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Trenton Downtown Development Authority

Better Hometown Program
State Evaluation Criteria
State Yearly Assessment Standards


Jump to Standard 1, 2, 3, 4, 5, 6, 7, 8, 9, 10

Standard #1: "Has broad-based community support for the commercial district revitalization process with active participation from both the public and private sectors"

Guidelines:

  • The Better Hometown/Main Street organization should have the active participation of various stakeholders at the committee and board levels including such constituents as:
    • local governments
    • civic groups
    • regional planning groups
    • community development organizations
    • realtors
    • consumers
    • property owners
    • religious institutions
    • business owners and employees
    • historic preservation organizations
    • local industries
    • school groups and students
    • financial institutions
    • architects and building contractors
    • transportation/parking authorities
    • developers
    • district/neighborhood residents
  • Participants should contribute financial, in-kind, and volunteer support for the revitalization program.

    Background:

    A local Better Hometown/Main Street program represents and involves a coalition of organizations, agencies, businesses, and individuals from throughout the community - not just those how own property or businesses in the commercial district or who have a direct economic tie to it, but all members of the community who are interested in the community's overall health. Involvement by both the public and private sectors is critical; neither sector can revitalize the commercial district without the resources, skills and vantage points of the other. Both sectors mjust participate in the revitalization process by providing funding, leadership, and ideas, and by encouraging collaboration between existing programs to assist the revitalization process. The Better Hometown/Main Street organization should have regular communication to the community at-large about the program through news releases, newsletters, news media coverage, and special programs.

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    Standard #2: "Has developed vision and mission statements relevant to community conditions and to the local Better Hometown/Main Street program's organizational stage"

    Guidelines:

  • A Vision Statement communicates the organization's long-term hopes and intentions for the commercial district.
  • A Mission Statement communicates the downtown organization's sense of purpose and overall direction to achieve the vision.

    Background:

    Some revitalization programs begin with a very broad vision statement; other develop a more focused vision statement after several years of work. The Better Hometown/Main Street organization should have vision and mission statements in place, reviewed annually and updated as appropriate.

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    Standard #3: "Has an annual comprehensive Better Hometown/Main Street work plan based on the 4 Point Approach™"

    Guidelines:

  • Each year the work plan should contain a balance of activities in each of the 4-Point program areas that comprise the Main Street approach:
    • Organization (volunteer management and leadership development, fundraising, public relations, policies)
    • Design (design education, visible design projects and other streetscape improvments, incentives)
    • Promotion (retail, special event, image)
    • Economic Restructuring (market analysis, business assistance, recruitment, property development, incentives)
  • The work plan should contain measurable objectives, including time lines, budgets, desired outcomes, and specific responsibilities.
  • The full board and the committees will be involved in developing the annual work plan. The full board should approve the annual work plan.
  • The work plan should distribute work activities and tasks to a broad range of volunteers and program participants.

    Background:

    A comprehensive annual work plan provides a detailed blueprint for the Better Hometown/Main Street program's activities, reinforces the program's accountability both within the organization and in the broader community, and provides measurable objectives by which the program can track its progress.

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    Standard #4: "Possesses an historic preservation ethic"

    Guidelines: The downtown program must meet a minimum of two (2) items in each of the following three (3) Areas of Concentration in order to comply with Standard #4.

    AREA I: "PRESERVATION EDUCATION" Must meet at least 2 of the following:

    • The program educates and builds public awareness for the commercial district's historic buildings and for good design. Please submit materials distributed during public awareness campaigns that marketed preservation within your community.
    • The program participates in Heritage Education Programs with area schools. Please submit details.
    • The program maintains a current list of cultural sites, significant buildings and places within the downtown. Please submit the list. (For reference, significant historic resources are usually identified in your city's comprehensive plan by your Regional Development Center's Historic Preservation Planner.)
    • the program sponsored a downtown event (such as Preservation Month activities) that focused on the community's historical assets. Please submit details.
    • The program used the news media to educate the community regarding the history and cultural significance of your downtown. Please submit details.

    AREA II: "PRESERVATION/PROTECTION" Must meet at least 2 of the following:

    • Downtown is included in a National Register of Historic Places District and/or a Georgia Register of Historic Places District. See http://www.nr.nps.gov/. Please submit the date of designation.
    • Downtown is, or is included in, a locally designated Historic District. Please submit the date of designation.
    • The city has a local design ordinance with design review. Please submit details.
    • The city is a Certified Local Government (CLG). Please document the certification.
    • Downtown has design guidelines for its historic district. Documentation is required.
    • Downtown has a sign ordinance specific to the downtown historic district. Documentation is required.
    • Downtown has a tree protection ordinance. Documentation is required.
    • The downtown program maintains an up to date building and property inventory. Indicate the date it was completed or updated. Documentation is required. (Large documents can be viewed during the assessment site visit.)
    • The city has adopted the Alternative Fire Code for existing historic buildings. Documentation is required.
    • Historic Preservation initiatives are included in the Short Term Work Plan (STWP) of your City/County Comprehensive Plan. Documentation is required.
    • The city has adopted a Demolition Ordinance that protects historic properties. Documentation is required.
    • The city has historic preservation protections for neighborhoods contiguous to the historic central business district. Documentation is required.

    AREA III: "RESTORATION/REHAB/COMPATIBLE NEW CONSTRUCTION" Must meet at least 2 of the following:

    • Building rehabilitation/restorations were completed downtown. Please list the projects.
    • Façade-only rehabilitation/restorations were completed downtown. Please list the projects.
    • Historic Preservation Tax Credit projects were completed in downtown. Please list the projects.
    • DCA /Georgia Trust Design Studio assistance was received for downtown projects. List the current status of each project.
    • Local financial incentives are available for downtown projects (i.e. facade grant program, low interest loan pool, facade easement program). List those incentives and explain how they were used on each of the projects listed above.
    • New compatible construction was completed downtown. List these projects and indicate measures used to encourage new designs compatible with the surrounding building fabric. (Onsite evaluation will occur during the day of the assessment.)

    Background:

    Historic preservation is central to downtown revitalization. Maintaining a sense of place with the historic buildings and public spaces of a traditional commercial district enriches civic life and adds value to the community on many levels. “Preservation ethic” is an ongoing process of education and discovery for a community. Downtown programs that have embraced a strong historic preservation ethic are successful in increasing the tax base, and they are successful in saving, rehabilitating, and finding new uses for traditional commercial buildings. Adaptively reusing existing buildings and adopting policy and regulatory changes that make it easier to develop property within the commercial district are smart growth principals. One isolated preservation project is not an indication of a strong preservation ethic; adopting planning and land use policies that encourage full use of existing commercial centers before new development takes place is proof of a preservation ethic. Reviewing and updating ordinances and other regulatory barriers could make investment in historic commercial districts more attractive.

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    Standard #5: "Has an active board of directors, committees and volunteers utilizing the 4 Point Approach™"

    Guidelines:

  • The Better Hometown/Main Street program has a dedicated governing body and its own rules of operation or bylaws.
  • The board of directors is a working board, not "figureheads."
  • The board understands its roles and responsibilities and works to meet them and to help the program succeed by:
    • actively fundraising from a variety of sources.
    • actively promoting and advocating the program to the community.
    • communicating to the public with a unified voice.
    • maintaining a strong partnership with local government leadership and staff.
  • The board has:
    • well-managed, regular meetings, with an advance agenda and regular distribution of minutes.
    • established operating policies and procedures including communication and personnel policies and operating procedures.
    • a local orientation session for new board/committee members.
    • a job description and/or letter of commitment explaining board members' responsibilities.
  • Committees actively develop and implement the program's annual work plan. The committees:
    • have regularly scheduled meetings with an advance agenda that addresses the committee work plan for the year.
    • accept responsibility for the implementation of the work plan.
    • communicate with other committees and coordinate projects as appropriate.
    • communicate their roles and activities to the community and listen to community feedback.
    • conduct projects that are visible to the community.
  • The program should include an ongoing process for volunteer recruitment, orientation and recognition, constantly refreshing its pool of volunteers and involving new volunteers each year, holding events such as an annual awards banquet.

    Background:

    Downtown revitalization is an ongoing process of changing a community’s attitudes about its traditional commercial district. The direct involvement of an active board of directors and committees is fundamental to this process. A Better Hometown / Main Street manager is responsible for facilitating the work of volunteers, not for single-handedly revitalizing the commercial district. Downtown Development Authorities or non-profit 501(c) (3) organizations govern most programs. In some areas, local Better Hometown / Main Street programs have been launched by, or have merged with, other organizations that have a broader agenda (such as a county-wide Chamber of Commerce). A local Better Hometown / Main Street program has a better chance of long-term success if it maintains its own identity and primarily focuses on downtown. Its mission statement, work plan, budget, and governing body should remain distinct from that of a larger organization.

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    Standard #6: "Has an operating budget with income from a variety of sources"

    Guidelines:

  • The Better Hometown/Main Street program's budget should be adequate to achieve teh program's goals.
  • The budget should be specifically dedicated for the purpose of revitalizing the historic commercial district.
  • Each committee should have a minimum base budget for starting each year's activities.
  • The Better Hometown/Main Street program's budget should contain funds adequate to cover the salary and fringe benefits of staff, office expenses, travel, professional development and committee activities.
  • Revenue resources should be varied and broad-based, including but not limited to sources such as:
    • City Government support
    • County Government support
    • Membership
    • Special tax district(s)
    • Corporate sponsorships
    • Fund raisers
    • Donations
    • In Kind
  • There should be a process for financial oversight and management.
  • The treasurer should make regular financial reports to the board.
  • The board must take steps to ensure the long-term financial stability of the Better Hometown/Main Street program.
  • The budget should be developed with input from the entire board of directors, staff, and committees.

    Background:

    In order to be successful, a local Better Hometown / Main Street program must have the financial resources necessary to carry out its annual and evolving program of work. The size of a program’s budget will change as the program matures. Also, program budgets are likely to vary according to regional economic differences and community size. Donations and in kind contributions are also important.

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    Standard #7: "Has a paid professional program manager"

    NOTE: Downtown programs must have had a downtown manager in place at least 8 out of 12 months during the assessment year in order to meet certification requirements.

    Guidelines:

  • The Better Hometown / Main Street program manager and other staff should be paid a salary consistent with those of other community and economic development professionals within the region.
  • There should be a clear chain of command for the program manager and ultimately one boss that guides and directs the program manager.
  • The program manager should:
    • make regular presentations to the city council, county commission, and local civic organizations (with the board chair).
    • have a written job description and performance expectations.
    • have a formal performance evaluation on an annual basis.
  • The program manager should make regular monthly activity reports to the board of directors.
  • Adequate written staff management policies and procedures should be in place.
  • The program staff should be adequately trained and should continue learning about revitalization techniques and about issues affecting traditional commercial districts.

    Background:

    Coordinating a successful Better Hometown / Main Street program requires a trained, professional staff person. While Better Hometown / Main Street managers come from a broad range of academic and professional backgrounds, the most successful program managers are those who are good communicators. They are able to motivate volunteers and possess good project management skills, being able to keep the revitalization program’s many activities moving forward on schedule and within budget.

    A Main Street Program Manager’s position is full-time (generally 40+ hours per week). A Better Hometown Program Manager can be part time (minimum of 20 hours per week).

    As programs grow, additional staff such as clerical support and a promotions director should be added.

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    Standard #8: "Participates in or provides on-going training for staff, board, government officials and volunteers"

    Special Note: Beginning in 2005, all newly hired program managers must complete one of the two Main Street 101 Development and Training Workshops in order to meet Standard #8. In 2005, managers will be required to attend a minimum of two trainings per year. In addition, designated Better Hometown / Main Street programs will be required to hold at least one board training, orientation, or planning retreat per year beginning calendar year 2005. See the list of available recommended training at the end of this section.

    Guidelines:

    The local Better Hometown / Main Street program develops local leadership capacity through such mechanisms as:

  • taking advantage of citywide, state, regional and national training opportunities.
  • attending regional downtown workshops and quarterly managers’ meetings.
  • attending the annual Georgia Downtown conference.
  • attending the National Main Street conference.
  • making reference and training materials available locally.
  • providing/conducting training when appropriate, including annual Main Street 101 training, annual orientation for board members, and annual committee training.

    Background:

    In order to meet new challenges and ensure a strong organization, Better Hometown / Main Street program participants need ongoing training. Participants -- both staff and volunteers -- need different skills in different phases of the revitalization process. Board members should be able to carry on the program when staff and volunteer turnover occurs. New staff members and new volunteers will need basic Better Hometown / Main Street training. All program participants should stay current on issues that affect traditional commercial districts and on new revitalization techniques and models provided on a regular basis.

    Recommended Trainings:

    GMA’s Downtown Development Authority (DDA) Training, Celebrating Rural Georgia Conference, Georgia Downtown Conference, National Main Street Conference, DCA/Historic Preservation Division Incentive Training, Certified Local Government (CLG) Training, DCA/Georgia Trust Hands-on-Rehab Workshop, DCA/UGA Retail Recruitment Training, Regional MS/BHT Managers Meetings, Georgia Downtown Association Spring Workshop, Historic Preservation/Georgia Trust Conference, DCA Business & Finance Division Workshop, Specialized On-site DDA or Board Training, GMA’s DDA Law Training, Georgia Tourism Conference, Regional Tourism Association Meetings, Main Street 101 Training and Development Conference, Urban Georgia Network (UGN) Meetings, DCA’s Economic Activity Report Training, International Downtown Association Conference, State Historic Preservation Office’s Preservation 101

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    Standard #9: "Reports key statistics in a timely manner"

    Guidelines:

    The program submits regular economic activity reports and other surveys in the format developed by the state office in a timely manner.

    Background:

    Tracking progress with pertinent statistics provides a tangible measurement of the local Better Hometown / Main Street program’s progress and is crucial to garnering financial and programmatic support for the revitalization effort. Statistics must be collected in a timely manner.

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    The following is for programs requesting nomination as a Nationally Certified Main Street City:

    Standard #10: "Is a current member of the National Trust’s Main Street network membership program” (This is optional if you do not seek National Main Street Certification, but the National Main Street Center membership is necessary to meet NMSC standards for National Certification.)"

    Guidelines:

  • A current membership in the National Trust’s National Main Street Network is required to be considered for national recognition.
  • Membership in the Georgia Downtown Association is recommended.

    Background:

    Participation in the National Main Street Network and the Georgia Downtown Association connect local programs to their counterparts throughout the nation and throughout Georgia, providing them with valuable information resources.*

    *Special Note: The Office of Downtown Development feels that the information and networking gained by membership in the National Main Street Center (NMSC) and the Georgia Downtown Association (GDA) is invaluable to downtown development professionals and organizations. For this reason, membership is required for start-up cities. However, after year-one in the Georgia Better Hometown / Main Street Program, membership in the NMSC and GDA is recommended, but optional. For communities wishing to be considered for National Main Street certification, NMSC membership is required – by the National Main Street Center

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    • Downtown Development Authority - City of Trenton    P.O. Box 518    Trenton, Georgia 30752
    Phone: (706) 657-4167    Fax: (706) 657-7228
    Web: http://www.DowntownTrentonGA.org    E-mail: webmaster@DowntownTrentonGA.org
    © 2009 - Downtown Development Authority - Hits since June 20, 2006: