Full Text
G E N E R A L F U N D BUSINESS IMPROVE. DIST. C i t y o f M i s s o u l a P a g e A - 1 Program Description The Downtown Business Improvement District (BID) was created through the efforts of the Missoula Downtown Association to address the challenges created by the termination of the Downtown Urban Renewal District (URD I) on June 30, 2005. Implementation began in 2001 with committee development, community education, local media campaigns, meetings with property and business owners, creation of a comprehensive database of property owners, and the required petition process. The process of verifying the petition was finalized at the end of 2004 and the BID was approved by the City Council in April 2005. The BID will serve as an advocate for property owners in the district and address areas such as safety, cleanliness, appearance, marketing, business retention and recruitment, public and private investment in buildings and infrastructure. Goals & Objectives ADMINISTRATION The Director of Operations manages all existing programs, such as the Clean Team and Ambassadors, communicates with ratepayers, implements the Downtown Master Plan and develops a business retention and recruitment effort. The BID maintains contracted services with the Missoula Downtown Association (MDA) for support services that includes marketing, bookkeeping and clerical services. The BID has expanded services by creating a downtown maintenance program that pickups downtown garbage, cleans graffiti, clean sidewalks, snow removal/deicing on crosswalks & alleys and other duties as needed. The BID was renewed for a ten (10) year term in March 2010. Objectives: The BID continues to work on the following programs recognizing it’s needs may change as additional input and knowledge is available, these objectives are subject to change as the Board and rate payers further define the priorities for the District. 1. Maintain an accurate data base of rate payers within the BID. 2. Establish a formal system for communicating with rate payers within the BID. 3. Oversee the activities of the Clean Team and Ambassador programs and refine them as appropriate. 4. Create a downtown maintenance program 5. Identify new programs and priorities for the BID based on input from the rate payers. MARKETING Maintaining a comprehensive marketing effort with the Parking Commission and Missoula Downtown Association will remain a priority. It is important to continue to establish the BID’s identity and mission throughout the community as well as downtown. In partnership with the MDA and others the BID will continue to perform appropriate survey of downtown constituents. The new web page was rolled out in May 2010 in partnership with the Missoula Downtown Association and others. Objectives: 1. Continue to refine the purpose of the BID and identify the programs that will achieve that purpose. 2. Continue to refine the BID web page to best serve the needs of the rate payers and serve as a forum for dialogue and dissemination of ideas. 3. The distribution of educational materials to rate payers, elected officials, and the general public. 4. Continued work with business and property owners to identify marketing needs and develop programs and activities to address those needs. 5. Identify ways in which the BID can enhance the uniqueness of the downtown district through graphics, signage, or other means. ---PAGE BREAK--- G E N E R A L F U N D BUSINESS IMPROVE. DIST. C i t y o f M i s s o u l a P a g e A - 2 6. Work with the MDA to identify areas where the two organizations can enhance each other’s activities and efforts. 7. Development of a plan for the recruitment and retention of new and existing businesses. STREETSCAPE/MAINTENANCE One of the areas identified as a high priority by property and business owners during the creation of the BID was cleanliness and appearance of the downtown streets and sidewalks. The BID created a Clean Team that began operation during FY06. In FY 07, the Board purchased ash receptacles in bulk and passed on the savings to businesses in an effort to minimize the number of cigarette waste on the streets and sidewalks resulting from the state ban on smoking in bars and restaurants. The BID purchased 10 new trash receptacles and refurbish many of the older receptacles owned by the City late in FY 07 in an effort to provide better coverage and improve the appearance of the District. Six street benches were installed in FY 2009 as well as 6 additional trash receptacles. Five additional trash receptacles were added in spring 2010. Fifteen recycle bins (aluminum & plastic) were installed over the winter and spring of 2010 and we are picking up recycling from the County Courthouse. Allied Waste has been donating the use of a recycle dumpster at West Front lot. The BID and City of Missoula have a multi-year contract to take ownership of the city’s 24 garbage cans and to pick- up and dispose of that garbage. A street maintenance person was hired in the fall of 2009 for this purpose as well as graffiti removal, sidewalk cleaning, snow & ice removal and other duties. Objectives: 1. Work with business and property owners, the MDA, and the MRA to further identify areas in which the BID can assist in achieving the goal of improving the cleanliness and appearance of downtown. 2. Refine the operation of the Clean Team to best serve the needs of the downtown property owners and businesses. 3. Coordinate with the MDA, the City, and property and business owners to improve the streetscape through the use of planters, flower baskets, street tress, banners, flags, holiday decorations, benches, trash receptacles, and public art. 4. Continue the program to phase in streetscape improvements, as is being done with new trash receptacles, on an annual basis. 5. Evaluate the feasibility of accommodating recycling as part of the provision of new trash receptacles. 6. Develop a program to work with individual property owners to enhance the level of building façade maintenance. 7. Consider the initiation of a program that would provide the purchase of services to clean the outside of buildings including graffiti. SAFETY In addition to cleanliness and appearance, another high priority identified by property and business owners was increased safety and security in the downtown area. The BID created an Ambassador program during FY06 to improve the safety of the area through foot patrols, employee escorts, and hospitality services for visitors. The role of that program has been expanded to make the Ambassadors available to speak to civic groups and clubs to promote safety in the District and explain the role and mission of the BID. Objectives: 1. Monitor and refine the Downtown Ambassador Program to best address the needs of the downtown property owners and businesses. 2. Continue to work with the City Police Department to enhance their efforts to increase safety in the area. 3. Work with the City, Northwestern Energy, and property owners to modify the street lighting to provide for improved lighting in the entire District thus enhancing the safety and reducing the opportunity for vandalism after dark. 4. Consider the creation of a program that encourages the development of new residential opportunities in downtown, putting more "eyes on the street" and thereby reducing crime and mischief. ---PAGE BREAK--- G E N E R A L F U N D BUSINESS IMPROVE. DIST. C i t y o f M i s s o u l a P a g e A - 3 PLANNING & MANAGEMENT A number of agencies and groups invested in the downtown have recognized the need for a master plan to encourage and guide the growth of this critical part of the City. The Greater Downtown Master Plan was adopted early in FY2010 and implementation has been started. At the Mayor’s request the BID Board lead this effort in cooperation with the many stakeholders in downtown’s future. CONTINGENCY As with any agency or organization, it is impossible to anticipate all of the needs and budget appropriately. The BID Board has placed its anticipated revenues and carryover from FY10 in a contingency account and anticipates identifying how those funds will be used after interacting with the rate payers, the City, the MDA, and the MRA as goals and programs are refined and developed. The BID Board also feels it is prudent to budget each year based on the prior year’s revenue collection.