SR-106-005 (3)
Council Meeting: September 13, 2005
Santa Monica, California ~D
To:
Mayor and City Council
SEP 1 3 2005
From:
City Staff
Subject:
Recommendation to Approve Bayside District Corporation's Budget and
Annual Work Program
Introduction
This report recommends that the City Council approve the Bayside District
Corporation's Operations and Marketing Plan and Budget for FY 2005-06.
Backaround
The Bayside Services Agreement dated December 3. 2004, calls for the Bayside District
Corporation (BDC) to submit for Council approval a Work Plan and Budget that
describes BOC's planned activities and services, with a corresponding budget for the
up-coming fiscal year. The Operations and Marketing Plan and Budget ("Work Plan")
for Fiscal Year 2005-06 were approved by the BDC Board at its meeting June 23, 2005,
and are submitted to Council for its approval.
Discussion
The Work Plan for FY 2005-06, Attachment 1, sets forth the activities and programs
BDC intends to undertake during the coming year. Some of the programs and projects
highlighted in the Work Plan are described below:
Operations: Among its various maintenance and capital improvement projects,
BDC proposes to install LED tree lighting along the Third Street Promenade.
replace art banners, oversee the transition of the vending cart program to a new
1
SEP 1 3 2005
can
operator, and replace alley banners with metal branding disks. BOC proposes to
research a program for District "ambassadors" to provide additional customer
service to Bayside visitors. Also, BDC will be assisting the City with
implementation of Bayside Capital Improvement Projects that are included in the
City's Capital Improvement Budget.
Marketing: BOC will initiate a new branded advertising campaign that will
expand into cable television, organize and host special events including Winterlit,
and outreach to the community through publication of the monthly Bayside Beat
and local business "spotlights" produced in cooperation with City TV. There will
be special emphasis in support of the grand opening of the new City library, as
well as modifications to the Santa Monica Holiday campaign, formerly called
Shop Santa Monica.
Venue and Performance Management: BOC staff will continue to manage
street performance and free speech participants and coordinate special events,
promotions, and filming.
BOC's budget for FY 2005-2006 anticipates revenues in the amount of $961,900.
Revenues include $620,900 granted by the City to BDC for FY 2005-2006, plus
$210,000 that the City will collect from the Central Downtown Business District
Improvement Area and pass through to BDC for Bayside District marketing. BOC plans
to generate additional revenue through special events, filming revenue, interest
earnings and donations.
BpC's budget is 7% more than the adopted budget for Fiscal Year 2004-2005. The
increase can be attributed to an increase in assessments from the Central Downtown
Business District, a 2% increase from the City in its basic grant to help cover anticipated
2
increases in BDC's insurance, and increased revenues from filming and special events
permits as a result of the fee increases approved by Council on June 21,2005.
BDC's budget allocates expenditures in FY 2005-06 according to the following
categories:
Personnel 42%
Administration 17%
Business Development 5%
Marketing/Promotions 31 %
Operations/Maint./Contribution 5%
~~I 100%
BudaetlFinanciallmpact
Approval of the Work Plan and Budget imposes no additional budget or financial impact
on the City. City funding for the BDC in the amount of $620,900 is included in the City's
FY 2005-06 Adopted Budget at account # 30625.577070.
Recommendation
Staff recommends that the City Council approve the Bayside District Corporation's
Operations and Marketing Plan and Budget for FY 2005-06.
Pre'pared by:
Jeff Mathieu, Director, Resource Management Department
Miriam Mack, Economic Development Manager
Attachment A-
Bayside District Corporation Operations and
Marketing Plan and Budget for FY 2005-06
3
BAYSIDE DISTRICT CORPORATION
Annual Plan of Work for Fiscal Year 2005 - 2006
Table of Contents
BDC Mission Statement
Page
2
3
4
5
10
14
16
16
17
Roles and Responsibilities
Executive Summary
Operations
Marketing. Promotions and Public Relations
Venue and Performance Management
Staff
Board of Directors
Budget
1
Bayside District Corporation Mission Statement
On behalf of the City of Santa Monica, to promote economic stability, growth and community
life within the Bayside District through r~sponsible planning, development. management, and
coordination of programs, projects and services designed to benefit the community as a whole;
which includes the District's businesses, property owners, visitors and residents.
2
BDC Roles and Responsibilities
The BDC is responsible for promoting the continued economic revitalization of the Downtown
and for programs, projects and services that benefit Santa Monica residents, Downtown
merchants, property owners, customers and visitors.
· Organizing, advising, and/or conducting marketing and advertising campaigns for the
benefit of the Downtown;
· Organizing, advising and/or conducting promotions and special events that attract and
benefit local residents, customers and visitors to the Downtown;
· Advising the City regarding long-term planning and zoning issues, retail mix, streetscape
and capital improvement projects, public parking projects, signage, specific discretionary
planning and zoning cases, and developmental strategies in order to enhance the economic
vitality of the Downtown to benefit local residents and continue as a community
resource;
· Assisting in. the identification, location and development of new businesses m the
Downtown that will enhance its economic vitality;
· Advising the City on operational issues involved in management of the Downtown,
including, but not limited to, leasing and management of City-owned property,
maintenance and security concerns, parking operations, vending cart operations, outdoor
dining;
· Organizing and facilitating filming and special events in the Downto"\W;
· Advising merchants, property o"\Wers and others with business interests in the
Downtown on private property issues, including, but not limited to, retail mix,
merchandising, maintenance and security concerns;
· Serving as an advocate on behalf of merchants, property owners, tenants leasing City-
owned real estate and the general public on issues affecting the continued vitality of the
Downto"\W;
· Serving as liaison with other local governments and professional organizations seeking
information on the development or current operations of the Do"\Wtown;
· Upon request of merchants, property owners or Downtown residents, advocating various
means of providing funding and implementation of additional measures of service in the
Downtown that are not covered by the assessment districts and business improvernent
areas in place as of June 24, 1998;
· Administering or providing 'enhanced services and other activities for the DowntoWn as
determined by the BDC staff and Board of Directors consistent with the Working Plan.
3
Executive Summary
Overview
It is an exciting time in Downtown Santa Monica. The Board is focused on creating new and
innovative opportunities to significantly enhance the Downtown area. While still in the research
and development stage, BDC is actively pursuing new revenue streams to accommodate
programs such as ambassadors, capital replacement projects and expanded marketing efforts.
In addition, BDC has continued, for more than five years, to pursue new theatre and parking
options in the Downtown. Progress has been slow; yet, we continue to push for both as
necessary elements for continued vitality.
While Santa Monica Place has shown diminishing returns for the last several years, they have
sprung into the limelight as the major' discussion issue in the Downtown. Their yet unresolved
redevelopment plans have captured the attention of the public and threaten to supercede other
important issues in the area. BDC is supportive of their process and is playing an active role in
the decision making.
In the meantime, BDC is dedicated to providing a comprehensive maintenance and operational
program in partnership with the city of Santa Monica. We continue to struggle with a drastically
reduced budget that has made this effort extremely challenging.
Capital Improvement Project funding from the City will make a dramatic difference in the
condition of the Promenade. From parking structure enhancements to new tree grates, BDC will
work hard to ensure that the allocated monies are used.
Marketing and promotional efforts have been streamlined and updated to make the most of the
marketing funds available. As Winterlit holiday promotions enter our fourth year, we will be
showcasing a modified version of the decor. We are seeking partnerships for the holiday season
that can both expand our marketing reach and put a new, media-worthy twist on our promotions.
The coordinated street performer and venue management efforts continue to make a substantial,
positive impact on the street entertainment for both visitors and performers alike. Issues such as
un-permitted product sampling burden the Downtown, and our focus will be to address this
activity through City Council.
We are looking forward to healthy and positive changes in the Downtown to keep us stronger
than ever.
4
Operations
Overview
The Bayside District Corporation Operations and Maintenance Department's objective is to
make certain that the District's levels of maintenance, public safety and customer service meet
the high standards of the BDC. This goal must be consistent in all public facilities within the
Bayside and Downtown District.
The Bayside District Corporation Operations Department coordinates with The City of Santa
Monica Resource Management Division to ensure the completion of special maintenance and
District improvement objectives. This coordination consists of all project phases, from
conception to completion, including job initiation, qualification, request for bids and all other
necessary steps. The BDC also works with the City in its management of vendors contracted to
assist the City with maintenance needs. These vendors include landscaping, vector control and
Promenade fountain maintenance.
It is the mandate of the Operations Department to work directly with the necessary City of
Santa Monica maintenance departments in order to meet objectives. This work includes the
initiation of Work Requests for general repair projects relating to electrical, landscaping,
construction, graffiti removal, lighting and pest control.
The Bayside District Corporation will work with The City on projects that impact thc
Downtown District. The BDC monitors and assists in the management of these projects. They
include the seismic retrofit of Parking Structure #5, the selection of a merchant for the 1260 Third
Street Pavilion and the management of the new Promenade vending cart program.
The Operations Department is responsible for maintaining its role as the chief liaison between
tenants and all City-owned property. The Bayside District Corporation coordinates the repairs
to these facilities, and provides guidance to these tenants in their relations with The City. The
City and the BDC work in conjunction in the processing and operation of the Outdoor Dining
Agreements for the Third Street Promenade and the Transit Mall and the enforcement of sign
compliance with the Downtown District.
New this year is the research and development of an ambassador program for Downtown. This
program, along with capital imprOvements, is a key element in achieving Bayside' s overall goals.
Objectives
· Create a strong Downtown brand that is recognizable throughout the District.
· Make informed recommend::).tions to The City and Bayside Board on major oper~tions
projects with the District.
5
· Develop solid, dependable relationships with the City to ensure the effectiveness of
Bayside Operations Department throughout the District in projects relating to
maintenance, standards of cleanliness, and all other District projects and daily tasks.
· Advocate for all merchants and residents within the Downtown District.
· Maintain a strict and timely schedule on all repeated projects to ensure the optimal
effectiveness of the maintenance cycle.
Strateeies
The Bayside District Corporation will maintain a healthy relationship with City staff and work
in concert with the City to meet our objectives. We must meet the challenges of our environment
and budget limitations and succeed in our goals of maintaining high standards of cleanliness,
maintenance and customer service.
On&oing Projects
The following projects are budgeted and managed through the Bayside District Corporation:
· Tree Lights o.n Third Street Pro.menade
Once per year the trees on the Promenade are trimmed, and new lights are installed or
refurbished.
· Back-lit Promenade Directories
Twice each year the backlit directories and maps on the Promenade and in the Parking
Structures are updated and replaced. In addition, replacements are installed for broken or
damaged signs. We also perform routine maintenance on the Lexan pieces that cover the
directories.
· Dolphin Change Program
Oversee cash pick-up and counting, and the repairs to money collection boxes throughout
the Downtown.
· Holiday Accent and Lighting Program
In 2005, the BDC enlisted Winterlit manufacturer Scenario Design, Inc., to transform the
original Winterlit decor to a new design using the existing elements. Using traditional
holiday themes, Scenerio developed a new design and begins production in July '05.
The following projects are budgeted through the City of Santa Monica Resource Management
Department. Bayside District Corporation works in conjunction with this Department to
coordinate maintenance projects in the District. The Maintenance and Operations department
typically oversees these efforts.
6
Routine Maintenance Projects
Routine maintenance items are generally ongoing projeets that are required to keep the District's
high standards intact. Projects in this category may include, but are not limited to, the following:
.
Kiosk cleaning
2x/ year
.
Concrete/dinosaurs chemically washed
(environmentally sound)
2x/year
.
Bayside sidewalk deep cleaning
4x/year
.
Paint lamp poles and Promenade directories
1 x/year
.
Kiosk door maintenance
annually / as needed
.
Decorative tre'e lights 2nd /4lh and Transit Mall
1 x/year
.
Kiosk window washing
monthly
.
Awning cleaning Parking Structure #5
2x/year
.
Alley banner repair
as needed
.
Vector management
monthly I as needed
.
Deep cleaning of 2nd/3rd Court alleys
1 x/year
.
Dinosaur repair
as needed
.
Parking structure sign maintenance
as needed
.
Deep cleaning of four crosswalks
4x1year
.
HV! AC maintenance for PS#5 businesses
4x/year
7
Special Maintenance Projects
Special maintenance items are those projects that are longer lasting once repairs or replacement
are completed. Several items on this list require immediate attention given the age of the
Promenade.
.
Implement City of Santa Monica Resource Management funded Capital Improvement
Projects.
.
Manage the redesign and installation of Winterlit 2005.
.
Install LED tree lighting in Promenade jacarandas.
.
Replacement of Promenade overhead art banners.
.
Work with Ci~y of Santa Monica Solid Waste Department to replace private trash and
recycling pickup with City service
.
Transition Promenade cart operation from Promenade Service to Provenzano Resources.
.
Remove Second and Third Ct. alley banners and replace with metal Bayside branding
discs.
.
Implement and manage Bayside District Ambassador Program. T!"te Bayside District
Corporation currently is researching Ambassador programs throughout the country and is
in the process of writing a Request for Proposals for a program unique to Downtown.
.
Fund and Implement Capital Improvement Projects throughout the Downtown. The
Bayside District Corporation, in conjunction with the Resource Management Dept. of the
City of Santa Monica, has identified several maintenance projects that need immediate
attention. These projects will restore vibrancy to the Downtown and keep us ahead of the
maintenance curve. They include:
.
Parking structure fa~ade improvements
Exterior parking structure painting
Improved and expanded trash bin rooms
Tree well and tree grate upgrades
Electrical upgrades on the Promenade
Concrete restoration study
Wayfinding signage study.
.
.
.
.
.
.
8
Goals for Department
· Succeed in addressing key capital improvement projects for the District.
· Maintain a comprehensive capital improvement/replacement list that targets projects,
identifies when they will be addressed, and forecasts their :fmancial impact in future
budgets.
· Improve the communication/timelines for all projects and maintenance occurring within
the Downtown.
· Maintain a system that outlines all Bayside-<generated Work Requests and follows and
updates them from conception to completion.
· Create a database that outlines all non~Bayside projects and follows and updates them
from conception to completion
· Improve the cleanliness of the Downtown parking structures by working with the City to
institute a regular painting and maintenance program.
· Continue to expand the Bayside District operational functions throughout the Downtown
as budget allows.
· Increase the Bayside District Corporation budget through City of Santa Monica Resource
Management Division.
· Maintain the maintenance and cleanliness of the District.
9
MARKETING
Overview
BDC Marketing promotes Downtown Santa Monica including the world-famous I:hird Street
Promenade. This 30-block area is unique to Los Angeles with its pedestrian-friendly layout and
proximity to the beach and the Santa Monica Pier.
BDC Marketing uses its creativity and resources to create, develop and execute an overall
marketing plan. The plan involves adveltising, events, customer service, community outreach and
public relations to achieve its goals and objectives.
Objectives
· Drive traffic to the area
· Enhance tlie visitor experience
· Develop communications and manage community relations
· Provide customer service to local residents, merchants and visitors.
Strategies
BDC Marketing helps drive traffic to the area by placing regular and consistent advertising that
targets locals and visitors. BDC also works with area businesses and the Santa Monica CVB to
develop programs that will drive customers into their stores or restaurants. Marketing works
with community groups, merchants and marketing companies to plan and execute events that add
fun and excitement to a visitors' day. The visual appeal of the Promenade will be enhanced with a
new art banner installation this year. Marketing will continue to produce the Bayside Beat and
provide hot sheets to the media updating them on business openings. And tools such as the
Visitor's Guide and. the downtownsm.com Web site will continue to be a valuable resource for
our customers.
Advertising and Promotion
Advertising and promotion is an important part of the marketing strategy. A new branded ad
campaign will be developed and launched in '06. Besides the traditional print outlets, marketing
will expand its campaign into cable television. In addition, event-specific advertisements will be
placed appropriately. Outlets are below:
Local Market
Surfsantamonica.com, The Santa Monica Mirror, Santa Monica Daily Press, Santa
Monica Business (produced by the 8M Chamber of Commerce) and Adelphia cable
television
10
Employee Discount Program
The Employee Discount Program is updated monthly. This single-sheeter is distributed
through the Bayside Beat newsletter and posted to the web site.
Regional Market
Hollywood Bowl, Los Angeles Magazine
Tourist Market
Santa Monica Official Visitors Guide, Santa Monica Official Map, participation in the
Santa Monica VIP program (produced by the SMCVB) and Where Magazine
Events
Marketing serves the community by fielding hundreds of event inquiries. Various organizations
including nonprofits, community businesses and corporate companies request event information.
Events require staff to screen calls, process applications, coordinate logistics and communicate
with other City entities, such as the Santa Monica Police and Fire Departments. Events generate
modest revenue for Bayside District Corporation that is re-invested in the overall marketing
effort.
The community has enjoyed annual events such as Earth Day and the Jaycees Car Show. Levi's,
Lush and Adidas are some of the merchants that have held ev~nts. Many local student groups -
SAMOHI, Cross Roads School- perform during the year, as well. Corporate players such as
Teen Vogue, Panasonic and Nissan also have held promotions in the area.
Marketing also produces several events throughout the year, such as Senior Day, a Halloween
event, and, during the holiday season, Winterlit.
Community OutreachlPublic Relations
It is important to maintain communications and public relations with customers, visitors,
merchants and the media. Marketing achieves its communications duties by using various
strategies.
Bayside Beat
This monthly newsletter has grown during the past five years and is a valuable resource for
merchants and the general community. Marketing will continue developing educational stories
and streamlining the newsletter's production.
Media Programs
Marketing will continue to work with Santa Maruca's City TV to develop "spotlights" on local
businesses for the "Santa Monica Update" segment and to pitch ideas for the "Get Out" lifestyle
show. There are also plans to work with City TV to produce b-roll footage for broadcast media.
11
Merchant Meetings
Merchant meetings will continue to take an open discussion format. This has proven very
effective in the past year and helps Bayside understand the issues and needs of local businesses.
Marketing also will visit merchants one-on-one in order to communicate information and fmd out
the current state of business.
Public Relations
Quality press releases are generated and distributed to appropriate media. Topics such as new
business announcements, special events and goodwill projects, including the Dolphin Change
program, help to generate positive coverage for Bayside District.
Customer Service Tools
Web Site
Bayside District Corporation's official Web site URLs are thirdstreetpromenade.com and
downtownsm.com. Marketing will continue to invest in the Web site in order to increase speed
and efficiency. Staff updates the events -and meetings calendars, as well as business listings and
posts press releases and newsletter contents. Staff also checks to ensure site mtegrity.
Visitor Collateral
The Vis~tors Guid~ is updated on an annual basis. Marketing prints lOOK and retains Certified
Folder to distribute 75K to hotels throughout Los Angeles, with the balance distributed locally.
Visitors also may request the Guide via the Web site. The Walking Map is printed on a
tear-off tablet and distributed locally to hotels and the SMCVB visitors' center. This piece also
may be downloaded as a PDF from the web site.
Outdoor Directories
There are 12 outdoor backlit directories located on the Promenade. These directories are updated
annually. In addition, eight directories are located in each parking garage and the parking office.
The Around the Corner Campaign will be updated this fiscal year and will incorporate a new
design and new business call-outs.
Special Projects
Construction Mitigation
Marketing will provide updates to merchants and the community on the planned upgrades of
Second & Fourth Streets as well as the redevelopment of Santa Monica Place.
Visual campaign
Marketing will invest in a new visual campaign for Downtown by eoordinating a photo shoot and
producing a television spot. New photos will enhance the image of the area and can be used in
various media including advertising, collateral and the Web site. A 30-seeond spot will be
produced foeusing on eolorful shots of the area that highlight the benefits of the District.
12
Art Banners
Marketing will work in conjunction with the Arts Commission to create new harmers for Third
Street Pr<?menade. The process will include an RFP, design review, manufacturing and
installation.
Winterlit Holiday 2005
After three years, the holiday decor will be refurbished with a dramatically ncw look. This
makeover will drive a new feel for the Winterlit campaign. Marketing will create new collateral
incorporating these new images into the material. .
The Winterlit Holiday program will feature the following events (subject to change):
Friday, November 25 - Media only kick off event
Saturday, November 26 - Wake Up Santa at Santa Monica Place
Saturday, December 3 - Winterlit Fun Kid's Day
Saturday, December 10 - Fashion Show
Thursday, December 15 - Movie Night
Santa Monica Holiday Campaign
Formerly known as Shop Santa Monica, Marketing will work with City officials and other
community organi?:ations to develop a new Santa Monica holiday campaign. Components of the
campaign may include light pole banners, over-the:...street barmers, advertising and shopping bags.
Launch of Santa Monica Main Library
Slated for a January 2006 opening, the Santa Monica Main Library, located at Santa Monica
Boulevard and Sixth Street, will open its doors to the community. Marketing will help with City
and Library officials .to promote the opening of this fantastic addition to Downtown. The Library
also will provide more public parking that is very much needed in the District.
13
Venue and Performance Management
BDC's Venue and Performance Management is responsible for overseeing the Promenade,
Transit Malls and central business district during high-impact times, traditionally Thursday
through Sunday. The Venue and Performance Management functions range from managing strect
performers and free speech activists, to coordinating special events and promotion, as well as
responding to operational issues that occur during the course of the weekend.
In carrying out the various responsibilities, the Venue Manager works with street performers,
religious groups, nonprofit entities, marketing and public relations firms, film companies, event
managers, the Santa Monica Police Department (SMPD), the Santa Monica City Attorney's
Office and the Promenade's maintenance crew. One of the goals of the Venue Manager is to
develop a positive environment for all parties involved in the area performers, merchants, event
operators and visitors alike.
In cooperation with the SMPD, the Venue Manager also assists in reporting" and curtailing the
unauthorized use of public space for filming, sales and promotions, graffiti and vandalism.
Objectives
The four key objectives for Venue and Performance Management are to:
Maintain strong working relationships among BDC stake-holders, the City of Santa Monica, the
Promenade's maintenance crew and the SMPD as they relate to the implementation and
continued enforcement of the Performer's Ordinance and attention to the general aesthetics of the
Promenade.
Contribute to the early phases of event planning in order to reduce misunderstandings,
miscommunication and the misuse of the Promenade.
Continue to facilitate communications among performers, merchants and the SMPD in order to
maintain functional and professional relationships with these core groups.
Foster, support and promote the development of the Promenade's talent base.
Stratea:ies
The Venue and Performance Manager faces a fluid, sometimes polarized and antagonistic
environment on the Promenade. It is essential to be nimble in adjusting to this constantly
changing and evolving environment.
14
One way to stay eng.tged with the performer community is to provide artists and entertainers
with regular informational updates as regards special events that may impact their performance
space. Additionally, maintaining regular office hours and a high profile on the Promenade, along
with making the Venue Manager available for conflict resolution and problem solving~ serves to
reassure the community that their needs are important and are bcing addressed.
Recognizing that the Police Department regularly operates at less than full staff - and in an effort
to maintain a fair and coherent policy through all the hours of the week the Venue Manager will
meet weekly with the sergeant in charge of the Third Street Bicycle Detail and the Community
Service Officers to compare notes and direct resources to areas that are deemed most problematic.
As necessary. the Venue Manager will continue to host street performer meetings to discuss and
air ideas from all sides of the street equation. In the past these meetings have been an effective
way for performers to vent frustration in a less public location than the Promenade itself. As
well, performer meetings have led to positive changes in how all sides perceive and ultimately
work with each other.
The Venue Manager will meet weekly with BDC Operations to cover any structural issues that
arise during the course of a weekend, such as graffiti, vandalism or normal wear-and-tear.
On a weekly basis .also, the Venue Manager will meet with BDC's Marketing Manager to review
upcoming events and debrief on prior events. As well, the Venue Manager with work with the
marketing department to add street performer names and contact information to
downtownsm.com, and to ensure that the content is current.
At this time, the only planned stand-alone performer showcases are during the holiday season.
However, on an ongoing basis, the Venue and Performance Manager actively seeks opportunities
for involvement with the street performers and the numerous special events hosted on the
Promenade.
15
Bayside District Corporation
Executive Director
Operations Manager
Marketing Manager
Staff
2005/2006
Communications Specialist
Venue Manager
Administrative Assistant
Board of Directors
2004/2005
Barbara Bryan
Ruth Elwell
Michael Guerin
Patricia Hoffman
W <;lily Marks
David Martin
Rob Rader
Bill Tucker
Johannes VanTilburg
John Warfel
Marvin Zeidler
16
Kathleen Rawson
Andrew Thomas
Marivi Valcourt
Maria Fotopoulos
Stephen Bradford
Linn Wile
,,~J.ii&'
40000 City of Santa Monica $608,700 $608,700 $610,418 I~~~~~ 2.0%
40100 Central Business District Assessment $195,000 $195,000 $201,368 $210~OOO 7.7%
40300 Dolphin Donations $10,000 $10,000 $5,000 ;)JS~OOJl -50.0%
40400 Special Events $45,000 $45,000 $45,000 ( "~P,()@ 33.3%
40500 Filmine; Revenue $35,000 $37,000 $63,000 'j$$) 000 62.2%
'\-., -.". -',' ".
41000 Interest $3,500 $3,000 $7,000 ,....':~/WQ 100.0%
42000 Other
PERSONNEL ......
60100 Salaries $305,278 $305,000 $286,000 ~10'OOO 1.6%
,~,,< _. -~u~l.. ,.,:- "
60900 Payroll Taxes $27,500 $27,500 $25,000 J~Q 1.5%
60700 Insurance Benefits $47,000 $47,000 $39,000 .. 2.1%
60800 Pension $13,000 $16,000 $14,000 '$1j)iUPQ 0.0%
TOTAL $392,778 $395,500 $364,000 .......}~l;g~ 1.6%
....'.
ADMINISTRATION I'
60200 Bank Charges $200 $200 $25 '$200 0.0%
60300 General Office Supplies $13,000 $12,000 $12,000 '$12;500 4.2%
60400 Occupancy . $77,320 $81,000 $79,660. ;:~<l90 1.8%
60500 TeleDhone/Internet $9,500 $9,500 $8,600... ...,.l9;~ 0.0%
60600 Printing $2,500 $1,500 $1,000 $l~ 0.0%
61000 Professional Services $22,000 $22,000 $18,400 ;Q():~ -7.0%
.""
61100 Outside Services $1,500 $1,000 $1,000 $1 '000 0.0%
""l,~ .
61200 Equipment Rental $4,500 $4,000 $2,700 "^""-"' ..>$~~ -25.0%
61300 Taxes & Licenses $50 $50 $50 .. '," '~t:i'tl 0.0%
61400 Repairs & Maintenance $2,000 $2,000 $2,000 '., ~OQO 0.0%
61500 Membership & Subscriptions $1,500 $1,000 $800 L. '.' ,,';@ 0.0%
.." .
61700 Postae;e $11,500 $11,500 $8,000 .,..,.,'.... sg;(f()Q -21.7%
61800 Travel and Auto $200 $200 $100 ,.~ 0.0%
61900 Education & Staff Development $1,000 $1,000 $800 , $~..aoo 0.0%
62400 Documentation $1,000 $500 $EiOO "$!iQQ 0.0%
62700 Insurance $15,000 $10,000 $11,000 ..... $~"Q()Q 100.0%
62800 Parkim~: - not part of "Occupancy" $6,930 $4,750 $3,000 , $$1000 -36.8%
,t. ....
62900 Service Recognition $1,000 $500 $500 . "$500 0.0%
;:. :,..:', ,',- .,.,,,
TOTAL $170,700 $162,700 $150,135 .,.'l.17~9.Q 3.2%
'.
BUSINESS DEVELOPMENT .... ....
62000 Meetings $4,000 $7,000 $5,700 """~if -3.6%
62100 Development $4,000 $4,000 $4,250 12.5%
62200 Consultants $35,000 $35,000 $35,000' 0.0%
61600 Entertainment $0 $0 $0 >"$0
TOTAL $46,000 $48,500 $44,950 $"~I -4.6%
MARKETING AND PROMOTIONS
63000 Newsletter $74,000 $63,000 $67,300 ~~,OOO 9.5%
63100 Community and Merchant $3,000 $3,000 $4,000 '$1:0;000 233.3%
63200 Holiday $95,000 $97,000 $100,000 $~QQQ 2.1%
63300 Advertisinl?: (includinl! co-ops) $67,722 $65,000 $70,000 ";t7~OOO 15.4%
63400 50edal Promotions/Dolohin $0 $0 $0 c. .$0
.
63500 Downtown Internet $3,000 $2,500 $2,500 ....~ona -20.0%
63600 Directories (Visitor's Guide) $10,000 $15,000 $30,200. . .$$2,@O 113.3%
63700 Backlit Directories $8,500 $8,500 . $9;000 5.9%
63800 Marketin1?: Printintr. "~,.oon 100.0%
63900 Marketin~ Postal?:e $~~ 100.0%
TOTAL $249,722 $254,000 $282,500 .~ 19.1%
,..............:.,.."..,. .-.'.........,,,......
OPERATIONS &; MAINTENANCE
64000 Banners $8,000 $0 $0 .10
64100 Lil?:htinl?: $20,000 $28,000 $28,000 :$38jQC)O 35.7%
TOTAL $28,000 $28,000 $28,000 . U$D)d 35.7%
66000 Dolphin Securitv and Maintenance $0 $0 $200 :$$0 100.0%
66100 Contributions $10,000 $10,000 $5,000 ....,"$S~ -50.0%
TOTAL $10,000 $10,000 $5,200 ~~6P -46.4%
TOTAL EXPENDITURES
TOTAL INCOME
BALANCE