2018-2021 Services Plan and Budget - Maintaining a Safe, Clean and Welcoming Downtown - Downtown Cincinnati ...
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THE DOWNTOWN CINCINNATI IMPROVEMENT DISTRICT 2018-2021 Services Plan and Budget Maintaining a Safe, Clean and Welcoming Downtown
Creating a Safe, Clean, and Welcoming Environment Downtown
Horseshoe
Casino
(2013)
Horseshoe
Casino
(2013)
The Role a Property Owner Plays
This brochure is designed to provide information The District funds Downtown Cincinnati Inc. (DCI),
about the Downtown Cincinnati Improvement District, a non-profit business organization with a mission
and the 2018-2021 Services Plan and Budget. For to build a dynamic metropolitan center valued as
the Services Plan and Budget to be approved, state the heart of the region. DCI provides leadership and
statute requires signatures from property owners advocacy for important issues that ensure long-term
representing at least 60% of the front footage inside downtown vitality, and plays an important role in
the Downtown Cincinnati Improvement District. working with strong partners to improve the city.
The District includes all property within the boundaries
of Eggleston Avenue on the east, Central Parkway
on the north, Central Avenue on the west (including For more information about this Services Plan,
the Centennial buildings), and the river on the south please contact one of the members of the District
(excluding the two stadiums). Board of Trustees listed on the back cover.
1 Downtown Cincinnati Improvement District — 2018-2021 Services Plan
Safe and Clean, Welcoming and Beautiful
IMPACT MEASURES:
Perception, litter index, crime
statistics, and usage of downtown
CAPACITY MEASURES:
Civic engagement, leveraged partnership
KEY MEASURES:
• Services delivered
• Number of stakeholders engaged
• Crime statistics
• Number of contacts made
• Perception Survey Results
• Litter Index
ncourage Pride in
E
Location and Space
• F
acilitate partnerships among
retailers, restaurants, and property
owners to enhance and optimize
storefronts, lighting, and maintenance
• I dentify, address, and help develop
solutions for issues of transportation
and accessibility, both to and from,
and within the District
• L
ead beautification efforts in
collaboration with Keep Cincinnati
Beautiful, City of Cincinnati,
Urban Forestry, and other partners to
Improve Safety and the Enhance Appearance of Streets, increase tree canopy, flower planting,
Perception of Safety Downtown Sidewalks, and Public Spaces bus shelter maintenance, etc.
• P
rovide highly visible street presence • D
eliver DCI Ambassador Services to • H
elp improve front-line hospitality
throughout the District by delivering maintain and enhance the appearance through briefings and other
DCI Ambassador services of sidewalks, curbs, and right-of-way information on features and
via litter patrols, power washing, benefits of downtown for visitors
• S
upport DCI Ambassador program
and detailed cleaning, e.g. weed and and residents
and Cincinnati Police (Central
graffiti removal, utilizing the most
Business Section) by facilitating
technologically effective methods
Sector Groups, Virtual Block watch,
available
partnership with Downtown
Residents Council, property owners • P
artner with City of Cincinnati Public
and managers, and other programs Services to coordinate and leverage
to maintain a positive environment sanitation/cleaning services provided
for downtown workers, visitors and by the City in an effective and
residents alike efficient manner
• D
eliver social service coordination • W
ork closely with property owners
outreach to decrease panhandling, and other partners to assess needs
vagrancy, etc. and ensure a clean, healthy, and
litter-free environment
• A
ddress safety issues such as
lighting, blighted buildings, etc. • P
roactively work with City and
through partnerships with the City County on built-environment
of Cincinnati, Hamilton County, issues (e.g. news racks, sidewalks,
3CDC, and others benches, bikeways, etc.)
• S
upport enhanced safety-oriented
programs
Downtown Cincinnati Improvement District — 2018-2021 Services Plan 2
Community Engagement ~ Marketing and Stakeholder Services
Engage with key communities to maintain and promote • Produce effective and inclusive social media messaging
downtown as a vibrant hub of regional activity. Provide • I nform key stakeholders through regular communication
business and residential support and attraction efforts, in meetings, annual reports, and weekly email
especially to boost retail growth.
• L
everage resources and coordinate messages through
• G
enerate positive, accurate media coverage through strategic partnerships with the City, County, and key civic
media relations by activating a seasonal news calendar and organizational leadership including CVB, RTN, 3CDC,
integrating a vibrant, safe, clean, and welcoming message Chambers, Communications Alliance, local universities
• M
onitor all media coverage to ensure positive and and Young Professional groups
accurate coverage of downtown • Convene Marketing Committee of downtown marketing
• M
eet regularly with members of media to establish professionals to nurture cross-promotional opportunities
relationships and develop ongoing marketing strategy
• M
aintain and enhance downtowncincinnati.com with • Leverage the next generation of marketing professionals
consistent updates including video and Instagram through a robust volunteer intern program with
local universities
• Maintain, enhance and promote mobile app technology
• Enhance DCI Speakers Bureau to include more
• M
aintain establishment database; produce and distribute
opportunities and exposure for DCI staff
annual Downtown Cincinnati Guide
IMPACT MEASURES:
Usage trends including sales, traffic,
membership, perceptions, and visit surveys;
number of stakeholders effectively assisted;
recognized as “one stop” source for downtown
data/information.
CAPACITY MEASURES:
Productivity, leveraged partnerships, quick
response, requests for services and quality
of information provided, number and quality
of partnerships.
COMMUNITIES SERVED:
Retailers, restaurants, residents, suburban
dwellers, office workers, arts and culture
organizations, DCI members, DCID property
owners, grants and foundations, commercial
real estate brokers, university students, and
young professionals.
KEY MEASURES:
• Research, Surveys and Reports
• Media coverage
• Message reach via website, social media
and email
• Mobile App downloads
• Website Visits
• Gift Card Sales
• Number of interactions with current and
prospective businesses
• Requests for information fulfilled
• Stakeholder events supported – members,
residential and business
• Membership Goal
• Retail results
3 Downtown Cincinnati Improvement District — 2018-2021 Services Plan
IMPACT MEASURES:
Stakeholders effectively assisted,
DCI viewed as “one stop” source for
downtown data/information
CAPACITY MEASURES:
Requests for services and quality
of information provided, number
and quality of partnerships
KEY MEASURES:
• Interactions with current and
prospective businesses
• Requests for information fulfilled
• Stakeholder events supported
(including residential)
• Research/reports provided
Increase and Influence Downtown • P
roactively work with and exchange
Usage through retail outreach information with primary recruit-
ment leaders/building owners in an
• I mplement and promote
effort to assist businesses in the CBD
Downtown Gift Card
(including expansions, relocations,
• O
rient new retail management and retention)
and ownership
• P
rovide support for issues pertaining
• E
nhance interface for Available to current and prospective business
Retail Space data using interactive owners, property owners, residents,
technology developers, and other stakeholders
• C
onvene Retail Committee of • S
howcase the value of downtown as
downtown experts to nurture an employment center, and highlight
cross-promotional opportunities and the wide array of commercial space
develop ongoing retail strategy
• D
evelop and implement pop-up
shop recruitment program, including
Promote Downtown
communications plan with
Residential Living
Department of Community and • Leverage networks and proactively
Economic Development input exchange information with real Meet Information Needs of
• P
roduce holiday retail events to estate practitioners, developers, Downtown Stakeholders, DCI
boost sales current downtown residents, and Members and Other Partners
other residential recruitment/
• D
eliver a comprehensive data profile
retention leaders
Provide Business Support for of downtown through compilation
• A
ssist residents, residential prospects, and publication of information,
Current and Potential Downtown
developers, and others to facilitate including but not limited to:
Businesses
downtown residential growth and
• A
ddress issues/concerns of - Annual State of Downtown Report
development
businesses currently located in the - Quarterly Parking Surveys
• R
aise awareness of and interest in
Central Business District (CBD) downtown living through relevant - Quarterly Residential Surveys
• W
elcome new downtown businesses events such as Tour of Living • S
erve as a resource and information
with informational orientations about • S
upport a growing residential com- ‘connector’ for current and
downtown and DCI services; munity by marketing downtown as prospective business owners,
distribute welcome bags an exciting option for renters, owners, property owners, residents,
• L
everage partnerships with civic and developers developers, and other stakeholders
partners and business support • D
istribute welcome bags to new • C
ommunicate with property owners/
agencies to provide growth and residents managers regarding tenant issues
location opportunities for current
• P
articipate in Downtown Residents • Host membership events each quarter
and potential businesses in the
Council • A
pply for relevant grants and
CBD, including small businesses,
minority-owned businesses, and foundation funds for downtown
women-owned businesses projects
Downtown Cincinnati Improvement District — 2018-2021 Services Plan 4
Frequently Asked Questions What is the Downtown
Cincinnati Improvement
District?
The Downtown Cincinnati Improve-
What is the Services Plan?
ment District (a special improvement
The Downtown Services Plan outlines the services and activities to be funded district) is a designated zone within
by the assessment paid by the property owners in the District. The first DCI which services are provided above
Services Plan was approved in 1997 by a majority of owners and outlined the and beyond the level offered by local
activities funded from 1998-2001. The Services Plan has since been renewed government. Through this mechanism,
four times for the years 2002-2005, 2006-2009, 2010-2013, and 2014-2017. property owners decide what kind and
Owners choose to renew the Services Plan for the next term and may revise what level of downtown management
the services and the budget to meet the changing needs of the District. services they need, and exert direct
control over the delivery of those
services.
Does everyone in the District Why does downtown Cincinnati need
have to pay the assessment? coordinated management and
If the owners representing 60% of the front marketing services?
footage in the District sign the enclosed petition, Suburban properties, including office parks and shopping malls, are
then everyone in the District will receive an developed, managed, and marketed by a single ownership group or
assessment for their required portion. management company. By contrast, ownership of downtown buildings
and land is divided among 600+ individuals and companies with no
coordinated management to advocate for their interests, provide
common services, or promote downtown as a product and destination.
How will I pay the assessment? The Downtown Cincinnati Improvement District works to meet the expec-
District assessments will continue to be tation that owners have for a safe, vibrant, and economically successful
collected by the Hamilton County Auditor’s Office. business district. As directed by the owners, it does this by accomplish-
Notification that your assessment is due will ing such tasks as providing enhanced safety patrols, training and dis-
appear as part of your semi-annual property patching greeters, promoting downtown as a destination, and gathering
tax bill. and disseminating pertinent data on downtown’s progress.
What safeguards exist to ensure How is the assessment
property owners benefit from the services? calculated?
The assessment term is four years and its renewal is determined By state statute, the special improve-
by the property owners of the District. ment district assessment must be
The property owners of the District elect their own board apportioned equitably among all
of trustees, individuals who own property or represent property owners within the service
property owners within the District. Elections are held delivery area. Seventy-five percent of
every four years to coincide with the start of a new the cost is based upon the assessed
Services Plan. The next election is in October 2017. value of your property, and 25%
This elected board of trustees is responsible for the according to its front footage. Front
governance of the Downtown Cincinnati Improvement footage, as defined by Ohio Revised
District. Owners may appeal to their board Code 1710.01, is all real property
of trustees regarding any issue in the District. located in the District that abuts upon
The board will make every effort to address the any street, alley, public road, place,
legitimate concerns of all property owners. In the boulevard, parkway, park entrance,
event that a majority of property owners believe easement, or other existing public
the District is not providing sufficient benefit, improvement within the District. The
state statute provides a mechanism for the formula equally distributes the burden
District to be terminated at any time. among large and small properties.
5 Downtown Cincinnati Improvement District — 2018-2021 Services Plan
The Services Plan for 2018-2021 leverages resources, creates and sustains partnerships,
and provides services fundamental to a vibrant, vital core of the city and the region. Services Plan Renewal Budget
These services fall into three categories: Safe & Clean; Communications & Marketing;
and Stakeholder Services. This combination of services and activities helps maintain
2018-2019 Budget: $2,800,000
and enhance property owners’ investment in the future growth and development of
“everybody’s neighborhood”—downtown Cincinnati! 2020-2021 Budget: $3,000,000
The total assessment of $2,800,000 per year in 2018 and 2019, and $3,000,000 per year in
2020 and 2021 is comprised of contributions from both private and public property owners.
Individual and commercial owners make up about three quarters of the total assessments
while the City of Cincinnati and Hamilton County contribute approximately one quarter.
Property assessments will be enhanced with Downtown Cincinnati Inc. memberships,
sponsorships, and contracts for service. DCI adds about $431,000 per year in revenue,
services contracts and in-kind contributions to support overall efforts. The total annual
budget to provide the services as outlined in the proposed Plan is $3,218,501 per year for
the first two years and $3,441,822 per year in the second two years. The allocation of these
resources, by service area, subject to annual review and adjustment by the DCID Board, is
currently projected as follows:
2018-2019 2020-2021
DCID DCI TOTAL DCID DCI TOTAL
REVENUE
Special Improvement
District Assessment 2,800,000 2,800,000 3,000,000 3,000,000
Sponsorships, Membership,
Cleaning Contracts 418,501 418,501 441,822 441,822
TOTAL 2,800,000 418,501 3,218,501 3,000,000 441,822 3,441,822
EXPENSES
Safe & Clean,
& Beautiful Services (66%) 1,734,105 395,046 2,129,151 1,818,026 418,049 2,236,075
Communications &
Marketing (20%) 622,519 18,227 640,746 639,925 18,227 658,152
Stakeholder Services (8%) 263,425 5,227 268,653 263,425 5,546 268,971
Special Improvement District
Legal, Insurance, Collection
Fee, Resolutions (5%) 144,000 144,000 168,777 168,777
Reserves (2%) 35,951 35,951 109,848 109,848
TOTAL 2,800,000 418,501 3,218,501 3,000,000 441,822 3,441,822
Property Owner Assessed Value
X Total District X 75% = Assessed Value Charge to Property Owner
Total DCID Contributors Assessed Value Budget
Property Owner Front Footage
X Total District X 25% = Front Footage Charge to Property Owner
Total DCID Contributors Front Footage Budget
TOTAL Charge to Property Owner
Downtown Cincinnati Improvement District — 2018-2021 Services Plan 6
Questions?
FOR MORE INFORMATION Officers Trustees
about the Downtown Cincinnati
Chair & Office Class B/C Representative Hamilton County Representative
Improvement District Services Plan, William J. Moran Harry C. Blanton
please contact one of the members Fifth Third Bank Vice President and Manager
Office of Economic Development
of the District Board of Trustees to
Vice Chair & Diversified Property Representative HCDC, Inc.
the right. Andy Barlow Phone: 513.631-8292
Regional Manager hblanton@hcdc.com
SP Plus Parking
1 West Fourth Street, Suite 415 Diversified Property Representative
Phone: 513.381.2879, ext. 30 Cynthia K. Bucco
abarlow@spplus.com Director of Asset Management
Eagle Realty Group
Treasurer & City of Cincinnati Representative Phone: 513.361.7738
Harry Black cynthia.bucco@eaglerealtygroup.com
City Manager
City of Cincinnati Retail Representative
Phone: 513.352.3742 Carl L. Goertemoeller
harry.black@cincinnati-oh.gov Macy’s Inc.
Secretary & Class A Representative BOMA Representative
Brian Banke Tom Baker
Associate Director, Property Manager
Facilities & Real Estate Cushman & Wakefield
The Procter & Gamble Company Phone: 513.241.6444
Phone: 513.626.8370 tom.baker@cushwake.com
banke.bk@pg.com
City of Cincinnati Representative
Amy Murray
Council Member
City of Cincinnati
Phone: 513.352.3640
amy.murray@cincinnati-oh.gov
7 Downtown Cincinnati Improvement District — 2018-2021 Services Plan
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