Griffin - Strategic Planning Session - Final Document

CITY OF GRIFFIN

Prepared By:

DOWNTOWN STRATEGIC PLANNING WORK SESSION & WORK PLAN

OVERVIEW The City of Griffin held a 1 ½ day work session on February 2 & 3. The session was attended by board members from the Main Street Program, the Downtown Development Authority, and the Downtown Council. Representatives from the Georgia Department of Community Affairs Office of Downtown Development served as facilitators and documenters for the work session.

Work Session Objectives The objectives of the work session included the following: 1. Create a new mission and vision statement.

2. Create guiding principles.

3. Develop key goals.

4. Establish measurable objectives.

5. Develop actions and steps.

Work Session Agenda

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1. General Overview 2. SWOT 3. Mission Statement/Vision Statement/Guiding Principles 4. Goals 5. Goal Summaries ❑ Objectives ❑ Critical Success Factors ❑ Barriers ❑ Actions 6. Prioritize Goals 7. Next Steps

Documentation Contents This document presents the results of the work session as recorded by the facilitators. Comments appearing in italic represent additions made by the documenter for clarity. The document includes the following sections: • • • • • •

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Key Issues (Community Visioning Session Analysis) Mission Statement Vision Statement Guiding Principles Goals Work Plan o Community Transformation Strategies o Measurable Objectives o Actions o Steps • Appendix: o Brainstorming Summary o Community Transformation Strategies - One Pagers

Key Issues (Visioning Session Analysis – Highlight Key Points) A community visioning session was held the fall of 2022. Below are the results.

Question/Topic Issues we already know

Key Points

What brings you downtown?

Dining (IIIII IIIII IIII) Shopping (IIIII I) Recreation (II) Events (IIIII III): Concerts, 2nd Saturday, Work (IIIII IIIII II) Post Office (I) Pharmacy (I) Authentic Atmosphere (I) Living (II)

How often do you come downtown?

Rarely (II) Daily (IIIII II) Weekdays (III) 1-4 days a week (IIII)

What are we doing well?

Events (IIIII IIIII IIIII): 2nd Saturday, Concerts, Social Events, Outdoor Music Dining (II Restaurants, Ice Cream Shops (I) Art (I) Trees (especially when lit) I Dreaming & Planning (I) Grant Programs (II) Streetscape Improvements (I) City Staff is Responsive (I) Safe environment (II) Restoration of City Hall (II) Community Involvement (I) Walking Markers (I) Cleanliness of Streets (II) Notice when train is blocking (I) Economic Development (II) Atmosphere (I) Banners (I) Decorating for the Holidays (I) Downtown Council (I)

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Trash Parking Homelessness

Bright Sidewalks (I)

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Traffic control Control abandon dilapidated buildings and absentee owners Pedestrian infrastructure improvements Multi-use trail Pedestrian infrastructure plan More and better advertisement/marketing Communication about what is going on downtown Establish primary business types More lighting Night life Bike/scooter rentals Involve entire community (economically disenfranchised) Condition of the store next to Caldwel Cottage is gone now, but not again Make the train stop blowing its horn Move the courthouse and the courthouse Parking from the deck Promotions Highlight successes Get the word out about downtown activities Decrease vacancies increase lofts Slow down traffic Install flashing crosswalk signals Monitor the bars Get out of the way Combine and eliminate boards Encourage divestiture of property ownership Encourage more façade grants Infill guidelines on new construction Open the doors to the community on the other side of the railroad - it’s a different world over there Traffic light timers Tree lighting downtown-make it alive again Make the back of buildings into second fronts Annex parking lot behind Impact Continue public art program Business directory

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What can we do better?

Additional Businesses or Amenities

Park Variety of restaurants (III): vegetables, Sprouts, Irish pub, food trucks, brewery More retail (Bath and Body Works) Hotel downtown Gym Entertainment for young adults/Night life Apartments (II) - incl. higher end apartments, loft apartments Veteran appreciation monument and activities Co-working space Sidewalks and pedestrian crosswalk (W. Solomon to 10th Street)

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Thriving businesses (III Events Bikes/scooters No vacant storefronts (III Business friendly (II Relocate Impact Ministries Business development (IIIII) Safe (I) Clean (I) Energetic environment (IIII II): Lots of happy people, action filled people Better economic conditions Better employment pool due to Attractive community features Better shopping and dining opportunities (IIII) Median income increases support businesses Walkable alleys Well lit Downtown living (II)

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What does a thriving downtown mean to you?

Griffin – SWOT ANALYSIS STRENGTHS Definition – strengths are internal benefits, the pros and advantages you are facing as an organization.

STRENGTHS Buildings

Community

Events/ Promotions

Design

Include residential/loft apartments in downtown

Passion for Community

Second Saturdays

Grid Street Layout

Strong Economic Development Effort

Attracting New Businesses

Downtown Improvements

Strong promotional effort

Main Street/DDA staff is funded

Rebuilding

Inclusivity

Events

Board Meeting Participation

Meet Regularly

All Other Organizations (HPC, DDA, DTC) work well together

Strong leadership and advice

Available Spaces

Easy to Brainstorm New Ideas

Pro Small Business

Volunteers

*We need simple systems hold people accountable to a winnable game (scoreboard) *Assemble groups to identify funding/budget to determine possible options

Mixed Use (Professional, Govt., Residential, Entertainment, and Retail) *Capture, Celebrate, & Champion Stories

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Economic Development

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Group/Leadership

WEAKNESSES Definition – weaknesses are internal shortcomings, cons, disadvantages, and problem areas that you are facing as an organization.

Apathy/Attitude

Lacking...

Accountability

Low tax base

No Greenspace

Time Management

Identifying needs collectively

No Brewery

Same People Do Everything (10% Rule)

Community involvement in meetings

No Hotel

Not Understanding the Organization

Unreasonable building owners

Funding Restrictions

Perceptions

NIMBY

Lack of Diversity

Lack of Vision

Low median income

Money

Develop Plan of Action

Apathetic building owners

Not using economic tools

Historic Preservation/Design Review

Property owners with lack of vision

Business Growth Opportunities

*Our organization is going to develop a strategic plan + work plan

*Business Growth Opportunities

Our organization is going to formalize our onboarding process

*Apply for grants to improve greenspace and fund downtown projects

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Organization

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WEAKNESSES

OPPORTUNITIES Definition – opportunities are external situations, change, breakthroughs, possibilities, and trends that can be current and future, but we have yet to tap in to.

OPPORTUNITIES Infrastructure

Infrastructure Cont.

People

Activity/Design

Growth

Developer limitations

Building Community Relationships

Increase outdoor activities

Bring in New Businesses

Parking

Group Dynamics

Public seating/eating in downtown

Uses of buildings wrong with downtown

Occupy Vacant Buildings

Grow Events

Pedestrian Infrastructure (walkability)

Beautiful downtown buildings

Underutilized Buildings

Part of larger metro area=easier to attract investment

Flowers on signs/banners

Some good sites

Mixed Used Development

*Create inclusive where all people belong

Clean up electrical wiring

Fill vacancies

Funding: Use GSBTA, TAD, SPLOST, DDRLF

*Use social media for networking, advertising events to increase participation.

Improved streetscape

*Get Funding for Projects.

Private Investment

Develop greenspace

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*Improve aesthetics & atmosphere creating “a sense of place”.

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Trash

THREATS Definition – threats are external challenges to the organization that would give the organization disadvantage or decline. It could be competition, issues, or changes that could hinder us as an organization.

Leadership

Streets

Money

Community

Homeless

Old structures & infrastructure

Intergovernm ental Cooperation & Collaboration

Not our circus GDOT

Limited growth potential

Community buy-in

Impact missions

Buildings in disrepair

Worrying what people think

Truck traffic

Limited opportunities for change

Community relationships

Undesirables in town

Too many offices

Not on the same page

Train track

Money/ Funding

Racial divide

Angry homeless

*Lack of identity (ex. Antique market)

*Relocate mission source by offering choices of location outside of downtown

*DDA use façade grants as a mechanism to obtain properties.

Lack of Vision and nothing gets accomplished

Property owners not willing to give

Apathy & “Comfort”

Beautificatio n of Landscape

Lack of organization

Lack of RR Station

Economic Outlook

Bulb outs

Lack of funding for projects

Traffic

*Funding through grants to purchase buildings Page

Structure

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THREATS

*DDA create rules to limit vacancy & code enforcement

*Community Communicati on Marketing More diversity in leadership

Potential Strategies (taken from SWOT) The following potential strategies were identified as a result of the swat analysis. These potential strategies were later grouped by goal area and considered by each goal team during strategy development.

Buildings

Capture, Celebrate, & Champion Stories

Events/Promotions

We need simple systems hold people accountable to a winnable game (scoreboard)

Events/Promotions

Assemble groups to identify funding/budget to determine possible options

Organization

Our organization is going to develop a strategic plan + work plan

Lacking…

Business Growth Opportunities

Lacking…

Apply for grants to improve greenspace and fund downtown projects

Infrastructure

Get Funding for Projects.

Activity/Design

Improve aesthetics & atmosphere creating “a sense of place”.

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Potential Strategies

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Goal Area

Structure

DDA create rules to limit vacancy & code enforcement

Leadership

Community Communication Marketing More diversity in leadership

Money

Funding through grants to purchase buildings

Community

Lack of identity (ex. Antique market)

Homeless

Relocate mission source by offering choices of location outside of downtown

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DDA use façade grants as a mechanism to obtain properties.

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Structure

MISSION STATEMENT The mission defines the overall purpose of an organization. The mission statement describes what we do now, every day, why we do it, for who we do it, and what the benefit is.

Griffin’s Mission Statement for Downtown: We promote, revitalize, organize, and inspire commerce and community in the main street district for our guests, friends, and family.

Mission Statement Brainstorming:

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• • • • •

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We promote commerce and community.

We promote and educate for small business success for the entire community.

Provide opportunities for community and business owners to have a thriving downtown.

We create a sense of place for the central business district to have a great Griffin day.

We lead and facilitate main street activities for the City of Griffin to promote, organize, design, and entertain.

We provide oversight and inspiration to see downtown Griffin become the center of industry and individual expression.

We promote, restore, revitalize, and create a community for downtown Griffin and the betterment of the community.

We increase economic activity downtown while protecting and enhancing aesthetics of downtown while we work for the community to grow business, enrich the community through a strong downtown.

We make Griffin all it can be for everyone it touches.

We design, organize, plan, our downtown for the City of Griffin and its citizens.

We create, promote, restore for our community and downtown businesses because we strive to improve their quality of life.

We improve the lifestyle of all everyday.

We exist to create a “you belong here” downtown.

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VISION STATEMENT A visioning exercise was used to identify common themes across the team’s vision. A vision statement should focus on the future, emphasizing our desired end state or idealistic result. It paints a picture of the “preferred future” for the organization. Individual vision statements were created and were then reviewed by a smaller group. They are presented below. The smaller group worked to develop a vision statement that expressed the general theme of the entire group.

Griffin’s Vision Statement for Downtown: Downtown Griffin will be a thriving, vibrant, exciting destination where people and businesses will want to be.

Vision Statement Brainstorming

• • • • • • • • •

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Griffin will become the most desired town to live, work, play, and retire.

To be the dining, shopping, and social hub of Griffin-Spalding County.

To be the most developed, organized, and diverse downtown that creates the diverse and successful opportunities for our investors, our businesses, and our community.

To become a vibrant downtown business community that attracts visitors from all over and encourages young families to move here.

Downtown Griffin will be the model of inclusion, art, industry, and innovation.

To create a vibrant and thriving downtown by offering economic projects and incentives that attract and retain successful businesses and services.

To become a destination for small businesses by supporting, partnering, and implementing processes that will enhance a thriving community.

Griffin will be the most innovative centralized destination for nightlife and shopping.

To be the preferred destination south of Atlanta and the heart of Spalding County.

To be the best main street city in the country.

Downtown Griffin will be the top location for living, working, and entertainment in central Georgia.

To create a safe, vibrant, and wholesome downtown that is sensitive to its history and culture.

Downtown Griffin will be the thriving heartbeat of our community through promotion, preservation, and creative planning.

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GUIDING PRINCIPLES (VALUE STATEMENTS) From the core values discussion, the following value statements were defined. Guiding Principles (value statements) define the value and provide a sample of the behaviors the organization believes support the value. They also define the broad direction the organization will need to take to successfully respond to the current and future environment. Core values are what you believe.

• We value relationships, so we provide opportunities to bring people together.

• We value community, so we are inclusive.

• We value integrity, so we treat people with respect, honesty, and trust.

• We value hard work, so we always follow through.

• We value innovation, so we create opportunities to support it.

We Value: • • • • • • •

Economic Growth Opportunity Inclusivity Equality Accessibility for all Interest of our Investment Our residents

• • • • • • • •

Giving back Success Education Innovation Organization Achievement Wholesome Activities Hard Work

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Safety Community Partnership Relationships Character Trust Honesty & Integrity Diversity

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GOALS From the mission statement, vision statement, guiding principles, and goal statements, goals were derived. They are listed below. Goals are broad, long-term aims or statements, that define the accomplishment of the mission and vision. They are the “what” and the backbone of the plan.

GRIFFIN’S 2023-2026 GOALS:

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 CURRENT GOALS: o Construct a More Aesthetically Pleasing Pedestrian Friendly Environment**** o Improve Community Buy-In** o Optimize Redevelopment of Underutilized Buildings and Vacant Land by Promoting and Expanding Business Development and Incentives**  FUTURE GOALS: o Create and Market Unique Spaces and Events o Optimize Downtown Living Opportunities

COMMUNITY TRANSFORMATION STRATEGY: Pedestrian Experience GOAL: Construct A More Aesthetically Pleasing Pedestrian Friendly Environment (4 dots) MEASURABLE OUTCOMES Measurable outcomes are a quantifiable way to measure your progress toward your goals.

They help define what success will look like. Measurable outcomes should be specific, quantifiable, realistic, and time specific. When written correctly, they are designed to measure the effectiveness and impact of your tasks toward achieving your ultimate goal but should not be tied to only one specific activity.

Measurable Outcomes

1st Year

Baseline Measure

We would like to increase number of façade grant applications by 20% before December 2026.

We would like to increase the number of outdoor dining opportunities by 10% before June 2024.

2nd Year

3rd Year

N/A

N/A

•

•

•

• •

Increase the number of facade permits in the downtown area by 20% by 2025 Increase number of façade grant applications by 20% within 3 years Measure our friendly environment by conducting a vibe check Construct pedestrian friendly environment through a visual observation and obvious increase of people walking downtown Change rules Increase outdoor dining opportunities by 10% by 2024.

• •

• • • • • • •

Increased sitting areas in downtown Track path and sidewalk development (linear feet) as well as permits for facade renovations within a 3-year period Increase number of planted trees List improvements and changes accomplished Document what is current and review changes Improve number of alleyways to be more pedestrian friendly Increase the number of signage Track number of accidents Enforce safety

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Pedestrian Experience: Measurable Outcomes Brainstorming

CRITICAL SUCCESS FACTORS (4 Dots) • • •

Beautification and maintaining it!

Holding people and businesses accountable to clean around their space Rewarding positive efforts

BARRIERS • •

•

• • •

Uneducated Citizens Bicycles, Pathways, and Pedestrians Lack of ordinances and laws State ROW How to sustain Timing

• • • • • • •

Leadership No Maintenance No homeless control Zoning Negative thoughts References Disconnect to areas outside of MS areas

• •

Lack of vision DOT

•

Trucks hitting flower boxes and cars Speed Limit too high on Hill Street Landscaping Minimize disruptions Funding

• • • •

ACTIONS Priority Action 1 Improve alleyway to increase walkability and safety 2 Survey downtown to identify potential greenspace

Assigned To

$$$

STEPS (approx. 10) Steps Host a night walking audit

Assigned To Heather & Jeremy

Due Date 10-31-23

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Downtown mural, benches, greenery on North Hill and Chappell Steet. Enhancement of North Hill.

ADDITIONAL BRAINSTORMING/IDEAS (other theme options: Public Safety & Walkability) •

• •

• •

•

•

•

Homelessness o Relocate homeless people o Reduce homeless numbers o Do something about the homeless! o Address homelessness and beggars so that people feel safe Relocate Impact Ministries Sidewalks o Enhance sidewalks and building fronts o Promote sidewalk safety o *Optimize sidewalks Expand and utilize all of downtown Aesthetics o Create a pedestrian friendly environment o Increase beauty in downtown walkability areas o Develop Community Greenspace o Improve the look of downtown @ Taylor Street because highway 16 people need to want a reason to turn into downtown Alleyways o Improve alleyways to improve public safety o Improve the alleys by transforming them into well-lit and inviting spaces Traffic Through Downtown o Decrease thru traffic in downtown o Improve transportation access o Improve transportation access to downtown for outsiders o Bicycle Parking o Improve perception of adequacy of parking downtown o Identify parking

Clean up the volunteers. Involve the community Enforce laws and ordinances Public shaming with viable solutions Make people clean outside of their own business Property improvements Planting new plants and trees to make it beautiful Public restrooms Locate federal grants and obtain local government buy in

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Additional Critical Success Factors:

Landscaping and ambient lighting Keeping up with maintenance after beautification

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COMMUNITY TRANSFORMATION STRATEGY: Business Activation and Development GOAL: Promote and Expand Business Development and Incentives (1 Dot) Measurable Outcomes We would like to grow the façade grant program by XXX applications before June 2024.

Increase visitors to Downtown Griffin’s website by 100% by December 2024

Baseline Measure

1st Year

2nd Year

3rd Year

0 visitors

1,000

2,000

N/A

•

•

Decrease downtown vacancy rate by % by X Incentives & Grants o Number of new grants opportunities o Number of businesses applying for grants o Number of grant applicants o Expand incentives: facades upgraded for grants tax abatement and permits o Promote expand businesses incentives measurable by social media views or inquiries to the city o Number of new incentives for new business starts Marketing & Outreach o Level of public information available about incentives programs grants taxes loans o Confirm 90% of business owners aware of incentives by the year end number of newly occupied buildings o Direct contact X number of businesses each month to educate them about available incentives o A thriving downtown Griffin with lots of visitors o Advise businesses of incentives o Number of people requesting info by 5% by 2025 o Track notices and publications being sent out (how many, how sent, responses, inquiries, and social media) Programs & Events o New programs created and impact 3 years o 50% increase in customers for October events by 2024

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MEASURABLE OUTCOMES

•

Business Recruitment o More new businesses downtown o Business license applications o Number of new business permits o 15 more walkable businesses in downtown by 2026

CRITICAL SUCCESS FACTORS • •

Education Marketing

• •

Determine best businesses for the location available Investment

• • • • • • •

Lack of resources Finite funding for programs Stringent codes Lack of business vision Business acumen Lack of marketing Funding

BARRIERS • • • • • •

Recognize and reward Promotional methods Who does it?

Unreasonable property owners Building/business owner follow through No clear view on how to establish a business

ACTIONS

Priority Action 1 Create website for Downtown Griffin 2 Revise and streamline the façade grant application process

Assigned To Heather & Jeremy

$$$ TBD

ED Committee

$0

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Create a 6-month marketing strategy Create celebrate inform and equip business growth Create an ideal overlay of downtown Griffin (business) what we need and where we need it Leverage DDA leadership and resources to identify investment options and funding

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STEPS Steps

Assigned To

Due Date

Work with Danielle to create website and populate with information Increase opportunities to submit and review façade grant applications throughout the year

Heather & Danielle

TBD

ED Committee

ADDITIONAL BRAINSTORMING/IDEAS Related to GOAL (other options: Incentives & Economic Development) • • • • • • • •

Stimulate and invest in expanding economic growth north of downtown Create more jobs downtown Business incentives target businesses that drive the downtown atmosphere Identify alternate funding sources with follow through Expand downtown to become the vision to attract more diverse businesses Incentivize quality of redevelopment land use Attract and recruit businesses Economic redevelopment incentives creative reuse and repurpose

Additional Critical Success Factors

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Conduct a void analysis. What business types are missing?

We must have a united city and county Buying from existing leadership Raise expectations of property maintenance Promoting businesses based on spaces available Education Express all the positive factors Advertise Access to marketing

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COMMUNITY TRANSFORMATION STRATEGY: Placemaking and Community Serving GOAL: Improve Community Buy-In (2 Dots) Measurable Outcomes

Baseline Measure

1st Year

2nd Year

3rd Year

We would like to XXX the XXX by XXX before X. We would like to increase readership our downtown newsletter to 250 subscribers before December 2023.

•

•

Attract Locals & Visitors o Attract number of participants to events equal to X percent of county population by June 2024 o People wanting to be here! o Increase social media followers by 5% by 2024 o Attract number of participating county residents by 2024 o Track social media numbers Volunteers o Create community champion and team (Hype Team) o Increase of the percentage of volunteers o Capture Volunteer Analytics: ▪ Number of volunteers (Does it increase over time?)

▪ Number of participants ▪ Number of volunteers that do multiple events ▪ Attendance at events number of volunteers ▪ Track second time volunteers increase second time volunteers by 20% by 2024 ▪ Track second time volunteers o More black people on boards and committees (Diversify boards and committees) o Create an event sign in system by June 2023 Increase social media followers by 5% by January 2024 o Increase second time volunteers by 20% by June 2024 Regular contact with community at large

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MEASURABLE OUTCOMES

CRITICAL SUCCESS FACTORS • • •

New leadership that is an accurate representation of our population Common language and expectations among influencers and leadership Clear benefits/expectations and promoting benefits

BARRIERS • • • • •

Education of the community what we’re about County residents are unaware of what we are doing Information on how to get involved Inclusive programming No boots on the ground (in person communication)

• • • • • • • • •

No clear call for need or where Making people feel welcome City/County relationship Partnerships with nonprofits Lack of leadership Uncertainty Apathy Lack of diversity Lack of young people involved

ACTIONS • •

Prioritize, locate, and outreach to less included citizens Actively recruit individuals to be a part of

Priority Action 1

Bridging the Community Project

2

Disseminate Monthly Newsletter

Assigned To

$$$

Art Beautification Heather

December 2026 $0

Assigned To

Due Date

Heather & Danielle

December 2026 August 2023

Add lighting to 6th Street bridge as a small scale pilot project Design monthly newsletter Grow database Add to City’s website and social media Set a consistent monthly release date

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Steps

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STEPS

ADDITIONAL BRAINSTORMING/IDEAS (other options: Volunteers & People) • •

•

• •

Recruit hype squad for downtown Griffin Engagement o Engage with business owners and citizens to encourage them to be more involved in downtown o More citizens were engaged in the betterment of our community o Engage people who aren't involved by encouraging them to be part of the solution Participation & Inclusivity o Create shared common goals o Reframe and solidify how we define diversity to empower and equip dreamers to become doers o Develop a wide and deep pool of volunteers and leaders to take actionable steps to improve downtown o Build trust across or among citizens of Griffin create a purpose for us to work together without a disaster o Serve as the hub for everyone in Griffin and Spalding County o Increase citizen support participation o Partner with citizens and businesses to improve downtown o Maximize community participation and investment Recruit volunteers Inspire and promote opportunities

Additional Critical Success Factors

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Identify and inform about benefits One-on-one contact Create activities that appeal to a diverse audience Regular and diverse activities Common language and expectations amongst leadership and influencers Expect and demand exceptionalism. Do not settle Incentivize participation get the elected officials to buy in and be present A sense of place and attitude

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COMMUNITY TRANSFORMATION STRATEGY: Business Activation and Development GOAL: Optimize Redevelopment of Underutilized Buildings and Vacant Land by Promoting and Expanding Business Development and Incentives (2 Dots) Measurable Outcomes We would like to XXXX the XXXX by XXXX before XXXX. Increase visitors to Downtown Griffin’s website by 100% by December 2024.

Baseline Measure

0 visitors

1st Year

2nd Year

3rd Year

1,000

2,000

N/A

MEASURABLE OUTCOMES

•

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Grants o Periodic assessments of grant applications o Increase number of grants provided by downtown committees by 24 by 2026 o Establish quantity of available downtown vacant property and underutilized buildings.

Property Development o Start development of 3 vacant properties by 2026 o Completion of 6 downtown projects by 2026 o Optimize redevelopment land and buildings measurable by interest from owners to meet with city to discuss potential o Track number of permits pulled o Number of completed projects in 3 years o Established vacant properties and underutilized buildings and decrease by x or x percentage by x o Number of vacancies o Change in vacancies permits issued certificates of occupancy issued Diversification of Business o I would like to see more businesses o Different types of businesses

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CRITICAL SUCCESS FACTORS • • • • •

• •

Viable potential uses Vision for building uses Vision for best use of vacant land for long term sustainability Determine funding options Funding at the state and local level

•

Public private partnerships Buy-In from the Property owner(s) Coincide with downtown redevelopment plan

BARRIERS • • • • • • •

• • • • • • •

Absent property owners Property owners have a lack of willingness to fix this issue Funding Property owners Zoning Follow through Too expensive

Lack of motivational program Unreasonable owners Lack of capital Formatting Laws Vision Too many hoops

ACTIONS •

Aggressively pursue potential investment

Priority Action 1 Create website for Downtown Griffin 2 Revise and streamline the façade grant application process

Assigned To Heather & Jeremy ED Committee

$$$ TBD $0

STEPS

Heather & Danielle

Due Date TBD

ED Committee

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Work with Danielle to create website and populate with information Increase opportunities to submit and review façade grant applications throughout the year

Assigned To

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Steps

ADDITIONAL BRAINSTORMING/IDEAS (other options: Revitalize Our Downtown)

•

•

•

•

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Design and develop Dining Experience o Expand outside dining o Fill all downtown buildings with quality products services dining and entertainment Building/Property Ownership o Increase percentage of buildings owned by their occupants o Optimize opportunities for all property owners o Relocate the post office o Connect Mason Street to Thomaston Mills mixed-use project Aesthetics o Restore and maintain historic downtown buildings o Wouldn't it be great if we could do something about unappealing buildings o Make Griffin more aesthetically pleasing Revitalized underutilized spaces in downtown o Facade building improvements o Revitalized and renovate downtown building o Reduce vacant blighted buildings Public & Private Investment o Optimize private redevelopment/investment o Griffin needs one major investment hotel or mixed-use o Establish a hotel/conference center o Identify properties that can be used to create a town square concept o Develop and utilize a set of potential tools that help make developer projects cash flow and work o Convince people to improve their properties o Wouldn't it be great if we constructed an amphitheater o Facilitate quality downtown housing create a mixed-use development o Contact and find potential investors o Acquisition of underutilized buildings to stabilize and sell o Building maintenance o Invest in “active” infrastructure HPC compliance

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COMMUNITY TRANSFORMATION STRATEGY: PLACEMAKING GOAL: Create and Market Unique Spaces and Events (0 Dots)

Measurable Outcomes

Baseline Measure

1st Year

2nd Year

3rd Year

TO BE COMPLETED AT A LATER DATE

MEASURABLE OUTCOMES •

• • • • • •

Promotion o Increase advertising budget by 5000 in 2023 Griffin would be the hype folks talking about o Design, promote, do o Promote unique spaces and events measurable by rental data attendance social media o Number of events offered and attendance o Facebook Live o Number of promotion avenues Number of new events and experiences Grow number of businesses downtown Define unique way to track attendance Increase number of participants by X percent by X Define unique events and add them up Establish what is and periodically reevaluate

CRITICAL SUCCESS FACTORS • • •

Social support Develop relations industry for sponsorships Funding

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Diversify business use Survey community interest Niche businesses Innovative marketing Marketing plan

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• • • • •

BARRIERS • • • • • • •

Inclusion Sponsorship Staffing/volunteers Diversity events Too many hoops to jump through No parking Locations

• • • • • • •

Funding Not knowing how No investors Property ownership is stagnant Uncertainties Vision to create unique spaces Codes & zoning

ACTIONS • •

Create a master calendar of events Establish an environmental list and map of available venues in downtown Griffin

Priority Action 1

Assigned To

$$$

Assigned To

Due Date

TO BE COMPLETED AT A LATER DATE

2

STEPS Steps TO BE COMPLETED AT A LATER DATE

Experience Downtown Griffin o Make downtown active 24 hours a day o Transform city into a 24/7 safe wholesome community Expand our downtown vision to inspire, attract, and encourage o Wouldn't it be great if we had a thriving downtown o Promote Griffin to surrounding communities 25 to 35 years old o Create diverse events o Target broader population of community to come downtown o Make downtown a destination

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Related to GOAL (other options: Promotions & Activities)

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o Stimulate a movement to participate in downtown activities o Wouldn't it be great if we all celebrated together o Target younger demographic of people to participate in activities o Create unique experiences downtown o Create innovative activities and events o Create buzz for activities and events o Offer something for everyone Promote and grow entertainment Meet all needs

COMMUNITY TRANSFORMATION STRATEGY: Downtown Living GOAL: Optimize Downtown Living Opportunities (0 Dots)

Measurable Outcomes

Baseline Measure

1st Year

2nd Year

3rd Year

TO BE COMPLETED AT A LATER DATE

MEASURABLE OUTCOMES

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Increase loft residential by x units by Tracking the Data o New utility accounts o New residential building permits o Living opportunities measured by owners starting construction to prepare for sale or rent (permits and visual) o Increase percentage of building permits by 20% by December 2025 for living spaces o New certificate of occupancy o Permits pulled o Number of people participating in events by 20% by 2025 o Number of available living spaces o Number of units available o Increase the amount of property value Create livable spaces o Number of net new units in 3 years o Increase number of downtown apartments and houses by 10% by the end of 2024 new line percentage of new residential living units new line optimize living opportunities via hotel, number of loft space created, number of multifamily units o Increase the number of available residential units by x by x.

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CRITICAL SUCCESS FACTORS • • • •

Buy, stabilize, and sell, underutilized buildings Public and private partnership State and federal funding Partner investors from mixed-use spaces

BARRIERS • • • • • • • • •

Unreasonable building owners Unclear vision Lazy people Can't get property owners to do anything Building owners are unwilling to fix and maintain their buildings Price of buildings and land Unfinished laughs spaces Smalltown mentality Parking

• • • • • • • • • •

Community buy-in Fees and permits Unmaintained buildings Inflation and interest rates Absentee landlords Lack of funding for improvements Lack of education on how No investors Zoning More units needed

ACTIONS •

Obtain public/private city funding to purchase properties Research and develop a plan for the DDA to purchase properties

Priority Action 1

Assigned To

$$$

Assigned To

Due Date

TO BE COMPLETED AT A LATER DATE

2

STEPS Steps

Page

33

TO BE COMPLETED AT A LATER DATE

ADDITIONAL BRAINSTORMING/IDEAS Related to GOAL

• •

34

• • • •

Downtown Livability o Attract more people to live downtown o Increase downtown living o Create more housing in main street district o Facilitate maximum downtown occupancy o Expand downtown housing sustainability o Optimize loft space to create more downtown residences work with developers to build and or renovate facilities for market rate housing o Increase downtown livability with more lofts Cultural programming event space with progressive leadership Change building ownership Greenfield redevelopment mixed-use and residential Housing greenfield attract developers for greenfield redevelopment mixed-use and residential Utilize rooftop and alley with restaurants and bars Incentives to improve vacant and unused properties, spaces, or structures

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APPENDIX

Milledgeville, ExploreGeorgia.org

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 49

OVERALL ADDITIONAL BRAINSTORMING/IDEAS What Do You Love About Downtown Griffin?

• • • • • •

Growth Architecture Historic City Hall Walkable Restaurants People in Downtown Go Cups!

• • • • •

Hang Out Spot Downtown is my Backyard Friends are Downtown Historic/Nostalgic Working Downtown

NEW Ground Rule Added: We are not our organizations – We are all here to support Downtown Scope – 3 years (2023-2026) SUMMARY OF BRAINSTORMING GOALS

• • • • • • • • • • • • • • • • • • •

Improve the look of downtown @ Taylor Street because highway 16 people need to want a reason to turn into downtown Aesthetics Increase beauty in downtown walkability areas Relocated homeless people Reduce homeless numbers Do something about the homeless!

Develop Community Greenspace Relocate impact ministries Enhance sidewalks and building fronts Address homelessness and beggars so that people feel safe Improve the alleys by transforming them into well-lit and inviting spaces Expand and utilize all of downtown Traffic/Bicycle/Sidewalks Create a pedestrian friendly environment Decrease thru traffic in downtown Improve transportation access to downtown for outsiders *Optimize sidewalks Improve perception of adequacy of parking downtown Identify parking Promote sidewalk safety

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35

Related to GOAL A (other options Public Safety & Walkability)

•

Improve alleyways to improve public safety

Related to GOAL B (other options: Incentives & Economic Development) • • • • • • • • •

Stimulate and invest in expanding economic growth north of downtown Create more jobs downtown Business incentives target businesses that drive the downtown atmosphere Identify alternate funding sources with follow through Expand downtown to become the vision to attract more diverse businesses Incentivize quality of redevelopment land use Attract and recruit businesses were traveling to visit OK Economic redevelopment incentives creative reuse and repurpose Create incentives

Related to GOAL C (other options: Volunteers & People)

• • • • • • • • • •

Related to GOAL D (other options: Revitalize Our Downtown) • •

Design and develop Restore and maintain historic downtown buildings

36

• •

Recruit height squad for downtown Griffin Engage with business owners and citizens to encourage them to be more involved in downtown Create shared common goals Reframe and solidify how we define diverse to empower and equip dreamers to become doers More citizens were engaged in the betterment of our community Develop a wide and deep pool of volunteers and leaders to take actionable steps to improve downtown Engage people who aren't involved by encouraging them to be part of the solution Build trust across or among citizens of Griffin create a purpose for us to work together without a disaster Serve as the hub for everyone in Griffin and Spalding County Recruit volunteers Increase citizen support participation Partner with citizens and businesses to improve downtown Maximize community participation and investment Inspire and promote opportunities

Page

• •

• • • • • • • • • • • • • • • • • • • • • • • • •

Fill all downtown buildings with quality products services dining and entertainment Invest in “active” infrastructure place Increase percentage of buildings owned by their occupants Relocate the post office Connect Mason Street to Thomaston mills mixed-use project Wouldn't it be great if we could do something about unappealing buildings Make Griffin more aesthetically pleasing Revitalized underutilized spaces in downtown Facade building improvements Optimize opportunities for all property owners Revitalized and renovate downtown building Optimize private redevelopment/investment Griffin needs one major investment hotel or mixed-use Establish a hotel/conference center Convince people to improve their properties Reduce vacant blighted buildings Identify properties that can be used to create a town square concept Develop and utilize a set of potential tools that help make developer projects cash flow and work Expand outside dining Wouldn't it be great if we constructed an amphitheater Facilitate quality downtown housing create a mixed-use development Contact and find potential investors HPC compliance Acquisition of underutilized buildings to stabilize and sell Building maintenance

Make downtown active 24 hours a day Expand our downtown vision to inspire, attract, and encourage Wouldn't it be great if we had a thriving downtown Promote Griffin to surrounding communities 25 to 35 years old Create diverse events Target broader population of community to come downtown Make downtown a destination Stimulate a movement to participate in downtown activities Transform city into a 24/7 safe wholesome community Wouldn't it be great if we all celebrated together

Page

• • • • • • • • • •

37

Related to GOAL E (other options: Promotions & Activities)

• • • • • • •

Target younger demographic of people to participate in activities Create unique experiences downtown Promote and grow entertainment Create innovative activities and events Create buzz for activities and events Offer something for everyone Meet all needs

Related to GOAL F • • • • • • • • • • • • •

Cultural programming event space with progressive leadership Change building ownership Greenfield redevelopment mixed-use and residential Housing greenfield attract developers for greenfield redevelopment mixed-use and residential Attract more people to live downtown Increase downtown living Utilize rooftop and alley with restaurants and bars Create more housing in main street district Increase downtown livability with more lofts Facilitate maximum downtown occupancy Expand downtown housing sustainability Incentives to improve vacant and unused properties, spaces, or structures Optimize loft space to create more downtown residences work with developers to build and or renovate facilities for market rate housing

Actions Compiled Construct a more aesthetically pleasing pedestrian friendly environment • •

Improve alleyway to increase walkability and safety Survey downtown to identify potential greenspace

•

Create a 6-month marketing strategy Create celebrate inform and equip business growth Create an ideal overlay of downtown Griffin (business) what we need and where we need it Leverage DDA leadership and resources to identify investment options and funding

Page

• • •

38

Promote and Expand Business Incentives

Improve community buy-in • •

Prioritize, locate, and outreach to less included citizens Actively recruit individuals to be a part of

Optimize the Redevelopment of Underutilized Buildings and Vacant Land •

Aggressively pursue potential investment

Optimize Downtown Living Opportunities • •

Obtain public/private city funding to purchase properties Research and develop a plan for the DDA to purchase properties

To Create and Market Unique Spaces and Events

39

Create a master calendar of events Establish an environmental list and map of available venues in downtown Griffin

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• •

PROS

COMMUNITY TRANSFORMATION STRATEGY

These activities pair well with other focused strategies.

This strategy is a major component for a healthy, viable downtown.

If properly deployed, this strategy will add to the long-term stability and sustainability of the downtown economy.

Business Activation and Development

CONS This strategy can focus on new development at the detriment of existing businesses.

The best laid plans can be held hostage by the property owners’ own priorities.

Political opposition can result from efforts being focused on downtown.

SUMMARY

SPECIAL CONSIDERATIONS

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

You need to meet local entrepreneurs where they are.

Incentives and initiatives need to be targeted and market-based.

This strategy requires a network of stakeholders and partners to initiate.

Main Street should make regular presentations to elected officials at city council meetings.

QUESTIONS TO ASK YOURSELF What are the current road blocks to business expansion and recruitment?

Have you recently conducted any market research to examine the current economic climate or potential niche markets?

How does Main Street fit in to the business development process in your community?

Recruitment and retention, niche markets, small business workshops, growth, expansion, incentives, resources, relationship building, promotions, welcome packets, open for business, community building, networking and training, communication and collaboration, market analysis, business plan development, financial institutions, education, local resident buy-in, one-on-one, Main Street as a visible resource and entrepreneur friendly.

Great things in business are never done by one person. They’re done by a team of people.”

— Steve Jobs

18 | GEORGIAMAINSTREET.ORG

Albany, ExploreGeorgia.org

KEY DESCRIPTORS

FOUR-POINT APPROACH ACTIVITIES

PARTNERS

ECONOMIC DEVELOPMENT

PROMOTIONS

Chamber of commerce

• Conduct a market study to identify existing business gaps and potential new markets.

• Calculate your downtown’s current vacancy rate and average cost per square foot.

• Define and refine the process to open various types of business in your downtown.

• Offer grants to support the build-out and development of the interior of buildings.

• Develop incentives for targeted business types.

• Offer a small business boot camp for potential entrepreneurs.

• Offer small business workshops geared towards businesses that are already up and running.

• Develop a property owner database and business inventory.

• Identify underutilized second-story space.

• Consider using the DDA to purchase properties with the potential to spark catalytic projects and then redeveloping them through a public-private partnership.

• Establish a land bank to allow you to acquire property more easily for development/redevelopment.

• Develop a how-to guide for business prospects to tell them where to go for permits, inspections, etc.

• Develop and implement a Downtown Dollars or discount card program to support local reinvestment.

• Create a downtown list-serve for all downtown stakeholders to share ideas and resources and to keep current on the latest developments downtown.

• Establish group marketing campaigns or group ad buys to help make everyone’s dollar go further.

• Host a “First Friday” type of event that encourage the retailers to stay open past regular business hours.

• Offer a marketing grant to local businesses.

• When organizing or hosting all events happening downtown, consider the impact on the local businesses. If the impact is deemed to be negative, see what adjustments can be made so the event will be more beneficial to them.

• Develop an internship program for high school students with local businesses.

• Host a local Shark Tank competition with community partners.

• Host Small Business Saturday activities and regular shop local campaigns.

• Develop a welcome packet on how to open a business in your downtown.

• Work with SBDC to create a workforce development program to target the needs of businesses downtown.

DESIGN • Develop, support and implement a facade grant program.

• Develop a visual building inventory that allows existing properties downtown to be cataloged and recorded as time and development progresses.

• Utilize local design services to help business owners envision the potential for new or existing properties.

• Ensure sidewalks are clean and accessible.

• Add plants and green spaces to increase visual appeal.

• Activate and energize vacant storefronts using artwork or photographs.

• Develop design guidelines and use the local historic preservation commission as a resource to promote historic preservation and to guide good development practices.

• Develop a wayfinding signage program to highlight businesses and downtown amenities.

ORGANIZATION • Develop relationships with the planning department, code enforcement, health department, city clerk and others involved in the permitting process so that the Main Street program stays up-to-date as things develop downtown.

• Manager and board members should learn from city staff the requirements to open a new business downtown so that they can better assist new business inquiries.

• Refine existing codes and ordinances to make them more “business friendly.”

• Develop a membership program to provide financial and in-kind incentives to downtown businesses.

• Establish a merchants’ association to give downtown business owners a platform to be heard.

• Approve a special taxing district to support supplementary services for downtown.

• Appoint downtown business owners, community stakeholders and property owners to the Main Street board of directors.

• If eligible, apply for Georgia Department of Community Affairs Rural Zone designation.

• If eligible, apply for Opportunity Zone designation.

• If eligible, apply for Enterprise Zone designation.

• Apply for the state’s Entrepreneur Friendly designation from the Georgia Department of Economic Development.

Small Business Development Center Civic clubs Local convention and visitors bureau DDA or other development authorities County/city economic development office Historic preservation commission Georgia Cities Foundation Local banks High school and higher education institutions Technical college Local association of real estate professionals Power companies Regional commissions Georgia Department of Community Affairs U.S. Department of Agriculture Tax assessor or tax commissioner

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 19

PROS

COMMUNITY TRANSFORMATION STRATEGY

This strategy creates a district where people want to live.

This strategy increases the quality of life for residents.

A Community Serving strategy can build overall community support.

Community Serving

When you build a place where people want to live, you are inherently creating a place where people want to visit.

SUMMARY

Public infrastructure requires maintenance.

This strategy helps support the business community.

CONS You may find it difficult initially to garner support.

This Community Transformation Strategy focuses on developing an environment that is entrepreneur-friendly and intentionally incentivizes businesses, which serve the needs of the residents in the city and greater region.

A Community Serving strategy is designed not only to address comprehensively the wants and needs of those who live in your city but also should serve those who live beyond the traditional “walls” of the central business district.

Special consideration should be given to creating community gathering spaces, as well as to the support and development of inclusive public amenities. The types of businesses recruited and their standard hours of operation should reflect the day-to-day needs of residents and their target audience, with the understanding that more metro-based cities may need to accommodate a commuter workforce.

Business diversity, walkability, knowing your audience, commuter metrics, business hours, engagement, promotions, incentives, uses, convenience, community gathering spaces, beautification, accessibility, user experience and amenities, participation, volunteer base, accessible necessities, grocery stores, entrepreneur friendly, safety, transportation solutions and amenities, education, public amenities, educational institution engagement, public/ private services and professional services.

Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody.”

— Jane Jacobs 22 | GEORGIAMAINSTREET.ORG

SPECIAL CONSIDERATIONS Retail follows rooftops.

You need to understand your local market.

What are the demographics of your population base?

Where do your downtown workers live?

QUESTIONS TO ASK YOURSELF What can your market support?

How do commuter metrics affect your daily population?

What current amenities exist to support residents?

What transportation infrastructure is available?

Does downtown feel inclusive for all residents in the community?

Thomasville, ExploreGeorgia.org

KEY DESCRIPTORS

Opponents may say a Community Serving cannot deliver quick and tangible results.

FOUR-POINT APPROACH ACTIVITIES

PARTNERS

ECONOMIC DEVELOPMENT

PROMOTIONS

AARP

• Create an online business directory highlighting a business of the week/month.

• Develop an incentive packet highlighting the financial resources available for potential new businesses and work to bring in particular resident serving businesses, i.e. grocery stores, daycares, hair salons, hardware stores, restaurants and retail.

• Educate business owners about the importance of business hours that coincide with commuter metrics and local residential needs, i.e. businesses open after 6 p.m. and open on Sundays and Mondays.

• Work with business owners to develop a “love your local” campaign in which local businesses would offer discounts to city residents.

• Work with local banks to offer low interest loans specifically geared towards local residents opening businesses downtown.

• Create a residential amenities guide focusing on shops, restaurants and services to serve the local community. Offer this guide online and in print.

• Create a “welcome to downtown” campaign to reintroduce downtown to the greater community and to create a feeling of inclusiveness.

• Work with partners to develop a community calendar with events.

• Develop a special section on your website with information and deals for locals only.

• Design and distribute a newsletter both in digital and print.

• Host events that serve the residents, such as trick-or-treating, Easter egg hunts, a farmers’ market, movie nights and creation of a shop local/shop small campaign.

• Write news releases/create social media videos promoting business and property owners who give back to the community.

DESIGN • Develop wayfinding signage to identify both businesses and local amenities.

• Conduct a sidewalk inventory to identify gaps in walkability for pedestrian traffic.

• Add or repair sidewalks to make them more pedestrian friendly and compliant with the Americans with Disabilities Act. • Add bike lanes with bike hubs downtown.

• Plant a community garden specifically for downtown residents.

• Build a dog park and dog sanitation stations.

• Install or update downtown lighting to illuminate alley ways and parking lots for increased safety and visibility.

• Develop special parking for residents only.

• Add benches and other furnishings to encourage people to spend more time downtown.

ORGANIZATION • Develop a welcome packet for new residents and work with local partners such as real estate professionals and the chamber of commerce to distribute.

• Work with Georgia Power, Georgia Electric Membership Corp., Electric Cities of Georgia or other local utility companies to pull drive-time metrics reports, retail leakage surveys, tapestry reports and demographic reports to understand better the needs of your community’s residents.

• Develop a relationship with Main Street and the greater community’s neighborhood associations to develop a shop local campaign.

• Create volunteer opportunities downtown for students and civic organizations.

• Offer a community input survey in print and online to learn how your downtown and Main Street program can work better to serve the community.

Association of real estate professionals Chamber of commerce Higher education institutions Neighborhood associations Civic clubs City and county government U.S. Department of Agriculture Local convention and visitors bureau Business or merchants’ association Community foundations Power companies Georgia Department of Community Affairs Design Studio Georgia Council for the Arts Local media outlets Financial institutions

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 23

PROS

COMMUNITY TRANSFORMATION STRATEGY

This strategy activates underutilized spaces.

This strategy can drive tourism.

Placemaking creates excitement.

Placemaking

Placemaking sets your downtown apart.

Placemaking can help to create or solidify your identity.

This strategy is a great way to test ideas or concepts.

SUMMARY

CONS

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

Taste is subjective.

Placemaking can be viewed as frivolous.

Placemaking can seem sporadic and unfocused.

Placemaking can seem to be a standalone strategy that does not contribute to the overall downtown environment.

SPECIAL CONSIDERATIONS This strategy doesn’t have to be permanent.

Placemaking can be high impact and low cost.

You need to know your audience.

This strategy requires public buy-in to be effective.

KEY DESCRIPTORS

QUESTIONS TO ASK YOURSELF

Active environment, participation, engagement, identifying needs, visibility, vibrancy, infill construction, space activation and utilization, creativity, arts, tactical urbanism, health, happiness, well-being, family, community, greenspace, programming, events, people, excitement, fun and unique.

What outcome(s) are you trying to achieve?

What support is there for this strategy?

How does it fit in to your downtown master plan and future vision for the district?

Monroe, ExploreGeorgia.org

How will this contribute to other attractions and economic drivers?

Cultures and climates differ all over the world, but people are the same.

They’ll gather in public if you give them a good place to do it.”

—Jan Gehl

38 | GEORGIAMAINSTREET.ORG

FOUR-POINT APPROACH ACTIVITIES

PARTNERS

ECONOMIC DEVELOPMENT

PROMOTIONS

Local arts alliance or artists guild

• Encourage pop-up shops to activate vacant storefronts and to encourage new potential entrepreneurs to locate downtown.

• Encourage the development of businesses that can support your downtown’s existing attributes. Examples include bike shops along a trail system or sporting goods stores along the river.

• Encourage an “experience economy” in which businesses sell not only goods and products, but also an experience.

• Develop a local artist database to connect local business owners with creative people for when projects arise.

• Offer incentives to drive the development of particular niche businesses based on market research, existing economic drivers or natural resources.

• Offer a creative marketing workshop for existing businesses to educate them on alternative means to reach their target audience(s).

• Create “selfie” spots utilizing a downtown specific hashtag or ZIP code.

• Build a website that highlights retail, restaurants and downtown experiences.

• Work with partners to develop an online community calendar.

• Create a downtown discovery map or scavenger hunt that highlights architectural features, murals, found art or community specific amenities.

• Develop a unifying brand for downtown.

This should include but not be limited to a logo, a catch phrase, a color palette, a website, social media platforms and signage.

• Create programing around what makes your community unique and consider arts beyond painting and sculpture. Think music, performing arts, history, film, sports, etc.

• Develop quick and simple programming to activate spaces, e.g. corn hole, beach balls, chalk and hopscotch.

Georgia Council for the Arts

DESIGN • Encourage temporary art installations to activate public spaces and to bring new life to vacant storefronts.

• Re-purpose under-utilized fixtures and spaces for art and interaction.

• Develop “third places” in which people can sit, stay and hangout. Third places are the social surroundings separate from the two usual social environments of home (“first place”) and the workplace (“second place”). Examples of third places would be environments such as churches, cafes, clubs, public libraries and parks.

• Create a permanent sculpture garden.

• Develop unique wayfinding signage that is brand specific to your downtown.

• Enhance light fixtures, or crosswalks to act as public art.

• Reactivate alleyways so that they may serve as additional means of egress for downtown businesses and access to alternative parking lots.

Community foundations Educational institutions National Consortium for Creative Placemaking Local convention and visitors bureau Georgia Department of Economic Development Georgia Cities Foundation Georgia Placemaking Collaborative Georgia Department of Community Affairs Project for Public Spaces Local association of real estate professionals

ORGANIZATION • Engage local artists through Main Street standing committees and the board of directors.

• Adopt a mural ordinance.

• Adopt event ordinances to encourage partners outside of Main Street to host events downtown.

• Adopt alcohol ordinances to support open container districts downtown or to allow alcohol to be served at events hosted by Main Street.

• Create an ambassador program to serve as your downtown greeters.

• Develop a young artist program in conjunction with the schools or local cultural arts centers to showcase the art of students downtown.

• Work with the Georgia Department of Economic Development to host a Tourism Product Development Team.

• Adopt an overlay district to support an arts and entertainment district.

• Install “little libraries” or “little food pantries” to serve the community.

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 39

PROS

COMMUNITY TRANSFORMATION STRATEGY

This strategy enhances mobility for tourists and residents.

This strategy promotes active living.

This strategy increases safety and decreases auto traffic by using alternative modes of transportation.

Transportation and Pedestrian Experience

This strategy improves the street-level experience for retail shoppers.

CONS This strategy can spark public opposition to non-auto-centric traffic.

Major overhaul projects can be costly.

Flexibility is limited for state-controlled roads.

SUMMARY

You can easily make bad decisions without proper technical guidance.

This Community Transformation Strategy is designed specifically to address the mobility needs for both tourists and residents alike. All modes of transportation from foot traffic to bikes, and buses to cars should be considered.

Often times residents and visitors inability to park and effectively to navigate the downtown district can be a deterrent to people coming downtown. This strategy, like most strategies, is most successful when approached using the Four Points, considering design elements, the businesses’ needs and the best way to communicate effectively the transportation and pedestrian amenities of the district.

Walkability, Bike-ability, wayfinding, parking, amenities, user experience, aesthetics, street level experience, street plantings, traffic flow, accessibility, convenience, safety, complete streets, parking and benches and street furnishings.

Streets and their sidewalks — the main public places of a city — are its most vital organs.”

— Jane Jacobs 24 | GEORGIAMAINSTREET.ORG

Building codes can be adapted to meet the needs of historic properties.

Establishing relationships with partners and other agencies is of the utmost importance.

Check your downtown’s current walk score.

QUESTIONS TO ASK YOURSELF Who manages the roads in and around downtown? How are people getting in, to and around downtown? What modes of transportation are underdeveloped?

What funding resources are available at the local, state and national level?

What is the local support for alternate transportation?

Does downtown feel inclusive for all residents in the community?

Milledgeville, ExploreGeorgia.org

KEY DESCRIPTORS

SPECIAL CONSIDERATIONS

FOUR-POINT APPROACH ACTIVITIES

PARTNERS

ECONOMIC DEVELOPMENT

PROMOTIONS

• Seek out training opportunities for alternative transportation options.

• Businesses offer discounts to citizens who bike or walk, taking advantage of alternative transportation options.

• Develop wayfinding signage that connects steps/distance to downtown businesses and attractions.

• Establish a bike share program with hub stations located downtown.

• Install electric car charging stations downtown.

• Encourage businesses to offer step count discounts, such as 5% off for 5k steps, 10% off for 10k steps, etc.

• Offer facade grants to revitalize the back entrance of businesses and alleyways so that pedestrian have multiple means of egress and access to downtown businesses.

• Adopt a special tax district to offset cost related to enhancing the main transportation corridor or pedestrian experience.

• Design a public safety campaign to create awareness of bikers and pedestrians while highlighting safety and best practices for sharing the road.

• Organize a “car free” day downtown, either on select roads or the entire district.

• Host a pop-up bike lane with a bike giveaway.

• Develop an alternative routes map to downtown, highlighting paths that are not auto-centric.

• Develop a walking tour of downtown and connect to an architecture tour, history tour or game.

• Offer an outdoor sports activity that promotes utilizing the transportation corridors, e.g. color runs, 5k races, bike rides and scooter rides.

• Designate a ride-share pick-up and drop-off spot downtown.

• Enhance the visual appeal and safety of bus stops or trolley stops downtown.

• Design and install “walk your city” signs that celebrate short walks to local amenities.

Georgia Department of Transportation

DESIGN • Design creative bike racks.

• Develop a comprehensive parking signage campaign that is on brand with downtown.

• Update sidewalks to design connectivity to create a complete sidewalk network.

• Install mile markers downtown associated with established routes/paths.

• Enhance landscape and greenery to provide more shade, especially on routes connecting parking lots to businesses.

• Create dog/pet friendly amenities, e.g. dog park and pet sanitation stations.

• Install water fountains for pets and people.

• Paint bright crosswalks that tie in to local amenities and tourism initiatives.

• Utilize conceptual drawings for how a space could be used to help sell the vision.

• Place benches and other street furnishings downtown to encourage walking.

ORGANIZATION • Establish a relationship with your local Georgia Department of Transportation district office.

• Create a sidewalk inventory to identify gaps or areas that need repair.

• Conduct regular walk audits with outside partners for the areas in and around downtown.

• Establish relationships with city and/ or county public works/ transportation departments.

• Conduct a complete streets inventory and adopt a complete streets policy.

• Adopt a tree removal ordinance.

• Adopt the international property maintenance code.

• Lower local speed limits on roads leading in, to or through downtown as a traffic-calming measure.

• Adopt a golf cart ordinance.

• Work with Georgia Department of Transportation to de-designate state routes in downtown to give more local control.

• Identify traffic accident hot spots in conjunction with your public safety departments.

Regional commission Local public safety and emergency services Smart Growth America Georgia Bikes Association Local electric providers Local public works/ transportation Georgia Department of Natural Resources Local transportation authorities Local convention and visitors bureau Local bike clubs or regional trail organizations Metropolitan planning organization (MPO) Parking and Transportation Association of Georgia City or County Recreation department

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 25

PROS

COMMUNITY TRANSFORMATION STRATEGY

Downtown living creates after-hours vitality.

Downtown residents are a captive market.

Downtown living utilizes vacant upper-story units.

Downtown Living

Downtown living can meet additional housing needs with lower infrastructure costs.

CONS Parking and traffic are important considerations.

SUMMARY

Property owners may be unwilling to invest.

Accessibility may be a challenge.

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

Some people perceive high rehabilitation costs.

Some people have a negative perception of downtown residents.

SPECIAL CONSIDERATIONS Housing should cater to varied price points and family sizes.

Building codes and the permitting process are important considerations.

Consider infill projects and building rehabilitation.

Rehabilitation should be preservation-sensitive.

QUESTIONS TO ASK YOURSELF Do our current codes and ordinances support downtown living?

KEY DESCRIPTORS

Who is going to live downtown?

The generation that grew up watching shows like ‘Sesame Street’ and ‘Seinfeld’ sees living downtown as a totally viable option.”

— Patty Burk 20 | GEORGIAMAINSTREET.ORG

Are there any design guidelines or special processes that would need to be taken into consideration?

What amenities are needed to support downtown living?

Rome, ExploreGeorgia.org

Diversity in housing options, varied pricepoints and style, developer relationships, codes and ordinances, walkability, community needs, community wants, commuter metrics, engagement, promotions, incentives, uses, convenience, community gathering spaces, beautification, user experience, partnerships, grocery stores, entrepreneur-friendly, safety, transportation solutions and amenities, greenspace, programming, education, public/ private services, social opportunities and accessibility.

FOUR-POINT APPROACH ACTIVITIES

PARTNERS

ECONOMIC DEVELOPMENT

PROMOTIONS

Realtors

• Encourage property owners to offer rental rates that the market can bear; this will require statistical data when considering setting the rates.

• Identify developers who have completed other downtown housing projects within your region.

• Activate businesses that will encourage, support and serve downtown residents.

• Encourage business owners to consider residents’ schedules when setting hours of operation; this will most likely require the support of statistical data, particularly drive-time and commuter metrics.

• Encourage the use of state and federal rehabilitation incentives to preserve historic homes and buildings.

• Incentivize a home ownership program to reduce renting.

• Work with banks to develop a first-time home buyers’ programs.

• Establish a land bank to allow you to acquire property more easily for development/redevelopment.

• Consider using the DDA to purchase properties that could become mixed use or lofts and then redeveloping them through a public-private partnership.

• Consider a parking management program.

• Consider requiring developers to provide parking onor off-site for residents.

• Develop promotional materials to educate and inform people regarding historic tax credit programs and local/state incentives available for redevelopment.

• Host a developer’s “open house” for vacant properties that have potential to be redeveloped to accommodate downtown living.

• Develop a list of available properties in both print and digital media.

• Once properties have been redeveloped to offer residential living, host a downtown open house to showcase available units.

• Host or create downtown events specifically geared towards residents, such as a back-to-school event, homecoming event, trick-or-treating, holiday event or celebratory parade.

DESIGN • Develop design guidelines that specifically speak to downtown residential living for mixed-use commercial spaces.

• Create green spaces where kids and animals can play.

• Create a downtown that is pedestrian-friendly and enhances walkability.

• Update and maintain public spaces for Americans with Disabilities Act compliance.

• Develop a list of trusted professionals and workers skilled in preservation-sensitive rehabilitations.

• Install public art to enhance and encourage engagement in the built environment.

• Create pet-friendly amenities, e.g. dog park and dog sanitation stations.

• Consider form-based codes to promote the types of development sought.

• Consider revising codes to encourage smaller setbacks from the sidewalk and requiring parking behind the building or in a deck that integrated into the construction.

• Incentivize new construction projects that save historic trees and replant new trees when an old tree dies or is damaged and must be cut down.

• Consider requiring larger-scale redevelopment or new construction projects require greenspaces as part of the construction.

ORGANIZATION • Develop ordinances that address the use of sidewalks by businesses, e.g. tables,chairs and product merchandising. Ensure ADA compliance.

• Apply for Georgia Department of Community Affairs Rural Zone designation.

• Nominate the downtown district or individual properties for National Register designation to that historic tax credits can be utilized on eligible projects.

• Create a community revitalization/ redevelopment plan to aide in the application of Low-Income Housing Tax Credits.

• Define or refine ordinances that address downtown living.

• Maintain strong residential zoning for historic traditional neighborhoods surrounding downtown.

• Work with local code enforcement officer to educate residents and property owners regarding downtown ordinances.

Developers and property managers who have experience with mixed-use projects Downtown property owners Local tax commission Local tax assessor Georgia Department of Community Affairs State Historic Preservation Division Georgia Trust for Historic Preservation Georgia Cities Foundation Local planning and zoning staff Your downtown’s building inspector Local historic preservation commission U.S. Department of Housing and Urban Development U.S. Department of Agriculture Rural Development Parking and Transportation Association of Georgia

COMMUNITY TRANSFORMATION STRATEGIES WORKBOOK | 21