There are a number of management models to choose from when setting up a special benefits district.  Fortunately, Baltimore already has several special benefits districts with successful management models in place.  A special benefits district at Patterson Park could borrow from those successes and ensure that those that contribute to the special benefits district control the funds collected from the district for use at Patterson Park.  Control over funds can force accountability and a greater influence over maintenance and management. 

Downtown Partnership and Waterfront Partnership offer successful models

The Downtown Partnership is the special benefits district with the largest budget in Baltimore and has a robust management framework in place.  The Downtown Partnership’s revenue is derived from local businesses in Baltimore’s downtown core.  It has a board of directors made up almost entirely of the representatives of the businesses within the district.  That board of directors then sets the spending, hiring, policy and direction of the district.  A similar model is used at the Waterfront Partnership – another special benefits district focused on businesses. 

Community-led accountability

While Patterson Park’s proposed special benefits district budget would be much smaller than either of these business interest districts, a board of directors represented by the community associations and community members that make up the special benefits district that would be directly accountable to those paying into the special benefits district makes a lot of sense.  Such a board is not much different than the Friends of Patterson Park’s current board membership which consists mostly of local community members.  In fact, the Friends of Patterson Park could potentially assume this role. 

Local control, Citywide collaboration

This model would largely exclude Baltimore City’s Department of Recreation and Parks from control over any financial assets derived from the special benefits district, leaving such control with the board and its representative from the community.  Despite this financial control, any maintenance or operational changes at Patterson Park would need City approval.  This allows for a greater measure of cooperation between the City and the special benefits district board while ensuring financial accountability remains with the community who funds the special benefits district.  Of course, with control of the funds and how they are used, a measure of influence about what happens at Patterson Park will naturally follow. 

There are certainly other models to choose from that could potentially create accountability and influence from the communities surrounding the park.  The basic framework of our business interest districts might serve as a successful model.