the downtown cincinnati improvement district 2018 … · graffiti removal, utilizing the most...

Maintaining a Safe, Clean and Welcoming Downtown

THE DOWNTOWN CINCINNATI IMPROVEMENT DISTRICT

2018-2021 Services Plan and Budget

The Role a Property Owner Plays This brochure is designed to provide information about the Downtown Cincinnati Improvement District, and the 2018-2021 Services Plan and Budget. For the Services Plan and Budget to be approved, state statute requires signatures from property owners representing at least 60% of the front footage inside the Downtown Cincinnati Improvement District.

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 the Centennial buildings), and the river on the south (excluding the two stadiums).

The District funds Downtown Cincinnati Inc. (DCI), a non-profit business organization with a mission to build a dynamic metropolitan center valued as the heart of the region. DCI provides leadership and advocacy for important issues that ensure long-term downtown vitality, and plays an important role in working with strong partners to improve the city.

Horseshoe Casino(2013)

Horseshoe Casino(2013)

Creating a Safe, Clean, and Welcoming Environment Downtown

1 Downtown Cincinnati Improvement District — 2018-2021 Services Plan

For more information about this Services Plan, please contact one of the members of the District Board of Trustees listed on the back cover.

Improve Safety and the Perception of Safety Downtown • Provide highly visible street presence

throughout the District by delivering DCI Ambassador services

• Support DCI Ambassador program and Cincinnati Police (Central Business Section) by facilitating Sector Groups, Virtual Block watch, partnership with Downtown Residents Council, property owners and managers, and other programs to maintain a positive environment for downtown workers, visitors and residents alike

• Deliver social service coordination outreach to decrease panhandling, vagrancy, etc.

• Address safety issues such as lighting, blighted buildings, etc. through partnerships with the City of Cincinnati, Hamilton County, 3CDC, and others

• Support enhanced safety-oriented programs

Safe and Clean, Welcoming and Beautiful

Enhance Appearance of Streets, Sidewalks, and Public Spaces• Deliver DCI Ambassador Services to

maintain and enhance the appearance of sidewalks, curbs, and right-of-way via litter patrols, power washing, and detailed cleaning, e.g. weed and graffiti removal, utilizing the most technologically effective methods available

• Partner with City of Cincinnati Public Services to coordinate and leverage sanitation/cleaning services provided by the City in an effective and efficient manner

• Work closely with property owners and other partners to assess needs and ensure a clean, healthy, and litter-free environment

• Proactively work with City and County on built-environment issues (e.g. news racks, sidewalks, benches, bikeways, etc.)

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

Encourage Pride in Location and Space• Facilitate partnerships among

retailers, restaurants, and property owners to enhance and optimize storefronts, lighting, and maintenance

• Identify, address, and help develop solutions for issues of transportation and accessibility, both to and from, and within the District

• Lead beautification efforts in collaboration with Keep Cincinnati Beautiful, City of Cincinnati, Urban Forestry, and other partners to increase tree canopy, flower planting, bus shelter maintenance, etc.

• Help improve front-line hospitality through briefings and other information on features and benefits of downtown for visitors and residents

Downtown Cincinnati Improvement District — 2018-2021 Services Plan 2

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

Community Engagement ~ Marketing and Stakeholder ServicesEngage with key communities to maintain and promote downtown as a vibrant hub of regional activity. Provide business and residential support and attraction efforts, especially to boost retail growth.• Generate positive, accurate media coverage through strategic

media relations by activating a seasonal news calendar and integrating a vibrant, safe, clean, and welcoming message

• Monitor all media coverage to ensure positive and accurate coverage of downtown

• Meet regularly with members of media to establish relationships

• Maintain and enhance downtowncincinnati.com with consistent updates including video and Instagram

• Maintain, enhance and promote mobile app technology • Maintain establishment database; produce and distribute

annual Downtown Cincinnati Guide

• Produce effective and inclusive social media messaging • Inform key stakeholders through regular communication

in meetings, annual reports, and weekly email• Leverage resources and coordinate messages through

partnerships with the City, County, and key civic organizational leadership including CVB, RTN, 3CDC, Chambers, Communications Alliance, local universities and Young Professional groups

• Convene Marketing Committee of downtown marketing professionals to nurture cross-promotional opportunities and develop ongoing marketing strategy

• Leverage the next generation of marketing professionals through a robust volunteer intern program with local universities

• Enhance DCI Speakers Bureau to include more opportunities and exposure for DCI staff


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 Usage through retail outreach • Implement and promote

Downtown Gift Card• Orient new retail management

and ownership• Enhance interface for Available

Retail Space data using interactive technology

• Convene Retail Committee of downtown experts to nurture cross-promotional opportunities and develop ongoing retail strategy

• Develop and implement pop-up shop recruitment program, including communications plan with Department of Community and Economic Development input

• Produce holiday retail events to boost sales

Provide Business Support for Current and Potential Downtown Businesses• Address issues/concerns of

businesses currently located in the Central Business District (CBD)

• Welcome new downtown businesses with informational orientations about downtown and DCI services; distribute welcome bags

• Leverage partnerships with civic partners and business support agencies to provide growth and location opportunities for current and potential businesses in the CBD, including small businesses, minority-owned businesses, and women-owned businesses

• Proactively work with and exchange information with primary recruit-ment leaders/building owners in an effort to assist businesses in the CBD (including expansions, relocations, and retention)

• Provide support for issues pertaining to current and prospective business owners, property owners, residents, developers, and other stakeholders

• Showcase the value of downtown as an employment center, and highlight the wide array of commercial space

Promote Downtown Residential Living• Leverage networks and proactively

exchange information with real estate practitioners, developers, current downtown residents, and other residential recruitment/ retention leaders

• Assist residents, residential prospects, developers, and others to facilitate downtown residential growth and development

• Raise awareness of and interest in downtown living through relevant events such as Tour of Living

• Support a growing residential com-munity by marketing downtown as an exciting option for renters, owners, and developers

• Distribute welcome bags to new residents

• Participate in Downtown Residents Council

Meet Information Needs of Downtown Stakeholders, DCI Members and Other Partners• Deliver a comprehensive data profile

of downtown through compilation and publication of information, including but not limited to:

- Annual State of Downtown Report - Quarterly Parking Surveys - Quarterly Residential Surveys • Serve as a resource and information

‘connector’ for current and prospective business owners, property owners, residents, developers, and other stakeholders

• Communicate with property owners/managers regarding tenant issues

• Host membership events each quarter• Apply for relevant grants and

foundation funds for downtown projects


Frequently Asked Questions

Why does downtown Cincinnati need coordinated management and marketing services? Suburban properties, including office parks and shopping malls, are developed, managed, and marketed by a single ownership group or 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. The Downtown Cincinnati Improvement District works to meet the expec-tation that owners have for a safe, vibrant, and economically successful business district. As directed by the owners, it does this by accomplish-ing such tasks as providing enhanced safety patrols, training and dis-patching greeters, promoting downtown as a destination, and gathering and disseminating pertinent data on downtown’s progress.

What is the Services Plan? The Downtown Services Plan outlines the services and activities to be funded by the assessment paid by the property owners in the District. The first DCI Services Plan was approved in 1997 by a majority of owners and outlined the activities funded from 1998-2001. The Services Plan has since been renewed four times for the years 2002-2005, 2006-2009, 2010-2013, and 2014-2017. Owners choose to renew the Services Plan for the next term and may revise the services and the budget to meet the changing needs of the District.

Does everyone in the District have to pay the assessment? If the owners representing 60% of the front footage in the District sign the enclosed petition, then everyone in the District will receive an assessment for their required portion.

How is the assessment calculated? By state statute, the special improve-ment district assessment must be apportioned equitably among all property owners within the service delivery area. Seventy-five percent of the cost is based upon the assessed value of your property, and 25% according to its front footage. Front footage, as defined by Ohio Revised Code 1710.01, is all real property located in the District that abuts upon any street, alley, public road, place, boulevard, parkway, park entrance, easement, or other existing public improvement within the District. The formula equally distributes the burden among large and small properties.

What is the Downtown Cincinnati Improvement District? The Downtown Cincinnati Improve-ment District (a special improvement district) is a designated zone within which services are provided above and beyond the level offered by local government. Through this mechanism, property owners decide what kind and what level of downtown management services they need, and exert direct control over the delivery of those services.

How will I pay the assessment? District assessments will continue to be collected by the Hamilton County Auditor’s Office. Notification that your assessment is due will appear as part of your semi-annual property tax bill.


What safeguards exist to ensure property owners benefit from the services? The assessment term is four years and its renewal is determined by the property owners of the District.

The property owners of the District elect their own board of trustees, individuals who own property or represent property owners within the District. Elections are held every four years to coincide with the start of a new Services Plan. The next election is in October 2017. This elected board of trustees is responsible for the governance of the Downtown Cincinnati Improvement District. Owners may appeal to their board of trustees regarding any issue in the District. The board will make every effort to address the legitimate concerns of all property owners. In the event that a majority of property owners believe the District is not providing sufficient benefit, state statute provides a mechanism for the District to be terminated at any time.

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. These services fall into three categories: Safe & Clean; Communications & Marketing; and Stakeholder Services. This combination of services and activities helps maintain and enhance property owners’ investment in the future growth and development of “everybody’s neighborhood”—downtown Cincinnati!

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:

2 0 1 8 - 2 0 1 9 2 0 2 0 - 2 0 2 1

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

Services Plan Renewal Budget

2018-2019 Budget: $2,800,000

2020-2021 Budget: $3,000,000

Property Owner Assessed Value Total DCID Contributors Assessed Value

Property Owner Front Footage Total DCID Contributors Front Footage

X Total District X 75% = Assessed Value Charge to Property Owner Budget

X Total District X 25% = Front Footage Charge to Property Owner Budget

TOTAL Charge to Property Owner


Officers

Chair & Office Class B/C RepresentativeWilliam J. MoranFifth Third Bank

Vice Chair & Diversified Property RepresentativeAndy BarlowRegional ManagerSP Plus Parking1 West Fourth Street, Suite 415Phone: 513.381.2879, ext. [email protected]

Treasurer & City of Cincinnati Representative Harry BlackCity ManagerCity of CincinnatiPhone: [email protected]

Secretary & Class A RepresentativeBrian BankeAssociate Director, Facilities & Real EstateThe Procter & Gamble CompanyPhone: [email protected]

Trustees

Hamilton County RepresentativeHarry C. BlantonVice President and ManagerOffice of Economic DevelopmentHCDC, Inc. Phone: [email protected]

Diversified Property RepresentativeCynthia K. BuccoDirector of Asset ManagementEagle Realty GroupPhone: [email protected]

Retail RepresentativeCarl L. GoertemoellerMacy’s Inc.

BOMA RepresentativeTom BakerProperty ManagerCushman & WakefieldPhone: [email protected]

City of Cincinnati RepresentativeAmy MurrayCouncil MemberCity of CincinnatiPhone: [email protected]

FOR MORE INFORMATION about the Downtown Cincinnati Improvement District Services Plan, please contact one of the members of the District Board of Trustees to the right.

Questions?


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