Experience

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  Retired

  • Retired

    • Jan 2024 - Present

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  City of Temple, TX

  • Killeen/Temple, Texas Area

  • Main Street Manager

    • Oct 2018 - Jan 2024
    • Killeen/Temple, Texas Area

    The City of Temple is a Main Street City under the Texas Main Street Program. Dan oversees downtown improvement activities in Temple and works to strengthen the downtown economy by undertaking projects and initiatives that fall under the National Main Street Program's 'Four Point Approach' of supporting good downtown Design, Promotion, Economic Vitality and Organization.

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  City of Rosenberg

  • Rosenberg, Texas

  • Main Street Manager

    • Feb 2015 - Oct 2018
    • Rosenberg, Texas

    The City of Rosenberg is a Main Street City under the Texas Main Street Program. Dan was hired as Rosenberg’s first Main Street Director. During his time in Rosenberg, Dan organized the Rosenberg Main Street Advisory Board and Committees. He conducted several community planning meetings to identify and update downtown improvement goals. He established the Main Street organization on social media and he set up a systematic regime of regular public outreach and communication. He worked in collaboration with local downtown stakeholders, to develop a robust set of Main Street programs designed to restore downtown buildings, beautify public spaces, strengthen downtown businesses, and promote downtown Rosenberg as a desirable place to live, work, play, and invest. Also, he requested and received a large allocation of City Hotel Occupancy Tax (HOT) funds for a Façade Improvement Matching Grant Program, for a Physical Improvement (Beautification) Matching Grant Program, and for annual program of downtown festivals and events, and these programs are now assisting downtown property owners and business owners in the improvement and restoration of Downtown Rosenberg. Finally, he has worked with four local arts organizations, three local museums and many other downtown stake holders to help them understand how they too can access revenues from of City’s Hotel Occupancy Tax (HOT) funds, for their organizational activities as well. Their success will indirectly but significantly advance the goals of the Rosenberg Main Street Program.

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  City of Vernon, Texas

  • Director of Tourism & Main Street Services

    • Oct 2014 - Feb 2015

    In this position, Dan administered all Main Street Program activities as described in the position shown below, and he also took on the additional administration of all Visitor & Tourism Services for the City of Vernon. The oversight of these Tourism activities involved the administration of a $350,000 Tourism budget that included the development and maintenance of an advertising campaign of print, broadcast and highway billboard advertising. In addition, Dan oversaw a public process of allocation of Tourism Services revenue to public agencies, private parties and non-profit organizations, that staged promotional events, and administered projects and programs, that were designed to attract visitors to Vernon.

  • Main Street Director

    • Jan 2011 - Sep 2014

    The City of Vernon is a Main Street City under the Texas Main Street Program. Dan was Vernon’s first Main Street Director. During his time in Vernon, Dan set up the Vernon Main Street Board, he conducted community meetings to identify downtown improvement goals, he established a Main Street Program web page, a Facebook page, and a systematic regime of regular public outreach and communication. He also designed and established a façade improvement matching grant program, and a downtown beautification matching grant program, and he initiated successful fundraisers and secured other resources to fully fund these programs. In addition, he worked with local merchants to publish coop’ advertisements and other advertising campaigns to encourage people to shop downtown. In addition, he designed and implemented a creative program through which local merchants could produce TV commercials and have them broadcast in the guest rooms of local area hotels on a continuing basis at no cost whatsoever to them - see link: http://www.youtube.com/watch?v=uFuQDQuRTyQ&list= UUzk499UwWN8TDSNiHuw5pgQ Furthermore, Dan took a leading role in the establishment of the highly successful and popular Vernon Farmers Market that now operates independently. He also led an effort to provide a package of funding support for Vernon’s historic downtown movie theater that has allowed it’s owners to convert to digital projection technology and thus remain open and in business for the foreseeable future. Finally, Dan set up a regional organization of downtown improvement managers called the Texoma-area Downtown Improvement Coalition. This group now holds quarterly meetings featuring topical luncheon presentations, and it is regularly attended by dozens of downtown improvement activists from communities along the Texas-Oklahoma border.

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  Committee for Downtown Yakima

  • 115 N. 3rd Street, Yakima, WA 98901

  • Executive Director

    • May 2009 - Apr 2010
    • 115 N. 3rd Street, Yakima, WA 98901

    The Committee for Downtown Yakima (CDY) was a full service Business Improvement District (BID) located in Yakima, WA. The Executive Director reported to an 18-member Board of Directors and was responsible for the administration of all District activities and programs including the preparation of the District’s $330,000 annual budget and the oversight and supervision of a permanent staff of three and an additional seasonal staff of five. CDY provided a full range of typical BID services including “clean and safe” services that were provided by a seasonal crew of 7 Clean and Safe Ambassadors who planted and maintained landscaping, swept streets and operated specialized street cleaning equipment, and who also served as downtown security patrols. The CDY Executive Director also oversaw the District’s marketing and promotional programs, physical improvement programs, and streetscape beautification programs. An additional responsibility of the Executive Director was to broaden, expand, and improve the services provided by the agency. Toward this end, Dan did the following:1. Negotiated a 10-year land lease agreement with Yakima County that allowed CDY to use an important parcel in the heart of downtown Yakima as a park. The agreement also provided funds for the development of the park as a downtown performance venue. Dan also oversaw the park’s development process and he successfully completed the park.2. Negotiated an agreement with the City of Yakima through which CDY took over all maintenance, management, and parking enforcement in downtown City-owned parking lots. This agreement brought CDY an additional $30,000.00 per year in revenue.3. Broadened and expanded the involvement and participation of downtown stakeholders in the activities of CDY. He initiated a monthly downtown breakfast meeting at which stakeholders could share information about downtown enhancement efforts, and he recruited dozens of downtown stakeholders to participate in CDY committees.

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  Louisville Downtown Management District

  • 401 S. 4th Street, Louisville, KY

  • President & CEO

    • Oct 2006 - Jan 2009
    • 401 S. 4th Street, Louisville, KY

    The Louisville Downtown Management District (LDMD) is a full service Business Improvement District (BID) located in Louisville, Kentucky. The President reported to a 33-member Board of Directors and was responsible for the administration of all District activities and programs including the preparation of the District’s $1,283,000 annual budget and the oversight and supervision the District’s staff. The LDMD provides a full range of typical BID services including “clean and safe” services that are provided by a full time crew of thirteen Clean and Safe Ambassadors who sweep streets and operate specialized street cleaning equipment, and who also serve as a Downtown security officers. These Clean and Safe Ambassadors also provide hospitality related assistance to visitors by offering directions and dining and entertainment advice and they provide human service assistance by helping the homeless and people with substance abuse problems to obtain transportation to local human service agencies that can help them. The LDMD President also oversaw the District’s marketing and promotional programs, physical improvement and streetscape beautification programs, and the District’s research office that prepares, updates and maintains a useful library of information that is used by Downtown property developers, Downtown retail businesses, Downtown real estate companies and other parties contemplating making investments in the sixty-one square blocks that encompass the District.

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  Coliseum Central Business Improvement District

  • 4410 East Claiborne Square, Suite 211 Hampton, VA 23666

  • Executive Director

    • May 2001 - Oct 2006
    • 4410 East Claiborne Square, Suite 211 Hampton, VA 23666

    Coliseum Central Business Improvement District is located in Hampton, Virginia. The Executive Director reported to an 18-member Board of Directors and was responsible for administration of all District activities and programs including the preparation and administration of the District’s $1,017,000 annual budget, the oversight and supervision of both the District staff and contracted consultants, and the achievement of District initiatives. These initiatives were designed to promote and enhance the District both physically and commercially. These initiatives included the following:1. The Physical Enhancement Initiative. This initiative included a Physical Improvement Grant Program through which businesses within the District could receive grants to reimburse them for up to 50% of their costs if they made façade improvements or other enhancements to the exterior of their shops. This initiative also included a One-on-one Design Assistance Program through which businesses within the District could receive free design assistance related to façade improvements or other enhancements from qualified architects and other designers.2. The Security Enhancement Initiative. This initiative included a Cooperative Security Partnership Program through which local businesses pooled their resources with District funds and with funds provided by the local municipality for the purpose of purchasing the services of off-duty City police officers to provide supplemental police patrols for Program participants. The initiative also included a Security Public Relations Program.3. The Marketing and Promotion Initiative. This initiative included an Advertising Matching Grant Program through which businesses within the District could receive grants to reimburse them for up to 15% of their advertising costs if they advertise themselves in the context of being a part of the District. It also included a full program of holiday promotions, special events and activities to attract shoppers.

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  City of Richland, Washington

  • 555 Swift BLVD., Richland, WA 99352

  • Housing & Redevelopment Manager

    • May 1997 - May 2001
    • 555 Swift BLVD., Richland, WA 99352

    The Housing and Redevelopment Manager was responsible for administration of development and redevelopment projects that were identified by the Richland City Council as being high priority projects. These projects included the following:1. Management and oversight of the City’s Downtown Redevelopment Program, including oversight and administration of the City’s downtown planning and goal setting process, management and oversight of the City’s $3 million downtown infrastructure improvement program, and management of the City’s efforts to recruit private sector developers to invest in the Richland Central Business District (CBD). Also, the Redevelopment Manager was the lead staff person responsible for chartering and supporting a public/private organization known as the Richland CDB Partners which is a non-profit organization co-sponsored by the City of Richland, the Richland Chamber of Commerce, downtown Merchants and downtown property owners. The Board of Directors of this organization includes the Mayor, the City Manager, one member of the City Council, the Executive Director of the Chamber of Commerce, two leading downtown merchants and two leading downtown property owners.2. Management and oversight of all aspects of the Columbia Point Development, a mixed-use waterfront recreational development adjacent to downtown Richland along the shores of the Columbia River. Duties related to the administration of Columbia Point included the installation of the street and utility infrastructure to serve the development and the construction of an 18-hole golf course and clubhouse. These duties also included the administration of the golf course enterprise and the marketing and sales of tracts of City-owned land within the development to private sector residential and commercial developers.3. Oversight of the development of a trail system to link the above projects.

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  North Slope Borough

  • PO Box 69, Barrow, Alaska 99723

  • Director of Industrial Development

    • Oct 1993 - Oct 1996
    • PO Box 69, Barrow, Alaska 99723

    The Director of the Department of Industrial Development was responsible for overseeing the provision of municipal services such as solid waste, water, sewer, etc. within the industrial service areas of northern Alaska. The Director’s duties included the administration of two self-sufficient municipal business enterprises: Service Area Ten, a combination hotel, solid waste utility and water and sewer utility located within the Prudhoe Bay oil field; and Kuparuk Industrial Center, a combination hotel and commercial shop space and industrial equipment leasing operation in the Kuparuk oil field. The Director was also responsible for long range planning for the provision of municipal services and infrastructure at the future proposed industrial developments at the Arctic National Wildlife Refuge, at the Western Arctic Coal Project, and at several key development nodes along the Dalton Highway.

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  City of Kent

  • 220 Fourth Avenue South, Kent WA 98032

  • Elected Mayor & CEO

    • Jan 1986 - Dec 1993
    • 220 Fourth Avenue South, Kent WA 98032

    As the elected Chief Executive Officer of this full service municipality, the Mayor administered a $65 million annual operating budget and oversaw a full-time staff of 588. The Mayor’s duties included oversight of all government functions including police, fire, public works, land-use planning, parks and recreation, and human resources. In addition, the Mayor was responsible for making steady progress toward the implementation of civic goals identified by the City Council and the community at large. Toward this end I was successful in the following:• Implementing a downtown enhancement and redevelopment program that resulted in nearly $200 million in public and private investment into a 10 square block redevelopment zone.• Securing the full closure of two controversial regional landfills that had operated in the City for the previous twenty years.• Providing funding for a major new high-priority road development project [the 277th corridor project]

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  King County Housing Authority

  • 700 Andover Park W., Tukwila, WA 98188

  • Director of Construction, Facility Planning, and Development

    • Jan 1988 - Oct 1993
    • 700 Andover Park W., Tukwila, WA 98188

    The Director of Construction, Facility Planning and Development was responsible for overseeing all new construction projects and all major rehabilitation for older public housing complexes administered by the Seattle-based King County Housing Authority. Examples of projects completed are a $7 million, 94-unit congregate care facility for seniors, and a $1.3 million, 14-unit transitional housing project for victims of domestic violence. In addition, the Director administered a $5 million annual apartment complex rehabilitation budget and a $2 million annual public housing construction budget.