BIZ BOD Presentation 25 Sept 2014
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BIZ BOD Presentation 25 Sept 2014
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BIZ BOD Presentation 25 Sept 2014
- 1. DOWNTOWN DETROIT BIZ BOARD OF DIRECTORS | 25 SEPTEMBER 2014 BIZ Board of Directors | 25 September 2014
- 2. II. ROLL CALL BIZ Board of Directors | 25 September 2014
- 3. III. APPROVAL OF AGENDA BIZ Board of Directors | 25 September 2014
- 4. IV. APPROVAL OF MINUTES BIZ Board of Directors | 25 September 2014
- 5. V. ADMINISTRATIVE REPORT BIZ IMPLEMENTATION TEAM 1. BIZ Implementation Timeline 2. Downtown Insights Survey 3. Branding Strategy 4. BIZ Board Documents 5. Upcoming Meetings 6. BIZ Update Newsletter #2 BIZ Board of Directors | 25 September 2014
- 6. Q2 2014 – Q2 2015 Updated: 25 September 2014 FY 2014-2015 BIZ/DDP Marketing (to 30 Jun 2015) Q2 2014 DDP Competitive Service Vendor Process Oct Nov Dec Jan Feb Mar Apr May BIZ BOD 4 (Dec 18) BIZ BOD 2 (Sep 25) BIZ BOD 3 (Oct 16) BIZ BOD 1 (Aug 12) BIZ Board Meeting Topics BIZ BOD 1: • Approve by-laws • Approve officers BIZ BOD 2 (public hearing): • Review BIZ implementation timeline, Downtown Insights survey and branding overview • Adopt FY2014-15 budget • Adopt record management policy • Review current Clean Downtown program • Review clean services project scope BIZ BOD 3: • Review 2014 assessment receipts • Service procurement process update • Communications update • Review current landscaping program • Review landscaping project scope BIZ adopted (Apr 15) Phase I: Set expectations Phase III: Grow BIZ awareness and customer service focus Phase I: Evaluation & planning 1. Review existing Clean Downtown model 2. Study service delivery precedents in other cities BIZ BOD 4 potential topics: • Report on Downtown Insights survey • Update on service vendor process • BIZ branding analysis & recommendation • MOU with Dept. of Finance • Clarify process to address assessment scofflaws • Review safety/hospitality Ambassador project scope Q3 2014 Apr May Jun Jul Aug Sep Jun Q4 2014 Q1 2015 Q2 2015 Phase II: Competitive selection process 1. Develop scope of services 2. Issue RFQ/RFP to vendors (local and national) 3. Procure vendor 4. Establish programs and training BIZ BOD 6 (TBD) Phase III: Transition Launch integrated services model BIZ BOD 5 (TBD) BIZ BOD 5-6 potential topics: • Certify 2015 assessments • Service vendor process update and deployment timeframe • Develop annual report and audit procedure • Report actual 2014 assessment payments • FY2015-2016 budget review • Communications update • Procure audit services Issue RFP for audit services BIZ Assessments and Audit 2015 BIZ assessments calcs delivered to city 2014 second installment taxes due 2015 assessment calculations begin 2014 first installment taxes due City DOF/BIZ MOU Identify strategy for collecting in-lieu payments from non-assessable properties BIZ/DDP Communications • Postcard • Property owner newsletter #1 • Monthly DDP E-newsletters Informal City Council update DDP Insights survey kickoff DDP Insights survey results DDP Website updates Phase II: Gather input Property owner newsletter #2 Downtown Insights Survey Create Downtown Detroit BIZ branding strategy Incorporate branding into services launch National downtown BIZ branding precedent review
- 7. V. ADMINISTRATIVE REPORT 2. DOWNTOWN INSIGHTS SURVEY Goals: Measure attitudes towards Downtown Detroit year after year Gain ~2,000 balanced demographic responses from: • Employees/businesses • Residents • Visitors Inform DDP & BIZ programs and progress: • Clean • Safety/Hospitality Survey period: October 1 – October 31 BIZ Board of Directors | 25 September 2014
- 9. V. ADMINISTRATIVE REPORT 3. BRANDING STRATEGY Goals: Create a strong, attractive and unified on-street identity for the BIZ/DDP Incorporate brand into uniforms, equipment and other elements Include slogan and contact information BIZ Board of Directors | 25 September 2014
- 14. V. ADMINISTRATIVE REPORT 4. BIZ BOARD DOCUMENTS Ensure easy accessibility to current BIZ documents Build trust among the business community in the transparency of the BIZ process Maintain online documents archive BIZ Board of Directors | 25 September 2014
- 16. V. ADMINISTRATIVE REPORT BIZ IMPLEMENTATION TEAM 1. BIZ Implementation Timeline 2. Downtown Insights Survey 3. Branding Strategy 4. BIZ Board Documents 5. Upcoming Meetings 6. BIZ Update Newsletter #2 BIZ Board of Directors | 25 September 2014
- 17. IX. NEW BUSINESS RESOLUTION: FY2014 GENERAL APPROPRIATIONS ACT BIZ Board of Directors | 25 September 2014
- 18. Clean 60% ($2.4M) PRELIMINARY BUDGET BIZ ELECTION STEERING COMMITTEE Parks Ambassadors 6% ($240K) 15% ($590K) Landscaping 15% ($610K) Administrative 4% ($160K) $4M TOTAL
- 19. ESTIMATED REVENUES ASSUMPTIONS 1. 100% of summer tax bills paid in two installments 2. 80% payment rate 3. 5% insufficient funds holdback 4. Delinquent payments will be retrieved in FY 2015 Gross revenue Less non-payment Less insufficient funds holdback Net revenue Receipt timing 1st installment $2,000,000 ($400,000) ($80,000) $1,520,000 October 2014 2nd installment $2,000,000 ($400,000) ($80,000) $1,520,000 March 2015 Release of 1st $80,000 Feb 2015 installment holdback Estimated total BIZ revenue $4,000,000 ($800,000) ($160,000) $3,120,000 Basis for FY 2014 budget
- 20. FY 2014-2014 BUDGET 01 JULY 2014 – 30 JUN 2015 Clean 45% ($1.4M) Landscaping 11% ($350K) Communications 2% ($50K) Start up legal 2% ($72,500K) Administrative 11% Ambassadors 6% ($200K) Parks 10% ($325K) Holiday lights 6% ($200K) ($343K) Legal/insurance 1% ($35K) Contingency 5% ($140K) $3.12M TOTAL
- 21. FY 2014-2014 BUDGET Assessment Revenue 3,120,000.00 Interest - Other - Total Revenue $ 3,120,000.00 Services (Start up Costs) Legal 72,500.00 DDP Reimb. - Sub Total $ 72,500.00 Services Legal 25,000.00 Audit - Insurance 10,000.00 Sub Total $ 35,000.00 Supplies Office/Meeting 12,000.00 Sub Total $ 12,000.00 Services DDI Mgmt Contract 9/1 /14 - 6/30/15 DDI Exec/Proj Mgmt/Admin/Accounting 230,625.00 Communication/Outreach 50,000.00 Office/phones/IT 100,000.00 Clean 1,400,000.00 Landscaping and Maintenance 550,000.00 Parks and Common Areas 325,000.00 Public Safety Ambassador 200,000.00 Sub Total $ 2,855,625.00 Capital Outlay $ - Contingency $ 140,000.00 Total Expenses $ 3,115,125.00 Net Revenue (over Expenses) $ 4,875.00 Beginning Fund Balance $ - Ending Fund Balance $ 4,875.00
- 22. IX. NEW BUSINESS RESOLUTION: FY2014 GENERAL APPROPRIATIONS ACT Public Hearing and Roll Call Vote BIZ Board of Directors | 25 September 2014
- 23. IX. NEW BUSINESS RESOLUTION: ADOPT RECORD MANAGEMENT POLICY BIZ Board of Directors | 25 September 2014
- 24. XI. OTHER BUSINESS 1. BIZ revenue update 2. Existing Clean Downtown program overview 3. Clean Project Scope of Services BIZ Board of Directors | 25 September 2014
- 25. CLEAN DOWNTOWN Project Overview Downtown Detroit Business Improvement Zone | 25 September 2014
- 26. Agenda 1. Overview current Clean Downtown program: History Services Operations 2. Next steps for BIZ-funded clean services
- 27. History of Clean Downtown Established in 2006 prior to Super Bowl XL Funded by contributions from corporate/philanthropic/ government sources $1.6M annual budget (admin, overhead, etc.) Services deployed by need and response to donor funds Since 2006, 5,000,000 pounds of trash removed, about the weight of seven 747’s
- 28. Services 1. Service Area 2. Types of Services 3. Operation Hours 4. Special Events 5. Contract Areas
- 29. Services: Base Area Services focused on donor funds and deployed by need
- 30. Services: Base Area + BIZ Area Clean Downtown Area BIZ Area
- 31. Services Litter patrols, pan and broom sweeping Trash can tending
- 32. Services High impact litter collection on Saturday & Sunday mornings: Shelby & Michigan Before After
- 33. Services Pressure wash Graffiti and sticker removal
- 34. Services: Hours • Typical operation hours: 6:00am – 11:00pm • Frequency of service varies by season and budget
- 35. Services: Special Events Events within BIZ Area Events outside BIZ Area North American Int’l Auto Show St. Patrick's Day Parade Motown Winter Blast Marche Du Nain Rouge CBS Radio Opening Day Detroit Belle Isle Grand Prix Detroit Prayer Walk Gold Cup Races Metro Detroit Heart Walk *Fireworks Detroit Int’l Jazz Festival *Freep Marathon Electronic Music Festival *Thanksgiving Day Parade River Days *Event located both inside and outside of the BIZ Area
- 36. Services: Contract Areas Downtown Detroit BIZ Jefferson East, Inc. Midtown Detroit, Inc. Motor City Casino Eastern Market Development Corp. Detroit Riverfront Conservancy
- 37. Operations 1. Dispatching 2. Employees 3. Equipment 4. Real Estate / Facilities
- 38. Dispatch: Zones
- 41. Employees Primary contractors: Preferred Building Services and Goodwill Industries • Workforce between 40 and 100 depending on season. • Both vendors have strong Detroit resident employment • Goodwill training: 948 participants since 2006, including persons with • Economic barriers • Disabilities • Ex-offenders
- 42. Equipment Pressure washer Quantity: 4 Box truck Quantity: 6 Passenger van Quantity: 2
- 43. Equipment Golf cart Quantity: 2 50-gallon trash receptacle with Clean Downtown wrap Quantity: 200+ Consumables: Trash Bags Broom & Pan Sets
- 44. Real Estate / Facilities 6 2 7 3 1 5 4 1. Headquarters 2. Truck & employee parking 3. Employee parking 4. File storage 5. Employee parking 6. Materials storage 7. Truck storage, water, dumping 6 2 7 3 1 5 4
- 45. Transition to BIZ funding Incorporate best practices into the next generation of Clean Downtown Build on existing strengths Learn from current limitations Integrated services model Next steps
- 46. Build on existing strengths Experience Scalability Employment of Detroit residents
- 47. Learn from current limitations Inconsistent funding Limited staff and capacity for quality control Equipment and facility upgrades needed
- 48. Integrated Services Model Clean Safety Hospitality
- 49. Next steps • Competitive RFQ/RFP for integrated services • Current Clean Downtown vendors, plus all local and national vendors invited to complete Q4 2014 Q1 2015 Q2 2015 Oct Nov Dec Jan Feb Mar Apr May Q3 2014 Jul Aug Sep Jun Phase I: Evaluation & planning 1. Review existing Clean Downtown model 2. Study service delivery precedents in other cities Phase II: Competitive selection process 1. Develop scope of services 2. Issue RFQ/RFP to vendors (local and national) 3. Procure vendor 4. Establish programs and training Phase III: Transition Launch integrated services model
- 50. XI. OTHER BUSINESS 1. BIZ revenue update 2. Existing Clean Downtown program overview 3. Clean Project Scope of Services BIZ Board of Directors | 25 September 2014
Hinweis der Redaktion
- My name is Ryan Epstein. I’ve been working with the Clean Downtown operation since 2008 and have helped run day to day operations since 2009.
- The goal of the this presentation is really to do two things: give a brief history of Clean Downtown (services its provided and how it is operated) and go through next steps for the BIZ funded clean services.
- A brief history for those that may not know, Clean Downtown was formed prior to Super Bowl XL by Roger Penske, who was chairing the Committee for Detroit at the time. The program was never intended to be long term, but at this point is now in almost its 8th year of operations. (cite funding sources, funded annually). Core services are limited to the CBD (will see a map in the future), typical budget is approximately $1.6MM, although over the past few years we have been operating at a smaller budget. Main vendors: Goodwill Industries of Detroit, Preferred Building Services Since its inception, Clean Downtown has removed approximately 5,000,000 pounds of trash.
- Now lets briefly go through the services that Clean Downtown has provided.
- Historically this is the Geographic boundary that we have been servicing. Primarily the CBD with the exception of a few areas (over by the Greyhound station, parts of Gratiot) About 130 blocks in this area XX Clean Downtown trash receptacles YY City trash receptacles ZZ private trash receptacles
- Overlaying the BIZ area, these are the new geographic boundaries we will be servicing.
- Services we have provided historically: Litter removal, Trash Can tending (sidewalks) Clean Downtown cans throughout the City, City cans, etc… --litter control and removal
- Examples of areas. This is actually at a Club location on a weekend morning.
- Additional services are Pressure/Power Washing, Sticker and Graffiti Removal. Originally the power washing program was proactive and the intent was to power wash all parts of the city 3 times a hear. Activities were targeted towards the public right of way (utility boxes) etc.. Over the years graffiti/tagging has increased as well as budget constraints causing the program to scale back the power washing and graffiti removal activities.
- Typical hours of operations for the Clean Downtown program is 6:00AM-11:00PM. The intent was to be able to start early enough to begin activities prior to a large number of foot traffic in the morning and be able to provide service later at night after events that started later in the day. Service hours and frequency vary by season and budget.
- Historically, Clean Downtown provided services for many events, some of which have paid, others have received services for free. Going forward, we recommend that all events, both inside and outside the BIZ, contract for cleaning services with DDI/DDP.
- Contract areas: Midtown, Eastern Market, East Jefferson, Riverfront. Primarily providing litter removal and trash can tending services although some have contracted us for power washing services.
- Talking Points: Next, I will review what we do and how we deploy cleaning service. First, I will review the base zone area. Second, I will review contractual services outside of the zone, including the river front, midtown and Jefferson.
- In order to dispatch work, we broke up Downtown into 8 districts, which are further broken down into zones. The grainularity of the zones allows for a variety of data points in order for dispatching of work to evolve and become more efficient.
- Use an asset management system in order to assign work, both preventative maintenance as well as reactive. List of areas assigned daily (from the zone maps mentioned before). Additional areas are assigned for a variety of reasons and via multiple methods. Good for tracking statistics. Can at times be laborious. Talk about work order system What works well in this process. What doesn’t’ work so well with this process
- How is exactly is work dispatched? (not prioritized) Filter 1: Where: High foot traffic Donor Contributions (with the exception of areas that provide their own services (ie: GM, MGM, DTE)) Activity (events, etc…) Stakeholder Requests Filter 2: How do I determine when? Availability of resources Staff Equipment Existing Priorities (Current Activities) Contracts Downtown If request, from who? Donor? Good or Bad player
- One point I’d like to make that is very important is, the Clean Downtown program wasn’t formed souly for the purpose of assisting with Maintenance downtown. Another major goal of the program was providing jobs. As you can see through the Goodwill industries program (discuss stats), and both contractors have utilized detroit residents for employment.
- Fleet consists of vehicles (donated by Penske Corp, was 7, now 6), 4 high powered pressure washers, 2 passenger vans (both of which have been donated by DTE Energy)
- 2 golf carts, 200+ garbage cans (with access to many more, courtesy of the Detroit Belle Isle Grand Prix), and a variety of other equipment: trash bags, brooms and dust pans, etc..
- In regards to facilities: Our main office currently is located at 607 shelby at the corner of shelby and congress. We utilize 3 facilities for employee parking (first street garage, dime building garage, cobo garage), one of which is also used material storage and water. A facility for file and other miscellaneous storage, another facility for materials storage, and eastern market, which is also used for winter truck storage, water, and as an area for dumping when city facilities are not accessible.
- Leveraging are experience over the past 8 years allows us to use strengths of the program going forward, and utilize national models into the next generation of clean downtown
- A national best practice we’d like to explore is the concept of integrated services, where clean, safe, and hospitality services are integrated into a single “ambassador” who can provide all services. This is a model practiced in downtowns across the country and has been proven as a way to deliver consistent high quality services.