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About the Main Street
The Main Street Program was developed in 1977 by the National Trust for Historic Preservation to protect traditional commercial architecture in economically suppressed downtowns throughout America. The first communities chosen to test the project were Galesburg, IL., Madison, IN., and Hot Springs, S.D.. Design improvements were made, programs managers were hired, and economic restructuring plans were completed. Public/Private partnerships were established, volunteer committees were organized amd changes began to happen in he communities. Businesses grew, tax revenues increased, buildings were rehabilitated, and jobs were created. The pilot programs were a success and a template was established for other towns to follow.

These early programs created the struture for otehrs to follow. Today there are over 38 Main Street Communities in Ohio and over 625 national programs. Main Street Communities must pass an application process to be in the program and must be assessed every year to continue their membership. The National Main Street Center was started in the 1980s by the National Trust to coordinate state Main Street Programs and support the Main Street communities. Below are the principles set by the pilot programs for each Main Street Community to follow.

In The News
Learn more about the Village Association from these recent news articles in the Clermont Sun.
Development projects are being pursued in Batavia
Batavia village association sponsoring an open house
Village Association looks toward the future of Batavia

The Four Point Approach
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. Volunteer committees operate in each of the following areas to run the program. To join a committee, simply contact the VAOB at (513) 732-2177.

Organization 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.

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.

Promotion involves marketing the downtown's unique characteristics to shoppers, inventors, new businesses, tourists, and others. Effective promotion creates a postive image of the downtown through retail promotional activity and special events utilizing the downtown as a stage area of community activities.

Economic Restructuring involves strengthening the exisiting economic base of the downtown while diversifying it. Economic Restructuring activities include helping exisiting downtown businesses expand, recruiting businesses, providing a balanced mix, converting unused space into productive property, and sharpening the competitiveness of downtown merchants.

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 a successful and last 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 atthe 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 the priovate 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 ; exisiting 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 neccessary 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.

How Batavia's Main Street Program Started
Clermont County's Vision 32 Plan was a blueprint for the growth and planning of the County's expanding commercial and transportion needs. As an action item for the plan, it was recommended that Batavia investigate becoming a Main Street Community to maintain their downtown commerce, coordinating impact from the Vision 32 Plan. In 2003, the V6illage Association of Batavia reactivated to lead the investigation and gained support from the Village Council to pursue membership in the Ohio Main Street Program. An intial Downtown Assessment Resource Team (DART) report was conducted by Downtown Ohio, Inc., the authorized sponsor of the Main Street Program in Ohio, and recommendations were given on what Batavia needed to do to get into the program. Observations and recomendations were also made on the current situation of Batavia's economy, physical appearance, marketing, fund-raising potential, culture, accessibility, business climate, etc.

The report determined that Batavia had enough organization and potential to be successful in the Main Street Program and the application was made to Downtown Ohio, Inc.. In December of 2004, Batavia was accepted into the program on their first try. A Board of Director's was established and a manager was hired in April of 2005 to coordinate the activities of the organization.

The Vision for Batavia
One of the first priorities set for the program through a public meeting forum, by the residents, business owners and local government of Batavia, was to improve the visual quality of the downtown. A design consultant was hired by the VAOB to come up with concepts for the Main Street district streetscape. Several concepts were generated by EG&G, Inc. with various layouts and options for possible pavement types, lighting, site amenities and landscaping. The concepts were reviewed by a special team of local design oriented professionals on the Main Street Design Committee who discussed each of the concepts in depth and concluded the pros and cons of each presentation. The strengths of each design were then incorporated into one plan for the presentation to governments officials, businesses and residents of Batavia. The plan has been on display at the Taste of Clermont and in a storefront window. It has aslo been presented to individual groups such as the Business Association, Batavia Public Safety Board, the County Commissioners, the County Facilities Manager, and others. The plan is on continuous display at the VAOB office for anyone to examine. Below are some conceptual illustrations of the plan.
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Village Association of Batavia | P.O. Box 247 | Batavia, Ohio 45103
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