main street 101

Main Street 101Main Street 101

What we do…

And why we do it!

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.

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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.

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THE FOUNDATIONS THE FOUNDATIONS OF MAIN STREETOF MAIN STREET

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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.

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The success of the Main Street approach is based on a four point strategy:

DesignOrganizationPromotionEconomic Restructuring

…easy to remember…

DOPE

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:

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Main Street has 8 guiding principlesMain 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”

ORGANIZATION PROMOTION ECONOMIC RESTRUCTURING

DESIGNMAIN STREET 101

Main Street has 8 guiding principlesMain 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.

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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.

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4. Public/Private Partnership.• Public & Private entities must be involved.

• For an effective partnership, each must recognize the strengths and weaknesses of the other.

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5. Identifying and Capitalizing on Existing Assets. ◦ Unique offerings and local assets provide the

solid foundation for a successful Main Street initiative.

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6.Quality. From storefront design to promotional campaigns to special events, quality must be instilled in the organization.

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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.

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Main Street has 8 guiding principlesMain Street has 8 guiding principles8. 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.

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WHY DO WE WHY DO WE REVITALIZE OUR REVITALIZE OUR DOWNTOWNS?DOWNTOWNS?

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Why we Revitalize 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.

Why we RevitalizeWhy 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.

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Why we RevitalizeWhy 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.

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REVITALIZATION PARTNERSREVITALIZATION 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

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ORGANIZATIONORGANIZATIONMain Street 101

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ORGANIZATIONORGANIZATION

… 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.

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ORGANIZATIONORGANIZATION Partnership Building

Volunteer Development

Fundraising

Public Relations & Outreach

Program Structure and Goals

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PARTNERSHIP BUILDING AND PARTNERSHIP BUILDING AND VOLUNTEER DEVELOPMENTVOLUNTEER 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

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Fundraising



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FUNDRAISINGFUNDRAISINGTHAT NECESSARY EVIL

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““A GIFT A GIFT TOTO THE THE ORGANIZATION IS A ORGANIZATION IS A GIFT GIFT THROUGHTHROUGH THE THE

ORGANIZATION.”ORGANIZATION.”

- KAY SPRINKEL GRACE – BEYOND FUNDRAISING, NEW STRATEGIES FOR NONPROFIT INNOVATION AND

INVESTMENT

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FUNDRAISINGFUNDRAISING

Well rounded Main Street Programs have the following fundraising sources:

1/3 Public Sources1/3 Stakeholder Support1/3 Earned Income

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FUNDRAISINGFUNDRAISING

Sources of Funding:Public sector supportPrivate sector membershipSponsorshipsProduct SalesEvent RevenueContracts, fees for servicesCooperative advertising

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THE BOARD & FUNDRAISINGTHE 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.

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THE BOARD & FUNDRAISINGTHE 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:

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THE BOARD & FUNDRAISINGTHE 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)

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THE BOARD & FUNDRAISINGTHE 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.

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THE BOARD & FUNDRAISINGTHE 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.

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PUT AWAY THE TIN CUP!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

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MEMBERSHIP CAMPAIGNMEMBERSHIP 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.

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Heart of Danville Membership Heart of Danville Membership Levels: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 +

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Already collected

$13,000 to date

ORGANIZATION COMMITTEEORGANIZATION COMMITTEEFUNDRAISING RESPONSIBILITIESFUNDRAISING RESPONSIBILITIES

Prepare fundraising materials Conduct annual membership campaign Plan annual dinner/membership meeting Implement other fundraising activities

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STAFF’S FUNDRAISING STAFF’S FUNDRAISING RESPONSIBILITIESRESPONSIBILITIES

Serve as ambassador Make sure work plan is implemented Help recruit new members Assist with the preparation of

membership & fundraising materials Track contributions & recordkeeping.

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Fundraising



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PUBLIC RELATIONS & PUBLIC RELATIONS & OUTREACHOUTREACH

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•Newsletters•Brochure •E-mail Blasts •Website•Facebook•Media Relations•Public Speaking & Presentations•Annual Report



Fundraising



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IDEAL STRUCTUREIDEAL STRUCTURE

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ORGANIZATIONAL ALTERNATIVESORGANIZATIONAL ALTERNATIVES

City government Chamber of Commerce Convention & Visitors Bureau Downtown Merchant’s Association An Existing Development Organization

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BOARD OF DIRECTORSBOARD 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

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BOARD OF DIRECTORSBOARD OF DIRECTORS

OFFICERS President/Vice President Secretary Treasurer Members at Large

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ROLE OF THE BOARDROLE OF THE BOARD

Funding Financial Management Advocacy Policy Personnel Management Planning Should hold regular meetings – pref.

monthly.

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ROLE OF THE BOARDROLE OF THE BOARD

LEGAL STUFF Articles of Incorporation Bylaws Policy Manual 990 Requirements Tax returns (990 if non-profit) Insurance

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ROLE OF THE MAIN STREET ROLE OF THE MAIN STREET MANAGERMANAGER Program Administration Public relations Work plan coordination◦ Development◦ Implementation

Volunteer management Monitoring & evaluation of projects Resource to board & committees

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MANAGER CHARACTERISTICSMANAGER 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.

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STAFFING POLICIESSTAFFING 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.

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STAFFING POLICIESSTAFFING 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.

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PLANNING FOR MAIN PLANNING FOR MAIN STREETSTREET

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WORK PLANWORK 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.

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WORK PLANWORK 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

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VISION STATEMENTVISION 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

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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!

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MISSION STATEMENTMISSION 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

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PRINCIPLES OF ORGANIZATIONPRINCIPLES 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.

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PRINCIPLES OF ORGANIZATIONPRINCIPLES 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

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TIPS FOR SUCCESSTIPS 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.

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TIPS FOR SUCCESSTIPS 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!

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WARNING SIGNS WARNING SIGNS

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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.

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DESIGNDESIGN

DESIGNDESIGN…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.

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DESIGNDESIGNDesign 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.

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DESIGNDESIGNAn 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

DESIGNDESIGN

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Beauty is in the Details!

Why is Preservation Important?

Buildings are unique and help build a sense of place

Community history Craftsmanship Supports economic development

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Historic Preservation is NOT… Saving every building Anti-change New buildings dressed in “colonial”

motifs Returning downtown to a particular

style, theme or year

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ROLE OF THE DESIGN ROLE OF THE DESIGN CMTEE.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

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DESIGN PRINCIPLESDESIGN PRINCIPLES

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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

DESIGN WORK PLANDESIGN 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

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DESIGN COMPONENTSDESIGN COMPONENTS

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OTHER DESIGN PROJECTSOTHER DESIGN PROJECTS

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DESIGN TIPSDESIGN TIPSAlways take before and after photos

Start small in projects you select

Involve the community

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DESIGNDESIGN

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ECONOMIC DEVELOPMENTECONOMIC DEVELOPMENT

ECONOMIC RESTRUCTURINGECONOMIC RESTRUCTURING

…strengthens a community's existing economic assets while expanding and diversifying its economic base.

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1. Learning the districts current economic conditions and identifying opportunities for market growth.

2. Strengthening existing businesses and recruiting new ones.

3. Finding new economic uses for traditional Main Street buildings.

4. Developing financial incentives and capital for building rehabilitation.

5. Monitoring the economic performance of the district.

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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

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Types of Information to Gather

Examples of Cmtee Projects

Buildings & businesses Business InventoryBuilding 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 SurveyDowntown User Survey

Analysis of Retail Leakage and Surpluses in the Community

Sales “gap” analysis

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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.

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Strengthening Business by Examples of Committee ProjectsProviding 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

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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:HousingSmall Scale IndustriesMedicalEntertainmentOfficesReligious or Civic uses

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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.’

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Developing financial incentives and capital for building rehabilitation.

Main Street Investment Needs Examples of Committee ProjectsSmall 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.

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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

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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.

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RECENT DOWNTOWN TRENDSRECENT 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%.

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MARKET ANALYSISMARKET ANALYSISMAIN STREET 101

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MARKET ANALYSISMARKET ANALYSIS

Before you can sell your downtown to prospective businesses, you need to know more about it than anyone else in the community!

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MARKET ANALYSISMARKET ANALYSIS

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•Sales gap surveys•Intercept surveys•Business surveys•Telephone surveys•Demographic trend information•Customer groups•Trade area•Downtown’s strengths & weaknesses•Competition comparison•Business mix

THE FACTS OF LIFE…THE FACTS OF LIFE…about downtown revitalizationabout downtown revitalization

There are no “hand-outs”Most resources are localNot everyone will like youEveryone has an agendaThere is no formula

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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

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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.

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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.

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ECONOMIC ECONOMIC RESTRUCTURINGRESTRUCTURINGDO’S & DON’T‘SDO’S & DON’T‘S

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DO DO

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• Do educational training

• Publish your data

• Develop partnerships

• Update data regularly

DON’TDON’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

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PROMOTIONPROMOTION

PROMOTIONPROMOTIONsells a positive image of the commercial district and encourages consumers and investors to live, work, shop, play and invest in the Main Street district.

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PROMOTIONPROMOTION

The job of the Promotion

Committee is to PROMOTE

downtown as the center of

commerce, culture and community

life.

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DEFINE YOUR IMAGEDEFINE YOUR IMAGE

ENVIRONMENT – buildings, streets, landscapes, utility fixtures, dilapidation and cleanliness.

ATTITUDES – merchants, businesses, people, property owners, employees, residents and shoppers.

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ACTIVITIES – goods, services and other uses of downtown – in terms of variety, quality & value.

QUALITY – appropriate style and sophistication of promotional activities & materials.

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PROMOTION COMMITTEEPROMOTION COMMITTEEElements of an Image Campaign Examples of Committee

ProjectsImage 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

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PROMOTION COMMITTEEPROMOTION COMMITTEERetail Promotions

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

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RETAIL PROMOTION IDEASRETAIL PROMOTION IDEAS

Weekly e-news that is “retail” focused

E-Coupons either monthly or weekly

Posters

Retail Events

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PROMOTION COMMITTEEPROMOTION COMMITTEE

Special EventsBefore 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!

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PROMOTION COMMITTEEPROMOTION COMMITTEESpecial Events

Categories of Special Events Examples of Committee ProjectsCommunity 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

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Antique & Garden ShowAntique & Garden Show

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Special EventsSpecial Events

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PROMOTIONPROMOTION

Advertising Campaign Image & Branding Campaign Quality Materials that represent the

program’s values and image. NEVER give off the cut and paste look.

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JULIE WAGNER

HEART OF DANVILLE

859-236-1909

[email protected]

WWW.DOWNTOWNDANVILLE.COM

QUESTIONS?

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main street 101

Education