SR-06-23-2015-3FCity Council Report
awls Nouiex'
City Council Regular Meeting: June 23, 2015
Agenda Item:3 -F
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Santa Monica, Inc. FY 2015 -16 Budget and Work Plan
Recommended Action
Staff recommends that the City Council approve the Downtown Santa Monica, Inc.
Budget and Operational Plan for FY 2015 -2016.
Executive Summary
Staff is presenting the proposed Downtown Santa Monica, Inc. (DTSM) Budget and
Operational Plan for Council review and approval. The operational work plan
summarizes the organization's operations and activities for FY 2015 -16. DTSM is
budgeting for revenues in the amount of $6,504,332 and expenditures in the amount of
$6,531,218 for FY 2015 -16.
Background
The Amended and Restated Services Agreement (Services Agreement) between the
City and DTSM approved by Council on January 13, 2009 requires the preparation of an
annual budget and work plan. The DTSM Board of Directors approved the
FY 2015 -16 Budget on April 23, 2015 and the Operational Plan on May 28, 2015.
In accordance with the Services Agreement, DTSM is submitting its FY 2015 -16 Budget
and Operational Plan for Council review and approval.
Discussion
DTSM presents a budget for FY 2015 -16 with total revenues in the amount of
$6,504,332 and total expenditures in the amount of $6,531,218 (Attachment A).
DTSM is projecting a $26,886 deficit in the FY 2015 -16 budget, reflecting one -time
costs which are proposed to be paid from reserve funds.
Revenues from business and property -based assessments collected by the City on
1 of 4
behalf of DTSM are projected to be $5,481,332, representing a four - percent increase
over the previous year's assessment revenues. Revenues from filming,
ICE (the seasonal ice rink located at Fifth Street and Arizona Avenue), parking structure
advertising, and other sources are budgeted at $1,023,000, reflecting a 24 percent
increase over the previous year's budget. The increase in revenues is based primarily
on previous year's growth in ICE ticket sales and sponsorship revenues, as well as the
continuation of the Parking Structure Advertising pilot program, authorized by Council
on October 28, 2014, which is expected to generate an additional $70,000 in
FY 2015 -16. Overall, DTSM's total revenues for FY 2015 -16 are projected to increase
by seven percent from the previous year's approved budget.
Budgeted expenditures include personnel costs of $1,197,403 (an increase of seven
percent from the previous year), Ambassador Program costs of $1,375,750 (an increase
of five percent from the previous year), and district maintenance costs of $1,383,000
(an increase of five percent from the previous year). Expenditures for Marketing and
Promotions and ICE are projected to increase by one percent from the previous year
to $1,618,000. Projected expenses for Business Development reflect a 39- percent
increase in anticipation of the biannual market research study last conducted
in FY 2013 -14. Expenditures for Special Projects are estimated to increase from
$15,000 to $175,000 for projects related to streetscape improvements that may include
utility box murals, drought - tolerant landscaping, and lighting improvements. DTSM also
anticipates using Special Project funds for the development of an updated
mobile - friendly website. Overall, DTSM's total expenses for FY 2015 -16 are projected to
increase by seven percent from the previous year's approved budget.
Operational Plan FY 2015 -16
The attached Operational Plan describes the DTSM work plan for FY 2015 -16
(Attachment B). The plan describes DTSM's organizational management and its role in
the following key areas: visitor experience development, character and cultural
development, community advocacy, and economic development. In addition, the plan
details the types and frequency of maintenance services to be provided within the
downtown by both DTSM and City maintenance crews.
2 of 4
The Operations Plan also recognizes and incorporates the challenges and opportunities
presented by the near -term completion of the Exposition Light Rail and associated
public projects adjoining the terminus station including: Colorado Esplanade,
Fourth Street streetscape improvements, new public restrooms in Parking Structure 5,
and the possible establishment of a new property -based assessment district on
Lincoln Boulevard and an overlay district along Colorado Boulevard.
Should the proposed Lincoln PBAD and Colorado Avenue Overlay assessment districts
be approved by a majority vote of assessed property owners, DTSM would integrate the
new funding and responsibilities into their FY 2015 -16 budget and work plan.
Ballot results are expected to be presented to Council on July 14, 2015.
Annual Maintenance Agreement
On August 12, 2014, Council authorized an annual extension of the
Maintenance Services Agreement between the City and DTSM which set forth City and
DTSM responsibilities for the delivery of maintenance services to the district, provided
such services remain cost - neutral to the parties. The maintenance responsibilities of
each party are outlined in the attached Operational Plan. The maintenance services
proposed in the FY 2015 -16 Operational Plan are cost - neutral to the City and DTSM,
allowing the Maintenance Agreement to be extended for an additional one -year term.
cIn
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of
recommended action.
Prepared By: Elana Buegoff, Senior Development Analyst
Approved Forwarded to Council
Andy Agle, Director 60kousing —add 02016
Attachments:
i'
Elaine M Polachek, Interim City sV¢� YO65
hF3fi1i3>'Q ®r15
A. Attach A DTSM Bdgt 2015 -16 v2 (PDF)
B. FY15 -16 OPS Plan DRAFT (PDF)
• . L•1
Attachment i
•
QVICA
Revenues
FY 2014/15 1
FY 2015/16 1%
Change
Bayside Assessment
$1,326,500.00
$1,406,500.00
6%
CBD
$220,000.00
$220,000.00
0%
BID (PBAD) Assessment
$3,706,569.05
$3,854,832.00
4%
Dolphin Donations
$4,000.00
$4,000.00
0%
Transfer from Dolphin
$6,500.00
$6,500.00
0%
Special Events
$10,000.00
$7,500.00
-25%
Filming
$50,000.00
$75,000.00
50%
ICE at Santa Monica
$700,000.00
$800,000.00
14%
ICE rink Sponsorship
$25,000.00
$40,000.00
60%
Parking Structure Advert
$10,500.00
$70,000.00
0%
Other Income
$30,000.00
$20,000.00
-33%
TOTAL Revenues
$6,078,569.05
$6,504,332.00
7%
Expenses
FY 2014/15
FY 2015/16 1%
Change
Personnel
$1,120,613.00
$1,197,403.00
7%
Administration
$417,019.00
$428,065.00
3%
Business Development
$179,000.00
$248,000.00
39%
Marketing and Promotional
$947,000.00
$958,000.00
1%
ICE
$660,000.00
$660,000.00
0%
Ambassadors
$1,310,000.00
$1,375,750.00
5%
BID Maintenance
$1,315,772.00
$1,383,000.00
5%
Special Projects
$15,000.00
$175,000.00
1067%
Homeless Support Program
$102,500.00
$95,500.00
-7%
Dolphin Program
$10,500.00
$10,500.00
0%
TOTAL Expenses
$6,077,404.00
$6,531,218.00
7%
6/10/2015
1 .,1 • •• • i i r r, •.. i • i..
EXECUTIVE SUMMARY
In the early part of 2016, Santa Monicans will for the first time in over 60 years be able to travel from
the Bay City to Downtown Los Angeles by rail. And it's expected to take less than 50 minutes, even
during rush hour.
The Exposition Light Rail Line is finally pulling into the station after more than 20 years of collaboration
and planning, and with it will come thousands of riders who work, live or play in Downtown Santa
Monica. While waiting for construction to be completed, Downtown Santa Monica, Inc. has been
preparing a multipronged plan to welcome the train and its passengers, developing strategies to keep
the station and the nearby streets clean and safe, as well as help these passengers find their way to the
popular Third Street Promenade and Downtown's public restrooms and parking structures.
As we embark on our next journey, Downtown Santa Monica, Inc. will continue to focus on ways to
better incorporate the light rail line and its passengers into the dynamic fabric of the Downtown. Fiscal
Year 2015 -16 will be fully focused on this work, with the foundation for success already laid.
That foundation includes the Colorado Esplanade improvement project that will make Colorado Avenue
more pedestrian and bike friendly with expanded sidewalks, protected bicycle lanes, decorative lighting
and new street trees. DTSM, Inc. staff has been working closely with City Hall and its consultants on
construction and maintenance plans for the Esplanade, as well as outreach efforts to keep local business
owners, residents and Downtown employees' informed of the construction impacts and the project's
progress.
An exciting feature of the project is Downtown's first pedestrian scramble, a crisscross, diagonal
crosswalk that allows people to walk freely from corner to corner, including through the middle of an
intersection, all while traffic is at a halt. DTSM has advocated for such crosswalks as studies have shown
they're safer for pedestrians. The crosswalks symbolize DTSM's commitment to making Downtown a
more walkable environment. The Esplanade will help serve as a gateway to Downtown, the historic
Santa Monica Pier and the Civic Center and its beautiful parks, solidifying the connection between these
iconic urban spaces.
In addition, DTSM, Inc. advocated for City staff to seek grants to cover streetscape improvements along
Fourth Street that help it become an extension to the Esplanade, and therefore provide riders of the
Expo Line an easily recognizable pathway to Downtown's main attractions. DTSM strongly urged the City
to install new restrooms in Parking Structure 5 to accommodate the many riders from the train, as the
station does not provide bathrooms for the public.
To help people get to and from the Downtown station, DTSM and its board provided input on Big Blue
Bus' realignment plan and participated in the selection process for a citywide bike share program. The
goal is to reduce the public's reliance on the automobile and instead adopt new habits that are more
environmentally friendly and reduce traffic congestion throughout Downtown.
The final piece is the expansion of the Downtown business improve
Lincoln Boulevard, and to create an overlay zone along Colorado to
the area clean and safe. DTSM embarked on the expansion and o
Lincoln expressed an interest in joining the Downtown BID and staff
Lincoln, which will continue to evolve into a full - fledged ; <neighbc
Downtown's boundaries, according to the Land Use and Circulation E
ndaries to include
pay for additional services to keep
Yerlay after property owners along
recognized the need to incorporate
rrhood. Lincoln is also included in
The Colorado overlay is also imperative, as the Expo Line is expected to bring tens of thousands of
people to Downtown, and with that comes the need for enhanced maintenance and an increased
presence to guide those who arrive.
While these projects are critical, so are DTSM's other charges We will continue our efforts to promote
our hard - working merchants and support their employees, keeping them informed through our
quarterly merchants meetings, frequent email blasts and monthly newsletters. DTSM will also remain
committed to ensuring economic stability and diversity, while providing a fun, safe and clean
environment for all to
4
1. Organizational Management
Maintain a strong, efficient, effective organization capable of making solid internal decisions
as well as formulating external advocacy in the best interest of Downtown Santa Monica.
a. Maintain high standards of professional administration and services.
• Conduct regular staff training and create regular opportunities for professional
development and continuing education.
• Host an annual staff retreat for strategic and organizational planning with routine
follow -up to assess employee satisfaction and additional needs.
• Conduct an annual performance review for every staff member.
• Maintain careful compliance standards for contracts in,which Downtown Santa Monica,
Inc. is an involved party as either client or vendor.
• Assess functionality of existing software programs, database systems, and website
licenses and consider upgrades to facilitate greater efficiency.
b. Support the Downtown Santa Monica, Inc. Board of Directors in their work as the
advocacy body for the district and advisory role to City Council.
• Collaborate with committees of the Board of Directors to consider issues of importance
to the organization . and this district as a whole.
• Create training and professional development opportunities for members of the Board
c. Seek supplemental; and diversified revenue streams to enhance and expand programs
se revenues generated by the parking structure advertising program and other
v Identify: sponsorships and other funding opportunities for key programs supporting or
enhancing the Downtown Santa Monica brand.
d. Demonstrate the value of Downtown Santa Monica, Inc. as an organization, service
rider and community partner.
• Produce data - driven reports released at regular intervals to document progress toward
the goals and objectives of this operational plan as well as other governing documents
of the organization.
• Produce a data - driven annual report to highlight the achievements of the organization
in the prior fiscal year.
• Host an annual meeting for the purpose of sharing information about the organization's
accomplishments and direction with stakeholders.
3
® Initiate and track media visibility of public relations campaigns, highlighting the
accomplishments of Downtown Santa Monica, Inc. as an organization.
Encourage staff members to promote positive connections between Downtown Santa Monica, Inc. and other
community organizations through board and /or committee service.
W
z. Visitor Experience Development
Position Downtown as a unique, exciting and broadly accessible experience -based place,
retaining substantial demand and high value.
a. Nurture Downtown as a place embodying local flavor and welcomes a broad audience to
enjoy an authentic Santa Monica experience.
• Produce key community events in Downtown, including, but not limited to:
— Cinema on the Street
— Picnic on the Promenade
— Sonic Submarine
— Winterlit /ICE at Santa Monica
— Holiday Decor Program
• Explore and encourage a variety of cultural activities within the City guidelines to
enhance and invigorate public space.
• Participate in programs and initiatives of Buy Local Santa Monica, Santa Monica
Chamber of Commerce, and Santa Monica Convention & Visitors Bureau.
b. Provide enhanced maintenance services to keep the district a clean and attractive public
place. (See appendices for a complete schedule of maintenance obligations.)
• Collaborate with City of Santa Monica to ensure compliance with maintenance
standards established by both parties.
• Manage maintenance of Downtown . public parking structures in accordance with
0
well
e Maintenance Agreement.
;h annual power washing of public parking structures 1 -6, 9 and 10 as
cleaning of public parking structures, sidewalks and other public open
nd' maintain restrooms in select Downtown parking structures during all hours
hey remain open to the general public.
remove graffiti from public and private property.
of Santa Monica's public safety officials in their efforts to keep
strong relationships with key personnel of departments charged with
maintaining safety in Downtown, including but not limited to the Police and Fire
Departments, Code Compliance, and the City Attorney's office.
Track occurrence of public safety incidents in Downtown and provide notification to
appropriate parties as needed.
Support loss prevention efforts of business owners and employees.
5
n Ensure Downtown Santa Monica, Inc. and its employees are prepared to assist as
directed by public safety officials in the event of a natural disaster or other emergency.
d. Ensure Downtown remains an actively managed and well- maintained place.
• Work closely with City partners to ensure general facility maintenance and functionality.
• Partner with the City to enhance the pedestrian realm, including additional lighting,
wayfinding signage, and other amenities as needed.
• Collaborate with the City, Police and Fire to provide active venue and street performer
management for Third Street Promenade and other public spaces.
• Screen outside event requests and logistics for adherence to City Guidelines and
compliance with municipal codes pertaining to the use of public space.
• Field requests to film in Downtown Santa Monica and work with the City to ensure that
filming shoots comply with all municipal codes pertaining to the use of public space.
• Assist the City in managing the cart program on Third Street Promenade.
e. Welcome visitors to Downtown and inform them of the district's businesses, attractions
and amenities.
• Deploy Hospitality Ambassadors who refer users to Downtown businesses, generate
work orders to repair damaged Downtown infrastructure, provide walking directions,
monitor key restrooms, jump-start vehicles and act as eyes and ears on the street in the
district.
• Provide a directoryand map of businesses in the district.
• Partner with the Santa Monica Convention & Visitors Bureau to support tourism
programming as well as produce a Visitor Rewards Book for guests.
• Promote timely messages about special events and programs through advertising on the
• Work with the City to maximize wayfinding in Downtown Santa Monica for visitors using
all available, modes of transportation.
• Maintain a comprehensive website for Downtown Santa Monica.
9
s. Character & Cultural Development
Protect and build upon the reputation of Downtown Santa Monica as an authentic,
diverse, culturally significant and forward - thinking urban district.
a. Protect and strengthen the Downtown Santa Monica brand
® Produce advertising and public relations campaigns to st
Downtown Santa Monica.
w Utilize social media platforms to disseminate timely info.
Santa Monica brand.
b. Embrace and celebrate the cultural signif
businesses, and other stakeholders of thf
■ Administer a blog to inform and enc
who use the district; the blog, Santa
the Downtown area.
Maximize outreach and messaging through social media platfo
7
the brand image of
well as reinforce the
forthe
f Santa Monica.
a dialogue between DTSM, Inc. and people
i Centric, promotes businesses and events in
4. Community Advocacy
Research and monitor the state of Downtown and proactively advocate on issues of
importance to the City and Downtown stakeholders.
a. Anticipate and work with both private and public sector partners to proactively manage
the overarching needs of a growing and changing Downtown.
• Continue to work with the City on construction mitigation as well as support celebratory
preparations for the grand opening of the Downtown Santa Monica Expo Station.
• Expand the services of Downtown Santa Monica, Inc. to encompass Lincoln Blvd. and
provide enhanced maintenance services along Colorado Ave. coinciding, with the
opening of the Expo station and Colorado Esplanade.
• Partner with the City and private stakeholders to advise the public and district
businesses about impacts related to construction . projects and traffic mitigation plans.
• Work with the Board of Directors to review the Downtown Specific Plan and compile
recommendations for the City on areas that may require more attention or discussion.
• Work with the City and community stakeholders to address issues related to access,
circulation and parking. j
b. Partner with the City of Santa
homeless initiatives.
• Continue to engage Chr
Downtown Santa Monic
• 'Collect and administer at
organizations in supporting
plement the enhanced maintenance program for
nge Program, designed to award grants to local
Human Services Division and Police Homeless Liaison Program (HLP)
:s the variety of homeless issues impacting the district.
s. Economic Development
Partner with the City and Downtown stakeholders to maintain a balanced, diverse
economic environment and promote the prosperity of the community as a whole.
a. Position Downtown Santa Monica, Inc. as a central source of i
related to Downtown, including the economic vitality and ma
district.
• Conduct, analyze and share market research data
Downtown Santa Monica.
• Implement a pedestrian counting program to cap'
areas within the district.
• Conduct ongoing stakeholder surveys. evaluating I
enhanced maintenance, and other programs.
• Conduct ongoing mystery shop evaluations to ass
ambassador and enhanced maintenance program
b. Support property owners and co
Downtown area.
• Expand the promotion of tl
• Update the Downtown San
Promenade, the parking ga
C.
busi
the
ition on all aspects
tential of the
i trends for
of people visiting key
of the ambassador,
the effectiveness of the
era[ marketing of the
�e rewara program.
business directory, which appears on Third Street
)site and walking map.
nce to Downtown property owners,
• Produce and distribute The Beat, a quarterly newsletter designed to inform Downtown
stakeholders of key issues pertaining to the area.
• Produce and distribute The Memo, a monthly note directed to ground floor businesses
in the district that shares information about activities in Downtown Santa Monica.
• Host quarterly stakeholder meetings for merchants and commercial office tenants to
share updates on DTSM, Inc. programs, collaborative opportunities and other essential
d. Advocate on behalf of property and business owners and play a supportive role in
matters contributing to the overall vitality of business Downtown.
® Respond to requests for assistance from property owners and businesses on issues
pertaining to their economic vitality.
9
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11
Board Chair
Vice Chairs
Secretary Treasurer
Board Members
Chief Executive Officer
Director of Marketing &;
Director of Policy & Plar
Office Manager
Sr. Communications Ms
Facilities & Event Logisl
External Affairs Manage
Finance Manager
Venue Manager
Operations Coordinator
Assistant to the CEO
Downtown Santa Monica, Inc.
Board & Staff List
er
as of 5 /1 /15
Board of Directors
12
Bill Tucker
Johannes Van T
John Warfel
Rob Rader
Bruria Finkel
Julia Ladd
Barry Snell
Debbie Zehm
Juan Matute
Elaine Polachek
Sarah Letts
Kathleen Rawson
Mackenzie Carter
Steven Welliver
Laura Borsecnik
Kevin Herrera
Tinamarie Conant
Collette Hanna
TJ Harney
Stephen Bradford
Chris Brown
Cheryl Brier
Downtown Santa Monica, Inc.
FY 2015/2016 Adopted Budget
Personnel
$1,120,613.00
$1,197,402.90 6.9%
Administration
$417,019.00
$428,064.87 2.6%
Business Development
$179,000.00
Bayside, CBD & BID Assessments
$5,253,069.05
$5,481,331.81
4.3%
Special Events & Filmings
$60,000.00
$82,500.00
'. 37.5%
Parking Structure Advertising
$0.00
$70,000.00
—%
Dolphin Donations/ Transfers*
$10,500.00
$10,500.00
0.0%
Other Income
$755,000.00
$860,000.00
13.9%
Total Income
$6,078,569.05
$6,504,331.81
7.0%
Personnel
$1,120,613.00
$1,197,402.90 6.9%
Administration
$417,019.00
$428,064.87 2.6%
Business Development
$179,000.00
$248,000.00 38.5%
Marketing / ICE at Santa Monica
$1,607,000.00
$1,618,000.00 0.7%
Operations
$2,743,272.00
$3,029,250.00 10.4%
Dolphin Donations
$10,500.00
$10,500.00 0.0%
Total Expenditures
$6,077,404.00
$6,531,217.77 7.5%
*Dolphin change program will go into reserves until depleted. Board action, 3/22/12.
13
ENHANCED MAINTENANCE
Enhanced Maintenance — Parking Structures
Downtown Santa Monica, Inc. began providing daily maintenance in Downtown
9 and 10 in July 2009. Prior to this transition, the general upkeep on these facilil
structures were considered dirty and, as a result, perceived unsafe.
DTSM, Inc. daily maintenance in the structures has drastically
takes pride in keeping the structures clean and welcoming.
Our maintenance staff is primarily deployed during the late
vehicles and people are in the structures. This gives us bette
maintenance team to clean a larger area in less time. Today,
labor- intensive work such as mopping and removing large gr
crew is responsible for keeping up the level of maintenance
14
ng /ea
Structures 41 -6,
A and the
the team
hours when fewer
open surfaces and enables the
1 the M30 scrubber machine and
is done at night, while the day
ry the night crew.
MAINTENANCE SCHEDULE
The following duties are performed in the structures during the stated shifts:
( *Duties and shifts subject to change based on need.)
Shift time from 11:30 p.m. — 7:30 a.m.
Run M30 Sweeper /Scrubber vehicle on a rotational schedule in all structures
Close all restrooms for deep cleaning floor -to- ceiling
Sweep, mop, and wipe down all stairwells and landing areas
Conduct pan and broom maintenance throughout structures
Document maintenance issues for reporting
Shift time from 7:00 a.m. - 3:30 p.m.
Clean restrooms (empty trash, clean toilets /urinals,
Remove, or paint over, graffiti
Remove debris as needed
Shift time from 3:00 p.m. —11:30 p.m.,..
Clean restrooms daily (empty trash, c
Sweep /mop restroom as needed..
Pull all trash (2 /3rds full) and replace
Wipe down all structure interior signs
Remove or paint over any graffiti tha
Clean up all spills as necessary
bags on every level
or
sinks,
15
and replenish toiletries as needed)
sinks, counters, mirrors, replenish toiletries as needed
structures and wipe down cans
I boxes
ENHANCED MAINTENANCE PROGRAM
Enhanced Maintenance — Pressure Washing in Downtown -
It is the goal of DTSM, Inc. to maintain clean sidewalks, alleys and streets throughout Downtown. To
meet this challenge, we work with City staff to guarantee daily pressure washing and intense cleaning
schedules. By combining daily City pressure washing service and directed DTSM, Inc. deep - cleaning
washing services, we are able to meet our goals.
Our current contracted pressure washing services are as follows:
Activity Frequency
Zone 1: Third Street Promenade and 2" and 3` Ct. Alleys (alleys once every two months)
Monthly
Zone 2: Second and Fourth Streets, Ocean Avenue, and all intersection side streets and alleys
within the boundary (alleys once every two months)
4Monthly
Parking Structures #1 - #6, 49 and #10
Twice per year **
Parking Structures #1 - #6, #9 and #10 detailing (cleaning areas of heavy, use) '
As needed **
Parking Structures #1 - #6, polish and wax lobbies
Monthly **
Downtown Hotspots (areas of need throughout Downtown)
As needed
16
GENERAL MAINTENANCE
DTSM, Inc. Maintenance Cycle
Downtown infrastructure is aging and requires regular maintenance. To stay ahead of the curve, DTSM,
Inc. manages a continuous cycle of maintenance work in Downtown.
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