We are hiring! Greater Rincon Hill Association is looking for an Executive Director

Click here for a PDF copy of the Executive Director job description.

 Executive Director 

Greater Rincon Hill Association 


The Executive Director will work collaboratively with the Board of Directors in leading the nonprofit Greater Rincon Hill Association (GRHA), a newly-established community benefit district in San Francisco. She or he will ensure that the Association’s fiscal, operational, fundraising, marketing, human resource, technology, and programmatic strategies are effectively implemented successfully and thoroughly within the organization. She or he will oversee the management team for City Park, the 5.4 acre rooftop park on the Transbay Terminal, beginning in 2017. She or he will direct a small office staff and report to the Board of Directors.


The mission and purpose of GRHA is to support and enhance the Greater Rincon Hill District for property owners, visitors, residents, and workers.

The goals for GRHA are:

  • Keep the Greater Rincon Hill District safe, clean, and welcoming
  • Activate and maintain broad access to public spaces
  • Develop and promote a unique identity for the neighborhood
  • Safeguard community assets


Financial Management 

The Executive Director will oversee a budget of almost $2.5 million dollars in the first fiscal year, increasing to over $4.5 million by FY 2018/2019, with the majority of the funding from property assessments.

1. Oversee preparation of the annual budget and other necessary financial documents and transactions.

2. Provide financial information and justifications for Board of Directors in their budgetary review and approval process.

3. Prepare an annual report of proposed budget revenues and expenditures for the Board’s approval as defined in the Management Contract with the City and County of San Francisco.

4. Manage all fund development activities, including event planning, grant writing, cultivation and stewardship of donors, and identifying new resources and cost-saving measures. Actively seek and maintains a diverse donor base of individual, business, foundation, and government segments.

5. Lead organization’s financial growth in order to maintain healthy cash flow, provide full services to our constituents, and maintain adequate reserves to support board-approved investments and risk-taking.

6. Ensure that funds are allocated properly to reflect present needs and future potential and allow the association to make continuous progress towards the achievement of its goals.

7. Formulate and execute comprehensive marketing, branding, and development strategies that will ensure consistency throughout the organization and enhance revenue from major donors, foundations, government agencies, and corporations.

8. Provide final approval of all invoices for payment. Authorizing and ensuring timely payment of bills and invoices as well as ensuring timely deposits and transfers;

Program Development and Implementation 

1. Oversee and support the development, design, and delivery of program initiatives, assuring that the goals and objectives are aligned with GRHA’s overall strategic plan.

2. Provide for quality assurance monitoring of all GRHA’s programs and services, assuring correction of any deficiencies in the program.

3. Ensure compliance with all requirements of federal, state, and local regulatory and governmental reporting.

4. Regularly engage in site walks to monitor condition of the neighborhood and stay on top of developments.

Organizational Management 

1. Hire or recruit, lead, motivate, and develop staff and board to work in partnership to accomplish the goals of the Association.

2. Oversee and support the administrative components of all program services, including contract negotiations, contract and grant reporting, and contracted work.

3. Ensure that legal and internal policies are adhered to in all employment and organizational practices; and partners with the Board to implement changes.

4. Cultivate and strengthen relationships with corporate and nonprofit leaders within the district.

5. Represent the district’s members in community meetings on issues of common concern; and promote the district and its members to agencies, organizations, and the general public.

6. Read highlights of security, incident, and condition reports and take appropriate action.

7. Work with Facilities Supervisor on monitoring security, janitorial, maintenance, and landscaping workers. Problem-solve; determine and implement solutions and improvements.


1. Ability to create and manage budgets and achieve additional revenues for the organization.

2. Strong background in financial oversight of nonprofits.

3. Solid leadership and interpersonal skills; ability to create and sustain strong collaborative working relationships with prospective partners, community members, board members, City staff, and GRHA staff.

4. Stellar organizational and project management skills.

5. Highly motivated self-starter with the ability to work independently and foster a team environment in a complex setting.

6. Ability to prioritize and manage multiple projects simultaneously.

7. Detail-oriented with impeccable follow-through and accountability.

8. Charismatic public speaking and presenting skills.

9. Ability to create and implement a comprehensive strategic plan.

10. Excellent oral and written communication skills.

11. Ability to work with members of the Board of Directors to engage their assistance with the various district committees.

12. Proficient computer skills including MS Word, Excel, Outlook, databases, and internet.


1. Must have a bachelor’s degree from an accredited college or university, preferably in planning, business, nonprofit management, or related field. Graduate degree a plus.

2. Prior working knowledge in nonprofit or corporate management including 2+ years of experience leading a multifaceted fundraising department.

3. Experience with a municipal government, visitor industry, and public space project.

4. A solid track record of shaping, implementing, and leading significant programs that have increased support from donors/members, partners, corporations, and foundations.

5. Prior experience in resource development, sponsorship, or fundraising.

6. Familiarity with San Francisco is a plus, but not required.


Workload is expected to be 90% office and 10% offsite, including some evening community meetings and weekend events.


Please send a cover letter and resume, with “GRH Association” in the subject line, to jobs@mjmmg.com

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Greater Rincon Hill CBD Approved and Established

On July 31,2015, the Greater Rincon Hill CBD property owners’ vote results were read aloud at a special San Francisco Board of Supervisors meeting. Weighted vote results were 75.07% supporting and 24.93% opposing the creation of the Greater Rincon Hill CBD. With no majority protest of the creation of the CBD, the Board of Supervisors present for the special meeting voted unanimously to create the Greater Rincon Hill CBD.

A new assessment to benefit the CBD will appear on property tax bills mailed out this fall.  After the first 50% of property taxes are collected in December, the CBD will receive a distribution of funds from the City and start operations – tentatively in January 2016!

Thank you to everyone who helped to support the Greater Rincon Hill CBD!

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CBDs 101 Reading Materials

For Rincon Hill neighborhood business and property owners, the August 29, 2012 meeting at the Sailors’ Union of the Pacific (450 Harrison Street @ 1st Street) in the library room from 6 p.m. until 7:30 p.m. provides a “CBDs 101” overview.

Rob Edwards discusses “The ABCs of CBDs” (PDF file)

Jim Chappell discusses “Do CBDs Increase Property Values” (PDF File) with the following documents footnoted in the report for further reading:

Impact Analysis of San Francisco’s Property and Business Improvement Districts (CBDs/BIDs) – Fall 2012

New on 2/11/2013Mayor Lee Celebrates Positive Impacts of CBDs

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What legislation governs CBDs in San Francisco?

The two pieces of underlying legislation that govern Community Benefit Districts in San Francisco are as follows:
The California Streets and Highways Code, Section 36000 et seq., entitled the Property and Business Improvement District Law of 1994, as modified by Article 15 of the San Francisco Business and Tax Regulations Code, the Community Benefit Ordinance of 2004.
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Why form a CBD in the Rincon Hill and Transbay neighborhoods?

Should we form a Community Benefit District in the Rincon Hill and Transbay Neighborhoods?

The problem: The City provides only a basic level of such services as police protection and street cleaning. Also, the City is prepared to spend $15 million on capital improvements in our neighborhood, such as parks, wider sidewalks, and trees, but only if someone else pays for the maintenance and operations.

The solution: We can solve this problem by creating a Community Benefit District (CBD). There are several CBDs throughout the City. It requires that property owners pay a small annual assessment, but we are guaranteed that this money will be spent in our neighborhood. It would pay a higher level of services for safety on our streets, maintaining the open space, street sweeping, removing graffiti, and building a strong neighborhood image that would increase our property values and give us a voice at City Hall.

How do we start? In order to create a CBD, the law requires that we ask property owners what their level of interest in the CBD would be. That’s why a survey has been mailed to property owners in the neighborhood and is online at:


Who are we? We are a group of neighbors who are interested in forming the CBD. New members are always welcome. We have a Steering Committee, and they have written this survey.

CBDs are public-private partnerships formed by community stakeholders to improve their neighborhood.  CBDs are funded and managed by and for the property owners of the neighborhood. The services provided are often similar to what the city government provides – but more, better, or sometimes just different from the city’s efforts. And while each building can maintain their own property in an exemplary fashion they cannot maintain a neighbor’s property without permission.

Here are some of the services typically provided by a CBD:

  • Special patrols to reduce auto burglary, petty street crime, and behavioral issues on the street
  • Park and open space maintenance, sidewalk sweeping, instant graffiti removal, sidewalk power washing, and litter pick-up
  • A consistent neighborhood voice at City Hall, creating a strong neighborhood image that improves property values. 

Why form a CBD now? We have a unique opportunity: In 2011, the owners of nine large undeveloped properties, along with the City, formed the Rincon Hill Infrastructure Financing District (IFD). Once developed, these properties will generate $15 million in property taxes. The IFD will make the Rincon district eligible to receive $15 million for capital improvements, subject to the Supervisors’ release of funds for each project, rather than the money being spent citywide,

But there is one stipulation – In order for the IFD to sell bonds and the neighborhood to access this capital, the City requires a long-term source of maintenance and operations funding be put in place. This is the impetus for forming a Community Benefit District in Rincon Hill now.

Range of Assessments: The level of assessments will be based on what kinds and levels of services are provided. While the total budget and assessments have not yet been determined, it appears they will be in this range:

Condominium unit       $75 to $175/year
2-story Commercial building, 50’ frontage, with retail on ground floor and offices on second floor       $1,000 to $2,000/year
High-rise office building, with retail on ground floor       $15,000 – $25,000/year


What’s Next? The formation process is governed by State and City law and requires a few significant steps, including surveying property owners’ level of interest, development and adoption of a complete multi-year services plan, ratification and establishment of the new CBD by the SF Board of Supervisors, electing a board of directors and hiring an executive director.


1. Form Steering Committee/Exec Committee April/May
2. Apply for City Grant/20 letters from prop/biz owners June
3. Mail Survey July
4. Develop/Iterate Service mix, boundaries, assessment methodology, assessments May-October
5. Steering Committee select plan October
6. Develop Management Plan & Engineer’s Report October
7. Obtain petitions from 30% + 1 of weighted assessments of all properties October
8. Board of Supervisors Committee vote November
9. Vote of full Board of Supervisors to hold ballot election November
10. Affirmative vote of 50% +1 of ballots returned December-January
11. Board Hearing and vote to establish form the non-profit CBD and start up February


If the process is successful, the new CBD will launch and begin services by Spring 2013.

A group of neighbors have formed a Steering Committee to direct this effort. Over the next several months we’d like to invite you to participate in this process. Help us craft options for discussion and neighborhood-wide adoption: the boundaries, service plans and assessments.

Address associated with Steering Committee member Steering Committee Member
33 Clementina Jenny Bogard
33 Clementina Sterling Mace
333 Harrison/Emerald Fund Oz Erickson
88 King/One Embarcadero Towers Michael Anthony
BayCrest Dane Ince *
BayCrest Jamie Whitaker *
City and County of San Francisco Courtney Pash
Climb SF Gabriel Rojas
One Rincon Hill Chris Collins
One Rincon Hill Jim Meehan
The Metropolitan Shalini Bhatia *
Portside John Cornwell **
Portside Katy Liddell
Rincon Lofts Katina Johnson *
Sailor’s Union of the Pacific Terry Lane
Terra Gallery Heather Biehl
The Brannan Ken Craig
* executive committee
** chair


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