MDID’S ALL-STAR IMPACT PROMOTING A GREENER DOWNTOWN WORKING WITH LAW ENFORCEMENT IMPACTING OUR YOUTH/COMMUNITY SURROUNDINGS ENGAGEMENT 2014 IMPROVING THE SHAPING OUR DOWNtoWN Annual Report PEDESTRIAN EXPERIENCE Minneapolis Downtown Improvement District & SafeZone Collaborative Letter from the Board Chair & Chief Executive Officer Dear Downtown Stakeholder, Another successful year is in the books here at the Minneapolis Downtown Improvement District (MDID). We’re pleased we were able to share it with you. Downtown Minneapolis is bustling right now, and at MDID our mission to keep downtown vibrant is more important than ever. Greening initiatives are being 2014 proposed, designed and created all over the area, improving the quality of the public realm while also impacting real and perceived safety in our district. Our ANNUAL MDID Ambassadors continue to be the faces of our organization on the street, helping keep our streets clean, our pedestrians informed and our greening REPORT efforts flourishing. In 2014, we completed our second full year of governance alignment between MINNEAPOLIS DOWNTOWN the MDID and the Minneapolis Downtown Council (MDC)—a partnership that IMPROVEMENT DISTRicT continues to grow while leaving a lasting impact. This upcoming year marks & SAFEZONE COLLABORATIVE my (Tom’s) first as MDC/MDID Board Chair, and we will continue to work together on providing a consistently compelling downtown experience for everyone. Downtown Minneapolis’ residential population once again increased Letter from the Chair of the Board last year, and combined with our thriving businesses and incredible dining and of Directors & Chief Executive Officer ....1 entertainment options, more and more people are spending time inside our About .............................. 2 district. It continues to be important to blend the MDID’s core values with the MDC’s Intersections: Downtown 2025 Plan to ensure our community thrives. Approach .......................... 3 MDID’s All-Star Impact .............. 4 The future is bright for downtown Minneapolis, and with all the changes and progress going on in our district it is important for MDID to continue evolving Promoting a Greener Downtown ....... 5 with our city. This year we began work on evaluating our Strategic Plan, Tactical Urbanism Collaborations ...... 6 including taking a look at our current services as well as our footprint. We are Engaging Our Youth .................. 7 part of an ever-changing downtown, and it is important to adapt with our community. Our vision is to continue working toward what we want our SafeZone Collaborative .............. 8 downtown to be in the future, and we are always looking ahead to what will keep A Better Pedestrian Experience ........ 9 our downtown greener, cleaner and safer three to five years down the road. Downtown Perception With that, let’s build off the accomplishments we enjoyed in 2014 as we & MDID’s Response ................. 10 continue creating an extraordinary downtown for our future. As always, thank Looking Forward ................... 11 you for your support and your commitment to our community. It’s true: We can have the downtown we want—we just have to go get it. Financial Statements ............... 12 Board of Directors, Respectfully Yours, Staff & Committees ................. 13 Tom Hoch Steve Cramer Chair, Board of Directors President & CEO President & CEO Minneapolis Downtown Council Hennepin Theatre Trust Minneapolis Downtown Improvement District 1 ABOUT MINNEAPOLIS DID The Minneapolis Downtown Improvement ting services based on GBA. Charges are governance structure, allowing for the District (MDID) is a business-led, 501(c)6 prorated to properties based on location same individuals to serve on the boards non-profit with a mission to make within pedestrian service level areas. of both organizations, establishing the downtown Minneapolis a vibrant and This three-part method best reflects the MDID as a wholly-controlled subsidiary attractive place for recruiting and retaining volume of people needing service and of MDC. This served to broaden the businesses, employees, residents, the level of services delivered. The Board leadership team, thereby providing more shoppers, students and visitors. This of Directors is comprised of downtown resources and experience, enhancing the is accomplished by providing services property owners, employers, residents and existing services and assuring that both that make over 120 blocks of downtown leaders representing key constituencies organizations are unified in their mutual cleaner, greener and safer. MDID also and areas of expertise. MDID staff oversee efforts to make downtown Minneapolis serves as a catalyst, facilitator and vendors, develop programs, advocate for extraordinary. promoter of public-private partnerships, the public realm, communicate with stake- collaborations and services that enhance holders and administer the organization. the downtown experience. While the MDID partners and collaborates MDID is primarily funded by special with many like-missioned organizations, service assessments. In 2008, a majority a few strategic alignments have been of commercial property owners signed integral to an effective and efficient use petitions agreeing to the ordinance that of resources. In the 1960s, the Nicollet created the MDID. In 2013, this ordinance Mall Advisory Board was established by was renewed once more by a substantial statute to provide advice to the City on all majority of commercial property owners issues related to the Nicollet Mall. When agreeing to tax themselves to collectively MDID was formed, it assumed the roles raise the standard of care and behavior and responsibilities of the Nicollet Mall in downtown – with a focus on enhanc- Advisory Board. In 2006, Minneapolis ing competitiveness. By statute, only SafeZone Collaborative (MSZ) was formed commercial properties are required to as a 501(c)3 to bring public and private pay the MDID assessments. However, as sectors together through collaborative The district is divided into three service all properties benefit from an improved strategies in safety, greening and other level areas: Core , Standard Plus and public realm downtown, some non-profit, projects that enhance downtown and government and residential properties improve safety. In 2009, MSZ became Standard . These areas were determined voluntarily contribute. a wholly-controlled subsidiary of MDID, based upon the level of pedestrian activity giving it stability to successfully and the resulting need for intensity of More than 1,000 properties consisting continue public-private collaborations, and service to maintain a consistent standard. a broader platform from which to establish of over 64 million square feet of Gross The service level areas can be modified Building Area (GBA) are located within the initiatives for downtown. And most recently, as needed to reflect any land use changes MDID boundaries. Properties are assessed effective January 1, 2013, the boards of for directly lineal services based on lineal the MDID and the Minneapolis Downtown that result in changes to pedestrian frontage and for more globally benefit- Council (MDC) voted to align their activity patterns and intensity. 2 ApproacH MDID continues to evaluate our tactics of focus through tactical urbanism, youth As we continue this work, it is important of making downtown more vibrant and outreach, safety workshops, student- that we maintain our connection with attractive. We understand that all areas influenced programming, greening all aspects of downtown. Our close of our 120-block district are distinctly efforts and more. The results of these partnerships with the City of Minneapolis, diverse and economically mixed, and collaborations made immediate impacts. East Downtown Council, business it is important that we continue commu- They laid a foundation for influencing leaders, community organizations and nicating with you as we evolve with our not only the greening, cleaning and neighborhood groups all play a big role in ever-changing downtown. It is why we safety realities of downtown but also accomplishing our goals. We continue to annually reach out to the community the perceptions of those key aspects of broaden our reach through our alignment through our Perception Survey in order our community. with MDC, and as we keep working closely to keep a pulse on how we can improve with MDC’s 2025 Plan committees, we will our impact and outreach. The 2014 Annual Report aims to showcase strategize how we can as an organization those initiatives sprinkled throughout can evolve to impact our ever-changing Our core mission to keep our downtown the past year. In doing so, it shows how community. greener, cleaner and safer remains intact MDID’s work and local collaborations throughout, and our 2014 Operating Plan have an all-encompassing impact on MDID is now mobile. Visit again focused on making downtown our downtown. An initiative like the MinneapolisDID.com on your computer, attractive to business investment while University of Minnesota’s College of or view our website on the go. maintaining a commitment to control Design partnership, for example, not costs. We focused on collaboration in only generated engagement and 2014, working with different organizations programming in the public realm, but in order to improve our three key areas it also had an impact on wayfinding and perceived and real safety. “ I value DID — what they do every day makes a difference and I want that pedestrians assisted: