DDP Board Member Packet

INDEX click page number or use navigation arrows

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2023 MEETING DATES 2023 NOMINATION COMMITTEE REPORT 2023 BUDGET

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2023 DDP WORK PLAN DDP BOARD & STAFF CONTACTS DDP/SID OVERVIEW BOARD ROLES & RESPONSIBILITIES

SUPPLEMENTAL DOCUMENTS

click yellow buttons to download PDFs

2021-2025 SPECIAL IMPROVEMENT DISTRICT SERVICES PLAN www.downtowndayton.org/wp-content/uploads/2021/01/SID-Services-Plan-2021-2025.pdf

FIND IT DOWNTOWN GUIDE www.downtowndayton.org/find-it-downtown

Find more documents at www.downtowndayton.org/board

2023 BOARD OF TRUSTEES

MEETING DATES 4:00-5:30 p.m.

Tuesday, January 24, 2023 Tuesday, April 25, 2023 Tuesday, July 25, 2023 Tuesday, October 24, 2023 Location of DDP Board meetings will vary.

Members will be notified of the location prior to each meeting.

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2023

NOMINATING COMMITTEE REPORT 2023 NOMINATING COMMITTEE REPORT Date: January 24, 2023 To: Downtown Dayton Partnership Board of Trustees From: Dan Meixner, Nominating Committee Chair Re: 2023 DDP Board of Trustees Nominating Committee Report

Board members whose terms will expire on January 31, 2023 • • • • • • • • • • • •

Edward Bentley, Retired, DDP Treasurer * Lainie Dean, Chief Strategy and Business Development Officer, Premier Health * David Dickerson, President, Midwest Business Development, Miller-Valentine Group * Madeline Iseli, Senior Vice-President for Advancement, Sinclair Community College * Helen Jones-Kelley, Executive Director, Alcohol/Drug Addiction/Mental Health Services (ADAMHS) Board Vincent C. Lewis, President, The Hub at the Arcade Brian Martin, Executive Director, Miami Valley Regional Planning Commission Dan Meixner, President, Chaminade Julienne Catholic High School * Emily Mendenhall, General Manager, Lily’s Bistro Ricky Peters, CEO, Tangram Flex Marya Rutherford-Long, Vice President, Community & Economic Development, Fifth Third Bank David Taylor, Superintendent, Dayton Early College Academy (DECA)

Members Leaving Board • • •

David Dickerson, President, Midwest Business Development, Miller-Valentine Group * Shannon Isom, President and CEO, YWCA Dayton, (SID Board Chair) * Ricky Peters, CEO, Tangram Flex

The Nominating Committee of the Downtown Dayton Partnership respectfully submits the following nominations for terms beginning in 2023: • •

Carly Cox, Chief Operations Officer, JJR Solutions LLC Jason Dorsey, The Windsor Companies

The Nominating Committee recommends the following individuals to each serve a two-year term to expire January 31, 2025: • • •

Edward Bentley, Retired, DDP Treasurer * Carly Cox, Chief Operations Officer, JJR Solutions LLC Lainie Dean, Chief Strategy and Business Development Officer, Premier Health *

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NOMINATING COMMITTEE REPORT COMMITTEE CONTINUED 2023 NOMINATING REPORT (page 2)

• • • • • • • • •

Jason Dorsey, The Windsor Companies Madeline Iseli, Senior Vice-President for Advancement, Sinclair Community College * Helen Jones-Kelley, Executive Director, Alcohol/Drug Addiction/Mental Health Services (ADAMHS) Board Vincent C. Lewis, President, The Hub at the Arcade Brian Martin, Executive Director, Miami Valley Regional Planning Commission Dan Meixner, President, Chaminade Julienne Catholic High School * Emily Mendenhall, General Manager, Lily’s Bistro Marya Rutherford-Long, Vice President, Community & Economic Development, Fifth Third Bank David Taylor, Superintendent, Dayton Early College Academy (DECA)

Members Serving Indefinite Terms: According to our Code of Regulations, certain members of the Board of Trustees serve on the board based on their positions. When they leave these positions, they may be replaced by their successors. The Nominating Committee recommends the following individuals to serve in these positions: • • • • • • • • • •

Michael Colbert, County Administrator, Montgomery County Board of Commissioners * Shelley Dickstein, City Manager, City of Dayton * SID Board Chair (Ex-Officio) * Deborah Lieberman, Board of Commission, Montgomery County * Julie Liss-Katz, Consulting Director, Dayton Business Committee * Jeffrey J. Mims, Jr., Mayor, City Dayton * Bob Ruzinsky, Executive Director, Greater Dayton Regional Transit Authority * Greg Scott, City Plan Board President Chris Shaw, Commissioner, City of Dayton Sam Warwar, Attorney at Law, Coolidge Wall *

Officers: • Mayor Jeffrey J. Mims, Jr., Co-Chair * • Daniel Meixner, Co-Chair * • Jason Woodard, Vice Chair * 2023 NOMINATING COMMITTEE REPORT • Edward Bentley, Treasurer * (page 3) • Sam Warwar, Secretary * Nominating Committee: • Daniel Meixner, President, Chaminade Julienne Catholic High School * • Jenny Michael, Sr. Vice President, Advocacy, CareSource * • David Taylor, Superintendent, Dayton Early College Academy (DECA) • Jason Woodard, Principal, Woodard Development *

* Serves on DDP Executive Committee Bold: Denotes New Board Members

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2023

BUDGET

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2023 DDP WORK PLAN The Downtown Dayton Partnership (DDP) is charged with executing the Downtown Dayton Special Improvement District (SID) Services Plan. The five-year SID Services Plan lays out goals and strategies to ensure momentum continues as we work to keep downtown Dayton a vibrant hub of regional activity and a great place to work, live, and visit. For the 2021-2025 SID Services Plan, those goals and strategies are organized among these five focus areas:

Each year, the DDP prepares a detailed annual work plan to address the SID Services Plan’s goals.

The work plan has detailed strategies and specific metrics for each focus area.

2023 DDP PRIORITIES ● ● ● ● ● ● ● ●

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Support downtown’s first floor and other small businesses as they continue to recover from the COVID-19 pandemic and its effects Develop placemaking strategies that enliven downtown streets, including a focus on the expansion of the Designated Outdoor Refreshment Area (DORA), the future of Courthouse Square, and the second phase of downtown’s ArtWraps project Develop and implement strategies to address downtown safety, incivility, and other environmental issues Continue to plan for the future of downtown, including an update to the Greater Downtown Dayton Plan Support and grow downtown’s office market, including monitoring and developing strategies to address postCOVID-19 office trends and the redevelopment of office space Continue to support large mixed-use development and housing projects Implement the new DDP membership policy for businesses outside the Special Improvement District, and incorporate those new members into the DDP’s services Incorporate strategies across all focus areas that help address diversity, equity and inclusion issues in our downtown

GOAL

Provide leadership and plan for downtown’s future, be the primary advocate for property owners, and bring stakeholders together to champion opportunities and address challenges.

STRATEGIES • • • • •

Lead the development of and implementation for the Greater Downtown Dayton Plan recommendations that impact the SID Serve as the primary advocate and collective voice of SID property owners

Serve as a lead advocate for downtown priorities to regional stakeholders Monitor and proactively address opportunities and challenges facing individual SID property owners Lead and advocate for strategies that continue to make downtown a neighborhood that everyone shares through intentional efforts that strive for equity, affordability, and inclusion

2023 PRIORITIES - STRATEGIC PLANNING & ADVOCACY • • • • • • •

Continue to implement priorities and projects identified in the Rediscover Downtown Dayton Action Plan, including proposed DORA expansion Work with partners on a long-term plan and updated framework for the Greater Downtown Dayton Plan Survey downtown businesses and property owners on an annual basis Meet with SID property owners on an ongoing basis to ensure the DDP is aware of their challenges and needs, and to ensure property owners are updated on our efforts Support redevelopment efforts for the Dayton Convention Center/Radisson Hotel Co-lead with the Dayton Area Chamber of Commerce to develop a long-term plan for Courthouse Square Prioritize diversity, equity, and inclusion in strategic planning efforts to identify strategies that engage underserved audiences

2023 EVALUATION METRICS • • • • • • • • •

Meet with a minimum of 50 property owners in 2023, with a focus on the businesses and industries most impacted

by COVID-19 Produce an updated Greater Downtown Dayton Plan framework by the end of 2023, with special focus on ensuring future strategies to address equity and inclusion Participate in the regional PDAC program and advocate for downtown projects Survey downtown property owners and businesses and respond to any requests for DDP contact, track trends and challenges expressed Respond to requests for DDP assistance and proactively work to address issues that impact downtown property owners and businesses Participate in speaking engagements, panel discussions and other opportunities to share downtown’s progress, with a goal of 5 engagements in 2023 Host one annual meeting with property owners and other key stakeholders in November 2023 Complete the community engagement phase and develop a conceptual plan for Courthouse Square by the end of 2023 Support downtown partners in planning initiatives, including the Dayton Bike.Walk.Ride committee, the city’s Active Transportation Plan, the Riverfront Master Plan, and supporting The Flyer and Link Dayton

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GOAL Stimulate economic activity in downtown’s core through the development of under-utilized properties and growing the downtown employer base

STRATEGIES • • • • • •

Facilitate and serve as a resource for mixed-use developments that activate under-utilized properties Administer the Site Seeker program and other commercial real estate services for businesses looking for location or growth options downtown Assist entrepreneurs and provide programs/supportive services that strengthen downtown as the hub of region’s startup ecosystem Administer an employer visitation program and act as an advocate to proactively address issues that impact the downtown business environment Serve as a key connector for property owners and downtown businesses to link them with economic development resources Serve as the clearinghouse for data and analyses that track the economic health of downtown

2023 PRIORITIES - ECONOMIC DEVELOPMENT • • • • • • • • •

Support small businesses and connect them to the resources they need as they continue to recover from the COVID-19 pandemic Help business owners understand and navigate the commercial real estate market by developing online content and creating presentations for interactive programming. Offer this content to Launch Dayton partners and the startup ecosystem for use Continue to facilitate new mixed-use development and the growth of downtown housing; assist pipeline projects as they navigate increased development costs and market uncertainty Continue to engage employers through business visits and round table discussions to better understand their workplace decisions and office policies as they navigate the office market dynamics induced by COVID-19 Work with key stakeholders to identify adaptive re-use strategies to address office vacancy Expand efforts to attract new employers to the core by leveraging growing downtown industry sectors (e.g. technology/defense) and by promoting the value proposition of a downtown office address Launch new programs and partnerships to continue to build momentum in the downtown startup ecosystem and form connections that ensure our city’s most promising startup companies make downtown Dayton their long-term home Continue to connect employers interested in downtown space to available properties through the Site Seeker program Continue to benchmark trends in the downtown market to understand downtown’s recovery from COVID19, including changes to building occupancy, office usage, downtown employment, and visitor trends

2023 EVALUATION METRICS • • •

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Support at least four mixed-use development projects in downtown Dayton in 2023; track progress and investment generated Monitor trends in housing, commercial office, new business activity, downtown employment, daily employee population and visitor trends; disaggregate new business ownership stats for women-owned and minority-owned businesses Conduct site searches for all Site Seeker applicants. Offer guidance through the startup ecosystem for

• • •

businesses that need additional support before they launch an official site search. Assist property managers, property owners, and commercial brokers with site selection and tenant properties Connect 40 entrepreneurs/new business owners to the Launch Dayton network (The Hub, EC, SBDC, Parallax, Ascend, Chamber, etc.) through referrals, events, and programming Conduct a minimum of 125 business visits; additionally, at least 40 of these visits will be with womenowned and/or minority-owned businesses Work with property managers and property owners to maintain accurate information for all existing tenants in their buildings. Update square footage occupied, current job numbers (for the downtown Dayton location), and lease expiration dates in the DDP database. Ensure public-facing information in DDP resources is accurate

GOAL Enhance downtown Dayton’s image as our region’s premier center for businesses, arts, entertainment and recreation, and a thriving residential neighborhood

STRATEGIES • • • • • •

Lead marketing efforts for downtown through a multi-faceted strategy and provide proactive PR efforts to encourage media coverage Showcase downtown’s diverse amenity, entertainment, and event offerings to potential consumers and investors Distinguish the downtown office market through marketing strategies that promote the value proposition for doing business downtown Market downtown as a vibrant neighborhood, showcase housing options, and promote the unique urban lifestyle residents enjoy Support businesses through grand opening events, PR support, and promotion services Provide communications to property owners, the business community, and stakeholders on key topics that affect them, including updates on projects and other matters impacting downtown

2023 PRIORITIES - MARKETING & COMMUNICATION • • • • • • •

Create strategic marketing messages designed to communicate downtown’s value proposition and showcase downtown’s continued progress, growth, momentum, and strength Continue to develop and implement marketing strategies designed to support downtown’s first-floor and other small businesses, cultural and recreational assets, and other amenities in their continued recovery from the COVID-19 pandemic and its effects, and encourage community patronage and support Support the launch of new businesses through grand opening events, public relations support, and marketing/promotions services Continue and expand efforts to market downtown commercial space and promote the value proposition of a downtown business address Continue aggressive public relations efforts to generate positive news coverage about downtown and increased public knowledge of its offerings and progress, with special focus on the office market and the perception of safety Support the expansion of downtown’s Designated Outdoor Refreshment Area (DORA) through implementation and marketing and promotional efforts Promote downtown’s residential amenities, housing options, and urban lifestyle through a variety of marketing strategies

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• • • • • •• •• •

Support and promote downtown events to encourage public patronage and support Incorporate new DDP voluntary members into marketing, communications, and promotional efforts Support and promote downtown events to encourage public patronage and support Market, promote, and otherwise support strategic downtown initiatives, including placemaking efforts and an Incorporate DDPDowntown voluntaryDayton members update to thenew Greater Planinto marketing, communications, and promotional efforts Market, promote, and otherwise support strategic downtown initiatives, placemaking and an Support diversity, inclusion, and equity efforts for downtown throughincluding marketing efforts andefforts intentional update to the Greater Downtown Dayton Plan outreach to underserved communities Support andwebsite equity efforts for downtown marketing effortsand andcontent intentional Conductdiversity, a review inclusion, of the DDP’s and ensure content through is up to date, navigation structure is outreach to underserved communities intuitive and user-friendly, and internal systems are put in place for keeping content fresh and updated Conduct a review of the DDP’s website and ensure content is up to date, navigation and content structure is intuitive and user-friendly, and internal systems are put in place for keeping content fresh and updated

2023 EVALUATION METRICS • EVALUATION Promote downtown’s 2023 METRICS continued progress, growth, positive momentum, and strength in marketing and reporting •• • • •• •• •• • • •• •• •• •• • •• • •

• •

• •

messaging Promote downtown’s progress, growth,topositive momentum, strength marketing and reporting Produce and distributecontinued four quarterly SID reports showcase progressand being made in downtown messaging Encourage the public’s discovery, patronage, and support of downtown retailers and other small businesses Produceno and distribute four quarterly SID reports to showcase progress being made downtown through fewer than 10 strategic marketing efforts Encourage the public’s discovery, patronage, and of downtown retailers andinitiatives other small businesses Engage with downtown’s first-floor and other smallsupport businesses through at least two designed to through no fewer than 10 strategic marketing efforts gather input and feedback on how to best support these businesses through the DDP’s marketing efforts Engage and other small businesses through at designed least two to initiatives designed to Develop with and downtown’s implement atfirst-floor least four marketing campaigns or promotions encourage the purchase gather input and feedback on how to best support these businesses through the DDP’s marketing efforts and redemption of Downtown Dollars e-gift cards. Track statistics on spending totals and redemption rates Develop implement at at least least two four business-focused marketing campaigns or promotions designed to encourage theproperties purchase Develop and and implement marketing campaigns positioning downtown and redemption of Downtown Dollars e-gift cards.

Track statistics on spending totals and redemption rates as desirable business addresses and targeting entrepreneurship to support filling the first-floor business Develop and implement at least two business-focused marketing campaigns positioning downtown properties pipeline as desirable business addresses and targeting to support filling the per first-floor Respond to media inquiries/requests, and pitch entrepreneurship at least one positive downtown story month,business with special pipeline focus on stories highlighting the downtown office market and/or business news/trends Respond to mediae-mail inquiries/requests, andtopitch at least one positive peryear) month, special Produce periodic communications highlight downtown newsdowntown (minimumstory 15 per andwith events focus on stories highlighting the downtown office market and/or business news/trends (minimum 50 per year), as well as other targeted e-blasts Produce periodic e-mail communications to highlightevents, downtown news and (minimum 15 per through year) and Support downtown’s cultural/recreational amenities, festivals, other assets at events least six (minimum 50 per year), as well as other targeted e-blasts efforts that encourage community support and patronage Support downtown’s cultural/recreational amenities, events, festivals, other Make assetschanges throughto atnavigation least six Review the DDP website and update its content by the end of the thirdand quarter. efforts that encourage community support and patronage and content structure as warranted, and implement an internal system for site updates Review DDPtowebsite and update its content by the end ofother the third quarter. changes to navigation Increasethe traffic DDP website and online platforms (videos, media) by atMake least 7% over previous year and content structure as warranted, and implement an internal system for site updates Enroll at least 800 new subscribers annually to one or more of the DDP’s email publications Increase traffic to DDP website and online platforms (videos, other media) at least over previous Engage with social media audiences through Facebook, Instagram, Twitter,byand other7% platforms, with a year Enroll at least 800 new subscribers annually to one or more of the DDP’s email publications minimum 6% annual increase in Facebook followers and 15% increase in Facebook reach, an average 1.4% Engage with social audiences through2% Facebook, and other platforms, a engagement rate onmedia Twitter, and an annual growth inInstagram, Instagram Twitter, followers.

Explore new socialwith media minimum 6% annual increase in Facebook followers and 15% increase in Facebook reach, an average 1.4% platforms and add any that make sense to the DDP’s lineup. Increase the number of business-focused posts engagement rate on Twitter, and an annual 2% growth in Instagram followers.

Explore new social media across all platforms by at least 50% platforms and add any make sense the DDP’s lineup.

Increase of business-focused posts Proactively market the that urban lifestyle andtodowntown’s housing optionsthe andnumber residential amenities through such across all platforms by at least 50% efforts as social media posts, email blasts, advertising, and events Proactively market the urban lifestyle and downtown’s housing options and residential amenities through such efforts as social media posts, email blasts, advertising, and events

Produce and distribute approximately 30,000 consumer guides to all downtown workers, hotels, businesses, and other locations. Plan for the future of this resource, with possible focus on transitioning to digital-only.

Produce approximately 30,000 guides to all downtown workers, hotels, businesses, Create a and plandistribute for the next edition by the end ofconsumer Q3. and other locations. Plan for the future of this resource, with possible focus on transitioning to digital-only.

Create a plan for the next edition by the end of Q3.

GOAL Activate GOAL downtown’s public realm through targeted programs, beautification projects, and special

activities / events that drive street-level vibrancy, improve walkability, and reinforce the center city’s Activate downtown’s public realm through targeted programs, beautification projects, and special unique sense of place activities / events that drive street-level vibrancy, improve walkability, and reinforce the center city’s

12STRATEGIES •

Coordinate activities & events that support economic growth, showcase existing businesses and

unique sense of place

STRATEGIES • • • • •

Coordinate activities & events that support economic growth, showcase existing businesses and organizations, and enhance the downtown experience Implement strategies that activate first floor storefronts through new retail, restaurants, and other amenities Lead and advocate for projects and policies that improve the quality of urban design across downtown, including efforts that improve walkability, add mobility options, and connect key downtown corridors Beautify and energize streetscapes with public art, flowers, murals, and other elements of creative placemaking Lead a signage and wayfinding program that will make it easier for patrons to understand and experience the center city

2023 PRIORITIES - STREET VIBRANCY & CREATIVE PLACEMAKING • • • • • • • • • • • •

Implement and manage the expanded Designated Outdoor Refreshment Area (DORA) for downtown Plan and execute a lineup of special events to support downtown businesses and cultural/recreational amenities Organize and implement the annual Dayton Holiday Festival In conjunction with partners, offer free lunchtime entertainment on Courthouse Square during the summer months (May-September) through The Square Is Where Generate additional funding to support DDP-planned events through sponsorships, contributions, and in-kind support Include businesses, entertainers, and other vendors that reflect the diversity of our community when planning events Continue to support first floor businesses and cultural amenities, and connect them to the resources they need during their continued recovery from the COVID-19 pandemic Continue to connect businesses interested in first floor space to available properties through the Site Seeker program Advocate for the design principles and standards of the Downtown Streetscape Guidelines & Corridor Plan as development projects and infrastructure investments advance in 2023 Produce tactical placemaking projects, such as ArtWraps, through the Place Lab initiative that leverages existing assets, engages key audiences, and aims to grow street vibrancy Continue to work with partners on the Urban Art Intersections mural program, with a focus on diversifying projects in 2023 Support efforts surrounding the planned 8/4 memorial in the Oregon District

2023 EVALUATION METRICS • • • • • • • •

•

Implement the expanded downtown DORA in the spring of 2023 Plan and execute a lineup of downtown special events as part of Summer in the City programming Program Courthouse Square on a minimum of three weekdays per week from May through September Execute the Dayton Holiday Festival and market and promote its events through the creation and distribution of several marketing efforts Raise a minimum of $140,000 to support DDP-planned downtown events Engage a minimum of 50 different downtown businesses as partners/participants in programs and events Hire, feature, or otherwise include businesses, organizations, entertainers, and other vendors from diverse communities and backgrounds in downtown event planning, with a minimum of 50% representing female or minority populations Support Citywide Development and the City of Dayton to connect small business owners to the First Floor Fund.

Assist applicants in obtaining all necessary elements to complete their applications. Keep property owners and brokers informed of progress on this fund, and publicize businesses that utilize this fund to open first-floor spaces downtown Support the City of Dayton with its Active Transportation Plan and other strategies to adapt public infrastructure to

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• • • •

support pedestrian and bicycling traffic Identify a minimum of two Place Lab projects for 2023, including the second phase of downtown’s ArtWraps project Manage the implementation of the First Bloom program, filling at least 80 downtown planters by the end of May Identify and complete a minimum of two new mural/public art opportunities through Urban Art Intersections program Work with and support the team working to complete the 8/4 memorial to be installed in the Oregon District

GOAL

Maintain a downtown environment that is clean, safe, and welcoming.

STRATEGIES • • •

Manage the Downtown Dayton Ambassador program, which provides supplemental clean and safe services, and extra eyes and ears for the Dayton Police Monitor and address social/urban environment issues that impact property owners and visitors Develop strategies for key issues that impact perceptions of downtown

2023 PRIORITIES - CLEAN AND SAFE • • • • • • •

Administer the Downtown Dayton Ambassador Program’s cleaning and safety services Work with partners and stakeholders to identify safety and incivility issues and work to address those issues Engage the Dayton Police and property owners to promote safety measures in the SID Proactively work with media and through other communication strategies to break down barriers regarding the perception of safety downtown Work with property owners and partners on issues that impact perception of safety, including advocating for programs addressing loitering, homelessness, and other incivility problems Support new placemaking initiatives, and assist with any potential upkeep of any placemaking installations via the Downtown Dayton Ambassador Program Partner with local workforce development organizations to create inroads with Block by Block for employment opportunities for their clients, giving special consideration to minorities, immigrants, and returning citizens

2023 EVALUATION METRICS • • • •

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Track statistics on Ambassador services delivered, including hospitality assistance, the amount of trash collected, graffiti removal, and number of panhandling incidents addressed Convene meetings with City of Dayton, Dayton Police Department, Greater Dayton RTA, Dayton Public Schools, local charter schools, business owners, social service agencies, and other key stakeholders to generate ideas to address incivility and safety issues Work with the Homelessness Task Force to address issues and help connect those in need to social services and other resources Proactively work with the media regarding issues pertaining to the downtown environment and convey a sense of safety through marketing images and public programming

DDP STAFF CONTACT LIST Downtown Dayton Partnership

BE DOWNTOWN.

10 W. Second Street, Suite 611 Dayton, OH 45402 P: 937.224.1518 | F: 937.224.3602 www.DowntownDayton.org

Sandy Gudorf President • gudorf@downtowndayton.org Colleen Turner Executive Assistant • turner@downtowndayton.org Mike Colvin Vice President, Director of Communications & Marketing • colvin@downtowndayton.org Val Beerbower Director of Economic Development • beerbower@downtowndayton.org Jessica Sands Public Relations & Marketing Manager • sands@downtowndayton.org Tracey Obenour Design & Production Manager • obenour@downtowndayton.org Lynn Robertson Special Events Manager • robertson@downtowndayton.org Bonnie Brabston Financial Administrator • brabston@downtowndayton.org Courtney Deutsch Sponsor Relations & Events Marketing Manager • deutsch@downtowndayton.org Laura Woeste Director of Strategic Projects • woeste@downtowndayton.org Elizabeth Mills Community Engagement Manager • mills@downtowndayton.org

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2023 DDP BOARD OF TRUSTEES

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2023 DDP BOARD OF TRUSTEES CONTINUED

* Serves on DDP Executive Committee

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* Serves on DDP Executive Committee

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OVERVIEW OF THE DOWNTOWN DAYTON PARTNERSHIP (DDP) DDP & SID Overview The Downtown Dayton Partnership • The Downtown Dayton Partnership is a private, non-profit organization representing downtown’s interests in business and amenity development, housing, marketing and other critical issues.

• As the strategic planning organization for downtown, the DDP works with its partners, constituents, and other interested people to provide strategic direction, planning, and implementation of strategic initiatives that make downtown a better place to visit, work and live.

The Downtown Dayton Partnership is funded, in part, through a Special Improvement District. The Downtown • Dayton Special Improvement District contracts with the DDP to provide services outlined in the 2021-2025 Services Plan.

• Along with its partners, the DDP focuses its efforts in five key areas with the following goals in mind: o Strategic Planning & Advocacy - Provide leadership and plan for downtown’s future, be the primary advocate for property owners, and bring stakeholders together to champion opportunities and address challenges.

o

Economic Development - Stimulate economic activity in downtown’s core through the development of under-utilized

o

Marketing & Communication - Enhance downtown Dayton’s image as our region’s premier center for businesses, arts,

o

Street Vibrancy & Creative Placemaking - Activate downtown’s public realm through targeted programs, beautification projects, and special activities/events that drive street-level vibrancy, improve walkability, and reinforce the center city’s unique sense of place.

o

Clean & Safe Services - Maintain a downtown environment

properties and growing the downtown employer base.

entertainment and recreation, and a thriving residential neighborhood.

that is clean, safe, and welcoming.

Special Improvement District What is a Special Improvement District?

Special Improvement Districts (SIDs) are formed to support downtown organizations through economic development, marketing and promotions support, strategic planning, and other efforts focused on revitalization. In Ohio, SIDs are made possible

by Senate Bill 264 (O.R.C. Section 1710). This legislation states that such a district can be formed if the owners of at least 60 percent of the front footage of all the property within the district sign a petition to form the SID. SIDs are renewed by that same petition process.

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QUICK FACTS ABOUT THE SID

• The current Special Improvement District (SID) term began in January of 2021 and continues through December of 2025.

• SID assessments are based on 25% of front footage and 75% of the property’s assessed value.

• Signatures of property owners representing 60% of the district’s front footage are needed to renew the SID every five years.

• In the most recent renewal, the SID received signed petitions representing 64.4% of the district’s front footage.

AND SPECIAL IMPROVEMENT DISTRICT (SID) What is the history of the Downtown Dayton SID? Since its beginning in 1996, the SID has contracted with the DDP to implement the Services Plan approved by the majority of property owners. The SID has made great progress in making downtown a better place.

Each term of the assessment levied by the Downtown Dayton SID is five years. The first term began on January 1, 1996. The current term began on January 1, 2021, and will expire on December 31, 2025.

The current SID assessment schedule is as follows: 2021: $1,600,000 2022: $1,640,000 2023: $1,681,000 2024: $1,723,025 2025: $1,766,101 What are the boundaries of the SID? Essentially, the boundaries are as follows: the Great Miami River on the north, I-75 and the Great Miami River on the west, U.S. 35 on the south, and the eastern edge is mostly the properties fronting on Patterson Boulevard.

The SID also includes East Fifth Street and a portion of Wayne Avenue to encompass the Oregon District businesses.

What is the method of the SID assessment, and who pays it?

Property owners within the SID boundaries pay a SID assessment as part of their property taxes to Montgomery County. The assessment amount is different for each property owner, and is calculated using a weighted formula based on 25% of the front footage and 75% of the property’s assessed value. The rate of assessment is locked in at a fixed amount for the full five years of the SID term. There are more than 300 property owners in the Downtown Dayton SID. Who oversees the SID? An eight-member Board of Trustees governs the SID. The City of Dayton appoints one member, while one member is chosen by Montgomery County and other political subdivisions. The remaining members are elected by the downtown property owners. Current board members include: Carolyn Rice, Montgomery County Commissioner Anne Pfeiffer, Big Brothers Big Sisters of the Greater Miami Valley Shelley Dickstein, City Manager, City of Dayton Ryan Powell, LPI Properties, Inc. Charlie Samaan, The Riverfront Grande Steve Skerl, CareSource

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BOARD OF TRUSTEES

ROLES & RESPONSIBILITIES Board of Trustees Roles and Responsibilities Collectively, the Downtown Dayton Partnership (DDP) Board of Trustees assumes oversight responsibility for all activities of the DDP. The Board is responsible for establishing DDP policy, approving its annual work plan, determining the goals of the organization, and serving as advocates for downtown and the DDP.

Primary Roles:

Each board member should meet the following criteria: • Have a demonstrated interest in the DDP’s purpose, work program, and goals • Have specific experience in and/or knowledge of finance, program development, public relations, downtown business activity, communications, or economic/housing development • Be an official representative of a public- or private-sector organization in downtown, or a segment thereof • Attend four board meetings per year • Be a member of the Downtown Dayton Partnership, either through payment of the SID assessment, through annual voluntary dues, and/or representation of a partnering organization • Serve as a goodwill ambassador for the Downtown Dayton Partnership and downtown Dayton

Major Responsibilities:

The Board of Trustees is responsible for: Policy Administration: • Establishing and/or continuing the legal existence of the organization • Ensuring the organization fulfills legal requirements in conducting its business and affairs • Adopting and administering bylaws • Adopting policies that determine the purposes, governing principles, function and activities, as well as the course of action for the organization • Developing, with the president, a work plan of goals, objectives, and activities for the organization Finance: • Approving and monitoring the finances of the organization • Helping raise sufficient funds to ensure the organization can meet its objectives Public Relations: • Understanding and interpreting the organization’s work program • Giving sponsorship and prestige to the organization and inspiring confidence in its activities • Serving as public advocates for economic, business, and housing development initiatives throughout the downtown area Evaluation: • Regularly reviewing and evaluating the organization’s operations and standards of performance • Monitoring the organization’s activities • Counseling and providing good judgment on recommendations brought forward by committees and/or the president

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Individual Standards: A responsible Downtown Dayton Partnership board member: • Understands the mission and vision of the DDP and promotes its goals and activities • Supports board decisions even when he or she may differ personally with the majority decision • Attends board meetings and participates in committees as needed • Contributes knowledge and labor to the organization • Offers opinions honestly, without reservation, and in a constructive way • Does not commit more time to the organization than he or she can realistically give • Delegates responsibilities to committees when appropriate • Encourages orderly, systematic, and incremental implementation of the organization’s work plan, discouraging the board from being distracted by secondary issues or projects not included in the annual work plan • Encourages staff and other board members to express their opinions openly • Is loyal to the organization and honors his or her commitment to it

Conflict of Interest Policy

The standard of behavior at the Downtown Dayton Partnership is that all staff, volunteers, and board members scrupulously avoid conflicts of interest between the interests of the Downtown Dayton Partnership on one hand and personal, professional, and business interests on the other. This includes avoiding potential and actual conflicts of interest, as well as perceptions of conflicts of interest.

The purposes of this policy are to protect the integrity of the Downtown Dayton Partnership’s decision making process, to enable our constituencies to have confidence in our integrity, and to protect the integrity and reputations of volunteers, staff, and board members. Upon or before election, each trustee shall make full, written disclosure of interests, relationships, and holdings that could potentially result in a conflict of interest.

This written disclosure will be kept on file and shall be updated by each trustee as appropriate.

In the course of meetings or activities, each trustee must disclose any interests in a transaction or decision in which he or she ― including business or other nonprofit affiliations, family and/or significant other, employer or close associates ― will receive a benefit or gain. After disclosure, the trustee may be asked to leave the room for the discussion and may not be permitted to vote on the question.

It is understood this policy is meant to supplement good judgment, and each trustee is expected to respect its spirit as well as its wording.

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