Connect the dots: Dayton Development Coalition Board- hire your own, no-bid

Well, finding the link to the DDC board took some help, and here is the link to the 2007 version:

Dayton Development Coalition
2007 Board of Trustees

But, I couldn’t find the 2006 trustees- so I called and didn’t get a call back.

I was able to verify that the 2005 trustees had one person in particular who I was interested in: Beverly Shillito, on the current SS+D law site she says:

Sebaly Shillito + Dyer: A Legal Professional Association
Bev is active in the greater-Dayton community and serves on a number of business boards. She is a Trustee of the Dayton Development Coalition and the Co-Chair of the Coalition’s New Business Development Committee.

And there is a PDF of a presentation that lists her on the Executive Committee.

compositecenter.org/wp-content/uploads/2007/05/microsoft-powerpoint-ddc-esp-grant.pdf

She also signed the defense letter of the DDC hiring Lori Turner’s firm: The Turner Effect.

So why is it important that Bev Shillito is on the board? Well, Bev is co-owner of the firm that The Turner Effect subcontracted to do much of the “Get Midwest” campaign for the DDC: Real Art.

That’s the no-bid contract that spent $750,000 on a universally panned campaign, by Congressman Turner’s wife.

That she is the co-owner was in the Mar 08 issue of DaytonB2B, page 19 in a piece about Real Art.

Here is another article in the DBJ:

City to revamp economic development efforts in response to study – Dayton Business Journal:
Several community leaders accompanied the city leaders in support, including Montgomery County Commissioner Deborah Lieberman; J.P. Nauseef, chief executive officer of the Dayton Development Coalition; Beverly Shillito, stakeholder at Sebaly Shillito and Dyer and a board member of the coalition; as well as Deborah Feldman, Montgomery County Administrator.

It’s nice work if you can get it. Next up, I’m tracking down how much money Montgomery County gave the DDC and for what.

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3 Responses

  1. Jeff February 27, 2008 / 8:36 pm
    You or someone else with a good graphic sense or ability should diagram or flowchart all these relatiosnhips. It is getting pretty convoluted. Like those FBI charts of the Mafia familieis or something.

    But good work nonetheless.

    @@@

    Seriously, the DDC. I wish these players would put regenerating the urban core on their agenda as much as they do recruiting more defense contractors for the I-675 corridor. A lot of cities incorporate reviving their downtown & close -in neighborhoods as a part of their ED strategy. You dont really see that with Dayton as much as, say, St Louis.

  2. Yvan Melnikoff February 28, 2008 / 9:08 am
    David,…it’s a shame you have to do the Dayton Daily News’ legwork for them! I fear that unearthing more relevant information on this issue is about to get harder than retracing White House emails and visitor logs,…in fact I think that noise I hear is the sound of drives defragging.

    David you have unearthed another reason why all the development boards need to be functionally audited by some third party, (and maybe a forensic accounting audit as well)

    ,…group common functionalities under a single operative mandate and then get rid of all the rest of the dead wood. This is not a new idea,…which begs the issue HOW MANY STUDIES DOES IT TAKE? before “SOMEONE” finally look into mandating stronger economies of scale from support agencies as a strategic issue.

    though not specifically included in this DDN report the DDC certainly falls into the pool of groups overlapping functions with no central reporting authority and little public oversight.

    THIS IS FROM THE DAYTON DAILY NEWS
    Study says change essential for Dayton’s economic development
    Consultants outline six recommendations to help the city’s economic development delivery system.
    By Joanne Huist Smith, Staff Writer
    Friday, December 14, 2007
    DAYTON — It’s time for change, Dayton. That’s the message coming from a study by KMK Consulting Company, LLC looking at ways to improve the city’s economic development delivery system.
    “We got six pretty significant recommendations and we’re certainly evaluating them and devising a plan of attack,” Young said.
    Five organizations impacting economic development in Dayton were reviewed as part of the study, including the city’s Department of Economic Development, CityWide Development Corporation, the Downtown Dayton Partnership, the Dayton-Montgomery County Port Authority and the Greater Dayton Foreign Trade Zone.
    The study found the city’s biggest inefficiency fell in the area of business retention.
    “Everyone does it yet no one is responsible,” the study said.
    Another obstacle pointed out in the study, “none of the staff of the various organizations, nor any of their board members interviewed, indicated a willingness to give up any of their ‘turf’ and narrow their current scope of services.”
    The six recommendations include:
    • Creating a specialized agency to direct a new, consolidated business retention and expansion program for the city. The program should be managed by an independent agency on an interim basis until a development authority has been formed.
    All business retention activities currently being conducted for the city should be consolidated into the new program.
    • Create a government oversight committee to guide the consolidation of economic development services to achieve bold delivery system improvements for the city. The consolidation should be accomplished in six months.
    • Launch an initiative to reinvent downtown Dayton. The city, in partnership with the county and the private sector, should hire a national consultant to analyze the Dayton market and recommend ways to transform the city’s core into a residential community.
    • Form a city development authority or a city/county development authority that would be located at one site and called, the Dayton Montgomery County Growth Center. The collaborative would be governed by a private sector board selected by the mayor and Montgomery County Commission.
    • Create a private-sector deal fund. This support finance function would source and manage private-sector equity and debt into the development pipeline. Private sector funds can be raised from investors who are interested in the redevelopment of Dayton.
    • Expand support of the Regional Leaders Forum. This collaborative should be engaged in an advisory role focusing on regional cooperation. All the individual members of the Leaders Forum should have a interest in the competitive success of the urban core of the region that is the brand name of the region — Dayton.

  3. Greg Hunter February 28, 2008 / 10:25 am
    I agree, it will get harder to track, but it also makes the groups less effective. They have to show themselves in order to do the “work”.

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