Ohio Main Street Program

The Ohio Main Street Program, administered by Heritage Ohio, works with communities across the state to revitalize their historic or traditional commercial areas. Based in historic preservation, the Main Street approach was developed by the National Trust for Historic Preservation to save historic commercial architecture and the fabric of American communities’ built environment, but has become a powerful economic development tool as well.

The Main Street program is designed to improve all aspects of the downtown or central business district, producing both tangible and intangible benefits. Improving economic management, strengthening public participation, and making downtown a fun place to visit are as critical to Main Street’s future as recruiting new businesses, rehabilitating buildings, and expanding parking. Building on downtown’s inherent assets — rich architecture, personal service, and traditional values and most of all, a sense of place — the Main Street approach has rekindled entrepreneurship, downtown cooperation and civic concern. It has earned national recognition as a practical strategy appropriately scaled to a community’s local resources and conditions. And because it is a locally driven program, all initiative stems from local issues and concerns.

If you are interested in learning more about joining the Ohio Main Street Program, please contact

Jeff Siegler
Jsiegler@heritageohio.org
614.258.6200

 

THE EIGHT PRINCIPLES

While the Main Street approach provides the format for successful revitalization, implementation of the four-point approach is based on eight principles that pertain to all areas of the revitalization effort:

  1. Comprehensive. Commercial district revitalization is a complex process and cannot be accomplished through a single project. For successful and lasting results, a comprehensive approach must be used. Simply stated, comprehensive means working on all four points simultaneously.
  2. Incremental. Small projects and simple activities lead to a more sophisticated understanding of the revitalization process and help develop skills so that more complex problems can be addressed and more ambitious projects undertaken. Starting with small projects creates progress and momentum at the same time.
  3. Self-help. Local leaders must have the desire and the will to make the project successful. The NMSC provides direction, ideas and training; but continued and long-term success depends upon the involvement and commitment of the community.
  4. Public/Private Partnerships. Both the public and private sectors have a vital interest in the economic health and physical stability of the district. Each sector has a role to play, and each must understand the other’s strengths and limitations so that an effective partnership can be forged.
  5. Identifying and Capitalizing on Existing Assets. Business districts must capitalize on the assets that make them unique. Every district has unique qualities – like distinctive buildings and human scale that give people a sense of belonging or businesses that have become local institutions. Main Street cannot create new landmarks or institutions; existing local assets must serve as the foundation for all aspects of the revitalization program.
  6. Quality. Quality must be emphasized in every aspect of the revitalization program. This applies equally to each element of the program, from storefront design to promotional campaigns to educational programs.
  7. Change. Changes in attitude and practice are necessary to improve current economic conditions. Public support for change will build as the program grows.
  8. Implementation-Oriented. Activity creates confidence in the program and greater levels of participation. Frequent, visible changes are a reminder that the revitalization process is under way. Small projects at the beginning of the program pave the way for larger activities as the revitalization effort matures.

THE FOUR POINTS

The four point methodology works to create a total image for the community: Providing the retail/professional area with its necessary market niche, creating a cohesive visual identity unique to the community, and nurturing a cultural ambiance associated with the community’s location, appearance, and way of life. The Main Street Approach gradually builds on existing resources and fosters improved community leadership and support on behalf of the Central Business District for the long term.

  1. Operations is the building of consensus and cooperation between the groups that play a role in the downtown. Many individuals and organizations in the community have a stake in the economic viability of the downtown.
  2. Design involves improving the downtown’s image by improving its physical appearance – not just the appearance of buildings, but also of street lights, window displays, parking areas, signs, sidewalks, streetscapes, landscaping, promotional materials and all other elements that convey a visual message about what the downtown is and what it has to offer.
  3. Marketing involves marketing the downtown’s unique characteristics to shoppers, investors, new businesses, tourists, and others. Effective promotion creates a positive image of the downtown through retail promotional activity and special events utilizing the downtown as a stage area of community activities.
  4. Business Enhancement involves strengthening the existing economic base of the downtown while diversifying it. Business enhancement activities include helping existing downtown businesses, recruiting new businesses, providing a balanced mix, converting unused space into productive property, and sharpening the competitiveness of downtown merchants.

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TO LEARN MORE ABOUT THE OHIO MAIN STREET PROGRAM CONTACT:

Jeff Siegler, Director of Revitalization

jsiegler@heritageohio.org

614.258.6200


Download our Heritage Ohio Main Street Program Fact Sheet


REINVESTMENT STATISTICS
1998 thru 2012

  

TOTAL $ INVESTED IN IMPROVEMENT

$821 Million


AVERAGE INVESTED PER COMMUNITY 

$2.4 Million

 

NET NEW BUSINESSES

1,011

 

NET NEW JOBS

4,125 Full-Time


3,377 Part-Time

  

BUILDING REHABILITATION PROJECTS

2,640

 

REINVESTMENT RATIO

$23.00 to 1.00

 

VOLUNTEER HOURS DONATED

660,148

 

NEW HOUSING UNITS CREATED

1,138