Downtown Raleigh Alliance Inc

“The finance manager, president/ceo, and chairman of the board will review the form 990 on behalf of the board of directors with a follow-up provided to the board following the executive review. Any relevant inquiries are made to the organization's external cpa firm to resolve.”

“The organization has a compensation committee which reviews ceo performance annually. The committee consists of the current board chair, the immediate past chair, and the incoming chair. The committee has supplemented their review by referencing the ceo's salary survey created by the downtown ceo's association, the international downtown association.”

“The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.”

“To build upon downtown's recent revitalization by enhancing its quality of life and contributing to its economic success through four core programs; (1) safety, hospitality & clean ambassadors, (2) strategic branding & community communications, (3) retail attraction & merchant promotions, and (4) strategic partnerships & member engagement.”

“Through june 2015, the safety ambassadors performed the following services; 1,639 safety escorts, 5,400 hospitality assists (including car assistance, directions, and visitor recommendations), and 7,000 hours of patrolling parking decks/lots. Also a seven-days-a-week operation, the clean ambassadors, currently numbering eight, improve the quality of life and enhance the downtown's public image. The clean team walks and/or rides the streets of the central business district picking up litter, removing graffiti, and performing special maintenance projects thereby improving the overall neatness and appearance of the downtown environment. Also highly visible in bright red uniforms, the clean team plays an essential role in the revitalization of the downtown by performing these essential cleaning services as a clean town attracts more investors. In 2014 two new clean machines and three additional clean ambassadors were added to enhance services required for a growing downtown. These efforts increased trash pickup by 170 percent and increased the number of blocks cleaned per week by 140 percent. During the months of july 2014 through june 2015, the clean team removed 69,520 lbs. Of trash and spent 105 hours removing graffiti.”

“The primary goal of the strategic partnerships & member engagement is to focus the organization on providing strong customer service in a challenging environment in which the organization has stakeholders with conflicting purposes. With the growth of residents in downtown, the organization developed staff liaisons for each district to listen to the concerns of residents and merchants. These collaborative meetings provided an opportunity to address issues, share information and opinions and turn achievable objectives into action items. Our membership program brings together business owners, government officials, non-profit partners, residents, students and downtown supporters by providing networking opportunities as well as information and resources. The alliance currently has over 400 dues-paying members. The organization also hosts an annual meeting and awards ceremony to communicate the impact the organization is making on revitalizing downtown and to recognize the contributions of individuals, businesses, and organizations that are contributing to our mission by presenting them with an award. Over 900 downtown advocates and business leaders attended the 2014 event.”

“Safety & cleaning services 872,757 0 0”