Georgia Association of Regional Development Centers (GARDC)

History

In 1989, the State of Georgia adopted the Georgia State Planning Act in an effort to promote a greater coordination of growth strategies and community and economic development. The intent of the legislation was to encourage more comprehensive and long-term planning within all of the State’s governments, yielding a more effective and efficient provision of community facilities and services.

From this legislation, two key elements were created. The first element was the structure for the State of Georgia’s “bottom-to-top” planning process, calling for Comprehensive Plans to be constructed first at the local level, then at the regional level, and finally at the State level. From these Comprehensive Plans would be gathered detailed inventories and analyses of primary data used to provide government services and shape government policy. In directing three tiers of these analyses, more effective communication and cooperation between local governments could be designed to address those shared or common issues.

The second key element created by the Georgia State Planning Act was the creation of Regional Development Centers (RDC’s). With the Act’s adoption, sixteen agencies were created (or recreated) as Regional Development Centers, providing planning and technical assistance to designated local governments. Membership with the RDC’s is automatic for governments within the region, while a nominated Board of Directors is responsible for establishing RDC policy and directive as provided or authorized by law. (The organizational structure is provided for in Code Section 50-8-34 of the Georgia Laws.) Board membership for an RDC is comprised of the following representatives from each county:

One county commissioner
One mayor or council member from the largest city
One minority representative
One private sector representative

Regional Development Center Services

RDCs are also excellent resources for local governments, businesses, communities and individual citizens. They have:

Extensive expertise in federal and state programs and grants-in-aid.
Strong direct public policy and fiscal accountability to
local governments.
Established capacity to provide technical assistance to local and
state agencies.
Capacity to operate Geographic Information Systems.
A cost-effective infrastructure to administer services to senior adults across the region
A strong track record in developing public/private/civic/nonprofit
partnerships.
Expertise in the establishment and promotion of a group consensus.
Experience in developing long-term strategies on local and
regional issues.
Capacity to create a “neutral table” for cities and counties to meet
and discuss problems and issues affecting the region.
Ability to provide conflict resolution between local governments in
ways that achieve the objectives of each.
Workforce Development
Coordinated Transportation
Telecommunications and Technology
Geographic Information Systems
Disaster Mitigation Planning
Community Development

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