About Us

The Ortonville DDA is made up of volunteers, people from many different backgrounds, dedicated to creating a vibrant downtown within a happy, safe community in which to raise a family.

The Ortonville DDA helps businesses and the community prosper together by assessing the needs of local businesses, customizing resources to meet those needs through strong partnerships, activities, community involvement, and special promotions. We provide technical expertise, a valuable network of contacts, and an array of benefits through viable partnerships.

The Ortonville DDA has been a success because of the hard work and  commitment of its dedicated and supportive volunteers. Opportunities abound for interested business leaders, residents and community supporters. Volunteers are asked to commit a minimum of at least five hours per month. They can be involved through four different committees. (Contact Executive Director Molly Lalone for the Google calendar of meetings & events.) 

The Organization committee efforts range from Volunteer Development, Communication/Strategic Planning, Fund Raising, and advocacy.

The Promotions Committee work on Marketing and PR Strategic Planning, Image Development, Retail and Business Promotions, as well as Special Event Planning.

The Design Committee contributes by recommending public spaces designs, building improvements, design education and technical assistance, and design regulations and enforcement.

The Economic Restructuring committee focuses on market research, business assistance, financial assistance, or property development.

Who is the DDA and What Do They Do?Pam & Debbie 2012

The Ortonville DDA was created under the auspices of Michigan Public Act 197 of the Public Acts of 1975 to promote economic growth and development. The DDA is comprised of an active Board of Directors, the Executive Director, Molly Lalone and numerous committee volunteers. Together they lend a helping hand to prospective and current business owners located within the DDA district.

Anyone interested in becoming a part of the Ortonville DDA, as a business or a volunteer, please contact our Executive Director, Molly Lalone using the following information.

Ortonville Downtown Development Authority
PO Box 84
Ortonville, MI 48462

248-627-8070 phone

director@downtownortonville.org e-mail

Don’t forget to ask for the Google calendar of meetings & events.

 

Downtown Management Staff

The Executive Director of a Main Street program is responsible for the development, coordination, administration, documentation, and implementation of the revitalization effort. The Director initiates and coordinates a wide range of projects, from supervising promotional activities to assembling market data. Most important, however, is the director’s role as a full-time enthusiastic advocate for the commercial district and an authority on information, resources, and programs related to revitalization initiatives.

In general, as the principal on-site staff person, it is the Main Street Director’s responsibility to:

1. Develop strategies for preservation-based economic development in collaboration with the board of directors.
a. 2013-2018 Strategic plan, 2014 TIF plan update, annual reviews

2. Manage the administrative aspect of the revitalization program.
a. Monthly reports of day to day operation
b. Budget development and accounting
c. Annual report of program for National Accreditation

3. Develop and conduct ongoing public awareness and educational programs.
a. Quarterly presentations to the public periodically throughout year and upon request.

4. Assess and develop capacity of district businesses, institutions, and groups to carry out joint improvement activities.
a. Creation of 501c3, Friends of AMOS to allow for fundraising and use of funds other than TIF in the downtown area
b. Procure Market Data for market analysis by Committees

5. Assist individual tenants or property owners with physical improvement projects.
a. Assistance with sign and façade grant, coordination of design assistance through MSOC
b. Recommendations to planning commission for sign and building ordinances in the downtown area.

6. Help build strong, productive working relationships among partners.
a. Applied for and received 2015 DIA Inside/Out program for Ortonville.
b. Coordinate amongst groups and sponsors for seamless presentation of projects and events to the community at large.

7. Develop and maintain systems to track the progress of the Main Street program.
a. Quarterly statistical reports and Annual evaluation report

8. Represent the Main Street program at the local, state, and national levels.
a. Member of Michigan Downtown Association Legislative & Advocacy Committee (2014 Michigan DDA TIF Reform).

9. Coordinate the activities of the Main Street Committees.
a. Serve as a facilitator, coordinating people and resources to help committee volunteers work efficiently and productively.
b. Does not take place of volunteers – encourages grassroots efforts to create and maintain positive changes in the community.

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Ortonville DDA Mission

The Ortonville DDA is dedicated to promoting revitalization, supporting local businesses and preserving our heritage in the Village of Ortonville by using the 4-point Main Street Approach. The Main Street approach focuses on the following areas:

  • Design – Help Ortonville look its best
  • Economic Restructuring – Enhance the business environment
  • Promotions – Keep people coming back to downtown Ortonville
  • Organization – Get everyone involved

The Main Street Program advocates a return to community self-reliance, local empowerment, and recognition and development of Ortonville’s unique characteristics. What we need the most are people who are willing to share their enthusiasm, talent, and support to promote  our community.  You don’t have to come to a committee meeting every month to be a great help to your community.

Posted in About, DDA

What is Main Street?

What is Main Street?

Developed by the National Trust for Historic Preservation 30 years ago, the National Main Street Center encourages public-private partnerships to enhance community livability and job creation while maintaining the historic character of communities’ traditional commercial districts. The Main Street Four-Point Approach is a community-driven, comprehensive methodology used to revitalize historic downtowns nationwide, addressing the variety of challenges that face traditional business districts in a common sense way. The Main Street Approach advocates a return to community self-reliance, local empowerment and the rebuilding of traditional commercial districts based on unique assets such as distinctive architecture, a pedestrian-friendly environment and local ownership.

Why is downtown important?

A community’s central business district often accounts for as much as 30 percent of its jobs and 40 percent of its tax base. It is a community’s crossroads, a place in our hearts and minds that evoke strong emotions and helps define our identity.

What are the benefits to downtown revitalization?

  • Revitalization protects the existing tax base. Private investment in banks, businesses and commercial property and public investment in streets, sidewalks and water and sewer lines are protected and enhanced.
  • Revitalization provides an incubator for new business. A viable downtown offers opportunities and incentives for the new entrepreneurs such as lower rent and technical assistance.
  • Revitalization helps attract industrial development. Downtown reflects the overall image a community projects to potential investors. An invigorated downtown makes a very positive statement about the whole community.
  • Revitalization provides a point of focus and stability. A vibrant downtown gives the whole community and region a sense of pride and positive self-image. It also serves as an anchor that holds the community together and provides the stability necessary for economic growth.

What are the Main Street four-points?

In recent years, many approaches to downtown revitalization, from urban renewal to paint-up, fix-up projects, have failed because they focused on just one or two problems, rather than dealing with the full spectrum of interrelated issues that affect traditional commercial districts. Main Street has been successful in 1,700 communities across the country because of its comprehensive nature.

  • Organization means getting everyone working toward the same goal. The tough work of building consensus and cooperation among groups that have an important stake in the district can be eased by using the common-sense formula of a volunteer-driven program and an organizational structure of boards and committees.
  • Promotion means selling the image and promise of Main Street to all prospects. By marketing the district’s unique characteristics to shoppers, investors, new businesses and visitors, an effective promotional strategy forges a positive image through advertising, retail promotional activity, special events and marketing campaigns carried out by local volunteers.
  • Design means getting Main Street into top physical shape. Capitalizing on its best assets – such as historic buildings and traditional downtown layout – is just part of the story. An inviting atmosphere created through window displays, parking areas, signs, sidewalks, street lights and landscaping conveys a visual message about what Main Street is and what it has to offer.
  • Economic restructuring means finding a new purpose for Main Street’s enterprises. By helping existing businesses expand and recruiting new ones to respond to today’s market, Main Street programs help convert unused space into productive property and sharpen the competitiveness of business enterprises.

What makes the Main Street four-point approach unique?

The Main Street approach has eight Guiding Principles that set it apart from other redevelopment strategies:

  • Comprehensive. Downtown revitalization is a complex process and cannot be accomplished through a single project. For successful long-term revitalization, a comprehensive approach must be utilized.
  • Incremental. Small projects and simple activities lead to a more sophisticated understanding of the revitalization process and help to develop skills so that more complex problems can be addressed and more ambitious projects can be undertaken.
  • Self-help. Nobody else will save Main Street. Local leaders must have the desire and will to make the project successful. The National Main Street Center and Tennessee Main Street Program provide direction, ideas and training, but continued and long-term success depends upon the involvement and commitment of the community.
  • Public-private partnership. The public and private sectors have a vital interest in the economic health and physical viability of the downtown. Each sector has a role to play and each must understand the other’s strengths and limitations to forge an effective partnership.
  • Identifying and capitalizing on existing assets. History is on our side. Business districts must capitalize on the assets that make them unique. Every district has unique qualities, such as the distinctive buildings and human scale, which give people a sense of belonging. These local assets must serve as the foundation for all aspects of the revitalization program.
  • Quality. Build to last. 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.
  • Change. Skeptics turn into believers. Almost no one believes Main Street can really turn around, at first. Changes in attitude and practice are slow and definite but necessary to improve current economic conditions. Public support for change will build as the program grows.
  • Implementation-oriented. Make a difference today. Activity creates confidence in the program and even greater levels of participation. Frequent, visible changes are a reminder that the revitalization effort is under way—starting small and building on successes.

 

Posted in About, DDA