downtown partnership of baltimore2008/09 ANNUAL REPORT
CELEBRATING 25 YEARSFor a quarter century, our people & programs have made the diff erencefor Downtown Baltimore
getting it done for 25 years
John B. Frisch, Esq.
Chair, Board of Directors
J. Kirby Fowler, Jr.
President2
In many ways, this past year was no diff erent than any other for Downtown Partnership of Baltimore.
We conducted ourselves exactly as we have since our doors fi rst opened, by expanding the programs
that make Downtown attractive, friendly, and better for business. We pushed for new investment
and infrastructure improvements. And, we tackled the challenges, large and small, that might limit
Downtown’s potential for growth. However, this was also the year Downtown Partnership of
Baltimore turned 25, and it is remarkable to think about how much Downtown Baltimore has changed
since we fi rst began a quarter century ago.
Even in the depths of the latest national recession, Downtown Baltimore today is in a much better state than it was in 1984. Back then, Downtown neighborhoods were full of empty or under used buildings. The business district was shut-tered after 5 p.m. Streets and sidewalks were in disrepair. Companies were leaving for suburban locations that were viewed as more business friendly. There were virtually no people living Downtown and it was laughable to suggest that anyone would want to. Without customers, the retail base was thin.
Against this backdrop, we put our uniformed teams out on the streets to pick up garbage and lift people’s spirits, while our executive team addressed the bigger challenges of growth, investment, and Downtown’s overall competitiveness. Using iconic events and advertising, we made “See Ya ‘Round Downtown” a catchphrase that still resonates, and we created reasons for people to come Downtown on weekends, or stay after work.
We built public-private coalitions that moved forward our aggressive agenda of initiatives, making Downtown what it is today — initiatives that included: urban renewal plans, parking garage construction and the creation of the Parking Authority, business retention, streetscape and facade improvements, code enforcement, historic preservation, and a host of public safety programs such as the Downtown Safety Coalition, Video Patrol, and Court Watch. We showed the disbelievers that Downtown could become a thriving residential community, and our retail initiatives have helped attract grocery and department stores.
Today, Baltimore’s is one of the top downtowns in the country in terms of business and residential density, invest-ment totals, household income, and tourism. Many of our programs have become national models for similar organiza-tions, including three new business improvement districts that we helped establish right here in Baltimore. And, along the way, Downtown Partnership of Baltimore earned a reputation as an organization that can get things done for its members and constituents.
We’re proud of our reputation and record of success. Downtown now provides a tax base and economic engine that benefi ts the entire region. But, make no mistake. We are not resting on our laurels. The lingering recession has forced government at all levels to cut programs, making our services more important than ever. At the same time, there are still large capital projects, such as the Superblock, Pratt Street Redesign, and the replacement of the arena, that need to move forward. And, even though Downtown remains one of the safest areas in Baltimore, this year reminded us of how important our public safety initiatives are.
I hope you will join us in appreciating just how far Downtown Baltimore has come in the past 25 years, even as everyone at Downtown Partnership rolls up our sleeves to guarantee an even greater level of achievement to celebrate at our golden anniversary.
& now
downtown then
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downtown baltimore guides
4
Downtown Partnership’s
operations programs include
all our uniformed staff , the
Downtown Baltimore Guides,
Clean Sweep Ambassadors,
and Green Team.
The operations teams work
in the 106-block Downtown
Management Authority (DMA)
district and is funded by a sur-
charge on assessed property
“I see your employees working hard from early
in the morning until late at night. They really
make a diff erence.”
downtown baltimore guides
You’ll fi nd Downtown
Baltimore Guides throughout
the DMA, helping pedestrians,
checking in on businesses,
providing homeless outreach,
and assisting the police.
Last year, the Guides helped
approximately 218,000
people and interacted with
businesses 101,000 times.
value within the DMA.
Since the DMA was created
in 1992, property owners
continuously reaffi rm its value
by reauthorizing its services
every fi ve years. The most
recent reauthorization was in
2007, which enjoyed the total
support of our stakeholders.
a success worth copying
Downtown Partnership was
one of the fi rst organiza-
tions in the country to
create a management au-
thority district. Our
operations programs and
innovative policies have
been studied and repli-
cated by similar programs
both here in Baltimore, and
around the world.
downtown management authority (dma)
All Downtown Baltimore
Guides receive special train-
ing from Baltimore Homeless
Services and the Police Depart-
ment through the Hands in
Partnership program. HIP, as
it’s known, gives our Guides
skills they use every day pro-
viding outreach to the home-
less and citizens who may be
in distress because of addic-
tion or mental health issues.
While the Guides work to
get those in need off the
streets and into support
services, our innovative
Make A Change program
gives the public a chance
to “put your change where
you can make a change.”
Instead of giving money to
panhandlers, pedestrians
have donated several thou-
sands of dollars to Balti-
more Homeless Services via
the newly-expanded Make A
Change collection meters.
The Partnership also pro-
vides jobs and workforce
development to formerly
addicted, homeless, or
incarcerated individuals. For
more than a decade we have
hired workers referred from
Catholic Charities,
outreach programs that work
Goodwill Industries, and
similar programs, to be part
of our Clean Sweep Ambas-
sador team. We provide
training and benefi ts and,
in return, Downtown gets
workers who are especially
dedicated and motivated.
getting it done: hospitality
Our Downtown Baltimore Guides and hospitality programs
have been eff ective in the past year, over-and-above our
daily responsibilities.
Our eff orts led to an agreement that no new adult entertain-
ment businesses can open at 400 and 401 East Baltimore
Street, and that no club can create an entrance on Com-
merce Street.
After a year of negotiations, we also have a signed agree-
ment with businesses along Baltimore’s infamous “Block”
that requires them to pay for two uniformed police offi cers
who patrol the area between 7 p.m. and 3 a.m. every Thurs-
day through Sunday nights.
We also worked closely with the Police Department on
returning foot patrols to the Downtown area and improving
the way offi cers are deployed from the waterfront up into
Mount Vernon. And, we assisted the Police Mounted Unit,
an important police tool for Downtown, by identifying funds
for a new horse, and helping solicit donors to keep this im-
portant unit from being disbanded because of budget cuts.
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the clean team
Downtown Partnership’s Clean Sweep Ambassadors have
the dirtiest job in Downtown. Every day they’re out on the
streets, from before dawn until well after most people have
gone to bed, picking up litter, removing graffi ti, emptying
Downtown’s public trash cans, and power washing side-
walks.
In the past year, the team has been more eff ective than ever,
removing 1,110 tons of garbage, scrubbing graffi ti from
more than 11,000 locations, and creating a special unit to
tackle special jobs like weeding treebeds and refurbishing
Downtown’s decorative trash cans.
“Your employees keep the streets and
sidewalks of the city looking like they should ...
clean and tidy.”
special operations
In addition to their daily responsibilities, the Clean Sweep
Ambassadors have special initiatives that target problem
areas or places that could use a little extra attention.
Each spring, Operation Check-In helps hotels prepare the
areas around their buildings for the infl ux of seasonal tour-
ists. The aptly named Up Your Alley initiative focuses on areas
that are seldom seen but important to Downtown’s overall
sanitation and appearance. And the preventative Butt Out
campaign provides portable and fi xed outdoor ashtrays to
keep smokers from littering Downtown with spent cigarette
butts.
clean sweep ambassadors
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special thanks
Of all our hardworking teammem-
bers, special thanks goes out to
Clean Sweep Ambassador, Kim
Chappell (left), and Downtown
Baltimore Guide, Danette Gayle, for
all they do to make Downtown a
great place. Kim and Danette were
selected as the Employees of the
Year during a special ceremony this
spring.
getting it done: workforce development
The Clean Team provides more than sanitation services to Downtown. It provides workforce training and jobs
with benefi ts to people who could use a helping hand.
For more than a decade, The Partnership has been committed to hiring employees referred to us by Catholic
Charities, Goodwill Industries, and similar programs. Approximately half of our CSAs were formerly homeless
at some point in their lives.
We also provide opportunities for Baltimore’s young people by sponsoring and hosting almost 40 summer
jobs through the Youth Works Program. Program participants work with Clean Sweep Ambassadors, getting a
salary, job training, and invaluable real world experience.
Anyone who strays off the straight and narrow path while Downtown will probably end up providing court-
ordered community service. Last year, we supervised 275 people who performed more than 20,600 hours of
work on behalf of the community as restitution for petty off enses such as public intoxication. We’re not nam-
ing any names, but you might be surprised how many of these workers are suburbanites who have too much
of a good time at Downtown nightclubs.
getting it done: st. vincent’s
The park outside St. Vincent de Paul church sits at a northern gateway into Downtown at the bottom of the
Jones Falls Expressway. For years, it has also been a refuge for the homeless who are permitted to camp there.
Unfortunately, this activity has caused damage to the property and created public health and other problems.
Under the creative leadership of Mayor Sheila Dixon’s team, Downtown Partnership joined in an agreement
between the church and the City that will renovate and improve the land, bringing in new sod and landscap-
ing. Once the park reopens and the homeless are able to return, Downtown Partnership will be under contract
to clean the park for two hours each morning.
We perform similar cleaning throughout the Downtown Management Authority district, but St. Vincent’s sits
just outside the DMA, which is why there needed to be a special arrangement to fund additional cleaning per-
sonnel. We also helped the church fi nd two nearby hotel developers who are donating $30,000 to cover the
bulk of the cost of the renovations and ongoing maintenance.
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keeping up appearances
When people think about cities, they often think about the
buildings that comprise the skyline. But cities are just as much
about the spaces in between the buildings.
There have to be well-designed and nicely manicured public
spaces to pull people out of their apartment, or offi ce, or hotel.
For the past several years, we’ve dramatically expanded our
portfolio of exterior improvements by leading projects to
redesign parks like Center Plaza, by creating the Green Team
to improve and better maintain Downtown parks, by driving
major capital improvements like the Pratt Street redesign, and
by helping developers change the way they think about the
space that surrounds their buildings.
“I have been working Downtown for years and
things have never looked so great. It’s nice to
know someone is paying attention.”
In the past year alone, we:
• expanded our Green Team to include a steward dedicated
to Hopkins Plaza;
• planted and maintained more than 300 fl ower pots
throughout Downtown, adding more color and texture to
Downtown sidewalks;
• refurbished the Battle Monument Park, and the sculpture
garden at 400 E. Lombard Steet from overgrown and unin-
teresting parcels into charming retreats;
• and, we are preparing to open Downtown’s fi rst dog park
that will debut in 2009.
the green team
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getting it done: exterior improvements
Our Green Team is just the latest tool The Partnership
uses to keep Downtown looking its best. Our Streetscape
Improvement Program has leveraged millions in public
and private money to improve streets , sidewalks, and the
aging infrastructure below ground. That means things
don’t just look better - they function better, too.
We’ve worked with our partners at the City, particularly
the Departments of Transportation and Public Works, to
move key projects forward. In conjunction with Mayor
Sheila Dixon’s Orange Cone Initiative, most of Downtown’s
major corridors have either been improved, or are
scheduled for improvements, in the foreseeable future.
Meanwhile, the Facade Improvement Program provides
matching grants to improve the fronts of Downtown
buildings. In 2008, it provided more than $329,000 in
grants, leveraging more than $6.4 million in private
investment. Since the program fi rst began, it has
stimulated investments of more than $16.4 million. photos: 307 W. Baltimore Street before facade improvements (above) and after.
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getting it done: ‘round downtown
The routes are set, the zero-emission busses have been
ordered, and a region-wide contest to name the new free
Downtown transit system attracted several thousand re-
sponses. From proposing the idea for this service to encour-
aging the City to fi nd a self-sustaining stream of funding,
Downtown Partnership played an integral role in getting the
new Charm City Circulator off the ground.
Also, at our urging, the Department of Transportation now
provides real-time online access to all of its traffi c cameras so
commuters can check their route before getting on the road.
And, we worked with the State to stop the elimination of key
commuter bus routes into Downtown.
getting it done: farm to table
For all the planting our Green Team does, there’s not much
we grow that’s edible. Which is why we’ve been working on
bringing a weekday farmer’s market to the heart of the busi-
ness district. Diff erent locations had been discussed with
nearby stakeholders and everyone liked the idea, but fi nding
just the right vendors and location was proving diffi cult.
So, when Kaiser Permanente off ered to develop a farmer’s
market near its Hopkins Plaza offi ces, we jumped at the
chance. The market was up and running this summer, just
in time for the peak harvest of peppers, corn, tomatoes, and
fruit.
getting it done: saving fi lene’s basement
We are proud to be part of the public / private team that lobbied aggressively and, ultimately, successfully to keep the Downtown location of Filene’s Basement open.
When the location went up for auction because the national parent company went under, we kicked into gear. We immediately teamed up with Mayor Dixon, the Baltimore Development Corporation, the development team of A&R Development Corporation and David S. Brown Enterprises, and the store’s own employees to keep this store from closing.
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getting it done: economic development
Downtown Partnership is the only organization that exclu-
sively tracks economic development and demographic data
for the Downtown core. Published in our annual State of
Downtown and Downtown Development Report, as well as our
monthly Short Report development summaries and emails, our
data is used by developers, brokers, and the press to better un-
derstand where the area’s economy has been. And, our unique
insight into the marketplace provides a roadmap for where the
economy is headed.
We also provide customizable maps that are used by dozens of
outside organizations to help clients, employees, and visitors.
getting it done: preserving downtown
Downtown’s cluster of historic and architecturally signifi cant
buildings is one of its best assets. These properties make us
unique to anything in the area, and are highly sought after as
renovated offi ce space, or converted into residential and hotel
uses.
Since issuing our report on incentive-based preservation
strategies in 2007, we have worked to landmark more than
half a dozen buildings — including the Hansa Haus (pictured),
Kresge Building, Mayfair Theatre, and Tremont Grand —
to create Planned Unit Developments (e.g. at the Terminal
Warehouse), and to lobby local and state governments for
legislation, such as improvements to the historic tax credit
program, that create or improve tools necessary to saving our
architectural heritage.
getting it done: pratt street
Much has been done since Mayor Dixon announced the Pratt
Street renewal project at our 2008 Annual Meeting. Berms
have come down near the Verizon Building and on the north
side of Pratt from Charles to Hopkins Place (pictured, left).
Private properties, such as 100 Light Street, are renovating the
area around their buildings in keeping with the project’s goals.
The City is moving forward with dedicated bike and bus lanes
to encourage people to get out of their cars. And, the fi nal de-
sign guidelines are being completed as are the legal and zon-
ing documents that are needed to allow buildings to expand
into the wide right of way on the north side of the street.
Even these preliminary improvements have had a dramatic
eff ect on the way Pratt Street looks and feels.
getting it done: for families
Ten bazillion fi eld-trippers can’t be wrong. For families and
educators, Downtown is where the culture is, and the sci-
ence, and the fun. It’s got the most museums, most family-
friendly concerts and events, and so much to do for curious
people of any age.
Whether you’re a family looking for something to do on the
weekend or planning an overnight getaway, our website,
www.KidsLoveDowntownBaltimore.com, lists attractions,
highlights special events, and provides maps, directions, and
discounts to make your family’s visit as easy as 1-2-3.
getting it done: baltimore restaurant
week
Since we began Baltimore Restaurant Week four years ago with our partners at Visit Baltimore, the event has grown. More restaurants. More days. More diners. More value.
This year, summer and winter Restaurant Weeks were so popular that a majority of participating restaurants extended the special for an extra week or more, helping fi ll their dining rooms with customers at a time when business would typically be slow.
BALTIMORERESTAURANT WEEK
getting it done: marketing restaurants
Our research shows that dining is one of Downtown’s
most popular activities. Visitors from out of town, and
even people who live in the surrounding area but haven’t
been here in a generation, are following their
stomachs to Downtown. When they do, they’re
getting a taste of more than just great food. They’re
experiencing all the positive changes that are hap-
pening in the city, fi rst hand.
We launched www.DineDowntownBaltimore.com to
promote Downtown’s culinary scene and give foodies
the latest food news and restaurant promotions.
Each month the site presents exclusive deals at
restaurants, like Pazo, Morton’s The Steakhouse, and
The Brewer’s Art. We also team up with chefs and
sommeliers to off er special tastings and wine pairings.
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downtown then
& now
13
BUSINESS & ECONOMIC DEVELOPMENT - We encourage business and
retail growth by marketing the area to existing and potential businesses,
engaging public and private institutions on Downtown’s behalf, strate-
gic planning, small and minority business outreach, transportation and
parking improvement strategies, public arts initiatives, and by research-
ing and analyzing trends and economic indicators that we publish in a
variety of reports, including: the State of Downtown Report – an annual
economic analysis of Downtown Baltimore; the Downtown Baltimore
Development Report; and timely monthly business development and
investment updates.
MARKETING, COMMUNICATIONS & EVENTS - The Partnership promotes
Downtown as the region’s top business, residential, cultural, and enter-
tainment destination, utilizing business networking and keynote events,
marketing and informational publications, media relations, and retention
programs. We reach out to individual consumers with advertising and
public relations campaigns, and through special events and promotions
like First Thursdays in Hopkins Plaza, Kids Month, and Baltimore’s Summer
and Winter Restaurant Weeks. We support these eff orts with two websites,
GoDowntownBaltimore.com, our main site, and GetAroundDowntown.
com, which is targeted to Downtown visitors and commuters.
HOSPITALITY, SAFETY & OUTREACH - Within the 106-block Downtown
Management Authority (DMA) district, we provide a range of services
that create a more comfortable and inviting environment for Downtown
employees, visitors, and residents. Our eff orts include deployment of
Downtown Baltimore Guides, Courtesy Escorts, the Video Patrol network,
the Public Safety Coalition, the Street Smart awareness campaign, out-
reach to the homeless, and panhandling deterrence.
IMPROVING THE EXTERIOR ENVIRONMENT - We also provide cleaning,
maintenance, and landscaping services within the DMA with the goal of
keeping Downtown clean, attractive, and well-maintained. Our Clean
Sweep Ambassadors remove litter and graffi ti on a daily basis, and pro-
vide jobs to formerly homeless individuals who need workforce training
and a solid start to a new life. The new Green Team deploys Park Stew-
ards to landscape Downtown’s parks and plazas, and maintain the more
than 300 fl ower pots we ‘ve put throughout the area. We also make capi-
tal improvements to Downtown’s open spaces, through our Streetscape
and Facade Improvement Programs, and, with the help of our partners,
we’ve deployed a wayfi nding signage system to help everyone navigate
Downtown’s diverse neighborhoods.
summary of our initiatives
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For 25 years, people with an interest in Downtown Baltimore have counted on Downtown Partnership of Baltimore to get things done. Our members count on us to keep them connected and ahead of the curve thanks to insider access to the region’s top decision-makers through events like our Mayor’s CEO Luncheon, Business Over Breakfast speaker series, Developers Dinner, and Annual Meeting.
Members may also receive special placements in our marketing and advertising campaigns, promotional emails, Member Directory, and quarterly newsletter ‘Round Downtown. Or, they can receive mailing labels to communicate directly with other Downtown Partnership members.
If you are doing business Downtown, or thinking about doing business Downtown, you’ll defi nitely want to take advantage of our exclusive data, research, analysis, and maps. Our publications like the State of Downtown and Development Report have proven to be invaluable to real estate professionals, planning offi cials, and the business media. And our customized walking tours give you a street-level view of the new developments that are shaping Downtown’s economy.
As a member, you get free access to our networking events and Business Over Breakfast speaker events, and you get preferred pricing and advance notice of our most popular ticketed events, like the Annual Meeting and our Women’s Leadership Initiative.
Membership also means you’ll have our entire staff ready to help you with whatever will make your property, business, or Downtown experience even better.
To learn more, visit GoDowntownBaltimore.com, or call us at 410.244.1030.
membership in downtown partnership
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ChairJohn B. FrischMiles & Stockbridge, PC
Vice ChairMarilynn K. DukerShelter Development LLC
SecretaryMark Pollak Ballard, Spahr, Andrews, Ingersoll, LLP
TreasurerMarjorie Rodgers CheshireA&R Management, Inc.
Sister Helen AmosMercy Medical Center
Andrew M. BertaminiWachovia Bank, N. A.
David R. Bowen PNC Bank
M. J. “Jay” BrodieBaltimore Development Corporation
Constance R. CaplanThe Time Group
William E. CarlsonShapiro, Sher, Guinot & Sandler
Marilyn CarpAEGON, Direct Marketing Services
William Carrier, III Tydings & Rosenberg, LLP
Joel CohnReznick Group
Hon. William H. Cole, IVBaltimore City Council
Carmen Del GuercioM&T Bank
Christopher A. EddingsThe Daily Record
Gary B. Eidelman Saul Ewing, LLP
Morton P. Fisher, Jr. Ballard, Spahr, Andrews & Ingersoll, LLP
Cecil FlamerBrown Capital Management
Andrew FrankOffi ce of Mayor Sheila Dixon
Keith GetterWatermark Property Group, LLC
David M. GilleceColliers Pinkard
Donald P. HutchinsonMaryland Zoo in Baltimore
Christian S. JohanssonDept. of Business & Econ. Development
Mark P. KeenerGallagher, Evelius & Jones, LLP
James A.C. KennedyT.Rowe Price Group, Inc.
Ruth S. LenrowCitigroup, Inc.
Father Brian LinnaneLoyola College in Maryland
Robert ManekinManekin, LLC
Kate MarkertThe Walters Art Museum
Douglas B. McCoach, IIIRTKL Associates, Inc.
Diane L. Bell McKoyAssociated Black Charities
George J. NemphosDuane Morris
Thomas J. NoonanVisit Baltimore
Thomas K. PeltierStifel, Nicolaus
David PittengerNational Aquarium in Baltimore, Inc.
Otis Rolley, IIICentral Maryland Transportation Alliance
Tom SadowskiEconomic Alliance of Greater Balt.
James L. Shea Venable, LLP
Thomas StosurBaltimore Planning Department
C. William StrueverStruever Bros. Eccles & Rouse
David Taft TerryReginald F. Lewis Museum
J. MacGregor TisdaleSunTrust Bank
Mark L. WassermanUniversity of Maryland Medical System
W. Daniel WhiteWhiting-Turner Contracting Company
Dr. Carolane WilliamsBaltimore City Community College
John A. Wolf Ober, Kaler, Grimes & Shriver
downtown partnership board of directors
This report is produced by
Downtown Partnership of Baltimore
President • Kirby Fowler
Editor / Designer • Michael Evitts
www.GoDowntownBaltimore.com
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President John B. FrischMiles & Stockbridge, PC
Vice President Marilynn K. DukerShelter Development, LLC
TreasurerPeter M. KomarHoliday Inn Inner Harbor
Secretary Maxine SissermanBaltimore Studio of Hair Design
Sister Helen AmosMercy Medical Center
Stella BenklerFrance Merrick Performing Arts Center
Thomas F. BradyConstellation Energy
Myron W. FeasterColliers Pinkard
Donald C. FryGreater Baltimore Committee
Michael E. HaynieBaltimore’s Tremonts
David HillmanSouthern Management Corporation
T. Courtenay Jenkins, IIICushman & Wakefi eld
David W. KornblattThe Kornblatt Company
Michael McGowanHeath Design Group
Dominick MurrayDept. of Business & Econ. Development
Dr. David J. RamsayUniversity of Maryland, Baltimore
Christopher S. SchardtGeneral Growth Properties, Inc.
Craig G. ScheinerManekin, LLC
David StarowiczHarbor Group International
Otis WarrenOtis Warren & Company
Honorable Agnes WelchBaltimore City Council
Legal CounselMark PollakBallard, Spahr, Andrews, Ingersoll, LLP
downtown management authority board of directors
photo:Downtown Partnership member events draw thousands of regional business, government, and community leaders each year.
downtown partnership administrative staff
PresidentKirby Fowler
Joy Handy-Lane: Senior Executive Assistant
Michael Evitts: CommunicationsDirector
Administrative Services
Michele Rutkowski: Executive Vice President & Chief Operating Offi cer
Tashia Bagwell: Administrative Assistant
Kimberly Bell: Accounting Coordinator
Debbie Campbell: Human Resources Director
Michael Cook: Information Technology Director
Regina Green: Payroll Manager
Stephanie Hartsell: Accounting Manager
Jewelry Huntley: Building Maintenance Assistant
Michael Menser: Systems Analyst
Capital Projects & Green TeamBob Dengler: Vice President, Capital Projects and Constituent Services
Diane Wheaton: Director, Parks & Plazas
Economic Development Nan Rohrer: Vice President, Economic Development & Planning
Sarah Husain: Economic Development Coordinator
Mackenzie Paull: Retail Development Coordinator
LaToya Staten: Economic Development Director
Marketing & EventsDavid Carrodine: Vice President, Marketing
Kristi Halford: Advertising & MarketingDirector
Nicole McGlynn: Marketing Director
MembershipLinda House: Vice President, Business Development
Shannon Brown: Membership Coordinator
Faith Deutschle: Events Manager
Kate McGraw: Membership Manager
Operations ProgramsTom Yeager: Executive Vice President, Operations Programs
Everett Fullwood: Vice President, Public Space Maintenance
Bertina Silver: Vice President, Down-town Baltimore Guides
Bob Bolek: Video Patrol Coordinator
Jitiba Brown: Assistant to Director of Downtown Baltimore Guides
Betty Eaton: Downtown Baltimore Guides Supervisor
Eugene Gaines: Downtown Baltimore Guides Supervisor / Quartermaster
Tracey Johnson: Receptionist
Larry Lewis: Public Safety Coalition Director
Patricia Merritt: Asst. to Director of Public Space Maintenance
Laquisa Wade: Downtown Baltimore Guides Supervisor
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2008 ONE - MILE RADIUS TOTALS
Employment 113,500
Residents 39,983
Students 17,600
Hotel Rooms 7,639
Office Space 21M SF
Indicates Downtown Management District
about usDowntown Partnership of Baltimore is a non-profi t corporation creating a more vibrant Downtown for businesses, property owners, residents, and em-ployees.
The Partnership improves Downtown’s quality of life by increasing investment, retaining businesses, at-tracting residents and retail stores, solving transpor-tation challenges, improving parks and green space, and creating workforce development opportunities.
For twenty-fi ve years, these programs have been good for Downtown and good for Baltimore.
217 North Charles Street, Suite 100Baltimore, Maryland 21201-4101 410.244.1030 GoDowntownBaltimore.comGetAroundDowntown.com
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Cert no. SW-COC-002370
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