January 31, 2026
Abby Thorne-Lyman
Base Reuse and Economic Development Director
950 West Mall Square, 2nd Floor
Alameda, CA 94501
Dear Ms. Thorne-Lyman,
As President of the Downtown Alameda Business Association (DABA), it is my pleasure to submit the attached BIA Activity Report, along with a listing of our current Board of Directors and financial statements.
As we reflect on the past year, we are proud to share the continued momentum, creativity, and collaboration that define Downtown Alameda. Thanks to the dedication of our business community, volunteers, sponsors, and partners, 2025 was a year of meaningful activation, strong participation, and growing impact.
This year, we successfully launched Thursdays @ The Avenue, a vendor and live music series that brought new energy to Alameda Avenue and created consistent opportunities for small businesses, local makers, and musicians to connect with the community. Our Seasonal Markets continued to thrive, with both the Spring and Winter Markets drawing enthusiastic crowds and welcoming the addition of the Alameda Children’s Business Fair, inspiring young entrepreneurs while adding creativity and educational value to these events.
Signature events such as the Art & Wine Faire, Seasonal Markets, and Alameda Strolls once again demonstrated the power of gathering—supporting local businesses while creating memorable experiences that celebrate the heart of Downtown Alameda. We also remained committed partners in citywide initiatives including I Am Local, Alameda Restaurant Week, and the holiday promotions, 12 Days of Alameda and Celebrate Alameda, all encouraging residents and visitors to shop, dine, and explore locally.
Beyond events and promotions, our work continues year-round to strengthen the downtown business environment and support long-term economic development. In close partnership with the City of Alameda, DABA collaborates on the expanded Façade Grant Program and the Alameda Vacant Building Improvement Program, assisting business and property owners in reinvesting in storefronts, improving curb appeal, and enhancing the district’s visual vitality—key factors in attracting customers, tenants, and private investment. Complementing this effort, we also work with the City through the Market Study & Vacant Storefront Strategy, which focuses on proactive outreach, targeted support for entrepreneurs, and reducing barriers to tenancy. Together, these programs support increased occupancy, business retention, and a more resilient downtown.
Looking ahead to 2026, we are excited to introduce new initiatives that build on this strong foundation, including activities and celebrations that reflect the diversity and richness of our community. These efforts, alongside our ongoing programs, will continue to support a dynamic, inclusive, and economically healthy downtown.
Thank you for your continued partnership and support. Together, we look forward to another year of connection, creativity, and community.
Sincerely,
Tony Yu
Board President, Downtown Alameda Business Association
Downtown Alameda Business Association ● 2447 Santa Clara Ave, Suite #302, Alameda CA 94501 Phone: (510) 523-1392 ● Email: [email protected] ● Website: www.DowntownAlameda.com 1 EXHIBIT 1
Proposed Assessment for Business Improvement Area Fiscal Year 2026/2027
INTRODUCTION: The Downtown Alameda Business Association forecasts a BIA budget of one hundred twenty thousand dollars
($120,000)
in
restricted
funds
for
fiscal
year
2026/2027
,
based
on
actual
income
derived
from
the
BIA
assessment
in
fiscal
year
2025/2026
.
BUDGET: The BIA assessment provides one of the funding sources for the entire scope of the activities proposed in this report.
We
support
the
customary
annual
CPI
increase
and
continuation
of
the
current
billing
timeline.
The
other
source
of
revenue
is
funding
raised
by
the
Downtown
Association
special
events.
With
the
success
of
major
fundraising
events,
our
budget
has
been
adjusted
to
reflect
the
current
situation.
MEMBERSHIP PROFILE: Over 400 merchants comprise the current boundaries of the downtown district including 110 popular restaurants,
bars,
and
casual
eateries,
reflecting
a
diverse,
service-
and
hospitality-driven
district.
The
district
welcomed
30 new
businesses
in
2025
.
The
breakdown
is
as
follows:
28% Services 27% Beauty & Health 21% Food & Drink 18% Retail 6% Other STRATEGIC PLANNING: Throughout 2025 , we focused on refining and implementing the Strategic Plan as a guide to lead us into the future.
Building
on
the
success
of
our
initial
five-year
plan,
this
roadmap
continues
to
align
our
vision,
values,
and
priorities,
which
remain
as
relevant
as
ever.
Through the implementation of the Strategic Plan, we evaluated past accomplishments and advanced key membership
goals,
enabling
our
Board
and
Committees
to
set
clear
priorities,
focus
energy
and
resources
effectively,
and
ensure
that
stakeholders
are
working
together
toward
shared
objectives.
COMMITTEE STRUCTURE We continued to implement work plans and focus priorities amongst our three ( 3 ) committees: Outreach; Clean,
Green
&
Safe;
and
Marketing
.
This
approach
has
empowered
committees
to
develop
more
functional
work
plans
aligned
with
strategic
priorities,
while
remaining
flexible
enough
to
respond
to
emerging
challenges.
2 ACTIVITIES Events played a vital role in fostering community connections throughout 2025 . The Seasonal Markets have found
an
enthusiastic
following
as
a
fresh
platform
to
showcase
local
vendors,
purveyors
and
musicians.
With
the
iconic
Alameda
Theatre
marquee
as
a
backdrop,
families
came
together
to
enjoy
live
entertainment,
festive
sips,
and
delicious
bites.
The Spring Market welcomed the inaugural Children’s Business Fair, showcasing the planning, creation and marketing
of
products
by
our
youngest
entrepreneurs.
Now
a
regular
part
of
our
Seasonal
Market
offerings,
this
area
delights
customers
and
supports
the
smallest
of
small
business
owners.
Summer brought the beloved Downtown Alameda Art & Wine Faire , which celebrated its 38th year with resounding
success.
The
growth
and
popularity
of
the
Authentically,
Alameda
area,
with
its
strong
local
focus,
continues
to
expand
in
vision
and
popularity.
Alongside
this
signature
event,
Downtown
Alameda
hosted
four
popular
Alameda
Strolls
:
Whiskey
Stroll,
Rock
&
Roll
Beer
Stroll,
Rum
Stroll,
and
the
free,
family-friendly
Hot
Cocoa
Stroll,
each
warmly
embraced
by
the
community.
The Winter Market , quickly becoming a cherished tradition, offered a festive kickoff to the holiday season, blending
sparkle
and
fun.
As
dusk
fell,
the
twinkle
of
lights
created
a
magical
atmosphere
for
attendees
of
the
Hot
Cocoa
Stroll,
perfectly
complementing
the
City’s
Holiday
Lighting
ceremony.
This
Seasonal
Market
also
helped
to
kick-start
the
holiday
season,
reminding
and
encouraging
visitors
to
shop
and
support
their
local
businesses.
These events are made possible through the invaluable support of individual and local volunteer groups. By using
our
platform,
and
tapping
into
the
generosity
of
our
community,
we
generated
over
$12,100
in
cash
and
in-kind
donations,
benefiting
20 impactful,
local
organizations.
With more than 12,000 followers on Instagram, we continue to deepen our connection with the community through
intentional
and
engaging
social
media
outreach.
Social
media
has
become
a
vital
channel
for
sharing
timely
information,
highlighting
local
businesses,
and
reaching
audiences
beyond
our
immediate
business
network.
By
expanding
our
presence
and
encouraging
meaningful
interaction,
we’ve
created
a
platform
that
fosters
authentic
connections
with
our
neighbors.
Featuring
personal
stories
and
insights
from
local
businesses
allows
us
to
deliver
content
that
is
informative,
uplifting,
and
engaging,
while
amplifying
member
businesses
and
encouraging
reciprocal
support.
This
approach
has
proven
effective,
with
followers
growing
by
17%
and
followers
increasing
by
18%
since
January
2025
.
In the spirit of fostering broader partnerships, we continued to collaborate with the City of Alameda, West Alameda
Business
Association
and
businesses
across
Alameda
on
coordinated,
citywide
promotional
efforts.
While
I
Am
Local
remains
part
of
this
work,
our
focus
expanded
to
include
highly
successful
initiatives
such
as
Alameda
Restaurant
Week
,
which
spotlighted
the
city’s
diverse
dining
scene
in
March.
The
launch
of
the
promotional
campaign,
12 Days
of
Alameda
,
kicked
off
on
Small
Business
Saturday
and
energized
holiday
shopping
across
multiple
neighborhoods.
Building
on
this
momentum,
the
Celebrate
Alameda
campaign
carried
these
efforts
through
the
end
of
the
year,
encouraging
residents
and
visitors
to
shop,
dine,
and
explore
locally.
Together,
these
campaigns
strengthened
city-wide
collaboration,
increased
visibility
for
small
businesses,
and
reinforced
the
importance
of
supporting
Alameda’s
local
economy
year-round.
With the Alameda Avenue parklet serving as a central gathering point, the popular al fresco dining and community
space
on
Alameda
Avenue
has
become
a
hub
for
activation
and
connection.
The
space
now
3 regularly hosts live music, pop-up markets, and other community-focused events, creating consistent opportunities
for
engagement.
The
launch
of
Thursdays
@
The
Avenue
established
a
weekly
rhythm,
bringing
together
local
makers
and
musicians
who
activate
the
area
and
draw
repeat
visitors.
To
further
enhance
the
experience,
neighboring
businesses
contribute
games
and
interactive
elements,
adding
to
the
energy
and
making
the
space
more
vibrant,
welcoming,
and
family-friendly.
The recent Park Street restriping project allowed us to collaborate closely with the City’s Transportation team to
accommodate
a
bike
lane
and
adapt
to
evolving
parking
needs.
Building
on
these
improvements,
the
district
now
benefits
from
new
parking
kiosks,
app-based
payment
options,
and
enhanced
enforcement
of
parking
regulations,
making
parking
more
convenient
and
accessible
for
visitors.
Strategic
updates—including
designated
handicap
spaces,
loading
zones,
and
short-term
15-minute
spots
for
quick
trips
—help
improve
circulation
and
support
local
businesses,
though
food
app
pickups
continue
to
present
ongoing
challenges.
Together,
these
upgrades
enhance
the
overall
visitor
experience,
improve
safety,
and
help
maintain
a
vibrant,
thriving
commercial
corridor.
Another critical initiative is addressing vacant storefronts in the district. Led by the City of Alameda’s Economic
Development
team,
significant
progress
has
been
made
through
the
Market
Study
&
Vacant
Storefront
Strategy
,
which
began
with
a
comprehensive
analysis
of
vacancies
and
the
development
of
targeted
strategies
to
address
challenges.
Working
closely
with
business
districts,
staff
identified
priority
properties
and
used
data
to
guide
outreach
and
next
steps.
The program continues to advance with proactive engagement to understand obstacles and provide resources to
property
owners.
Enhancements
to
the
Façade
Grant
Program
now
enable
improvements
that
make
properties
more
marketable
to
potential
tenants.
The
window
cling
program
further
increases
visibility
by
inviting
passersby
to
imagine
a
filled
storefront
while
providing
contact
information
for
leasing
inquiries.
Paired with a partnership with the Small Business Development Center (SBDC) , which offers advising and workshops
to
help
businesses
start,
grow,
and
thrive,
these
initiatives
are
already
strengthening
the
district’s
economic
vitality.
Together,
they
have
the
potential
to
transform
the
landscape
of
Alameda’s
business
corridors
in
meaningful
and
lasting
ways.
Guided by the direction of our Board and membership, we continue to advance key advocacy priorities critical to
the
success
of
our
business
community.
From
supporting
new
businesses
as
they
prepare
to
open
to
addressing
complex
issues
such
as
crime,
code
compliance,
homelessness,
parking,
and
graffiti,
we
work
to
represent
the
needs
of
our
members
and
strengthen
the
downtown
business
environment.
Through
close
collaboration
with
the
City
and
fellow
business
organizations,
we
have
helped
advance
solutions
that
support
a
safe,
welcoming,
and
resilient
district.
These partnerships remain a cornerstone of our work as we prepare for emerging challenges, including the upcoming
Oakland–Alameda
Access
Project
.
By
working
together,
we
are
developing
proactive
strategies
to
identify
and
mitigate
potential
impacts
on
our
business
community,
ensuring
issues
are
addressed
early
and
effectively.
We are excited to embrace our shared vision and goals for maintaining and expanding a thriving business district.
Together,
we
can
shape
a
stronger,
more
connected
community
that
supports
both
our
local
businesses
and
the
residents
they
serve.
4 FINANCIAL HEALTH: With the unprecedented success of the Art & Wine Faire for the last two years, we enter the new fiscal year with
adequate
funds
to
continue
rebuilding
our
reserves
to
meet
our
policy
goals.
The
success
of
fundraising
events
has
enabled
us
to
continue
that
crucial
rebuilding
process.
We
will
continue
to
closely
monitor
our
budget
and
will
review
and
adjust
quarterly.
We propose working with the Finance Department to ensure all businesses in the District are current with their
business
license
obligations.
The Downtown Association continues a regular review of our monthly financial reporting (QuickBooks) by outside
accounting
management.
We
also
have
increased
oversight
by
our
Treasurer
of
the
banking,
financial
planning,
and
financial
obligations
of
the
Downtown
Association.
LEADERSHIP: The focus of the Downtown Alameda Business Association looks beyond the support, safety and advocacy for the
businesses
and
their
staff
who
comprise
our
district.
We
strive
to
make
Alameda,
especially
the
Downtown,
a
vibrant
community
which
embraces
diverse
offerings
of
services,
shopping,
entertainment
and
dining
experiences.
To
foster
a
district
where
arts
and
leisure
are
promoted,
enjoyed
and
appreciated.
We
do
this
while
keeping
our
community
safe
and
eager
to
explore
our
locally
owned
shops
and
restaurants.
Leading
this
effort
is
Executive
Director,
Kathy
Weber
.
Our Board leadership is demonstrated by significant involvement of all Board members and Officers.
We continue our leadership plan using the positions of President-Elect, President and Past President, as well as
Treasurer
and
Secretary
to
have
an
effective
Executive
Committee
which
provides
continuity
while
inviting
new
ideas
and
approaches.
Our
Officers
hold
office
on
a
calendar
year
basis,
making
an
effective
bridge
through
our
fiscal
year
planning.
We
have
been
provided
with
the
strong
leadership
of
Ron
Mooney
and
Sadiya
Kazi-Koya
over
the
past
year,
and
now
Tony
Yu
leads
as
our
President
and
Shannon
Marsden
joining
as
President-Elect.
CONCLUSION: The Downtown Alameda Business Association thanks the Alameda City Council , City Manager, Base Reuse and
Economic
Development
Department, Alameda Police, Alameda Fire, Public Works, Planning, Building And Transportation,
Housing and Human Services and Finance Departments for their support of the business community.
The
work
that
we
have
accomplished
would
not
have
been
possible
without
the
dedication
of
the
City
of
Alameda’s
leadership
and
staff.
From the activation of the Vacant Storefront Strategy initiative & Market Study , Commercial Streets Program,
public
safety
and
the
expansion
of
I
Am
Local
,
shop
&
support
local
campaigns,
their
focus
on
the
preservation
and
support
of
our
business
community
has
been
clear
and
unwavering.
The
joint
collaboration
with
the
City
and
business
community
illustrates
that
the
BIA
is
a
valuable
tool
in
our
continuing
efforts
to
support
Downtown
Alameda
and
sustain
&
grow
our
Historic
District.
5 Strategic Plan: Vision & Priorities
In 2025, we refined the Strategic Plan. This updated roadmap aligns our vision, values, and priorities, incorporating
membership
goals
to
guide
our
Board
and
Committees
in
setting
clear
priorities,
optimizing
resources,
and
uniting
stakeholders
toward
shared
objectives.
Strengthen Membership Provide value in membership by offering business training, workshops and access to resources in areas of interest.
Encourage
members
to
fully
participate
in
activities,
cross
promotion
and
collaboration
by
reducing
barriers
and
seeking
feedback.
Ensure
the
Association
Board
is
strong
and
healthy.
Enhance Downtown Champion initiatives to enhance and improve Physical Amenities and the Business Climate. Create a comprehensive,
prioritized
plan
for
improving
cleanliness
and
stewarding
resources.
Make
the
arts
a
prominent
feature
and
highlight
year-round
decor
throughout
the
district.
Implement
strategies
from
the
Market
Study
and
Vacant
Storefront
Strategy
to
further
strengthen
and
revitalize
the
business
environment.
Promote Downtown Promote the district in a way that serves our members, the Association, and the citizens of Alameda.
Generate
awareness
of,
and
excitement
about,
Downtown
Alameda
and
its
businesses.
Collaborate
with
stakeholders
to
cross
promote,
amplify
and
boost
respective
awareness.
Anticipate Trends Respond to market trends as our customer base, and the nature of commerce itself, shifts and evolves. Share best
practices,
innovative
models,
and
relevant
economic
data
with
membership.
With this roadmap in place, our Board and Committees are well-positioned to set clear priorities, allocate resources
strategically,
and
ensure
all
stakeholders
align
with
shared
goals.
This
unified
approach
fosters
collaboration
and
focus,
driving
meaningful
progress
toward
a
vibrant
future
for
our
district.
As we implement our 2025 Strategic Plan, we remain committed to building on past successes, reflecting on lessons
learned,
celebrating
achievements
and
incorporating
the
diverse
goals
of
our
membership.
These
milestones
will
guide
our
actions
and
serve
as
benchmarks
for
progress,
ensuring
we
create
a
thriving,
dynamic
district
that
meets
the
evolving
needs
of
our
community.
6 2025 Achievements
Strengthen Membership
● Welcomed 30 new businesses to Downtown Alameda, including several existing businesses that relocated
to
new
locations
while
remaining
within
the
district.
● Hosted and promoted conversations with City leadership, APD Chief Joshi & APD Officers to discuss Downtown
public
safety
concerns.
● Worked with City staff, outreach resources, and APD to assist with complex homeless and mental health
issues.
Provided
resources
and
guidance
for
accessing
services,
filing
letters
of
no
trespass,
encouraged
reporting
of
violations,
stressed
the
importance
of
pressing
charges
and
writing
victim
impact
statements
for
the
court.
● Maintained and expanded a web listing of available properties in the downtown district. Worked closely
with
the
Vacant
Storefront
Strategy
Program
to
identify
issues
and
advance
the
initiative.
● Provided ongoing resources for ADA Compliance.
Enhance Downtown Amenities ● Continued maintenance and programming of the al fresco dining area on Alameda Avenue. ● Focused on the removal of temporary signage, plywood, and graffiti. Targeted specific buildings and areas
for
review.
Met
with
tenants,
property
owners
and
brokers
to
inform
them
of
resources
available
and
potential
code
violations
that
resulted
in
remediation
of
multiple
areas.
● Worked to expand the Façade Grant Program to include landlord support of vacant properties and include
safety
and
security
improvements.
● Worked with the City to establish a system of reporting maintenance needs, monitoring cleaning and requesting
contract
management
&
oversight.
Working
to
establish
an
ongoing
schedule
of
power
washing
sidewalks
in
the
entire
district
utilizing
L&L
funds.
● Initiated a program to repaint streetlamp poles throughout the district. ● Identified and added two additional locations for 3-stream containers and refreshed the graphics on all
3-stream
stations.
● Installed a total of thirty-one new lighted decorations for Holiday 2025. Created two designs and ordered
new
flags
for
display
from
January-May
and
July-October
2025.
Expanded
the
installation
area
for
holiday
flags
to
include
all
of
Park
Street,
plus
Central
Avenue
&
Santa
Clara
Avenue.
● Participated on the interview team to review janitorial service provider candidates. Welcomed the new
district
janitorial
service
provider,
Aim
to
Please.
7 2025 Achievements (continued)
Promote Downtown ● Continued, steady growth on Instagram. Increased Instagram followers by 17% and Facebook by 18% since
January
of
2025
● Expanded email communications to promote downtown businesses and activities and increased subscribers
by
48%
in
2025.
● Developed and expanded relationships and collaborated with local and regional influencers to promote
and
attend
events.
● Increased exposure and amplified messaging for downtown businesses on social media by reposting when
they
use
#downtownalameda
and
@downtownalameda
.
● Collaborated with the City to promote retail and restaurant promotions including Alameda Restaurant Week
,
the
expansion
of
the
successful
I
am
Local
campaign
and
the
highly
successful
12 Days
of
Alameda
and
Celebrate
Alameda
promotions.
● Partnership and support of local nonprofit organizations totaled $12,100. Increased opportunities has created
a
robust
list
of
volunteers
composed
of
individuals,
businesses
and
organizations.
The
volunteer
program
has
enabled
us
to
continue
to
engage
returning
volunteers
and
encouraged
recruitment
of
friends/associates
to
expand
our
roster.
● The 38th Art & Wine Faire was eagerly attended. The event also included an expanded Authentically, Alameda
area
focused
on
local
vendors,
purveyors
and
entertainment.
● The Seasonal Market events, Spring & Winter, hosted in a smaller footprint for a street closure event, have
been
well
received
and
showcase
seasonal
sips,
local
vendors,
purveyors
and
entertainment
with
the
historic
Alameda
Theatre
marquee
as
the
inviting
backdrop.
This
year
we
added
the
Children’s
Business
Fair
to
the
line-up,
providing
an
adorable
addition
of
smallest
business
owners.
● Hosted Four Alameda Strolls: Whiskey Stroll, Rock & Roll Beer Stroll, Rum Stroll, Hot Cocoa Stroll. ● Downtown Alameda continued as one of the lead organizers involved in the planning and production of
the
expanded
3rd
Annual
Pride
In
The
Park
events
at
Chochenyo
Park.
The
Pride
Block
Party
at
Alameda
Avenue
is
a
welcoming,
family-friendly
and
enjoyable
component
of
the
weekend-long
slate
of
activities
in
the
district.
Staff & Board Involvement ● Board members continue to provide valuable input for City-led programs and Economic Development projects.
● Staff actively participates in monthly I Am Local meetings, CARES Team meetings, Business District Homeless
Outreach
meetings,
and
Oakland
Alameda
Access
Project
meetings
to
stay
engaged
and
address
key
community
and
business
district
priorities.
● Staff and Board continue to collaborate and have regular communications with City staff and local business
organizations
including:
West
Alameda
Business
Association,
Alameda
Chamber
&
Economic
Alliance
and
CASA.
8 Work Plan 2026/2027
As our staff and the Board leadership continue to implement the Strategic Plan as outlined, our Work Plan identifies
and
creates
a
clear
path
to
prioritize
those
goals
and
objectives.
In
addition
to
the
committee
objectives
listed
below,
Downtown
Alameda
will
continue
to
work
closely
with
the
West
Alameda
Business
Association
to
identify
and
address
issues
of
importance
to
our
stakeholders
and
our
small
business
community.
OUTREACH
COMMITTEE:
Develops and maintains relationships with stakeholders and important entities including local businesses, property
owners,
City
staff,
and
various
government
agencies.
2026/2027 Objectives:
1. Address vacancies. Work with the City on marketing business opportunities. Improve aesthetics of vacant
storefronts.
a. Identify types of businesses that would be desired. Work with the City to implement the Vacant
Storefront
Strategy
initiative
&
Market
Study
.
Support
brokers
to
recruit
prospects
and
continue
to
market
Properties
Available
on
the
website.
b. Install and evaluate window clings, connect with property owners. c. Work with City Staff on adjusting the uses allowed in the Zoning Ordinance for the District. 2. Focus on the prevention and removal of graffiti. a. Educate businesses & property owners on mitigation strategies. b. Work with City officials to continue code compliance/enforcement and look for opportunities to
streamline
the
process
to
report,
inform
and
comply.
3. Support continuation and expansion of the Facade Grant program. 4. Work with City Staff, Outreach resources, and APD to assist with the unhoused, and those experiencing
mental
health
emergencies.
a. Provide resources to business and property owners to address concerns on public & private property.
5. Complete a comprehensive district inventory. a. Conduct door-to-door outreach to update business contact information and website listings. b. Survey business owners to better understand their needs, identify preferred communication methods.
c. Evaluate and improve the effectiveness and value of DABA networking events, including Business
Mixers.
6. Work on keeping the Alameda Avenue area viable for everyone. a. Continue activation of Alameda Avenue, improve amenities and expand activities to include vendor
opportunities,
initiate
a
pop-up
incubator
program
and
regularly
scheduled
entertainment.
9 Work Plan 2026/2027 CLEAN, GREEN & SAFE COMMITTEE: Plans and executes key programs that are vital to the Downtown Association including managing the L&L Assessment
and
operational
functions
for
street
maintenance,
event
execution,
and
volunteers.
2026/2027 Objectives: 1. Support fundraising opportunities for the Association. 2. Work with the Marketing Committee to continue the expansion and installation of the Holiday Decor &
Lighting
Program.
3. Continuation of the Banner and Flag program to install custom banners and flags and replace brackets &
poles
as
needed.
4. Expand the use and activation of Alameda Avenue. a. Continue activation of Alameda Avenue, improve amenities and expand activities to include vendor
opportunities,
initiate
a
pop-up
incubator
program
and
regularly
scheduled
entertainment.
b. Maintain the tidiness of the area. c. Explore trash bin consolidation solutions. 5. Strengthen a volunteer program to support downtown activities and member involvement. 6. Continue advocacy for long-term opportunities for the Commercial Streets and the Parklet Program. 7. Work with the City to install wayfinding and directional parking signage.
8. Continue ongoing systems for monitoring cleaning and reporting needs. 10 Work Plan 2026/2027 MARKETING COMMITTEE: Develops the Downtown Association’s long-term marketing plan, creating a consistent brand and key messaging
strategy
to
bring
visitors
to
the
downtown;
plans
and
implements
public
events.
2026/2027 Objectives: 1. Continue to refine annual events: Art & Wine Faire, Seasonal Markets (Spring & Winter) and Alameda Strolls
(Whiskey,
Beer,
Tequila
&
Mezcal,
and
Hot
Cocoa).
2. Expand merchant-focused promotions to create year-round energy, engagement, and excitement throughout
the
district.
3. Celebrate and recognize cultural observances that reflect and honor the richness of our community’s diversity
and
create
a
welcoming
district
for
all.
4. Create revenue-generating activation on Alameda Avenue. Improve amenities and expand activities to include
vendor
opportunities,
initiate
a
pop-up
incubator
program
and
regularly
scheduled
entertainment.
5. Collaborate with the City on planning and promoting Alameda Restaurant Wee k , I am Local and ongoing,
promotional
campaigns
that
support
and
bring
focus
to
local
businesses
year
round.
6. Continue promotion of the district and its businesses through consistent social media messaging and relevant
advertising
&
promotional
opportunities.
7. Work with businesses to collaborate in ways that are beneficial and include their plans in upcoming district
events
and
promotions.
8. Support and promote community events and initiatives—such as Granny Con—that are organized by partner
organizations
and
hosted
in
Downtown
Alameda.
9. Work with the Clean, Green & Safe Committee to continue the expansion and installation of the Holiday
Decor
&
Lighting
Program.
10. Strengthen communication to the public to generate excitement about Downtown Alameda. 11. Enhance communication to the membership via email, online opportunities, Monthly Mixers and personal
visits.
12. Work with select nonprofit organizations to support local organizations and engage the community.
11 2026 Board of Directors
Officers President - Tony Yu Pampered Pup
President-Elect - Shannon Marsden, Julie’s Coffee and Tea Garden Past President - Ron Mooney, Daisy's
Treasurer - Steve Busse, Park Centre Animal Hospital Secretary - Sadiya Kazi-Koya, Swings and Wings
Directors At Large
William Allen, Fowl & Fare
Naomi Berghoef , Mommy’s Trading Post
Aaron Kraw, Park Social
Andrew Slakey, Visiting Angels
Committee Chairs
Marketing - Shannon Marsden, Julie’s Coffee & Tea Garden Outreach -
Clean, Green & Safe -
12 2026-2027 DABA Budget
BUDGET Item Board Approved 1/29/2026 INCOME: 2026-2027 Unrestricted Misc. Income (Associate Members, Muni Lot, other misc) $8,000 Grant income (City ... ) $30,000 Stroll Events (3 events ) {Net!} $31,500 Seasonal Markets / Alameda Ave {Net!} $15,000 Art & Wine Faire $123,000 Unrestricted Funds Sub Total $207,500 Restricted BIA Payments $120,000 Special Event Grants (AWF/WM/SM) $23,000 Restricted Income Sub Total $143,000 Funds to Use Grand Total $350,500 EXPENSES: Unrestricted Executive Director Salary (Combine w/ Memb Coor.) 89,000 Employer Taxes & WC 10,680 Meetings/Trainings (Outreach / Marketing) 2,000 Outside Services & Office Exp 2,000 Alameda Avenue Operations 25,000 Administrative Support 23,000 Event / Marketing Coordinators Wages (includes tax, wc w/ Member Serv 2/3 Total) 48,000 Debt Payment (SBA loan) $7,692 Special Event Grants (AWF/WM/SM) Expenses $23,000 Sub Total $230,372 Restricted (BIA paid) Utilities $2,500 Member Meetings & Awards (Membership Program) $1,000 Exec Dir. wages (Membership allocation) $31,000 Employer Taxes & Workers Comp (Restricted) $3,700 Marketing Program. (Promotion ) $10,000 Accounting / Tax Prep $8,000 Postage/Printing $1,000 Supplies $628 Marketing Consultant/Internet Media $18,000 Liability/D&O Insurance $4,000 Office Rent $31,800 Other Office Costs $1,000 Website - Maint. & Email & online programs $2,500 Board Authorized Reserve (~ 5%) $5,000 Sub Total * 120,128 Total Income less Total Expense $ -
13