The document provides an overview of the Main Street approach to downtown revitalization. It discusses the four points of the Main Street approach - design, organization, promotion, and economic restructuring. It also outlines the eight guiding principles of Main Street programs, including being comprehensive, incremental, emphasizing self-help and public-private partnerships. The document stresses the importance of downtown revitalization for community pride, economic health, and quality of life.

1. Main Street 101 What we do… And why we do it!

2. The Main Street approach encourages forward-thinking economic development in an historic preservation context so this community asset and legacy can be passed on to future generations. MAIN STREET 101

3. Main Street exists in over 1,200 cities and towns in 40 states across the nation. These programs rely on the help of the National Main Street Center and statewide programs like the Kentucky Main Street Program.

4. MAIN STREET 101

5. THE FOUNDATIONS OF MAIN STREET Main Street 101 MAIN STREET 101

6. The National Trust Main Street Center's experience in helping communities bring their commercial corridors back to life has shown time and time again that the Main Street Four-Point Approach succeeds. MAIN STREET 101

7. The success of the Main Street approach is based on a four point strategy: Design Organization Promotion Economic Restructuring … easy to remember… DOPE

8. The Four Points are guided by the following eight principles. For a Main Street program to be successful, it must whole-heartedly embrace the following time-tested principles: MAIN STREET 101

9. Main Street has 8 guiding principles 1. Comprehensive . A single project cannot revitalize a downtown. Address all areas that need attention An ongoing series of initiatives is vital to build community support and create lasting progress Follow all “Four Points” MAIN STREET 101 ORGANIZATION PROMOTION ECONOMIC RESTRUCTURING DESIGN

10. Main Street has 8 guiding principles 2. Incremental . Downtown declined over time. Improvements must be gradual. THERE IS NO QUICK FIX! Small projects make a big difference. They demonstrate that “things are happening” on Main Street. Small successes will hone the skills and confidence the program will need to tackle more complex projects. MAIN STREET 101

11. Main Street has 8 guiding principles 3. Self –Help . A will to succeed is critical. The National Main Street Center, the State, and individual professionals can provide valuable direction and technical assistance. Local leadership can breed long-term success by fostering and demonstrating community involvement and commitment to the revitalization effort. MAIN STREET 101

12. Main Street has 8 guiding principles 4. Public/Private Partnership . Public & Private entities must be involved. For an effective partnership, each must recognize the strengths and weaknesses of the other. MAIN STREET 101

13. Main Street has 8 guiding principles 5. Identifying and Capitalizing on Existing Assets. Unique offerings and local assets provide the solid foundation for a successful Main Street initiative. MAIN STREET 101

14. Main Street has 8 guiding principles 6. Quality . From storefront design to promotional campaigns to special events, quality must be instilled in the organization . MAIN STREET 101

15. Main Street has 8 guiding principles 7. 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 . MAIN STREET 101

16. Main Street has 8 guiding principles 8. 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 underway. MAIN STREET 101

17. WHY DO WE REVITALIZE OUR DOWNTOWNS? Main Street 101 MAIN STREET 101

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19. Why we Revitalize The downtown commercial district is the most visible indicator of community pride economic health social health The downtown is the visual representation of the community's heritage.

20. Why we Revitalize The downtown can either be an asset or a liability in efforts to recruit: new residents new businesses and industries Retirees Young people tourists, and others to your community… … and to keep those you already have. MAIN STREET 101

21. Why we Revitalize Quality of life is what separates successful cities and towns from declining communities. TIP: Many Site Selectors representing industries and corporations consider the downtown’s visual appearance and the area’s quality of life when selecting where to locate. MAIN STREET 101

22. REVITALIZATION PARTNERS Business Owners Property Owners Government Residents/Consumers Civic Organizations Chamber of Commerce Preservationists Economic & Community Dev. Groups Financial Institutions Utilities Schools Social Service Agencies Religious Institutions Media Regional Planners MAIN STREET 101

23. ORGANIZATION Main Street 101 MAIN STREET 101

24. ORGANIZATION … is the key to a successful downtown revitalization program. Organization helps such diverse groups as bankers, city officials, merchants, chambers of a commerce, civic organizations, and individual citizens to work together more effectively. MAIN STREET 101

25. ORGANIZATION Partnership Building Volunteer Development Fundraising Public Relations & Outreach Program Structure and Goals MAIN STREET 101

26. PARTNERSHIP BUILDING AND VOLUNTEER DEVELOPMENT One-on-One Advertising Brochures/Posters Walk-ins Booth at local events PSA’s Corporations Newsletters JUST ASK! Festivals Ask local politicians Direct Mail Bulletin Boards Direct Mail Churches Schools & Colleges Partner w/other civic groups MAIN STREET 101

27. ORGANIZATION Partnership Building Volunteer Development Fundraising Public Relations & Outreach Program Structure and Goals MAIN STREET 101

28. FUNDRAISING THAT NECESSARY EVIL MAIN STREET 101

29. “ A GIFT TO THE ORGANIZATION IS A GIFT THROUGH THE ORGANIZATION.” - KAY SPRINKEL GRACE – BEYOND FUNDRAISING, NEW STRATEGIES FOR NONPROFIT INNOVATION AND INVESTMENT MAIN STREET 101

30. FUNDRAISING Well rounded Main Street Programs have the following fundraising sources: 1/3 Public Sources 1/3 Stakeholder Support 1/3 Earned Income MAIN STREET 101

31. FUNDRAISING Sources of Funding: Public sector support Private sector membership Sponsorships Product Sales Event Revenue Contracts, fees for services Cooperative advertising MAIN STREET 101

32. THE BOARD & FUNDRAISING Ensure the program is well funded. Develop a strategic business plan for organization funding. Monitoring the financial condition of the organization. Supporting fundraising efforts of the organization. Make a financial contribution. MAIN STREET 101

33. THE BOARD & FUNDRAISING The Main Street program's budget should be adequate to achieve the program's goals. The dollar amount that is "adequate" for a program budget varies depending on local costs of living, and may be different for small town, midsize, and urban Main Street programs. General guidelines for minimum operating budgets are: MAIN STREET 101

34. THE BOARD & FUNDRAISING small town programs: $40,000+ annually (populations of less than 5,000 people) midsize community programs: $60,000+ annually (populations between 5,000 - 50,000) large town or urban neighborhood programs: $100,000+ annually (community or neighborhood population greater than 50,000 people) MAIN STREET 101

35. THE BOARD & FUNDRAISING The budget should be specifically dedicated for the purpose of revitalizing the commercial district. The Main Street program's budget should contain funds adequate to cover the salary and benefits of staff; office expenses; travel; professional development; and committee activities. Revenue sources are varied and broad-based, including appropriate support from the municipal government. MAIN STREET 101

36. THE BOARD & FUNDRAISING There is a strategy in place to help maintain stable funding. There is a process in place for financial oversight and management. Regular monthly financial reports are made by the treasurer to the board. MAIN STREET 101

37. PUT AWAY THE TIN CUP! Present your Main Street Program not as an organization that is needy but as an organization that meets needs. Be able to sell your role in the community MAIN STREET 101

38. MEMBERSHIP CAMPAIGN Populate a list of potential donors: Historic district residents Event participants Registrants at events Polk directory Send Letters & Dues Request. Second letters are often necessary. Follow up with a thank you! Publish list of donors. MAIN STREET 101

39. Heart of Danville Membership Levels: Individual - $25 Family - $50 Small Business - $125 Professional - $175 Business - $250 Corporation - $500 Leadership - $1,000 Renaissance - $2,500 < $4,999 Cornerstone - $5,000 + MAIN STREET 101 Already collected $13,000 to date

40. ORGANIZATION COMMITTEE FUNDRAISING RESPONSIBILITIES Prepare fundraising materials Conduct annual membership campaign Plan annual dinner/membership meeting Implement other fundraising activities MAIN STREET 101

41. STAFF’S FUNDRAISING RESPONSIBILITIES Serve as ambassador Make sure work plan is implemented Help recruit new members Assist with the preparation of membership & fundraising materials Track contributions & recordkeeping. MAIN STREET 101

42. ORGANIZATION Partnership Building Volunteer Development Fundraising Public Relations & Outreach Program Structure and Goals MAIN STREET 101

43. PUBLIC RELATIONS & OUTREACH MAIN STREET 101 Newsletters Brochure E-mail Blasts Website Facebook Media Relations Public Speaking & Presentations Annual Report

44. ORGANIZATION Partnership Building Volunteer Development Fundraising Public Relations & Outreach Program Structure and Goals MAIN STREET 101

45. IDEAL STRUCTURE MAIN STREET 101

46. ORGANIZATIONAL ALTERNATIVES City government Chamber of Commerce Convention & Visitors Bureau Downtown Merchant’s Association An Existing Development Organization MAIN STREET 101

47. BOARD OF DIRECTORS Broad Based A WORKING board Usually 9 to 13 members Ability to give 4 to 10 hrs/month Contains the 3 w’s . . . the Wise the Workers the Wealthy MAIN STREET 101

48. BOARD OF DIRECTORS OFFICERS President/Vice President Secretary Treasurer Members at Large MAIN STREET 101

49. ROLE OF THE BOARD Funding Financial Management Advocacy Policy Personnel Management Planning Should hold regular meetings – pref. monthly. MAIN STREET 101

50. ROLE OF THE BOARD LEGAL STUFF Articles of Incorporation Bylaws Policy Manual 990 Requirements Tax returns (990 if non-profit) Insurance MAIN STREET 101

51. ROLE OF THE MAIN STREET MANAGER Program Administration Public relations Work plan coordination Development Implementation Volunteer management Monitoring & evaluation of projects Resource to board & committees MAIN STREET 101

52. MANAGER CHARACTERISTICS Excellent people skills Good communication skills Self starter Computer skills Delegate & multi-task Thick Skinned Able to work more than the suggested hours of your job description. MAIN STREET 101

53. STAFFING POLICIES The Main Street executive 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 minimum amount of time the Main Street executive director works each week should be consistent with comparable Main Street programs in the city, state, or region. The executive director should be adequately trained — and should continue learning about revitalization techniques and about issues affecting traditional commercial districts. MAIN STREET 101

54. STAFFING POLICIES The executive director has a written job description that correlates with the roles and responsibilities of a Main Street director. There is a formal system in place for evaluating the performance of the executive director on an annual basis. Adequate staff management policies and procedures are in place. MAIN STREET 101

55. PLANNING FOR MAIN STREET MAIN STREET 101 MAIN STREET 101

56. WORK PLAN The work plan should contain a balance of activities in each of the four broad program areas that comprise the Main Street approach — design, organization, promotion, and economic restructuring. The work plan should contain measurable objectives, including timelines, budgets, desired outcomes, and specific responsibilities. The work plan should be reviewed, and a new one should be developed annually. Ideally, the full board and committees will be involved in developing the annual work plan. At a minimum, the full board should adopt/approve the annual work plan. The work plan should distribute work activities and tasks to a broad range of volunteers and program participants. There has been significant progress in each of the four points based on the work plan submitted for the previous year. MAIN STREET 101

57. WORK PLAN 12 to 18-month To-Do List Project management tool Volunteer management tool Budgeting Tool Record-keeping tool Should reflect the 4-Points & 8 Principles of Main Street MAIN STREET 101

58. VISION STATEMENT Where you are going… Preferred future of the district Inspiring Consensus, developed by broad cross-section of community Comprehensive Uses significant improvements Specific, sensory language Reality check for activities and planning MAIN STREET 101

59. Heart of Danville Vision Statement - The Heart of Danville is a leader in developing and maintaining our community as a regional center for better government, commerce, tourism, education, health, historic preservation and quality of life! MAIN STREET 101

60. MISSION STATEMENT Who you are, what you are doing… Concise Easily understood Distinct from other organizations The Mission of the Heart of Danville is to stimulate the economic vitality of the Central Business District, while protecting the historic integrity of our community MAIN STREET 101

61. PRINCIPLES OF ORGANIZATION Widespread community support Broad-based community representation in an advisory capacity. A distinct constituency A clear, shared sense of mission and a well defined set of goals & objectives. Committed, dependable funding. MAIN STREET 101

62. PRINCIPLES OF ORGANIZATION A well-thought-out work plan based on the four points of the Main Street Approach Working committees Full-time management A commitment to work and succeed over time Strong public-private partnership MAIN STREET 101

63. TIPS FOR SUCCESS The board is a working, functional board that understands its roles and responsibilities and is willing to put forth the effort to make the program succeed. Committee members assume responsibility for the implementation of the work plan. The program has a dedicated governing body, its own rules of operation, its own budget, and its own bylaws, and is empowered to carry out Main Street's mission, even if the Main Street program is a part of a larger organization. The board has well-managed, regular monthly meetings, with an advance agenda and regular distribution of minutes. Committees have regularly scheduled monthly meetings with an advance agenda that addresses the committee work plan. MAIN STREET 101

64. TIPS FOR SUCCESS Know your local ordinances: Slum & Blight Parking Zoning Know the Who’s Who in town and get them on your team! Know your Certification Requirements and make sure your board does too! MAIN STREET 101

65. WARNING SIGNS There are time-tested warning signs that your program is in trouble. Assess your program on an annual basis. Do any of these signs sound familiar? There’s time to make adjustments and get your program back on track. MAIN STREET 101

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67. DESIGN

68. DESIGN … Means getting Main Street into top physical shape. Capitalizing on its best assets — such as historic buildings and pedestrian-oriented streets — is just part of the story. MAIN STREET 101

69. DESIGN Design activities also include instilling good maintenance practices in the commercial district, enhancing the physical appearance of the commercial district by rehabilitating historic buildings, encouraging appropriate new construction, developing sensitive design management systems, and long-term planning. MAIN STREET 101

70. DESIGN An inviting atmosphere, created through attractive window displays, parking areas, building improvements, street furniture, signs, sidewalks, street lights, and landscaping, conveys a positive visual message about the commercial district and what it has to offer. MAIN STREET 101

71. DESIGN Beauty is in the Details! MAIN STREET 101

72. Why is Preservation Important? Buildings are unique and help build a sense of place Community history Craftsmanship Supports economic development MAIN STREET 101

73. Historic Preservation is NOT… Saving every building Anti-change New buildings dressed in “colonial” motifs Returning downtown to a particular style, theme or year MAIN STREET 101

74. ROLE OF THE DESIGN CMTEE. Promote the physical image of downtown Educate community about good design that enhances the image of the district as well as individual businesses Encourage quality improvements to public spaces and private properties Guide future downtown growth and shape regulations Motivate others by targeting key projects and creating incentives Work with your local historic preservation commission and historical society MAIN STREET 101

75. DESIGN PRINCIPLES Appreciate what already exists Design with compatibility in mind Avoid “mall” formulas Recognize limitations of improvement projects Establish unified goals for design improvements Stress Quality Cultural landscape planning must be comprehensive – gateways and neighborhoods must be considered in design MAIN STREET 101

76. DESIGN WORK PLAN CONSIDER What defines our character? Inventory buildings, assets, landmarks, architectural styles Develop a vision How will our future look? Evaluate existing conditions How do we look now? Prioritize short term and long term issues/goals Work Plan What do we need to do to achieve our vision? Board Approval Historic Preservation Commission approval MAIN STREET 101

77. DESIGN COMPONENTS MAIN STREET 101

78. OTHER DESIGN PROJECTS MAIN STREET 101

79. DESIGN TIPS Always take before and after photos Start small in projects you select Involve the community MAIN STREET 101

80. DESIGN MAIN STREET 101

81. DESIGN MAIN STREET 101

82. DESIGN MAIN STREET 101

83. DESIGN MAIN STREET 101

84. DESIGN MAIN STREET 101

85. DESIGN MAIN STREET 101

86. DESIGN MAIN STREET 101

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88. ECONOMIC DEVELOPMENT

89. ECONOMIC RESTRUCTURING … strengthens a community's existing economic assets while expanding and diversifying its economic base. MAIN STREET 101

90. ECONOMIC RESTRUCTURING Learning the districts current economic conditions and identifying opportunities for market growth. Strengthening existing businesses and recruiting new ones. Finding new economic uses for traditional Main Street buildings. Developing financial incentives and capital for building rehabilitation. Monitoring the economic performance of the district. MAIN STREET 101

91. ECONOMIC RESTRUCTURING Learning the districts current economic conditions and identifying opportunities for market growth. Gather all readily available information: Census of population. Census of retail trade. State sales tax reports for past five years. Trends in assessed value of Main St. real estate Any market analyses recently conducted MAIN STREET 101

92. ECONOMIC RESTRUCTURING MAIN STREET 101 Types of Information to Gather Examples of Cmtee Projects Buildings & businesses Business Inventory Building Inventory (partner w/Design Committee) use PVA as a resource. Demographic & Retail Sales Data Data Collection (Census, sales tax reports etc.) Original Research Downtown Business Survey Downtown User Survey Analysis of Retail Leakage and Surpluses in the Community Sales “gap” analysis

93. ECONOMIC RESTRUCTURING Strengthening existing businesses and recruiting new ones. Resist the temptation! Don’t start recruiting new businesses right away. It’s wiser to help existing businesses expand before attracting new ones. MAIN STREET 101

94. MAIN STREET 101 Strengthening Business by Examples of Committee Projects Providing business owners with information on changing markets Business improvement seminars Retailers resource library Newsletter business assistance column Recruiting Complementary Businesses to strengthen an existing business cluster Business cluster analysis Targeted Business Recruitment Developing financial assistance and incentives to help existing businesses expand, upgrade, or reinvest in inventory Study of financing needs Identification of sources (e.g., SBA) Financial incentive program for business expansions or improvements

95. ECONOMIC RESTRUCTURING Finding new economic uses for traditional Main Street buildings. BE REALISTIC! It is unlikely that your district will be able to support the retail uses it supported 50 years ago. Consider these uses: Housing Small Scale Industries Medical Entertainment Offices Religious or Civic uses MAIN STREET 101

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98. MAIN STREET 101 Diversifying Main Street Uses Committee Projects Planning & Zoning – revising land use regulations to allow a broad range of uses downtown. Revision of Comprehensive Plan. Removal of regulatory barriers to developing upper-story uses. Housing – identify under-used upper floor spaces and large, white-elephant bldgs. Inventory vacant spaces. Financial incentive program to develop upper-floor housing. Small-Scale Industry – using vacant space for industries such as publishing, telecommunications, small-scale assembly operations, and consulting firms. Coordination with regional industrial development groups. Recruitment of ‘home-based cottage industries.’

99. ECONOMIC RESTRUCTURING Developing financial incentives and capital for building rehabilitation. MAIN STREET 101 Main Street Investment Needs Examples of Committee Projects Small Scale Improvements Matching-Fund Grant Pool Visual Merchandising Seminars Low-Interest Revolving Loan Fund Major Building Rehabilitations “ Community Initiated Development” Tax Credits Business Expansions Market Analysis “ Over the counter” updates on market opportunities provided to business owners.

100. ECONOMIC RESTRUCTURING Monitoring the economic performance of the district. Measuring Main Street’s economic performance involves the following: Collecting Base Line Data Sales Tax Data Find out assessed values of buildings in the district Conduct consumer surveys MAIN STREET 101

101. ECONOMIC RESTRUCTURING Record information on economic change Keep track of monthly changes in jobs, businesses and property investment. Measure Annual Performance Conduct annual business survey to measure changes and compile an annual report summarizing the net changes in jobs and businesses in the district. MAIN STREET 101

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104. RECENT DOWNTOWN TRENDS Traditional 9 to 5 shopping is obsolete. Young consumers grew up shopping in the mall. Their expectations as consumers have been shaped by this experience In the past 10 years, retail space has quadrupled in price… while retail sales have increased less than 10%. MAIN STREET 101

105. MARKET ANALYSIS MAIN STREET 101 MAIN STREET 101

106. MARKET ANALYSIS Before you can sell your downtown to prospective businesses, you need to know more about it than anyone else in the community! MAIN STREET 101

107. MARKET ANALYSIS Sales gap surveys Intercept surveys Business surveys Telephone surveys Demographic trend information Customer groups Trade area Downtown’s strengths & weaknesses Competition comparison Business mix MAIN STREET 101

108. THE FACTS OF LIFE… about downtown revitalization There are no “hand-outs” Most resources are local Not everyone will like you Everyone has an agenda There is no formula MAIN STREET 101

109. THE FACTS OF LIFE… about downtown revitalization 1. There are no “hand-outs” Traditional grants shun projects that involve commercial enterprises and the days of Urban Renewal “big fix” projects are gone. 2. Most resources are local Whether you need people or money to make projects happen, they are most likely going to be found in the community MAIN STREET 101

110. THE FACTS OF LIFE… about downtown revitalization 3. Not everyone will like you! Not even everyone you must work with. You must forge coalitions that have never been formed, and many of the people involved may not be used to talking to each other. 4. Everyone has an agenda … and it’s probably not just downtown revitalization. YOU must create the culture – and priority – for Main Street’s renewal. MAIN STREET 101

111. 5. There’s no formula No magic answers or easy solutions. The Main Street Approach cannot save you from hard work, but it can substantially improve your chances for success. MAIN STREET 101 THE FACTS OF LIFE… about downtown revitalization

112. ECONOMIC RESTRUCTURING DO’S & DON’T‘S MAIN STREET 101 MAIN STREET 101

113. DO Do educational training Publish your data Develop partnerships Update data regularly MAIN STREET 101

114. DON’T Don’t forget why you collect data Don’t focus on recruitment first Don’t ignore upper floors Don’t get the ‘big fix’ mentality MAIN STREET 101

115. PROMOTION

116. PROMOTION sells a positive image of the commercial district and encourages consumers and investors to live, work, shop, play and invest in the Main Street district. MAIN STREET 101

117. PROMOTION The job of the Promotion Committee is to PROMOTE downtown as the center of commerce, culture and community life. MAIN STREET 101

118. DEFINE YOUR IMAGE ENVIRONMENT – buildings, streets, landscapes, utility fixtures, dilapidation and cleanliness. ATTITUDES – merchants, businesses, people, property owners, employees, residents and shoppers. MAIN STREET 101

119. DEFINE YOUR IMAGE MAIN STREET 101

120. DEFINE YOUR IMAGE ACTIVITIES – goods, services and other uses of downtown – in terms of variety, quality & value. QUALITY – appropriate style and sophistication of promotional activities & materials. MAIN STREET 101

121. PROMOTION COMMITTEE MAIN STREET 101 Elements of an Image Campaign Examples of Committee Projects Image advertising : Promotes Main Street’s unique qualities and market position through newspaper, radio, television and direct mail. “ Service is our signature” poster series. “ The owner is home” ad campaign “ Shop Downtown” radio jingle Collateral materials: Repeat the logo/graphic on print materials, public signs, souvenirs and in businesses. Logo for Main Street program. Entrance sign or banners w/logo. Shopping bags, buttons, t-shirts w/logo. Media Relations: Generate publicity through accurate, detailed, and interesting press releases and timely communication w/media contacts who have been carefully cultivated. Media kits on downtown program Press receptions for major projects Annual report on the program TV, Radio and news interviews Image-Building Events: Help the community recognize and celebrate the Main Street’s importance and progress through public displays and events Downtown progress awards Ribbon-cuttings for new projects “ before & after” renovation displays

122. PROMOTION COMMITTEE Retail Promotions MAIN STREET 101 Types of Retail Promotions Example of Cmtee Projects Cooperative Promotions: focuses on the comparative aspects of retailing in the district, clustering stores that are the same category and can be promoted together. Spring Fashion Show Taste of Main Street Restaurant Guide Antique Days co-op ads for stores Mother’s Day promotion of gift shops Cross-Retail Promotion groups businesses w/complimentary goods in one retail event or in coordinated displays. Joint window displays: clothing w/jewelry Home Improvement promotion of furniture & hardware stores Niche promotion focuses attention, not on the product mix, but on a specific consumer group targeted through special flyers, coupons, posters and mailings. Appreciation Days for Seniors Employee Coupons Jury Duty Coupons Dad’s Day Out Shopping Promotion After school specials for students

123. RETAIL PROMOTION IDEAS Weekly e-news that is “retail” focused E-Coupons either monthly or weekly Posters Retail Events MAIN STREET 101

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127. PROMOTION COMMITTEE Special Events Before you do a lavish party on Main Street for the entire community, the promotion committee must decide what the event should accomplish. Traffic Building – festivals Target a specific niche – antique car show Know your audience before you plan! MAIN STREET 101

128. PROMOTION COMMITTEE Special Events MAIN STREET 101 Categories of Special Events Examples of Committee Projects Community Heritage. Acknowledge local arts, industry, talent and agriculture or celebrate the history or architecture of the community Crafts on the square fair Strawberry Festival of local produce Candlelight tour of historic buildings “ Ugliest pickup truck” contest/parade Special Holidays. Focus on traditional and unconventional holidays that celebrate dates & events that have meaning for the entire community. Halloween pumpkin carving contest “ Dickens of a Christmas” event Fourth of July parade “ Cinco de Mayo” festival “ Kwaanza” celebration Social Events. Develop unusual activities that enliven public spaces and attract people downtown, especially those who wouldn’t normally come downtown. “ Friday’s at 5” after-work street parties “ Lunch on the Square” concert events. “ Just Desserts” gala concert & dinner Saturday Health Fair on the sidewalks

129. Antique & Garden Show MAIN STREET 101

130. Special Events MAIN STREET 101

131. PROMOTION Advertising Campaign Image & Branding Campaign Quality Materials that represent the program’s values and image. NEVER give off the cut and paste look. MAIN STREET 101

132. JULIE WAGNER HEART OF DANVILLE 859-236-1909 [email_address] WWW.DOWNTOWNDANVILLE.COM QUESTIONS? MAIN STREET 101