Listing of Supplemental Documents for 2025 BID Renewal Reporting Requirements:
1. Existing Board Policies
2. Board members as of September 2024
3. Strategic Plan Framework for 2022 to 2026
4. List of Sponsors
5. Detailed line-item budget
1 RDP Board Policies
NON-DISCRIMINATION POLICY
Preamble:
The Riverside Downtown Partnership (RDP) affirms that it does not condone discrimination or harassment directed toward any person or group within its community – volunteers, Board Members, staff, employees, or others associated with the RDP. Every individual in the RDP community ought to refrain from actions, conduct, or comments that are discriminatory or may reasonably be perceived as discriminatory or har assing.
All members of the RDP community are responsible for the maintenance of a social environment in which people are free to work and volunteer without fear of discrimination. The RDP acknowledges its obligation to safeguard and enhance the dignity of every member within its community.
Policy:
The RDP prohibits discrimination in all of its programs, activities, and employment on the basis of race, color, national origin, gender, religion, age, physical, or mental disability, sexual orientation, marital or family status, or other arbitrary factors. The RDP endeavors to create a safe and productive work and volunteer environment that excludes actions or comments that may intimidate, demean, or undermine the security or self -esteem of others. RDP is an equal opportunity employer.
Process:
To report complaints of perceived discrimination on any of the above bases, or any other perceived discriminatory conduct, write to the Executive Director of the RDP at #100, 3666 University Ave., Riverside, CA, 92501. Written complaints received by the Executive Director will be referred to the Executive Committee who will form a sub - committee for the purposes of investigating the complaint. Complaints not received in writing will not be followed up on. The sub -committee shall consist of 3 or more RDP Board members who may or may not be Executive Committee members, and others as appropriate, for investigation into the alleged discrimination. Alternatively, an independent consultant or other appropriate person(s) may be engaged to conduct the investigation. The investigation shall include, where practicable, an interview with the complainant.
Results of any investigation shall be reported to the Executive Committee for determination, action, and resolution, as appropriate.
All reports of alleged discrimination will be kept in confidence, except with respect to all disclosures to law enforcement agencies required by any local, county, state or federal ordinance, regulation, rule or statute, and except as laid out above.
Written complaints received shall be kept on file at the offices of the RDP for the period of five (5) years after the complaint is received, or for the time required by law. Except as required by law, no records maintained by the RDP will be released without the written consent of the complainant and the alleged actor.
2 ENDORSEMENT POLICY
The Riverside Downtown Partnership advocates for Downtown Riverside, and in particular, for those projects that will enable Downtown to realize its full potential.
As part of its advocacy role, the Riverside Downtown Partnership may periodically endorse a project or a proposed development, and as part of that endorsement, may provide verbal and written support. This support may take the form of letters or of public statements of endorsement.
The Riverside Downtown Partnership has the following objectives for downtown development:
Compliance with the Downtown Specific Plan
Effective and efficient land use
Broad mix of economic activities
High density of activity
Contribution to the economic strength of downtown
Benefits to the existing tax base
Creation of an urban streetscape
Elimination of urban blight
Accessible parking
Art in public places
Projects or proposed developments being considered for endorsement will be assessed on the degree to which they achieve one or more of these objectives.
In determining if a project or proposed development contains desired components, the Riverside Downtown Partnership may also consider the following additional objectives:
Inclusion of a residential component
Contribution to diversity of experience and culture
Promotion of a safe, healthy and clean environment
Extension of hours and days of downtown activity
It is recognized that due to the representative nature of the Board of Directors of the Riverside Downtown Partnership, there may be instances in which a member of the Board of Directors is directly involved in a project or proposed development that is seeking endorsement. Such direct involvement of a Board member will not preclude endorsement by the Riverside Downtown Partnership. However, the Board member must declare the potential conflict of interest to the Chair and to the Board of Directors.
The Board member may participate in any committee or Board discussions pertaining to the endorse ment of the particular project or proposed development but must abstain from any vote regarding endorsement.
As of September 2024
Executive Committee:
Chair: Shalini Lockard, Leg. & Prof. Mgt
Vice Chair: Andrew Walcker, Overland Development Corporation Treasurer: Nanci Larsen, Mission Inn Foundation
Secretary: Brian Pearcy, Law Office
Members: Lou Monville, Raincross Hospitality Corporation Philip Makhoul, Diamond National Realty
Randall Hord, Raymond James Financial Services
Past Chair Shelby Loomis, SS Loomis, LLC
Directors:
Amy Hoyt Best Best & Krieger
Bryan Crawford Riverside Police Department
Cherie Crutcher Riverside Community Hospital
Chuck Beaty Individual / downtown resident
Claire Oliveros Riverside City College
Collette Lee Windermere Tower Realty
Denise Hamet City of Riverside, Econ Develop
Jean Eiselein DANA
Jeff Greene / Lynn Anderson County of Riverside, District 1 Jennifer Gamble Windermere Tower Realty
Jesse De La Cruz Tilden-Coil Constructors
Joe Ramos Miracles and Dreams Foundation
Joseph Guzzetta Parkfront Properties
Justin Tracy PIP Printing
Mercedes Serrano Riverside Food Lab
Rachael Dzikonski Riverside Arts Council
Robert Nagle RJN Investigations
Ron Loveridge UCR, Faculty
Samuel Precie RUSD
Sorrelle Williams Toni Moore/How She Wore It
Stan Morrison Morrison Consulting
Terry Walling Walling Building
Ex-Officio:
Riverside City Council Philip Falcone, Ward One
Clarissa Cervantes, Ward Two
Mayor’s Office Zoe Ridgway
Arlington Business Partnership Oz Puerta / Board member
Director Emeritus Bill Gardner
March 1, 2024 to February 29, 2026
Slate of Board of Directors
1 _____________________________________________________________________________ RDP Strategic Plan Framework for 2022 to 2026 approved by Board July 13, 2022
Strategic Plan Framework for 2022 to 2026
Background
The Riverside Downtown Partnership (RDP) is a non-profit organization that was formed in 1981 by a group of downtown business owners and stakeholders. RDP was charged with the responsibility for the Riverside Downtown Parking and Business Improvement Area (Downtown BID) when it was created in 1986. At the time the Downtown BID was established, RDP determined six areas on which to focus its efforts. These areas were parking, beautification, public events, music in public places, promotion of business activities, and security.
In 2007, RDP adopted a vision, mission, and five broad goals for the organization and developed its first strategic plan for 2008 to 2010. The vision and mission were reaffirmed in the strategic plan for 2011 to 2013 but the goals were refined to three that were considered more actionable.
The strategic plan adopted for 2014 to 2016 was the last comprehensive one prepared and used the same vision, mission, and goals as before.
In late 2019, RDP acknowledged the need for a new strategic plan that would reflect the changes in downtown Riverside. It was decided to begin planning in March 2020 coincident with the new Board of Directors. However that was derailed by the onset of the pandemic and the shutdown of many activities to stop the spread of COVID -19. The continuation of the pandemic through 2020 and 2021 further delayed strategic planning as RDP’s activities shifted to reflect and respond to the COVID-19 pandemic.
By the latter part of 2021, it was clear that the downtown environment had changed and RDP’s priorities needed to reflect those changes. RDP conducted several surveys during 2021 and held a downtown forum in November 2021 to get in- person responses and concerns from downtown businesses and constituents about issues and priorities. Some initial findings included RDP increasing its advocacy efforts and outreach to businesses, as well as adding new programs such as ‘clean and safe’ efforts. RDP engaged the services of a consultant in January 2022 and strategic planning efforts began.
Process
RDP engaged Matt Lehrman of Social Prosperity Partners as the consultant for its strategic planning. The intent was to focus on what RDP’s purpose should be in the future, considering the changes in downtown and the post-pandemic environment.
Accordingly, t he strategic planning process was developed to enable RDP to consider the fundamental question of “Who are our stakeholders and how shall we work to advance their interests?”
To answer that question, RDP ’s Executive Committee, Board of Directors, and Staff needed to determine:
2 _____________________________________________________________________________ RDP Strategic Plan Framework for 2022 to 2026 approved by Board July 13, 2022 • What is our VISION – i.e., what is RDP’s greatest aspiration? • What is our MISSION – i.e., what is RDP’s clear, crucial & compelling purpose? • What are our organizational VALUES – i.e., what organizational culture is expected to permeate RDP’s relationships at every level?
• What are ou r organizational GOALS – i.e., what high- level objectives does the Board expect RDP to achieve over time?
To determine the answers to those questions, a number of focus groups and interviews were held by the consultant with various stakeholders during February and March. The questions asked and responses were as follows:
What are some specific things that Riverside Downtown Partnership (RDP) does right now that you consider highly valuable or very important?
Valuable and important functions that were identified included advocating for businesses, keeping businesses informed, representing business interests, and providing services to businesses such as security patrols.
What immediate priorities or challenges must be addressed before RDP can turn its attention to long-term opportunities?
Key priorities and challenges that RDP needs to address included helping businesses recover from the pandemic effects, addressing security concerns including those related to homeless, making it easier for businesses to work with the city, advocating for improvements in parking supply and operation, and improving the appearance of downtown.
What is the ideal role of RDP?
RDP’s ideal role is seen as a voice of diverse downtown interests, an open forum that brings people together , and a forum that brings people together to educate, share concerns and increase attention to shared challenges.
How well does “Our mission is to cultivate, preserve, and promote a healthy, safe, and prosperous Downtown” fit your expectations of RDP?
Most of those responding felt the current mission statement did not match the expectations of RDP.
Since strategic planning is about the long- term future (5-10+ years), what goals or projects or anything should RDP prioritize as a long-term goal and start working on today? Responses were varied but included security and homeless, parking, advocating for businesses interests, connecting downtown to the broader region, extending activities and efforts beyond the downtown core, attract more visitors to downtown, and helping businesses expand their customer base.
The Executive Committee held a retreat on April 26 th to discuss the findings and formulate an initial framework for the strategic plan with the assistance of the consultant . Materials prepared included examples from other cities and the responses from the focus groups and interviews. The initial framework was then refined by the Executive Committee at their May 31st meeting to move forward with preparation of the first draft of the Strategic Plan for 2022 to 2026.
The Strategic Plan Framework will be continually reviewed and refined to reflect progress and necessary adjustments in response to emerging needs and environmental factors. 3 _____________________________________________________________________________ RDP Strategic Plan Framework for 2022 to 2026 approved by Board July 13, 2022 Vision Statement
The previous vision statement read “ Downtown Riverside is the regional destination for businesses and service industries. With employment opportunities and attractive locations for growth, downtown Riverside is recognized for the quality of its cultural life, concentration of arts, educational programs, and urban living opportunities”.
The consensus was the vision should be aspirational and concise. Accordingly, the new vision statement is “Downtown Riverside is a welcoming and exciting destination to work, live, and play while celebrating heritage and inspiring business innovation and success”.
Mission Statement
The previous mission statement read “Riverside Downtown Partnership will promote, represent, and manage an environment to support downtown Riverside as a regional destination for economic, arts, cultural and residential uses”.
We were told that our mission statement should reflect our expectations. Accordingly, the new mission statement is “Riverside Downtown Partnership’s mission is to foster a vibrant, safe, and successful business and cultural community in downtown Riverside by celebrating our past and defining our future”.
Values
Previously, RDP did not espouse specific values. The consultant pointed out that values were essential in defining and developing RDP’s organizational culture. The Executive Committee spent time reviewing the responses from stakeholders and discussing key words and phrases to encapsulate RDP’s value.
The values and descriptive phrases that were agreed upon are:
• Welcoming – We embrace those within our community and those who visit. • Advocacy – We are a champion for our community’s needs and priorities. • Responsive – We are supportive, helpful and add value to our members. • Connected – We encourage dialogue, and cooperation within our community. • Proactive – We continually seek ways to support and enhance our community.
Objectives / Goals
RDP’s previous goals were broad and in retrospect, did not address the needs of its stakeholders.
• Promote downtown Riverside as a destination for residents and regional visitors. • Develop and enhance RDP’s influence and activities with downtown stakeholders.
• Promote Riverside as a regional center for private sector commercial and residential development.
4 _____________________________________________________________________________ RDP Strategic Plan Framework for 2022 to 2026 approved by Board July 13, 2022 Again, the Executive Committee spent time reviewing the responses from stakeholders and discussing what RDP could do to serve its stakeholders, and how the goals could be phrased to lead to specific actions.
After due consideration, the goals for RDP are:
• To serve as the essential liaison between downtown businesses and local government representing our members’ interests.
• To create an effective partnership with local government that advances downtown business priorities.
• To expand our services and value for our members.
Achieving RDP’s Stated Goals
RDP has several challenges in achieving the stated goals, including organizational challenges such as limited funding and reduced staff. Staff w ill be looking at ways to increase funding, through eligibility for grants as an example, and to leverage capacity through partnerships. A plan for both will be developed and presented to the Board.
Achieving the goals will also require a greater degree of board commitment and engagement of the business community in particular. One way of engaging the business community is to involve them directly in the organization through the Board and committees. In the case of the Board, this will mean reviewing Board composition and adopting term limits so that new members can be cycled on and others cycled off . Staff will bring a proposed change to the Board for consideration.
In the following section, the actions to move forward on the goals over the next few years, specifically to the end of 2023 are listed. It should be noted that these actions could be adjusted should the study regarding the feasibility of a Property -based Business Improvement District indicate establishment should proceed.
To serve as the essential liaison between downtown businesses and local government representing our members’ interests.
• Identify key individuals in the local governments, including City, County, and State, and initiate meetings to introduce RDP and its role and goals. • Monitor both City Council and County Board of Supervisors agendas for items of importance to RDP and downtown businesses, and submit comments and / or attend and speak as needed.
• Establish a Governmental Affairs committee with representatives from the Board and the business community to determine the priorities and issues to discuss with local governments.
• Establish a forum through which businesses can advise of their concerns and issues with local governments, and request assistance if needed.
5 _____________________________________________________________________________ RDP Strategic Plan Framework for 2022 to 2026 approved by Board July 13, 2022 To create an effective partnership with local government that advances downtown business priorities.
• Governmental Affairs committee will take the lead on this goal with the Executive committee overseeing its work and staff providing coordination.
To expand our services and value for our members.
• Set-up quarterly ‘town hall’ meetings for businesses to hear information, voice concerns, and network with each other.
• Implement changes to both the Security committee and Land Use committee to make them more relatable to businesses, increase attendance, and improve effectiveness. • Expand security efforts.
• Survey businesses more frequently for concerns and issues. • Implement a Business Visitation Program.
• Establish a Downtown Parking Committee to address concerns and make recommendations.
• Extend activities and efforts beyond the downtown core. • Help businesses expand their customer base through workshops and promotions. • Help attract more visitors to downtown.
Reporting and Measurements of Success
Metrics will be established and Staff will provide the Executive and Board with regular reports on progress and on successes as well as possible failures.
RDP Annual Meeting Sponsors for March 20, 2024
Event Sponsor – Mission Inn Hotel & Spa
Roy Hord ‘Volunteer of the Year’ Award Sponsor – Raincross Financial Partners Arts and Culture Award Sponsor - Best Best & Krieger
Business Activity Award Sponsor – MBG Lifestyle Group
Downtown Event Award – Riverside Convention and Visitors Bureau Downtown Improvement Award Sponsor – The Menagerie
Safety and Security Award Sponsor – County of Riverside District 1 and 2 Chair’s Award – SS Loomis, LLC
Friends of RDP:
RJN Investigations
PIP Printing Print My Stuff
Opportunity Drawing Donors:
A.D. Jewelry Creations
Aquarium of the Pacific
Back to the Grind
Best Best & Krieger
Castle Park
Coffee Court Bistro
Collette Lee
Creative Metal Works
Dave & Buster’s
Division 9 Gallery
Farmer Boys
GLO Mini Golf
Heroes Restaurant & Brewery
Hyatt Place Riverside
Inlandia Institute
Kathy Wright
Lake Alice Trading Company
Michael Elderman Studio
MiCultura
Mission Inn Museum
Mrs. Tiggy Winkles
Riverside Community Arts Association
Retro Taco
Riverside Arts Council
Riverside City College
Riverside Community Players
Riverside Convention Center
Riverside Rustic
T. Elliott Design Studio
The Fox Theater Foundation
Urban Dripp
Riverside Downtown Partnership - Budget For the fiscal year July 1, 2024 to June 30, 2025 INCOME EXPENSE DETAIL 2021 - 2022
Actual
2022 - 2023
Budget
2022 - 2023
Actual
2023- 2024
Budget
2023 - 2024
Actual
2024- 2025
Budget
INCOME
ADMINISTRATION
Administrative Income 259.25$ 225.00$ 448.75$ 400.00$ 806.13$ 475.00$ Interest/Dividend 2,267.21$ 2,100.00$ 1,595.78$ 6,500.00$ 9,476.86$ 8,500.00$ Other -$ -$ -$ -$ -$ Donation 375.28$ 120.00$ 114.71$ 115.00$ 226.15$ 150.00$ Total Administration 2,901.74$ 2,445.00$ 2,159.24$ 7,015.00$ 10,509.14$ 9,125.00$
MEMBERSHIP
Membership Dues 7,700.00$ 7,000.00$ 7,950.00$ 7,000.00$ 7,450.00$ 7,000.00$ Monthly Luncheons 7,035.00$ 12,150.00$ 11,297.19$ 12,960.00$ 11,350.74$ 12,150.00$ Luncheon sponsorships 500.00$ 500.00$ -$ -$ -$ -$ Annual Meeting 21,019.94$ 21,600.00$ 24,230.00$ 22,500.00$ 28,855.00$ 27,000.00$ Total Membership 36,254.94$ 41,250.00$ 43,477.19$ 42,460.00$ 47,655.74$ 46,150.00$ BID
BID-Parking 5,974.70$ 10,000.00$ 10,907.40$ 10,000.00$ 10,892.37$ 10,000.00$ BID-Beautification/Maintenance 11,949.37$ 15,000.00$ 16,361.08$ 45,000.00$ 48,938.91$ 50,000.00$ BID-Events 29,829.55$ 45,000.00$ 49,083.28$ 75,000.00$ 81,615.98$ 75,000.00$ BID-Music in Places 19,110.23$ -$ -$ -$ -$ BID-General Promotion 161,140.97$ 140,000.00$ 152,608.66$ 220,000.00$ 239,376.18$ 230,000.00$ BID-Security 211,310.80$ 225,000.00$ 245,273.87$ 120,000.00$ 130,554.88$ 125,000.00$ sub-total BID levy income 439,315.62$ 435,000.00$ 474,234.29$ 470,000.00$ 511,378.32$ 490,000.00$ Other BID income
Lot 44 lights 250.00$ 250.00$ 125.00$ -$ -$ -$ Promotion - Ads 380.00$ 700.00$ 500.00$ 600.00$ 900.00$ 500.00$ Promotion - other 180.00$ 1,000.00$ 576.00$ 750.00$ 1,750.00$ 600.00$ Promotion - FOL -$ -$ 9,000.00$ -$ -$ -$ Economic Impact Study 11,000.00$ 9,000.00$ -$ -$ Garage Security contract 81,259.20$ 80,870.40$ 81,259.20$ -$ -$ Equipment sale 4,500.00$ -$ -$ -$ -$ sub-total other BID income 86,569.20$ 82,820.40$ 102,460.20$ 10,350.00$ 2,650.00$ 1,100.00$ Total BID levy and other income 525,884.82$ 517,820.40$ 576,694.49$ 480,350.00$ 514,028.32$ 491,100.00$ TOTAL REVENUES 565,041.50$ 561,515.40$ 622,330.92$ 529,825.00$ 572,193.20$ 546,375.00$
EXPENSE
ADMINISTRATION
Audit 3,000.00$ 3,250.00$ 3,225.00$ 3,500.00$ 3,400.00$ 3,650.00$ Internet Service 445.09$ 600.00$ 441.91$ 600.00$ 513.60$ 600.00$ Telephone 5,987.70$ 9,000.00$ 10,455.48$ 14,400.00$ 3,192.48$ 7,203.52$ Letterhead -$ 300.00$ 123.09$ 500.00$ 796.05$ -$ Postage 726.83$ 825.00$ 642.94$ 825.00$ 840.26$ 800.00$ Supplies 1,796.42$ 2,500.00$ 2,328.16$ 2,500.00$ 2,470.35$ 2,250.00$ Operating 3,375.72$ 4,000.00$ 3,235.23$ 4,000.00$ 3,767.04$ 5,000.00$ Computers 774.41$ 1,000.00$ 333.97$ 1,000.00$ 287.97$ 2,000.00$ Equipment 173.56$ 400.00$ 80.46$ 200.00$ 1,090.56$ 750.00$ Equipment Maintenance 403.53$ 500.00$ 433.53$ 500.00$ 279.30$ 500.00$ Dues/Subscriptions/Licenses 807.40$ 1,750.00$ 2,093.19$ 2,000.00$ 1,426.29$ 2,000.00$ Bank fees 233.91$ 225.00$ 371.19$ 350.00$ 479.87$ 425.00$ Property & Misc. Tax -$ 30.00$ -$ 30.00$ -$ 30.00$ Rent 19,200.00$ 19,200.00$ 19,200.00$ 19,200.00$ 19,200.00$ 19,200.00$ Insurance 6,500.00$ 6,500.00$ 8,104.00$ 8,200.00$ 8,275.00$ 8,500.00$ Bad Debt write-off 80.00$ -$ -$ -$ subtotal Administration 43,424.57$ 50,080.00$ 51,148.15$ 57,805.00$ 46,018.77$ 52,908.52$ 2024 - 2025 budget approved by July 10 2024 1
Riverside Downtown Partnership - Budget For the fiscal year July 1, 2024 to June 30, 2025 INCOME EXPENSE DETAIL 2021 - 2022
Actual
2022 - 2023
Budget
2022 - 2023
Actual
2023- 2024
Budget
2023 - 2024
Actual to May
draft
2024- 2025
Budget
SALARIES AND BENEFITS
Allocated Wage 53,973.57$ 44,770.10$ 59,211.09$ 46,860.00$ 64,791.41$ 84,726.25$ Draw from balance sheet liability (2,300.00)$ (27,600.00)$ Payroll Taxes 3,058.01$ 4,051.69$ 3,459.65$ 3,584.79$ 3,813.10$ 6,837.41$ ADP Fee 604.16$ 750.00$ 707.56$ 750.00$ 621.92$ 700.00$ Workers Comp 967.74$ 1,000.00$ (631.58)$ 1,000.00$ 1,741.92$ 3,200.00$ Medical 34,967.51$ 39,144.00$ 33,611.36$ 40,278.00$ 36,746.88$ 40,500.00$ Life Insurance 1,552.80$ 1,850.00$ 1,844.40$ 1,850.00$ 1,844.40$ 1,900.00$ Dental 609.14$ 700.00$ 612.55$ 700.00$ 624.66$ 650.00$ Add'n contract staff as needed 10,000.00$
Placeholder for 3rd office staff -$
subtotal Salaries & Benefits 95,732.93$ 92,265.79$ 98,815.03$ 95,022.79$ 107,884.29$ 120,913.66$
BUSINESS
Parking 1,920.00$ 4,560.00$ 1,470.00$ 2,040.00$ 2,070.00$ 2,400.00$ Conference / Travel -$ -$ -$ -$ -$ 2,000.00$ Depreciation 1,716.96$ 1,750.00$ 1,777.11$ 1,975.00$ 820.08$ 750.00$ Bus. Develop / Mktg. 114.95$ 250.00$ 135.42$ 250.00$ 487.00$ 750.00$ Prof. Development/Seminars -$ -$ -$ -$ 10.00$ 100.00$ subtotal Business 3,751.91$ 6,560.00$ 3,382.53$ 4,265.00$ 3,387.08$ 6,000.00$
MEETINGS
Committees 54.85$ 175.00$ 154.43$ 175.00$ 224.98$ 500.00$ Directors 520.78$ 600.00$ 598.99$ 700.00$ 163.90$ 500.00$ Staff 45.13$ -$ -$ -$ 32.55$ 200.00$ subtotal Meetings 620.76$ 775.00$ 753.42$ 875.00$ 421.43$ 1,200.00$ TOTAL ADMINISTRATION 143,530.17$ 149,680.79$ 154,099.13$ 157,967.79$ 157,711.57$ 181,022.18$
MEMBERSHIP
Misc. Expenses -$ 325.00$ -$ 500.00$ 409.18$ 500.00$ Monthly luncheons 7,110.34$ 11,925.00$ 10,284.52$ 12,852.00$ 10,547.97$ 11,934.00$ Annual Meeting 17,808.31$ 20,000.00$ 20,347.13$ 22,850.00$ 24,450.60$ 27,000.00$ Allocated Wage 9,460.10$ 10,619.01$ 12,903.94$ 12,551.80$ 14,044.36$ 13,568.25$ Allocated Payroll Tax 743.25$ 961.02$ 1,025.30$ 960.21$ 1,162.37$ 1,094.96$ subtotal Membership 35,122.00$ 43,830.03$ 44,560.89$ 49,714.01$ 50,614.48$ 54,097.21$ BID
General
Strategic Plan 12,794.85$ 2,500.00$ -$ 12,500.00$ -$ 7,500.00$ Economic Impact Study 10,000.00$ 10,000.00$ 10,000.00$ 2,500.00$ Allocated Wage - General 30,415.31$ 30,186.86$ 27,466.36$ 29,269.56$ 29,764.48$ 30,006.00$ Payroll Tax - General 2,412.69$ 2,731.91$ 2,189.71$ 2,239.12$ 2,420.19$ 2,421.48$ subtotal BID General 45,622.85$ 35,418.77$ 39,656.07$ 54,008.68$ 42,184.67$ 42,427.48$ Parking
Promos 2,500.00$ 215.20$ 3,500.00$ -$ 2,000.00$ Allocated Wage 5,319.23$ 2,228.43$ 8,448.87$ 2,334.18$ 4,871.88$ 2,459.00$ Payroll Tax 423.77$ 201.67$ 671.51$ 178.56$ 386.19$ 198.44$ subtotal Parking 5,743.00$ 4,930.10$ 9,335.58$ 6,012.74$ 5,258.07$ 4,657.44$ Beautification
Beaut./Maint. Initiatives 1,419.51$ 6,000.00$ 2,173.37$ 25,000.00$ 23,181.95$ 13,500.00$ Allocated Wage 560.51$ 1,114.22$ 843.16$ 5,531.56$ 787.01$ 1,551.50$ Allocated Payroll tax 43.89$ 100.84$ 65.76$ 423.16$ 64.40$ 125.21$ subtotal Beautification 2,023.91$ 7,215.06$ 3,082.29$ 30,954.72$ 24,033.36$ 15,176.71$ Events
Event sponsorships 14,805.28$ 6,000.00$ 8,100.00$ 20,000.00$ 11,450.00$ 20,000.00$ Event Insurance 700.00$ 700.00$ -$ -$ -$ -$ Doors Open Riverside -$ 2,000.00$ -$ 2,000.00$ 1,649.13$ 2,500.00$ Night of Arts and Innovation
Art and Music Festival 4,291.34$ 6,500.00$ 5,861.85$ 9,000.00$ 9,327.29$ 12,000.00$ FOL window decorating 350.00$ 550.00$ 510.00$ 750.00$ 700.00$ 1,000.00$ FOL entertainment/vendors 10,900.63$ -$ (125.00)$ -$ Allocated Wage 5,818.93$ 3,058.43$ 6,890.75$ 9,336.72$ 7,498.22$ 5,371.75$ Allocated Payroll Tax 455.81$ 275.26$ 535.49$ 714.26$ 608.87$ 433.50$ subtotal Public Events 26,421.36$ 19,083.69$ 32,798.72$ 41,800.98$ 31,108.51$ 41,305.25$ 2024 - 2025 budget approved by July 10 2024 2
Riverside Downtown Partnership - Budget For the fiscal year July 1, 2024 to June 30, 2025 INCOME EXPENSE DETAIL 2021 - 2022
Actual
2022 - 2023
Budget
2022 - 2023
Actual
2023- 2024
Budget
2023 - 2024
Actual to May
draft
2024- 2025
Budget
Promotion of Business Activities
Public Promotion 38,962.51$ 40,214.81$ 44,968.55$ BID Bulletin, Social Media etc -$ 39,000.00$ -$ 41,000.00$ 47,000.00$ Historic Walking Guide -$ -$ -$ -$ Other -$ 1,500.00$ -$ 8,000.00$ 1,071.40$ 2,490.00$ Special Grant for holiday advertising -$ -$ -$ -$ INCOME EXPENSE DETAIL 2021 - 2022
Actual
2022 - 2023
Budget
2022 - 2023
Actual
2023- 2024
Budget
2023 - 2024
Actual to May
draft
2024- 2025
Budget
Public Promotion cont'd
Promo items -$ 1,000.00$ -$ 3,527.67$ -$ 3,000.00$ Retail Promotion 6,669.40$ 6,000.00$ 849.59$ 12,780.00$ 7,323.87$ 12,000.00$ Pocket and dining guide -$ 5,000.00$ -$ 6,500.00$ -$ 5,000.00$ Website 1,701.40$ 2,000.00$ 1,484.36$ 2,500.00$ 2,082.63$ 2,500.00$ Allocated Wage 31,210.30$ 31,039.51$ 30,334.04$ 32,643.10$ 33,495.33$ 32,655.25$ Allocated Payroll Tax 2,448.79$ 2,809.08$ 2,405.38$ 2,497.20$ 2,688.15$ 2,635.28$ subtotal Public Promotion 80,992.40$ 88,348.59$ 75,288.18$ 109,447.97$ 91,629.93$ 107,280.53$ Security
Ambassador related expenses 5,979.44$ 8,180.00$ 4,645.88$ 7,100.00$ 4,774.30$ 8,700.00$ Misc Security -$ -$ 53.95$ -$ -$ 150.00$ Ambassador payroll 35,970.00$ 46,517.63$ 43,935.79$ 49,092.00$ 48,072.53$ 53,700.89$ Ambassador payroll tax 3,059.87$ 4,209.85$ 3,669.15$ 4,000.00$ 4,138.50$ 4,333.66$ Workers Comp 1,413.85$ 3,500.00$ 3,457.96$ 4,000.00$ 3,924.62$ 8,900.00$ External Security 137,632.00$ 43,680.00$ 87,600.00$ -$ -$ -$ Garage Security 76,912.00$ 76,544.00$ 76,912.00$ -$ -$ -$ Grant Security -$ -$ -$ -$ -$ -$ GEM Repair 1,407.00$ 2,500.00$ 6,704.88$ 2,500.00$ 5,050.00$ 7,210.00$ GEM insurance 3,756.00$ 3,800.00$ 3,010.00$ 4,000.00$ 2,966.00$ 4,000.00$ Allocated Wage 14,125.79$ 16,826.00$ 13,678.49$ 8,570.46$ 12,746.89$ 12,412.00$ Allocated Payroll Tax 1,110.11$ 1,514.34$ 1,087.91$ 655.64$ 1,031.76$ 1,001.65$ subtotal Security 281,366.06$ 207,271.82$ 244,756.01$ 79,918.10$ 82,704.60$ 100,408.20$ subtotal BID 442,169.58$ 362,268.02$ 404,916.85$ 322,143.20$ 276,919.14$ 311,255.61$ TOTAL EXPENSES 620,821.75$ 555,778.84$ 603,576.87$ 529,825.00$ 485,245.19$ 546,375.00$ NET INCOME (55,780.25)$ 5,736.56$ 18,735.05$ 0.00$ 86,948.01$ 0.00$ Event sponsorships
Day of the Dead 2,500.00$ 2,500.00$ 3,500.00$ Miracle on Main 500.00$ 2,500.00$ 3,500.00$ Mission Inn Run 1,000.00$ 1,500.00$ 2,500.00$ Chanukah 750.00$ 1,000.00$ 1,500.00$
Ad Hoc 2,250.00$ 12,500.00$ 9,000.00$
Total 7,000.00$ 20,000.00$ 20,000.00$
2024 - 2025 budget approved by July 10 2024 3