Designated Communities

Partnership:

• Designated NC Main Street communities become partners with the North Carolina 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 approximately $5,000 annually in each Main Street community through ongoing town-specific technical assistance and statewide and on-site training for directors and volunteers.

Training:

• Main Street communities can participate in NC Main Street Basic Training, Board and Committee Training, NC Main Street Directors’ Meetings, Biannual Regional Meetings, and subject-specific workshops.
• Designated North Carolina Main Street communities receive two complimentary registrations to the North Carolina Main Street Conference held in March.

Technical Assistance:

• The North Carolina Main Street program staff guides designated communities through a strategic planning process that helps communities create a vision, develop economic development strategies that will transform downtown, and produce action plans so that limited resources are focused and results are magnified.
• The North Carolina Main Street staff guides participating communities through board development, volunteer development, and downtown director training.
• The North Carolina Main Street staff provides guidance and support to communities on ways to find and develop financial resources.
• Property and business owners in Main Street cities receive, upon request, recommendations regarding building exterior design from design specialists at the UNC-Greensboro Department of Interior Architecture, in collaboration with the NC Main Street & Rural Planning Center staff.
• The North Carolina Main Street staff provides retail market analysis for Main Street and Small-Town Main Street programs upon request.
• The North Carolina Main Street staff provides guidance and training on the best practices for leveraging tourism-based economic development in association with the NC Main-to-Main Trail, an NC Main Street & Rural Planning Center initiative.
• North Carolina Main Street staff have extensive experience 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 other pertinent areas,
• The North Carolina Main Street staff is among the nation’s leading authorities on downtown development, with experience helping North Carolina towns with revitalization challenges.
• The North Carolina Main Street staff assists communities with the Main Street Director recruitment process.
• The North Carolina Main Street staff conducts an annual program assessment and review of each Main Street program.
• The North Carolina Main Street staff conducts an annual budget and salary analysis of Main Street programs.
• The North Carolina Main Street staff conducts an annual statistical data collection and analysis.

Network:

• North Carolina 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 North Carolina Main Street network possesses some of the country's most experienced downtown development professionals.
• 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 nationwide and 45 city, state, and regional Coordinating Programs participating in the Main Street program.  This allows them to learn the best practices, techniques, and strategies for downtown development.

Funding:

• When available, Main Street communities can apply for downtown revitalization funding programs to assist small business development and property rehabilitation, and funding to support public building and infrastructure improvements.
• When available, Nationally Accredited Main Street communities can apply for funding programs through the National Main Street Center.
• The NC Main Street & Rural Planning Center maintains and distributes a funding guide listing federal, state, corporate, and foundation sources commonly used to fund downtown projects.

Resources:

• Through the North Carolina Main Street program, communities can identify resource people, consultants, and specialists on topics of interest to the community.    

Economic Impact:

• Since 1980, over 117 communities have directly benefited from the North Carolina Main Street program, bringing economic strength to North Carolina’s downtown commercial districts, securing $5.58 billion in new investment, creating 37,605 jobs, and rehabilitating 7,833buildings.
• The North Carolina Main Street staff facilitates statewide economic impact studies and collects data to determine trends in Main Street and Small-Town Main Street communities.

Marketing & Recognition:

• • Designated North Carolina Main Street communities can 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.
• North Carolina Main Street communities receive marketing and recognition offered through the NC Main-to-Main Trail, an NC Main Street & Rural Planning Center initiative.
• Nationally Accredited Main Street communities are eligible to apply for national recognition through the Great American Main Street Awards® (GAMSA), a National Main Street Center program.
• North Carolina 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 a natural disaster or pandemic, programs and services may be changed, conducted virtually, or canceled according to recommended guidelines from the Centers for Disease Control and the NC State Emergency Management.

Updated: 2025-2026 Annual Agreement

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.  

1: Participate in all services provided to the local community by the NC Main Street & Rural Planning Center.

2: 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.
• 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.
• The Director should be adequately trained — and should continue learning about revitalization techniques and issues affecting traditional commercial districts.
• The Director should have a written job description that correlates with the roles and responsibilities of a Main Street Director.
• There should be a formal system in place for evaluating the performance of the Director on an annual basis.
• Adequate staff management policies and procedures should be in place.

3: Obtain a 501(c) 3, 4, or 6 nonprofit designation OR be designated as a department of the local municipal government.

4: 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 to the Main Street program. Contributions should be enough to cover, at a minimum, the director’s salary and benefits.  
• 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.

5: 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 of 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:
  • 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.
  • 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.

6: 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.  

7: 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.

8: Preservation-Based Economic Development. A Main Street organization must adopt and exhibit a Historic Preservation Ethic and Design Management Program. A Main Street organization will focus on Preservation Ethics and Education on Historic and Cultural Assets, Standards and Best Practices for Place-based, People – Focused on the Design and Promotion of Historic, Heritage, and Cultural Assets. Historic preservation is central to the Main Street program's purpose is which makes historic and traditional commercial districts authentic places.  

         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.

9: 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 Demonstrate the Value of Main Street, Measure and Package Quantitative and Qualitative Outcomes and Promote Progress and Demonstrate Impact and Results.  

10: 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.)
• Regional Meetings: Main Street Director (or Volunteer if Director cannot) attendance at a minimum of one of two bi-annual regional meetings each year. (Held in May and November.)  *It is recommended that the Director attend both meetings, not just one.  
• 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.

11: Reporting: Submit annual statistical data in July and Budget & Salary information and Program Assessment Survey in January, as requested, to the NCMS&RP Center.

12: Maintain an annual membership with the National Main Street Center at the Main Street America Community Member level.

13: 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.

14: 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.  

Documents Needed for a Change in Administration of the Local Main Street Program, including if 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.

North Carolina 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.
• *These documents must be emailed to the NC Main Street & Rural Planning Center Director within two months of a change in administration. 

Updated: 2025-26 Annual Agreement

Training Requirements

Orientation

Required to attend: New MS Directors/New STMS Coordinators

• Must attend the Main Street Orientation, held virtually each month, within three months of start date (if not previously attended)
• Sign Up

Basic Training

Required to attend: New MS Directors/New STMS Coordinators
Encouraged to attend: Staff, Board Members, Committee Members, Volunteers

• Must attend all four of the MS Basic Trainings, within the first year of employment  1) Economic Vitality   2) Design   3) Promotion   4) Organization
• Sign Up

Directors Meeting

Required to attend:  Main Street Directors 
Encouraged to attend:  Staff

• ALL Main Street Directors must attend the NC 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
• Sign Up

Regional Meeting

Required to attend:  MS Directors/STMS Coordinators 
Encouraged to attend: Staff

• Main Street Directors and Small Town Main Street Coordinator must attend a minimum of one of two Regional Meetings each year. (Held in July and October)
• If the Director or Coordinator cannot attend, a volunteer can attend in their place
• Sign Up

NC Main Street Conference

Required to attend:  Main Street Directors AND a minimum of one volunteer, Small Town Main Street Coordinators
Encouraged to attend:  Anyone interested in downtown revitalization

• Main Street Directors and a minimum of one volunteer must attend the annual NC Main Street Conference - NCMS provides each designated MS community with two complimentary registrations
• Small Town Main Street Coordinators must attend the annual N.C. Main Street Conference - NCMS provides each designated STMS community with one complimentary registration
• Sign Up

NEW in 2024 and 2025

• Small Scale Development Workshop (attend ONE out of 8)
• Destination Creation Training (attend ONE out of 8)
• Storytelling Training (attend ONE out of 8)

Deadlines

2024 Deadlines

• September 26, 2024:  Award Nominations (MS/STMS)
• September 26, 2024:  Champion Nominations (MS)

2025 Deadlines

• January 17, 2025:  Program Assessments (MS/STMS)
• June 27, 2025:  Trademark Agreements (MS/STMS) - National Main Street Sends This Request
• June 27, 2025:  Annual Agreements (MS/STMS)
• July 31, 2025:  Program Statistics (MS/STMS)
• September 25, 2025:  Award Nominations (MS/STMS)
• September 25, 2025:  Champion Nominations (MS)

2026 Deadlines

• January 16, 2026:  Program Assessments (MS/STMS)
• June 26, 2026:  Trademark Agreements (MS/STMS) - National Main Street Sends This Request
• June 26, 2026:  Annual Agreements (MS/STMS)
• July 31, 2026:  Program Statistics (MS/STMS)
• September 24, 2026:  Award Nominations (MS/STMS)
• September 24, 2026:  Champion Nominations (MS)

Annual Agreement

Annual Agreement Instructions:  Designated Main Street & Small Town Main Street communities must sign the Annual Agreement through DocuSign.  The fully executed document must be received by its deadline to remain active in the program.  Once you receive the email from DocuSign, please do not delay in signing the agreement and verify that your City/Town Manager has signed it in order to receive your copy of the fully executed document by its deadline.

Process:

• Program Director will receive an email with the agreement through DocuSign.  Director will sign the agreement.  Agreement will automatically be emailed to the City/Town Manager. DIRECTORS - It is important that you contact the City/Town Manager and let them know you have sent the document for their signature.  If they do not sign, the document may not be received by the deadline.
• City/Town Manager will sign the agreement.  Agreement is now fully executed.
• A copy of the fully executed document will automatically go back to the Program Director, City/Town Manager, and NC Main Street.
• A signed document confirms that the local Main Street program has a thorough understanding of the benefits and requirements of active participation in the NC Main Street program.

Small Town Main Street Communities 

Process:

1. Program Coordinators will receive an email with the agreement through DocuSign.  Director will sign the agreement.  Agreement will automatically be emailed to the City/Town Manager. COORDINATORS - It is important that you contact the City/Town Manager and let them know you have sent the document for their signature.  If they do not sign, the document may not be received by the deadline.
2. City/Town Manager will sign the agreement.  Agreement is now fully executed.
3. A copy of the fully executed document will automatically go back to the Program Coordinator, City/Town Manager, and NC Main Street.
4. A signed document confirms that the local Small Town Main Street program has a thorough understanding of the benefits and requirements of active participation in the NC Small Town Main Street program.   

Questions:

Sherry B. Adams

Program Manager | NC Main Street & Rural Planning Center

Rural Economic Development Division

North Carolina Department of Commerce

Email:   sadams@nccommerce.com

Phone: 828-747-8218

Program Assessment 

Main Street America Community Evaluation Framework

Decades of experience implementing the Main Street Approach in communities across the country has demonstrated that building and sustaining a thriving downtown or neighborhood commercial district is not a one-time project, but an ongoing process that requires long-term commitment, continued focus, and strategic action. The Main Street America Community Evaluation Framework empowers communities to review their progress, recognize achievements, acknowledge challenges, and identify opportunities to continually move their efforts forward.

Evaluation Framework

The key elements of the Community Evaluation Framework include six Standards and a process consisting of:

• Annual Community Self-Assessment: This component offers communities an opportunity to review and reflect on the organization's progress, impact, and needs toward the district's revitalization vision. Local leaders are encouraged to incorporate this tool as part of their planning process.
• Standardized Reporting Practices:  This component is intended to help communities track and measure the level of investment the district is experiencing and highlight the level of engagement and investment the community is making in the Main Street program. Beyond just meeting reporting requirements, the information can be a powerful tool to promote the value and impact of the organization's efforts.
• Onsite Community Progress Visits (at least once every two years): The accreditation process cannot be complete without the opportunity to connect with the communities, if possible annually or at least every other year (biennially). A progress visit should include meetings with local leaders and stakeholders to build consensus on the program's strengths and needs and a visual assessment of the district's conditions and opportunities.

These components provide important tools to celebrate wins, promote Main Street's value and impact, and help us understand local revitalization needs and the necessary resources for successful revitalization.

Standards

• Standard 1   |  Broad-based Community Commitment to Revitalization
• Standard 2   |  Inclusive Leadership and Organizational Capacity
• Standard 3   |  Diversified Funding and Sustainable Program Operations
• Standard 4   |  Strategy-Driven Programming
• Standard 5   |  Preservation-Based Economic Development
• Standard 6   |  Demonstrated Impact and Results
• Learn More About The Standards

Assessments and Designations

The Main Street America Community Evaluation Framework determines Main Street America Community designation status — a mark of national distinction representing a Main Street program's commitment to advancing shared prosperity, creating a resilient economy, and improving quality of life through place-based economic development and community preservation. Designated programs meet a set of rigorous standards and demonstrate impact across multiple key indicators to earn this status.

Main Street America designation is a powerful advocacy tool, signaling to local stakeholders, as well as city, state, and national funders, that a Main Street program has an established position within a nationwide movement that has a 45-year proven track record of generating impressive economic returns, building local capacity, creating welcoming and inviting communities, and creating lasting impact.

Beyond determining Main Street America's designation status, the framework is a tool Main Street leaders can use to evaluate how their program's efforts align with the new Standards and identify areas for deeper focus and prioritization. It also serves as a basis for local leaders to work with their Coordinating Program on identifying areas for capacity building, program development, and training needs.

Learn More About The Designation Tiers

Reporting Platform

The Main Street America Accreditation Platform provides a one-stop portal for local Main Street programs to complete self-assessments for designation.

Learn More About the Accreditation Platform

Questions:

Sherry B. Adams

Program Manager | NC Main Street & Rural Planning Center

Rural Economic Development Division

North Carolina Department of Commerce

Email:   sadams@nccommerce.com

Phone: 828-747-8218

National Main Street Licensing Agreement

The Annual Licensing Agreement is between you, the local NC programs (Main Street & Small Town Main Street) and the National Main Street Center.  *Downtown Associate Community programs, are not required to sign the licensing agreement.

Process:

• Main Street & Small Town Main Street program directors/coordinators will receive an email from Steve Amraen via echosign@echosign.com with the Annual National Main Street Licensing Agreement.  
• Main Street & Small Town Main Street program directors/coordinators will sign the agreement.  The agreement will automatically go to Liz Parham to sign.  
• Liz Parham will sign the agreement. The fully executed agreement will automatically go back to the program director/coordinator, Liz and to the National Main Street Center. 
• If you DO NOT get an agreement, email Steve Amraen and copy Liz Parham.

Annual NC Main Street Champion Nominations:

• Designated Main Street Communities ONLY
• DAC Communities that have moved up to Main Street must have a full year as a Designated Main Street Community before you may submit an NC Main Street Champion.

Deadline

September 25, 2025 by 5pm

About the Designation

The NC Main Street & Rural Planning Center is proud to annually recognize the efforts of dedicated individuals who have contributed to the success of the local programs across our state. A non-competitive award, the NC Main Street Champion designation honors those persons who have made extraordinary contributions to their downtown. The NC Main Street & Rural Planning Center will individually recognize Champions with a video presentation and commemorative certificates celebrating this special honor during the Annual NC Main Street Conference.

Who is Eligible to Nominate a Champion?

Only communities that are a designated NC Main Street community are eligible to nominate a Champion.
DAC and Small-Town Main Street communities may nominate once they move up to NC Main Street AND they have been a designated community for ONE FULL YEAR.

Instructions and Nomination Template:

Learn More About The NC Main Street Champion Nomination

Questions:

Amy Suggs

NC Main Street Program Specialist | NC Main Street & Rural Planning Center

Rural Economic Development Division

North Carolina Department of Commerce

Email:   amy.suggs@commerce.nc.gov

About the Design Program

Since March of 2016, the North Carolina Main Street Program has partnered with UNCG’s Interior Architecture Department and its Center for Community-Engaged Design to provide design assistance to designated Main Street and Small Town Main Street communities across the state.

Undergraduate and graduate students are selected to become Main Street Fellows.  The Main Street Fellows work with UNCG Interior Architecture Department Professors to complete facade rehabilitation designs and upper story apartment conversions in designated Main Street communities.

Eligibility Requirements:

• Available only to designated NC Main Street and Small Town Main Street communities
• Not available to Downtown Associate Communities
• Speculative projects are not eligible
• Property owners must demonstrate intent to implement the design

​Contact

Amy Suggs, NCCED
Main Street Program Specialist
Email:  amy.suggs@commerce.nc.gov

About the Process

The NC Main Street Program team works with individual designated NC Main Street programs and their community leaders on strategic economic development planning, market analysis and property redevelopment initiatives, and, in partnership with the University of North Carolina at Greensboro, Department of Interior Architecture, provides façade improvement plans to property and business owners located in the downtown districts of designated NC Main Street and Small Town Main Street communities.

​

To better serve our designated NC Main Street & Small Town Main Street communities we request that communities fill out the form below if they need help with their downtown efforts.  All forms will go to the NC Main Street Program Manager.   They will assign your request of services to someone on the staff.

​

Within 72 hours, you should have an email from a staff person.  In the event you do not receive a response during this time period, please email Sherry Adams and she will follow up on the request.

​

We look forward to working with you!

Begin the Process

Submit a Request HERE

Funding Opportunities

NC Main Street & Rural Planning Center

• Comprehensive Grant Funding and Resource Guide

Rural Economic Development Division Grant Opportunities

• Appalachian Regional Commission (ARC)
• Community Development Block Grants (CDBG)
• Rural Grant Programs
• Utility Account

Additional Information and Grant Opportunities

• County Distress Ranking (Tiers)
• Job Development Investment Grant (JDIG)
• One North Carolina Fund
• Shell Buildings

Partners

N.C. Downtown Development Association (NCDDA)

N.C. State Historic Preservation Office

Preservation N.C.

Main Street America  (National Main Street Center) 

National Trust Main Street Center

Resources

NC State Historic Preservation Office

• Overview

• Meet Your SHPO Representative

• The Secretary of Interior Standards

• Historic Rehabilitation Tax Credit

• Webinar - How to Use Tax Credits in Your Main Street

• Grants for Historic Preservation Projects

• Staff Contacts

• Mapping Resources

• Digital Resources

UNC School of Government

• Municipal Service Districts (MSDs)
• Property Tax Exemptions

Non Profit Management

• IRS Tax Exempt Status

Redevelopment

• A Downtown Director's Guide to Working With Redevelopment Projects

Small Business Support

• Webinars for Small Business Owners

• Market Research for Small Business Owners

• Business Plan Help for Small Business Owners

• Finance Guide for Small Business Owners

• NC Business Resource Directory

• Business Link NC Resources

• Contact for your Business Owners

• Resources for Small Business Owners

• Recorded Webinars for Small Business Owners

• Carolina Small Business

• Resource Library for Members