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Board of Directors Meeting September 16, 2026

Central Houston, Inc. / Central Houston Civic Improvement, Inc.

Central Houston, Inc. Central Houston Civic Improvement, Inc. Board of Directors Meetings September 16, 2026

TABLE OF CONTENTS Meeting of Central Houston, Inc. Consent Agenda • Minutes of May 13, 2026 Board of Directors meeting ...................................................... 3 Development & Activities Report .............................................................................................. 5 2Q26 Interim Financial Statements ........................................................................................ 14 SB 1164 Presentation .................................................................................... In-Meeting Presentation Economic Development Messaging Presentation ......................................... In-Meeting Presentation Staff Presentation: Cool Connected Corridors ................................................ In-Meeting Presentation

Meeting of Central Houston Civic Improvement, Inc. Consent Agenda • Approval of minutes of May 13, 2026 Regular Board Meeting ....................................... 20 Development & Activities Report ............................................................................................ 21 2Q26 Interim Financial Statements ........................................................................................ 25 Strategic Alignment Updates • June 2026 .................................................................................................................. 30 • August 2026 ............................................................................................................... 36 • September 2026 ......................................................................................................... 42

CENTRAL HOUSTON, INC. BOARD OF DIRECTORS MEETING CONSENT AGENDA September 16, 2026

1. MINUTES OF THE MAY 13, 2026 MEETING OF THE BOARD OF DIRECTORS CENTRAL HOUSTON, INC. Minutes of the Meeting of the Board of Directors Houston, Texas May 13, 2026 A meeting of the Board of Directors (the "Board") of Central Houston, Inc. (the "Association"), a Texas non-profit corporation, was held inside the Houston Room of The Coronado Club, located at 919 Milam Street, Houston, Texas 77002, on May 13, 2026 pursuant to notice. Chair Stephanie Burritt declared a quorum and called the meeting to order at 12:10 PM. Jamie Perkins served as Assistant Secretary. CONSENT AGENDA Chair Burritt referred to the consent agenda located on page 3 in the materials previously provided. The following action items were included on the consent agenda: • • •

Minutes of the March 18, 2026 Board of Directors meeting, as drafted Resolutions pertaining to the 2026 State of Downtown/Annual Meeting Appointment of Officers

Chair Burritt verbally amended the Appointment of Officers item to include Jonathan Edgeller as Treasurer, as this information was not included in the board materials. No items were pulled from the consent agenda for further discussion. Chair Burritt called for a motion, which was made and duly seconded, and the consent agenda items were approved, as amended. DEVELOPMENT & ACTIVITIES REPORT Chair Burritt invited Kris Larson, President and CEO of the Association, and Albert Sanchez, Vice President of Strategic Initiatives, to share highlights from the Development & Activities Report. Mr. Sanchez provided an update on membership activity. President Larson reported on activities on the Development front. He noted that five grants had been submitted as of May, with five additional grant applications in progress. He also reported on behalf of staff the development of emergency preparedness posters and invited members to reach out if interested. Questions were asked and answered, and discussion ensued. Action from the Board was not required. INTERIM FINANCIAL STATEMENTS – 1Q26 Chair Burritt invited Jana Gunter, Director of Finance, to share a summary of the Association's interim financial statements for the first quarter of 2026. Ms. Gunter shared a report out with the board regarding 1Q26 recent financial activities. Chair Burritt called for questions and discussion. Hearing none, a motion was called to accept the Association's 1Q26 financial statements. This motion was made and seconded by Treasurer Edgeller, and the Board accepted the financial statements, as presented. 2025 AUDITED FINANCIAL STATEMENTS Chair Burritt invited Treasurer Jonathan Edgeller to review the Association's audited financial statements for the year ending December 31, 2025. No questions were asked, and no discussion ensued. Upon a motion made and duly seconded, the Board accepted the 2025 audited financial statements, as presented.

4 LETTER OF SUPPORT FOR PROPOSED CITY BUDGET Chair Burritt referred members to the letter of support on page 36 of the materials previously provided, noting the request from the City of Houston for the Association's support of the proposed City budget. No questions were asked, and no discussion ensued. Upon a motion made and duly seconded, the Board authorized and approved the letter of support for the proposed City budget. 419 EMANCIPATION Chair Burritt invited Mike Nichols to share a presentation on 419 Emancipation. Questions were asked and answered, and discussion ensued. No action was required. TOYOTA CENTER RENOVATIONS OVERVIEW Chair Burritt invited Gretchen Sheirr to share a presentation on the Toyota Center renovations. Questions were asked and answered, and discussion ensued. No action was required. STAFF PRESENTATIONS Chair Burritt invited Kris Larson to introduce staff presentations on the following topics: FIFA Men's World Cup engagement opportunities; the May 30 Promenade ribbon cutting and community celebration, presented by Jessica O'Neill; and an emergency preparedness overview. Staff noted that an Emergency Preparedness meeting had been held with stakeholders earlier that morning. Questions were asked and answered following each presentation. No action was required. ADJOURNMENT Hearing no further business, Chair Burritt called for a motion to adjourn the meeting. Upon a motion made and duly seconded, the meeting was adjourned at 1:28 PM. Respectfully submitted, ________________________________ Jamie Perkins, Assistant Secretary Central Houston, Inc.

Central Houston, Inc. Development & Activities Report September 16, 2026 MEMBERSHIP UPDATES Total Members • Total Members: 94 • 2026 New Members: Downtown Clubs: The Met & Center Club, First Methodist Houston, Harris County-Houston Sports Authority, Landmark Hospitality Group, Momentum Transport Consultancy, Moonshot Compost, Partners Real Estate, Peckar & Abramson PC, Port Houston, Stream Realty, Fervo Energy, POST HTX, Mayer Brown LLP Membership Dues • Collected: $598,000 • Outstanding Balance: $50,300 Membership Events & Engagement • Virtual Membership 101 (6/30/26) – The second Virtual Membership 101 gave Members an overview of membership benefits, available resources and opportunities to engage with Central Houston. The quarterly session serves as a consistent forum to ask questions, learn more about the organization and identify ways to maximize the value of membership. •

Petite Lucie Grand Opening (7/14/26) – Held on Bastille Day, the grand opening of Petite Lucie featured an official ribbon cutting, live entertainment, food and festive activities in Market Square Park. The new French-inspired café from chef Omar Pereney adds another destination to the park and creates more reasons for residents, workers and visitors to spend time in Downtown.

•

Central Houston Member Breakfast | Place Matters: The Public Realm (8/14/26) – The quarterly breakfast at The Houston Club brought together 66 Members for a Mid-Year Market Report overview and a conversation with Michael Pollack, author of Sidewalk Nation. Pollack explored how sidewalks, public spaces and street life can strengthen connection, creativity and a sense of belonging, as well as how the quality of the public realm shapes the employee experience and contributes to

Downtown’s long-term success. Attendees also received a complimentary signed copy of Sidewalk Nation. •

Executive & Administrative Assistant Affinity Group (9/9/26) – The second meeting of the Executive & Administrative Affinity Group was held at MKT Bar inside Phoenicia Specialty Foods. 32 member organizations were in attendance. The discussion focused on office culture and events, giving participants an opportunity to exchange ideas, share best practices and learn from peers across Downtown organizations. The group will continue meeting as a forum for collaboration and professional connection.

Updated Member Engagement Audience

Attended 1+ Event

Attended 2+ Events

Board Members

84%

69%

General Members

75%

53%

All Members

78%

58%

•

Downtown Stakeholder Survey. Downtown Houston+ is conducting a community survey through September 21 to gather input that will inform priorities, partnerships, and future Downtown initiatives.

•

2026 State of Downtown. CHI’s annual signature event is scheduled for Thursday, October 29, from noon to 1:30 p.m. at 713 Music Hall. Chevron returns as presenting sponsor. The theme is “Built for 2026. Designed for the Future.” Alicia Rainwater of The Center for Generational Kinetics will deliver the keynote, followed by the panel “Four Generations, One Future: Designing Workplaces and Cities That Work for Everyone.” Panelists include Elizabeth Brink of Gensler, David Dixon of Stantec, and Justin Steele of Chevron. As of August 28, approximately $432,000 in table sales and sponsorships had been secured toward a $500,000 revenue goal, exceeding the pace of the organization’s previous record year.

•

International Downtown Association. Kris Larson concluded his two-year term as Chair of the International Downtown Association Board in early September. Downtown Houston will host IDA’s 73rd Annual Conference October 6–8, 2027, marking Houston’s first time hosting the global gathering of place-management professionals.

ORGANIZATIONAL UPDATES Administrative Updates From January 2025 through June 2026, leadership completed a comprehensive review and staff reorganization designed to better align structure with the organization’s expanding portfolio and long-term growth needs. The process established clearer reporting relationships, more defined career pathways, and better functional alignment. An independent compensation review complemented the effort by benchmarking roles against comparable employers and establishing a market-informed framework to support consistency, recruitment, retention, and future salary growth. Downtown Houston+ finalized negotiations with Stream for a modest expansion at 1221 McKinney Street. Construction is underway, with the build-out expected to provide additional capacity for the growing team, which includes a wellness suite and a dedicated mother’s room. The current construction window is estimated at approximately 60–90 days. Director of Public Relations Ann Taylor is departing Downtown Houston+ after three and a half years of service. Her contributions included development of the Downtown Houston+ brand, consolidation of organizational websites, and increased local, regional, and national media visibility. Her final day was September 11. Main Street Promenade and Place Management The Main Street Promenade officially opened May 30, transforming seven blocks of Main Street and, together with Main Street Square, creating an 11-block pedestrian-oriented corridor through Downtown. Nearly one acre of former roadway was converted into pedestrian space with landscaping, outdoor dining, shade structures, public art, and other amenities. HDMD has assumed responsibility for management and operation of the Promenade under a City Council-approved ordinance. During the FIFA Men’s World Cup, the Promenade attracted nearly 400,000 visits from approximately 252,000 unique visitors. With construction complete, the focus has shifted to activation, repeat visitation, business support, and everyday place management. The Promenade was part of the broader Houston: Ready for the World collaboration, which catalogued more than 200 projects representing nearly $500 million in citywide legacy investment across parks, public spaces, mobility, infrastructure, beautification, lighting, and transit access. The effort brought together public agencies, management districts, parks organizations, business groups, and civic partners around improvements intended to serve Houston well beyond the tournament.

Main Street programming is transitioning to a consistent activation calendar. Good Times on Main returns September 19 as a recurring monthly third-Saturday event from 4:00-9:00 p.m., complemented by Mid-Day on Main, focused on lunchtime activity and employee engagement, and Happy Hour on Main, designed to extend Downtown activity into the early evening. Programming will include live music, street performers, local vendors, games, and business specials. • • •

Al fresco program grants and design guidelines are rolling out to businesses along the Promenade. Ground-floor space at 713 Main has been leased to support place-management operations. Operations and Programming teams are developing a long-term place-management strategy for Main Street.

Tranquillity Park Improvements Phase 1 is complete and has improved safety, visibility, and usability through fountain decking, paver and hardscape repairs, pressure washing, updated park and tree lighting, selective wall reductions, and underpass clean-up. The underpass remains closed pending a permanent safety evaluation. Phase 2 is advancing near-term design decisions within the current funding framework, with early 2027 delivery targeted. Planned elements include public art, repositioning of the central fountain, a textile shade element, improved light-rail entrance conditions, tactical edge improvements, underpass path realignment, native landscape modifications, and programming coordination. More complex structural or operational interventions will be deferred to a later phase. Funding identified for Tranquillity Park includes approximately $500,000 from the City of Houston, $500,000 from CHI, and $3 million from the DRA. Cool + Connected Corridors Phase 1 along Texas Avenue was completed in advance of the World Cup and includes shade structures, planters, added tree canopy, and pedestrian-scale lighting. Performance will be evaluated based on environmental conditions, pedestrian use, economic efficiency, and stakeholder experience. A Phase 2 launch is targeted for fall 2026 to better connect Bagby Street, Dallas Street, Main Street, and Texas Avenue into a more cohesive pedestrian network. Staff will evaluate the pilot across four areas: environmental performance, public use, economic efficiency, and stakeholder experience. Seasonal findings will help refine the

toolkit for Phase 2, which may combine shade, lighting, wayfinding, plantings, privateproperty coordination, programming, and other place-based improvements depending on the needs of each connection. Economic Development, Office Market and Business Retention Downtown Houston+ continues to build on the momentum reflected in its 2026 Mid-Year Market Report. During the first six months of 2026, Downtown recorded 19.9 million nonemployee visits from 7 million unique visitors. Office tenants signed 54 leases totaling approximately 918,000 square feet, two new hotel projects added 332 rooms, and residential vacancy declined to 10.3%, its lowest level since 2019. The inaugural Place Matters: Downtown Houston Office Symposium is scheduled for October 2 at POST Houston. The invitation-only event will convene office owners, investors, developers, brokers, employers, and other commercial real estate stakeholders around workplace priorities, market conditions, and actions to strengthen Downtown’s competitiveness. Messaging and program development have been informed by extensive outreach to the brokerage community. Key themes include parking cost and logistics, homelessness and safety perceptions, ingress and egress, reduced transit and Park & Ride use, NHHIP timing, tenant-retention risk, uneven landlord capacity, and the need for clearer broker-ready information on Downtown amenities, residential growth, restaurants, hotels, mobility, and public realm investments. Downtown Houston+ supported a five-year lease extension for Phoenicia Specialty Foods through direct engagement with the tenant and property owner. Staff continue discussions regarding potential storefront, façade, signage, lighting, landscaping, and wayfinding improvements. Public Safety HDMD’s two-year agreement for a 48-unit automated license plate reader system is approaching renewal amid increased national and state scrutiny related to privacy, governance, data access, and potential misuse. In late August, leadership met with HPD to request statistical data demonstrating the technology’s public-safety effectiveness, particularly in addressing auto-related crime. As the HDMD Board considers renewal, staff is proposing a month-to-month agreement with Flock for up to 12 months, allowing additional time to evaluate the system’s effectiveness and related policy considerations before making a longer-term commitment.

The issue requires consideration of safeguards, public-facing policy, institutional risk, and whether the public-safety benefit justifies continued use. Texas state agencies have paused new spending on Flock installations, while local law-enforcement networks remain in operation under evolving audit and access controls. Midtown Ambassador Pilot HDMD and Midtown Management District approved a six-month pilot to extend elements of Downtown’s ambassador model into Midtown. Midtown will fully reimburse HDMD for the services. The program is expected to deploy Quality of Life and Cleaning Ambassadors in designated areas and is scheduled to launch within approximately 60 days. The operating concept calls for four Quality of Life Ambassadors and four Cleaning Ambassadors, five days per week, in designated Midtown areas. In addition to street-level cleaning and customer service, ambassadors are trained in de-escalation and first aid and can help connect people experiencing homelessness with health and supportive-service resources. Ending Street Homelessness The regional Ending Street Homelessness Action Plan has moved from strategy development toward implementation. The current framework emphasizes a philanthropyled funding model, formal governance, healthcare integration, diversion, respite capacity, and stronger pathways from homelessness into housing. Approximately $31 million has been raised toward a $48 million private funding goal, intended to leverage public and federal resources. The Pathways to Independence (P2I) Executive Leadership Committee is aligning regional homelessness strategy, funding, communications, and accountability across public, philanthropic, business, healthcare, law-enforcement, and civic partners. The 419 Emancipation initiative remains an important component of the strategy, providing a low-barrier, 24/7 pathway from sidewalks and encampments to safety, services, and housing. DTH+ leadership is participating in the P2I Executive Leadership Committee as implementation advances, including planning for up to $8 million in 2027 activities and coordinated public communications. DBE / MWSBE Policy Review Following the July 28 federal court ruling striking down the race-conscious portions of the City of Houston and Midtown Management District’s DBE programs, HDMD’s Executive Committee is evaluating the District’s contracting policies with outside counsel. The District is reviewing current policies, emerging best practices, and whether a revised policy

should be brought to the full Board while monitoring related litigation involving Harris County. On August 17, the City of Houston asked the U.S. District Court for the Southern District of Texas to reconsider the block on its race-conscious contracting rules. The permanent injunction remains in effect while the court considers the City’s motion, and the City is operating under interim compliance rules for new awards. DRA 2026–2027 Budget and Capital Planning The DRA Board advanced its recommended 2026–2027 budget to Houston City Council. The proposed budget continues investment in Cool + Connected Corridors, open-space maintenance, accessible housing, façade and retail incentives, office-conversion support, local grant matches for Warehouse District flood mitigation and bayou trail connections, supplemental law-enforcement coverage, and existing debt-service and projectreimbursement obligations. Strategic Alignment Plan Updates The June, August, and September Strategic Alignment Plan updates show continued progress across all five organizational goals, with recent work increasingly focused on converting World Cup-era investments into long-term Downtown outcomes. Goal 1 - Champion major projects, initiatives, and investments that improve Downtown. DTH+ continues to strengthen cross-sector partnerships and advance long-range investment planning. • DTH+ leadership has begun socializing a potential 30-year renewal of TIRZ #3 with the Mayor's office to support long-range capital planning, bond capacity, outside funding leverage, and future projects including Harris County Precinct 1's Remembrance Park. • A $300,000 South Downtown Livable Centers Study is being prepared with H-GAC and the Midtown Redevelopment Authority to address connectivity, land use, affordable housing, and the potential decommissioning of the Pierce Elevated; the anticipated RFP release is fall 2026. • The Houston: Ready for the World collaboration brought together 31 agencies and seven lead planning partners to highlight major legacy investments and was launched by the Mayor at the May 30 Main Street Promenade opening. Goal 2 - Enhance and maintain a comfortable, welcoming, and well-managed public realm. Recent work has been strengthening parks, ambassador services, greenery, and coordinated responses to homelessness.

•

Tranquillity Park Phase 1 is substantially complete, and Phase 2 is moving into design, public art, landscape, and programming development for targeted early 2027 implementation. Downtown and Midtown Management Districts approved a six-month ambassador pilot, fully reimbursed by Midtown, to extend Quality of Life and Cleaning Ambassador services into designated Midtown areas. The Main Street Promenade planting strategy and Texas Avenue improvements are expanding tree canopy, shade, native landscaping, planters, and pedestrian-scale lighting to improve comfort and long-term resilience.

Goal 3 - Drive vibrancy through connectivity, walkability, and inclusive programming. The organization is pairing capital improvements with stronger connections and a more deliberate activation strategy. • DTH+ secured a $2.07 million Harris County Precinct 2 grant, matched by the DRA, for a $4.13 million Downtown Houston Bayou Trail Access Improvement Project covering nine trail access points and stronger connections to Allen's Landing, the Warehouse District, UHD, and the regional trail network. • Main Street has moved from capital project to actively managed destination, with MidDay on Main, Happy Hour on Main, Good Times on Main, street performances, seasonal initiatives, and partner-led events forming a recurring programming calendar. • Programming planning is being incorporated into Tranquillity Park Phase 2 so future design decisions support events, education, music, public art, partner-led activities, and day-to-day use. Goal 4 - Foster a vital and thriving economy through business growth, residential expansion, and enhanced reasons to be Downtown. Work is focused on office competitiveness, storefront vitality, destination assets, and market intelligence. • The Place Matters: Downtown Houston Office Symposium is an early implementation step in the office tenant recruitment and retention strategy and will convene owners, investors, brokers, employers, and commercial real estate leaders around Downtown leasing challenges and market positioning. • The July 14 grand opening of Petite Lucie added a new destination to Market Square Park, while Main Street outdoor dining implementation had 35 businesses started or completed in the process by the May 30 ribbon cutting. • DTH+ released a Q2 Economic Dashboard, 2026 Mid-Year Market Report, and 42nd Annual Office Story to provide stakeholders with current and long-term market intelligence and strengthen data-informed investment decisions.

Goal 5 - Develop a hivemind of intelligence and goodwill by genuinely engaging and convening stakeholders. Board, member, community, and communications initiatives are broadening participation and strengthening alignment. •

•

The 2026 Stakeholder Survey is open through September 21 and will be analyzed by stakeholder group and benchmarked against the 2024 baseline to inform future priorities, strategy, budgets, and investments. New appointments to the HDMD and DRA Boards broaden professional expertise in placemaking, real estate, energy, design, historic preservation, redevelopment, and governance. The HDMD slate includes five new Directors—David Anderson III, Matt Asvestas, Stephen Hester, Tiger Lyon, and Anna Mod—bringing experience in placemaking, office real estate, energy infrastructure, urban design, arts and culture, and historic preservation. The Marketing + Communications team is working with strategist Molly Alexander to strengthen audience strategy, storytelling, team roles, decision-making, and alignment of marketing investments with organizational priorities; earlier Main Street Promenade communications generated 59 media articles plus additional influencer reach.

Budget and Finance The financial statements of Central Houston, Inc. for the six months ending June 30, 2026, are enclosed. Total assets of Central Houston were $3,373,032, including $250,154 cash on hand for operations. Net Unrestricted Assets as of June 30, 2026, were $932,669. Total revenues for the first six months were $645,688, comprised of $290,575 in membership revenue, $257,000 in annual meeting revenue, $49,179 in administrative fee income, $45,000 in sponsorships, and $3,934 in interest and other income. Total expenditures (after reimbursements from affiliated companies) were $743,135, resulting in a decrease in net assets of $97,448.

Central Houston, Inc. Statement of Financial Position June 30, 2026 and June 30, 2025 2026 YTD Balance Assets Cash Accounts Receivable - Affiliates Accounts Receivable Other Prepaid Expenses Right of Use Asset Leases, Net Property & Equipment, Net Investment in Deferred Annuity Contract Total Assets Liabilities Accounts Payable & Accrued Expenses Lease Liabilities Deferred Revenue Obligation Under Deferred Compensation Agreement

2025 YTD Balance

250,154 653,787 275,250 74,354 909,293 635,581 574,613

696,243 431,218 60,319 75,053 1,021,417 784,280 646,484

3,373,032

3,715,014

51,181 1,739,818 74,750 574,614

94,221 1,964,975 43,600 646,485

Total Liabilities

2,440,363

2,749,281

Net Assets Unrestricted Temporarily Restricted

932,669 -

965,733 -

Total Net Assets

932,669

965,733

Total Liabilities & Net Assets

7/15/2026 11:49 AM

Unaudited

3,373,032

3,715,014

Page 1 of 3

Central Houston, Inc. Statement of Activities For the six-months ended June 30, 2026 Unrestricted YTD Actual

Temporarily Restricted YTD Actual

Total

YTD Budget

Fav (Unfav) Variance

Revenues Membership Dues Annual Meeting Sponsorships Administrative Fees Other Income Interest Income Net Assets Released From Restrictions

Total Revenues

290,575 257,000 45,000 49,179 73 3,861 309,075

(309,075)

290,575 257,000 45,000 49,179 73 3,861 -

954,763

(309,075)

645,688

625,000

17,600 -

(334,425) 257,000 45,000 (8,221) 73 (13,739) -

700,000

(54,312)

57,400

Expenses Salaries Employee Benefits Rent Equipment Rental & Maintenance Telecommunications Office Supplies & Computers Vehicle Expense In Office Meetings & Entertainment Dues, Subscriptions & Professional Licenses Taxes & Property Insurance Depreciation & Amortization Membership Meetings Travel & Conference Fees Accounting & Consulting Liability Insurance Printing, Postage, & Other Program Expenses

2,027,231 511,297 176,642 104,311 9,934 20,520 9,546 15,337 10,851 1,376 65,049 64,342 14,260 121,431 2,138 10,676 89,927

Total Expenses

3,254,866

Reimbursements from Affiliates

(2,511,731)

395,332 108,985 29,201 13,189 1,771 (9,320) 3,704 (3,337) 169 1,624 9,951 9,258 (4,260) (34,370) (34) 2,174 50,073

3,254,866

3,828,977

574,111

(2,511,731)

(3,049,231)

(537,500)

Change in Net Assets

211,627

(309,075)

(97,448)

(79,747)

(17,701)

Net Assets Beginning of Year

721,041

309,075

1,030,116

1,139,697

109,580

Net Assets End of Period

932,669

Unaudited

2,422,563 620,282 205,844 117,500 11,705 11,200 13,250 12,000 11,020 3,000 75,000 73,600 10,000 87,061 2,103 12,850 140,000

743,135

Net Expenses After Reimbursements

7/15/2026 11:49 AM

2,027,231 511,297 176,642 104,311 9,934 20,520 9,546 15,337 10,851 1,376 65,049 64,342 14,260 121,431 2,138 10,676 89,927

743,135

932,669

779,747

1,059,950

36,612

91,879

Page 2 of 3

Central Houston, Inc. Statement of Activities For the six-months ended June 30, 2026 and June 30, 2025 Temporarily Unrestricted YTD Actual

YTD Actual

290,575 257,000 45,000 49,179 73 3,861 309,075

954,763

2,027,231 511,297 176,642 104,311 9,934 20,520 9,546 15,337 10,851 1,376 65,049 64,342 14,260 121,431 2,138 10,676 89,927

2026 Total

Restricted

2025 YTD Actual

Fav (Unfav) Variance

Revenues Membership Dues Annual Meeting Sponsorships Administrative Fees Other Income Interest Income Net Assets Released From Restrictions Total Revenues

290,575 257,000 45,000 49,179 73 3,861 -

379,055 20,000 42,219 6,328 765 -

(88,480) 257,000 25,000 6,960 (6,255) 3,096 -

645,688

448,366

197,321

2,027,231 511,297 176,642 104,311 9,934 20,520 9,546 15,337 10,851 1,376 65,049 64,342 14,260 121,431 2,138 10,676 89,927

1,682,920 475,833 188,573 114,718 11,142 13,551 13,095 17,280 4,562 5,541 52,815 83,838 13,269 68,698 1,969 6,945 18,784

(344,312) (35,463) 11,930 10,407 1,208 (6,969) 3,550 1,943 (6,288) 4,165 (12,235) 19,496 (991) (52,732) (169) (3,731) (71,143)

(309,075) (309,075)

3,254,866

Reimbursements from Affiliates

(2,511,731)

Net Expenses After Reimbursements

743,135

3,254,866

2,773,532

(481,334)

(2,511,731)

(2,151,203)

360,528

743,135

622,329

(120,806)

Change in Net Assets

211,627

(309,075)

(97,448)

(173,963)

76,515

Net Assets Beginning of Year

721,041

309,075

1,030,116

1,139,697

(109,580)

Net Assets End of Period

7/15/2026 11:49 AM

932,669

Unaudited

932,669

965,733

(33,065)

Page 3 of 3

SB 1164 and Homelessness Response Ecosystem Evolution no material / in-meeting presentation

Economic Development Messaging no material / in-meeting presentation

Staff Presentation Phase 2: Cool & Connected Corridors no material / in-meeting presentation

CENTRAL HOUSTON CIVIC IMPROVEMENT, INC. BOARD OF DIRECTORS MEETING CONSENT AGENDA SEPTEMBER 16, 2026 1. MINUTES OF THE MAY 21, 2025 MEETING OF THE BOARD OF DIRECTORS CENTRAL HOUSTON CIVIC IMPROVEMENT, INC. Minutes of the Meeting of the Board of Directors Houston, Texas May 13, 2026 A regular meeting of the Board of Directors (hereinafter referred to as the "Board") of Central Houston Civic Improvement, Inc, a Texas non-profit corporation (the "Corporation"), was held inside the Houston Room of The Coronado Club, located at 919 Milam Street, Houston, Texas 77002, on May 13, 2026 pursuant to notice. Chair Stephanie Burritt declared a quorum and called the meeting to order at 1:28 PM. Jamie Perkins served as Assistant Secretary. CONSENT AGENDA Chair Burritt referred to the consent agenda located on pages 38-39 in the materials previously provided. The following action items were included on the consent agenda: • •

Minutes of the March 18, 2026 Board of Directors meeting Appointment of Officers, as amended

Chair Burritt verbally amended the Appointment of Officers item to include Jonathan Edgeller as Treasurer, as this information was not included in the board materials. With there being no further questions or comments, a motion was made and seconded, and the consent agenda items were approved as amended. DEVELOPMENT & ACTIVITIES REPORT Chair Burritt stated highlights of the Corporation's activities from the prior quarter were shared in the Development & Activities Report earlier during Central Houston, Inc.'s portion of the meeting. INTERIM FINANCIAL STATEMENTS – 1Q26 Chair Burritt invited Jana Gunter, Director of Finance, to share a summary of the Corporation's interim financial statements for the first quarter of 2026. Next, she invited questions and discussion. Hearing none, a motion was called to accept the Corporation's 1Q26 financial statements. This motion was made and seconded, and the Board accepted the financial statements, as presented. 2025 AUDITED FINANCIAL STATEMENTS Chair Burritt noted the 2025 audited financial statements, including the recap of the Audit Committee's review, were presented and discussed earlier during the Central Houston, Inc. portion of the meeting. No further questions were raised, and no additional discussion occurred. Upon a motion made and duly seconded, the Board accepted the 2025 audited financial statements as presented. OTHER BUSINESS Chair Burritt announced the next Board meeting is scheduled for Wednesday, September 16, 2026 at The Coronado Club, and that the Main Street Promenade Ribbon Cutting is scheduled for Saturday, May 30 at The Rice Hotel, Crystal Ballroom. She asked if any further business needed to come before the Board. Hearing none, the meeting was adjourned at 1:30 PM. Respectfully submitted, _______________________________ Jamie Perkins, Assistant Secretary Central Houston Civic Improvement, Inc.

Central Houston Civic Improvement, Inc. Development & Activities Report September 16, 2026 Central Houston Civic Improvement (CHCI) is a 501(c)(3) nonprofit organization established to support the initiatives of Central Houston, Inc. CHCI advances projects and programs that promote the civic betterment of Downtown and the central city, particularly initiatives that are or may be supported through charitable contributions and grant funding. The organization often establishes programs with catalyst funding from Central Houston to launch new initiatives and position them for additional public, philanthropic, or private investment. In 2025, CHCI formally expanded its development efforts to more proactively identify and pursue public, philanthropic, and corporate grant opportunities aligned with Downtown Houston priorities. These efforts are intended to diversify funding sources, leverage investments by Central Houston, Inc. and its partners, and advance projects and programs that may not be achievable through existing resources alone. Grant opportunities are evaluated based on strategic alignment, organizational eligibility, funding potential, partnership requirements, and CHCI’s capacity to successfully administer and deliver the proposed work. This approach allows CHCI to serve as a flexible funding vehicle for emerging Downtown initiatives while leveraging Central Houston’s initial investments to attract additional resources and maximize community impact. The following reflects Public and Philanthropic grants pursued to date in 2026: 1. Economic Development Administration – Disaster Supplemental Grant Program • Proposed a Warehouse District Resiliency Plan, beginning design for infrastructure upgrades in an area needing improvements. • Amount - $1,250,000 • Status: pending decision •

2. AARP – 2026 AARP Community Challenge • Proposed Actively Aging in Downtown Houston project, engaging residents ages 50+ through programming that promotes activity, connection, and community participation. • Amount - $15,000 • Status: not awarded

3. Port Houston – 2026 Community Grants Program • Proposed the Fresh Start Market Program, a small business modernization initiative focused on strengthening convenience and neighborhood retail markets serving Downtown Houston’s workforce and residents. • Amount - $25,000 • Status: not awarded 4. Harris County Precinct 2 Partnership Projects • Proposed safe access to multiple greenways, hike-and-bike trails, and sidewalks centered around two of downtown Houston’s most prominent water features: Buffalo Bayou and White Oak Bayou. • Amount - $2,500,000 • Status: awarded 5. Private Foundation • Proposed improvements to Tranquility Park. • Amount - $4,000,000 • Status: not awarded 6. U.S. Department of Transportation – Safe Streets and Roads for All (SS4A) Program o o

o o

NEW SUBMISSION

Proposed a Downtown Houston Safety Action Plan to evaluate crash patterns, identify high-risk corridors, improve pedestrian safety, address travel time reliability, and operational challenges, and develop a prioritized pipeline of safety and mobility improvements. Amount - $500,000 Status: pending decision

7. Bank of America – Charitable Sponsorship / Community Investment o o

o o

NEW SUBMISSION

Proposed support for the Fresh Start Market Program, strengthening neighborhoodserving retail and expanding access to fresh foods and daily essentials in Downtown Houston. The request also includes a State of Downtown table and sponsor recognition. Amount - $20,000 Status: pending decision

8. CenterPoint Energy Foundation – Community Vitality Grant o o

o o

NEW SUBMISSION

Proposed the Tranquillity Park Northeast Gateway Improvements project to transform a key Downtown park entrance through improved pedestrian access, landscaping, lighting, seating, wayfinding, and public realm enhancements that strengthen safety, connectivity, and accessibility. Amount - $669,000 Status: pending decision

9. Houston Arts Alliance – Operational Support Grant o o

o o

NEW SUBMISSION

Proposed support for arts and cultural programming connected to the 2027 International Downtown Association Annual Conference in Houston, including Master Talks featuring leaders in urban design, creative placemaking, public art, culture, and the future of cities. Amount - $62,500 Status: pending decision

10. METRO – Section 5310 Enhanced Mobility of Seniors & Individuals with Disabilities Grant Program o o o o

NEW SUBMISSION

Proposed transportation and mobility improvements to better serve seniors and individuals with disabilities in the Houston urbanized area. Amount - $555,200 Status: pending decision

EaDo Cap Steering Committee The EaDo Cap’s steering committee is motivated by a requirement from TxDOT to calculate the final structural load created by the components & amenities on the Cap to determine the incremental amount of engineering & structural support required. TxDOT established a deadline of 2025 for the conveyance of the load calculations necessary to define the terms of the advanced funding agreement (AFA) between TxDOT and the local community. As such, the conceptual design of the cap must be to a point where this load can be calculated, funded, and ultimately constructed so that the Cap supports any landscaping and other amenities envisioned. Per the voluntary reconciliation agreement between the City and TxDOT, our local community is responsible for covering the cost of this additional structural support capacity and any amenities on the Cap. On a parallel path, Houston First is conducting master planning for an expanded and enhanced convention and entertainment district, and the EaDo Cap, due to its direct adjacency, will play a significant role in supporting that overall vision. It is essential that this work be done in partnership to help optimize the immense city building opportunities in the area.

Outcomes from recent meetings have yielded significant steps forward. The committee has been provided a report from TxDOT that will result in elevated levels of base condition structural support – this is a project upgrade that will save the local community millions of dollars in covering at least part of what is needed to support the amenities on the cap. However, subsequent revelations about the elevation of the park above the roadway have created concerns that will need to be addressed through the exploration of using box beams in certain locations. A derivative task force has been established to help maximize load carrying capacity while minimizing elevation differential. Plus, with a new administration coming into place at the Houston District office of TxDOT following Eliza Paul’s retirement, our local community is in an advantageous position to facilitate relational repositioning following years of tension regarding the NHHIP. Bob Eury Legacy Fund When Central Houston was launched in 1983, its founders envisioned a downtown that would be vital, progressive, and attractive to a broad array of business interests. It was a vastly different place than the downtown we know today, and even the most ambitious business leaders could not have imagined the way the nation’s energy capital would become one of the most diverse, dynamic cities in the world. A great deal of this progress is owed to the leadership of Bob Eury, the first and longstanding CEO of the organization. Much of the work of the past 40 years is evidenced in the buildings, public spaces, partnerships, and civic initiatives supported by the organization. Some are less visible investments, such as the impact Bob and Central Houston, Inc. have made by addressing issues like homelessness and the collaborative, influential planning conducted to improve projects when they are at the idea stage. Bob’s tenure enabled him to know where to go and who to call when opportunities arise to improve our city and its downtown, and this has been a key reason for Central Houston’s impact. Following Bob’s retirement, we honored him with the creation of a special fund to help continue the organization’s leadership legacy. We launched the Central Houston Legacy Fund in 2021 to ensure that we can continue to move quickly when the situation requires it. We have reached out to those of us who recognize the need to do everything possible to support our momentum, act nimbly, and guarantee that we can continue to do transformative work. Pledges and gifts to the Legacy Fund total $405,663 as of June 30, 2026. A total of $390,663 has been collected to date, with a $15,000 pledge outstanding. Budget and Finance The financial statements of Central Houston Civic Improvement, Inc., for the six months ending June 30, 2026, are enclosed. Total assets as of June 30, 2026, were $2,486,606, with temporarily restricted net assets of $2,420,194 and unrestricted net assets of $36,189. Total unrestricted and restricted revenues for the first six months were $444,558, and total expenditures were $687,469, resulting in a decrease of net assets in the amount of $242,912.

Central Houston Civic Improvement, Inc. Statement of Financial Position June 30, 2026 and June 30, 2025 2026 YTD Balance

2025 YTD Balance

Assets Cash & Investments Accounts Receivable & Prepaid Insurance Accounts Receivable - Affiliate

2,481,155 5,451 -

2,601,754 254,364 -

Total Assets

2,486,606

2,856,119

Liabilities Accounts Payable & Accrued Liabilities Amounts Due to/Due From Affiliates

20,284 9,939

8,814 56,078

Total Liabilities

30,223

64,892

Net Assets Unrestricted Temporarily Restricted

36,189 2,420,194

14,901 2,776,325

Total Net Assets

2,456,383

Total Liabilities & Net Assets

7/16/2026 11:25 AM

Unaudited

2,486,606

2,791,227 $

2,856,119

Page 1 of 5

Central Houston Civic Improvement, Inc. Statement of Activities For the six months ended June 30, 2026

Revenues & Other Support Economic Development Program Revenues Downtown Cool, Connected Corridors NHHIP Civic Opportunities Revenues Resiliency in the HeART of Downtown Big Art Bigger Change Season 7 Main Street Square Revenues Urban Collaborative Program Revenues Dia De Los Muertos Una Nocha Homeless Initiatives Revenues Thanksgiving Day Parade Revenues Market Square Park Revenues GreenWorksDowntown/Sustainability Revenues Transportation/Access Initiatives Revenues Education Program Legacy Funds Market Square Park Conservancy Unrestricted Fund Revenues Net Assets Released from Restrictions Total Revenues & Other Support Expenses Economic Development Program Expenses Downtown Cool, Connected Corridors Education Program Expenses NHHIP Civic Opportunities Expenses Resiliency in the HeART of Downtown Big Art Bigger Change Season 7 Main Street Square Expenses Urban Collaborative Program Expenses Dia De Los Muertos Una Nocha Homeless Initiatives Expenses Thanksgiving Day Parade Expenses Market Square Park Expenses GreenWorksDowntown/Sustainability Expenses Transportation/Access Initiatives Expenses Legacy Funds Market Square Park Conservancy Unrestricted Fund Expenses Total Expenses

Unrestricted YTD Balance

Temporarily Restricted YTD Balance

41,558 647,931

689,489

Total

YTD Budget

Fav (Unfav) Variance

350,000 10,000 35,000 8,000 41,558 -

(50,000) 10,000 35,000 8,000 1,558 -

350,000 10,000 35,000 8,000 (647,931)

400,000 -

(244,931)

444,558

440,000

4,558

500,000 38,931 6,000 35,000 17,000 51,000 39,538

300,000 152,834 15,095 51,000 28,287

(200,000) 113,903 (6,000) (35,000) (1,905) (11,251)

687,469

547,216

(140,253)

40,000 -

Change in Net Assets

2,019

(244,931)

(242,912)

(107,216)

(135,696)

Net Assets Beginning of Year

34,170

2,665,125

2,699,295

36,189

$ 2,420,194

$ 2,456,383

$ 2,592,079

Net Assets End of Period

(135,696)

Central Houston Civic Improvement, Inc. Statement of Activities and Change in Net Assets For the six months ended June 30, 2026

Beginning Balance

Revenues & Support

Ending Balance

Expenses

Main Street Square

30,189

(17,000)

13,189

Downtown Cool, Connected Corridors

500,000

(500,000)

5,856

Resilency in the HeART of Downtown

10,000

(6,000)

4,000

Big Art Bigger Change Season 7

35,000

(35,000)

Dia De Los Muertos Una Nocha

15,000

8,000

23,000

Homeless Initiatives

53,055

Market Square Park

23,941

GreenWorksDowntown/Sustainability

54,617

577

28,884

1,583,739

350,000

(38,931)

1,894,808

Legacy Funds

338,463

(51,000)

287,463

Market Square Park Art Conservancy

30,804

34,170

41,558

(39,538)

36,189

2,699,294

444,558

(687,469)

2,456,383

Urban Collaborative Program

Transportation/Access Initiatives Education Program NHHIP Civic Opportunities

Economic Development Unrestricted Funds Total

Central Houston Civic Improvement, Inc. Statement of Activities For the six months ended June 30, 2025

Revenues & Other Support Economic Development Program Revenues Downtown Cool, Connected Corridors NHHIP Civic Opportunities Revenues Main Street Square Revenues Urban Collaborative Program Revenues Dia De Los Muertos Una Nocha Homeless Initiatives Revenues Thanksgiving Day Parade Revenues Market Square Park Revenues GreenWorksDowntown/Sustainability Revenues Transportation/Access Initiatives Revenues Big Art Bigger Change Legacy Funds Unrestricted Fund Revenues Net Assets Released from Restrictions Total Revenues & Other Support Expenses Economic Development Program Expenses Downtown Cool, Connected Corridors Education Program Expenses NHHIP Civic Opportunities Expenses Main Street Square Expenses Urban Collaborative Program Expenses Homeless Initiatives Expenses Thanksgiving Day Parade Expenses Market Square Park Expenses GreenWorksDowntown/Sustainability Expenses Transportation/Access Initiatives Expenses Legacy Funds Unrestricted Fund Expenses Total Expenses

Unrestricted YTD Balance

Temporarily Restricted YTD Balance

27,994 111,230

500,000 500,000 (111,230)

139,224

888,770

111,230 35,197

146,427

Total

YTD Budget

Fav (Unfav) Variance

500,000 500,000 27,994 -

250,000 25,000 -

500,000 250,000 2,994 -

$ 1,027,994

275,000

752,994

111,230 35,197

192,136 15,095 21,302

80,906 15,095 (13,895)

146,427

228,533

82,106

Change in Net Assets

(7,203)

888,770

881,567

46,467

835,100

Net Assets Beginning of Year

22,105

1,887,556

1,909,660

14,901

$ 2,776,325

$ 2,791,227

$ 1,956,127

Net Assets End of Period

7/16/2026 11:25 AM

Unaudited

835,100

Page 4 of 5

Central Houston Civic Improvement, Inc. Statement of Activities and Change in Net Assets For the six months ended June 30, 2025

Beginning Balance

Main Street Square

Revenues & Support

Ending Balance

Expenses

30,190

500,000

Urban Collaborative Program

5,856

Dia De Los Muertos Una Nocha

Homeless Initiatives

53,055

Market Square Park

23,942

GreenWorksDowntown/Sustainability

54,617

Transportation/Access Initiatives

577

Big Art Bigger Change

28,884

1,218,967

500,000

(111,230)

1,607,737

Legacy Funds

390,663

Market Square Park Art Conservancy

30,804

Economic Development

50,000

Unrestricted Funds

22,105

27,994

(35,197)

14,901

1,909,660

1,027,994

(146,427)

2,791,227

Downtown Cool, Connected Corridors

Education Program NHHIP Civic Opportunities

Total

7/16/2026 11:25 AM

Unaudited

Page 5 of 5

DOWNTOWN HOUSTON+

STRATEGIC CENTRAL HOUSTON, INC. ALIGNMENT PLAN UPDATES June 2026

Champion major projects, initiatives and investments that improve Downtown. 1.5

Collaborate with partners such as the City of Houston, Harris County, Greater Houston Partnership and Houston First to leverage opportunities for shared strategies to improve Downtown Houston. Highlight: In December 2025, a flawed AI-generated video touting FIFA World Cup host cities sparked a better idea. After Kris Larson flagged the opportunity and Mayor Whitmire agreed, DTH+ united 31 agencies and seven lead planning partners to tell Houston’s story the right way, highlighting the scale of public projects underway and citywide collaboration to improve life for residents and visitors years beyond 2026. The video, “Ready for the World,” earned strong backing of all partners and the Mayor launched it on May 30 during the Main Street Promenade ribboncutting celebration. Participating Agency:

1.7

Partner with METRO, the City of Houston, and others to plan and support a variety of safe and efficient mobility options for people to get to, from, and around Downtown, including a robust transit network and non-motorized transportation Highlight: Downtown’s 2026 FIFA World Cup mobility plan combines expanded transit service with pedestrian-first street improvements to move fans safely and efficiently between hotels, light rail, POST HTX, the Main Street Promenade and the FIFA Fan Festival in EaDo. Throughout the 39-day tournament, METRO will extend hours, increase rail and bus frequency, expand Park & Ride service seven days a week and maintain affordable fares. Meanwhile, DTH+’s Via Futbol tactical urbanism project will create a “yellow brick road” of clearer, shaded, walkable corridors with expanded walkways, temporary lane closures, streetscape treatments and entertainment, improving both event access and the visitor experience. Participating Agency:

Enhance and maintain a comfortable, welcoming, and well-managed public realm. 2.2

Cultivate nature across Downtown, including its urban forest, planters, and other greenspace elements. Highlight: The Main Street Promenade planting strategy advances a more climate-responsive and people-centered vision for Downtown’s core. Rather than treating planting as a decorative layer, the strategy uses trees, native landscaping, planters and irrigation as essential infrastructure for shade, cooling and long-term resilience. The improved planting palette helps soften the corridor, reduce heat exposure and create a more comfortable setting for walking, dining, gathering and everyday storefront activity. By expanding tree canopy and introducing more durable, place-appropriate plantings, the Promenade now offers a greener and more welcoming experience that supports both daily use and major events, while reinforcing Main Street as one of Downtown’s most important civic corridors. Participating Agencies:

2.10 Broadly address the needs of people experiencing homelessness and the associated impacts. Highlight: The opening of the 419 Emancipation “Super Hub” in mid-May provided an integral step forward in Houston’s strategy to reduce street homelessness downtown by creating a lowbarrier facility where people can move from sidewalks and encampments into safety, services and housing pathways. With 24/7 operations, up to 225 beds, onsite health, psychiatric and substance-use support, and capacity for walk-ins, outreach and law-enforcement drop-offs, the facility fills gaps traditional shelters cannot. For Downtown, it offers a coordinated alternative to crisis response, connecting vulnerable residents to stabilization while supporting cleaner, safer public spaces. With 419 Emancipation now in operation, it provides an expanded ability for law enforcement to use the expanded civility ordinance to move people living on the street into a safer, more dignified facility where they can receive care and a pathway toward housing. Participating Agencies:

Drive vibrancy through improved street-level connectivity, a commitment to walkability, and inclusive programming strategies. 3.1

Plan, design, and construct public infrastructure that supports safety and equity. Highlight: The May 30 opening of the Main Street Promenade marked a defining milestone in Downtown Houston’s transformation ahead of the 2026 FIFA World Cup, converting seven blocks of Main Street into a shaded, pedestrian-first destination for dining, entertainment, public art and daily gathering. Building on the pandemic-era More Space program, the project strengthens downtown connectivity, supports small businesses and positions the historic Main Street corridor as a welcoming front door for residents, workers and global visitors alike. Its opening was cerebrated with a large ribbon cutting ceremony and an afternoon-long block party which showcased the Promenade’s ability to serve as a primary activation corridor. Participating Agencies:

3.6

Facilitate the development of pop-up uses, temporary installations, and other storefront or site activation strategies to help enliven the public realm. Highlight: Downtown Houston+ is advancing Goal 3.6 through the Good Times on Main initiative, using temporary activations and business partnerships to enliven the Main Street Promenade. The Main Street Promenade Grand Opening and Good Times on Main preview event served as a day-long celebration reintroducing Main Street as a walkable pedestrian destination, showcasing a nine-block activation concept with participation from 20 Promenade businesses and 28 local pop-up vendors. Throughout Summer 2026, staff will continue coordinating with businesses and property owners to establish the preferred activation cadence, timing, and programming framework for a recurring monthly Good Times on Main series launching in Fall 2026. Participating Agency:

Foster a vital and thriving economy through business growth, residential expansion, and enhanced reasons to be in Downtown. 4.5

Work with local government build partnerships to reform regulatory processes to expedite timetables and decrease barriers to entry. Highlight: Following the adoption of the ordinances delegating licensing authority to the District, we worked closely with business along Main Street to put in place interim agreements for outdoor dining spaces and improvements. By the date of the ribbon cutting, 35 businesses had started or completed the process and installed outdoor areas. This coordination with businesses and the City is ongoing to evaluate and continue to streamline the processes. Participating Agencies:

4.14

Encourage, support and promote new attractions that expand what Downtown offers. Highlight: With construction complete, the Main Street Promenade is moving from capital project to destination asset. Downtown Houston+ is using Datafy, a destination intelligence and advertising platform, to better understand visitor behavior, identify target audiences, and measure marketing impact. This work will support data-informed promotion of the Promenade as a welcoming, walkable experience for residents, workers, visitors, and World Cup guests. By pairing real-world visitation insights with targeted digital marketing, we can tell a stronger story, drive awareness, and track how marketing efforts translate into actual visits to Main Street and Downtown Houston. Participating Agencies:

Develop a hivemind of intelligence and goodwill by genuinely engaging and convening stakeholders. 5.2

Expand CHI-produced events and engagement opportunities to offer broader opportunities for stakeholders to engage with and participate in the Downtown community. Highlight: The Main Street Promenade Reception, presented by CenTrio Energy, welcomed 174 attendees, including CHI members, board members, business leaders, community partners, project stakeholders, and elected officials. The event marked the completion of a major public realm project and gave Downtown stakeholders a chance to gather, connect, and celebrate the work behind it. Remarks were provided by Mayor John Whitmire, Council Member Mario Castillo, Council Member Joaquin Martinez, and CenTrio Energy CEO Eric Miller. The program also featured the premiere of Houston: Ready for the World, highlighting major projects completed across the region ahead of the World Cup. Participating Agency:

5.6

Improve and expand external communications to increase awareness of CHI, its actions, and general Downtown happenings. Highlight: In May, Main Street Promenade opening and DTH+’s work to transform Downtown with lasting investments in trees, landscaping, shade, and lighting, garnered widespread, positive media coverage. Strategic messages about walkability, pedestrian comfort, vibrancy, and connections to key destinations featured in 59 articles. Media ranged from local ABC, CBS, CW, Fox, NBC, and Telemundo broadcast outlets to the Houston Chronicle, Houston Business Journal, Axios, Bisnow, CultureMap, community newspapers, MSN and Yahoo. Popular social media influencers (ex: Claudy Morales: 62K followers, Explore with Omar: 22.2K followers) generated tens of thousands of additional positive impressions. Participating Agencies:

DOWNTOWN HOUSTON+

STRATEGIC CENTRAL HOUSTON, INC. ALIGNMENT PLAN UPDATES August 2026

Champion major projects, initiatives and investments that improve Downtown. 1.3

Plan collaboratively for Downtown’s evolving edges, connections, and major attractions. Highlight: H-GAC's Livable Centers Program partners with local communities to develop comprehensive small area plans that promote walkable, mixed-use places with multimodal transportation options, affordable housing, and improved quality of life. Past HDMD participation in the Livable Centers Program includes a Downtown/EaDo Livable Centers Study completed in 2011. Staff is in the process of finalizing a Request for Proposals for a Livable Centers Study for South Downtown, an area experiencing rapid residential growth but lacking pedestrian connectivity and affordable housing options. The study will include partnership with the Midtown Redevelopment Authority, enabling a more holistic approach to connectivity and land use planning in North Midtown, particularly in anticipation of the potential Pierce Elevated decommissioning. The $300,000 study is funded through $240,000 from H-GAC's Livable Centers Program and a $60,000 local match committed by HDMD. Anticipated release for the study's RFP is Fall 2026, with study work beginning Spring 2027. Participating Agency:

1.4

Guide the implementation of Plan Downtown, the HDMD Service & Improvement Plan, and TIRZ Project Plan Highlight: Approved on June 9th, the DRA Board’s recommended 2026–2027 budget prioritizes investments that make Downtown more connected, comfortable, resilient, and economically vibrant. Key priorities include expanding “cool corridor” sidewalks, maintaining parks and open spaces, supporting more accessible housing, and continuing facade grants and retail incentives. The budget also supports conversions of obsolete office buildings, flood mitigation, improved bayou trail connections, and supplemental law enforcement. Additional funding will help sustain major public spaces including Buffalo Bayou Park, Market Square, Trebly Park, and Main Street Promenade, while meeting ongoing commitments tied to the Downtown Living Initiative, project reimbursements, and other legacy obligations. Participating Agency:

Enhance and maintain a comfortable, welcoming, and well-managed public realm. 2.3

Partner with local agencies to provide an exceptional network of parks and greenspaces in Downtown. Highlight: Phase 1 improvements at Tranquillity Park are now substantially complete, marking an important first step in bringing new life to one of Downtown’s most recognizable civic spaces. This initial work focused on high-impact foundational improvements that make the park feel cleaner, safer and more welcoming today, including new decking over former fountain basins, repaired pavers, refreshed hardscape, site-wide power washing, updated park lighting, new tree lighting, select wall reductions to improve sightlines and cleanup around the adjacent underpass. These improvements create more usable public space and set the stage for the park’s next chapter, where design, art, landscape and programming will work together to give Tranquillity Park a clearer purpose and a more active role in Downtown civic life. Participating Agencies:

2.6

Deploy welcoming ambassador teams within the public realm to improve visitor experiences and augment public safety Highlight: The FIFA World Cup brought a significant influx of local and international visitors to downtown, providing an opportunity to showcase the District's hospitality and amenities. The Ambassador team welcomed guests, offering information on downtown attractions, transportation options, and scheduled activities. To increase visibility and approachability, Ambassadors wore soccer jerseys, making it easy for visitors to identify them as information resources. The team was strategically deployed along Main Street and Texas Avenue, with an additional Ambassador stationed in EaDo during Fanfest. Informational trikes were positioned in high-traffic locations, including the Oasis Zone on Texas Avenue and the EaDo site, providing visitors with event details and guidance to help them navigate and enjoy their downtown experience. Participating Agencies:

Drive vibrancy through improved street-level connectivity, a commitment to walkability, and inclusive programming strategies. 3.2

Leverage Downtown’s adjacency to the Buffalo Bayou as an integral part of the Downtown experience. Highlight: Leveraging Downtown’s adjacency to Buffalo and White Oak Bayous, DTH+ secured a $2.07 million grant from Harris County Precinct 2, matched by the Downtown Redevelopment Authority, for a total $4.13 million investment in the Downtown Houston Bayou Trail Access Improvement Project. The project will improve nine trail access points through trailhead access enhancements, underpass lighting enhancements and trailhead path improvements between Downtown, Allen’s Landing, the Warehouse District, UHD, and the regional trail network. This award has helped anchor a central focus of Cool + Connected Corridors Phase 2: strengthening connections between Downtown and the bayou for Downtown stakeholders and Houstonians. Participating Agencies:

3.5

Partner with public and private property owners to beautify targeted corridors or block faces to improve connectivity. Highlight: As a core catalytic project from the Public Realm Action Plan, the 15-block Texas Avenue Cool & Connected Corridors phase leverages Downtown Redevelopment Authority (DRA) and CenterPoint Energy Foundation funding to install trees, native plants, lighting, and petal-shaped shade structures. Achieving up to 30°F surface temperature drops and boosting softscape coverage, these improvements pave the way for growing the network. Rather than leading future work on McKinney, our investment is actively motivating private properties to see our vision as something they can leverage, sparking major enhancements at 1021 Main, Houston Center, Phoenicia Specialty Foods / One Park Place, and Houston Center 5. Participating Agency:

Foster a vital and thriving economy through business growth, residential expansion, and enhanced reasons to be in Downtown. 4.11 Foster a thriving storefront economy, prioritizing recruitment efforts, where possible, to fill available properties that have favorable co-tenancy on key corridors. Highlight: On July 14, Petite Lucie celebrated its grand opening with an official ribbon cutting and community celebration on Bastille Day. The event was a resounding success, bringing Downtown residents, workers and visitors together for live entertainment, food and festive activities in Market Square Park. Petite Lucie marks an important milestone in the continued evolution of the park, adding a new destination that builds on an already beloved Downtown gathering place and creates even more reasons for people to visit, stay and enjoy Market Square. Participating Agencies:

4.15

Be the go-to organization for Downtown market research and intelligence. Highlight: Downtown Houston+ released three complementary market intelligence tools that provide stakeholders with a clearer view of Downtown’s evolving market. The Q2 Economic Dashboard offers current quarterly metrics, the Mid-Year Market Report provides broader context on six months of development and investment activity, and the 42nd Annual Office Story draws on more than four decades of office market data. Together, these tools provide context across market segments, challenge incomplete narratives with data from the ground, and help stakeholders understand how Downtown’s markets are interconnected, supporting more informed decision-making and positioning Downtown Houston+ as a catalyst for investment. Participating Agencies:

Develop a hivemind of intelligence and goodwill by genuinely engaging and convening stakeholders. 5.1

Develop a representative engagement structure that provides stakeholders the opportunity to inform decision making and advise on the direction of Downtown. Highlight: Downtown Houston’s leadership is gaining fresh perspectives through new appointments to both the HDMD and Downtown Redevelopment Authority (DRA) Boards. HDMD approved five new Director nominees: David Anderson III, Matt Asvestas, Stephen Hester, Tiger Lyon, and Anna Mod, who collectively contribute expertise in placemaking, real estate, energy, design, and historic preservation. The DRA Board also added Ryan LeVasseur, Kimberly Thomas, and Scott McCready, while Kirby Liu, James B. Harrison III, and Bany Mandel were reappointed. Together, these additions strengthen Downtown’s leadership with diverse professional experience and reinforce a shared commitment to thoughtful governance, economic vitality, redevelopment, and a vibrant, resilient Downtown Houston Participating Agency:

5.2

Expand CHI-produced events and engagement opportunities to offer broader opportunities for stakeholders to engage with and participate in the Downtown community. Highlight: On October 29, State of Downtown will explore how a changing workforce is reshaping the workplace and the role Downtown plays in supporting the future of work. Keynote speaker Alicia Rainwater will share national research and practical insights on bridging generational differences, understanding what different generations expect from work and creating stronger connections across today’s multigenerational workforce. A panel of leaders from Gensler, Stantec and Chevron will then connect those workforce trends to workplace design, talent strategy and the continued evolution of Downtown. Participating Agencies:

DOWNTOWN HOUSTON+

STRATEGIC CENTRAL HOUSTON, INC. ALIGNMENT PLAN UPDATES September 2026

Champion major projects, initiatives and investments that improve Downtown. 1.1

Build and maintain cross-sector relationships with area leaders so that CHI can support, facilitate or lead on catalytic opportunities. Highlight: On Aug. 15, DTH+’s CEO presented at UHD’s new student convocation. This created an opportunity to strengthen the relationship between the university and Downtown as a broader civic community. The speech emphasized that UHD students are not only attending classes in Downtown; they are part of its daily life, workforce pipeline, public spaces, and future leadership. By introducing Downtown Houston+ directly to new students, it helps them see Downtown as an extension of their campus experience and a place to explore, contribute, and belong. This engagement also builds a bridge between institutional priorities, student opportunity, and Downtown’s continued evolution. Participating Agencies:

1.4

Guide the implementation of Plan Downtown, the HDMD Service & Improvement Plan, and TIRZ Project Plan. Highlight: DTH+ leadership has begun socializing the renewal of Houston TIRZ #3 with the Mayor’s office to initiate consideration of a new 30-year term. Managed by the Downtown Redevelopment Authority, TIRZ #3 remains a critical tool for protecting and strengthening Downtown Houston’s economic engine, public realm, mobility network, parks, safety infrastructure, and development capacity. A renewed term would support long-range capital planning, improve bond capacity, leverage outside funding, and align future investments with updated accountability measures. Extending the Zone would help convert Downtown’s current momentum into lasting citywide value, and enable the funding needed to advance County Precinct #1’s Remembrance Park project. Participating Agency:

Enhance and maintain a comfortable, welcoming, and well-managed public realm. 2.6

Deploy welcoming ambassador teams within the public realm to improve visitor experiences and augment public safety. Highlight: Downtown and Midtown Management Districts are launching a six-month pilot program that extends Downtown’s ambassador model into designated Midtown areas. Approved by both management district boards, the program will be fully reimbursed by Midtown and will deploy Quality of Life and Cleaning Ambassadors five days a week. The ambassadors will support cleaner, safer, and more welcoming streets through customer service, de-escalation, first aid, cleaning, and engagement with people experiencing homelessness, including connections to health resources. The initiative strengthens coordination between the two districts and creates a practical model for future cross-district collaboration. The program is expected to launch within 60 days. Participating Agency:

2.10 Broadly address the needs of people experiencing homelessness and the associated impacts. Highlight: DTH+ leadership is participating in the new Pathways to Independence (P2I) Executive Leadership Committee (ELC), a cross-sector body created to align regional homelessness strategy, funding, communications, and accountability across the City, County, philanthropy, business and management districts, CFTH, healthcare, law enforcement, and civic partners. The initiative has raised $31 million toward a $48 million private funding goal, intended to leverage public and federal resources. Significant actions include launching the ELC, accepting the charter and operating structure, supporting up to $8 million for 2027 activities, and coordinating public communications, with DTH+ offering communications support. Participating Agencies:

Drive vibrancy through improved street-level connectivity, a commitment to walkability, and inclusive programming strategies. 3.11 Plan and implement an events and programming strategy that appeals to diverse audiences and drives vibrancy in strategic areas. Highlight: Phase 2 of the Tranquillity Park project will intentionally pair design development with programming planning to ensure the park can support regular activation over time. DTH+ is working with MOSE, the Hobby Center, and other park-adjacent partners to understand how future events, education programs, lunches, music, public art, and partner-led activities could function in the space. Early discussions have already shaped design considerations, including shade, trees, event control, school bus access, loading from Walker, resilient seating, and the Hobby Center plaza edge. The goal is to ensure future improvements respond to real programming needs while strengthening partner ownership of the park. Participating Agencies:

3.12 Leverage partnerships to produce smaller scale, high impact activations and events that appeal to a diverse set of Downtown stakeholders and visitors. Highlight: The Main Street Promenade is advancing into its next era as an actively managed and regularly programmed Downtown destination. DTH+ has debuted a consistent calendar of activations, seasonal initiatives, street performances, and partner-led events designed to increase foot traffic, support nearby businesses, and give residents, workers, and visitors reasons to return throughout the week. Programming will include Mid-Day on Main, focused on lunchtime activity and employee engagement; Happy Hour on Main, designed to extend Downtown activity into the early evening; and Good Times on Main, returning September 19 as a monthly third-Saturday event from 4–9 p.m. with live music, performers, vendors, games, and business specials. Participating Agency:

Foster a vital and thriving economy through business growth, residential expansion, and enhanced reasons to be in Downtown. 4.2

Engage with local partners such as the City of Houston, Houston First and the GHP to improve the national image and reputation of Downtown Houston. Highlight: DTH+ will soon hold the second event within its inaugural Place Matters series, a Downtown Houston Office Symposium. The effort is an early implementation step in its nascent office tenant recruitment and retention strategy. The invitation-only convening will bring together owners, investors, brokers, employers, and commercial real estate leaders to address messaging headwinds affecting Downtown leasing, including parking, safety perceptions, access, transit, NHHIP timing, tenant retention, landlord capacity, and the need for stronger broker-ready messaging. The partnership with the Greater Houston Partnership (GHP) is central to the effort. At GHP’s recommendation, DTH+ engaged Economic Leadership LLC to help shape market positioning and strategic guidance. GHP CEO Steve Kean will also provide remarks, reinforcing Downtown’s importance to Houston’s regional economic competitiveness. Participating Agency:

4.15 Be the go-to organization for Downtown market research and intelligence. Highlight: DTH+ launched its new Place Matters series with an August 14 breakfast featuring legal scholar and author Michael Pollack, whose book Sidewalk Nation examines how sidewalks shape civic life, neighborhood vitality, and the everyday experience of cities. The event connected directly to DTH+’s broader work to make Downtown Houston more walkable, connected, welcoming, and competitive. Framed alongside the release of DTH+’s 2026 Mid-Year Market Report, the program reinforced that Downtown’s momentum depends not only on market performance, but also on the quality of its public realm. Participating Agency:

Develop a hivemind of intelligence and goodwill by genuinely engaging and convening stakeholders 5.1

Develop a representative engagement structure that provides stakeholders the opportunity to inform decision making and advise on the direction of Downtown. Highlight: DTH+ is conducting its 2026 Stakeholder Survey to understand how residents, employees, property owners, businesses, visitors and other stakeholders perceive Downtown today. Building on the 2024 baseline, the survey will help track changes in perception and inform future priorities, strategy, budgets and investments. Staff and Board input helped shape the survey’s focus, questions and target audiences before launch, followed by survey development and testing. The survey is now open through September 21, with broad outreach underway to strengthen participation. Once complete, results will be analyzed by stakeholder group, benchmarked against prior findings and presented to the Board for review. Participating Agencies:

5.6

Improve and expand external communications to increase awareness of CHI, its actions, and general Downtown happenings. Highlight: The MarCom team is working with Molly Alexander, a marketing strategist and former executive with the Downtown Austin Alliance, to strengthen how strategy translates into priorities, resources and execution. The engagement is focused on creating greater clarity around audience needs, storytelling, team roles, decision-making and the alignment of marketing investments with organizational priorities. Initial work has included team assessment, coaching and development of a more structured strategic approach. The ultimate goal is to further elevate the Marketing + Communications function so it can better support organizational priorities, tell Downtown’s story effectively and help drive greater awareness, engagement and impact for Downtown. Participating Agencies: