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STEP 1: Develop an Economic Strategy for Downtown Quitman (page 41of The Heritage Tourism Guide Book – Outline an Enhancement Strategy and Develop a Plan) • Develop an economic development strategy by bringing together key members of the community, representing both the public and private sectors to discuss downtown revitalization. Ideas and information gathered should then become part of the economic element of your overall comprehensive revitalization plan for your downtown. Participants in the process should have knowledge of: (1) the essentials of downtown development, (2) the “players” that can assist and support a community’s strategy, (3) the tools that are available to assist with economic development projects (4) a managed downtown program and working board. • The three essentials of development are leadership development, community development and economic development. • The players may include bankers, educators, attorneys, existing business representatives, local, regional and statewide economic development professionals, regional development centers, state agencies and others. • The tools include, but are not limited to, downtown development authorities, development authorities, financing programs, quality growth principles, incentives, hotel/motel taxes, city business improvement districts, tax increment financing, infrastructure, affordable workforce housing, education and workforce training programs, business retention initiatives, entrepreneurial development programs and publicly owned available land or buildings. • Create a staffed Downtown Development Office with a working Board of Directors. 50
STEP 2: Create a Staffed Downtown Development Office • Create the necessary public and private support to hire a downtown development manager with an adequate operating budget to facilitate and manage your downtown revitalization efforts. For cities under 5,000 in population, a part-time (20 hrs/wk) manager is adequate for the initial phases of the effort. For cities over 5,000 in population, a full-time manager is essential and recommended. Make certain that a public/private board or DDA oversees the downtown revitalization program and that your efforts are grounded in a comprehensive work plan and a managed approach. The Manager’s role: • The Manager serves as the Coordinator, Facilitator, Motivator and even Instigator for the local Program. • The Manager is responsible for day-to-day activities and manages program volunteers and staff. • The Manager provides a communication link between the local agencies, businesses, government and citizens. Like a shopping center manager, the local Manager initiates and coordinates a wide range of projects, from supervising promotional activities to assembling market information. The Manager works with a volunteer board and four working committees composed of residents, business owners, property owners and city/county officials/staff. • The local Manager’s most important role is to serve as advocate for downtown. • The local Manager’s duties evolve as the program’s goals and opportunities change, but the Manager’s focus is always on downtown. • The local Manager is very important - and should not take the place of volunteers in the organization. • The Manager along with the local board of directors develops an action plan, based on the goals addressed during a community-wide meeting. The Georgia Department of Community Affairs’ Office of Downtown Development Regional Contact can assist with setting up this community-wide meeting. 51
Page 1 and 2: GEORGIA TOURISM Georgia Department
Page 3 and 4: Purpose Tourism Product Development
Page 5 and 6: Tourism as Economic Development Tou
Page 7 and 8: Product Development New tourism pro
Page 9 and 10: Product Development Douglasville Pe
Page 11 and 12: Historic Preservation Recommendatio
Page 13 and 14: Properties listed in the National R
Page 15 and 16: Historic Preservation Pass a histor
Page 17 and 18: Recommendations for Quitman/Brooks
Page 19 and 20: Historic Preservation Grants--Histo
Page 21 and 22: Historic Preservation Federal and S
Page 23 and 24: Historic Preservation Georgia State
Page 25 and 26: Georgia Centennial Farm Program Bec
Page 27 and 28: Historic Preservation Brooks County
Page 29 and 30: Quitman: the classic railroad town
Page 31 and 32: Historic i Preservation First Six m
Page 33 and 34: Cultural Tourism Quitman qualities
Page 35 and 36: Spirit of Brooks County Tourism bor
Page 37 and 38: Spirit of Brooks County Cultural To
Page 39 and 40: Spirit of Brooks County Tourism Lea
Page 41 and 42: Spirit of Brooks County Tourism Pla
Page 43 and 44: Spirit of Brooks County Planning fo
Page 45 and 46: Spirit of Brooks County Planning fo
Page 47 and 48: Downtown Development Office of Down
Page 49: Downtown Development Finally, inves
Page 53 and 54: The Manager’s role (continued)
Page 55 and 56: Step 4: Use Available Downtown Tool
Page 57 and 58: Community Improvement District (CID
Page 59 and 60: Georgia Dream Homeownership Program
Page 61 and 62: Georgia’s Successful Downtown Red
Page 63 and 64: Step 6 cont’d - Investigate Upper
Page 65 and 66: Quitman/Brooks County Tourism Marke
Page 67 and 68: Marketing Promotional Publications
Page 69 and 70: Branding & Taglines Consider your k
Page 71 and 72: GDEcD Marketing Team suggestions To
Page 73 and 74: GDEcD Tourism Division Informationa
Page 75 and 76: The Tourism Resource Team • Bruce
Page 77 and 78: The Tourism Resource Team • Eduar
Page 79 and 80: The Tourism Resource Team • Brent
Page 81: CONCLUSION Quitman’s heritage is

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