PARTNERSTAT MEMORANDUM Meeting Summary: Following Is a Summary of the Issues Discussed in the Partnerstat Meeting on September 1

PARTNERSTAT MEMORANDUM

Meeting Summary:

Following is a summary of the issues discussed in the PartnerStat meeting on September 10, 2018. Information provided by the presenting organizations.

PARTNERSTAT MEMORANDUM

Format: Partner Organization Stat Memos

For each organization participating in PartnerStat, the following information is itemized and included, in this order:

(1) Previous participation in PartnerStat: “Yes” means the organization has participated in at least one of the previous rounds of PartnerStat meetings. “No” means this is the organization’s first time participating in PartnerStat.

(2) Programs, Events, Services, or Initiatives covered in City Contract: These are the activities that are included in the Scope of Work section of the organization’s contract with the City of Cincinnati.

(3) Scope of Work: For each of the activities in the Contract’s Scope of Work, the following information is included:  Description: Description of the program, event, service or initiative and how it contributes to the organization’s mission/goals.  Outcomes: This is how the organization knows if the program, event, service or initiative was successful.  KPIs/Results Metrics: This is the metrics tracked and reported to monitor the outcomes of the program, event, service or initiative

(4) Budget: The organization’s 2018 and, if applicable, 2019 budget information for revenue and expenditures that highlights City versus non-City funding sources.

(5) Leveraged Funds: This explains how the organization is leveraging City funding to grow its funding sources and the amount they have leveraged.

(6) General Information: This section includes general information about the organization, including its mission, CEO and partners.

PARTNERSTAT MEMORANDUM

CincyTech

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Business advisory and seed capital services

3. Scope of Work in Contract

CincyTech monitors KPIs on a Calendar year.

 Business advisory and seed capital services

Provides entrepreneurial assistance services to technology- focused enterprises in the City of Cincinnati to create and retain jobs and to promote the establishment of scalable technology companies

The local entrepreneurial system is underdeveloped relative to its potential. Cincinnati lacks a significant number of experienced founders and executive level talent with company scaling experience. By engaging with founders and research institutions at the earliest stage of development, we are able to accelerate the region’s best opportunities. We remain engaged through investment and post-investment guidance as companies add resources and capital to reach their potential.

Outcomes

Capital invested is a key measure. We also review whether we have generated more than our annual grant amount ($250k for FY18) back to the City of Cincinnati from City income taxes from jobs at our companies located in the City (est. $454k in FY18).

Key Performance Metrics

The number one outcome is greater economic benefit for the City of Cincinnati. This may come through several means, including: capital invested in City of Cincinnati portfolio companies, job growth and higher city income taxes. There are also other qualitative benefits, such as revitalization of our urban core (i.e. Over-the-Rhine), attracting and retaining young professional talent from our local universities as well as those not originally from Cincinnati, and building an entrepreneurial class to support a sustainable ecosystem.

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4. Budget

CincyTech’s budget is on a Calendar Year cycle.

 2018

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 2019: CincyTech has not yet drafted its FY19 contract with the City of Cincinnati. In addition, since our budget is on a calendar year, we typically approve our budget in our final Board meeting of the calendar year (Nov/Dec) time frame.

5. Leveraging Funds

CincyTech receives a matching grant from the State of Ohio Third Frontier (Entrepreneurial Signature Program grant). It matches every dollar from the City with a dollar from the ESP grant.

Total amount of other public or private funding leveraged from City funding: $250,000 ($1:$1 match with the State ESP grant)

6. General Information

CincyTech transforms innovation into high performing life science and digital companies in Southwest Ohio. Our team provides advice and capital to entrepreneurs, helps research institutions commercialize technology through startups, and catalyzes investment from individuals and institutions into regional companies. Our companies create jobs, economic vitality and wealth in Southwest Ohio.

 Mission: To be a trusted partner in helping to transform ideas into high potential technology companies in Southwest Ohio  Fiscal Year: 2018-01-01 to 2018-12-31  CEO: Mike Venerable  Partners: Other local grantors provide operating money, similar to the City of Cincinnati, which is matched $1 for $1 by the Ohio Third Frontier program / ESP grant. In FY18, these local grantors are (in addition to the City of Cincinnati): Cincinnati Children’s Hospital, Cincinnati USA Regional Chamber, University of Cincinnati, PNC Foundation, Castellini Foundation, City of Mason, Greater Cincinnati Foundation, Thompson Hine, American Financial Group, City of Blue Ash, Meridian Bioscience, Frost Brown Todd, Dinsmore & Shohl, Keating Muething & Klekamp, LSI Industries and River Cities Capital Fund

PARTNERSTAT MEMORANDUM

Cintrifuse

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Membership  Syndicate Fund / Funding Connections  BigCo Innovation / Customer Connections  Union Hall  Marketing

3. Scope of Work in Contract

Cintrifuse monitors KPIs on a Fiscal year.

 Membership

Cintrifuse looks for high-growth, technology-based startups to join its membership. Whether you’re just starting or your company has been around for a while, we provide entrepreneurs with the tools and services they need to get their startup where it needs to go.

Without the growth and critical mass of startups - we can't fulfill the strategy to the mission we have been tasked to do.

Outcomes

Yes, over the past four years we have seen a 353% growth in the number of startups in the region.

Key Performance Metrics

Through looking at the growing number of startups as well as tracking their success to gain capital and customers.  Number of Members o Active members: 317  D&I numbers for startups o Female-owned/led: 42 companies (13% of members) o AA-owned/led: 22 companies (7% of members) o Racial minority-led: 38 companies (12% of members)  Number of employees o Total for all Cintrifuse members: 3820  Dollars raised and stage of startups o $890M raised by members . Ideation: 84 companies, 27% of members . Incubation: 95 companies, 30% of members . Market Entry: 87 companies, 27% of members . Product/Market Fit: 27 companies, 8% of members . Growth & Scale: 24 companies, 8% of members  Number of new startups as members o New members 1H18: 82

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 Syndicate Fund / Funding Connections

The syndicate fund is the way we work and how we work. It not only allows local startups seeking funding access to Venture Capital - it also provides a pipeline of startups who can work with our region's corporations and ideally the startups will want to open offices here.

This is mission critical. Without the Syndicate Fund we are not able to strategically build a tech based

Outcomes

Syndicate Fund (2014 to now as of September 2017)  Dollars invested into the region: $143M

In the past 4 years we have seen a 506% growth of outside dollars being invested into our region.

Key Performance Metrics

Syndicate Fund (2014 to now as of September 2017)  Dollars invested into the region: $143M

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 BigCo Innovation / Customer Connections

New technologies are created every day and your company needs to stay ahead of the curve. From educational events to paid pilots with startups — Cintrifuse has multiple options for corporations looking for innovative solutions to solve their business challenges.

Startups thrive when they are near their customers. This program strives to promote that our region is known for BigCos who work with startups.

Outcomes

Over the past 4 years we have helped connect startups and BigCos to conduct over 118 paid pilots.

Key Performance Metrics

Through the number of introductions and paid pilots. BigCo Innovation  Number of paid engagements between BigCos and startups: 8  Dollars exchanged: 130K++

 Union Hall

Union Hall is a 38,000 sq. ft. building where disrupters come to roll up their sleeves and get to work. We are located in Cincinnati’s historic Over the Rhine neighborhood, a thriving beer-soaked powerhouse of culinary delight and entrepreneurial energy. Located just across from parking and around the corner from Washington Park, our space sits in the heart of the new, wrapped in the beauty of the old.

Union Hall is the living room and business space to startups. It allows for expected and unexpected collisions leading to business growth.

Outcomes

The growth in numbers of residence and visitors

Key Performance Metrics

Attendance levels and room rentals. Union Hall  Number of visitors: 3,140  Number of residents: 7,140  Total: 10,280

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 Marketing

Reaching out to those not engaged locally as well as promoting the region nationally and globally.

Filling the top of the funnel critical mass needed.

Outcomes

Through the number of growing social media followers and clicks through out website.

Key Performance Metrics

Marketing  Number of articles that highlight Cincinnati as a tech hub: 3 https://www.inc.com/jeff-barrett/you-probably-havent-thought-to-start-a-business-in-cincinnati-heres-why- you-should.html http://www.cincinnatimagazine.com/citywiseblog/cincinnati-tech-startup-model-midwest/ http://www.cincinnatimagazine.com/citywiseblog/wendy-lea-cintrifuse-cincinnati-startup-scene

4. Budget

Cintrifuse’s budget is on a Calendar Year

 2018

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 2019

5. Leveraging Funds

We receive a dollar for dollar match from the State of Ohio with these funds.

Total amount of other public or private funding leveraged from City funding: $360,000

6. General Information

Cintrifuse made up of people, funds, and ideas all dedicated to establishing a stronger tech presence that will ultimately improve the economy for the Greater Cincinnati area.

We are a public-private partnership established to drive the next phase of growth for the region – innovation that will be enabled and delivered by startups.

 Mission: To grow thriving and sustainable tech-based community in Greater Cincinnati as a new strategy of economic development.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners: Cintrifuse was created by the CBC (Cincinnati Business Committee) in 2012, we work closely with the CBC and CRBC (Cincinnati Regional Business Committee). Plus the following StartupCincy ecosystem partners: CincyTech, The Brandery, MORTAR, Hillman Accelerator, Minority Business Accelerator, OCEAN, Founder Institute, Aviatra Accelerators, biologic, Hamilton Mill, HCDC, NKY ezone, UpTech, REDI, Kentucky Innovation Network

PARTNERSTAT MEMORANDUM

MORTAR

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Attract neighborhood entrepreneurs to participate in MORTAR programming  Grow MORTAR alumni network and entrepreneurial ecosystem  Create opportunities for businesses to grow and thrive

3. Scope of Work in Contract

MORTAR monitors KPIs on a Calendar year.

 Attract neighborhood entrepreneurs to participate in MORTAR programming

Our engagement and execution plan to offer our entrepreneurship academy training and Brick pop-up shop program in various neighborhoods around Cincinnati.

MORTAR is dedicated to removing barriers for entrepreneurs to start and grow businesses where they live, work and play. By attracting resident entrepreneurs to participate in the classes we offer, we're able to better connect them to resources and opportunities that are in close proximity to the places they care most about.

Outcomes

Over the past year, 71 entrepreneurs have graduated from six Entrepreneurship Academy courses. To date, 200 individuals have graduated from the MORTAR program, having been equipped with great knowledge and investment, which has enabled them to begin taking steps to start local businesses.

Most recently, we graduated our 14th and 15th classes from the West End and Uptown, respectively. The success of these programs has led to opportunities to connect with FC Cincinnati for the West End and Uptown Consortium, Children's Hospital and other businesses in the Uptown community. We also celebrated the opening of two pop-up retail spaces in Over-the-Rhine, the MORTAR Mess Hall and Brick, The Sequel.

Through our Iron Chest, we have also assisted three businesses in need of access to capital. One, Black Coffee Co, is a black-owned coffee shop on Race Street. We invested $25,000 into this business. We also supported Chanel Myers, who is slated to open a shoe business on Vine Street this year due to a $10,000 Iron Chest loan. Our biggest win from the last year is Brian Jackson from Esoteric Brewery who is slated to open Cincinnati's first Black-owned brewery early 2019 in Walnut Hills.

We know the program is successful in a variety of ways. One, the Pitch Night offers a chance for entrepreneurs, residents and interested community stakeholders to come together. Our last Pitch Night, held in Uptown at Crossroads, was our biggest event yet with over 250 people in attendance. Further, we've been able to work with organizations such as Children's Hospital, the Uptown Consortium, FC Cincinnati, LISC and others to identify opportunities for our graduates to start and grow businesses in our target neighborhoods.

We also continue to receive national recognition and access to resources for our work. Most recently, we've been able to leverage our support from the City to attract national funding along with opportunities to testify on Capitol Hill about the community and economic development work happening in Cincinnati.

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Key Performance Metrics

OUTCOME #1 - Attract neighborhood entrepreneurs to participate in MORTAR programming OUTCOME #2 - Expand business services into new Cincinnati neighborhoods

1. Increase number of students who participate in classes 2. Increase number of students who participate in pop-ups 3. Grow MORTAR alumni network and entrepreneurial ecosystem 4. Offer micro-loans for MORTAR graduates

 Grow MORTAR alumni network and entrepreneurial ecosystem

Our ability to continue growing our alumni network while also connecting them to opportunities within Cincinnati's burgeoning entrepreneurial ecosystem. It's also important for us to advocate on behalf of MORTAR businesses to ensure that we can connect them to opportunities to grow their businesses and open more doors for graduates down the road.

Our goal is to ensure that Cincinnati has one of the most diverse, economically inclusive entrepreneurial ecosystems in America. We believe that this is possible by offering our programs in specific Cincinnati neighborhoods where we can grow and offer opportunity for our entrepreneurs to participate.

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Outcomes

OUTCOME #3 - Grow MORTAR alumni network and entrepreneurial ecosystem

1. Hire Project Manager to help manage Entrepreneurship Academy, pop-up spaces and special events 2. Hire additional facilitators to support neighborhood expansion

We know this Outcome was successful through the identification and hiring of both our new Retail Manager, the promotion of our new Programs and Impact Evaluation Manager, and the increase of facilitators to six.

Our Program and Impact Evaluation Manager has led the completion of six classes with the seventh and eighth slated to start in September. With the completion of our new curriculum, Masters, we've also added six facilitators to our team who will facilitate and coach MORTAR entrepreneurs.

Key Performance Metrics

OUTCOME #3 - Grow MORTAR alumni network and entrepreneurial ecosystem

1. Hire Project Manager to help manage Entrepreneurship Academy, pop-up spaces and special events 2. Hire additional facilitators to support neighborhood expansion

 Create opportunities for businesses to grow and thrive

This outcome represents our efforts to create opportunities for our graduates to create meaningful economic impact through the growth of their businesses.

We want to see minority businesses create jobs, economic opportunity and long-term wealth for themselves and the places where they call home. If our programs are working effectively, we believe that job growth and the revenue generated from business growth will not only catalyze the growth of more minority businesses, it will potentially remove barriers preventing other entrepreneurs from participating.

PARTNERSTAT MEMORANDUM

Outcomes

This outcome has been the most difficult to measure given the volatile nature of business and entrepreneurship. To combat this challenge, we've promoted our Office Manager to become our Programs and Impact Evaluation Manager while also hiring a third party impact and evaluation consultant to give us a true number to our economic impact.

Anecdotally, MORTAR graduates continue to make an impact all across the city as many graduates are opening storefronts and receiving recognition for their business success. Examples include Esoteric Brewing, the first Black-owned brewery in Cincinnati history; Black Coffee, a Black-owned coffee shop slated to open this Fall; Sweets & Meats BBQ being named one of the top food trucks in America and Cincinnati Business Courier 40 under 40; and the Durner Building project, which will offer Cincinnati minority entrepreneurs a space to grow their businesses.

Key Performance Metrics

OUTCOME #3 - Create opportunities for businesses to grow and thrive

4. Budget

MORTAR’s budget is on a Calendar Year

 2018

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5. Leveraging Funds

Support from the City of Cincinnati has been instrumental in helping MORTAR secure national funding and access to opportunities to share our impact in the Cincinnati region. This year has led to our second national grant through the Surdna Foundation along with the opportunity testify about MORTAR's work on Capitol Hill. Support from the City of Cincinnati has created national attention for Cincinnati's growing entrepreneurial ecosystem. Locally, support from the City (both in funding and in advocacy), led to investments from FC Cincinnati to support our work in the West End neighborhood of Cincinnati.

Total amount of other public or private funding leveraged from City funding: $335,000

6. General Information

MORTAR aims to create diverse communities by enabling historically marginalized entrepreneurs to access the resources needed to start & run successful businesses. Utilizing non-traditional methods, we take risks on an entrepreneur's’ abilities to start and grow businesses where others may not, providing connections to culturally relevant technical assistance, pop-up retail spaces to test ideas, and flexible, "friends and family"-styled micro-loans to grow businesses.

 Mission: MORTAR aims to see historically marginalized entrepreneurs equipped to build communities, pursue wealth, ownership and leave legacies.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners:

The Service Corps of Retired Executives (SCORE): SCORE providers mentors for every one of our students.

The University of Cincinnati College of Law's Entrepreneurship and Community Development Clinic: They provide free legal services ($5,000 value/student) for our students - have already provided over $150,000 in free legal support.

3CDC/Walnut Hills Redevelopment Foundation/Uptown Consortium/Seven Hills Neighborhood House/LISC/Avondale Development Corp./Gabriel's Place: Neighborhood partners in our target neighborhoods who provide referrals and spaces for class.

Design Impact/B&S LLC: Community partners who partnered on the creation of our Masters Entrepreneurship Academy Curriculum

The City of Cincinnati: Funding and connections to Community and Economic Development/Economic Inclusion staff to offer knowledge about City processes and opportunities

PARTNERSTAT MEMORANDUM

Hillman Accelerator

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Hillman Accelerator Operating Budget

3. Scope of Work in Contract

Hillman Accelerator monitors KPIs on a Calendar year.

 Hillman Accelerator Operating Budget

The funds provided by the City are used to support our continuing operations by helping to cover payroll and other day-to-day expenses.

Hillman staying operational is important so that we can continue our mission of accelerating a diverse group of entrepreneurs towards success. Through our work underserved founders are building networks, bringing on funding, and developing global partnerships.

Outcomes

Continuing to be able to move forward with additional cohorts that are succeeding in building investable companies, is how we determine if Hillman is successful.

Key Performance Metrics

Key Performance Indicators for 2018: Key Performance Indicators Projected for 2019: MBEs Seeded: 7 MBEs Seeded: 15 Mentor Network Connections: 20 Mentor Network Connections: 35 Mentor Network Hours: 96 Mentor Network Hours: 400 New Permanent Full Time Jobs: 10 New Permanent Full Time Jobs: 25 New Part-Time or Contract Jobs: 5 New Part-Time or Contract Jobs: 15 New Women Owned/Led Startups Created: 2 New Women Owned/Led Startups Created: 3 New Minority Owned/Led Startups Created: 4 New Minority Owned/Led Startups Created: 8 MBE Capital Raised ($000s): $4,000,000 MBE Capital Raised ($000s): $6,000,000 MBE Revenue ($000s): $250,000 MBE Revenue ($000s): $500,000

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4. Budget

Hillman Accelerator’s budget is on a Calendar

 2018

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 2019

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5. Leveraging Funds

Yes, matching grant for federal grant application.

Total amount of other public or private funding leveraged from City funding: TBD - potentially $400,000

6. General Information

Hillman is a top tier accelerator in Cincinnati, OH determined to lead the way for diversity and inclusion in the Midwest region. To do this we take a cohort of tech and tech enabled companies through our intensive program with: $100,000 in seed financing, mentorship, exclusive startup curriculum, real partnership opportunities, along with access to our nationwide network and more.

 Mission: Working relentlessly to transform the success of diverse entrepreneurs.

 Fiscal Year: 2018-07-01 to 2019-06-30

 Partners: o Cintrifuse - our fiscal agent to receive non-profit funding o CincyTech - our ESP for state funding o P&G - grant & mentorship to Hillman and its cohorts o Haile Foundation - grant money o Greater Cincinnati Foundation - grant money o JumpStart - invests in our Ohio based cohort companies o Ohio Third Frontier - state funding o Taft Stettinius & Hollister - legal support o Thompson Hine - legal support o JP Morgan Chase - grant money, in-kind support through Common Impact

All of the above partners, including the City of Cincinnati, make it possible for Hillman to continue to expand our mission and keep our lights on. Through generosity of time and resources, this support keeps us moving forward in making Cincinnati a hub for Diversity and Inclusion efforts.

PARTNERSTAT MEMORANDUM

REDI (Regional Economic Development Initiative)

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Promoting the region's advantages and competitiveness.  Lead regional business development strategy for Greater Cincinnati  Project Management

3. Scope of Work in Contract

REDI (Regional Economic Development Initiative) monitors KPIs on a Calendar year.

 Promoting the region's advantages and competitiveness.

REDI Cincinnati will lead, support, and engage in special projects and events relating to the region's overall economic development and competitiveness, including initiatives that enhance awareness, sites, talent development and visibility of the region and the city.

This directly contributes to REDI Cincinnati's mission by ensuring prospects are made aware of the assets Greater Cincinnati has to offer.

Outcomes

REDI Cincinnati actively pursues owned, earned and paid media opportunities for the Greater Cincinnati Region to reach targeted audiences that may consider expanding or relocating within the region. In 2017, REDI Cincinnati procured 60 media placements that reached broad audiences in the Cincinnati market and nationally. In its efforts to reach the Greater Cincinnati business community, members of REDI Cincinnati spoke at 29 events and reached more than 2,170 people. Year-to-date, 2018, REDI Cincinnati leadership spoke at 28 events, reaching approximately 1,800 people. Another major initiative to promote Greater Cincinnati in 2018, included REDI Cincinnati hosting the 2018 Site Selectors Annual Conference which took place at the iconic Hilton Netherland Plaza in Downtown Cincinnati. REDI Cincinnati conducted a promotions campaign leading up to the Site Selectors Annual Conference to promote the region to attending site selectors. The entire board of the Site Selectors Guild attended the event in March of 2018. Prior to the conference, REDI Cincinnati highlighted the region by giving 43 site selectors VIP experiences featuring many of the development success stories in the City of Cincinnati, including Music Hall, Over‐the‐Rhine, Findlay Market, Central Business District, Smale Riverfront Park, and the Banks development. REDI Cincinnati surveyed the participating site selectors before and after the event. The average rating for the question: "Would you consider Cincinnati for future projects?" went from 7.3 to 8.4, indicating that the Site Selector's Guild Conference hosted in Cincinnati will impact lead generation positively.

Key Performance Metrics

Outcomes are measured in relevant owned, earned and paid media opportunities for the Greater Cincinnati Region, targeted audiences reached through this media and speaking engagements. Outcomes of special projects are subjective and possibly measured by attendance, caliber of those engaged, influence on lead generation, quality of programming aimed at enhanced awareness and visibility of the region and the city.

PARTNERSTAT MEMORANDUM

 Lead regional business development strategy for Greater Cincinnati

REDI Cincinnati will conduct domestic and international business development efforts to generate opportunities for Greater Cincinnati, that allow City of Cincinnati to compete for new jobs & capital invested in its community.

This program directly contributes to REDI Cincinnati's goals and mission. The KPIs set for this scope of work mirrors organizational goals set by REDI Cincinnati's board.

Outcomes

REDI Cincinnati leads the regional strategy to generate prospects from international and domestic business development trips. REDI Cincinnati sets annual goals for lead generation from these prospecting efforts. REDI Cincinnati also leads a business retention and expansion strategy in Southwest Ohio to identify leads and remove potential barriers limiting regional companies' growth. REDI Cincinnati conducts approximately 200 business retention and expansion (BR&E) visits annually with companies located throughout the region, and collaborates with DCED on visits located in the City of Cincinnati. As part of its charge to lead the region's business development strategy, REDI Cincinnati collaborates with DCED to support the department's business development strategic planning and foreign direct investment initiatives when requested and appropriate. REDI Cincinnati organizes bi-monthly calls and regular meetings to foster this collaboration.

REDI's annual goal includes completing 200 BR&E company visits, and generating 150 qualified leads, maintaining an active pipeline of 25 projects every month as an indicator tracking toward year-end project goals. In 2017, REDI Cincinnati generated more than 175 leads, meeting its year-end goals and monthly pipeline targets. In 2017, REDI Cincinnati sent 96 site and building requests to the City of Cincinnati. Through June 2018 the City has received 45 site searches, which is on track to exceed 2017 site searches. Year over year growth of site requests indicates Greater Cincinnati is increasingly being considered for projects among site selection consultants and companies. Of the 2018 site requests, the city responded to 10 opportunities with viable sites. REDI Cincinnati also conducted 201 business retention and expansion (BR&E) visits with companies in Southwest Ohio in 2017. REDI Cincinnati partnered with DCED on 33 BR&Es to companies representing 8,700 employees within the City of Cincinnati. Through June 30, 2018, REDI Cincinnati has developed 68 qualified leads and is carrying a monthly active project pipeline above 25, indicating that it is on track to meet its business development goals for year end. It has completed 101 BR&E visits in Southwest Ohio, 20 of which were located in the City of Cincinnati and represented 3,100 employees.

Key Performance Metrics

PARTNERSTAT MEMORANDUM organizes bi-monthly calls and regular meetings to foster this collaboration.

 Project Management

REDI Cincinnati will manage projects that produce job creation and capital investment in Greater Cincinnati benefiting the City of Cincinnati.

This program directly contributes to REDI Cincinnati's goals and mission. The KPIs set for this scope of work mirror organizational goals set by REDI Cincinnati's board.

PARTNERSTAT MEMORANDUM

Outcomes

REDI Cincinnati met its 2017 project management goals and is on track to meet its 2018 goals. The impact of achieving these goals have an impact on the entire regional economy, including the City of Cincinnati. REDI Cincinnati's 2017 project goals included creating 4,165 new jobs, generating payroll of $163,605,365 and new capital investment of $269,602,550. REDI Cincinnati exceeded these goals by successfully closing 39 projects within Greater Cincinnati, that generated 4,202 new jobs, $179.95 million of new payroll and $362.85 million of capital invested in Greater Cincinnati. REDI Cincinnati collaborated with the City of Cincinnati to close several projects, which resulted in 374 new jobs in the city, $22.43 million of new payroll and $25.90 million of capital invested. REDI Cincinnati’s 2018 goals include creating 4,289 new jobs, generating payroll of $168.5 million and new capital investment of $277.7 million. Through June 30, 2018, REDI Cincinnati has closed 14 projects that created 1,195 new jobs and $61.2 million in new payroll, and generated $264 million of capital invested in Greater Cincinnati. The City of Cincinnati won four of these projects which created 469 jobs, generated $23.7 million in new payroll and $14.8 million in capital investment year‐to‐date. There were two projects of note that REDI Cincinnati led to support nearly 15 acres of urban redevelopment in the Uptown Innovation corridor through the JobsOhio Redevelopment Program.

Key Performance Metrics

REDI Cincinnati will work its active pipeline of projects by leveraging regional assets, resources, and incentives to attract, retain and expand companies. Projects differ than a prospect (or lead) because prospects are still being cultivated, whereas projects indicate Greater Cincinnati is competing for an expansion or new location, and it has defined metrics, such as jobs, payroll, and capital. REDI Cincinnati sets annual goals to measures job creation, payroll, capital investment, and site searches to track its performance for project management. REDI Cincinnati evaluates its performance of these metrics at weekly team meetings and monthly at executive leadership meetings.

Total Fixed Number of Jobs Asset Type Projects Created Jobs Created Payroll Jobs Total Payroll Investment 2018 all REDI 20 2,480 $114,336,330 $417,098,718 $340,177,300 2018 Cincinnati 4 469 $23,734,000 $186,573,000 $14,790,000 2017 all REDI 39 4,202 $179,946,134 $410,513,051 $362,854,725 2017 Cincinnati 8 374 $22,431,282 $66,709,966 $25,897,613 2016 all REDI 47 5,076 $277,122,362 $782,666,161 $289,194,545 2016 Cincinnati 15 1,373 $78,395,837 $198,578,357 $55,668,545 2015 all REDI 65 7,367 $341,999,273 $869,627,090 $1,221,309,515 2015 Cincinnati 19 841 $48,163,367 $214,434,817 $52,539,748 2014 all REDI 44 3,479 $213,729,467 $540,881,531 $204,938,185 2014 Cincinnati 14 1,778 $132,852,429 $197,355,583 $37,442,131

Total Fixed Number of Jobs Asset Type Projects Created Jobs Created Payroll Jobs Total Payroll Investment REDI 2014-YTD 2018 215 22,604 $1,127,133,566 $3,020,786,551 $2,418,474,270 City of Cincinnati 60 4,835 $305,576,915 $863,651,723 $186,338,037

As of: 08/31/2018

PARTNERSTAT MEMORANDUM

4. Budget

REDI (Regional Economic Development Initiative)’s budget is on a Calendar Year

 2018

5. Leveraging Funds

Total amount of other public or private funding leveraged from City funding: The City of Cincinnati's funding allows REDI Cincinnati to leverage funding from Hamilton County as they typically match the City's contributions, $250,000.

6. General Information

The Regional Economic Development Initiative (REDI) Cincinnati is a private, not-for-profit organization charged with unifying the region to compete globally for jobs and capital investment to enhance the region's economy and vitality.

 Mission: REDI's mission is to grow Greater Cincinnati’s economy through attraction, expansion and retention of businesses in the 15-county, three-state region of Southwest Ohio, Northern Kentucky and Southeastern Indiana.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners: REDI Cincinnati is funded by 170+ organizations to lead the regional economic development strategy to attraction, retain and expand companies that results in new jobs and capital investment. Additionally, REDI Cincinnati partners with many organizations from the arts, entertainment, sports and business community to showcase the region's assets and acumen in business and recreation.

PARTNERSTAT MEMORANDUM

Greater Cincinnati Redevelopment Authority (formerly Port Authority of Greater Cincinnati)

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Redeveloped Homes in Focused Neighborhoods  Redeveloped Business Districts in Focused Neighborhoods  Blight Removal & Remediation  Industrial Revitalization  Public Finance

3. Scope of Work in Contract

Greater Cincinnati Redevelopment Authority (formerly Port Authority of Greater Cincinnati) monitors KPIs on a Calendar year.

 Redeveloped Homes in Focused Neighborhoods

REACH (Rehab Across Cincinnati and Hamilton County) involves a partnership between The Port and the Hamilton County Landbank focused on single- family market rate home rehabilitations in targeted focus neighborhoods.

HURC (Homesteading and Urban Redevelopment Corporation) is a homesteading initiative focused on fully rehabbing single family homes, creating homeownership opportunities for low- to moderate-income individuals and families.

Hamilton County has a plethora of unique neighborhoods with valuable housing stock, but due to years of neglect and disinvestment, the risk of investment is too high for the private market. Investments by The Port are strategic and scaled to create new market comps and position the neighborhood for future private investment. The REACH and HURC programs work together to provide a full spectrum of quality housing options for individuals across income levels and in all stages of life. The goal is to create a thriving neighborhood of choice, for both new residents as well as legacy residents. Outcomes

# of Homes Redeveloped – 2018 to date is 9 # of Homes in Process – 2018 to date is 16 $ Home Sales Revenue – 2018 to date is $1,552,000 % Subsidy Invested in Neighborhood – 2018 to date is 2%

Key Performance Metrics

The Port is currently working in Evanston, Walnut Hills, the West End and Price Hill, with a fifth neighborhood, Avondale, planned to launch later this year. To date, the REACH program has renovated 27 market rate homes in

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Evanston and, after a nine-year period of no home sales, the neighborhood has seen home prices increase by over 200%. In 2017, HURC learned that it would be receiving NOFA funding for the rehab of six homes located on Jonathan, Woodburn and Wold Streets. Construction of these started in August of 2018 and is expected to be completed in December of 2019.

The Port expanded REACH to Walnut Hills in 2016 and concentrated initial efforts along Morgan Street and Wayne Street near Peebles Corner and the McMillan Business District; rehabbing three homes and infilling with six new homes – the first new single-family homes built in Walnut Hills in nearly half a century. Efforts continue in that corridor, with the rehabbing of two additional homes and potentially adding four new-builds over the course of this next year.

REACH is launching in Price Hill in 2018 with the rehab of ten homes in the first year and 20 additional homes in the following two years. A grant from the City of Cincinnati and HUD will be funding the revitalization efforts in an area surrounding both Seton and Elder High Schools to create new homeownership opportunities and maintain new business development in the area.

The Port added West End as a Focus Neighborhood in 2018. In April 2018, The Port helped shape and is administering a community benefits agreement with FC Cincinnati, related to its soccer stadium investment. Through this agreement, The Port will develop a housing improvement program to support home ownership and improve housing conditions, including returning vacant properties to productive use, for neighborhood transformation. We are currently evaluating RFP responses regarding a 10-year housing study. Additionally, several funders, including Greater Cincinnati Foundation, have pledged financial support for housing redevelopment.

In 2017, we were notified of a $1 million loan from Greater Cincinnati Foundation (GCF), $1.2 million grant from the City and $2 million grant from Children’s Hospital. We anticipated all of these contracts to be signed, with funding available, in the first quarter 2018. Although we are close, the City and Children’s Hospital contracts are not signed yet. We received the GCF funds in August 2018. # of Homes Redeveloped – goal for 2018 is 28 $ Home Sales Revenue – goal for 2018 is $5,626,712 % Subsidy Invested in Neighborhood – goal for 2018 is 20%

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 Redeveloped Business Districts in Focused Neighborhoods

The Port’s bold strategic plan calls for establishing a commercial redevelopment program geared towards neighborhood revitalization and transformation through mixed-use, mixed-income projects. Targeted neighborhood-serving businesses include retailers, restauranteurs, community outreach / arts, incubators.

This program minimizes barriers to entry for neighborhood microenterprise and entrepreneurs by providing accessible tenant spaces, with an overarching strategic approach to finance economic development in focus neighborhoods within the City of Cincinnati. By repositioning blighted real estate, The Port plans to build a portfolio of investments that strengthen micro-commercial districts.

Outcomes

As a result of a $5 million investment by The Kresge Foundation in 2017, The Port has been able to establish a commercial development loan program geared toward neighborhood revitalization and transformation through mixed-use, mixed-income projects. The DREAM Loan Fund is for neighborhood revitalization – DREAM is an acronym for “Driving Real Estate to Accelerate Microenterprise.” DREAM Loan Fund is a commercial revolving loan fund that makes real estate based loans into properties that are in targeted neighborhood business districts specifically for the attraction of minority tenants.

Number of Commercial Real Estate Business District Projects – Goal for 2018 is 1 # of Neighborhood Serving Businesses Established – goal for 2018 is 6

Through the use of the DREAM loan fund, five commercial storefronts totaling more than 6,600 SF in Walnut Hills were built-out and are now occupied by small businesses which include minority owned businesses and a small business incubator. Combined, this project has brought 36 new jobs to the formally blighted underutilized business district. Additionally, we were able to provide financing for a portion of the tenant improvements for the first African American owned brewery in the region as part of the larger $19.7 million Paramount Square revitalization project in Walnut Hills. Lastly, we broke ground on the renovation of 5,500 SF of commercial retail in Bond Hill making way for additional spaces for microenterprises and entrepreneurs in our focus neighborhoods.

Acres/Square Footage of Commercial Real Estate Developed –6,600+ SF # of Neighborhood Serving Businesses Established – to date is 5

The Port’s success in neighborhood business districts includes:  Securing additional grant capital is essential for the success of revitalization efforts in our focus neighborhoods. We have successfully signed the CEAI funding agreement, which will provide for additional non-loan funding for our projects in Bond Hill and Roselawn.  The Port engaged Urban Fast Forward as our commercial real estate broker. The primary goal is to accelerate revitalization of targeted business districts and identify candidates for a pipeline of potential retailers and restaurateurs.

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 To remove barriers to development, we have worked to acquire and prepare shovel-ready sites in several neighborhoods, including Bond Hill, Roselawn, Evanston, and Price Hill. Through 2017, 44 properties, totaling over 6 acres, were acquired in business districts. These properties have been remediated, are held in Landbank inventory, and will be maintained until neighborhood-serving development opportunities arise.  Remediation is currently underway at the former vacant, underutilized land in the Roselawn Business District. There are also blight removal projects set to begin in Price Hill and Evanston.

Key Performance Metrics

Number of Commercial Real Estate Business District Projects – Goal for 2018 is 1 # of Neighborhood Serving Businesses Established – goal for 2018 is 6

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 Blight Removal & Remediation

The Port’s Industrial & Neighborhood Revitalization strategies both have blight removal and site remediation as shared goals for improving underutilized properties. In Neighborhoods, The Port removes blight principally through tools and programs of the Hamilton County Land Reutilization Corporation (Landbank) – through various stabilization, rehab and demolition programs. The Landbank was established in 2011 by the County Treasurer and placed under operational management by The Port. This relationship has proved to be a smart, efficient shared services model that strengthens revitalization initiatives. Under our Industrial strategy, The Port acquires former manufacturing/production facilities (brownfields) that are vacant, obsolete and continuing to deteriorate. Under Vision 2022, our goal is to acquire the properties and raise public, private and philanthropic funds to execute due diligence, acquisition, demolition and remediation – as the key initiative to preparing sites for new productive industrial use. Most of the blighted, contaminated industrial properties The Port acquires are located in or near densely populated urban residential and commercial districts, so site remediation establishes environmental justice for all residents.

Removing blight and remediating contaminated sites are critical components of our mission to “Transform for Prosperity” and put Cincinnati’s real estate back to work for everyone. Both The Port and Landbank are mission- driven agencies that combine resources, talent and tools to grow Cincinnati in an equitable manner – creating opportunities for local people to take part in the City’s economic resurgence. As a public agency, the Landbank focuses on finding not just purchasers for its property, but end users with a plan for the property that will benefit the larger community. The Landbank works with residents, rehabbers, developers, governmental entities, and community partners to facilitate the reutilization of, and/or efficiently hold and manage vacant, abandoned, or tax foreclosed real property, assist entities to clear the title of property, and assist with coordinating and assembling properties.

The Port’s present-day Industrial Strategy developed from the agency’s legacy leadership in brownfield remediation and redevelopment. Under the former Clean Ohio program, through 2010, The Port created public-private partnerships on eleven projects resulting in $10.5 million in Clean Ohio grants for regional projects; 155 acres of contaminated property cleaned; and 80,661 tons of contaminated soil excavated for a $1.35 billion annual economic impact. To date, under the present-day Industrial Strategy, The Port has achieved the following:  548 tons of contaminated soil removed  15,600 gallons of contaminated water remediated  31,486 tons of concrete recycled  5,732 tons of metal recycled  4,535 tons of Asbestos-Containing Material (ACM) abated  10,375 tons of debris removed

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Outcomes

# of Properties Being Maintained – currently own and maintain 839 properties throughout Hamilton County; 786 of those are in the City # of Blighted Buildings Demolished – 2018 to present: 36 demolished; 79 in process # of Historic Properties Stabilized – 2018 to present: 7 completed; 2 in process # of Properties Sold – 2018 to present is 81; approximately 10 in process

Key Performance Metrics

# of Properties Being Maintained – currently own and maintain 839 properties throughout Hamilton County; 786 of those are in the City # of Blighted Buildings Demolished – goal for 2018 is 120 # of Historic Properties Stabilized – no goal around number of properties stabilized for 2018, rather, goal of raising additional funds for stabilization outside of the Landbank’s DTAC funds. # of Properties Sold – goal for 2018 is 150

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 Industrial Revitalization

Reposition and prepare 500-acres of underperforming industrial sites along key transportation corridors for high- impact, next-generation industry to attract investment from companies and create family-supporting industrial jobs.

One of the greatest challenges to recruitment and retention of manufacturing is the lack of shovel-ready sites for expansion and new development. The Port established a strategic framework for long-term revitalization of critically important industrial corridors -- to position our region to compete globally for a new wave of advanced manufacturing and in-shoring opportunities.

With a focus on existing urban industrial zones, The Port will position replacement industries where legacy losses have been greatest, using these key strategies: public ownership of land to ensure its impactful return to the local economy, facilitate private investment for the potential construction of 8 million square feet for next-generation industry, and facilitate creation of 8,000 family-supporting jobs that are accessible to a diverse workforce. Building awareness that increases the availability of developable sites in the near term will have a decidedly positive impact on Cincinnati’s ability to land transformative manufacturing investments.

Outcomes

 13-acre TechSolve II Business Park (Roselawn) – assemblage and redevelopment of blighted Seymour Plaza resulting the in sale of 11.4-acres for distribution and manufacturing  19-acre former Cincinnati Gardens (Bond Hill/Roselawn) – demolition complete and site work scheduled to be complete in November 2018  56-acre former Gibson Greeting Card site (Amberley Village) – build-ready and actively being marketed  1.6-acre former Hudepohl Brewery (Queensgate) – demolition to begin in the fall of 201  # of Acres Redeveloped or Under Control – Program to date is 89.6-acres.

Key Performance Metrics

# of Acres Redeveloped or Under Control – goal of 75 acres for 2017 is complete; goal for 2018 is an additional 75 acres

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 Public Finance

Partner with private and public sectors to maximize development and minimize the need for local government subsidy – The Port’s public finance program provides innovative financing options tailored to the distinct needs of a project and its development entity. As an Ohio Port Authority, the organization has broad development-related powers under state law that enable strategic participation in tax-exempt bonds, EB-5 financing, tax increment financing and special assessment debt, conduit bond financing, lease bond structures, and property assessed clean energy financing.

As an economic development agency, The Port has finance tools and expertise to initiate large scale community priority projects as well as complex real estate projects for developers, manufacturers, and other established companies that catalyze private investment to improve property value, and promote job creation. Benefits of public finance include the access to and/or a lower cost of capital. The intersection between public finance products and private sector investment can yield a beneficial mix of lower interest rates, sales tax exemption savings, longer-term/fixed rate options, and potential reinvestment of capital dollars back into the project and community.

There is no need for financial support of our public finance practice.

Outcomes

Success of the Public Finance practice is in part driven by the state of the economy. Therefore, deal flow can be very cyclical despite The Port’s willingness to take on calculated risk to promote economic activity and advance public objectives. Maximum deal closure is achieved with a robust and meaningful pipeline with a goal of 15 projects in “Active” and/or “Engaged” status at all times.

Key Performance Metrics

Since 2000, The Port has closed 50 financings and issued more than $929 million in revenue bonds to fund a wide variety of economic projects in the City of Cincinnati and Hamilton County resulting in over $1,239,000,000 in capital investment leveraged.

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4. Budget Greater Cincinnati Redevelopment Authority (formerly Port Authority of Greater Cincinnati)’s budget is on a Calendar Year

 2018

 2019

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5. Leveraging Funds

In 2018 to date, The Port has leveraged $2,948,238 in grants (from JobsOhio, Greater Cincinnati Foundation, USEPA, and Procter & Gamble Foundation); $18,325,000 in loans (from The Kresge Foundation, the Southwest Ohio Regional Bond Fund, and Patient Capital Notes); and $2,300,000 in earned revenue (from managed entities, Communities First Ohio, and public finance fees.)

Total amount of other public or private funding leveraged from City funding: $23,573,238

6. General Information

In 2015, The Port’s board of directors set a bold direction for the organization with Vision 2022, a comprehensive strategy to drive economic growth, job creation, social stability, and shared prosperity. The strategic initiative champions key social, community, and economic priorities for the region by combining neighborhood revitalization with the repurposing of 500 of acres of currently non-productive, urban industrial property to facilitate job creation; and expanding the organization’s public finance toolkit.

The Port takes calculated real estate and financing risks that advance public objectives but are beyond the risk tolerance, powers, or expertise of our public sector partners. The Port works to reposition properties that require public sector involvement due to market conditions.

 Mission: The mission of The Port is to “Transform for Prosperity”. Real estate is a key driver of both economic outcomes and quality of life for citizens. The Port focuses on acquiring and revitalizing properties where the market has failed. Either as developer, financier, or in a public-private partnership, The Port works to catalyze private investment and restore properties to productive and highest-and-best use.

 Fiscal Year: 2018-01-01 to 2018-12-31

Partners: The Port’s principal public partners are the City of Cincinnati and Hamilton County, which each provide operating funding annually. The Port’s strategic industrial partnerships include JobsOhio, REDI Cincinnati, Greater Cincinnati Fund, Procter & Gamble Foundation, Patient Capital Noteholders, African American Chamber of Commerce, and the US Environmental Protection Agency. Strategic neighborhood partnerships include The Kresge Foundation, Greater Cincinnati Foundation, Cincinnati Children’s Hospital Medical Center, Farmer Family Foundation, CEAI, CDCs, corporate sponsors, African American Chamber of Commerce, LISC, CBI, Federal Home Loan Bank, First Financial, and the Hubert Foundation. These partners support the work of The Port through financial support, strategic planning, community engagement, real estate repositioning, and environmental justice.

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African American Chamber of Commerce

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  The Exchange  Business Basics  Marketing Know How  Government Advocacy  Rise To Shine Radio Show  Minority Business Assistance Center (MBAC)  Sudduth Society & EBA  Big Events: Gala, Annual Meeting, and Contacts to Contracts  Equity Investment Programs: Ready For Equity, Deal Squad, and Opportunity Tours  Your Gig is a Biz  How’d They Do That?  Meet The Buyer  Jobs Posting

3. Scope of Work in Contract

African American Chamber of Commerce monitors KPIs on a Calendar year.

 The Exchange

A monthly networking event, The Exchange, is a great way to engage with AACC members and supporters. It is held at a local restaurant where members and supporters enjoy food, drinks, and a 20-minute interview with a local business or civic leader.

This meets two of the core pillars of the AACC's mission in that it establishes, cultivates, and strengthens relationships and it establishes strategic relationships.

Outcomes

Yes. We measure success through the number of attendees and the comments we receive on surveys.

Key Performance Metrics

The Exchange is a monthly event where business opportunities are exchanged.

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 Business Basics

Monthly sessions covering some of the basics of operating a business. They are planned to last one hour. It is targeted to our smaller members. Topics include: marketing, law, leases, credit, accounting, taxes, and finances.

Business Basics fulfills our mission to provide professional development to our members and the community

Outcomes

Business Basics provides an opportunity to interact with entrepreneurs which leads to counseling sessions, referrals, business plan development, and loans. It acts as an entry way to provide services.

Success is determined by surveys.

Key Performance Metrics

 Marketing Know How

A regularly occurring, usually bi-monthly, discussing different aspects of marketing and social media. This program is for entrepreneurs and emerging businesses.

Marketing Know How meets the educational tenet of the AACC's mission. Additionally, in a survey of our members, marketing was listed as the 2nd most desired area.

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Outcomes

Yes. We measure success by the surveys completed by attendees.

Key Performance Metrics

This program meets KPI's of training and sponsoring an event.

 Government Advocacy

The AACC advocates on behalf of its members before governmental entities. This past year the AACC had programs at City of Cincinnati, Butler County, Warren County, Clermont County, and Hamilton County.

Advocacy is one of the core principles of the AACC's mission.

Outcomes

Yes. We use surveys completed by participants.

Key Performance Metrics

It relates to sponsoring events.

 Rise To Shine Radio Show

Weekly radio show where local business owners are interviewed. The show airs on Saturday mornings at 9:30a on 101.5FM and 1230AM.

It highlights our work and brings our members' accomplishments to the forefront.

Outcomes

Yes. We measure success by the audience the radio station reaches and the responses we hear from our members.

Key Performance Metrics

It raises awareness about the organization and the programs and services we provide to businesses. Further, it allows businesses to share their successes. It assists with our recruitment efforts.

 Minority Business Assistance Center (MBAC)

MBAC provides assistance to businesses through MBE and EDGE certifications, drafting capability statements, bid opportunities, loans, bonding, contracts, and access to capital.

It covers the technical, education, and business growth tenets of the AACC’s mission.

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Outcomes

MBAC is successful based upon the annual review from the State of Ohio and survey responses from participants.

Key Performance Metrics

The MBAC Program provides services and hosts events that cover client transactions, recruitment/certification, capital awarded, and contracts awarded.

 Sudduth Society & EBA

The Sudduth Society is a business accelerator for small businesses. The AACC will soon add the nationally- recognized Interise business accelerator, EBA, in conjunction with CEG and MBAC.

The Sudduth Society and EBA provide technical assistance and education to participants.

Outcomes

The AACC relies upon surveys from the participants.

Key Performance Metrics

It assists with client transactions, capital awarded, contracts awarded, and jobs.

 Big Events: Gala, Annual Meeting, and Contacts to Contracts

These are larger events which the AACC sponsors or co-sponsors. The Gala is an annual celebration of the accomplishment of Black Businesses. We induct people into the Black Business Hall of Fame. The Annual Meeting is a review of the prior year and a forecast for the upcoming year; it is required pursuant to the AACC’s by-laws. Contacts to Contracts is an event where multiple groups (City of Cincinnati, ODOT, SBA, etc.) to host workshops.

Each event meets the AACC’s mission through networking and technical support.

Outcomes

Success is determined by media coverage, participants’ responses, and surveys.

Key Performance Metrics

Taken as a whole these “Big Events” meet many of the outcomes/performance measures, including client transactions, recruitment/certification, contracts awarded, and jobs.

 Equity Investment Programs: Ready For Equity, Deal Squad, and Opportunity Tours

These two programs comprise the AACC’s Equity Investment Program. It is an effort to prepare our members for an equity investment in the coming years.

Each event meets the AACC’s mission through business growth and technical support.

Outcomes

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These programs have not been as successful as we would like. It has been difficult to obtain speakers. Additionally, many of the businesses are not structured in such a manner and are not positioned to accept an equity investment.

Key Performance Metrics

Taken as a whole these “Equity Investment Programs” meet the capital awarded category of Outcomes/Performance Measures.

 Your Gig is a Biz

Your Gig is a Biz is presented from time to time as a meeting where “gig”-prenuers and solo-prenuers can meet to discuss their businesses and their challenges. This program targets 1099s, Uber, flex workers, etc.

Each event meets the AACC’s mission through networking. Additionally, it is an attempt to expand our membership and provide services to people who have not traditionally utilized chambers of commerce.

Outcomes

Success is determined by participants’ surveys. This program needs to be revamped so more people are aware of it.

Key Performance Metrics

Your Gig is a Biz is targeted toward client transactions.

 How’d They Do That?

A session featuring a guest speaker who will share his/her story in business. By sharing their experiences, it will provide inspiration for a new set of entrepreneurs.

Each event meets the AACC’s mission through networking and strategic partnerships.

Outcomes

Success is determined by participants’ responses, and surveys.

Key Performance Metrics

It meets the client transactions section of the KPIs.

 Meet The Buyer

Meet the Buyer tries to place corporate buyers in front of our members to explain the best way to do business with their company.

Each event meets the AACC’s mission through networking, strategic partnerships, and technical support.

Outcomes

Success is determined by participants’ responses, and surveys. This program faces stiff competition from companies in the marketplace that offer similar services. Further, the AACC has had some challenges finding companies willing to participate.

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Key Performance Metrics

Meet The Buyer meets many of the outcomes/performance measures, including client transactions, contracts awarded, and jobs.

 Jobs Posting

The AACC has a jobs posting link on its website

Each event meets the AACC’s mission through networking and strengthening the Black business community.

Outcomes

We do not have a good way to track its success.

Key Performance Metrics

It meets the jobs section.

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4. Budget

African American Chamber of Commerce’s budget is on a Calendar Year

 2018

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5. Leveraging Funds

We leverage City funding to garner private funds.

Total amount of other public or private funding leveraged from City funding: $500,000

6. General Information

To fulfill its mission, the Greater Cincinnati and Northern Kentucky African American Chamber of Commerce (AACC) hosts or co-hosts over 120 networking, educational, or technical programs annually; certifies businesses through it Minority Business Assistance Center (MBAC); provides one-on-one meetings with businesses; and advocates on behalf of the Black Businesses in Greater Cincinnati area, Hamilton County, and State of Ohio.

 Mission: The Greater Cincinnati and Northern Kentucky African American Chamber of Commerce’s mission is to establish, cultivate, and strengthen consumer and business relationships; provide access to major corporate markets for our members to help increase business opportunities; aid in the professional development of our members; and assist in developing strategic partnerships and alliances for the purpose of strengthening and growing the African American business community.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners:

o City of Cincinnati o SBDC o Hispanic Chamber of Commerce o OneBridge o Indian Asian Chamber of Commerce o State of Ohio, DSA o Chinese Chamber of Commerce o CEG o Hamilton County Development Corp o Xavier University o Cincinnati Redevelopment Authority o EY o SBA o Public Library o Hamilton County o Gateway Community College o Ohio Department of Transportation o Cincinnati State o UC Health o The Goering Center o 5/3 Bank

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CDC Association of Greater Cincinnati

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  General Fund Services Contract

3. Scope of Work in Contract

CDC Association of Greater Cincinnati monitors KPIs on a Calendar year.

 General Fund Services Contract

Pass-through funds to vetted Community Development Corporation organizations for use in administration and operational support to revitalize their communities.

These funds provide the support required for our neighborhood CDC’s to expend real effort towards developing their business districts, enhancing their housing stock, and turning vacant parcels into productive assets. These organizations are successful because they are built from volunteer community support – the people working on projects are developing THEIR neighborhoods for THEIR children, and, being residents, they are well aware of the challenges the neighborhoods face.

Outcomes

We know that the program is successful because of the revitalization we see happening in the recipient neighborhoods. In some cases we see new construction on vacant parcels; in others, renovation of condemned single-family homes. We have projects where commercial spaces which have sat vacant for years open their doors for business while renters take advantage of the affordable housing completed upstairs. Sometimes our organizations warehouse the renovated homes as rentals while they wait for market demand to catch up.

We would define and measure success of community revitalization programs through: turning vacant parcels into productive uses; attraction of new businesses, as well as new developers, residents and other partners; lower crime, reduced blight, increased property values; increased community engagement indicated by numbers of volunteers; and more participants in community programs such as community gardens. We look at momentum indicated by parcels being revitalized by private means, investors willing to fund work in the community, the community becoming cleaner, safer, more habitable.

Key Performance Metrics

Our outcomes are: 1. Economic Development (measured by part-time jobs, full-time jobs, and construction jobs); 2. Business district revitalization; 3. Housing Enhancement; 4. Community Engagement & Empowerment; 5. Dollars leveraged (an indication of effectiveness).

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4. Budget

CDC Association of Greater Cincinnati’s budget is on a Calendar Year

 2018

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5. Leveraging Funds

City funding goes primarily to the members to provide operating support. Because of the support provided, they are able to maintain paid staff who have the time to develop relationships and expand the time necessary to secure loans and pursue financing. The CDC’s leverage funding through grants, loans, and in kind services, tax credits, local, regional, state, and federal public funding, and more. They also use pass through funding from the CDCA.

Total amount of other public or private funding leveraged from City funding: The CDC’s leveraged $58 million in public and private dollars during this reporting period. This number does not include additional tax credit related funding received shortly after the close of the period.

6. General Information

The CDC Association is the umbrella trade group for the neighborhood-based Community Development Corporations. Our membership also includes other organizations who work in similar community development capacities but don’t necessarily do housing renovation or economic development. Our organization helps provide capacity building and support to our members. We do this by developing relationships with government and financial partners who grant or lend money that we then pass-through to our members. We have a program that provides reimbursement for training expenses that allow the organizations to develop their skills; another program subsidizes the cost of administrative services so that members can redesign their websites, complete financial audits, create promotional media, provide payroll services, et cetera; a RoundTable series of monthly lunches where organizations can meet and listen to topics presented by industry professionals while also networking in ways that allow them to learn from each other, rather than each neighborhood attempting to reinvent the wheel; and down payment assistance for LMI purchasers of properties developed by our members. Finally, we manage funds from the City and other institutions that provide operating support for CDC staff.

 Mission: To support the work of Community Development Corporations as they strengthen their communities through housing and economic development. Our vision is that Greater Cincinnati is nationally recognized as a region comprised of thriving communities built upon the strategic, social, and economic investments reflective of the places they serve.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners:

Members – These organizations provide the day to day work that improve our neighborhoods.  CDCs  Bond Hill Roselawn Collaborative  Walnut Hills Redevelopment  Lockland Rising Foundation  Mt Washington CDC  Mt. Airy CURE  Westwood CURC  Working in Neighborhoods (WIN)  College Hill CURC  Camp Washington Community  Over-The-Rhine Community Board Housing  Avondale Comprehensive  Kennedy Heights Development Corp. Development Corp.  Cornerstone Renter Equity  Clifton Heights CURC  Village Development Corporation  Mt Healthy Renaissance  Northsiders Engaged in Sustainable  Price Hill Will Transformation  Madisonville CURC  Housing Opportunities of Northern KY

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Other Members

 Mt. Auburn GHF  Talbert House  Uptown Consortium  Legal Aid Society of SW Ohio  Ohio CDC Association  Brighton Center  Excel Development Company  Council on Aging  Catalyst Development Funding Corp.  community Building Institute  OTR A.D.O.P.T.

Sponsors – These organizations support the CDCA and our members by providing funds for our programming.  Neyer Properties  Episcopal Retirement Services  Locey, Mitchell & Assocs., Ltd  LISC  Cincinnati Development Fund  Megen Construction  Hamilton County Redevelopment  Union Savings Bank Authority  BB&T  CEC, Inc.  WesBanco  First Financial Bank  Al Neyer, LLC  Model Group  Fifth Third  Key Bank  US Bank  Glaserworks Architectural Design  Northside Bank & Trust Co.  PNC Bank

Additionally, these organizations provide pass-through funding for our members, in addition to their sponsorship of our organization.  Fifth Third  Wesbanco  BB&T  PNC  The Greater Cincinnati Foundation

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Film Commission

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Film Cincinnati works to create and sustain regional partnerships  Film Cincinnati will institute a workforce strategy focused on film industry  Film Cincinnati will garner increased production business now and in the future through repeat film business.

3. Scope of Work in Contract

Film Commission monitors KPIs on a Calendar year.

 Film Cincinnati works to create and sustain regional partnerships

Film Cincinnati partners with local organizations, City supported and otherwise, to leverage City dollars to make even more of an impact on the local economy. We have sustained regional partnerships with the Cincinnati Chamber of Commerce, REDI Cincinnati, Source Cincinnati and the Greater Cincinnati Convention and Visitors Bureau

Film Cincinnati believes there is a great deal of synergy between these organizations, and given the amount of room nights and exposure brought in by Film Cincinnati due to productions, we believe future enhanced partnerships would be beneficial to all. Film Cincinnati believes the more stakeholders that understand their mission, the better we are able to communicate its mission with other entities, which make both Film Cincinnati’s outreach and impact, greater. We work constantly to gain best practices, industry connections, and opportunities for collaboration via partnerships with local organizations.

Outcomes

As new partnerships are created, our outreach grows and continues to spread our mission. We recognize future enhanced partnerships are beneficial to all. We aim to increase stakeholder knowledge of our mission, so partners can communicate it with other entities, strengthening outreach and impact as a result.

Key Performance Metrics

Film Cincinnati has secured new partnerships including Artswave, OTR International Film Festival, FotoFocus and the Northern Kentucky CVB as well as the McLane Foundation. These partnerships are key to leveraging City dollars to make a greater impact on the local economy.

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 Film Cincinnati will institute a workforce strategy focused on film industry

Film Cincinnati partners with many regional universities including the University of Cincinnati, Xavier University and Mount St. Joseph University, Northern Kentucky University. Film Cincinnati creates industry-specific opportunities for work and education for local University students.

Initiatives include an Economic Impact Study conducted by the University of Cincinnati Economics Center and the creation of the Center for Film and Media Studies at University of Cincinnati to evaluate local industry strengths and needs. Film Cincinnati actively works with all universities to secure internships with the film commission and with production companies while filming in town which offer college students the opportunity to develop a working knowledge of and gain experience in film, television, animation, and video game industries.

Film Cincinnati’s Executive Director frequently speaks at K-12 schools and universities to promote student interest in the film industry.

Outcomes

Film Cincinnati actively works with all universities to secure internships with the film commission and with production companies while filming in town. This experience has led to many students starting a career in the local film industry.

There are many examples of intern experience ultimately leading to a career in film industry. Because of the growth of the local film industry, students are graduating and choosing to live and start their career in Cincinnati.

Key Performance Metrics

PARTNERSTAT MEMORANDUM

 Film Cincinnati will garner increased production business now and in the future through repeat film business.

Film Cincinnati reaches out to a minimum of 75 new and existing clients each year with the intent to garner production business. We also regularly email, visit and call on location managers and producers to identify upcoming work. Our presence at film festivals and the follow up we provide, will continue the successful trajectory of bringing in more films, and repeat film business, to continue the positive economic impact. Film Cincinnati hosted events and met with industry leaders at the 2018 Santa Barbara International Film Festival (February 2018) to talk about Cincinnati's resources and infrastructure, incentives, qualified crew, and locations.

Our team works continuously to build and sustain relationships made while attending industry events. Film festivals and industry events provide a venue for the Film Cincinnati to talk about Cincinnati’s resources and infrastructure, incentives, qualified crew and locations. The success has been outstanding; we received 9 new projects (scripts) following Cannes (2017) and Santa Barbara (2018).

Outcomes

A film status spreadsheet detailing all clients we are in contact with, the status of their projects, projected dates and budgets, and their contact information will be provided as requested.

Key Performance Metrics

We expect our presence at similar film festivals and the follow up we provide, will continue the successful trajectory of bringing in films and repeat film business to Cincinnati to continue the positive economic impact.

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All Key Performance Metrics

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4. Budget

Film Commission’s budget is on a Calendar Year

 2018

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 2019

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5. Leveraging Funds

Film Cincinnati works continuously to leverage and secure matching grants from foundations and funders

Total amount of other public or private funding leveraged from City funding: $50,000

6. General Information

Film Cincinnati, a 501 c 3 non-profit corporation, which accepts tax deductible charitable donations from companies and individuals. Monies collected are used toward the development of Film Cincinnati programs, advocacy, promotional events and to support the continued growth of film production in the Greater Cincinnati region. Film Cincinnati’s goal is to make economic growth and job creation growth sustainable year after year in expenditures, employment and earnings impacts.

Film Cincinnati does not benefit monetarily from the productions that film in our region.

 Mission: The mission of Film Cincinnati is to attract, promote and cultivate film, video and commercial productions because of the workforce development they create and the economic impact they have on our community.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners: Regional partnerships include the Cincinnati Chamber of Commerce, Source Cincinnati, REDI Cincinnati the Northern Kentucky Convention and Visitors Bureau and the Greater Cincinnati Convention and Visitors Bureau. We believe there is a great deal of synergy between these organizations and given the amount of room nights and exposure brought in by Film Cincinnati - future enhanced partnerships would be beneficial to all. Film Cincinnati believes the more stakeholders that understand our mission and are able to communicate it with other entities making both our outreach and our impact, greater. Film Cincinnati also partners with many regional universities including the University of Cincinnati, Xavier University and Northern Kentucky University. Initiatives include an Economic Impact Study conducted by the University of Cincinnati Economics Department and the Center for Film and Media Studies at University of Cincinnati. FC actively works with all universities to secure internships with the film commission and with production companies while filming in town. Film Cincinnati’s Executive Director Kristen Schlotman frequently speaks at schools to promote student interest.

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Greater Cincinnati Energy Alliance

1. Has this organization previously participated in PartnerStat? Yes

2. Programs, Events, Services, or Initiatives covered in City Contract:  Solarize Cincy Program  Efficiency Partners Program  Energy Efficiency Incentives  Property Assessed Clean Energy (PACE) Financing

3. Scope of Work in Contract

GCEA monitors KPIs based on the City's fiscal year.

 Solarize Cincy Program

Solarize Cincy is an annual campaign designed to encourage residents in the City to install solar on their homes by providing bulk purchasing discounts, connecting them with qualified contractors, and ensuring that high quality equipment is used.

Increasing the number of solar installations in the City encourages private investment in renewable energy technologies and reduces the demand for electricity from power plants that burn fossil fuels. This is turn reduces the amount of carbon emitted into the atmosphere.

Outcomes

GCEA monitors program success by comparing data from the current year against data from previous years and by working to achieve the KPIs outlined above. This year’s program was not as successful as those in previous years. This may be due to the discussion of tariffs that was in the media at the start of the campaign or due to new marketing tactics that were utilized.

Key Performance Metrics

The success of this program is measured by goals established in the deliverables of the FY 2018 contract with the City:

1. Number of solar assessments provided to City residents – Goal of 1,000 2. Number of workshops held for City residents – Goal of 4 3. Number of City residents that signed a contract for a solar installation – Goal of 50

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 Efficiency Partners Program

The Efficiency Partners Program, also known as Get Efficient, offers a free online energy assessment to Cincinnati residents to help them identify potential energy efficiency improvements to their home. Residents can elect to speak with an energy advisor from the GCEA to discuss what improvements would provide the greatest savings and to get connected to a qualified contractor who can assist them with their project.

Facilitating private investment and increasing the energy efficiency of homes in the City reduces the demand for electricity and natural gas. This is turn reduces the amount of carbon emitted into the atmosphere.

Outcomes

The success of this program is measured by three metrics tracked by the GCEA. Specific goals for each KPI were not developed due to the fact that the program was new and a baseline had not been established. The metrics include:

1. Number of online energy assessments completed by City residents 2. Number of conversations between energy advisors and City residents 3. Number of City residents that completed an energy efficiency upgrade

Data for each of the KPIs above was collected and reviewed monthly. As a result, GCEA was able to determine that the program was performing below expectations compared to other programs it offered in the past. GCEA engaged a consultant specializing in energy efficiency program design to evaluate the program and provide recommendations to increase program performance.

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Key Performance Metrics

1. Number of online energy assessments completed by City residents: 207 2. Number of conversations between energy advisors and City residents: 36 3. Number of City residents that completed an energy efficiency upgrade: 3

 Energy Efficiency Incentives

The energy efficiency incentive program was designed to reduce the costs associated with the purchase and implementation of energy efficiency products. The program was limited to residents in specific neighborhoods identified by the City

Increasing the energy efficiency of homes in the City reduces the demand for electricity and natural gas. This is turn reduces the amount of carbon emitted into the atmosphere.

Outcomes

The success of this program is measured by the following metrics tracked by the GCEA:

1. Amount of private investment leveraged 2. Amount of incentive funds distributed

Key Performance Metrics

 Property Assessed Clean Energy (PACE) Financing

PACE financing allows commercial property owners to finance energy efficiency and renewable energy improvements as a special assessment on their tax bill.

Facilitating private investment and increasing the energy efficiency of commercial properties in the City reduces the demand for electricity and natural gas. This is turn reduces the amount of carbon emitted into the atmosphere.

Outcomes

GCEA tracks data on all aspects of its PACE financing program in the City of Cincinnati. The KPIs listed above are evaluated monthly to determine the program’s penetration into the local market.

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Key Performance Metrics

The success of this program is measured by the following metrics:

1. Number of interest forms submitted by commercial property owners in the City 2. Number of applications for PACE financing submitted by property owners in the City 3. Number of projects completed in the City using PACE financing

4. Budget

Greater Cincinnati Energy Alliance’s budget is on a Calendar Year

 2018

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5. Leveraging Funds

GCEA’s partnership with the City enabled it to secure support from eight additional local government partners for the Efficiency Partners Program. This allows GCEA to spread the fixed costs of operating the program across more partners which reduces overall program costs.

Total amount of other public or private funding leveraged from City funding: $75,000

6. General Information

The Greater Cincinnati Energy Alliance is a nonprofit organization dedicated to providing residential and commercial property owners with the information they need to pursue energy efficiency or renewable energy improvements. This is accomplished by providing unbiased advice, connecting them with qualified contractors, and providing access to discounts and financing. GCEA currently offers three programs: Solarize, Efficiency Partners Program (Get Efficient), and Property Assessed Clean Energy (PACE) Financing.

 Mission: The mission of the Greater Cincinnati Energy Alliance is to facilitate investment in energy efficiency and renewable energy for the purpose of reducing carbon emissions.

 Fiscal Year: 2018-01-01 to 2018-12-31

 Partners: Solarize: GCEA partnered with the following organizations to conduct workshops for the program: o Cincinnati Zoo o REI o Clifton Community Council o Imago o Enright Ridge Urban Ecovillage

Efficiency Partners Program: GCEA partnered with the Flying Pig Expo to promote the program to Expo visitors. GCEA also promoted the program at the Keep Cincinnati Beautiful Earth Day event at Washington Park and the 2018 Neighborhood Summit.

Energy Efficiency Incentive Program: GCEA partnered with Working in Neighborhoods to identify projects eligible for the program.

PACE Financing Program: GCEA partnered with the following organizations to promote the program to commercial property owners in the City:  Asian American Hotel Owners Association  Ohio CDFA  UC Real Estate Roundtable  Commercial contractors  Downtown Cincinnati Inc  CREW- Commercial Real Estate Women  Building Owners & Management Association of Greater Cincinnati (BOMA)  City of Cincinnati Office of Community and Economic Development  City of Cincinnati Building and Permit Division  Community Development Corporations Association of Greater Cincinnati