volunteer? Is your organization accessible to the community? Is your organization addressing a need that nobody else in town is addressing? These questions will help you understand why your volunteer is willing to help you? Does your volunteer want to use the skills that are part of their “paying job,” or do they want to do something different? • What type of skills does your volunteer possess? Are they professional skills? Almost every type of skill is needed somewhere, the better you are at explaining what jobs need to be filled at your organization, the better you are at finding the perfect volunteer. Keep in mind the degree of difficulty the task you have in mind will require (e.g. computer skills, etc.) What does your volunteer not want to do? • Is it OK for your volunteer to say NO to your request. Have a variety of options for their consideration. Is this a long-term or short-term assignment? Will you volunteer need any special training? • Make sure your volunteer understand the length of time or the circumstances surrounding their time. Make all efforts to match personality, skill, and time requirements to your job. The performance of a volunteer may be a reflection on how well the manager recruited, trained or supervised. Add these items to your “Volunteer Interest” form: • Secretary’s first and last name • Volunteer’s birthday • Spouse’s first and last name • Spouse’s employment information • Names, ages, schools and/or occupations of volunteer’s children • Volunteer’s other community involvement • Preferred means of communication • Special dietary needs • Page, email, cell phone information Thanks To Your Volunteers, Your Organization Is Running Like A Well-Oiled Machine… Now What? • Treat your volunteers like you want to your mother to be treated! • Smile, Greet them by name. • Give Awards • Give Badges • Photographs in paper • Luncheons / Dinners • Buttons • Holiday Cards to Family • Thank you cards to family • T-shirts • Say thank you a thousand times Source: National Trust for Historic Preservation’s Main Street Center. - 67 - The Effective Director’s Checklist 1. Make sure your organization’s mission is clear, and that the mission is followed. 2. Attend all, or nearly all, meetings of the board or committees of which you are a member. 3. Review by-laws annually to determine that they conform to law and that they incorporate all amendments, which have been made through prior resolutions. 4. Make sure by-laws are followed and enforced; use consents to corporate action in lieu of meetings; all directors must sign. 5. Maintain a current membership list for your board and nonprofit organization members. 6. Request that the organization distribute important written materials in advance of board meetings at which action is to be taken. 7. Insist on advance notice to all directors of any major item of business to be acted upon at the next meeting. 8. Read, analyze and understand financial statements, budget proposals and other reports; raise at least one question with respect to each financial document at any meeting called for the purpose of reviewing financial documents; expect solid, businesslike answers from your organization. 9. Question all reports demonstrating inconsistencies, material errors, or other evidence of sloppy work. 10. Seek expert counsel — legal, accounting and otherwise — to supplement board member understanding and experience when dealing with complex issues. 11. Thoroughly review all minutes prepared by the secretary to insure that critical matters, including resolutions and discussions of complicated and controversial topics, have been covered. 12. Adopt a written conflict of interest policy that conforms with state law. 13. Question staff to determine that the IRS is kept advised of all material and substantial changes in the organization. 14. Have the most current articles and bylaws of the organization reviewed by competent counsel to ensure that they take full advantage of state law concerning indemnification and protection of board members. - 68 - Organizing Your Filing System Organize your filing system Create your filing system by the four points using color codes to categorize: 1. Organization - Blue 2. Design - Yellow 3. Economic Restructuring - Green 4. Promotion - Red A good filing system consist of three parts: files you use on a daily basis, documents you need regularly for reference such as meeting minutes and all the rest is archive until they can be destroyed. To maintain an effective filing system, papers must be filed daily. The steps in the filing process are: sort, determine filing category (organization-blue, design-yellow, economic restructuring-green or promotion-red). Sub-categorize as needed. The first step in daily filing is sorting the papers: those for the circular file (trashed), those requiring further action, and those to be filed. The documents for filing can then be further sorted into the four points of the filing system. A couple of tips: 1. Fasten papers together with staples, never use paperclips 2. Repair torn papers before filing 3. Never overload your filing cabinets 4. Discard outdated documents on regular basis - 69 - NEWS RELEASE 101 What is a news release? A news release (also called a press release) is a document or statement issued to the media. Other audiences may be targeted including government decision-makers and the public. At times news releases are of interest to financial and industry analysts when news issued affects the industries and companies they follow. Organizations issue news releases when they have breaking news or when they comment or offer reaction to others who make news -- they want to publicize their point of view on a particular issue. Reporters can use news releases as the starting point of a news story or use them to give balance to the story when groups offer differing point of view. Journalists may also use the news release as background leading up to an interview. When should I issue a news release? A news release can be used to announce a variety of information. Consider the following examples: • Breaking news from your organization • Statements issued in reaction to other news of the day or what other newsmakers have said • Media advisories • Agreements with other organizations • Senior personnel changes • Features • Surveys and results from studies • Rulemaking or commentary on proposed rules by government agencies - 70 - COMPONENTS OF A PRESS RELEASE FOR IMMEDIATE RELEASE These words should appear in the upper left-hand margin with all letters capitalized. Headline This should be a sentence that gives the essence of what the press release is about. Articles, prepositions, conjunctions of three letter words or fewer should be lowercased. Dateline This should be the city your press release is issued from and the date you are mailing your release. Lead Paragraph A strong introductory paragraph should grasp the reader's attention and should contain the information most relevant to your message such as the five W's (who, what, when, where, why). This paragraph should summarize the press release and include a hook to get your audience interested in reading more. Body The main body of your press release is where your message should fully develop. Many companies choose to use a strategy called the inverted pyramid, which is written with the most important information and quotes first. Organization Boilerplate Your press release should end with a short paragraph that describes your organization, products, service and a short organization history. If you are filing a joint press release include a boilerplate for both organizations. Contact Information Name, Phone, Email WRITING TIPS For an announcement to be considered newsworthy it must have a broad, general interest to the target audience and a strong news angle (e.g. material information, new development, drama, human interest, local angle, consequence, etc.). In addition, your release needs to be written in a journalistic rather than marketing style. It should be objectively written as though a reporter were writing the story for you. Most importantly, your release needs to "inform" people. In most cases your headline is the first thing an editor sees when reviewing your release. An effective headline can make a difference between an editor covering your story or hitting the delete button. To create an effective headline consider the following pointers: • Limit your headline to no more than one line. Many newsrooms have a limit on how many characters they can receive in a headline and their systems are programmed to "bounce out" releases that exceed this limit. • The headline should provide an editor with a tantalizing snapshot of what the news release is about. This is critical as many journalists view releases over their wire system by headline only, then pick and choose when they want to view the full text of the release. • The headline should include the name of the organization issuing the release. - 71 - • Do not use exclamation points or dollar signs. • Attribute all potentially critical, controversial, or judgmental statements. Writing a professional and effective news release can be difficult. Here are a few guidelines to consider when crafting your release: • Get to the point quickly and back it up with quotes and evidence. • Use proper grammar and punctuation. Check for typos, and don't just rely on spell check! • Address who, what, when, where, why and how in the news release. • Double check phone numbers and URLs. • Read your release aloud to see if it makes sense. • Include quotes to convey opinion or affiliation. • Don't forget to put your contact name, release date, dateline, web site URL and phone number in your release. Also make sure you are available for phone calls after sending the release out. • Your release should be written objectively. • Do not use pronouns such as I, we, us, our, your, etc. except in direct quotes. Write in third person. • Always include standard boilerplate information about your organization in the last paragraph. The headline for this section should read "About (insert your organization's name here)." Your release should be concise and to the point. Reporters appreciate brevity and will contact you should they require additional information. Yes, but sparingly. - 72 - Ground Rules for Talking With Reporters By communications trainer, Barry McLoughlin 1. On-the-record. That is the default position for talking with reporters. Everything you say can be quoted and you can be named. 2. Off-the-record. You are a protected source. Nothing you say will be used in any way shape or form. In effect, there is very little constructive purpose to this. It is essentially putting the reporter in a compromised position. 3. Background- not-for-attribution in which you are quoted but not named. For example, "This policy will never see the light of day," said an official who asked not to be identified. 4. Deep background - or for guidance. No quote, no name, no identifier, but use the information to help guide you in writing the story. This was the ground rule employed by 'Deep Throat' or Mark Felt in his conversations with Woodward. The famous "Follow the money" line in the movie was the creation of the screenwriter William Goldman for Hal Holbrook in his role as 'Deep Throat'. 5. In any of the above ground rules remember that you shouldn't tempt reporters "beyond what they can reasonably endure" as Jimmy Carter's Press Secretary Jody Powell said to me years ago when I interviewed him for a paper at the Kennedy School. I had written a case study of an off-the-record dinner that Jimmy Carter had with White House Correspondents following his defeat but before he had left office. As Henry Kissinger might have called it, "Ah, forgotten but not gone." 6. Speaking of Kissinger, during his off-the-record tirade, Jimmy referred to him as a "liar" as he warmed up on his opinions of public schools (he wouldn't send Amy to one) and on and on. When I interviewed the reporters at the dinner - all of whom had broken the ground rules- they had a cornucopia of excuses. The main excuse was that what he had said "off-the-record" contradicted his public position on many of those issues. 7. If you decide to negotiate anything other than "for-the-record, do so in advance and make sure you and the reporter understand explicitly what you are talking about before you proceed. 8. Finally, don't say anything you don't want reported the next day. About the Author | Barry J. McLoughlin is President and CEO of McLoughlin Media, a communications training firm with offices in Ottawa ON and Washington DC. Barry is the author of the Communicate with Power® series of pocket tips books. Barry received his Master's of Public Administration from the John F. Kennedy School of Government at Harvard University and is a former television broadcaster. ____________________________________________________________________ © McLoughlin Media 2005 Contact McLoughlin Media by telephone (in North America): 1-800-663-3899 Contact McLoughlin Media by telephone (outside North America): 1-613-230-9235 Contact by email at info@ceo.tv - 73 - Conflicts of Interest and Main Street/Better Hometown programs What is Conflict of Interest? Boards of directors, committee members, and staff of nonprofit organizations must adhere to certain standards of conduct. One of these standards is to avoid conflicts of interest. Aside from the possible legal ramifications, even the appearance of a conflict of interest can irreparably damage an organization’s credibility. The board’s written policy about conflicts of interest should be explained to each committee, board, and staff member, as well as to current and prospective volunteers. It is not automatically an unacceptable conflict of interest for a board, committee, or staff member of a Main Street/Better Hometown program to derive personal or professional benefit from a Main Street activity. Many Main Street participants, such as downtown business and property owners, stand to gain some benefit from their service to the revitalization organization. Such indirect benefit is entirely proper and not usually an unacceptable conflict of interest with the Main Street/Better Hometown program. An unacceptable conflict of interest may arise if a board, committee, or staff member: • Has a personal or business “interest” that is in conflict with the best interest of the Main Street/Better Hometown program. A participant is usually considered to have an “interest” in an activity if he/she or an immediate family member: 1) has a substantial financial interest in the activity; 2) has a substantial financial interest in any organization involved in the activity; 3) holds a position as a trustee, director, general manager, or principal officer in an organization involved in the activity • Uses “inside information” for personal benefit or to the detriment of the Main Street/Better Hometown program. “Inside information” is information that has not been made public and was obtained through the participant’s work with the Main Street/Better Hometown program. One way to avoid conflicts of interest involving inside information is to disclose all such information to the public. • Uses his or her position with the Main Street organization to the detriment of the revitalization program. • Uses his or position with the Main Street/Better Hometown program for a personal or business benefit that is in conflict with the best interest of the Main Street/Better Hometown program. In all cases where a potential conflict of interest may exist, the participant with that conflict should disclose all relevant information to the board and committee chairs and to the staff. If there is some question about it being a conflict, it is always better to make a full disclosure. Managing Conflicts of Interest When a potential conflict of interest is disclosed, the board chair and the committee chair may agree on a solution or may decide to refer the issue to the entire board of directors. Any activity in which a board, committee, or staff member has a potential conflict of interest must be carefully reviewed to determine whether the activity is in the best interest of the revitalization program. - 74 - Either the board chair or the full board should consult with a local attorney whenever a potential conflict arises. Generally, however, if there has been disclosure, the benefit to the participant is not detrimental to the Main Street/Better Hometown program nor has there been any use of inside information. Consequently, there should not be an unacceptable conflict of interest. If there is an unacceptable conflict of interest, the board of directors may wish to make certain recommendations, such as requiring that a board, committee, or staff member with an unacceptable conflict of interest in a particular activity: • not be counted for the purposes of a quorum when meeting to decide whether to pursue the activity; • does not actively participate in the decision about the activity, except to answer questions or state his or her views; • does not vote on the matter; in fact, he or she should be required to leave the room before the final deliberation and vote; or • In some cases, actually resigns a board or committee position while the conflict exists. The documents disclosing all conflicts of interest and the subsequent recommendations should be included in the meeting record or minutes. It is impossible to list all the possible conflicts of interest that might occur in a typical Main Street/Better Hometown program. Nevertheless, here are a few common examples: • A property or business owner competes for financial incentives offered or approved by the Main Street/Better Hometown program while serving on the committee or board that develops, awards, or monitors the incentives. • A contractor makes a bid to perform services offered by or through the Main Street/Better Hometown program while serving on the committee or board that develops or awards the bid. • Media representatives participate in a committee or board decision to purchase or recommend the purchase of advertising. • Main Street staff manages, leases and/or sells downtown property in an individual capacity and for private compensation. This does not preclude Main Street staff from assisting property owners and realtors by showing or providing information about downtown properties. It is usually acceptable to be involved in preliminary discussions about activities that have not yet focused on specific terms, unless the participant is not putting the best interests of the Main Street/Better Hometown program first. Funding Sources and Conflict of Interest Most Main Street/Better Hometown programs rely on multiple sources of funding. Often, these sources have their own standards and remedies for conflicts of interest. If the Main Street organization is the recipient of any state- granted funds or of a Community Block Grant Award from the U.S. Department of Housing and Urban Development, then additional rules regarding conflict of interest apply. It is critical that the organization be aware of these rules—and be prepared to conform to them—before applying for or receiving funds from these sources. Noncompliance with any rule or regulation affecting government funds can result in cancellation of the grant and potential repayment of the monies. Conclusion Avoiding conflicts of interest is the best policy for a Main Street organization. However, when potential conflicts of interest arise, the organization—its leaders, volunteers, and staff—must be prepared and willing to address the issue and apply the appropriate remedy. Education and a written policy are the best safeguards against embarrassing and/or damaging charges of conflict of interest. Source: National Main Street Center, National Trust for Historic Preservation - 75 - Measuring Main Street About 15 years ago, the board of directors of the downtown management organization in Spokane, Wash., faced a problem almost every revitalization program in the United States has grappled with: the public believed that there wasn’t enough parking in the downtown. As in most older commercial districts, the problem actually wasn’t a shortage of parking spaces. There were plenty of spaces; the real problem was in how parking was managed. But people believed there was a parking shortage, and their misperception became a major public relations headache for the downtown management organization. The board of directors decided to combat the problem with information. Everyone on the board memorized a phrase that went something like, “Downtown Spokane has 5,000 conveniently located, well-lit, free parking spaces available 24 hours a day” (I'm paraphrasing, of course). Whenever any of the board members heard someone complain about downtown parking at a cocktail party, standing in line at the grocery store, at work, wherever he or she would recite the memorized phrase, “Downtown Spokane has 5,000 conveniently located, well-lit, free parking spaces available 24 hours a day.” Within a few months, their strategy effectively quieted the complaints and changed public misperceptions about parking in downtown Spokane. Knowledge is power. One of the most effective tools a main street management organization can have in its arsenal is a solid database of information about the district’s economic condition and the progress of its revitalization efforts. If the public believes your district is unsafe, few things will turn their opinions around as effectively as statistics that prove the district actually has a low crime rate. If a merchant believes that special events aren’t bringing people downtown, show him or her the pedestrian traffic counts for the five most recent events. If the local newspaper asks if main street is dying, show the reporter your facts about sales, property values, and occupancy. With this issue, we’re launching a series of occasional articles about measuring main street, with practical suggestions to help your revitalization program learn more about the district, track changes, and use information to fine-tune programs and shape policy. We plan to cover a range of measurements, from traffic counts to retail sales. But, we’re starting with the basics: the primary statistics every Main Street management organization should collect on a monthly (or, at least, quarterly basis). Reinvestment Statistics The heart of your program’s statistical database should be its reinvestment statistics ongoing, periodic measurements of several basic types of investment (or reinvestment) taking place within the district. These are the key indicators of progress that demonstrate that your commercial district’s health is improving and that your organization’s or agency’s actions are bringing about positive change. Most Main Street statewide and citywide coordinating programs require that the communities with which they work track their reinvestment statistics on a monthly or quarterly basis. And, while many Main Street managers moan about having to keep their reinvestment statistics current and submit them to their coordinating program on a regular basis, these stats really are an essential part of the successful revitalization and management of older commercial districts. Whether your program is part of a statewide or citywide coordinating Main Street/Better Hometown program, is a freestanding program independent of a coordinating program, or is another type of organization involved in commercial district revitalization, you should be tracking the following basic indicators regularly and using them to strengthen your program. There are many types of investment, or reinvestment, that a commercial district management program might want to measure. Certain types will be more important to some communities than to others. But the core measurements that all commercial district management programs should measure are these: • Numbers of buildings improved; • Numbers of new buildings; • Numbers of businesses that have opened and closed; • Numbers of jobs created and lost; • Numbers of new housing units created; and • Amount of money invested, from public and private sources, in physical improvements. - 76 - Many communities routinely include other measurements in their reinvestment statistics, also. Those most frequently added include: • Numbers of volunteer hours invested in the program; • Numbers of promotional events, and estimates of the numbers of people who attended; and • Numbers of facade improvement projects (as a subset of building improvement projects). Creating a system To be effective, an investment statistics tracking system should have two components: 1. An initial inventory, and 2. Monthly or quarterly, if you prefer statistics. 1. Conducting an initial inventory It’s impossible to know how things have improved (or, heaven forbid, how they’ve declined) without knowing some basic information about the district. In particular, you’ll need a basic inventory of the district's buildings, businesses, jobs, and housing units. There are two things to keep in mind when you create this basic inventory: Don’t try to gather all the information at once. It is always tempting to try to compile all the information you might eventually want for every building and every business in the district but this can take a long time. Instead, start with the few basic lists you need to track the changes mentioned above: • A list of all the district’s buildings, with their addresses and a description of the kinds of businesses or other spaces they contain; and • A list of all the district’s businesses, with their addresses, numbers of staff, and perhaps a description of the business type (e.g., retail, professional office, etc.). Use these inventories as your starting point; you can fill in additional information as time goes on (you can download sample building and business inventories both in print form and as Microsoft Access database templates from the Main Street Center’s website, at www.mainstreet.org). There is no “ideal” time to begin tracking investment statistics. Your district may already have had several years of economic recovery before you start collecting investment information or, your district might be so severely distressed that you think it will be several years before things begin to turn around. Regardless of your main street’s condition, there is no “ideal” time to begin tracking its progress. Just get started! 2. Compiling monthly statistics. When you’ve completed your basic inventory, begin tracking changes. • Collect data on a monthly basis. Gathering data on a monthly basis has several advantages in particular, it makes it less likely that you’ll forget to record information, and it may make it easier to detect trends later on. • Collect information. Keep your current monthly form in an easily accessible location and try to jot down information as soon as you get it. Also, enlist others in the process of collecting data. Ask your organization’s or agency’s volunteers to tell you when they notice a change. Better yet, ask your district’s business and building owners, realtors, contractors, building code officials, and business license staff to keep you informed; not all of them will, but you’ll invariably get some information on a few changes you might otherwise have missed. And, ask the police officers who patrol your district to tell you about changes they observe; they are often the best sources of information. Finding the Information The best way to find almost all of the information you need is, well, the old-fashioned way: walking around, talking to people, and paying close attention to changes in the district. Every business located in the commercial district should get a visit from the district management program director or a key volunteer at least every month or two and that’s a great way to gather information. Similarly, staying in frequent contact with the district’s beat police, the - 77 - building inspector’s office, area realtors, and local contractors can keep you informed of new developments within the district. But, in addition to this network, here are some good sources of information on new businesses, building rehabilitation projects, new construction, and other district changes. Numbers of buildings improved and constructed, and renovation or construction cost. The best place to find information about building improvements and new construction projects is the municipality’s building inspector’s office. Property owners (or their architects or building contractors) are usually required to get a building permit for most projects that involve more than basic maintenance. In addition, almost all building inspectors’ offices require those requesting licenses to estimate the cost of their construction projects, and this information is available to the public. Other sources of information: • If the commercial district is also a historic district (or contains a historic district), the local historic district or design review commission should have information about most design changes that have taken place. • Local realtors and building contractors often have information about projects that are proposed or in progress, and the costs involved. Numbers of businesses that have opened and closed. Most municipalities require new businesses to pay a business license fee or tax before they begin conducting business. Numbers of new housing units created. Real estate agents generally know about new housing units created within the district. Other sources of information include: • The municipal building license office, which must inspect all new construction projects and which issues an occupancy permit before a new housing unit can be rented or sold. • The municipal planning office, which ensures that construction projects involving changes of use conform with local zoning requirement. • The local or regional housing authority, which usually tracks construction and conversion of housing units, particularly for households of modest means. Numbers of promotional events and attendance estimates. Quantifying the numbers of promotional events that take place within the district is fairly straightforward. Estimating the number of people who attend these events. Using the Reinvestment Statistics There are literally dozens of ways you can put your district’s reinvestment statistics to work for you. Among the most typical uses are: Tracking changes. The most obvious and immediate use of investment statistics is to provide tangible evidence of the changes the district is experiencing. While the basic measurements of reinvestment outlined above do not encompass everything inherent in the district’s overall “value” (in an economic sense), they represent reliable, consistent measurements that are easy to track and easy for others to understand. Establishing benchmarks. Reinvestment statistics provide excellent benchmarks both for measuring your revitalization program’s progress against those in similar communities and for determining progress toward your program’s goals. Many older commercial districts, for example, encounter a period of sluggish economic growth a few years after launching their revitalization programs (primarily because the program needs to transform itself from a start-up, ‘catalyst’ initiative to a permanent program that stimulates long-term growth). Using reinvestment statistics to establish benchmarks for program performance can help your revitalization organization work through such transitions and achieve its long-term goals. Publicizing your program’s successes. Let the public know that your commercial district is making progress! Each year, distribute a report and a press release announcing your updated annual reinvestment statistics. And be sure to include your reinvestment statistics in your program’s brochures, reports, and other descriptive information. Raising money. People like to give money to organizations they consider successful; and positive reinvestment statistics offer proof that your organization is achieving its goals and helping transform the commercial district. - 78 - Developing and recruiting new businesses. Businesses considering moving to or expanding in an older commercial district should always be interested in ensuring that the district’s economy is healthy (or becoming healthy). The reinvestment statistics are an excellent way to illustrate your district’s economic condition. Calculating your program’s “reinvestment ratio.” First, add up the total amount that people, businesses, and municipal entities have invested in your commercial district since you began tracking your reinvestment statistics. This amount will probably consist primarily of investments in physical improvements i.e., building rehabilitation projects, new construction, public improvements, building maintenance, and similar improvements. Next, add up the amount of money spent on the administration of the revitalization program for the same period of time. This usually consists of the revitalization program staff’s salaries and fringe benefits, office expenses, and other core program costs. Finally, divide the amount of reinvestment by the program administration costs. Total reinvestment ÷ program administration = reinvestment ratio Here’s an example: Main Street Metropolis began recording reinvestment statistics on January 1, 1994. Since then, $12 million has been reinvested in physical improvements within the district. And the organization has spent $625,000 on program administration since then. Its reinvestment ratio is $1-to-$19.20 ($12 million divided by $625,000), meaning that every dollar spent on program administration has generated $19.20 in new investment. Tracking the number of businesses that have opened and closed in your commercial district is one of the key reinvestment statistics every Main Street/Better Hometown program should record. You can collect information about building improvements from a variety of sources, including business and property owners, contractors, realtors, building code officials, and historic district or design review commissions. Publicize your program’s successes by putting your annually updated reinvestment statistics in all brochures, reports, and other information distributed to the public. Source: Main Street News, Volume 173, March 2001, Kennedy Smith - 79 - THE GEORGIA DEPARTMENT OF COMMUNITY AFFAIRS Office of Downtown Development Georgia Dept. of Community Affairs Better Hometown Main Street Georgia Main Street & Better Hometown Program Economic Activity Report Online submission of monthly Economic Activity Reports began in July 2004. The online system was devised to assist managers with tracking their activities within their program area and to track the economic impact of downtown revitalization across the state of Georgia. Since the inception of the Main Street/Better Hometown program in 1980 and the Better Hometowns Program in 1997, more than $1.2 Billion has been invested by both the public and private sectors in revitalization and redevelopment of more than 105 communities; and more than 6,400 net new businesses have opened creating 29,700 net new jobs. These are exemplary examples of the economic impact of downtown revitalization. By tracking this information, it will give your Development Authority or Main Street/Better Hometown Program information, which is critical in justification for ongoing support and funding. Below is a guide to assist you with the terms used in the Economic Activity Report as well as suggestions in obtaining certain information. DEFINITIONS Section I: Organization - Meetings Held: List all meetings related to downtown that you or board members attended. - Volunteer Hours Generated: Length of the meeting X number of volunteers present Volunteer hours leveraged is a good figure to keep. Please include the number of volunteers attending Board or Committee meetings. This figure proves the public’s commitment to your program. Be creative! If your Board chairman spends a few hours out of his/her day to talk to you about the program, that’s volunteer hours leveraged. Note: If you are a paid manager, your attendance at these meetings should not be counted. If you are a volunteer manager, your time may be counted. - Grants: Keep abreast of Federal, State and Local money, which may have been received by the Community - Private Donations: Monitor for such gifts to human service, arts, science, educational, and agricultural agencies and public spaces in the designated downtown area. - In Kind: Goods or commodities donated other than money - Other Source: City/County appropriated funds, membership dues, etc. - Commentary: Open discussion of events related to the organization committee Section II: Promotion - Image Development Activities: media mentions, speaking engagements related to downtown Examples: Radio Spots, Newspaper article, ribbon cuttings, speaking engagements at Rotary Club, etc. - 80 - - Number of Events: Number of occurrences of a specific activity Example: Radio spot 3 times a day would be 90 events - Number of Volunteer Hours: Number of volunteers multiplied by length of time of the event. Example: If a board member wrote the public service announcement or the article for the newspaper, the time spent would be counted a volunteer hours. Note: Every event may or may not have volunteer hours associated with it. - Number of Attendees: People attending the event Note: Image Development Activities and Retail Sales Promotions may not have any attendees. - Retail Sales Promotion: Co-op advertising, merchant association ads, Downtown Dollars ads, etc. - Special Events: Festivals, parades, etc. held in downtown by Better Hometown/Main Street/Better Hometown program or Others. We know you don’t sponsor every event in the downtown, but you have made it possible for downtown to be the place where things happen, so count it! Call you local theaters, arts groups, churches, etc. when you know things they sponsor have happened. Ask them how many people attended, and thank them for bringing people downtown. - Commentary: Open discussion of events related to the promotions committee Section III: Economic Restructuring - New Businesses: New establishment in the downtown program area. Note: After entering the name and addresses of the new businesses, please enter the total number of new businesses in the box indicated. o Check with the city business license clerk. o Keep a tab on new Business Association members. o Assign block captains to watch out for new businesses. o Check with the city utility office. o Keep a list of businesses lost so that you can visit the new owner tenant when the space is filled. o Ask the City Business License Clerk to keep a list of new downtown businesses. o Calculate the annual increase in business licenses since the beginning of the downtown redevelopment program. o Check with the City Utilities Office. o Ask your local water, gas and Power Company for assistance in tracking. - Type of Business o Retail: the industry of such selling goods or commodities o Service: Business that provide a service, such as a dry cleaners, pharmacy, taxi service o Professional: characterized by or conforming to the technical or ethical standards of a profession, i.e., doctor, lawyer, accountant, psychologist, etc. o Restaurant: food establishment o Other: fitness center, etc. - Number of Jobs Created: o When investigating a new business, ask about the number of employees. o Check with your Chamber of Commerce. o Make an annual phone survey. o Note whether full time or part time. - Businesses Relocating or Expanding: Existing business that relocated from outside the downtown area inside the downtown area; existing downtown business that relocated another location within the downtown area. Note: After entering the name and addresses of the relocating/expanding businesses, please enter the total number of relocating/expanding businesses in the box indicated. - 81 - - Businesses Closed: Businesses that have gone out of business or relocating outside the program area. Note: After entering the name and addresses of the businesses closed, please enter the total number of closed businesses in the box indicated. - Number of Jobs Lost: Jobs lost due to business closure - New Housing: Number of new housing units, i.e., apartments, lofts, condos Note: After entering the address of new housing, please enter the total number of buildings and number of housing units in the boxes indicated. o Check with the City Utilities Office. o Ask your local water, gas and Power Company for assistance in tracking. - Commentary: Open discussion of events related to the economic restructuting committee. Section IV: Design - Building Rehabilitation Projects: Check with the City/county Building Inspection Office regarding building permits issued in the designated downtown area. Watch for activity on the street, which may not require a permit such as new roofs, painting, and awning replacements. When calling property owner or business owner for investment figures, identify yourself and your reason for calling. Stress that the figures will be blended and not individually discussed. Note: After entering the address of the building, please enter the total number of building rehabs in the box indicated. - Amount Private: Private sector funds used on the project - Amount Public: Public sector funds used on the project (grants, city/county, DDA funds, etc.) - Amount In Kind: Volunteer or institutionalized labor - Income or Investment Tax Credit: Were tax credits or any kind applied to the building rehab? Example: Historic Preservation Tax Incentives, Job Tax Credits, etc. - Type of Building Rehabilitation: o Façade Renovation: renovation to the front of the building o Interior: renovation to the inside of the building o Whole building: renovation to the inside and outside of the building o New Construction: ground-up development - Property Sold: sale of property or land. When calling property owner or business owner for sales figures, identify yourself and your reason for calling. Stress that the figures will be blended and not individually discussed. Note: After entering the address of the building, please enter the total number of properties sold in the box indicated. - Private Dollars Used: Private sector funds used to purchase building or land - Public Dollars Used: Public sector funds used to purchase building or land (grants, city/county, DDA funds, etc.) - Public Improvements: Look for public works, transportation and housing projects. Items such as street benches, trash cans, road improvements, flower beds, etc. would be included in this area. - Private Dollars Invested: Private sector funds used to complete public improvement - Public Dollars Invested: Public sector funds used to complete public improvement (grants, city/county, DDA funds, etc.) - Commentary: Open discussion of events related to the design committee. - 82 - To Access the Online Economic Activity Report, please visit: www.MainStreetGeorgia.org and click on the Monthly Report button in the shaded yellow area along the top just below the header. Each Main Street/Better Hometown Program Manager receives a unique User ID and Password. The site uses data encryption when transmitting information over the web. If you look in the lower-right corner of your browser window, you will see a small yellow lock, which denotes that the page is SSL Secured. This is the same technology that banks and e-commerce sites use when payments are made over the web. - 83 - This is the first screen you will see after logging in. The online system allows you to enter the current month’s report plus 13 previous reports. To enter date, simply click on the “Enter Data” link next to the monthly report you would like to complete. On this screen, you may also: - View Past Reports – allows you to review and save a Microsoft Excel version of your past certified reports to your hard drive. - View Summary Reports – allows you to review and print a cumulative summary of your monthly reports - Print Blank Economic Activity Report – Allows you to complete a PDF version of the online Economic Activity Report. You will be able to print the report you are completing but it will not be saved to your hard drive or to online system. Your only back-up copy will be the copy that you print after completing the report. - Logout - 84 - Once you select a monthly report to enter, you will be taken to this screen. You can enter information into any of the 4-Point sections and save the information. These sections can be accessed as many times as you would like until you have completely finished the monthly report. After you are satisfied with all of the information entered into each section, you will then complete Section 5: Certification. The Certification section simply states that you have completed your monthly report and you will no longer be able to change the information contained in the report. You must complete this section in order to submit your data to our office. If you have any questions, please contact Kimberly Carter at 404-679-0604, kcarter@dca.state.ga.us or Dora Ross at 912-229-931-2124, dross@dca.state.ga.us. - 85 - PROMOTION - 86 - What Is Promotion? Promotion creates excitement downtown. Street festivals, parades, retail events and image development campaigns are some of the ways Main Street encourage customer traffic. Promotion involves marketing and enticing image to shoppers, investors and visitors and also positioning the downtown in the market place. Promotion strengthens the downtown’s image and marketability in several ways: Promotion changes community attitudes by showing real progress and highlighting downtown’s assets. Promotion creates and supports a unified image, telling people why they should want to support the downtown. Promotion creates activity that helps re-establish downtown as the center of community activity. Promotion communicates the positive changes brought about by the revitalization process. Defining the Downtown’s Image – defining downtown’s image must be crafted, based upon the assets of district, its market potential and the values of the community: Environment: buildings, street, landscapes, utility fixtures, dilapidation, and cleanliness. Attitudes: merchants, business, people, property owners, employees, residents, and shoppers. Activities: goods, services, and other uses of downtown – in terms of variety, quality, and value. Quality: appropriate style and sophistication of promotional activities, and materials. - 87 - The Three Types Of Promotional Events 1. Image – Image building promotion is an ongoing campaign designed to combat negative perceptions and build positive image of the downtown. Elements of an Image Campaign Image advertising Collateral materials Media relations Image-building events 2. Retail Promotions – A retail promotions’ goals is to generate immediate sales and make the cash register ring in downtown. With successful management, it promotes the commercial district as a unified shopping district. Types of Retail Promotions Cooperative promotion Cross-retail promotion Niche promotion 3. Special Events – These events generate eventual retail sales for downtown by involving consumers in festive, noncommercial activities. Special events can be designed to appeal to a specific group or can be staged as community celebrations involving everyone. Common themes of special events include community heritage, social occasions and traditional holidays. Categories of Special Events Community heritage Special holidays Social events - 88 - Evaluating Promotions The evaluation should measure: Attendance: who and how many? Volunteer, participant, and businesses attitudes: how did they feel about the image created for the event: Did they feel the event generated sufficient recognition and awareness for the district: How well did the logistics of the event work? What needs to be improved? Sale volume Media value for sponsors: did sponsors receive sufficient coverage? Ways to measure attendance: Pedestrian counts: count at random locations and different times Parking volume: calculate number of cars and approximate number of people per car Photos: can instantly document crowd levels for later counting Exit surveys: as people are leaving, survey them for residence, demographic information, reason for attending, length of attendance Coupons: if used, coupons can give a good indication of number of participants Ways to measure attitudes: Surveys: volunteers, businesses, and attendees can be surveyed regarding their opinions of the event Committee evaluation: the committee implementing the event should provide evaluation forms for volunteers, entertainers, vendors, sponsors, government officials, and businesses to get feed back o the event Evaluation of logistics: discuss problems and strength. Discuss ways to fine-tune in the future Overall evaluation: did the event meet its objectives: Do you want to implement it again? Ways to measure sales volume: Survey selected merchants. Survey food, beverage, and product vendors. Conduct exit surveys at parking and transportation areas. - 89 - Five Essentials Of A Good Festival 1. Music 2. Food 3. Overlapping activities 4. Appeal to all ages 5. Something free Effective Media Relations Tips 1. Develop a thorough media list 2. Meet with everyone on the media list 3. Stay in touch 4. Provide story ideas 5. Don’t be a pest - 90 - Over 100 Promotional Ideas for Downtown • Hold a community clean-up day for the downtown area led by executives in the community. It could include everything from a simple pickup of trash to a larger project such s clearing a vacant lot, washing windows, hosing down dirty masonry, and painting the trim of those buildings in need of TLC. Coordinate with merchants so that they can offer special “Clean Up Day” sales and/or refreshments for the workers. Good press coverage would make this a highly successful project. Resources: local newspapers, downtown development authority members, property owners. • Organize and host a community dance in a vacant building downtown. Coordinate with other civic organizations to contribute refreshments, entertainment, decorations, parking assistance, and clean-up duties. • Spearhead an all-out community festival in downtown. Work with other civic organizations, the chamber of commerce, church groups, school children, local government, and merchants to put on a community-wide celebration of itself. Use local historical events as the theme for the celebration • Work with the owner of a vacant downtown building and volunteers to use the building as an art and craft to which residents can bring their crafts and other home made items to sell. • Organize a farmers market on the square. Select a site that is spacious enough for farmers’ stands and the shoppers’ cars. Contact your city’s Permits Bureau for information on necessary licensed, permits and other legal requirements. Check with the local farm Extension Agent for a list of area farmers. Meet with farmers to determine the best dates and times for the market and to inform them about any regulations. Publicize!!! Resources: The Georgia Dept. of Agriculture, your city’s Permits Bureau and your local Extension Agent. • Sponsor a Ms. Downtown contest with downtown employees as contestants. Customers could vote for a penny for their favorite sales clerk. • Encourage downtown property owners to create window displays with historical memorabilia. You can help out by providing old photographs of interiors and exteriors of stores, early citizens, scenes from days gone by, etc. • Establish an “adopt-a-public-flower-bed program.” Survey your downtown for neglected flower beds/ planting spaces. Ask local groups to “adopt” one public flowerbed by systematically caring for it. • Publish a special insert in the local newspaper containing advertisements from downtown businesses, discount coupons and a brief history of the community with old and new photographs. Resources: local historical society; newspaper. • Sponsor a Downtown Jingle contest to promote downtown as place to shop, work and play. Select a winner, award prizes and assemble a group of downtown store employees to sing the jingle on radio as a promotional gimmick. Resources: newspaper; civic organizations. • Establish a Tree Planting Program for downtown whereby citizens purchase and donate trees, and the city plants and maintain them. Trees could be planted as memorials or in celebration of births. (The latter, a “Tree Baby” program allows a child to grow up with his or her tree in downtown!) • Contact local high school or college art departments, and sponsor a Downtown Banner Contest. Entries should be judged and prizes awarded. The winning entry could be printed on paper or cloth for hanging in downtown - 91 - area, on either streetlights or in store windows. The Banner could incorporate a downtown logo or slogan. Resources: art departments; merchants; city government. • Stage a community festival on the community’s history with reenactments, pageants, plays, poems, or readings. This could be held in conjunction with the merchants and a Birthday sale in the downtown area. Resources: schoolchildren; local historical society; merchants. • Establish an awards program in which good building rehabilitation projects are given a “public pat on the back.” Also, the downtown merchant who has made the most effort to properly maintain his historic commercial building could be the recipient of a certificate of appreciation. • Conduct a building survey to gather information on square footage, building purchase/ lease costs, and current use to help in efforts to recruit new businesses and fill vacant buildings. The historical society could help gather this data as well as photograph the buildings and develop a paragraph on the history of each building. Resources: city tax office; local historical society; downtown property owners. • Sponsor a dinner theater in a vacant building for a short run. A local church group or club could prepare a simple basket dinner. Resources: theater group; civic groups; women’s organizations; local church groups. • Contact local artists or school art classes and have them paint the windows of vacant stores with scenes depicting local history or fill these vacant store fronts with art displays. Resources: local artists, art teachers, building owners. • Sponsor a walking tour of downtown to call attention to architectural details which are often overlooked. An option would be to hold this tour in the evening as a progressive dinner and tour. Resources: local historical society; women’s groups; civic organizations; merchants and property owners. • Publish architectural details of downtown buildings in the newspaper and make contest out of having people match the detail to the correct building. Resources: local newspaper; local historical society. • Publish a retail directory. This project requires more work and should be considered along-range project. The directory would call attention to the wide variety of retail and service operations downtown and locate them on a downtown map. In addition, the directory could identify parking lots and include a brief local history of the community. Resources: local historical society; merchants; city government; chamber of commerce. • Introduce young people to basic architectural terms and styles in a simple session conducted by historical society members or other community resources people. Then ask students to find examples of specific details on buildings in their community, especially in downtown. Working individually or in teams, they can hunt for paladin windows, round porches, Roman arches, mansard roofs, Corinthian columns, etc. • Assist young people in developing a slide show detailing the growth of the community and its changes over time, and encourage them to share it with the school and community. • Begin an “adopt-a-building” program. Have several teams of young people academically “adopt” a commercial, agricultural, public/ institutional, industrial, or residential building in their town, preferably one that has not been previously researched. Ask the youth to become detectives and discover information on the building’s architectural and social history and its place in the community. Have them visit the building to study its exterior and interior (if they are allowed inside) and photograph or draw it and its architectural details. Students can interview owners/occupants for information they can provide. They can investigate building department - 92 - records and permits; tax records; city directories; photographs; county histories; newspapers; wills and probate records; business records, etc. Through this research students should be able to determine fairly accurately the date of construction, history of ownership and occupancy, changes in function, additions and alterations that might have been made, and the role of the building in community history. Assist them in preparing an exhibit or chart on “adopted” downtown buildings to display inside buildings or in building windows. Include copies of old photographs and a brief history of the building that lists owners and various functions. The histories of several buildings can be displayed at one time to give downtown visitors a walking tour of their town’s history. • Use young people as guides for downtown history or architecture tours. • Ask school groups to locate and copy old photographs that document a time or theme in community history (i.e. Main Street 1900-1983 or Turn of the Century….). Have them research the pictures through interviews and documentary investigation and prepare an exhibit for the entire community. • Hold a downtown picnic in the park, on the square, on the roof of a building. • Host a downtown song festival. • Stage a volunteer fair with informational booths for civic and service organizations. • Have sack races, bed races, bathtub races, tricycle races. • Play musical chairs… • Simon says… • Water balloon toss • Hold a parade • Set up a kissing booth • Hold a square dance • Have an outdoor theater… • An outdoor café… • A farmer’s market • Do face painting for children • Make up children like clowns • Have a progressive dinner in the downtown area. • Have performances by band, church choirs, school children • Produce an exhibit for the local library or museum on the community’s history • Have free rides in a hot air balloon… - 93 - • Covered wagon… • Antique cars… • City fire truck… • City police cars • Show good old silent movies… • Provide free popcorn and the soft drinks • Create a downtown cookbook by gathering recipes from downtown employees • Have an art fair… • A book fair • Stage the world’s largest garage sale. • Have a party in the park • Kite contest with prizes for biggest, smallest, most unusual • Hold a fashion show. • A bridal show • A Tom Thumb wedding. • A craft show. • A fiddle contest. • A banjo contest. • Have a hay ride • Coordinate an international day with ethnic food booths and games • Have a brown bag concert lunch • Organize a stilt parade • Special sales for mothers, fathers, kids • Street dances and tea dances • Sock hops-50’s theme • Big Band era dances- 40’s themes - 94 - • Twist Party with 60’s theme • May Pole Dance • Crown a May Queen at a May Day Festival • Hold a downtown photography contest • Have a Pajama Ball… • A masked ball, a heritage ball, a mayor’s ball • Big wheel races for kids • Honor farmer day • Have a backward where everyone wears their clothes backwards • Get the local disc jockey to sponsor radio contests • Antique fair • Union Church Service • Patriotic Service • Fireworks display • Have a boat show • Honor policemen with crime prevention and safety week • Give awards for best window displays • Have a career counseling day • Have a mother-daughter day • Father-son day. • Clogging exhibition • Bake the world’s largest birthday cake • Have a bridge tournament • Have a local government complaint booth • Have a downtown coffee break • Start a downtown newsletter - 95 - • Publish a calendar with old photos of downtown • Distribute car letter bags with downtown logo • Distribute shopping bags with logo • Organize a road race through downtown • Host a community cook-out on the square • Sponsor a photography exhibit featuring local historical photos • Sponsor a “stump the local historian” public forum • Design note cards using pen and ink drawings of historic downtown buildings • Participate in an oral history project with local nursing homes • Organize a bake sale downtown • Work with radio stations to sponsor a series featuring a local historian • Establish a speakers bureau on the history and development potential of downtown • Sponsor a sidewalk chalk drawing contest for kids Source: Downtown Development Authorities Manual, The University of Georgia and the Georgia Cities Foundation - 96 - DESIGN - 97 - What Is Design? Design enhances the attractiveness of the business district. Historic building rehabilitation, street and alley clean-up, colorful banners, landscaping, and lighting all improve the physical image of the downtown as a quality place to shop, work, walk, invest in, and live. Design improvements result in a reinvestment of public and private dollars to downtown. Elements Of Downtown Design Buildings Public improvements Signs Parking Graphics Downtown Design Principles Appreciate what already exist Design with compatibility in mind Avoid formulas that work at the mall Recognize the limitations of design improvement projects Establish unified goal for the physical and visual improvement of buildings, public improvements, parking areas and marketing materials Always stress quality - 98 - Design Services DCA's Design Services Unit in the Office of Downtown Development serves local governments throughout Georgia with a wide range of design-related technical assistance. Priority is given to Main Street, Better Hometown and Urban Georgia Network cities. However, time and budget permitting, DCA's design staff also supports county governments, special requests from the Office of Regional Services and DCA special initiatives such as Quality Growth Resource Teams. Design services are greatly enhanced by DCA's partnerships with the Georgia Trust for Historic Preservation and the University of Georgia's College of Environment and Design. To optimize these partnerships, design service staff and student interns are headquartered at the Broad Street Studio on the UGA campus in Athens and at the Georgia Trust office at Rhodes Hall in Atlanta. DCA design staff includes landscape architects, city planners, graphic design and historic preservation specialists. The activities listed below are typical of the unit's technical assistance. However, other design-related activities are considered on a case-by-case basis. Architectural and Historic Preservation Services: • Façade rehabilitation drawings and specification • Assistance in establishing façade reimbursement programs • Historic building renovation and condition analysis • Paint colors and signage recommendations • Presentations to local governments, planning commissions, etc. on historic preservation opportunities and issues • "Brick and mortar" training workshops teaching hands-on techniques for restoring and preserving old buildings • Guidance in establishing preservation commissions * • Drafting local preservation ordinances for downtowns and neighborhoods * • Developing local historic district design guidelines * * Through referrals to the College of Environment and Design's Public Service and Outreach Branch. Urban Design Services: • Review and assistance in drafting of landscape, parking, and sign ordinances • Schematic streetscape design • Intown and historic neighborhood infill design assistance • Corridor management and traffic planning assistance - 99 - • Smart Growth design assistance (ordinance assistance and conceptual design) for communities considering redevelopment of "white elephant" and brownfield sites, neighborhood commercial, mixed use and neotraditional neighborhood design • Landscape horticultural consulting for public and community buildings • Park, recreation and trail system planning and design Capital Facilities Planning Services: • Consultation on facility and infrastructure financing alternatives and strategies • Adaptive reuse and administrative space studies (typically focused on optimal reuse of historic structures and downtown revitalization as part of an overall capital budgeting initiative) • Review and drafting Requests for Proposals (RFPs) and Requests for Qualifications (RFQs) • Assistance in locating, choosing and negotiating reasonable fees with appropriate and qualified professional consultants • Public project construction risk management assistance Downtown Marketing Assistance: • Designs and specifications for wayfinding system graphics and welcome signs • Limited design assistance with preparation of brochures, websites and other marketing/promotional products supporting downtown revitalization and tourism Redevelopment Opportunities web page: Because so many communities have vacant buildings and sites in or near their downtowns with great redevelopment potential, Design Services maintains a web page on DCA's site that allows communities to profile outstanding historic and downtown properties to potential developers and investors. Site information, photos, maps etc. may be submitted online. Appropriateness of the building or site for inclusion on the website will be determined by the department. The website is updated several times a year based on activity level. Community Design Charrettes: Design Services conducts three to four intensive design charrettes each year. The charrette process involves bringing a team of DCA staff, university faculty and students to a community for three to five days to give the community a "design makeover." Typically the visit begins with team members interviewing local leaders and citizens and surveying the project area. The charrette team then works intensively to prepare sketches, concept plans and maps for a public presentation that occurs on the final day of the visit. The goal of a charrette is to help local actors articulate their vision into focused plans for action. To assist the community once the team leaves, a follow- up written report is delivered a few weeks after the visit. This document summarizes team recommendations, provides a suggested timeline and funding strategy and identifies additional resources to accomplish charrette goals. - 100 - To obtain a copy, please visit http://www.mainstreetgeorgia.org/assets/pdf/forms/Design_request_form.pdf. - 101 - Design Committee Checklist Photo Inventories 1. Current slides and prints 2. Exteriors 3. Interiors-first and upper floors (especially vacant buildings) 4. Historic photo collections and slides Building Information Inventory 1. Assessor’s information (Owner, date, value, square footage) 2. Amenities (heat type, loading dock? Elevator?) 3. Use/Condition (upper floors) Public Improvements 1. Space/Amenities inventory – lights, trash containers, drinking fountains, benches/seating, vending machines, pay phones, trees/plantings 2. Parking Inventory/Survey a) Number of stalls and location b) Percentage of occupancy c) Turnover 3. Public Improvement Program a) Streetscape b) Clean up day Design Assistance 1. Follow-up/Implementation a) Revise proposals b) Locate contractors c) Locate supplies d) Develop cost estimates e) Assist with labor f) Assist wit incentive applications g) Provide incentives 2. Design Tool Kit a) Awing samples b) Paint samples c) Drawing supplies 3. Technical Information a) Preservation Briefs b) National Main Street Center Building Improvement File Historic Preservation 1. Certified Local Government/Historic Preservation Commission 2. Historic Research/Survey a) Windshield survey b) Sanborn maps c) National Register nominations - 102 - Ordinances/Guidelines/Plans 1. Review 2. Revise 3. Develop Incentives 1. Local a) Grants b) Loans c) Tax incentives 2. State a) CLG Grants, Preservation Grants 3. Federal a) Community Development Block Grants b) Investment Tax Credits c) National Preservation Loan Funds d) ISTEA Design Education and Awareness 1. Slide Shows 2. Speaking Appointments 3. Newsletters 4. News Releases 5. Awards/Recognition 6. Workshops/Demonstrations - 103 - Design Committee Study Guide Material to study: 9 The Secretary of the Interior’s Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings. 9 Preservation Briefs National Main Street Center 9 Keeping Up Appearances: Storefront Guidelines 9 The Design Committee State Office of Historic Preservation 9 National Register Fact Sheet 9 Tax Incentives Fact Sheet 9 Certified Local Government Fact Sheet Review of Façade Design Assistance 9 Review all drawings provided 9 Review the scope of work checklist provided with the drawings. The Design Committee must be very aware of the design recommendations to make sure that: The owner follows the recommendations Further damage or deterioration to the buildings does not occur Financial incentives are not jeopardized Remember, sensitive maintenance procedures and accurate design improvements will not only extend the life of the building but will also reflect the quality of your local Main Street/Better Hometown program. By not following the guidelines and recommendations, the owner will not only damage his building, but also jeopardize special financial incentives. A Design Committee that is familiar with the above information will be able to guide its program to a successful downtown revitalization. - 104 - What Are Design Guidelines? Design guidelines are used to establish an explicit, formal policy for the community to follow in downtown design. They provide a common basis for making decisions to ensure that necessary changes to the built environment in downtown will be sensitive to the historic preservation of downtown. Design Guidelines address the following categories of work: Rehabilitation and alterations to historic buildings Alterations to “non-contributing” structures in historic districts New buildings Site work How Will Design Guidelines Help? Support the success of projects in the Downtown area Provide assistance in revitalization planning and decisions Simplify historic and architectural issues and decisions Support revitalization without clashing with neighbors Provide professional guidance to projects Coordinate planning efforts Improve property value Build a more successful Downtown Use the Guidelines when Considering: Renovations Additions Demolitions Any exterior changes to your building New building projects in downtown Sidewalk improvements Landscaping and historic improvements Parking and service improvements New storefronts or lighting Design Guidelines also serve as education tool, providing useful information about rehabilitation procedures and design concepts. - 105 - Components Of A Typical Design Guideline The typical design guideline has four components: 1. Policy statement – describes a desired state or condition of the design element being discussed. 2. Design Guideline statement – typically performance-oriented, describes a desired design treatment. 3. Supplementary Information – may include additional requirements, or may provide an expanded explanation. 4. Illustrations – may be provided to clarify the intent of the guideline. - 106 - Design Review Design Review is to provide design guidance and recommendations for development projects within the Downtown in an effort to maintain and enhance the historic character of Downtown. The purpose of the Design review is: To implement the design criteria guidelines To promote civic pride and a sense of identity of downtown history through improved appearance of its historic buildings To protect existing historical buildings from deterioration and demolition To maintain and enhance existing structures which have historically significant facades and features To stabilize or improve the visual and economic values of such buildings To assist, encourage and provide resources for building owners for restoration & rehabilitation of historic buildings To encourage new development that is visually compatible with existing buildings and infrastructure To encourage originality and creativity in the design and remodeling of Downtown buildings - 107 - Public Improvements Checklist Public improvements include sidewalks, streets, lights, fountains, benches, plantings, utility lines and poles, and other elements that support downtown pedestrian and vehicular traffic. It should integrate, not overwhelm existing downtown architecture. Public improvements should encourage a friendly environment for people to gather downtown. Questions to ask when assessing your downtown streetscape: Entrance – district clearly market with quality signs and landscaping Cleanliness – street and lots free of litter and obsolete fixtures Infrastructure – streets, sidewalks, drainage, parking appropriate, attractive, and well maintained Signs – all signs – directional, street, traffic – must be well maintained Utilities – poles, lighting, and trash receptacles must be site appropriate, attractive and well maintained Landscaping – trees and other landscaping should be well kept and attractive an should provide some shade Furniture – outdoor benches, kiosks, planters, and banners should be attractive, appropriate, and well maintained. Parking – How well does existing parking blend with the street. Are plans for parking taking the existing buildings and street patterns into consideration? - 108 - Parking Tips For Downtown Create and Enforce a Downtown Parking Policy – Priority for on street parking in Downtown must go to customers, not business owners or employees. However, if owners/employees are to use designated parking lots, the lots must be accessible, well lit (for safety) and paved. The walking routes to and from the lots also must be well lit with sidewalks. Once appropriate designated parking is in place, business and property owners could be asked to sign a voluntary policy or agreement to use designated lots - and to require their employees to use them. Business owners could watch for violators, and issue tickets to them. Fines could go into a fund for Downtown events, promotion, beautification, etc. If designated employee parking is created, and a reasonable parking policy is enacted and enforced, Downtown businesses should not experience a parking problem for their customers. Manage Parking – A parking analysis must be conducted of all spaces in the downtown and then a parking management plans can be developed. Evaluate existing parking conditions. There are three elements of the parking analysis: Parking supply – number of parking spaces available on a daily basis for all types of uses in the downtown Parking usage – survey the occupied parking spaces for several time periods Parking demand – where the drivers wants to park rather than where they are able to park Parking Manage Plan – A comprehensive parking management program should: Monitor on a continuing basis the need for parking Provide enforcement of parking regulations Promote parking as redevelopment tool Support downtown revitalization efforts Parking Implementation – The steps in the process: Approve the recommended program Prepare necessary ordinances Publicize changes Develop signage plan Establish a time limit zone Publish program schedule Hire enforcement Begin warning ticket enforcement Conduct before and after parking surveys Prepare before and after reports Periodically conduct parking usage surveys Publish, publish, and publish - 109 - Employee Parking Notice If you think a parking ticket is expensive, Look at what you’re costing the rest of us. If the average customer spends just $50 while shopping Downtown, and if this space was available for customer parking, and turned over four times in an eight-hour day, the parking space would generate $200 in sales per day. $200 per day, times the 300 days a year that the average Downtown business is open, equals $60,000 in annual sales. Please Park Responsibly & Use the All day Lots Our Livelihood Depends On it - 110 - E ECONOMIC RESTRUCTURING - 111 - - 112 - What Is Economic Restructuring? Economic Restructuring involves analyzing current market forces to develop long- term solutions. Recruiting new businesses, creatively converting unused space for new uses and sharpening the competitiveness of Main Street’s traditional merchants are examples of economic restructuring activities. Economic Restructuring Activities Stabilizing and improving the value of downtown real estate Studying local market conditions, identifying areas of opportunity and designing strategies to build on those opportunities Helping existing businesses find better ways to meet their customer’s needs and expand to meet market opportunities Recruiting new businesses to complement the downtown’s retail and service mix and boost the downtown’s overall market effectiveness Finding new or better uses for underused or vacant downtown buildings Developing a appropriate incentive programs to simulate commercial and real estate development Repositioning the downtown in the marketplace and effectively promoting it Developing long-term economic development strategies for the downtown’s continued evolution - 113 - The Role of the Main Street/Better Hometown program in Economic Restructuring The Main Street/Better Hometown program has several important functions in the economic restructuring process. Provide information on the downtown and its market opportunities. The Main Street/Better Hometown program should maintain the following information: 1) Downtown building inventory 2) Downtown business inventory 3) Demographic profile of the market area, updated annually 4) Information on local and downtown retail sales activity 5) Consumers surveys 6) Available financial incentive program, business assistance programs and other programs that can benefit current and potential business owners and investors. Generate ideas and serving as a catalyst for action. Leverage activity. Some service use to leverage downtown economic development include 1) Offering financial assistance for building rehabilitations, new inventories and business expansions 2) Conducting pro forma analyses of proposed rehab projects to test their economic feasibility 3) Marketing the downtown to consumers 4) Marketing downtown business opportunities to potential investor and entrepreneurs 5) Compiling business and building inventories of the downtown, identifying potential business clusters, and based on the results of these surveys, helping business owners take advantage of opportunities to relocate in more advantageous downtown locations. Conduct research. - 114 - Economic Restructuring Goals The economic revitalization should: Be community designed and driven. Build on local assets, values and identity. Maximize hidden, undervalued potential. Be integrally linked to promotion and design activities. Defining the Downtown Economically Retail activity Service and professional businesses Restaurants Housing Financial institutions Industry - 115 - Economic Restructuring Objectives Understanding local market conditions Helping businesses find better ways to meet existing customer’s needs and expand to meet the new market opportunities identified in the market analysis Recruiting new businesses to complement the current business mix and boost downtown’s share of the market place. Stabilizing and improving the quality and value of downtown real estate. Finding new or better uses for underused or vacant downtown buildings, based upon the strategy developed to capture more of the consumer market. Blending incentives and regulation to support and direct appropriated development. Planning for the long-term economic development of the downtown. Be integrally linked to promotion and design activities. - 116 - Strengthening Downtown Businesses Help business boost sales Start-up assistance for businesses Help businesses expand Help business in financial trouble Keeping a business downtown when the owner want to sell or retire - 117 - 5 Steps to Completing a Tax Base Study STEP 1: Get with the downtown manager and decide what area the study will cover, i.e. downtown, city limits, etc. Also, decide how many years the study should cover, in most cases it should go back at least 10 years. STEP 2: Acquire copies of all tax maps for the designated study area from the County Tax Assessors Office. Mark the designated study area on the tax maps. STEP 3: Identify all inclusive properties (parcels) within your designated area. Be aware of tax-exempt properties, i.e. schools, courthouses, churches, DDA property, etc. STEP 4: You will need the 40% assessed value for each parcel. If your City/County tax office is computerized they can isolate all or any of the parcels numerically once you have identified them. Which means they can give you a print out of all parcels by dollar value. If not computerized they have each parcel in card form or in a tax digest. Ad valorem taxes are calculated on two value systems: 1. Real property includes buildings and land 2. Personal property includes inventory and fixtures. Both are important in calculating the improvements within your redevelopment area. Note that in most Georgia cities values are listed at: 100% fair market value and 40% assessed value for taxation purposes STEP 5: Acquire millage rates for city, county and school board for all of the years the study is covering. These millages are available at the tax office. The assessed dollar value is multiplied by the millage (1/1000) to determine the taxes owed to the property. For example if your property were assessed at $80,000 and the total millage was seven mills then: $80,000 value x .007 mills = $560 in taxes. Generally the City, County and School Board assess taxes. Each applies its own millage to the property creating the total tax millage. These millages are available at the tax office. Note: sometimes different areas of your community will have different millages. It is possible to go back and calculate the tax base for a number of years. This will give you a study of the affects of your redevelopment program. It is important to note any changes in millage rates while doing such a study. Utilization of most of Georgia’s DDA finance tools are based on understanding the downtown tax base and knowing its dollar value. - 118 - Façade Grant Programs Disclaimer: This information is provided as a resource only. Work with your city and/or county attorney to ensure that your program is structured to the letter of the law. Façade Grant Programs are used to spur investment in downtown properties. They are a “quick fix” to an old problem and tend to give your overall downtown development efforts early successes and credibility. The most commonly used program has these elements: 1. The city initiates a contract for services for downtown revitalization with your 501(c)(3). 2. The city gives the corporation a dollar amount, usually $10,000 to carry out revitalization projects. 3. The 501(c)(3) administers a grant program for improvements to the facades of the buildings within the designated area AND according to the design recommendations of the Design Committee. 4. Each property owner/tenant is offered $500 or more to be matched by the owner with $500 or more in real expense (no in-kind labor). 5. Application is made to the 501(c)(3) to approve/reject the project based on its appropriateness. 6. There is a designated completion date. Upon completion, the invoices and expenses must be provided before payment is made. - 119 - Low Interest Loan Fund Low interest loan funds are used to encourage property owners or tenants to do repairs beyond the façade. These help put a vacant property in rentable condition or do improvements to an occupied property. While property owners benefit from depreciation, leaseholders can also depreciate improvements. While there are several ways to do this, they all have some common elements. The following is the most frequently used option. Your committee should meet with the presidents of all local banks in one group meeting. These are the elements of the most frequently used program. All local banks are invited to participate. The loans are for fixed asset improvements within the designated area 1. Working capital is not included. 2. The terms should be 1 to 2% below prime (or 80% of prime) for 7-10 years 3. Each bank should designate $150,000 in funds for the program 4. Each bank administers its own loans qualified by their own credit requirements 5. Applications are submitted to the 501(c)(3) for a certification of appropriateness of the project within the community design plan. 6. Tenants are eligible if the property owner is willing to pledge the property or other collateral is available. Other variations include each bank committing a designated amount to a loan pool for a program totally administered by the 501(c )(3) and a matching fund set up by the local Certified Development Corporation with the risk spread between the existing banks. Assistance and samples of existing programs are available from Business Outreach Services. - 120 - Market Analysis Elements of the Market Analysis Customer Survey Business Survey Intercept Survey Demographic Trend Information Sales Gap Analysis – Leakages and Potential Customer Groups Trade Area Downtown’s Strengths and Weaknesses Competition comparison Business Mix Things to consider: Local involvement in the market analysis is crucial. The market analysis is an ongoing process. The market analysis should be integrated into all other elements of the downtown revitalization program. A retail market analysis is not a detailed blueprint for action. The process of bringing new business into an existing business mix is complicated. - 121 - Anytown Downtown Program Anytown Downtown Business Survey 2006 BUSINESS PROFILE Business Name: Telephone: Business Owner Name: Manager Name: Street Address: Email: Mailing Address (if different): Website: Nature of Business: Seasonal/Permanent? Years at Present Location: Number of Employees (specify full-time/part-time): Days/Hours of Operation: Do you own or lease? Years leasing? CURRENT BUSINESS CLIMATE How would you respond to these statements: Circle One: Parking is accessible and available for my customers Strongly Agree Agree Disagree Strongly Disagree Downtown Anytown is a safe place during the day Strongly Agree Agree Disagree Strongly Disagree Downtown Anytown is a safe place after dark Strongly Agree Agree Disagree Strongly Disagree Shoplifting and vandalism are problems for my business Strongly Agree Agree Disagree Strongly Disagree Downtown Anytown is clean and well maintained Strongly Agree Agree Disagree Strongly Disagree The City’s business services (licensing, permits, etc) are efficient and professional Strongly Agree Agree Disagree Strongly Disagree I plan to expand my Anytown business within the next year Strongly Agree Agree Disagree Strongly Disagree I plan to close or relocate my business within the next year Strongly Agree Agree Disagree Strongly Disagree I would recommend downtown Anytown to other entrepreneurs Strongly Agree Agree Disagree Strongly Disagree TECHNICAL ASSISTANCE Which, if any, of the following workshops would you attend if offered: ⎯ Customer satisfaction ⎯ The internet and business ⎯ Marketing your business ⎯ Developing a business plan ⎯ Financing options ⎯ Tax Information ⎯ Storefront design/Window Displays ⎯ Healthcare options for small businesses ⎯ Finance 101 for retailers ⎯ Dealing with the seasonal business cycle ⎯ Tapping into downtown neighborhoods ⎯ Computers and your business ⎯ Other:____________________________________ What two things are the biggest impediments to your business success in downtown Anytown? What two things are the biggest facilitators of your success in downtown Anytown? - 122 - Recruitment Planning Process • Develop the Team • Understand the Market and the Needs • List Business Types Wanted • Look for Leads (yellow pages, friends, surveillance, avid shoppers) • Take prospecting trips (to closeby like markets) • Make Reconnaissance Visits to Prospects • Review Displays, Merchandise, Customer Service (get name/address/phone number of owner) • Develop Hit List from Initial Prospects • Follow-up by Letters/Packets • Call back to Gauge Interest and Answer Questions • Conduct Follow-up Visit if Appropriate • Invite Prospect to Tour Your Downtown - 123 - Recruitment Package Contents • Marketing Piece to include the following: General Information ▪ Overview of Community (stressing best assets) ▪ Overview of Program and What It Offers ▪ Description of the Downtown’s Assets ▪ List of Assistance Programs and Incentives Market Data ▪ Demographics on population in primary trade area ▪ Primary Market strengths and trends ▪ Secondary Market demographics, strengths and trends (if appropriate) ▪ Maps – district, region, state ▪ List of business types that would succeed • Other Materials to include in packet: ▪ Current Business Listing (Business Directory) ▪ Building profile sheet with photo (if particular property is involved) ▪ Newsletters ▪ Organizational Brochure ▪ Specialty Brochures ▪ Names of Business Owners willing to speak to prospects ▪ Cover Letter/Business Card - 124 - Finding Business Prospects • Know the business inventory of businesses within a radius of your district. In particular, know the business mix in competing centers and districts. • Look for businesses with more than one location (ideally between 2 and 10) and with a proven stability for 3-4 years. • Look for regional chains • Consider in-home businesses that are three or more years old and are generating a profit. Avoid “hobbyists”. • Look at businesses that physically “around the corner” and could benefit from a better location, more appropriately sized building or more visibility. • Attend trade shows, county fairs, church craft fairs, festivals. • Talk to Main Street merchants to get their opinions of good operators in the area. • Advertise in specific retail publications, entrepreneur magazines, business publications. • Speak with media advertising representative. They know who spends advertising money and is aggressive. • Speak with sales representatives and manufacturers agents. They will know nearly businesses that are healthy. • State resource councils • State Chambers of Commerce • Small Business Development Centers • Business Brokers • Trade journals • Smaller towns and cities surrounding your community • Services, such as Retail Lease Trac – http://www.rltrac.com • Shopping Center World – http://www.internetreview.com/pubs.scw.scw.html to get a free subscription • International Council of Shopping Centers (ICSC) – http://www.icsc.org/cgi/frontpage?template=front.html • International Franchise Association – http://www.franchise.org Source: Business Recruitment, National Main Street Center, National Trust for Historic Preservation, 1999 - 125 - 45 Ways to Lease Downtown Space Here are forty-five things you can do to support your leasing efforts in your downtown: 1. For Lease Signs - One of the least expensive, most productive methods. One negative aspect is that some people will perceive the signs as a sign of downtown's decline. Use a "ready for business" slant to the copy. 2. Looking for Leads: Canvassing - Not to be done on a hit or miss basis, canvassing needs to be targeted activities based on market analysis done as an ongoing campaign. The canvasser should be provided with a thorough leasing package containing basic leasing information that can be left with the prospective tenant. 3. Let Your Fingers to the Walking: Effective Use of the Yellow Pages - Use the Yellow Pages categories to locate potential tenant leads for alternative locations or moves. 4. Mobilize Your People Resources for Trade Area Blitzing - Blitzing is a concept of mobilizing your volunteer resources for the purpose of launching a well-organized canvassing blitz for retailers within a clearly defined trade area and for a specific period of time. 5. Getting Your Message Across at Business Opportunity Meetings - Stage a meeting for local businesses which are logical prospects for your downtown. Inviting a high-profile speaker to address the "How To" aspects of operating a small business is one way to ensure high turnout by local businesses, particularly in smaller communities. 6. Franchising: A New Source for Finding New Tenants - Franchising is one of the growth areas in retailing capturing a greater percentage of sales. Franchise "Trade Shows" are being staged in many metropolitan areas. Locally owned is always better than chain stores. Check with the International Franchise Association for its "emerging markets" effort. 7. Direct Mail: Mass Mailing and Leasing - Another means of reaching thousands of prospects, but requiring the development and maintenance of an up-to-date mailing list of expanding retailers is direct mail. Quality, professional materials are a must - not necessarily expensive items. 8. Lease Reductions - Create an incentive designed to provide tenants with a buy down on rents for the first few months of their lease as an inducement to sign in your downtown. 9. Canvassing the Trade Shows for Potential Prospects - Retail industry trade shows provide an ideal setting to make contacts and generate leads. Trade shows can include those produced by specific retail sectors, the International Council of Shopping Centers (ICSC) and the International Franchise Association (IFA). This can get costly so plan carefully. Take advantage of the proximity of the Atlanta markets. 10. The Greatest Source of Leads ... Your Current Tenants - Often overlooked, current tenants should be contacted because they might desire to expand their own store or open a new business. They are a source of information on other businesses looking to possibly expand or relocate and lastly, it makes them feel like they are part of a team effort. 11. Selective Use of Print Advertising - In large metropolitan areas, newspaper advertising can be a rather expensive means of marketing a vacancy. Small display ads can "pay off" with just one good lead. 12. Short-Term Space Use - The cost of carrying vacant space can be a staggering burden to the owner. Short term, temporary leasing can create a sense of activity. Nonprofits, holiday stores and children's museums are often users. 13. Tempting the Tenant with Incentives - Incentives or inducements include helping obtain fixtures for the store, "loaning" money for inventory, paying a franchise fee, etc. - 126 - 14. Free Advertising... Another Way to Announce You Have Space Available - Press releases, involving projects or activities which include mention of available space can be effective methods in generating leads, without actually having to pay for advertising. 15. Networking - Networking is simply a concept of effectively using other people to generate deals. 16. So You Want to be in Pictures? - If there is a movie theater in your downtown, it might pay to work out a deal where you do a short video or slide show about the advantages of a downtown business location. 17. Brokers - They have a lot of good contacts generally and it's wise to have an ongoing rapport with them. 18. Incubator Tenants - Some entrepreneurial downtown owners and developers will devise a joint venture with either existing retailers who have limited capital or would-be entrepreneurs hoping to open a business. 19. If You've Got It, Flaunt It - Besides leasing signs on the property, quite often it is productive to place leasing brochures around downtown. 20. On-Site Manager - Use your downtown program manager to work with prospective tenants who walk in as well as canvass for leads and be a buffer for real prospects. 21. Market Analysis - Know what the strengths and weaknesses of your downtown. Know your competition. Learn where leakage and surpluses are occurring. Develop a "wish list" of businesses. 22. The Forgotten Tenant - Two types of tenants are often overlooked. One is a service tenant such as medical centers, real estate offices, lawyers, dentists, insurance offices, libraries, post offices and print shops. Temporary tenants, although controversial, can improve cash flow and may be turned into full time tenants. 23. Never Say No for the Tenant - Quite often, leasing agents have a tendency to make judgements on behalf of the prospective tenant. 24. No, No, No, No, No, No, No! - One of the most aggressive development companies in the country has a policy that a prospective tenant has to say "No" seven times before a leasing agent is allowed to accept it as a final answer. The philosophy has merit. 25. Local Newspapers: If They Advertise, They're Usually Aggressive - Go through your local and regional newspapers every day to see which retailers are advertising. 26. State and Local Magazines - These types of publications quite often have feature articles on unusual retailers and carry advertisements by high-end and specialty tenants. 27. Trade and Industry Publications - Trade publications such as Shopping Center World, Retail Leasing Reporter, National Mall Monitor, Shopping Centers Today, Real Estate Forum and others all carry combinations of leads on prospective tenants and articles. 28. It's Better Business to Know the Better Business - Contact your local newspapers and Better Business Association. They are usually aware of which retailers are looking to expand into your market and provide an excellent source of leads. 29. Follow-up Letters - Just because a tenant says "No" to you doesn't mean that a follow-up letter shouldn't be sent out after a telephone conversation. The letter should be brief, thanking them for their time. Enclosed information on the sites that you discussed, as well as a note stating that you are available to answer questions is useful. General information on your downtown should be included as well. 30. Follow-up and Follow-through - Quite often, mass mailings and telephone solicitations are never followed up. Follow-up increases your chances for success. 31. Education is the Best Policy - Educate your full recruitment team about proper procedures as well as the projects in which your program is involved. 32. Sell the Sizzle, Not the Steak - Have architectural renderings and/or models of available space and show planned façade and streetscape improvements. Help them see what your downtown will be. - 127 - 33. Home Movies ... the Modern Approach to Leasing - It may pay to produce a video as a marketing tool. While the costs of production have reduced, weigh the cost against the benefit. You may be able to get footage from the local cable or broadcast television stations, colleges and universities. 34. Become Famous... and Lease More Space - There are a number of locally produced television and radio shows that have a business format or have segments targeted at the business community. Try to be a guest by selling a story idea about downtown. 35. Small Business Development Center - You should contact your local SBDC for leads. They also influence location decisions made by new businesses and you want them to know what is happening in your downtown. 36. The Great Unknown - If many of your businesses are locals, potential leads may not be familiar with them. Prepare a fact sheet of who is now in downtown and what they do. 37. The Wish List - Self-fulfilling prophecies have some truth in them. It always pays to develop a leasing plan showing the type and location of every tenant you want on your Main Street. 38. After You Make a Deal, Make Another - Quite often you find one tenant who is interested in opening a store in a Main Street building and the difficulty is agreeing on the rent. Make him/her a salesperson for your Main Street. Offer an incentive, such as $1 per square foot less rent for every tenant they bring in which is on your wish list with whom a deal is finalized. 39. Your Banker: More Than Just Money, But Information - Your banker can be a great source of information and contacts. In many cases they will be aware of who is looking for space. 40. Jobbers - Many retailers purchase their goods through wither local jobbers or distributors. These distributors and jobbers usually have the best database on local retailers. 41. Put a Manufacturer Into Business - In almost every region in the country there are manufacturers of apparel, hardgoods, gifts, etc. who have a surplus of goods and over production. While most of them have contemplated opening a factory store, the vast majority of them have been reluctant to do so. 42. Mama/Papa Lease: The Easy Way To Do It - Keep it simple and to the point. It quickens the leasing process. 43. Lower Their Interest Rates - A great incentive to buy down loans from your bank, utilizing a loan pool established by your program, $3,000 can lower a $100,000 loan pool by 3 percentage points. 44. If Things Are Tight, Go Back To School - If you're having trouble leasing, contact local universities, colleges and private education institutions. They quite often need additional classroom space and a Main Street location may be ideal. 45. Your Competition Is A Great Source of Leads - Always contact all of the shopping centers and malls in your area and offer space to all of their tenants as second locations or relocations. They're making offers to your tenants! Source: Ted Kraus, Retail Leasing Specialist - 128 - Preservation Web Resources θ Preservation FactSheet θ Historic Preservation Division Contact List θ Historic Preservation Division: The Information and Education Program θ Historic Preservation Division: Georgia’s Regional Preservation Planning Services θ Regional Development Center Directory θ Historic Preservation Division: Georgia Register of Historic Resource Survey: Identifying Properties for Preservation θ Historic Preservation Division: The National Register of Historic Places: Recognizing and Preserving Our Historic Properties θ Historic Preservation Division: National Register Historic District and Local Historic District: There is a Difference θ Historic Preservation Division: Historic Preservation Federal Tax Incentive Programs θ Historic Preservation Division: Historic Preservation State Tax Incentive Program θ Historic Preservation Division: The Georgia Heritage Grant Program θ Historic Preservation Division: The Certified Local Government Program: Preservation Through Local Planning θ Georgia Cities and Counties with Historic Preservation Ordinances θ Historic Preservation Division: Historic Preservation Fund Grants: Predevelopment, Survey and Planning θ Historic Preservation Division: Archaeological Services θ Historic Preservation Division: The Georgia African American Historic Preservation Network: Preserving Georgia’s African American Heritage θ Historic Preservation Division: The Environmental Review Program: Planning for the Protection of Historic Resources θ Historic Preservation Division: How to Order Bronze Plaques for National Register Properties θ The Georgia Trust: Fact Sheet θ National Park Service Preservation Brief Series - 129 - Web Resources θ Downtown Development Resource and Program Guide θ Downtown Development Revolving Loan Fund (DD RLF) θ Georgia Cities Foundation Revolving Loan Fund θ OneGeorgia Funds Program Overview θ USDA – Rural Development: Overview of Loan and Grant Programs θ Georgia Better Hometown/Main Street/Better Hometown program θ Georgia Department of Economic Development θ Georgia Department of Natural Resources/Historic Preservation Division θ Georgia Department of Transportation θ Georgia Electric Membership Corporation θ Georgia Municipal Association θ Georgia Power Company θ Georgia Trust for Historic Preservation θ Municipal Electric Authority of Georgia θ National Trust for Historic Preservation / Main Street Center θ Oglethorpe Power θ The University of Georgia - Fanning Institute - 130 - θ The University of Georgia - College of Environment and Design