BRONZE2023

Pittsburgh Downtown Partnership

Pittsburgh, PA   |  www.downtownpittsburgh.com

Mission

To advance initiatives that foster economic vitality and improve Downtown life - for a moment or for a lifetime.

Ruling year info

1994

Principal Officer

Mr. Jeremy Waldrup

Co Principal Officer

Jeremy Waldrup

Main address

307 4th Ave Fl 2

Pittsburgh, PA 15222 USA

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Formerly known as

The Downtown Management Organization

EIN

25-1728064

NTEE code info

Alliance/Advocacy Organizations (W01)

Management & Technical Assistance (M02)

Homeless Services/Centers (P85)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Clean and Safe

The PDP provides daily clean and safe services to Downtown Pittsburgh designed to augment the services provided by the City. The goal is to exceed the expectations of downtown workers, shoppers, residents and visitors to create a positive environment to spur confidence and private and public investment. Underway since 1997, the Clean and Safe program has played a large part in establishing the context for over $4 billion dollars in public and private investment downtown since 2006.

Population(s) Served

The PDP operates a Transportation Management Asscoaition (TMA). The TMA is a federal and state funding agency dedicated to the development of alternative modes of transportation including the increased use of mass transit and human powered travel.

Population(s) Served

The PDP focuses economic development initiatives that improve the livability and vitality of Downtown, making a long-lasting impression. Efforts include facade renovation and sidewalk activation grants, research and data collection, free public art progamming, and public space activation. The PDP is uniquely positioned to provide necessary resources to stimulate private sector investment in Downtown.

Population(s) Served
Adults

The PDP implements a comprehensive marketing program for Downtown including advertising, communications and public relations. The PDP increasingly uses social media and new technology applications in a more strategic manner to invite people to enjoy and invest in Downtown Pittsburgh. Our goal is to impact the local conversation and create a positive Downtown narrative whether it is in regards to livability, office, visitor attraction, or investment activity.

Population(s) Served
Adults

The PDP produces and manages special events that make Downtown Pittsburgh lively and active. Downtown will be activated this Holiday Season with the 54th Light Up Night® on November 21 and the 2nd annual Peoples Gas Holiday Market™ from November 20 - December 23. In addition to these holiday events, the PDP manages weekly programming like the Market Square Farmers Market, and others such as quarterly night markets on the streets of Downtown Pittsburgh and experiments with other methods of public and private space activation. The inagural year of the Market Square Public Art Program installed Congregation in Market Square from February through March, engaging over 7,500 visitors and participants.

Population(s) Served

Where we work

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Financials

Pittsburgh Downtown Partnership
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Compare nonprofit financials to similar organizations

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Pittsburgh Downtown Partnership

Board of directors
as of 05/24/2023
SOURCE: Self-reported by organization
Board co-chair

Mr. Grant Mason

Winthrop Management, LLC

Term: 2012 - 2014


Board co-chair

Mr. Grant Mason

Oxford Development Company

Term: 2012 - 2014

Richard Beynon

Beynon & Company

Mark Broadhurst

Eat 'n Park Hospitality Group, Inc.

Larry Jackson

Acusis

Herb Burger

Jamie Campolongo

Yellow Cab Company

David Case

Production Masters, Inc.

William Clarkson, Jr.

Strategic Investment Fund, Inc.

Debra Donley

Hertz Gateway Center

E. Gerry Dudley

CBRE

Craig Stamburgh

UPMC

Eric Feder

Thomas Grealish

Henderson Brothers, Inc.

Thomas Harrington

Winthrop Management, LLC

Mariann Geyer

Point Park University

Kevin Joyce

The Carlton

Grant Mason

Oxford Development Company

Kevin McMahon

The Pittsburgh Cultural Trust

Clare Meehan

Alphagraphics

Tom Michael

Larrimor's

Romel Nicholas, Sr.

Gaitens, Tucceri & Nicholas

David Onorato

Pittsburgh Parking Authority

R. Daniel Lavelle

City of Pittsburgh, City Council

John Roach

CBRE

F. Brooks Robinson, Jr.

Commonwealth of PA, Office of the Governor

Merrill Stabile

ALCO Parking Corporation

Aaron Stauber

Rugby Realty Company, Inc.

Thomas VanKirk

Highmark

Jake Wheatley, Jr.

State of Pennsylvania

George Whitmer

PNC Bank

James Blue

BNY Mellon Wealth Management

Melanie Harrington

Vibrant Pittsburgh

Lucas Piatt

Millcraft Industries, Inc.

Jim Blue

Merrill Lynch

Michael Brunner

Brunner

Lisa Carey

Northwest Savings Bank

Melissa Dougherty

Cohen & Grigsby, P.C.

Rich Fitzgerald

Allegheny County Executive

Mariann Geyer

Point Park University

Thomas Hall

First Presbyterian Church

Melanie Harrington

Vibrant Pittsburgh

Barry Kukovich

Peoples Natural Gas

Robert Rubinstein

Urban Redevelopment Authority

Janice Smith

Crowe Horwath, LLP

Craig Stambaugh

UPMC

Matthew Sterne

Fairmont Pittsburgh

Dan Cessna

PennDOT

Guy Costa

City of Pittsburgh

Ken Knapp

BNY Mellon

Susan Neidbala

BOMA Pittsburgh

Dan Onorato

Highmark

Izzy Rudolph

McKnight Realty Partners

Izzy Rudolph

McKnight Realty Partners

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No