North Carolina Main Street Program

About NC Main Street

The NC Main Street & Rural Planning Center is the Main Street America coordinating program for the state of NC.  NC Main Street staff are charged by the NC Department of Commerce to facilitate downtown economic development, using the Main Street America Four Point Approach, in designated communities.

Visit the NC Department of Commerce website

Visit Main Street America's website to learn more about the Four Point Approach

NC Main Street Staff Provide: 

• Strategic downtown economic development planning that will transform downtown for growth and development
• Technical assistance for Main Street program and project development
• Training and Education to build capacity for downtown revitalization
• Grants and funding guidance for downtown public improvements

Contact Us:

Liz Parham, CMSM  
Director, NC Main Street and Rural Planning Center  
Raleigh, NC 
Email: lparham@commerce.nc.gov  
Cell:  (919) 805-2067

Joy Almond 
Main Street Program Specialist  
Albemarle, NC 
Email: joy.almond@commerce.nc.gov  
Phone: (984) 291-4564

Mike Dougherty  
Downtown Development Specialist  
Greensboro, NC 
Email: mike.dougherty@commerce.nc.gov  
Phone: (919) 923-6645

Charles Halsall, MSARP  
Main Street Program Specialist  
Greenville, NC 
Email: chalsall@commerce.nc.gov  
Phone: (252) 214-5132

Susan Kellum 
Main Street Project Manager 
Wilson, NC 
Email: susan.kellum@commerce.nc.gov 
Phone: (984) 800-4695

Naomi Riley, MSARP  
Main Street Education Coordinator  
Raleigh, NC  
Email: naomi.riley@commerce.nc.gov  
Phone: (984) 222-5292

Lisa Rueh  
Main Street Grants Administrator  
Morehead City, NC 
Email: lisa.rueh@commerce.nc.gov  
Phone: (919) 817-3999

Amy Suggs, NCCED 
Main Street Program Specialist  
Morehead City, NC 
Email: amy.suggs@commerce.nc.gov 
Phone: (910) 530-0278

Stay Connected!

Visit the NC Main Street Conference & Training Website

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About Main Street America

For more than 40 years, Main Street America has helped to build economic power in downtowns and neighborhood commercial districts through our signature Main Street Approach™ framework. Founded as the National Main Street Center® in 1980, Main Street America has helped to generate over $115.27 billion in local reinvestment, rehab 345,801 buildings, create 815,894 new jobs, and start 181,647 new businesses in over 2,000 communities.

Main Street Fundamentals

The Main Street Approach is centered around Transformation Strategies. Transformation Strategies are Economic Development Strategies that will transform downtown.

A program’s work on Transformation Strategies should be organized around the Four Points: Economic Vitality, Design, Promotion, and Organization.

A revitalization program’s work – and its Transformation Strategies – need to be informed by a solid understanding of local and regional market data and sustained and inclusive community engagement.

Main Street AmericaTM is a movement.

Main Street America is the leading voice for preservation-based economic development and community revitalization across the country. Made up of small towns, mid-sized communities, and urban commercial districts, Main Street America represents the broad diversity that makes this country so unique. Working together, the programs that make up the Main Street America network help to breathe new life into the places people call home.

Main Street AmericaTM is a mark of distinction.

It is a seal, recognizing that participating programs, organizations, and communities are part of a national movement with a proven track record for celebrating community character, preserving local history, and generating impressive economic returns. Since 1980, over 2,000 communities have been part of Main Street, bringing renewed energy and activity to America’s downtowns and commercial districts.

Learn more about Main Street America
 

About the NC Main Street Program

The NC Main Street & Rural Planning Center is North Carolina's state coordinating program for Main Street America. The NC Main Street staff are charged by the NC Department of Commerce to facilitate downtown economic development, using the Main Street America Four Point Approach, in designated communities.  The Main Street Approach™ is centered around economic development strategies that will transform downtown. These strategies articulate a focused path to revitalizing or strengthening a downtown economy. Designated NC Main Street community's work is organized around the Four Point Approach: Economic Vitality, Design, Promotion, and Organization.

The selection process is competitive.  Visit the Downtown Associate Community page to learn more about the process.

NC Main Street Designations

The NC Department of Commerce designates North Carolina Main Street Communities through a disciplined, criteria-based process administered by the NC Main Street & Rural Planning Center. Communities seeking designation must demonstrate a strong commitment to downtown revitalization, organizational capacity to implement the Main Street Four Point Approach, and a clear strategy for preserving and enhancing their historic commercial districts. North Carolina also maintains one of the most robust and well-established Main Street coordinating programs in the nation, providing exemplary guidance, professional training, and long-term strategic support to participating communities. Once designated, communities gain access to specialized technical assistance and state-level resources that foster sustainable economic growth, historic preservation, and the continued vibrancy of their downtowns.   

Tiers of National Designation

Main Street America offers two tiers of national designation: Accredited and Affiliate.

Accredited Tier

Accredited status is the top tier of recognition. Main Street America Accredited™ programs have a proven track record of planning, implementing, and measuring results that align with the Main Street Approach. Accredited programs must meet the set of baseline requirements and demonstrate success in each of the six Accreditation Standards.  Designated Main Street communities work with North Carolina Main Street to meet the performance standards,  including an annual Community Self-Assessment, an on-site Community Progress visit, and required reporting. NC Main Street evaluates, selects, and recommends Accredited programs to Main Street America annually.

The six Community Evaluation Standards aim to elevate local revitalization efforts and provide the Main Street America Network with a strong foundational framework to review progress, recognize strengths and accomplishments, understand trends and challenges involved with local revitalization, and implement strategies that keep moving Main Street programs forward.

Visit Main Street America's website to learn more about the baseline requirements 

Visit Main Street America's website to learn more about the six community evaluataion standards

Accredited Communities

• Albemarle 
• Asheboro 
• Belmont 
• Boone 
• Brevard 
• Cherryville 
• Clinton 
• Concord 
• Edenton 
• Elizabeth City 
• Elkin 
• Fuquay-Varina 
• Goldsboro 
• Henderson 
• Hendersonville
• Hickory 
• Lenoir
• Lexington 
• Lumberton 
• Marion 
• Mebane 
• Mooresville 
• Morehead City 
• Morganton 
• Mount Airy 
• Murphy 
• New Bern 
• Newton 
• Pittsboro 
• Reidsville 
• Rocky Mount 
• Roxboro 
• Salisbury 
• Sanford 
• Shelby 
• Statesville 
• Sylva 
• Tarboro 
• Troy 
• Tryon 
• Wake Forest 
• Waxhaw 
• Whiteville 
• Wilson 
• Zebulon

Affiliate Tier

Main Street America Affiliates™ are programs or organizations that have demonstrated a commitment to the Main Street model and are on the pathway to achieving meaningful economic, social, physical and organizational improvements in their downtown or commercial districts. Main Street America Affiliates have not met the six Community Evaluation Standards or baseline requirements, but they have committed to:

1. Broadly engaging community stakeholders in the revitalization process;
2. Working with stakeholders to identify a unified vision for success for the downtown district and appropriate success indicators;  
3. Developing diversified and sustainable funding sources to support local revitalization efforts;  
4. Participating in available training, professional development, and networking opportunities to strengthen leadership capacity and deepen knowledge of the Main Street Approach and community revitalization field; and
5. Maintaining membership with Main Street America.

Designated Main Street communities work with North Carolina Main Street to learn and implement the Main Street Approach, build capacity, and meet requirements for Affiliate status, which includes an annual Community Self-Assessment, an on-site Community Progress visit, and required reporting. NC Main Street evaluates, selects, and recommends Affiliate programs to Main Street America annually. 

Affiliate Communities

• Aberdeen
• Ayden  
• Benson
• Bessemer City
• Burlington
• Dunn
• Eden
• Elon
• Forest City
• Garner
• Hertford
• Kinston
• Laurinburg
• Manteo
• Mocksville
• Monroe
• North Wilkesboro
• Oxford
• Pilot Mountain
• Roanoke Rapids
• Rutherfordton
• Smithfield
• Spruce Pine
• Valdese
• Washington
• Waynesville
• Williamston 

For more information, contact:

Liz Parham, CMSM  
Director, NC Main Street and Rural Planning Center  
Raleigh, NC 
Email: lparham@commerce.nc.gov  
Cell:  (919) 805-2067

About the Small Town Main Street Program

The NC Small Town Main Street was launched in 2003.  In 2015, the state discontinued accepting new communities into the program. Since then, state staff have continued to support existing participants and assist them in preparing for potential advancement to full Main Street designation. Communities in good standing may remain in the Small Town Main Street Program, and each July, they have the opportunity to move up to Main Street designation once they demonstrate the capacity to meet all program requirements.

• Belhaven
• Hayesville
• Mount Olive
• Plymouth
• Roseboro
• Spring Hope
• Warrenton
• West Jefferson
• Wilkesboro

About the Downtown Associate Community Program

The NC Main Street & Rural Planning Center's Downtown Associate Community program (DAC) launched in May 2015.   The DAC program is the first step towards the NC Main Street Designation.  State staff work with eligible communities to equip them with the tools to build a sustainable organizational foundation and conduct strategic economic development planning, which strengthens their downtown development efforts. 

The NC Main Street & Rural Planning Center selects communities every other year via a competitive application process.  North Carolina municipalities, with an identifiable traditional downtown business district and a certified population under 50,000 not already designated as a Main Street or Small Town Main Street community are eligible to apply to the Center for services under the Downtown Associate Community program.  Selected communities will receive two years of downtown revitalization technical assistance services from the NC Main Street & Rural Planning Center and may have the opportunity to move up to Main Street designation upon successful completion of the program. 

Current Downtown Associate Community Programs

NC Main Street Benefits

Partnership:

Designated NC Main Street communities become partners with the N.C. Department of Commerce, NC Main Street & Rural Planning Center in a long-term, asset-based economic development effort that has a proven positive impact on investment and job creation.

Main Street communities are limited in number and therefore receive focused and personal attention from NC Main Street staff. North Carolina communities are selected through a competitive process, and only a few are designated; therefore, Main Street designation is an honor bestowed upon only a few special communities.

In the first several years of a local Main Street program, the state of North Carolina invests approximately $100,000 in on-site visits, training, and technical assistance. After the initial start-up phase, the state invests a minimum of $5,000 annually in each Main Street community in the form of ongoing town-specific technical assistance and statewide and on-site training for directors and volunteers.

Strategic Economic Development Planning:

Main Street communities are eligible to receive facilitated strategic economic development planning services for the cost of travel expenses. Staff guides community leaders through a process to identify authentic assets, analyze downtown strengths, opportunities, weaknesses, and threats, collect data for measurable analysis, create a vision that positions downtown for economic growth, and develop economic development strategies and an attainable implementation plan that will transform downtown. The process is intended to focus a community’s limited financial and human resources in order to see magnified results.  These planning services are valued at $60,000-$100,000, depending on the depth of the plan, if a community were to hire a private firm. 

Training & Education:

Main Street communities are eligible to participate in a robust annual calendar of training and educational opportunities offered through both Main Street America™ and the NC Main Street & Rural Planning Center.  Training and Education is both a benefit and a requirement as it builds professional growth and development for staff, and capacity for community leadership to address more complex downtown revitalization initiatives.

These Trainings include:

• The Main Street America Academy, offers basic and advanced-level courses.
• North Carolina Main Street Conference
• Board and Committee Training
• NC Main Street Directors’ Meetings
• Advanced level workshops
• Subject-specific workshops

*Designated NC Main Street communities receive two free registrations to the North Carolina Main Street Conference held annually in March.  

Technical Assistance:

The NC Main Street team is among the nation’s leading authorities on downtown development, with experience helping North Carolina towns and cities with revitalization challenges.  The staff has extensive experience in both running a Main Street program and developing downtown projects. Staff is gifted in organizational development and nonprofit management, historic preservation, building rehabilitation, investment tax credits, incentive programs, tourism development, marketing, image building, special event development, communications, and a range of other pertinent areas.  

• Staff can offer a plethora of best practices in guiding local Main Street organizations, which may include for example, managing and developing staff, volunteerism, funding, nonprofit management, and much more.
• Property redevelopment and business growth are important initiatives of a Main Street program. NC Main Street staff have extensive experience in working with redevelopment projects on alternative funding and gap financing, historic tax credits, and resources for bringing projects to fruition.  In addition, staff are experienced in business retention, expansion, and recruitment programs and guide local Main Street programs. The NC Main Street staff provides retail market analysis and mobile location data to Main Street and Small-Town Main Street programs upon request.  This data is used to determine a community’s best business and location opportunities and to understand visitation numbers.
• In collaboration with the NC Main Street & Rural Planning Center staff, Main Street property and business owners are eligible to receive, upon request, recommendations at no cost, regarding building exterior design from Main Street Fellows at the UNC-Greensboro Department of Interior Architecture.  
• Tourism-based economic development is an important component of downtown development.  Staff can provide best practices for leveraging outdoor recreation and cultural assets with the amenities offered in downtown districts through the NC Main-to-Main Trail, an initiative of the NC Main Street & Rural Planning Center.
• The NC Main Street staff conducts an annual program assessment and review of each Main Street program and conducts site visits to guide program improvement.  In addition, staff conduct an annual budget and salary analysis of the Main Street programs in North Carolina, and an annual statistical data collection and analysis.  Data is then published in reports for communities.
  • Since 1980, over 117 communities have directly benefited from the NC Main Street program, bringing economic strength to North Carolina’s downtown commercial districts, securing $6.1 billion in new public and private investment, rehabilitating 8,419 buildings, and creating 39,530 net new jobs and a net gain of 8,518 businesses.  
• Staff facilitates statewide economic impact studies and collects data to determine trends for economic growth opportunities in Main Street and Small-Town Main Street communities.  

Grants:

The NC Main Street & Rural Planning Center is currently managing the Rural Downtown Economic Development Grant Fund.  Part of Commerce’s Building Reuse portfolio, these grant funds are available for publicly owned property.  In addition, the Main Street staff manages a comprehensive funding guide comprised of federal, state, corporate, foundation, and nonprofit funding opportunities, which is shared monthly with designated Main Street communities.

When available, Nationally Accredited Main Street communities are eligible to apply for funding programs through the National Main Street Center.

Network & Resources:

NC Main Street communities may use the Main Street trademarks on materials designed to promote the work of their program in collaboration with the State of North Carolina and the National Main Street Center.

The NC Main Street network possesses some of the most experienced downtown development professionals in the country. Through the NC Main Street program, communities can identify resource people, consultants, and specialists on topics of interest to the community.

Main Street communities may take advantage of and participate in a special network of Main Street cities statewide and nationally, with over 1,200 communities across the nation, and 45 city, state, and regional Coordinating Programs that participate in the Main Street program. This allows them to learn the best practices, techniques, and strategies for downtown development.

Marketing & Recognition:

Designated NC Main Street communities have a number of opportunities for national and statewide recognition.

• Designated NC Main Street communities are eligible to receive statewide recognition through the North Carolina Main Street Awards and Main Street Champions programs.
• In addition, designated communities are eligible for recognition by the National Main Street Center as a Nationally Accredited or Affiliate Main Street community.
• NC Main Street communities receive marketing and recognition offered through the NC Main-to-Main Trail, an initiative of the NC Main Street & Rural Planning Center.
• Nationally Accredited Main Street communities are eligible to apply for national recognition through the Great American Main Street Awards® (GAMSA), a program of the National Main Street Center.
• NC Main Street communities receive publicity about their programs through press releases distributed through the N.C. Department of Commerce, NC Main Street & Rural Planning Center updates and annual reports, Main Street presentations, and the NC Main Street social media sites.

*Note – in the event of a natural disaster or pandemic event, programs and services may be changed, conducted virtually, or cancelled by recommended guidelines from the Center for Disease Control and the NC State Emergency Management. 

Main Street America Benefits

Designated Main Street Community Membership Level

(Required for all active, designated NC Main Street and Small-Town Main Street communities)

As a designated Main Street Member, your program is a recognized leader among the largest network of commercial district organizations in the world. Tap into the expertise of the large network of Main Street Programs, BIDs, CDCs, planners, local government agencies, consultants, and others to learn, research, and share useful experiences. This guide explains the benefits of membership and how to access these tools. Main Street America Community Membership | Main Street America

Benefits include:

• Access to Main Street America’s exclusive online member networking platform.
• Access to Main Street Weekly, a regular newsletter on new trends, stories from the field, and need-to-know information for those in the commercial district revitalization field.
• Members-only rates at the annual Main Street Now Conference and the Main Street America Academy.
• Access to our digital library of must-read revitalization publications and resource guides, including exclusive training materials on the Main Street Approach and full archives.
• Free online training opportunities.
• Full access to the Main Street Knowledge Hub with sample documents, articles, reports, and more from your peers and experts in the field — all at your fingertips.
• Access to tailored insurance products from the National Trust Insurance Services, LLC.
• Family-level membership with the National Trust for Historic Preservation includes a subscription to Preservation magazine.
• Exclusive eligibility to be recognized as an Affiliate or Accredited Main Street America program.
• Exclusive eligibility to enter into a Licensing Agreement with the NMSC or your Coordinating Program to use the Main Street America™ name and logo.
• Eligibility to apply for the Great American Main Street Awards and other special awards and grant programs.
• Up to six free sub-memberships to share access to resources with your team.
• And more! 

For more information, contact:

Liz Parham, CMSM  
Director, NC Main Street and Rural Planning Center  
Raleigh, NC 
Email: lparham@commerce.nc.gov  
Cell:  (919) 805-2067

Designated N.C Main Street Community Requirements

1. Main Street communities must be 50,000 and under in population at the time of designation. These requirements incorporate the Main Street America™ National Standards.
2. Participate in all services provided to the local community by the NC Main Street & Rural Planning Center.
3. Staffing Requirements: Employ a full-time, 40 hours/week paid professional Main Street Director, who is dedicated to downtown and will coordinate and facilitate the work of the program. Communities with a population of 5,001-9,999 may employ two or more people who equal one or more full-time equivalent position(s). One of the positions must be designated as the director. Communities with a population of 5,000 or less MAY employ a part-time, 20+ hours/week position paid professional Main Street Director.
4. The Main Street Director should be paid a salary consistent with those of other community development professionals within the city, state, or region in which the program operates.
5. The Director should be adequately trained — and there are annual training and educational opportunities that they are required to attend such as the annual Directors meeting and the annual NC Main Street conference.  
6. The Director should have a written job description that correlates with the roles and responsibilities of a Main Street Director.
7. There should be a formal system in place for evaluating the performance of the Director on an annual basis.
8. Adequate staff management policies and procedures should be in place.
9. Obtain a 501(c) 3, 4, or 6 nonprofit designation OR be designated as a department of the local municipal government.
10. Establish a broad-based community commitment to revitalization for the commercial district with strong support from both the public and private sectors. This includes
    • Partnerships and Collaborations with local governments as well as with both nonprofit organizations and private sector entities that demonstrate shared responsibilities for the district’s revitalization and its program. Examples:
      • Participation in strategy development and planning.
      • Collaboration in the implementation of programming or work plans.
      • Monetary and non-monetary resources for the Main Street program.
      • Engagement of elected officials and/or staff in the Main Street program Board and committees.
      • Promoting the district revitalization and its partnership with Main Street.
      • **It is required by Main Street America™ and the expectation of the NC Main Street program that the city contribute monetarily and in-kind to the Main Street program. NC Main Street recommends that the investment should be enough to cover, at a minimum, operations, including the director’s salary and benefits.
11. Community Outreach to connect and engage with ALL sectors of the community, such as businesses, property owners, workforce, other organizations, and residents. Examples include:
    • The program’s external marketing, online, printed, social media, etc., clearly promotes the role and impact of the Main Street program.
    • Main Street’s leadership and staff are actively engaged in public relations activities that educate, build awareness, and promote the Main Street program.
    • Main Street highlights positive stories about the district through a variety of media tools.
    • Main Street has maintained communication and implemented public relations that inform and educate the public sector or local government about the district and the Main Street program.
    • Main Street has promoted the district’s positive image, brand identity, and assets. Examples of this include:
      • A distinctive brand has been created and implemented for the district.
      • A distinctive brand has been created and implemented for the organization.
      • Social media platforms are used to promote the value of the district and the Main Street program.
      • An annual report noting success across the Four Points.
12. Inclusive Leadership and Organizational Capacity. Main Street’s greatest resources are PEOPLE and a belief that everyone in the community has a place in Main Street. Main Street places a strong priority on human capital and developing a clear operational structure and practices that increase the organization’s capacity to engage ALL sectors of the community and leverage their participation in their revitalization efforts. This includes:
    • Having a multicultural organizational structure and volunteer engagement, demonstrating a commitment to creating an environment that is inviting and accepting all within the downtown district. Examples of this include:
      • The organization’s stated mission and core values show a commitment to engaging ALL sectors of the community it serves.
      • Internal and external messaging promotes that Main Street has a place for everyone in the community and that diverse engagement is welcomed and valued. Communication tools address language barriers as appropriate.
      • Work plans and programming activities address accessibility and inclusive design for all community members.
      • The organization’s policies address equitable access for all district and community stakeholders in the organization’s leadership structure (Board and committees) as well as in specific projects and activities.The Main Street organization has implemented an inclusive volunteer program that demonstrates the capacity to implement approved annual work plans and programming for the district. Examples:
    • The Main Street organization has implemented an inclusive volunteer program that demonstrates the capacity to implement approved annual work plans and programming for the district. Examples: 
      • Clearly outlined volunteer needs for approved work plans or programming activities are in place and promoted broadly.
      • A proactive effort to recruit diverse volunteers representing the entire community in a culturally competent way.
      • Active volunteer coordination throughout the year ensures attention to thoughtful placement, rotation, and retention of new and existing volunteers.
      • Volunteers at all levels have access to and receive appropriate orientation, training, and leadership development throughout the year. 
    • The Main Street Board of Directors is formed with many talents and skills and balanced representation of district and community stakeholders. The following are recommended: district business and property owners, district and community residents, community businesses/corporations, and institutions such as schools, universities, foundations, nonprofit organizations, and government.
    • The Main Street organization has developed a leadership base (board, staff, committee members, and volunteers) that reflects the district and community, considering a broad range of dimensions of diversity, including race, ethnicity, gender, education, physical and mental ability, veteran status, and income level. The program should take proactive measures to ensure under-represented groups are included as part of Main Street’s leadership base.
    • Active board leadership and supporting volunteer base. Board members have demonstrated active engagement in the Main Street program throughout the year. Ideally, 100 percent but no less than 75 percent of Board members have attended board meetings 75 percent of the time throughout the year, New Board members have participated in board orientation, and existing Board members have participated in at least one training offered by the Coordinating program. Board members have played an active role on the board by leading a committee, a task force, or a key initiative. Board members have advocated for the program and the district within the community, in coordination with Main Street staff and the rest of the board.
    • Professional staff management. The Main Street organization has maintained the level of professional staff necessary to achieve its mission, goals, and annual work. This includes meeting the minimum staffing requirements as noted above in #2.
    • Effective Operational Structure. The Main Street organization has developed appropriate operational and organizational practices to be managed effectively, which must include
      • Clearly defined mission statement that confirms the purpose of the organization.
      • Established bylaws, which are reviewed annually and revised appropriately to carry out the program’s mission for the district and/or;
      • Operating policies and procedures that outline internal and external communication practices, conflicts of interest, personnel management, leadership selections, elections and terms, Board roles and responsibilities, etc.
      • Appropriate insurance for the organization, Board/staff, and its programming.
      • Legal and fiscal requirements are met and maintained as required with its tax status or operational structure.
13. Diversified Funding and Sustainable Program Operations. A successful revitalization program must have the financial resources necessary to carry out its work and sustain its operations. Program sustainability relies on diversity of revenue streams, as dependency on one primary or only source could jeopardize the program’s operations. This includes having a Balanced Funding Structure with a diverse mix of public and private sector sources, Strategic Revenue Development and Fundraising, Financial Management, and Best Practices.
14. Strategy-Driven Programming. Change is an important guiding principle for Main Street. Main Street programs should define and manage change from one year to the next through a strategy-driven work plan and an aligned implementation process. Planning is guided by Inclusive Community and Market-Informed Inputs. Main Street organizations must:
    • Have an appropriate written mission statement, which is reviewed annually and updated as appropriate.
    • Have an appropriate vision statement for downtown that is reviewed annually and updated as appropriate. The vision statement should define the economic potential of downtown.
    • Establish an annual work plan/planning process for downtown. A comprehensive annual work plan provides a detailed blueprint for the Main Street program's activities; reinforces the program's accountability both within the organization and in the broader community; and provides measurable objectives by which the program can track its progress.
    • Have a work plan with a balance of activities in each of the four broad program areas that comprise the Main Street approach: Economic Vitality, Quality Design, Effective Promotion, and Sustainable Organization.
    • The work plan should contain measurable objectives, including timelines, budgets, desired outcomes, and specific responsibilities.
    • The work plan should be reviewed and updated annually.
    • Involve, ideally, the full board in developing the annual work plan. At a minimum, the full board should adopt/approve the annual work plan, which includes Transformation/Economic Development Strategies.
    • Distribute work activities and tasks to a broad range of volunteers and program participants.
    • Have significant progress in each of the four points based on the work plan submitted for the previous year.
    • Maintain an updated building and business inventory list.
    • Maintain an asset map recognizing distinctive place-based assets within the district that highlight unique and competitive advantages and market opportunities.
    • Have strategies that reflect opportunities driven by local and national trends.
    • Have annual fund-development goals and allocations that are guided by the Transformation or Economic Development Strategies.
15. Preservation-Based Economic Development. Successful Main Street efforts are built on the guiding principle that district economic development is obtained by leveraging and preserving its unique historic and cultural assets. A Main Street organization must adopt and exhibit a Historic Preservation Ethic and Design Management Program. The organization will focus on:
    • Preservation Ethics and Education on Historic and Cultural Assets
    • Standards and Best Practices for Place-based, People-Focused Design
    • Promotion of Historic, Heritage, and Cultural Assets.
    • Additionally:
      • Advocates for preservation and re-use over demolition.
      • When faced with a potential demolition or substantial structural alteration of a significant, historic, or traditional building in the Main Street district, the program actively works to prevent the demolition or alteration, including working with appropriate partners at the state, local, or national level to attempt to stay or alter the proposed activity; developing alternative strategies for the building's use; and/or educating local leaders about the importance of retaining existing buildings and maintaining their architectural integrity.
      • The program has or is working toward putting in place active and effective design management program (which may include financial incentives, design assistance, regulatory relief, design review, education, and other forms of management).
      • The program encourages appropriate building renovation, restoration, and rehabilitation projects.
      • The program works to find creative, adaptive use, financing, and physical rehabilitation solutions for preserving old buildings.
      • The program recognizes the importance of planning and land-use policies that support the revitalization of existing commercial centers and works toward putting planning and land-use policies in place that make it as easy (if not easier) to develop property within the commercial district as it is outside the commercial district. Similarly, it ensures that financing, technical assistance, and other incentives are available to facilitate the process of attracting investment to the historic commercial district.
      • The program builds public awareness for the commercial district's historic buildings and for good design.
16. Demonstrate Impact and Results. As a part of a national network, Main Street America™, with a proven record for generating strong economic returns and strengthening the district’s position within a highly competitive marketplace. The local Main Street organization:
    • Demonstrates the Value of Main Street
    • Measures and Packages Quantitative and Qualitative Outcomes
    • Promotes Progress and Demonstrate Impact and Results.
17. Training & Education Requirements:
    • Orientation is required for a New Main Street Director. These are held virtually each month, and new directors are required to attend a virtual orientation within three months of the start date (if not previously attended as an MS Director in another MS Town).
    • Basic Training: it is required for a NEW Main Street Director each time there is a change at the local level, if said NEW director has not previously attended Main Street Director attendance at Main Street Basic Training, and each time there is a change in management (if not previously attended).
    • Directors’ Meeting: Main Street Directors’ attendance at the Main Street Directors’ Meeting held once a year in August. (In the case of a vacancy or illness/emergency, a substitution for the director may be made for this meeting).
    • NC Main Street Conference: Main Street Director and a minimum of one volunteer attendance at the annual NC Main Street Conference - (NCMS provides each designated MS community with two complimentary registrations).
    • Main to Main Trail: Maintain and update as appropriate your community’s Main to Main Trail information on your website, which is linked to the ncmainstreetandplanning.com website and attend any required additional training that may go along with this.
18. Reporting: Submit annual statistical data, Budget & Salary information, and Program Assessment Survey, as requested, to the NCMS&RP Center.
19. Reimbursement of NC Main Street & Rural Planning Center’s travel expenses, when traveling to the local community, at the IRS state rate, plus meals at the state per diem rate and lodging by the NC Main Street & Rural Planning Center Travel Policy.
20. Maintain annual membership with Main Street America at the Main Street America Community Member level. *See benefit information and cost below. **You must be a member to remain a designated NC Main Street program.
21. Sublicense & Logo Placement. The local Main Street Program must also sign and follow the National Main Street sublicense agreement and must comply with all Accredited or Affiliate community requirements including placing the Designated NC Main Street Community logo on the Main Street program website and use the logo when appropriate on social media, email, and marketing materials Logos and website language will be sent in June by Main Street America following receipt of signed agreements.

Change in Main Street Administration:

Documentation Needed for a Change in Administration of the Local Main Street Program, including whether the organization changes from a nonprofit, government, or quasi-public-private structure to a different structure:

• The City/Town Council can designate another agency/entity to administer the Main Street program.
• NC Main Street & Rural Planning Center requires:
  • A resolution from the City/Town Council that authorizes this change.
  • Minutes of the City/Town Council Meeting demonstrating the majority vote.
  • Documentation demonstrating how the entity administering the Main Street Program will address the items listed under the requirements section of this document.

*The Change in Administration of the Local Main Street Program document must be emailed to the NC Main Street & Rural Planning Center Director within two months of a change in administration. Liz Parham, lparham@commerce.nc.gov

For more information, contact:

Liz Parham, CMSM  
Director, NC Main Street and Rural Planning Center  
Raleigh, NC 
Email: lparham@commerce.nc.gov  
Cell:  (919) 805-2067