Resource Development Where We Were Where We Wanted To Go How we Got There

Where We Were in 2006 Primary revenue sources: – Earned Income from Parking and Shuttles-54% – Property Assessments from Business Improvement District-36% – Sponsorships, Membership and Contributions- 10% TOTAL REVENUE: $2 million

Where We Wanted to Go Program Expansions and New Programs – Expansion of Clean and Safe Services – Add Beautification Programs, Landscaping – Develop and Implement a Comprehensive Downtown Retail Strategy GOAL FOR ADDITIONAL REVENUE : $1 million

How To Get There: Get property owners to commit Get Board members to commit Dedicate staff resources

How To Get There: Step One New 10-year CBID began in 2008, with expanded assessment district boundaries Property owners increased the assessment rate to expand Clean and Safe and to implement Retail Development – Rate increased 57% Revenue increase from $600k to $1.5M

How To Get There: Step Two Investment initiated in 2007: Investments to fund new programs such as a retail strategy. Since 2007, 74 investors have committed $1,000,000 to implement key initiatives. The Resource Development Committee, Board and staff, conducts annual peer-to-peer campaign. Revenue up from $192k to $350k

Our Pitch Based on results of Initiatives Initiatives made possible through additional funding: – Develop Retail Strategy – Implement Retail Strategy – Expanded Clean & Safe Services – Environmental Beautification – Outreach Initiative

Hospitality Ambassadors offer visitors guidebooks, maps and printouts of directions, maps, coupons.

3,600 miles logged on Segways

DOWNTOWN BEAUTIFICATION

In 2012, 447 Hanging Flower Baskets on Eight Downtown Streets

New Retail 2012 Savannah’s Candy Kitchen of Nashville Modern Trousseau Goorin Bros. Hats

2011 retail openings: new retail businesses opened or announced between January 1 and September 15, food establishments 12 shopping options 5 music and nightlife

OUTREACH OFF TO GREAT START! Social Services Coordinator for Top 50 group - with highest number of arrests in BID Since July, 2011, have 3 clients in permanent housing, 7 more in transitional housing TOTAL ARRESTS FOR THIS GROUP OF 46 DECREASED BY 51.5% IN !

Impact Costs of Housing Estimated cost = $5,000 per year for housing each client Potential Savings $1,250,000 Costs of Arrest Each arrest costs taxpayers about $1,000 An average of 30 arrests per year, annual taxpayer cost $1,500,000

Impact Residential Survey 2011 Negative Impact of Inebriates, Transients & Vagrants-73% 2012 Negative Impact of Inebriates, Transients & Vagrants-61%

Resource Development Where We Were Where We Wanted To Go How we Got There