ATHENS DOWNTOWN DEVELOPMENT AUTHORITY

ATHENS-CLARKE DOWNTOWN DEVELOPMENT AUTHORITY

Formed by State legislation in 1977, the ADDA administers the revitalization and redevelopment of the Central Business District. Acting as liaison between Government and the Downtown Business community, the Authority coordinates planning and implementation of public facilities as well as assisting private investors and individual businesses. The A-CDDA, created in 1995, focuses on the redevelopment of the Downtown East area, a fifty acre “Brownfield” site adjacent to the Central Business District.

HISTORY

· Early 1970’s under the leadership of then Planning Commission Chair/UGA Administrator JW Fanning, the Chamber of Commerce and downtown business leaders formed the Athens Downtown Council.

· From observing larger communities, they learned that successful programs required a full time staff. In 1977 the Citizens of Athens voted to establish the Athens Downtown Development Authority.

· 1980, Athens was one of 30 towns selected to participate in a Historic Preservation based demonstration program, Main Street.

· 1980, ADDA takes over park & shop program.

· 1981 ADDA takes over management of City parking lots.

· 1981 Regional Enclosed Mall built. Lost all department stores, but due to a concerted effort, only one local business moved to the new suburban mall.

· Late 1980’s, Clubs begin to develop downtown offering live music. Area starts transition into mixed use district: retail, restaurant, entertainment, upper floor residential. Currently 50 alcohol licenses downtown.

· 1980’s Music business prospers producing B52’s REM, and Widespread Panic.

· Currently over 250 bands in the area, live entertainment every night of the week.

MISSION STATEMENT  “To promote, maintain, and enhance a safe and economically viable central business district by focusing both public and private resources on the fulfillment of downtown’s potential to benefit the entire community.”  October 23, 1995 Strategic Planning Session

OBJECT  Section 1.  To acquire, construct, improve, alter, repair, and maintain properties within the Downtown Athens Area as set forth in the enabling legislation (ADDA Bylaws, February 1978)  and to promote for the public good and general welfare, trade, commerce, industry, and employment opportunities.  (ACDDA Bylaws April 1995)

                 Section 2.  To undertake and oversee the revitalization and redevelopment of the urban, central city areas located within the Downtown Athens Area…(ADDA Bylaws, February 1978) and to use those powers as prescribed by law and as requested by the Unified Government of Athens-Clarke County, Georgia. (ACDDA Bylaws April 1995)

MAIN STREET APPROACH The Main Street program's is based on a comprehensive strategy of work, tailored to local needs and opportunities, in four broad areas, called the Main Street Four Point Approach: 

• Design: Enhancing the physical appearance of the commercial district by rehabilitating historic buildings, encouraging supportive new construction, developing sensitive design management systems, and long-term planning. 
• Organization: Building consensus and cooperation among the many groups and individuals who have a role in the revitalization process. 
• Promotion: Marketing the traditional commercial district's assets to customers, potential investors, new businesses, local citizens and visitors. 
• Economic Restructuring: Strengthening the district's existing economic base while finding ways to expand it to meet new opportunities -- and challenges from outlying development. 

DESIGN: The Athens Downtown Development Authority has encouraged the rehabilitation of structures instead of demolition. In addition design assistance is provided for façade renovations, and the Authority issued bonds for two projects, the Georgian Hotel conversion to Apartments and the College Avenue Parking Deck. Public Space has been designed to compliment the historic buildings. In addition vigorous discussion has stopped street closure or a change from angle parking.

ORGANIZATION: a seven member Board appointed by the County Commission governs The Athens Downtown Development Authority.

Committees and activities managed by the Authority include:

• The Athens Downtown Council (ADC) The council is an association of merchants and businesses that markets the downtown area to local customers. The Council coordinates advertising and merchandising events and publishes a shopping guide.

• The Athens Hospitality Resource Panel (HRP) Formed in 1999, the HRP is a community organizing framework for creating an alliance of business associations, government agencies, and community organizations dedicated to developing safe communities and healthy businesses through the promotion of responsible hospitality principles and practices. As its name implies, an HRP is a "resource" to the hospitality industry, as well as everyone else involved. Rather than creating new programs, new projects or new materials, the HRP works to enhance the availability and participation in those programs that currently exist. Through regular communication and collaboration, key stakeholders identify and develop strategies to address issues and concerns of the community relating to the service of food, alcoholic beverages and entertainment. The HRP efforts have helped the Hospitality businesses organize their own group, the Downtown Athens Tavern Association (DATA).

• The Athens Music and Arts Committee (AthFest) the AthFest Committee was organized in 1997:

o To attract visitors to Athens during the slow summer months.

o To give UGA students a reason to return during the summer.

o To showcase Athens Area Bands for entertainment venues, booking agents and club owners from college towns in the Southeast.

o To build a Music Conference atmosphere that would attract music industry representatives and to Athens.

o To promote the Athens Music Industry.

v The Event: 150 bands play over 4 days in 20 indoor clubs and 2 outdoor stages in addition to a local Artist market, music video contest, music industry seminars and a yearly CD promoting Athens Bands.

• The Athens Literary Festival Committee, organized in December 2001 as a joint effort with the University of Georgia to recognize Georgia writers. Festival being planned for March 2003.

• Downtown Athens Parking System (DAP), the Authority manages

o 736 on street metered spaces,

o 6 parking lots and one parking deck,

o Total spaces managed:  1626, ½ monthly – ½ hourly.

PROMOTION, MARKETING, AND PUBLIC RELATIONS:

The Authority s maintains a constant working relationship with the media, addressing public concerns and issues of concern.

The Athens Downtown Development Authority also works to attract customers and visitors to the downtown area. Two major events coordinated by the authority are the Athens Christmas Parade and First Night Athens, a New Years Eve celebration. In addition the Authority and the Athens-Clarke County Government also assist other events such as:

• Twilight Criterion Bicycle Race,
• Athens Film Festival
• Opera Athens
• University of Georgia Homecoming Parade
• Hot Corner Soul Food Festival

ECONOMIC DEVELOPMENT:

The Authority works to:

• Recruit prospective businesses with personal contacts, mail, telephone, trade associations,
• Retain businesses by personal contact, identifying market opportunities, assisting with expansion/relocation or sale of business.
• Market available space, providing building/store/office layouts, utility information, and location advantages.  Assist property owners and managers in evaluating prospective tenants.  Negotiate or assist in negotiation of lease terms, parcel assembly and negotiations. 
• Promote the music industry with annual band showcase, yearly promotion CD's, and national music trade show booths. Efforts received coverage in Wall Street Journal, National Public Radio "All things Considered", MTV, Rolling Stone, and AAA Travel Magazine.

GUIDING PRINCIPLES: The Athens Downtown Development Authority follows the National Main Street Philosophy: 

• Comprehensive: A single project cannot revitalize a downtown or commercial neighborhood. An ongoing series of initiatives is vital to build community support and create lasting progress. 
• Incremental: Small projects make a big difference. They demonstrate that "things are happening" Downtown.
• Self-Help: Although the National and Georgia Main Street Programs   provide valuable direction and hands-on technical assistance, only local leadership can initiate long-term success by fostering and demonstrating community involvement and commitment to the revitalization effort. 
• Public/private partnership: Every local Main Street program needs the support and expertise of both the public and private sectors. For an effective partnership, each must recognize the strengths and weaknesses of the other. 
• Identifying and capitalizing on existing assets: A city must recognize and make the best use of its uniqueness. Local assets provide the solid foundation for a successful Downtown initiative. 
• Quality: From storefront design to promotional campaigns to special events, quality must be the main goal. 
• Change: Changing community attitudes and habits is essential to bring about a commercial district renaissance. A carefully planned Main Street program will help shift public perceptions and practices to support and sustain the revitalization process. 
• Action-oriented: Frequent, visible changes in the look and activities of the commercial district will reinforce the perception of positive change. Small, but dramatic improvements early in the process will remind the community

that the revitalization effort is under way.

CURRENT ISSUES

• Residential Development – Where to park cars. Music and residence conflicts.

• Heavy night time uses. Two peaks, noon and midnight. 7 AM to 2:30 PM. Service support without alleys.

• Friction between day and night businesses..

• Too many bars? Loss of Store fronts to bars. Limits discussed, Market limits number? Open container ordinance. Under age drinking.

• Sidewalk dining. Great but creates cleaning problem.

• Strong restaurant business = lots of trash, employees park on street. Large volume of solid waste.

• Events: Too many, hurt business. Need a balance?

• Problem: Office Market has moved out to converted houses and office

parks.

· Biggest Challenges = Safety & Cleanliness

DOWNTOWN DEVELOPMENT LESSONS LEARNED

There is no one, quick fix. Downtown Development is not a project. It is an ongoing process.

Mixed uses, i.e. retail, restaurants, entertainment, office, and residential create a more interesting and economically stronger business district.

Build upon a cities strongest points: architecture, history, University, music, art.

Why Are Main Streets Important?

Main Street advocates are commonly asked by city governments and businesses, "Why should we invest in downtown?" In response, here are a few reasons why your downtown neighborhood commercial district is an important and worthwhile investment in the economic health and quality of life in your community. 

• Main Street is a symbol of community economic health, local quality of life,

pride, and community history. These are all factors in industrial, commercial and professional recruitment.

• A vital Main Street retains and creates jobs, which also means a stronger tax base. Long-term revitalization establishes capable businesses that use public services and provide tax revenues for the community.

• Main Street is also a good incubator for new small businesses -- the building blocks of a healthy economy. Strip centers and malls are often too expensive for new entrepreneurs.

• A vital Main Street area reduces sprawl by concentrating retail in one area and uses community resources wisely, such as infrastructure, tax dollars and land.

• A healthy Main Street core protects property values in surrounding residential neighborhoods.

• The traditional commercial district is an ideal location for independent

businesses, which in turn: 

• Keep profits in town. Chain businesses send profits out of town.
• Supports local families with family-owned businesses
• Supports local community projects, such as ball teams and schools
• Provide an extremely stable economic foundation, as opposed to a few large businesses and chains with no ties to stay in the community

• A revitalized Main Street increases the community's options for goods and

services: whether for basic staples, like clothing, food and professional services or less traditional functions such as housing and entertainment.

• Main Street provides an important civic forum, where members of the community can congregate. Parades, special events and celebrations held there reinforce intangible sense of community. Private developments like malls can and do restrict free speech and access.

• Many Main Street districts become tourist attractions by virtue of the character of buildings, location, selection of unique businesses, and events held there.

Athens Downtown Development Authority

Chair, Rusty Heery

Executive Director, Art Jackson

PO Box 1295

Athens, Georgia 30603

706 353-1421

Fax 706 353-8526

[email protected]