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.”

“Any director, officer, or employee of the downtown raleigh alliance who has, or whose relative has, a substantial interest in any contract sale, purchase or service to the downtown raleigh alliance shall make known that interest to the board of directors prior to any action or approval with respect to such contract, sale, purchase or service. Any director who has such an interest, and any director having a relative having such an interest, shall refrain from voting upon or otherwise participating in such transaction.”

“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 international downtown association.”

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

“Advancing the vitality of downtown raleigh for everyone by enhancing its quality of life and economic success through four core programs (1) safety ambassadors, (2) marketing & communications, (3) business & economic development, and (4) member engagement.”

“Othe ambassador safety program fosters a welcoming and safe environment in downtown through the efforts of 12 safety and community ambassadors who patrol the streets and sidewalks on foot, seven days a week, providing a strong, uniform presence and elevating a sense of security. Clad in highly visible, blue uniforms and equipped with hand-held radios, the ambassadors also patrol the central city streets serving as supplementary "eyes and ears" for the downtown division of the raleigh police department. In addition, the safety team continues to increase interactions with the community by providing ongoing safety presentations with businesses and community groups, preparing new employees moving into the downtown, and through monthly meetings with the raleigh police district captain to strategize ways to lower crime. In fy-19, the safety ambassadors performed the following services: 3,596 safety escorts plus 8,539 other hospitality assists including giving directions, dining recommendations, and helping individuals find their cars, and 11,125 hours patrolling parking decks/lots.”

“Othe marketing and communications program serves as the marketing platform to engage our stakeholders, influencers, and the public to heighten visibility of our organization and recognize downtown as a vibrant and vital urban center. The alliance produces and maintains 12 communication campaigns and 5 stand-alone program websites. In addition, the organization has attracted close to 180,000 followers through its facebook, twitter, instagram, and linkedin accounts for organizational and individual program accounts. To improve communication with downtown residents, visitors, and employees, dra rebuilt its website in early 2019 to be mobile responsive and comprehensive listing of events and businesses. During 2019, the downtown app was downloaded by 1,725 individuals. The dra events calendar averages over 13,500 page views per month making the dra site one of the best places to find downtown information. Over 200 businesses were promoted through dra's communications channels including social media accounts and newsletters with combined more than 15,000 subscribers. Dra also produced over 24,000 maps with locations of independent retailers and first friday participants and produced large wayfinding signs to nearby businesses for special events in downtown.”

“Othe primary goals of the business & economic development program are to contribute to downtown's economic success by attracting new businesses to vacant storefronts, provide market data to attract new investment and employers, and provide new opportunities and resources to diverse set of businesses and entrepreneurs. Dra installed six pedestrian counters in downtown to measure foot traffic to help attract tenants and aid land use decisions. Dra continued its retail up-fit grant with the goal of creating an incentive to attract new retail or aid in the expansion of existing retail in downtown raleigh. Dra awarded grants for renovations, improvements, and build-outs to three new retail stores totaling 12,408. In partnership with the city of raleigh's economic development office and the planning department, our economic development staff actively works with retail brokers and landlords to fill storefront spaces in downtown with 15 new retailers opening in downtown. In fy-19, 46 new street level businesses opened, adding new jobs and expanding tax revenues with 14 vacant storefronts filled. A new partnership with wake tech began to provide pop- up space to minority and women-owned businesses. Dra also held four small business workshops during fy-19.”

“Othe primary goal of the member engagement program is to bring together over 1,500 stakeholders and members that support dra's municipal services district to collaborate for the benefit of the city dra brings these groups together through town hall meetings, large corporate events, and by providing strategic resources to encourage growth in downtown raleigh. Dra held 11 town halls called downtown rundowns, plus four town halls on parking changes to help inform the community on upcoming changes. Dra staff attended 80 community meetings and worked on 27 issues referred by city council and/or staff. More than 40 companies are investor members in dra with nearly 50 additional friends of downtown raleigh members.”

“Contracted services 606,945 0 0 professional 0 25,958 0 total 606,945 25,958 0”

“As of june 30, 2019, 111,510 of unrestricted net assets was designated by the board of directors in the event that a significant decline in revenue occurred or an unbudgeted opportunity presented itself in the future.”