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SR-032508-7H~~ ~;tYO, City Council Report Santa MonicaPo City Council Meeting: March 25, 2008 Agenda Item: ~ ~'} To: Mayor and City Council From: Andy Agle, Director of Housing and Economic Development Subject: Downtown Management Plan and Introduction of an Ordinance Modifying State Requirements to Lower the Petition Threshold and Extend the Term of the District Recommended Action Staff recommends the City Council and Redevelopment Agency: 1) Review and accept the recommendations of the Downtown Management Plan; 2) Authorize the City Manager and Executive Director to sign the petition on behalf of Agency and City-owned properties within the District which represents 10.1 % of the total proposed assessment. 3) Introduce for first reading an Ordinance adopting local modifications to the method of levying assessments pursuant to the Property and Business Improvement District Law of 1994 to allow the Formation of a District for a maximum of 30 years. Executive Summary On January 22, 2008, a study session was held to update Council on the progress made in refining the Downtown Management Framework originally considered by Council in April 2007, and to receive direction on policy decisions pertaining to the establishment of anew property based assessment district (PBAD). Following the input from Council at the study session and a subsequent series of public workshops, the working group refined the draft plan and tonight presents the final version of the Downtown Management Plan for Council's consideration and approval (Attachment 1). If Council is supportive of the finalized Downtown Management Plan and the working group's recommendation to form a new property based assessment district, Council is asked to authorize the City Manager and Redevelopment Agency Executive Director to sign the petition on behalf of the City and Agency owned-property in the district. The signing of the petition is not a vote for the formation of the PBAD, but an expression of support for placing the question of forming an assessment district on a ballot for a vote by property owners. At least 50% of the ballots cast, weighted by assessment, must be in 1 support of the District in order for the District to be formed. The petition process is a prerequisite for a ballot vote. On February 19, 2008, Council directed the preparation of an ordinance altering the state law requirements as to the threshold for initiating a petition and as to the duration of the assessment term. The request was in support of the Working Group's recommendations at that time.. The attached Management Plan calls fora 20-year term with an affirmative vote required at the tenth year, and maintaining a petition threshold of 50%. Properties owned by the City and Agency are estimated to be assessed approximately $362,797 per year which represent approximately 10.1 % of the total assessments in the proposed District. Background On January 22, 2008 Council conducted a study session to discuss "Managing the Future of Downtown Santa Monica Project Update", prepared by Progressive Urban Management Associates, Inc. and Kristin Lowell, Inc. The draft management plan recommended the creation of a new Property Based Assessment District (PBAD); the elimination of the Central Business District assessment; a new governance structure and boundary of the district; and a change in the City's practice of granting operating revenues to the Bayside Improvement District. The draft Management Plan also recommended that the PBAD would fund new initiatives including enhanced maintenance of the downtown area, additional marketing, homeless outreach, and the establishment of an Ambassador program. Council provided feedback on the draft Management Plan, including a discussion on board composition; the function of the Ambassadors; maintenance programs and the City's control of public space; methodology of determining assessment for City/Agency- owned properties; potential impacts to residential tenants; linkage of this process to the Land Use update; and the need for additional input from residents and the community at large. On February 19, 2008, Council directed the City Attorney to return with the attached draft ordinance for Council consideration that would (1) establish the threshold percentage of 2 owners of properties to initiate a ballot measure on the formation of a Property Based Assessment District, and (2) establish the term of a Property Based Assessment District. Council did not specify a threshold percentage, or duration of the term. The Management Plan endorsed by the Bayside Board and the working group calls for maintaining the 50% petition threshold, and extending the duration to a twenty year term with an affirmation vote at year ten. Staff recommends extending the duration of an assessment district from five years with a 10 year renewal to up to 30 years. Council may modify this proposed ordinance. At the February 19th meeting, Council also requested additional information on assessments of non-profits within the district. Discussion Based on the input provided by Council, the working group continued to refine the Management Plan. The Bayside District Corporation staff conducted two additional property owner and resident workshops on Feb 12th, met with groups from the hospitality industry, non-profit corporations, and held several one-on-one meetings with property owners and businesses to share the draft plan and to receive feedback. An on-line survey was also launched asking participants to rate what downtown programs and improvements they would find most beneficial (Attachment 3). Following Council's direction and input from the public, the working group has incorporated the following revisions to the Management Plan: • Size of Board: The working group endorsed reducing the number of board members from 15 to 13 members. It is proposed that six members be appointed by the City Council, six by the property owners and one by the City Manager. This is similar to the CVB model of governance which was favored by Council at its April 24, 2007 review of the Framework. Board Composition: The working group endorsed having representatives on the board from each of the three zones of the proposed district, but not to prescribe 3 the new Board's composition. The working group instead advocates a "goal statement" that the board "be composed of a mix of Downtown property and business owners and Downtown and Santa Monica residents." In accordance with State law, the Board of Directors will continue to be required to provide an annual report to City Council on revenue received, expenditures made, and budgets and work program for the upcoming year. • Maintenance: The City and Bayside will work collaboratively to manage the existing and enhanced maintenance in Downtown in a manner to be prescribed through an amendment to the Services Agreement between the City and BDC. The City and BDC staff has worked with the working group to consider in detail the established current level of services and how the additional resources of $1.3 million from a new PBAD could supplement the current base level of maintenance services in the PBAD area in a way that is cost neutral to the City. Examples of supplemental services include using PBAD funds to pay for deep cleaning of the alleys, above what is already provided by the City. An earlier proposal for dividing maintenance responsibility by geographic areas has been dropped. Should private services be utilized in providing enhanced maintenance services to public areas, the City will need to amend the indemnification relationship between the City and BDC as set forth in the Services Agreement to address liability issues as the City maintains control of the public space. ^ Duration of the PBAD: There was consensus of the working group that the term of the PBAD should exceed five years. The initial recommendation was for a thirty (30) year term to provide property owners in the District the potential to bond for fund future improvements. Following input from stakeholders who were concerned about the term of the District, the working group endorsed a twenty year (20) term, subject to property-owner re-affirmation vote after ten years. The proposed ordinance would allow for creation of districts for up to 30 years. A longer term allows the district to sell bonds at some future time, subject to voter approval 4 consistent with Proposition 218. ^ Ambassadors: The working group confirmed the Ambassadors' role as hospitality providers and `eyes on the street' and supports the City Council and Santa Monica Police Department's directive that the Ambassadors have no expressed or implied police powers: Ambassadors would provide the public with concierge/information services and would also include restroom attendants who are currently funded by the City on a pilot basis. Costs to run an Ambassadors Program seven days a week for approximately 15 hours per day is estimated to be $1.2 million annually and would be funded exclusively by the PBAD. ^ Boundary: The proposed PBAD boundary includes properties bounded by Ocean Avenue to the west, generally 7tn Court to the east, Santa Monica Freeway to the south, parcels on the north side of Wilshire Boulevard and selected parcels with commercial or visitor-serving orientation north of Wilshire Boulevard along 2"d 3`a 4cn Stn 6~n and 7tn (Attachment 4). The fenced area of the Big Blue Bus maintenance yard has been removed from the assessment boundary because the yards will receive little benefit from the PBAD programs. However the Access CentedSAMOSHELL, located on the BBB property, is proposed to remain in the District and be assessed at the non-profit rate. These services, operated by Ocean Park Community Corporation, will benefit from PBAD provided services through enhanced maintenance such as litter removal and sidewalk cleaning. Parking Structures Nos. 9 and 10, located north of Wilshire Boulevard, on Third and Fourth Streets have been included in the assessment district. Assessment Formula: Assessment for Zone 1 (area receiving most benefit) is estimated to be $0.80 per lot square foot or building square foot (whichever is greater). Assessments in Zone 2 and Zone 3 would be $0.40 and $0.20 respectively per lot square foot or building square foot (whichever is greater). The reduced rate reflects the differences in benefits and frequency of services to the 5 respective zones. Residential, governmental and tax-exempt properties in Zone 1, 2 and Zone 3 will pay only for maintenance and ambassador programs and will have an adjusted annual assessment rate of $0.542, $0.271 and $0.135 respectively per lot square foot or building square foot (whichever is greater). City- owned Parking Structures Nos. 1 through 10 will be assessed at the rate of $0.135 per square foot. There will be some assessments on property the City leases from private property owners that may be passed through to the City in accordance with individual lease agreements. A listing of assessments for City and Agency-owned properties is shown on Attachment 5. Rent-Stabilized Units: There are 22 properties with approximately 763 billable units within the proposed district that have rent controlled units. Property owners of rent controlled units who wanted to pass the assessment through to their tenants would need to apply to the Rent Control Board. In making its decision, the Rent Control Board could take into consideration that the tenants did not have a vote in formation of the assessment district and could reject any request to pass- through the assessment. Other Residential Units: There are other residential units in the district that may not be subject to rent stabilization regulations including market rate units, Inclusionary units and other deed restricted units. These properties would be assessed at the residential/tax exempt rate of $0.542, $0.271 and $0.135 in Zones 1, 2 and 3 respectively. ^ Non Profit Organizations: There are approximately 20 non-profit/religious organizations that own property within the proposed district, including the Salvation Army, Saint Augustine's by the Sea, Step Up on Second, Santa Monica YMCA, and Santa Monica Bay Women's Club. Under the current proposal they would pay the tax exempt rate of $0.542 in Zone 1, $0.271 in Zone 2 and $0.135 in Zone 3 per lot square foot or building square foot (whichever is greater). On 6 March 5, 2008, the working group and Bayside Board asked that the assessment engineer reevaluate the assessment methodology for non profits to see if there. is a justification to reduce the proposed rate further. If so, that lower rate would be used during the petition process. The following is an overview of other recommendations not discussed above that have been endorsed by the working group and previously reviewed by Council on January 22, 2008. Proposed Annual Resources and Expenditures Currently, businesses in the Bayside District pay a Mall Assessment equal to one times the business tax, not to exceed $23,913.20. This assessment currently generates about $1,000,000 per year and is revenue to the City's general fund which is currently allocated to Bayside in the form of a grant and additional funding for enhanced contract maintenance services on the Promenade. In addition, retail businesses in the Central Business District pay an assessment equal to 1/15t" of 1% of gross sales, not to exceed $1,000. This assessment generates about $200,000 per year. The City collects these funds and transfers the revenues to the BDC for their marketing program. The working group and Bayside Board endorse: Businesses continue to pay the Mall Assessment, but that the City agrees to pass through to the BDC the full amount collected (less administrative fees): Currently, about 80 percent of the funds are transferred to the BDC via a City grant, with the remaining 20 percent held by the City to use for supplemental Bayside maintenance needs. Revenues from the Mall Assessment would continue to fund BDC activities and programs, including administration. 7 • Provided that the PBAD is formed, it is the intention of the Management Plan that the Mall Assessment be reduced and its boundary be expanded to include Santa Monica Place. • The City discontinue Central Business District assessment. To replace the Central Business District assessment and to generate additional revenue for enhanced services, the working group recommends establishment of a new property- based assessment from properties within an area shown on Attachment 4. This PBAD would generate approximately $3.6 million for additional services in the expanded area, as described below: Enhanced Maintenance $1,289,000 Ambassador Program $1,228,000 Marketing Enhancements $ 400,000 Special Projects $ 350,000 Administration $ 336,700 Total $3,593,700 The Petition Process The City/Agency properties represent approximately 10.1 % of the total assessments as currently proposed and are estimated to be approximately $362,797 for the first year. Should Council adopt an ordinance that provides for a lower petition threshold than 50%, staff recommends that the City Manager be authorized to sign the petition only after the threshold is reached by non City-owned properties. This will allow the private sector to demonstrate their support of the PBAD petition. Should the Council maintain the 50% threshold, and if Council is supportive of the finalized Management Plan and the working group's recommendation to form a new property based assessment district, Council is asked to authorize the City Manager and Executive Director of the Redevelopment 8 Agency to sign the petition on behalf of City and Agency owned properties within the District. Ballot Vote Under the proposed scenario, if the petition meets the requirements of the ordinance to initiate the special assessment proceedings, the City will prepare and mail out ballots to all property owners within the proposed District to vote on whether to approve the formation of the PBAD. Proposition 218 requires a property owner ballot vote with no less than 50% of the ballots received, weighted by assessment, to be in support of the District in order for the District to be formed. Future Council Actions With Council support of the Management Plan, Bayside will initiate the petition process. The working group will gather signatures and will continue to work to educate other stakeholders through workshops, meetings and one-on-one discussions. If the petition process threshold is reached by early summer 2008, Council will be asked to hold a public hearing and adopt a Resolution of Intention to form the Assessment District. Ballots will be mailed to property owners and if approved by the majority of property owners (at least 50% weighted by assessment amount), Council will authorize the creation of the district. Assessments would be recorded and sent to the Los Angeles County Tax Assessors by its August 2008 deadline. If the process is not completed in time, assessments will be levied on the following year's tax rolls. Council will be asked to authorize the City Manager and Executive Director of the Redevelopment Agency to vote the City and Agency's ballots. Commission Action The Management Plan was endorsed by the Bayside District Corporation Board of Directors at its March 5, 2008 meeting. 9 Financial Impacts & Budget Actions As proposed in the Management Plan, the property-based assessment, if adopted, would increase costs to the City for enhanced services in the District, as follows: The property-based assessment proposes to raise $3.6 million from property-owners within the District. The City and Redevelopment Agency would be assessed annually approximately $362,797, or 10.1% of the proposed assessment assessments will be adjusted somewhat as square footages are verified. Parking Structures Nos. 1-10 are owned by the Redevelopment Agency. Their assessments could be paid for by increases in parking rates. The proposed assessment represents approximately 3% of the gross revenues from the parking structures. An amended rate structure will be part of the recommendations to be brought back to Council as part of the analysis currently underway by Walker Parking Consultants. Future rate increases to transient, monthly and in-lieu parking fees are proposed to be used, not only to fund the new assessment, but to generate funds for reinvestment in existing structure operations and maintenance, as well as reconstruction and construction of parking facilities. The transfer of 100% of the Mall Assessment of approximately $1,000,000 per year would include the current $190,000 that is used for the annual supplemental specialized contract services for maintenance on the Promenade currently administered by the Community Maintenance Department. To ensure that this proposal is cost neutral, the development of a cooperative maintenance service agreement would provide an opportunity either to transfer these supplemental contract services to the BDC who would fund them through the Mall Assessment, or by having the City withhold the amount needed for supplemental specialized contract services and remit the remainder to the BDC. The City would also retain an administrative fee to cover collection and disbursement costs associated with the district. 10 The Report proposes the elimination of the Central Business District Assessment (CBD) which currently generates about $200,000 per year which is transferred to the Bayside District for marketing and promotions. There would be no financial impact to the City as a result of this action. Prepared by: Elana Buegoff, Sr. Administrative Analyst Approved: Andy Agle, Director Housing and Economic Development Attachments: Forwarded to Council: Attachment 1. Downtown Management Plan Attachment 2. Proposed Ordinance Attachment 3. Survey Results Attachment 4. Proposed Boundary Attachment 5. Estimated Assessment of City Properties 11 Attachment 1. Management District Plan for the creation of the Downtown Santa Monica Property-Based Assessment District F1N.QL QR,4~T n~arc~ 2®os f2/2s~ CONTENTS F. Summary of the Management District Plan 1 II. Why Create the Downtown Santa Monica PBAD? III. Improvement and Activity. Plan A. Process to Establish the Plan B. PBAD Boundaries C. Work Program D. Plan Budgets E. Five Year Operating Budgets & Maximum Assessments IV. Assessments A. Assessment Methodology B. Calculation of Assessments C. Assessment Adjustments D. Issuance of Bonds V. Governance Exhibits: ® Engineer's Report ® List of properties to be benefited ® Map with parcel detail ® Base level of service letter of intention from City of Santa Monica • Roster of the Downtown PBAD Working Group Exhibits are available upon request from the Bayside District Corporation Prepared for the Bayside District Corporation by Progressive Urban Management Associates, Inc. & Kristin Lowell Inc. DOWNTOWN SANTA MONICA PROPERTY-BASED ASSESSMENT DISTRICT (PBAD) SUMMARY The proposed Downtown Santa Monica Property-Based Assessment District (PBAD) will be a special benefit assessment district that conveys special benefits to the properties located within the district boundaries. As described in this plan, it is proposed that the PBAD will provide enhanced maintenance, ambassador; marketing and special projects, above and beyond those provided by the City of Santa Monica. This approach has been used successfully in downtowns throughout California and the nation, helping to improve and preserve sales, occupancies and overall quality of life. Location: The district will encompass the downtown area bounded roughly by Ocean Avenue to the west, Wiltshire Boulevard to the north, 7`h Street to the east and the Santa Monica Freeway to the south. A map of the proposed district boundary is attached. Improve- A Clean, Friendly & Attractive Downtown: The district will finance ments & services and improvements that will stabilize and improve the downtown Activities: environment and experience for workers, visitors and residents. Services will include: • Maintenance Teams that will work in concert with city crews to sweep, scrub and power wash sidewalks, remove litter and graffiti, increase the frequency of trash removal and maintenance of public spaces within downtown. • Ambassadors to provide information oh downtown activities and establishments, provide a downtown "neighborhootl watch" to improve public safety, enhance the visitor experience and work productively to reduce street populations. • Marketing enhancements to help downtown compete with new regional competition and develop more promotions and events targeted to Santa Monica residents. Homeless Outreach and assistance to reduce the incidence of homelessness in downtown. • Special Projects to address a variety of downtown issues, including improving parking availability, reducing traffic congestion and urban design to update streetscape and lighting throughout downtown. Method of Levy of assessments upon real property that benefits from improvements Financing: and activities. Budget: Total district assessment budget for its first year of operation is $3,593,700: Activi Bud et % of Total Maintenance < see note below> $ 1,289,000 35.9 Ambassadors $ 1,228,000 34.2 Marketin $ 400,000 11.1 Homeless Outreach $ 100,000 2.8 S ecial Pro'ects $ 250,000 7.0 Administration 10% of ro rams $ 326,700 9.1 Total $ 3,593,700 100.0 Assessments for maintenance will be co-managed with more than $2 million from the City of Santa Monica, resulting in a total maintenance budget of approximately $3.3 million. Cost: Annual assessments are based upon an allocation of program costs within three benefit zones and a calculation of lot or building square footage within each zone. The greater of building or lot square footage is determined for each parcel. Three benefit zones are proposed to acknowledge different frequencies of services anticipated within each zone and to account for differing benefits from differential rents and values within the downtown business district. The three proposed zones are: • Promenade • Bayside, including Santa Monica Place and Ocean Avenue • Downtown East A map illustrating the three zones is provided on page 7. Residential, government and non-profit uses will pay an adjusted rate. These uses will pay for maintenance and ambassador services, and not for marketing and special projects. Estimated annual maximum assessment rates for the first year of the district are as follows: Lot or Building sq.ft. er Year Lot or Building sq.ft. er Month Promenade $ 0.800 $ 0.0667 Ba side/Ocean $ 0.400 $ 0.0333 Downtown East $ 0.200 $ 0.0167 Ba side/Ocean: Ad'usted $ 0.271 $ 0.0226 Downtown East: Ad'usted $ 0.135 $ 0.0113 Cap: Annual assessments may increase by as much as 5% per year to keep pace with rising prices and other program costs. The determination of annual assessment adjustments will be subject to the review and approval of the PBAD Owner's Association, which will be the Bayside District Corporation. City The City of Santa Monica has established and documented the base level Services: of pre-existing City services and has evidenced its intention to continue to deliver and/or pay for these services if a PBAD is formed. The PBAD will not replace any pre-existing general City services. District The PBAD Owner's Association will be the Bayside District Corporation Governance: with a new governance structure that ensures representation by a majority of property and business owners within the District. The Owner's Association board will be composed of 13 directors, including six directors selected by downtown property and business owners, six by the Santa Monica City Council, and a designee of the City Manager. The PBAD Owner's Association will determine budgets, assessment adjustments and monitor service delivery. Existing Downtown has two existing business license-based BIDS that will be BIDs: affected by the new PBAD: The CBD BID, which has a boundary roughly contiguous with the new PBAD, currently imposes a business license tax on retail businesses. It is the intention of this Plan that the CBD BID will be eliminated. The Bayside BID, which is bound by Wiltshire Boulevard to the north, the alley between 4th and 5th Streets to the east, Broadway to the south and the alley between Ocean Avenue and 2nd Street to the west will remain. Provided that the PBAD is formed, it is the intention of this Plan that the Bayside BID assessments will be reduced and boundaries of the BID will be expanded to include the Santa Monica Place shopping center. The Bayside BID will continue to be managed by the Bayside District Corporation. District District creation requires submission of petitions signed by property owners Creation: in the proposed district who will pay more than 50% of total assessments (i.e. petitions must represent more than 50% of the X3,593,700 to be assessed). Petitions are then submitted to City Council and a mail ballot is sent to all affected property owners. The majority of ballots returned, as weighted by assessments to be paid, must be in favor of the PBAD in order for City Council to approve it. Duration: The district will have a 20 year life beginning January 1, 2009. To extend assessments beyond Year 10, an affirmative vote will be required from property owners within the PBAD. The majority of ballots returned, as weighted by assessments to be paid, must be in favor of the PBAD in order for it to continue for an additional ten years. Any subsequent renewal of the District (beyond 20 years) will require a new management plan. Every five years, the Owner's Association and downtown property owners will undertake a review of the Management District Plan and PBAD programs. Any new or increased assessments that are not consistent with the provisions of this Management District Plan will require a new mail ballot process. WHY CREATE THE DOWNTOWN SANTA MONICA PBAD? What is a PBAD The International Downtown Association estimates that more than 1,000 Property- Based Assessment Districts (PBAD) currently operate throughout the United States and Canada. A PBAD provides enhanced improvements and activities, such as maintenance. and image enhancement, in addition to those provided by local government. PBADs provide services that improve the overall viability of business districts -- resulting in higher property values, sales and tax revenues. These services also improve the quality of the downtown experience for all visitors and residents. Since the creation of California's Property and Business Improvement District Law in 1994, more than 80 new PBADs have been established in California downtowns, including Old Pasadena, Long Beach, Los Angeles and San Diego. Other downtowns in major cities throughout the west also support PBADs, including Portland, Seattle, Vancouver, Phoenix and Denver. Why Create a PBAD for Downtown Santa Monica? • Create a Consistently Clean, Inviting and Attractive Downtown: Downtown's cleanliness has been inconsistent in recent years. Earlier this decade, budget cuts prompted city services to be dispersed, resulting in an increase in dirt and grime. The PBAD aims to secure existing City resources plus provide additional funds to ensure a consistently clean and inviting downtown at all times. • Make Santa Monica's "Living Room" Comfortable and Inclusive: Downtown is a community asset central to the city's civic identity. The PBAD aims to embody the civic values of Santa Monica, ensuring that downtown continues to be an inviting, comfortable and inclusive community gathering place. • Enhanced Property Values, Sales, and Occupancies: PBADs are a critical ingredient in strengthening the economic foundation of downtowns. PBADs are proven to work by funding improvements and services that enhance the overall vitality of a business district. Success is measured by higher property values, sales and occupancies. • Help Downtown Santa Monica Compete: New retail concepts in the West Los Angeles marketplace are threatening to erode the vitality of downtown Santa Monica. All of these retail centers, from The Grove to Century City, aim to provide a spotless, family- friendly and stimulating experience. The PBAD will provide resources to help downtown retain its unique position in this increasingly competitive market. • Broaden Ratepayer Control and Accountability: The Bayside District Corporation will follow a new balanced board nomination structure to govern the PBAD, ensuring that decisions affecting assessments are made by a board with a majority of affected property and business owners. PBAD-financed programs will be subject to an annual audit and other private sector performance standards and controls. III. IMPROVEMENT AND ACTIVITY PLAN A. Process to Establish the Management District Plan To form the Management District Plan for the creation of the Downtown Santa Monica PBAD, downtown property and business owners, community residents and civic leaders have been involved in an eighteen month participatory process that was initiated in the summer of 2006. The consulting firms of Progressive Urban Management Associates and Kristin Lowell Inc. were retained by the City of Santa Monica and the Bayside District Corporation (Bayside) to guide the process for creating the PBAD. Key steps of the process included: Downtown Management Framework: Creation of the Downtown Santa Monica PBAD is a top recommendation of the Downtown Management Framework that was endorsed by the Santa Monica City Council in April of 2007. Work was initiated on the Framework in the summer of 2006. It included an evaluation of existing conditions, best practices from comparable downtowns and input from more than 200 participants, including downtown property and business owners, community residents and civic leaders. In order to preserve downtown's rble as both a community asset that is central to Santa Monica's civic identity and a shopping and entertainment destination that is encountering increased competition, several new initiatives were proposed, including: • Enhanced maintenance and new ambassador services; • Initiatives to reduce homelessness, implement parking improvements and special projects to reduce congestion, update infrastructure and expand marketing. • New commitments for resources to improve downtown from both the public and private sector, including a new PBAD. • Anew balanced governance structure for Bayside. 2. PBAD Working Group: To guide the consultant team and test PBAD concepts, members of the Bayside board of directors, key property owners within downtown and several community residents and civic leaders have served as the PBAD Working Group. A roster of the PBAD Working Group is provided in the Appendix. 3. One-On-One and Roundtable Meetings with Property Owners: To review draft management plan concepts, the consultants held a series of one-on- one and roundtable meetings with property owners located throughout the PBAD study area. Building upon the work and findings of the Downtown Management Framework, top improvement priorities and guiding principles that emerged from the meetings with property owners and consultation with the PBAD Working Group included: Providing consistency in the downtown experience, particularly the basics of cleanliness and hospitality, are critical to downtown's overall vitality. Make sure that PBAD services are supplemental to, and do not replace, City services. • Build upon the strengths and existing services of both Bayside and the City - no need "to reinvent the wheel". • Make it simple and non-bureaucratic • Keep costs reasonable 4. City Base Level of Services: Concurrent with the .property and business owner outreach process to develop the PBAD Management District Plan, meetings were held with City staff to develop an accounting of current city services and a policy commitment to continue these services through the duration of the PBAD. A detailed accounting of existing maintenance services was provided by the City's Open Space Management division identifying current city services and an intention to continue these services. This accounting of existing City maintenance services is available upon request from Bayside. 5. City Council Update 8~ Community Survey: A progress report on the evolving PBAD Management Plan was presented to the Santa Monica City Council in January of 2008. At the suggestion of City Council, an online community survey was launched to seek input do the PBAD plan from a broad cross-section of residents, businesses and property owners. 462 persons responded to the survey, nearly 85% of which are Santa Monica residents or visitors from outside of downtown. Key findings from the community survey included: • Reducing and solving homeless and transient issues was rated as important to improving downtown by nearly 75% of respondents, followed by improving parking and mobility (55%) and enhancing cleaning and maintenance (47.5%). • For uniformed ambassadors, most important services include working with social service agencies and the City to reduce homelessness (55%), serving as witnesses to help charge individuals that commit nuisance crimes (35%) and providing a downtown "neighborhood watch" to improve public safety (33%). • When asked if they'd be willing to pay an assessment to support new services, 72% listed "reduce/solve homeless issues", 53% indicated improved parking and mobility and 42% responded enhanced maintenance services. • More than 88% of respondents thought that the proposed services would improve downtown. • Of those responding as downtown property owners, businesses or residents, nearly 80% responded that the proposed services would directly benefit them. 6. Plan Review & Final Plan: The draft PBAD Management District Plan and budget were reviewed by the PBAD Working Group and individual property owners in the first three months of 2008. All affected property owners were invited to a series of public forums in February of 2008 to review the plan. Input from these meetings led to the completion of the final plan. B. PBAD Boundaries The proposed PBAD district will encompass the core of the downtown area bounded roughly by Willshire Boulevard to the north, 7`" Street to the east, the Santa Monica Freeway to the south and Ocean Avenue to the west. Benefit Zones: Three zones are proposed with three different levels of service and benefit, including Promenade, Bayside/Ocean and Downtown East. The benefit zones are delineated as follows: • Promenade encompasses the Third Street Promenade pedestrian mall, including three blocks fronting Third Street between Willshire Boulevard and Broadway. • Bayside/Ocean includes most of downtown west of 4'h Street, including the 2ntl and 4'h Street and Ocean Avenue corridors and the Santa Monica Place shopping mall • Downtown East includes the remainder of the downtown PBAD generally east of 4'h Street. A map of the proposed district boundary is provided below and a more detailed map with specific parcel lines will be provided upon request. i Holiday ~tY" LLLLLLLLLLLf~ AN AVE 4aaaaaaaa ®`. -`^~1 TheFairmon[Miraniar 16a Lobster ,(_y .. - -.. d (~~,1~ C. Work Program Maintenance & Ambassador Program To respond to stakeholder priorities and guiding principles for a Downtown Santa Monica PBAD, the PBAD Working Group reviewed several scenarios for providing district-wide enhanced Maintenance and Ambassador services. Objectives in developing the Maintenance and Ambassador scenarios included: • Deploy a Maintenance and Ambassador program that will make a visible, tangible and lasting impact. • Carefully document existing City services and ensure that PBAD-funded services are supplemental to, and do not replace, existing City services. • Ensure that the program is properly capitalized and that additional funding will not be required once the PBAD is created. • Provide flexibility in the modeling of the program so that the PBAD can support deployment of services in a variety of ways, including contracting for additional city services, with private firms and/or hiring services in-house . To develop service models, the Philadelphia-based firm of SGI, a national Maintenance and Ambassador service provider that specializes in urban PBADs, provided estimates for service frequencies, manpower, equipment and costs. SGI worked with the downtown team from the City of Santa Monica Open Space Management division to evaluate deployment options for existing city maintenance services. Several service scenarios were developed and reviewed by the PBAD Working Group. Maintenance: To develop service frequency and cost estimates for an enhanced downtown maintenance program, the City of Santa Monica and SGI completed the following cost modeling: The City of Santa Monica evaluated the redeployment of all existing downtown- wide maintenance services to concentrate solely on the Third Street Promenade, city-owned parking garages, and alleys within the core of downtown. To expand Promenade cleaning services into afternoon and evening hours, enhancements to existing services were also determined. More than $2 million in annual City resources were identified in the redeployment and enhancement model. • SGI provided cost estimates for labor and equipment to provide enhanced cleaning services in the remainder of the downtown PBAD study area beyond Third Street, the parking structures and alleys. A total of $1,289,000 in additional resources were estimated to provide a consistent level of cleaning throughout downtown. Together, existing and enhanced city maintenance resources, plus downtown-wide enhancements estimated by SGI, provide an annual outlay of more than $3.3 million within the PBAD study. Of this amount, $1,289,000 (or about 40%) is anticipated from new assessments. While the City and SGI split downtown into two service areas for cost estimating purposes, it is envisioned that the entire downtown maintenance program will be jointly developed and monitored by the City and Bayside. In this manner resources can be combined and deployment can be adjusted to optimize the use of maintenance resources throughout all of downtown. The range of service frequencies provided by the City of Santa Monica and SGI models are provided in the following table: Maintenance Frequency & Redeployment 8 Proposed Enhanced Cost Estimate Models Enhancement of Services Financed by Existin Cit Services PBAD Area of Service Promenade, Parking Remainder of Gara es, Alle s Downtown Maintenance Personnel (F.T.E.) Existing: 19 F.T.E plus Average 24 F.T.E. 10 part-time Enhanced: + 10 F.T.E. Daily Coverage Existing shifts 7:00 a.m. to 7:00 p.m. 10 p.m. to 6:30 a. m. 6:00 a.m. to 2:30 p.m.; Enhanced adds 2:00 .m. to 10:30 p.m. Litter Removal/Vacuumin Dail Dail Litter Removal/Pan & Broom Dail Dail Em t Trash Containers Dail Dail Machine Swee in Dail Dail Transit Sto Maintenance N/A Dail Steam Cleanin Dail Six times er ear GrafFti Removal Dail Dail Li ht Landsca e/Weeds As Needed As Needed Utilit Team "emer enc cleain As Needed As Needed Estimated Maintenance Cost $ 2,000,000+ $ 1,289,000 includes livin wa e & health insurance Ambassadors: The deployment of "Downtown Ambassadors' is envisioned as anew downtown service that would be fully financed by new PBAD assessments. Ambassadors, which are deployed in downtowns through Southern California and the West, can be trained for a variety of tasks, ranging from providing information to visitors to offering escort services for employees to bearing witness against persons that commit nuisance crimes. Ambassadors do not carry weapons, but they do act as "eyes and ears" for police and often carry radios that can interface with police dispatch systems. Ambassadors wear distinctive and colorful uniforms that maximize the visibility of their presence on the street plus complement overall downtown marketing efforts. Ambassador programs also work in concert with local social service providers, offering service referrals and, as the program matures, entry-level employment options for persons living on the street. In Downtown Santa Monica, the following functions are envisioned for ambassadors: • Work with social service agencies and the City to reduce homelessness; • Serve as witnesses to help charge individuals that commit nuisance crimes; • Provide a downtown "neighborhood watch" to improve public safety; • Provide information to downtown visitors and tourists; • Serve as attendants within public restrooms. The following deployment frequency and cost estimates for Ambassadors were provided by SGI. Ambassadors Ambassadors F.T.E. 960 hours/week Avera e 24.0 F.T.E. Coverage in All Areas 7 days/week 10:00 a.m. to 12:30 a.m. Restroom Attendants 112 hours/week Deplo ment Walkin & Bic cles Livin Wa e & Health Insurance? Yes Estimated Annual Ambassador Cost $ 1,228,000 Marketing In addition to Maintenance and Ambassador services, the PBAD budget includes funds for marketing activities to support promotions, special events and other programs that help market downtown as a visitor destination. Additional marketing resources are viewed as essential to keep downtown competitive with new regional shopping and entertainment destinations, and to maximize the opportunities for Santa Monica residents to utilize and enjoy downtown. Examples of marketing activities include: • Design and production df the downtown map and directory; • Special events to attract residents and visitors to downtown -the holiday ice rink is an example; 10 • Promotion and advertising to profile shopping, entertainment and special event opportunities; • Design and disseminate a destination brand for downtown; • Undertake market research to better understand resident needs and market opportunities; • Other marketing activities to promote downtown to both Santa Monica resident and visitor markets. Homeless Outreach and Assistance Perhaps no issue in Santa Monica and downtowns throughout the nation is more difficult to solve than the presence of street populations. There is no simple solution and the challenge goes well beyond the boundaries of downtowns and cities. Resolving the homeless issue is the number one priority among downtown property and business owners, citing concerns with nuisance crimes, compounding maintenance issues and creating an intimidating street atmosphere. Santa Monica residents that responded to consumer surveys in the Fall of 2006 and again to the PBAD community survey in February 2008 cited the homeless population as the number one characteristic that they would like to change about downtown. Some members of the community support a more permissive attitude toward homelessness and emphasize an approach of tolerance. To reduce homelessness in downtown Santa Monica, amulti-faceted approach that combines resources from the business community, city and social service agencies is proposed. These proposals are consistent with the recommendations of the December 2006 Urban Institute Study on homelessness. Elements of this initiative that could be supported by PBAD assessments include: • Downtown Homeless Outreach Team: In partnership with a social service agency, a downtown homeless outreach team could include professional social workers that meet daily with homeless individuals, helping to place them in the city's continuum of care or offering assistance to stabilize their condition on the street. • Downtown Ambassadors, described in a previous section of the Management Plan, are expected to be trained in concert with social service providers to assist in connecting street populations to appropriate services. • Community Court: For homeless individuals that partake in disruptive behavior in downtown, the Community Court can provide alternatives to traditional criminal sentencing. • Job Placement in the supplemental downtown cleaning and ambassador programs will be explored. Approaches and appropriate levels of PBAD investment will be determined annually. Additional funds from the "special projects" category can also be applied to support homeless outreach and assistance. 11 Special Projects The PBAD Management Plan offers flexibility to develop strategies and implement a variety of initiatives that impact the overall quality of life and experience in downtown Santa Monica. Priorities from the Downtown Management Framework and subsequent process to develop the PBAD Management Plan include:. • Transportation Alternatives to Reduce Congestion: Educational programs, communications and research to encourage downtown employees and visitors to utilize transit and other alternatives to vehicles can be supported by PBAD assessments. Urban Design Improvements: Planning, design and engineering to update existing streetscape, improve lighting and/or create other public space amenities can be supported by PBAD assessments. The financing of new amenities may require the issuance of bonds, which can be supported by assessments. Any future increase in assessments beyond the parameters set in this Management Plan would require a mail ballot vote by affected properly owners. Parking Management & Development: The PBAD can finance efforts to increase and/or improve parking that is available for public use within the downtown. The Downtown Management Framework supported continued implementation of existing City parking improvement, replacement and expansion strategies, which may need to be supplemented by the future issuance of bonds or fees support by PBAD assessments. Any future increase in assessments beyond the parameters set in this Management Plan would require a mail ballot vote by affected property owners. Administration Administrative costs of 10% have been included within the PBAD budget. Examples of administrative costs include: • Accounting and annual financial audit • Insurance for the PBAD owner's association board of directors • Program support costs including supplies, equipment and rent • County PBAD assessment collection fee, estimated at 1 % of assessments • Other administration costs associated with the overhead and administrative support of programs. To reduce administrative costs, increase leveraging of funds and avoid duplication of enhanced services, this plan anticipates that the PBAD Owner's Association will be the existing Bayside District Corporation. 12 D. Plan Budgets 1. 2009 Operating Budget Summary The total improvement and activity plan budget for 2009 is projected at $3,593,700 with the following components: Improvements & Activities Proposed 2009 Bud et Maintenance < see note below > $ 1,289,000 35.9 Ambassadors $ 1,228,000 34.2 Marketin $ 400,000 11.1 Homeless Outreach $ 100,000 2.8 Special Pro ects $ 250,000 7.0 Administration 10% of ro rams $ 326,700 9.1 Total $ 3,593,700 100.0 Assessments for Maintenance will be leveraged with more than $2 million in existing and enhanced service from the City of Santa Monica, resulting in a total Maintenance budget of approximately $3.3 million. 2. 20 Year Operating Budget A projected 20 year operating budget for the Downtown Santa Monica PBAD is provided in the 20 Year Operating Budget and Maximum Assessment exhibit on the following page. The projections are based upon the following assumptions: Total program revenue increases by 5% per year, the maximum allowed under the proposed annual budget adjustment to keep pace with changes in the consumer price index and other program costs. Actual budgets may not increase 5%, as determined by the PBAD Owner's Association. The intention of the Management Plan is to retain the general budget distribution of maintenance and ambassador services with administration (77%) and marketing, homeless outreach and special projects with administration (23%) as provided in the preceding budget. Actual annual budgets will be determined by the PBAD Owner's Association. • Maximum assessment rates are illustrated, along with the total amount of potential revenue that can be raised from assessments. Revenues for specific activities may be reallocated among activities from year to year based upon district needs and budgets developed by the PBAD Owner's Association. 13 Downtown Santa Monica Property-Based Assessment District 20 Year Operating Budget Assumptions: Table illustrates program reveune increases by 5% annually, maximum allowed. Maximum rates and total potential revenue illustrated. Actual annual adjustments and budgets will be determined by the PBAD Owner's Association. Rate: Promenade Rate: Bayside/ Ocean Rate: Downtown East Rate: Bayside Adiusted Rate: Downtown Adiusted Total Revenue Year 1 0.800 0.400 0.200 0.271. 0.135 3,593,700 Year 2 0.840 0.420 0.210 0.285 0.142 3,773,385 Year 3 0.882 0.441 0.221 0.299 0.149 3,962,054 Year4 0.926 0.463 0.232 0.314 0.156 4,160,157 Year 5 0.972 0.486 0.243 0.329 0.164 4,368,165 Year 6 1.021 0.511 0.255 0.346 0.172 4,586,573 Year 7 1.072 0.536 0.268 0.363 0.181 4,815,902 Year 8 1.126 0.563 0.281 0.381 0.190 5,056,697 Year 9 1.182 0.591 0.295 0.400 0.199 5,309,532 Year 10 1.241 0.621 0.310 0.420 0.209 5,575,008 Year 11 1.303 0.652 0.326 0.441 0.220 5,853,759 Year 12 1.368 0.684 0.342 0.464 0.231 6,146,447 Year 13 1.437 0.718 0.359 0.487 0.242 6,453,769 Year 14 1.509 0.754 0.377 0.511 0.255 6,776,457 Year 15 1.584 0.792 0.396 0.537 0.267 7,115,280 Year 16 1.663 0.832 0.416 0.563 0.281 7,471,044 Year 17 1.746 0.873 0.437 0.592 0.295 7,844,596 Year 18 1.834 0.917 0.458 0.621. 0.309 8,236,826 Year 19 1.925 0.963 0.481 0.652 0.325 8,648,668 Year 20 2.022 1.011 0.505 0.685 0.341 9,081,101 14 IV. ASSESSMENTS A. Assessment Methodology To develop the PBAD assessment methodology, the consulting team includes Kristin Lowell Inc., a certified engineer. Kristin Lowell Inc. evaluated several methods of assessment for conveying special benefits from the type of improvements and activities described within the Downtown Santa Monica PBAD Management District Plan. Additional information and justification for the proposed assessment methods and adjustments are provided in the Engineer's Report, prepared by Kristin Lowell Inc, and provided as an attachment fo the Management Ptan. Service benefits are distributed to the greater of lot or building square footage through a "cost allocation" approach -the costs of specific services are allocated to the assessment variables that benefit most from services. Lot or Building Square Footage: The greater of lot or building square footage for each parcel of real property are the primary assessment variables for all properties within the PBAD. Benefits from all PBAD activities are designed to improve cleanliness, public safety, image, occupancy and sales, benefits that are distributed for all real property within the district. For undeveloped parcels and parking lots, lot square footage acknowledges the benefits of these services to the ground level of property. Property Use Considerations: The methodology provides the following treatments for property used exclusively for residential, non-profit and government uses: Treatment of Residential Property: All parcels with residential uses will be subject to an adjusted assessment rate. Residential uses will fully benefit from Maintenance and Ambassador services and will pay a full share of these services; however, marketing, homeless outreach and special projects will not benefit residential uses and the residential rate does not include an assessment for these services. Treatment of Parking Structures: Parking structures are used primarily to park cars and not to house tenants or businesses. Parking structures can gain different levels of benefit from PBAD improvements and services based upon their use and ownership. Public parking that is owned and operated by government is part of the infrastructure that supports downtown commerce and receives less special benefit from the PBAD improvements and activities and will therefore be assessed at a rate commensurate with the benefits received. Parking structures will be subject to one of the following methodologies: a. Parking square footage that is integrated within a building, has the same ownership and on the same single parcel as the building, and the building has uses in addition to parking where parking is just an ancilliary use, do not receive benefit from the PBAD services and therefore will not be assessed. 15 b. Stand-alone public parking structures owned and operated by government receive half the benefit of a similarly sized building due to their role as part of the infrastructure that supports downtown commerce and will be assessed at one-half of the gross building square footage of the parking structure. c. Other stand-alone parking structures that are not ancillary to a building or publicly-owned, will receive the full benefit from PBAD improvements and activities and will be assessed at standard assessment rates for commercial properties. Assessment Policy on Non-Governmental Tax-Exempt Properties: Properties that are exempt from property tax may not receive benefits from marketing and special project services specified in this Management District Plan and may not be fully assessed for these services. An owner of real property located within the boundaries that meets these criteria may reduce their assessment if all of the following conditions are met: 1. The property owner is anon-profit corporation that has obtained federal tax exemption under Internal Revenue Code section 501 c3 or California franchise tax-exemption under the Revenue and Taxation Code Section 23701 d. 2. The class or category of real property is eligible for exemption, in whole or in part, from real property taxation. 3. The property owner makes the request in writing to the Bayside District Corporation prior to the submission of the PBAD assessment rolls to the Los Angeles County Assessor (on or before July 1 of each year), accompanied by documentation of the tax-exempt status of the property owner and the class or category of real property. If these conditions are met, the amount of the PBAD assessment to be levied for marketing, homeless outreach and special projects shall be reduced in the same proportion to the real property tax exemption granted to the property by Los Angeles County. Government Assessments: The Downtown Santa Monica PBAD Management District Plan assumes that the City of Santa Monica, Santa Monica Redevelopment Agency, Los Angeles County, State of California and other government entities will pay assessments for the special benefits conferred to government property within the boundaries of the PBAD. Article XIII D of the California Constitution was added in November of 1996 and provides for these assessments. Government properties will fully benefit from Maintenance and Ambassador services and will pay a full share of these services; however, marketing, homeless outreach and special projects will not benefit government uses and the government rate does not include an assessment for these services. 16 B. Calculation of Assessments The preceding methodology is applied to a database that has been constructed by Kristin Lowell Inc. and the City of Santa Monica. The process for compiling the property database includes the following steps:. Property data was first obtained from the Los Angeles County Assessor's Office through the City of Santa Monica.. County assessor property data was cross-checked with reliable private sector sources. As an attachment to the Management District Plan, an assessment notice will be sent to all property owners within the proposed PBAD. The assessment notice will contain lot and building square footage information. Property owners may request final verification of data from the City of Santa Monica on or before July 1, 2008, which is one month prior to the submission of assessment information to the Los Angeles County Auditor. A list of properties to be included in the PBAD is provided within the Appendix. Benefit Zone Adjustments: The assessments are also adjusted to reflect anticipated differences in service frequencies and different benefits resulting from the underlying real estate economics of downtown. Three distinct benefit zones include: Promenade: The three block core of the Third Street Promenade will have the highest frequency of service from the PBAD and enjoys the highest. rental rates and property values on a per square foot basis in downtown Santa Monica. In recognition of higher levels of service and benefits for properties of highest rents and value, PBAD assessments for the Promenade zone will be increased by a factor of four (4x). • Bayside/Ocean: The corridors of 4'" and 2nd Street, Ocean Avenue and Santa Monica Place will have the next highest frequency of service with underlying real estate rents and values that are less than the Promenade. In recognition of service levels and values in this area, PBAD assessments for the~Bayside/Ocean zone will be increased by a factor of two (2x). Downtown East: The remainder of the PBAD east of 4`h Street is anticipated to have the lowest frequency of services and has the lower rental rates and values than the other zones. PBAD assessments in the Downtown East zone will not be adjusted. follows: The resulting annual assessment calculation by service, benefit zone and use type 17 SERVICE Commercial Residential, (lot or building sq.ft. Government & per year) Non-Profit (lot or building sq.ft. per ear Maintenance&Ambassadors 0.135 0.135 Marketin & S ecial Pro'ects 0.065 0.000 TOTAL 0.200 0.135 Total Estimated Assessments: Based upon the methodology, property data and the proposed PBAD budget, approximate lot and building assessments are calculated. Assessments will not exceed the following amounts during the first year of the PBAD: BENEFIT ZONE Commercial Residential, (lot or building sq.ft. Government & per year) Non-Profit (lot or building sq.ft. er ear Promenade x4 0.800 0.542 Ba side/Ocean x2 0.400 0.271 Downtown East x1 0.200 0.135 C. Assessment Adjustments Annual Adjustment: Annual assessment rates may be adjusted for annual changes in the Los Angeles Area Consumer Price Index (CPI) for all urban consumers and/or other changes in programs costs, not to exceed 5%. Actual annual adjustments may range from 0% to 5%. Assessment rates will not exceed the levels illustrated by the. 20 Year Operating Budget and Maximum Assessment exhibit. Budget Process: A balanced budget approach is utilized to develop each annual budget within the constraints of the assessment rates. Any annual budget surplus or deficit is tracked by program. Prior year surpluses may be kept in reserve and used as necessary based on the allocations described in the Management District Plan. Time and Manner for Collecting Assessments: As provided by state law, the Downtown Santa Monica PBAD assessment appears as a separate line item on annual property tax bills prepared by Los Angeles County. Property tax bills are distributed in the fall and payment is expected by lump sum or installment. Existing laws for enforcement and appeal of property taxes apply to PBAD assessments. Disestablishment: State law provides for the disestablishment of a PBAD pursuant to an annual review process. Each year that the PBAD is in existence, there will be a 30-day period during which the property owners will have the opportunity to request disestablishment of the District. This 30-day period begins each year on the anniversary day that the district was first established by City Council. Within that 30-day period, if a written petition is submitted by the owners of real property who pay more than 50 percent 18 (50%) of the assessments levied, the PBAD may be disestablished. The City Council will hold a public hearing on disestablishing the PBAD prior to actually doing so. D. Issuance of Bonds No bonds or other bonded debt is to be issued to finance initial activities and improvements envisioned in the Management District Plan. If the PBAD Owner's Association decides to issue bonds or other bonded debt in the future that increases the term and/or assessment rates set in this Plan, revisions to the Management Plan will require property owner consent through a mail ballot procedure. VI. GOVERNANCE For the Downtown Santa Monica PBAD, the Bayside District Corporation (Bayside) is an existing 501(c)6 California non-profit corporation that shall serve as the PBAD Owner's Association. The role of the Owner's Association is consistent with similar PBADs and downtown management organizations throughout California and the nation. The Owner's Association will determine budgets, assessment adjustments and monitor service delivery. As part of the Management Plan, the Owner's Association will oversee the delivery of day-tb-day PBAD services in order to: • Reduce overall administrative costs of the PBAD; • Leverage PBAD funds with other resources and capabilities provided by Bayside; • Eliminate the potential for duplication of enhanced services and activities; • Ensure that downtown is represented by a unified voice, thereby maximizing downtown's influence in policies and civic affairs. Pursuant to the State of California PBAD legislation the PBAD Owner's Association will be subject to disclosure and notification guidelines set by the Ralph M. Brown Act and California Public Records Act. PBAD Owner's Association Board of Directors: The Owner's Association will establish a 13 member board of directors through the following appointments: • Six members shall be selected by owners of real property within the PBAD. • Six members shall be selected by the Santa Monica City Council. • One member of the board shall be the City Manger and/or his/her designee. The board of directors must include representation from all benefit zones within the PBAD. The goal and spirit of the board's composition is to have a mixture of downtown businesses, downtown property owners, downtown and Santa Monica residents. 19 The full board of directors will make informal recommendations to both the property owners and the City Council on appointments as they arise. Relationship to Existing Business-Based BIDS: Currently, downtown has two business-based BIDS that raise assessments through business licenses taxes. These include: CBD Business Assessment: This assessment for retail businesses was formed in 1966 and currently includes 850 retail businesses within the PBAD boundary area. The assessment raises about $210,000 per year. It is the intention of this Plan that this district be DISSOLVED and replaced by the PBAD. Bayside Business Assessment: The "operations and maintenance assessment district" was formed in 1986 to provide enhanced services for the Third Street Promenade and its environs. This district applies a doubling of the business license tax (up to a maximum of $24,000) to 600 businesses located within asix-block area. This district will REMAIN in place and assessments, which are currently used by Bayside for marketing, special projects and administration, will continue to be managed by Bayside. Provided that the PBAD is formed, it is the intention of this Plan that the Bayside BID assessments will be reduced and boundaries of the BID will be expanded to include the Santa Monica Place shopping center. Services funded by both the business-based Bayside BID and PBAD will be managed by Bayside: This will provide for administrative efficiencies reducing overall program management and overhead costs. Central management by the Bayside also preserves a unified voice for downtown interests, elevating downtown's influence in public policy and resource allocation decisions. The concurrent use of both business antl property-based BIDS has been used in other California downtowns for many years, notably in downtown Long Beach, San Diego and Chula Vista, and most recently in San Jose. 20 F:\Atty\Mun i Law\Share\Laws\MJ M\PBAD LawOrd City Council Meeting: March 25, 2008 Santa Monica, California ORDINANCE NUMBER (CCS) (City Council Series) AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA ADOPTING LOCAL MODIFICATIONS TO THE METHOD OF LEVYING ASSESSMENTS PURSUANT TO THE PROPERTY AND BUSINESS IMPROVEMENT DISTRICT LAW OF 1994 WHEREAS, Property and business owners have expressed their wish to obtain the benefits of enhanced services and improvements through the mechanism of assessment financing; and WHEREAS, The Property and the Business Improvement District Law of 1994 ("the State Law") authorizes the creation of assessment districts for the purpose of providing the special benefits of enhanced services and improvements to property owners and business owners; and WHEREAS, The State Law expressly authorizes charter cities to modify the method of forming a district pursuant to the State Law; and WHEREAS, Authorizing modifications to the provisions of the State Law governing the petition threshold and assessment duration will promote the welfare of the City by increasing the flexibility and utility of the State Law so that petitions may be more readily initiated and assessments may continue for a longer time period, thereby promoting long-term planning and stability.. 1 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES HEREBY ORDAIN AS FOLLOWS: SECTION 1. Santa Monica Municipal Code Section 2.38 is hereby amended to read as follows: Chapter 2.38 Local Modifications to Method of Levying Assessments Pursuant to the Property and Business Improvement District Law of 1994 2.38.010 -Purposes. This law is intended to exercise the authority conferred upon charter cities by Streets & Highways Code Section 36603 to modify the method of forming an assessment district pursuant to the Property and Business Improvement District Law of 1994, California Streets & Highways Code Section 36600, and following. The purposes of the following modifications are to maximize the flexibility and utility of the mechanism created by state law and to secure its full benefit for Santa Monica by facilitating the initiation of the district formation process and enhancing opportunities for long-term planning and stability. 2 2.38.020 -Procedural Options. Informing assessment districts pursuant to the Property and Business Improvement District Law of 1994, the City Council may elect to use the procedures set forth in California Streets & Highways Code Sections 36600 and following or may elect to use those procedures as modified by this chapter. 2.38.030 -Petition Threshold. Notwithstanding Streets & Highways Code Section 36621(a) or any other provision of state law, the City Council may initiate proceedings to establish a property and business improvement district upon receipt of a petition signed by property owners, business owners, or a combination of property owners and business owners in the proposed district who will pay at least ~a ~Opercent of the // assessments proposed to be levied. /~ 2.38.040 Duration of Levy. Notwithstanding ~3~<6 ~` ~~' ~" Streets & Highways Code Section 36622(h) or any other provision of state law, the City Council may form a district authorized to levy assessments for a maximum of up to years. 3 SECTION 2. Any provision of the Santa Monica Municipal Code or appendices thereto inconsistent with the provisions of this Ordinance, to the extent of such inconsistencies and no further, is hereby repealed or modified to that extent necessary to effect the provisions of this Ordinance. SECTION 3. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional. SECTION 4. The Mayor shall sign and the City Clerk shall attest to the passage of this Ordinance. The City Clerk shall cause the same to be published once in the official newspaper within 15 days after its adoption effective 30 days from its adoption. APPROVED AS TO FORM y ~~,~ . MA HA J S MOUT IE City Attorn This Ordinance shall become 4 r Y' S Y "v. 'A \ ~~'~~ h ~ ~ k } ~ } S p ppC /u( j k h `,' ' ' ` ty `?'y kr •y F $ ~ S `: ~S ~h# ') l g .v, .y N .~ l ~` Y 3 d ~ :~ y y . r 'cam hv'1i. A`x S1 i .3 b' a'ts} i ? t ~ _ ». ! • w'`'4A Cal ~ ~ ~ ,. e .rv E :.~ . , . \ x }}~~ ; q ~}- ~ r - [f q x 3 ftt1~~IQ~rQ'~rlitatl~~r~~ ~rR.?~~t~Et41WIild~DA~lYR7Ul _ _ - y _ _ _ ; .. ~; ~ +. . ~~ ' ~ Somewhat ;Not-. Rahng T2e5Pat3se:. >,° Very Important ~ Important important ' Important ~ ~ ~ # - , ~` :` .. RVeraga =GCt7[i€a .): ~~ r~ . ""~~ Enhanced downtown maintenance services, ove 3p ~' ~~~ and above existing city services, to clean ~~.~ ~-.` sidewalks, alleys and parking structures 47:3% (218) 33.6 % (155) 15.0% (69) 4.1 % (19) ~~5'C ; 1.76 461 ~~~ ni armed "ambassadors" to improve sa ety, ' ~ _- ; provide information to visitors and work with the ~ v ri homeles 30 1%(138) 26 6%(122 26 6% 122 16 8°/ 77 2 3 ~ ~ '45 t .. ~ . . . ) . ( ) ( ) . . , ~ `i;~ Marketing to promote Downtown, including mar `'~ ~ community events 17.3% (79) 38.3% (175) 33.3% (152) 11.2% (51) 2.3 45 ~"t~2' - Improved parking and mobility options for msdors ~ ~~~g ~~ and employee 55.0%(251) 28.7% (131) 13.6% (62) 2.6% (12) 1.6 ~ 45 ~~ '. Reduce/solve homeless and transient issues 74.7°/, (342) 17.0 % (78) 5.7°/ (26) 2.6 % (12) ~ ~ 1.3 ~ 45 ' ~ Update streetscape and lighting to make " ~` " ,.~x J-^ . Downtown more attractiv 28.3% 130 35.1% 161 27.5% 126 9.2% 42 ~ -~.. 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Very ImpoAant. .Important . - ~~ ~ °~ r' • ~ r ~ Important ~ Important °'`4'`~'~' : ' ~' ` r ' `a ~ ~ ': ~ x ~ r ## v , . ; . . . - ... : : _ ~ ~~s h ~ #AgeraYe= r Gou4)r~w. ~. rowde a Downtown neighborhoo watc t 3~2i; 1 :#s improve public sate 33.6%(152) 34.4%(156) 24.3% (110) 7.7% (35) 2.06 ~ ~ 45 ~~~,~ Provide in ormation to Downtown visitors an ~ ~ 3 ~ . ~ ~ ~ tourists 20.1 % (91) 35.5% (181) 34.2% (155) 10.2 % (46) 2.3 , 45 ;4 SbN{~~„~S`. ?~,~_, Serve as attendants within public restrooms 17.4 % (79) 20.1 % (91) 33.3% (151) 29.1 % (132) ~~~ Serve as escorts to protect employees and 2.74 45 `"'~;~~ residents after hour 28.4% (129) 28.0%(127) 30.2%(137) 13.4%(61) 2.29 ~ '4' ~rs1? 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' t tY t"~~' ;: Y~/W osa o e: sr "a ; 96:70%" ::3 ~~ . i a M /YY mai ress: = , 9250! ., c .=. z `vbW one um er ~*' ~. t 8040/ 30 w. ~ ' - =3 . ~ -. _.._... Y ~ ~" _ s _ _ .;.= _ Y :-. M.,. a£{sWe!et~i~esl!P!?„. 3 * x r ':r ~. ~ ,. -v___- 1. Provided guarded all night garage parking Wed, 2/27/08 8:48 AM 2. Plant more trees in empty spaces and between Mon, 2/25/08 3:05 PM current trees 3. better signage promoting store locations, services, Sun, 2/17/08 12:46 PM bus stops, etc i 4. limit generic chain stores/ original independent Sun, 2/17/08 10:21 AM shopping is important 5. create safe nap spots for narcoleptics and other Sat, 2/16/08 12:06 AM (non-homeless) people with sleep disorders ', 6. ycu pander to the homeless creating these Fri, 2/15/08 10:37 AM ', issues..i know many people who will not shop or live here because of the homeless and illegal alien issues_ 7. I enjoy the current streetscape. Thu, 2/14/08 2:54 PM 8. Traffic, traffc, traffic! Thu, 2/14!08 2:06 PM 9. We need lots of seating, trees, and kind officers Thu, 2/74/08 2:06 PM who do not behave like Nazis. 10. Activating streets like 2nd and 4th by improving Thu, 2/14/08 10:43 AM flow off of 3rd with paseos, etc. 11. I thought you were doing a good job of the above Thu, 2/14/08 10:11 AM items already. 12. SAVE THE FICUS TREES!!! SAVE THE FICUS Thu, 2/14/08 12:14 AM TREES! 13. Get rid of bus lane on S.M. Blvd., unless it is Wed, 2/13/08 7:14 PM shown to have substantially reduced bus travel times 14. what cleaning on 2nd & 4th streets are currently Wed, 2/13108 6:09 PM happening for our current assessments? 15. Let businesses choose if they want to allow Wed, 2/13/08 6:07 PM smoking patrons. 16. more european style outdoor dining Wed, 2/13/08 6:04 PM 17. Parking is dreadful -This should be the highest Wed, 2/13/08 5:40 PM priority 18. Please get rid of the homeless problem. Wed, 2/13/08 4:39 PM 19. Seasonal Outdoor Ice Skating Rink/Roller Skating Wed, 2/13/08 4:17 PM Rink 20. New Theatres/Entertainment Space Wed, 2/13/08 3:20 PM 21. Already attractive just maintain flcus trees which Wed, 2/13/06 3:20 PM attract shoppers and have environmental benefits 22. Plant more trees and save all the trees there. Wed, 2/13/08 3:17 PM 23. Something especially needs to be done with the Wed, 2/13/08 2:28 PM homeless in Santa Monica, its a huge issue! 24. BATHROOMS!!!!!!!! Wed, 2/13/08 1:57 PM 25. coordinating body wi. other operations (CVB,ETC) Wed, 2/13/08 1:45 PM 26. Recycling Bins on 3rd St promenade Wed, 2/13/08 1:39 PM 27. eliminate or reduce loud music/singing on 3rd Wed, 2/13/08 1:35 PM street, interferes with dining and talking and strolling 28. dowtown trolley or bicycle rickshaws Wed, 2/13/08 1:06 PM 4 29. Mileage markers on Pacific Palisades run path Wed, 2/13/08 72:38 PN 30. landscaping, green it up Wed, 2/13108 12:32 PN 31. Restrooms-Public facilities of easy 8 convenient Wed, 2/13/08 12:11 PM i access, Not in the alleys! 32. I like ficus trees better than ginko. Wed, 2/13/08 12:10 PM 33. clean it up urine smells etc Wed, 2/13/08 72:07 PM 34. need bathrooms Wed, 2/73/08 72:05 PM 35. Permanent Signage for Long-term Local Cultural Wed, 2/13/08 11:41 AM Organizations! 36. Not concerned with visitors, very concemed about Wed, 2/13/08 11:34 AM ~~ homeless ~'', 37. Pay or donate to the homeless to pick up the trash. Wed, 2/13/08 11:23 AM ', $$ for pounds. ' 36. stop making the sidewalks so wide. that is stupid Wed, 2/73/08 11:19 AM and it just gridlocks auto traffic. 39. Fix the homeless problem Wed, 2/13/08 11:15 AM 40. Police presence Wed, 2/13/08 11:74 AM 41. more housing!!!!!!!!!!!!!!!!!!!!!!! Wed, 2/13!08 7 7:10 AM 42. Transportation hub. One point of departure for any Wed, 2/73/08 8:48 AM of the BBB routes, such as a terminal. 43. Police decible level of street pertoemers and move Tue, 2/12/08 4:44 PM the noisy ones away from dining areas 44. homeless and folks soliciting make for an Tue, 2/12/08 3:55 PM uncomfortable experience 45. Bicycle loan system Tue, 2/12/08 3:37 PM 46. Abetter mix of stores; i.e. practicle and affordable Tue, 2/12/08 2:10 PM options, drugstore/lane Bryant, etc. 47. Maybe if the Promenade was declared a private Tue, 2/12/08 11:45 AM street you could make some of the homeless back off from begging and being eyesores. 48. One Bicycle Police Officer on each block on Tue, 2/72/08 8:33 AM weekends 49. Reduce the number of cars entering District Mon, 2/17/08 6:46 PM 50. parking & traffic movement are horrible Mon, 2/17/08 6:26 PM 57. Give Residents prefential parking for the downtown Man, 2/17/08 6:26 PM area 5 '~, 52. keep mature, large canopy bees in Mon, 2/11/08 1:25 PM ', downtown maintain a dignifed, cultured look to downtown with old trees, not a cheap, disneyland look with small leafless trees. reduce offensive noise from street musicians by not allowing amplifers! i do not patronize outdoor eating estbblishments on 3rd street because i am involuntarily subjected to awful noise from musicians. space out musicians-they are too close to one another and create overlapping noise that is unpleasant! remove all large buses from immediate downtown, replace withsmaller electric (no noise) buses that feed into the larger buses somewhere away from downtown. the buses are loud, damage trees, frustrate already angry drivers and create an unpleasant atmosphere downtown. i was in long beach yesterday and there were no large, loud buses in downtown, only smaller, FREE, buses that did not detract from the experience like ours do. make 2nd a walking streets with outdoor eating areas. bring back light rail to downtown Santa monica. create designated bike only lanes, safe from traffic and parked cars, allowing everybody to feel safe on their bikes. main 53. parking is so difficult, particularly accessible Mon, 2/11/08 12:39 PM parking not sufficiently available. I choose Westwood instead b/c of that. 54. The alleys are in desperate need of aesthetics and Man, 2/11/08 11:59 AM lighting. 55. Provide some affordable housing! Mon, 2/11/08 10:42 AM 58. Improved signage in parking structures identifying Mon, 2/11/08 9:19 AM where you parked. 57. save the fcus trees canopies of shade PLEASE! Mon, 2/11/08 1:41 AM Nature rules! 58. Place (HIGH) large screen with electronic Clock - Mon, 2/11108 12:50 AM Temperature (in F 8 C) - EUR/USD ongoing values. It will demonstrate the competitve edge of SM! 59. Lighting yes but do NOT remove the trees on 2nd Sun, 2/10/08 9:44 PM & 4th 60. STOP CUTTING DOWN TREES - SAVE SM FOR Sun, 2/10/08 2:33 PM RESIDENTS, NOT EMPLOYEES, TOURISTS AND HOMELESS! 61. "Save the fcus trees on Second and Fourth Street" Sun, 2/10/08 1:59 PM 62. Promote shuttles and public transportation to shop. Sun, 2/10/08 9:51 AM Keep fcus trees! 63. Maintain existing urban forest of fcus trees. Sat, 2/9/08 12:45 PM 64. Your survey seems quite deceptive. Sat, 2!9/08 12:00 PM 65. Save the beautiful fcus trees on 2nd Street and Sat, 2!9/08 17:25 AM 4th Street 66. Do not spend public funds to cut down existing Sat, 2/9/08 10:19 AM healthy trees that add to the beauty of downtown. Use the money to give better care to the existing ones that give clean air , shade to our citizens and visitors. 07. Save those trees -- don't denude downtown. Sat, 2/9108 9:35 AM 68. do not chap down the ficus trees on 4th and 2nd Sat, 2/9/08 9:31 Atu streets please 69. Enforce the NO SMOKING ordinance, and not just Fri, 2/8/08 7:49 PM against "homeless" people. No smoking should mean NO SMOKING. Period. 70. Save the ficus trees on2nd and 4th streets Fri, 2/8/08 6:19 PM 71. Protecting the lush foliage would be high on my Fri, 2/8/08 5:47 PM list. 72. Save the fcus trees on Second and Fourth street! Fri, 2/8108 5:03 PM 73. more trash cans by the pier and also Spanish Fri, 2/8/08 4:57 PM instructions on can 74. maintenance crew has done a great job of keeping Fri, 218/08 1:18 PM the downtown area clean. 75. Reduce teen loitering & panhandling Fri, 2/8/08 11:16 AM 76. Save the Ficus Trees on 4th, prevent left turns into. Thu, 2!7/OS 11:43 PM parking stucture 3 from 4th street 77. Deep clean the putrid, disgusting stairwells in the Thu, 2/7/08 6:35 PM downtown parking lots. And for the love of god, get rid of the homeless please!! 78. more receptacles for recycling on the sidewalk and Thu, 2/7/08 3:43 PM commercial receptacle for businesses. 79. Leave the ficus trees on 2nd & 4th streets alone. Thu, 2/7/08 2:54 PM Increase the amount of public restrooms & keep them clean. 80. uniformed ambassadors to "stop" smokers from Thu, 2/7/08 2:03 PM smoking 61. more public restrooms along the promenade Thu, 2/7/08 11:32 AM 62. SM seems oriented more to tourists than residents Thu, 2/7/08 10:04 AM & workers. There aren't enough affordable convenient lunch options for workers 63. I hope "adressing the homeless' means more than Thu, 2/7/08 9:57 AM just scooting them out to somewhere where people aren't shopping. Its a real issue that should be tackeled city wide. 64. homeless and transient people need to be dealt Thu, 2/7/08 9:40 AM with compassionately, not just dumped in another community. 35. More visibility for cultural and arts events Thu, 2/7/08 9:15 AM 36. continue to enforce no smoking outdoors- Its why I Thu, 2/7/08 9:09 AM go there 37. provide food and jobs and mental health for the Wed, 2/6/08 9:02 AM homeless I Provide protection for all night publikc garage Wed, 2/27/08 8:48 AM parking 2. Housing 1st and then treatment is the proven way Sun, 2/17/08 10:21 AM to succeed with this problem. It's in the business community's best interest to insist upon this. The homeless are bad for business period !!! 7 3. the city keeps dancing around the real issue Fri, 2/15/08 10:40 AM 4. see comments above Fri, 2/15/08 10:37 AM 5. More public restrooms are needed since SM Place Thu, 2/14/08 2:54 PM closed. 6. I do not like the idea of too-authoritarian presences Thu, 2/14/08 2:06 PM on the Promenade, a public street. 7. Don't turn Downtown into a sterile, artifcial Thu, 2/14/08 10:43 AM environment like the Grove 8. I don't know that putting more money into reducing Thu, 2/14/08 10:11 AM the homelessness in the downtown area by the ambassadors will solve the problem. It's bigger than that. 19. SAVE THE FICUS TREES!!! SAVE THE FICUS Thu, 2/14/08 12:14 AM ~ TREES! 10. Promote Dolphin program, discourage giving Wed, 2/13/08 7:14 PM money to beggars 11. ~ You don't wany my comment on this one Wed, 2/13/08 6:09 PM '~,, 12. Street crossing enforcement at 3rdStreet Wed, 2/13/08 6:07 PM ', Promenade crosswalks. 13. This should still be ranked WAY BELOW Wed, 2/13/08 5:40 PM PARKING (can I make my point regarding parking any more clear) 14. Arrest more homeless people. Wed, 2/13/08 4:39 PM 15. No Smoking Enforcement Wed, 2/13!08 3:38 PM 16. Plant moretrees and save the trees there. Wed, 2/13/08 3:17 PM 17. Really enjoy the promenade now that smoking has Wed, 2/13!08 2:28 PM been outlawed 18. The only thing that will solve homelessness is Wed, 2/13/08 1:06 PM improved mental health access and more permanent supportive housing. 19. Mileage markers on Beach run path Wed, 2/13/08 12:38 PM 20. I think this is a very bad idea. Too much like police ~ Wed, 2/13!08 12:16 PM subtle intimidation facto very high. 21. maintain-provide the Visual Presence todeter Wed, 2/13/08 12:11 PM "nuisance" people. 22. anything to get the teens and homeless out of the Wed, 2/13108 12:07 PM area harassing to customers 23. More Police on bikes!. Work great in Venice. Wed, 2/13/08 11:23 AM 24. What? U want Brown Shirts ??!!!!!!!! Wed, 2/13/08 11:22 AM 25. service attendants in bathrooms is a great idea Wed, 2/13/08 11:19 AM because most the public bathrooms are gross. we will not use public bathrooms in Santa monica. Pd rather join the homeless and use the alleys 26. Keep the Homeless from sleeping in businesses Wed, 2/13/08 11:15 AM doorways 27.. Provide walking tours of the City. Wed, 2/13/08 8:48 AM 28. keep it towards good will and give visitors to Santa Tue, 2/12/08 3:55 PM Monica a good experience- let residents be proud of Santa Monica and want to stay here to entertain 29. They will get lost in the crowd after dark Tue, 2/12/08 3:45 PM 30. Expedite transport of homeless to sources of Tue, 2/12/08 3:37 PM needed services 31. we don't live in a high crime area, so what's the Mon, 2/11/08 6:58 PM protection about? 32. the homeless peeing in public is GROSS! Mon, 2/11/08 6:26 PM 8 33. Homelessness is here to stay on some level so Mon, 2/11/08 11:59 AM stairwells, restrooms and alleys are safety and nuisance flashpoints that discourage the public. 34. Uniformed "ambassadors" should not highten Mon, 2/11/08 12:50 AM tension on the streets 35. .STOP ATTRACTING HOMELESS TO CITY! Sun, 2/10/08 2:33 PM 36. Promote ecological values--ride bikes, walk, etc. Sun, 2/10/08 9:51 AM 37. Again, questions seem deceptive. Sat, 2/9/08 12:00 PM 38. Overall, an ineffective waste of resources. Fri, 2/8/08 7:49 PM 39. stop the homeless from screaming and Fri, 2/8/08 4:57 PM intiminating person 40. keeping the homeless from making noise in the Fri, 2/8/08 3:55 PM middle of the night on Santa Monica Blvd 41. Have Ambassadors speak another language Thu, 2/7/08 3:48 PM 42. I am wary of having private security'ambassadors', Thu, 2/7/08 2:54 PM typically private security guards are poorly paid & trained, and often become part of the problem rather than the solution. 43. what happened to attendants to witness and stop Thu, 2/7/08 2:03 PM 1 Express public transportation to LA Wed, 2/27/08 3:08 PM 2. All night guarded public garage parking on 4th Wed, 2/27/08 8:48 AM street 3. Use current funds - no assessment Mon, 2/25/08 5:16 PM 4. Planting trees Mon, 2/25/08 3:05 PM 5. I do not want to pay any assessment. Sat, 2/23/08 2:40 PM 6. Nuisance crimes-witnesses Wed, 2/20/08 10:51 AM 7. especially community events Mon, 2/18/08 3:24 PM 8. none..you create these issues pandering to Fri, 2/15/08 10:37 AM homeless..i;legal aliens..and rent control 9. no assessments for taxpayers plese Thu, 2/14/08 9:17 PM 10. none Thu, 2/14/08 3:28 PM 11. Anything to reduce parking. Thu, 2/14/08 2:06 PM 12. I want to see a downtown that considers the needs Thu, 2/14/08 2:06 PM of the residents of the City rather than the out-of- towners. 13. I only support "reduce/solve homeless issues" as Thu, 2/14/08 11:46 AM long as you do more than just move them out of sight. If somehow the businesses could unite to fund the creation of more shelters and services, I would support it. I also think it would be a good marketing approach (let people know that when they shop in Downtown SM they are simultaneously helping the homeless). 14. NONE!!! Taxes are already insane here WTF?!?! Thu, 2/14/08 7:42 AM 15. SAVE THE FICUS TREESt!! SAVE THE FICUS Thu, 2/14/08 12:14 AM TREES! 16. cut bureaucracy, downsize city goverment Wed, 2/13/08 9:47 PM 9 17. none Wed, 2/13/08 7:18 PM 18. Assessments are currently not in line with what we Wed, 2/13/08 6:09 PM receive. 19. I work in city, don't live in city, so i wont answer Wed, 2/13/08 6:04 PM ~ this. ~ 20. Parking should be provided by tax payer dollars Wed, 2/13/08 5:40 PM already provided...an assessment sounds as though our city officials aren't managing the money we're providing them very well 21. None Wed, 2/13/08 3:17 PM ~, 22. bathrooms Wed, 2/13/08 1:57 PM ~',, 23. None. We should be receiving many of these Wed, 2/13/08 12:45 PM ', services for taxes already being paid ', 24. Residents should not have to pay for this. Hotels Wed, 2/13/08 12:16 PM ', should pay for these, if at all. 25. provide Public-Restroom facilities "on/at" the Wed, 2/13/08 12:11 PM Promenade 26. We already pay for maintenance Wed, 2/13/08 11:59 AM 27. Permanent signage for long-term local cultural Wed, 2/13/08 11:41 AM organizations 28. I would NOT consider paying anything Wed, 2/13/08 11:37 AM 29. NONE Wed, 213/0811:27 AM 30. Somehow enlist the homeless to get more involved Wed, 2/13/08 11:23 AM for $$? 31. What r u doing?? U PAY 4 IT--U R THE GOV"T !!!!I!! Wed, 2/13/08 11:22 AM 32. personal safety Wed, 2/13/08 11:21 AM 33. Not willing to pay for Wed, 2/13/08 11:20 AM 34. i will not pay another dime! get the cops out of the Wed, 2/13/08 11:19 AM new building andthem do theirjob! 35. Update alleys, including lighting Wed, 2/13/08 11:13 AM 36. mare housing!!!!!!!!!!!!!!!!!!!!!!!!!!! Wed, 2/13/08 11:10 AM 37. Improve'Walkability". Wed, 2/13/08 8:48 AM 38. bathrooms - Wed, 2/13/08 7:37 AM 39. Sustainable transportation system Tue, 2/12/08 3:37 PM 40. CSM employee Tue, 2/12/08 2:41 PM 41. Greater Police Officer on Bicycle presence on Tue, 2/12/08 8:33 AM weekends 42. Reduce the number of cars entering District Man, 2/11/08 6:46 PM 43. Inclusion of green streets and sustainability Mon, 2/11/08 6:26 PM feautures. 44. designated bike lanes, free from traffic. efficient, Mon, 2/11/08 1:25 PM quiet public transportation( light rail, small buses) on a regular basis. 45. Protection at restroom and stairwells Mon, 2/11/08 11:59 AM 46. Affordable Housing! Mon, 2/11/08 10:42 AM 47. Place (HIGH) large screen with electronic Clock - Mon, 2/11/08 12:50 AM Temperature (in F & C) - EUR/USD ongoing values. It will demonstrate the competitve edge of SM! 48. RESIDENTS SHOULD COME FIRST Sun, 2/10/08 2:33 PM 49. Maintain trees and public aesthetic gardens. Sun, 2/10/08 9:51 AM 50. save the ficus trees on 2nd and 4th streets Sat, 2/9/08 11:23 PM 51. Since Santa Monica has the money, ask the city Sat, 2/9/08 9:26 PM council to pay for it. 10 52. Community events, especially those that promote Sat, 2/9/08 12:00 PM environmental awareness, should be encouraged. Aid to the homeless should be in the form of programs that help them get back on their feet; not that treat them as so much garbage and a nuisance to the tourist 53. Deceptive. Deceptive. Deceptive. Sat, 2/9/08 12:00 PM 54. Using the funds to pave 2nd and 4th street with the Sat, 2/9/08 10:19 AM rubberized side-walks. It would be a BIG tourist attraction and save the tree roots. 55. Maintain existing tree canopy rather than destroy it. Sat, 219/08 9:35 AM 56. if the city has enough money to chop down trees to Sat, 2/9/08 9:31 AM plant new ones then it has enough money for safety and cleanliness issues without assessing customers 57. Not needed. Fri, 2/8/08 7:49 PM 58. safety Fn, 2/8/08 6:19 PM 59. Ficus tree maintenance. Fri, 2/8/08 5:47 PM 60. Maintaining the ticus trees on Second and Fourth Fri, 2/8/08 5:03 PM street. 61. loitering & panhandling Fri, 2/8/08 11:16 AM 62. Create parking for Scooters & Bicycles Thu, 2/7/08 3:45 PM 63. RECYCLE RECYCLE RECYCLE Thu, 2/7/08 3:43 PM fi4. Downtown needs more bicycle lanes. The transit Thu, 2/7/08 2:54 PM mall project failed to address this problem. Most bike lanes leading west to downtown stop at Linclon Blvd. 65. what kind of charge would be activated? Thu, 2/7/08 2:03 PM 66. But other communities need to do their share & Thu, 2/7/08 10:04 AM parking should not cost a fortune 67. mostly lighting there...i don't think a facelift makes Thu, 2/7/08 9:57 AM a difference at this point... if there are events that interest peopl and it is safe- people will enjoy it regarless if the pavers are a few years old. 68. assessment needs to be charged to the Wed, 2/6/08 9:02 AM businesses or the city where the money is 1. visiting every year South California for around 3 Wed; 2/27/08 3:11 PM months 2. work in Santa Monica Tue, 2/26/08 11:22 AM 3. employee Mon, 2/25108 5:17 PM 4. Spend time downtown daily Mon, 2/25/08 3:06 PM 5. I visit 3rd St and Downtown shop daily. Sat, 2/23/08 2:42 PM 6. Shopper -often Fd, 2/22/08 7:35 PM 7. Commercial Real Estate Broker in Santa Monica Fri, 2/22/08 3:47 PM 8. Tourist /Visitor Thu, 2/21/08 5:51 PM 9. Downtown nonprofit Thu, 2/21/08 4:16 PM 10. frequent visitor Wed, 2/20/08 5:57 PM 11. SANTA MONICA RESIDENT AND BUSINESS Wed, 2/20/08 4:25 PM OWNER 12. City Employee Wed, 2/20/08 3:02 PM 13. utilize shopping and entertainment Wed, 2/20/08 10:53 AM 11 14. Work in the area Wed, 2/20/08 9:41 AM 15. Have a business, shop, and attend events in Santa Mon, 2/18/08 10:52 PM Monica 16. visitor Sat, 2/16/08 10:37 PM 17. working Sat, 2/16/08 12:39 PM 18. visitor Sat, 2/16/08 12:33 PM 19. Work and Play in downtown Sat, 2/16/08 6:31 AM 20. student Sat, 2/16/08 4:51 AM 21. San Diego resident (potential tourist) Sat, 2/16/08 12:07 AM 22. Work in Santa Monica Fri, 2/15/08 2:27 PM 23. i own just outside the actual dntn area Fri, 2/15/08 10:42 AM 24. Downtown worker Thu, 2/14/08 9:28 PM 25. homeowner Thu, 2/14/08 9:18 PM 26. work in Santa monica Thu, 2/14/08 4:43 PM 27. City Employee Thu, 2/14/08 2:55 PM 28. Work in Santa Monica Thu, 2/14/08 2:15 PM 29. I would like to see unique stores and bookshops Thu, 2/14/08 2:07 PM populate. the Promenade once again! 30. I work in Santa Monica Thu, 2/14/08 1:45 PM 31. Venice resident Thu, 2/14/08 11:53 AM 32. business owner near downtown Thu, 2/14/08 11:13 AM 33. Frequent DT SM at least a few times a week. Thu, 2/14/08 10:45 AM 34. SM small business owner...who is suffering Thu, 2/14108 7:43 AM 35. I live in another part of L A County Wed, 2/13/08 11:45 PM 36. Business owner outside downtown, frequent Wed, 2/13f08 7:16 PM Bayside visitor 37. City employee that goes to downtown frequently Wed, 2/13/08 6:05 PM 38. Santa Monica Business (east of 7th street) who Wed, 2/13/08 5:42 PM services the downtown area multiple times per day with delivery trucks 39. los angeles Wed, 2/13/08 4:35 PM 40. City Employee Wed, 2/13/08 4:23 PM 41. Live in WLA but spend much time in Santa Monica Wed, 2/13/08 4:22 PM due to friends, school, shopping etc. 42. Work near the downtown area Wed, 2/13/08 4:17 PM 43. City Employee and resident of neighboring city Wed, 2/13/08 4:14 PM 44. CSM Employee Wed, 2/13/08 4:03 PM 45. Visitor to Santa Monica once or twice a week Wed, 2/13/08 4:02 PM 46. Frequent visitor to downtown Wed, 2/13/08 3:57 PM 47. Frequent Visitor, Resident of Los Angeles Wed, 2/13/08 3:39 PM 48. work downtown Wed, 2/13/08 3:19 PM 49. Former downtown business owner Wed, 2/13/08 3:18 PM 50. downtown employee Wed, 2/13/08 3:12 PM 51. Limo service ofyen in Santa Monica Wed, 2/13/08 2:05 PM 52. live in WLA, do lots of shopping and visiting in SM Wed, 2/13/08 1:48 PM 53. I live in Venice and shop downtown alot. I work in Wed, 2/73/08 1:41 PM Santa Monica with businesses 54. Work in Santa Monica Wed, 2/13/08 1:39 PM 55. RE Broker Wed, 2/13/08 1:22 PM 56. Live on the cusp of Santa Monica in Malibu but I Wed, 2/13/08 1:08 PM work in SM and do all of my business and private purchases within the city 57. downtown employee Wed, 2/13/08 12:54 PM 58. Neighbor and downtown customer Wed, 2/13/08 12:53 PM 59. Business in Santa Monica Wed, 2/13/08 72:51 PM 12 60. Business located on 9th and Wilshire, adjacent to Wed, 2/13/08 12:42 PM Downtown district 61. Visitor Wed, 2/13/08 12:31 PM 62. entertainment, shopping, dinning, and leisure Wed, 2/13/08 12:27 PM 63. Employeed in downtown Santa Monica. Wed, 2/73/08 12:16 PM 64. Business Development Advisor & Strategic Partner Wed, 2/13/08 12:13 PM to several Downtown Businesses, over the past 75 years. ' 65. Downtown business employee Wed, 2/13/08 12:11 PM 66. Santa Monica business owner Wed, 2/13/08 12:06 PM 67. West LA resident on edge of Santa Monica & Wed, 2/13/08 12:06 PM Brentwood j 68. Previous Resident Wed, 2/13/08 12:06 PM 69. Work in the area - Wed, 2/13/08 72:02 PM 70. business owner employee Wed, 2/13/08 11:53 AM 77. consumer Wed, 2/13/08 11:53 AM ~''~, 72. Worker Wed, 2/13/08 11:53 AM '. 73. Main Street Wed, 2/13/08 11:47 AM ' 74. employee Wed, 2/13/08 11:44 AM 75. work downtown Wed, 2/13/08 11:43 AM 76. SM business employee Wed, 2/13/08 11:43 AM 77.. Downtown non-profit organization, renting space Wed, 2/13/08 11:42 AM 78. Frequent user/visitor/ Wed, 2/13/08 11:42 AM 79. visitor Wed, 2/13/08 11:38 AM 80. Main Street Business Owner Wed, 2/13/08 11:36 AM 81. I don't live or work in the area but I go there for Wed, 2/13/08 17:30 AM movies, dining, shopping, etc. 82. Work, eat, shop & play in SM regularly. Wed, 2/13/08 11:25 AM 83. Repetetive bus. visitor Wed, 2/13/08 11:23 AM 84. visitor- business in SM, not "Downtown" Wed, 2/13/08 11:23 AM 85. i am tired of this ugly agenda ridden city. a Wed, 2/13/08 11:21 AM bulldozer is a good place to start. make tenants park in their apartments and start towing cars that litter our parking areas. 86. We live in Marina del Rey but shop and eat in Wed, 2/13/08 11:18 AM Santa Monica. 87. Filming Locations Wed, 2/13108 11:16 AM 88. Business Manager Wed, 2/13/08 11:15 AM 89. frequent visitor Wed, 2/13/08 11:15 AM 90. real estate agent Wed, 2/13/08 11:14 AM 91. Wilshire renter Wed, 2/13/08 11:13 AM 92. Manager of a non-proft organization located in Wed, 2/13/08 11:13 AM Santa Monica 93. .Santa Monica employee Wed, 2/13/08 11:13 AM 94. employee at a downtown firm Wed, 2/13/08 11:11 AM 95. Santa Monica Business Owner Wed, 2/13/OS 11:10 AM 96. downtown customer Wed, 2/13/08 11:09 AM 97. I do a lot of work for Santa Monica firms. Wed, 2/13/08 11:08 AM 98. Work in Santa Monica Wed, 2/13/08 11:07 AM 99. work in downtown Wed, 2/13/08 10:31 AM 100. frequent visitor Wed, 2/13/08 10:27 AM tat. Downtown Worker/Visitor Wed, 2/13/08 9:56 AM 702. Employed in Santa Monica Wed, 2/13/08 9:38 AM t0a: City Employee Wed, 2/13/08 9:01 AM 104. Live in neighboring communitee and work/visit Wed, 2/13/08 8:49 AM downtown 105. city employee Wed, 2/13/08 8:12 AM 706. Employee Tue, 2/12/08 5:55 PM 13 ',, tm. City of SM employee Tue, 2/12/08 4:55 PM '.. 108. downtown employee- former resident at Tue, 2/12/08 3:56 PM I 4th/Montana who would walk downtown for '. shopping and entertainment 109. City Employee Tue, 2/12/08 3:14 PM 110. CSM employee Tue, 2/12108 2:42 PM 177. Dodwntown employee Tue, 2/12/08 2:24 PM ttz. SM employee Tue, 2!12/082:11 PM tt3. Work in downtown Tue, 2/12/08 2:06 PM 114. City Employee Tue, 2/12/08 1:29 PM 115. WORK IN SANTA MONICA Tue, 2/12/08 12:47 PM tte. employee Tue, 2/12/08 11:46 AM tt7. city employee Tue, 2/12/08 17:42 AM tt0. employee Tue, 2/12/0810:52 AM 119. City of Santa Monica Employee Tue, 2/12/08 9:15 AM 120. Employee For the City of Santa Monica Tue; 2/12/08 8:57 AM 121. Santa Monica employee Tue, 2/12/08 8:52 AM 122. Frequent Visitor Tue, 2/12/08 8:45 AM 123. employee Tue, 2/12/08 8:44 AM 124. visitor Mon, 2/11/08 7:17 PM 125. work downtown Mon, 2/11108 6:59 PM 125. Santa Monica Employee Mon, 2/11108 6:12 PM 127. Santa Monica employee & visitor/customer Mon, 2/17/08 6:06 PM 12a. Work in downtown Mon, 2/11/08 4:53 PM 729. Downtown Employee Mon, 2/11/08 4:51 PM 130. i own my residence near 7th and wilshire.so while i Mon, 2/11/06 1:30 PM am technically not a downtown resident,. i spend much time downtown and feel my opinion. is as important as a anyone else. when making decisions about downtown, ALL the citizens of Santa monica need to have a say since this is the heart of their community and use it sometimes more than business owners. 131. nonprofit Mon, 2/11108 1:03 PM 132. City employee Mon, 2/11/08 12:39 PM 133. 30 years of Santa Monica shopping. Mon, 2/11/08 12:03 PM 134. visiting Mon, 2/11/08 10:49 AM 135. Santa Monica is my home town! Mon, 2/11/08 10:43 AM 73s. visitor Mon, 2/11/08 10:12 AM ta7. Santa Monica employee. Mon, 2/11/08 9:20 AM taa. Work downtown Mon, 2/11/08 8:31 AM 739. teacher of St. Monica Elementary school Mon, 2/11/08 12:51 AM 740. visitor Sun, 2/10/08 5:20 PM tot. frequent visitor from West Los Angeles Sun, 2/10/08 1:59 PM 142. Environmentalist who believes in community Sun, 2/10/08 9:52 AM imagination going to sustainable living. 143. downtown employee Sat, 2/9/08 11:24 PM 144. visitor Sat, 2/9108 12:38 PM 145. consumer Sat, 2/9/08 9:37 AM 146. Visitor from another city, looking to move to Santa Sat, 2/9/08 2:47 AM Monica and go to school in the area 747. Walk to & from work & on weekends through & to Fri, 2/8/08 6:21 PM Downtown 148. nothing Fri, 2/8/08 3:58 PM. 149. Come to Santa Monica to conduct business Fri, 2/8/08 1:36 PM 150. Employee Fri, 2/8/08 11:47 AM 151. Business renter near the area as well as resident Fri, 2/8/08 11:07 AM 14 152. Downtown visitor Fri, 2/8/08 12:04 AM 153. Occasional visitor Thu, 2/7/08 7:59 PM 154. shopper Thu, 2/7/08 6:44 PM 155. Santa Monica employee Thu, 2/7/08 6:08 PM 156. downtown employee Thu, 2/7/08 5:07 PM 157. work downtown Thu, 2/7/08 4:46 PM tsa. Live in Venice and spend a lot of time in downtown Thu, 2/7/08 4:11 PM SM 159. Santa Monica Apartment owner Thu, 2/7/08 3:49 PM ts0. An employee of a business on the Promenade Thu, 2/7/08 11:50 AM 167. frequent visitor Thu, 2/7/08 11:32 AM 162. Non Resident But Love Visiting the Area .... Thu, 2/7/08 11:24 AM 163. Downtown business employee Thu, 2/7/08 11:05 AM 164. Downtown Employee Thu, 2/7/08 10:43 AM 765. West LA resident Thu, 2/7/08 10:29 AM 766. Employee based in Santa Monica Thu, 2/7/08 10:28 AM 167. Work in Santa Monica Thu, 217/08 10:19 AM 169. frequent visitor Thu, 2/7/08 10:16 AM 169. City of Santa Monica Employee Thu, 2/7/08 10:11 AM 770. & Downtown worker Thu, 2/7/08 10:04 AM 171. just aconsumer/ visitor and an architect who Thu, 2/7/08 9:59 AM belives streets sholud be a safe and enjoyable part of living in the city. 172. moving there in the next tear Thu, 2/7/08 9:48 AM 773. resident of Los Angeles, I like visiting and Thu, 2/7/08 9:41 AM shopping in downtowm SM 774. Frequent shopper of Third St. Promenade and Thu, 2/7/08 9:23 AM Farmer's Market 175. I both live AND work in Santa Monica! Thu, 217/08 9:17 AM 776. frequent visitor Thu, 217/08 9:17 AM 777. Downtown non-profit organization, renting space Thu, 2/7/08 9:16 AM 778. frequent visitor and refferall source Thu, 2/7/08 9:10 AM I live in Brussels (Belgium) Zip code 1000 Wed, 2/27/08 3:11 PM 90265 - Sat, 2/23/08 2:42 PM 92115 Fri, 2/22/08 7:35 PM 90265 Fri, 2/22/08 3:47 PM 92804 Fri, 2/22/08 1:14 AM 97203 Thu, 2/21/08 5:51 PM 86001 Wed, 2!20/08 5:57 PM 90047 Wed, 2/20/08 3:02 PM 91602 Wed, 2/20/08 9:41 AM 90291 Tue, 2/19/08 9:53 PM 90064 Tue, 2/19/08 12:36 PM 90402 business 90405 & 90404 Mon, 2/18/08 10:52 PM 90265 Mon, 2/18/08 12:53 PM 8060 Sat, 2/16/08 10:37 PM 90272 Sat, 2/16/08 12:39 PM 90049 Sat, 2/16/08 12:33 PM 90704 Sat, 2/16/08 6:31. AM 90606 Sat, 2/16/08 4:51 AM 92081 Sat, 2/16/08 12:07 AM 90503 Fri, 2/15/08 10:42 PM 90292 Fri, 2/15/08 2:27 PM 90275 Fri, 2/15/08 11:23 AM 90292 Fri, 2/15/08 10:39 AM 15 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 90290 Thu, 2/14/08 10:45 PM 90291 Thu, 2/74/08 4:43 PM 9 Thu, 2/74/08 3:28 PM 90302 Thu, 2/14!08 2:55 PM 91030 Thu, 2/14/08 2:15 PM 90039 Thu, 2/14/08 1:45 PM 90291 Thu, 2/14/08 11:53 AM 91403 Thu, 2!14/08 70:45 AM 91364 Thu, 2/14/08 9:44 AM 91403 Wed, 2/13/08 11:45 PM 90272 Wed, 2/13/08 8:44 PM 90272 Wed, 2/13/08 7:16 PM 90254 Wed, 2/13108 6:23 PM 90292 Wed, 2/13/08 6:10 PM 90245 Wed, 2/13/08 6:05 PM 90230 (I live in Culver City & Work in Santa Wed, 2/13/08 5:42 PM Monica) 90024 Wed, 2/13/08 4:46 PM 90401 Wed, 2/13/08 4:39 PM 90049 Wed, 2/13/08 4:35 PM 90066 Wed, 2/13/08 4:23 PM 90064 Wed, 2/13/08 4:22 PM 91104 Wed, 2/13/08 4:15 PM 90265 Wed, 2/13/08 4:14 PM 90292 Wed, 2173/08 4:02 PM 90066 Wed, 2/13/08 3:57 PM 90019 Wed, 2/13/08 3:39 PM 90405 and 90403 Wed, 2/13/08 3:18 PM 90301 Wed, 2/13/08 2:05 PM 90064 Wed, 2/13/08 1:48 PM 92626/Costa Mesa HO Wed, 2/13/06 1:46 PM 90291 Wed, 2/13/08 7:42 PM 90291 Wed, 2/13/08 1:41 PM 91325 Wed, 2/13/08 1:39 PM 90066 Wed, 2/13/08 1:22 PM 90265 Wed, 2/13/08 1:08 PM 90025 Wed, 2/13/08 12:53 PM 90045 Wed, 2/13/08 12:46 PM 90272 Wed, 2/13/08 12:42 PM 90049 Wed, 2/13/08 12:32 PM 90272 Wed, 2/73/08 12:31 PM 90291 Wed, 2/13/08 12:13 PM 90293 Wed, 2/13/08 12:06 PM 90025 Wed, 2/13/08 12:06 PM 90291 Wed, 2/13/08 12:06 PM 90064 Wed, 2/13/08 12:02 PM 90291 Wed, 2/13/08 11:59 AM 91436 Wed, 2/13/08 17:53 AM 90297 Wed, 2/13/08 17:53 AM 90034 Wed, 2/13/08 11:53 AM 90025 Wed, 2/13/08 11:45 AM 90066 Wed, 2/13/08 17:43 AM 90025 Wed, 2/13/08 11:43 AM 90291 Wed, 2/13/08 11:42 AM 4664020 Wed, 2/13/08 11:38 AM 90272 Wed, 2/13/08 11:30 AM 90232 Wed, 2/13/08 11:30 AM 90806 Wed, 2/73/08 11:25 AM 90064 Wed, 2/73/08 11:23 AM 16 82. 90035 Wed, 2/13/08 11:23 AM 83. 90291 Wed, 2/13/08 11:19 AM 84. 90066 Wed, 2/13/08 11:19 AM 85. 90292 Wed, 2/73/08 11:18 AM 86. 90066 Wed, 2/13/08 11:16 AM 87. 90292 Wed, 2/13/08 11:15 AM 88. 90045 Wed, 2/13/08 11:15 AM 89. 90066 Wed, 2/13/08 17:75 AM 90. 90025 Wed, 2/13/08 17:73 AM 91. 90291 Wed, 2/13/08 11:13 AM 92. 90277 Wed, 2/13/08 11:10 AM 93. 90232 Wed, 2/13/08 11:09 AM 94. 91202 Wed, 2/13/08 7 7:08 AM 95. 93063 Wed, 2/13/08 71:07 AM 96. 90064 Wed, 2/13/08 10:37 AM 97. 90291 Wed, 2/13/08 10:27 AM 98. 90066 Wed, 2/13/08 9:56 AM 99. 90024 Wed, 2/13/08 9:38 AM 100. 91335 Wed, 2/73/08 9:01 AM 101, 90291 Wed, 2/13/08 8:49 AM 102. 90291 Wed, 2/13/08 8:12 AM 103. 90046 Tue, 2/12/08 6:27 PM 104. 90230 Tue, 2/12/08 5:55 PM 105. 91308 Tue, 2/12/08 4:55 PM 106. 93023 Tue, 2/12/08 4:45 PM 107. 90066 (when we purchased our home, we could Tue, 2/12/08 3:56 PM not afford Santa Monica but could afford Culver City) 108. 90049 Tue, 2/12/08 2:42 PM 709. 90049 Tue, 2/12/08 2:24 PM 110. 90064 Tue, 2/12/08 2:17 PM 111. 90066 Tue, 2/12/08 1:29 PM 112. 90504 Tue, 2/12/08 12:47 PM 113. 90211 Tue, 2/12/08 17:46 AM 114. 90045 Tue, 2/12/08 11:42 AM 115. 90254 Tue, 2/12/08 10:52 AM 116. 90045 Tue, 2/12/08 9:15 AM 117. 90005 Tue, 2/12/08 8:57 AM 118. 90290 Tue, 2/12/08 8:52 AM 119. 90292 Tue, 2/12/08 8:45 AM 120. 90230 Tue, 2!12/08 8:44 AM 121. 90066 Mon, 2/11/08 7:17 PM 122. 91604 Man, 2/11/08 6:12 PM 123. 90034 Mon, 2/77/08 6:06 PM 124. 97423 Mon, 2/71/08 5:53 PM 125. 91343 Mon, 2/77/084:53 PM 126. 90291 Mon, 2/77/084:57 PM 127. 90272 Mon, 2/17/08 1:08 PM 128. 91325 Mon, 2/11/08 10:49 AM 129. 90242 Mon, 2/11/08 10:12 AM 130. 90064 Mon, 2/11/08 9:20 AM 131. 90064 Mon, 2/17/08 12:51 AM 132. 90290 Sun, 2/10/08 8:37 PM 133. 90064 Sun, 2/70/081:59 PM 134. 96822 Sat, 2/9/08 72:38 PM 135. 91423 Sat, 2/9/08 9:31 AM 136. 91040 Sat, 2/9/08 2:41 AM 137. 90291 Fri, 2/8/08 6:21 PM 138. 90020 Fri, 2/8/08 3:58 PM 17 139. 90277 Fri, 2/8/08 2:44 PM 140. 92691 Fri, 2/8/08 1:36 PM 141. 91205 Fri, 2/8/08 12:04 AM 142. 90606 Thu, 217/08 7:59 PM 143. 90034 Thu, 2/7/08 6:08 PM 144. 90232 Thu, 2/7/08 4:46 PM 145. 90291 Thu, 2/7/084:11 PM 146. 90066 Thu, 2/7/08 3:49 PM 147. 90046 Thu, 2/7/08 2:04 PM 148. 90045 Thu, 2/7/08 11:50 AM 149. 90017 Thu, 2/7/08 11:32 AM 150. 92692 Thu, 2/7/08 11:24 AM 151. 90272 Thu, 2/7/08 11:18 AM 152. 90048 Thu, 2/7/08 11:05 AM 153. 90025 Thu, 2/7/08 10:29 AM 154. 90230 Thu, 2/7/08 10:28 AM 155. 90290 Thu, 2/7/08 10:19 AM 156. 91325 Thu, 2/7/08 10:16 AM 157. 90066 Thu, 2/7/08 10:11 AM 158. 92627 Thu, 2/7/08 9:59 AM 159. 63146 Thu, 2/7108 9:48 AM 160. 90042 Thu, 2/7/08 9:41 AM 161. 90069 Thu, 2/7/08 9:23 AM 162. 90066 Thu, 2/7/08 9:17 AM 163. 90046 Thu, 2/7/08 9:16 AM 1 fi4. 90025 Thu, 2/7/08 9:10 AM 18 Attachment 4. Proposed Boundary Dvwntarrvn Santa M©nica PBAD Study Area ~~~~~~ ~ i iiriiiiii ~ ~ ~~~~~~ ~ i~ ~~~~~~ , ~ ~ ~~~~~~ ~ u ~ ~~~~~~ ~ i~ Zane LINCOLN BLVD '"fiat s` Zane ;~, y~ sw~ r~i~ ' ~ _ `Zane ~ ~ 'f1 f .Y z~u~ ~~`~,5~~x,~ 'r+x€.', t,~ ~~~~~E, ~'X+,'~G ~',. ru ~rc~1~j~t~`:cx xc~.~^3s't ~tu''43 ~* ®I ~~.>,,..;~{r t ~~ OC 1~ ~x'~ 'v r~. !# 1 %' ~ -'~~.. §~ Y f `Y s t ~ 2t~ as '"~ 5 a ' ty`s Y. :4 , r r xy{ ~ } s{~~xl1Y i~ } ~? ; trot` d'~ *„ F„5?, i1 L yri.2,?i vt *, t{ 't t."R~ ,~ vrt',~1 +S",`n~~txx€~tp: ~" 5k XQ ~~x: S`k~`}4 '~ Y F3'S~€'"h•'~'=CS{~ t#1 ~ S 5 at~~ }9`; v~~+~25~`;t t'3 30. ~tit~ "t .x:`tt~`{ ~`m~, ~ #^~'d~t?t'; i` ufti,J*~"~~ ~Str ~+a~ ~ } t ~ ~ ?u *~'`vg,~ ~~ ~'€~ ~,~ _l ~',y~` ~j~t . S {~ x'~ x ~'~ t"~m ~ ~,~`` n k xz,~, t~,h sr. ~..v., 1 -Promenade 2 - BaysidelOcean 3 - Da~nrntawn East L"` fHf ~l G =:a ~0~~ Rev3.18.08 Attachment 5. Estimated Assessment for City/Agency Properties PROPERTY OWNER SQ FT ASSESSED RATE ASSESSMENT PARKING STRUCTURE#1 AGENCY 134,663 0.135 $18,179.51 PARKING STRUCTURE#2 AGENCY 240,000 0.135 $32,400.00 PARKING STRUCTURE#3 AGENCY 134,663 0.135 $18,179.51 PARKING STRUCTURE#4 AGENCY 225,000 0.135 $30,375.00 PARKING STRUCTURE#5 AGENCY 405,000 0.135 $54,675.00 PARKING STRUCTURE#6 AGENCY 239,400 0.135 $32,319.00 PARKING STRUCTURE#7 AGENCY 310,048 0.135 $41,856.48 PARKING STRUCTURE#8 AGENCY 381,702 0.135 $51,529.77 PARKING STRUCTURE#9 CITY 120,000 0.135 $16,200.00 PARKING STRUCTURE#10 CITY 39,857 0.135 $5,380.70 MAIN LIBRARY CITY 109,750 0.135 $14,816 KEN EDWARDS CENTER CITY 26,926 0.271 $7,297 FIRE STATION #121 CITY 15,002 0.135 $2,025 505 OLYMPIC ~sAMOSr+evnccess crR~ CITY 16,048 0.135 $2,166 NEW ACQUISITIONS CITY 191,079 0.20 $38,216 PEAR 2 5 2C0~ f ROFERI'Yt~lahDltk~F~i~'1' 1242 Third Street Promenade Suite#206 Santa Monica CA 90401 Tel :(310)394-6791 Pax :(310)394-6792 F,mail: dkhedr@aol. com March 18, 2008 To: Santa Monica City Council From: David Khedr Regarding: March 25, 2008 City Council Agenda, Item 7H Downtown Property Based Assessment District Dear Mayor and City Council: Please allow this letter as a show of support for the proposed Downtown Property Based Assessment district in downtown Santa Monica. For many years both the private sector and the public sector have enjoyed a very healthy downtown. It is time to update the management of the downtown to ensure that the downtown remains vital in the future. The Property Bases Assessment District is a much needed, true public/private partnership that can benefit both residents and businesses alike. Thank you for your consideration. Sincerely yours, David Khedr David Khedr Property owner and a resident cc: Bayside District Corporation ivl~i~ ~ ~ (Ct;$ From:dSH Capital 818 287 2931 03I24I2t708 15:21 #754 P.tlt]110111 ~A~ ~ ~ Leos J ~ March 24, 200$ To: Santa Monica City Council Regarding: March 25, 2008 City Council Agenda, Item 7H Downtown Property Based Assessment District . Dear Mayor and City Council: Please allow this letter as a show of support for the proposed Downtown Property Based Assessment district in downtown Santa Monica. For many years both the private sector and the public sector have enjoyed a very healthy downtown: It is time to update the management of the downtown to ensure that the downtown remains vital in the future. JSM.is an owner of mixed-use properties on 5a', 6a', and 7~' Streets Pn the downtown. We believe that the Property Bases Assessment District is a much needetl, true public/private partnership that can benefit both residents and businesses alike. Thank you for your consideration. Sincerely yours, ~~~a,'~t Allen Freeman Managing Director/COO JSM Capital, LLC cc: Bayside District Corporation 7.1039 titcCorznick Street earth HoA~ooci, C1 91601 12=}4 b~ Street Santa Monica. G~ 90401 318-287-2930 310-393 '5:~3 Y1Hl1 ~ J GL'~es 03/".5/2008 13:53 FAX 1 310 458 3921 BAYSIDE DISTRICT 03/25!08 13:34 FAX 310 451 2956 CENTURY COUr1ERCIAL Century o or~cia.P ~rokea~a~o o. ~~1t°rs ~® t~ Sec°aad Street J`trzte zo° Santa tL7onica, ~'~ ~oz Maroh 18, 20p8 To: Santa Monica City Council From: Ernest A. Kaplan Regardsng: rVlarch 25, 2pp8 City Council Agenda, Item -PH Downtown Properly Pased Assessment District Dear Mayor es~d City Council: Please allow this letter as a show at support for the proposed Downtown Property Based Assessment district in dawntawn Santa i~Aonlea. Ear many years both the pr'svaie sector and the public sector have en)oyed a vary healthy downtown. It is time to update the management of the downtown to ~.~nsure that the downtown remains vital in the future. The Property Bases Assessment District is a much needed, true pub3iclprivate partnership that can benefifi both residents and businessses afoke. Thank you for your consideration. Sincerely yours, ~~ °,~"l Emest A. Kap:' n cc_ Bayside: District Corporation r ~ntii~ .kaler ~°tcr<dtira~ ]'ro~berty,N(QaaczQemetat (jz°1~f-4991 MAR 2 ; 208 03/'.5/2008 13:54 Fe1X 1 310 458 3921 BdYSIDE DISTRICT [~j 004 i'~( ~F ~' March 9 B, 2®0€3 ~o: Santa M®nica City Cauncil Frain: ~~12.~~} (I~ ~~&uZ.L r~~ Regarding: March 25, 2808 City Cauncil Agenda, It®m 71-I Cowntown Property Based Assessment t7istrict ®ear Mayor and City Council: Please allow this I®tter as a show of support for the proposed ®owntown ears Property Based Assessrra®nt district in downtown Santa Manisa. Far many y both the privak® sector and the public sacker have ertJoyed a very healthy downtown. It is tirr6e to update the rnanagern®nt of the downtdwn to ensure that the downtown rarnains vital in the fufure, T'he F~raperty Bases Ass®ssment t3istrict is a rt~aaeh needed, true public/private partnership that can b®netit both residents and business®s al€I<e. T'hanl< you fos° your cansideratian, Sincerely yours, ~~~% ~ cc: Wayside C3istrick Corparatiorb r~a,TU ~~~H~ iel~~~Nn~n~ r~~zN~l -~~~sS~al,~ ~~z:sT Baez: r,Ii~y 03/'.5/2008 13:54 FAX 1 310 458 3921 BdYSIDE DISTRICT :~; a nont~lrofi( ul(,r tint€;.)n m f~.:a¢r'd;'v r.3 (sc-;~,~8-t`I , tai peaa>s March 19, 20C8 To: Santa Monica City Council r-Torn: La Rae Mardesic: f3echmann Regarding: March 25, 2008 City Council Agenda. ftem 7}f Downtown Property Based Assessment District Dear Mayor and City Council I~ 003 C ®~ Please .allow this letter as a show of support for the proposed Chawntown P«?perty Based Assessrnent district in downtown Santa Monica. For n-lany years bath the private sector and the public sector have enjoyed a very healthy down(olrvn. It is time to update the management of downtown to ensure tha4 the area remains vital in the hRurc, The Property Based Assessrnent Disl'rict is a much needed, brie puhlic(privatc~ partnership that can benefit both residents and businesses alike. Chrysalis is proud to be a luny-standing rnemberotthe Sarita Monica community. As a stakeholder, business, and member of the' Chamber, please add our ringing support to this project. Thank you for your consideration Sincerely yours, Laftae Mardesic Beckman President & CEO Chrysalis cc; E3ayside DislricE Corporation 5f S-hhl~ll ~V Il fl A'I [:~l' f.. ~A YU(li5 V8 -tl~ll L< Rlllil MGl ~ l-r4. 9C9()i ':, 1?3. 3:x6.6401,, :r; ..?n CJ::': ~ '2` ,.'. J f -.. _.. ]. S. Main Sl LLt.: (il cle-('A 9QOi' II(1 Y Nu) IH1 t F.P na.~F. YI ±JI flh li7-(53?b (.4,(31n: "t13 ];A~#lhtk ~' ?i J.<G _ _. __ _._.- ~A~ ~ ~ 111 MACERICH \\ March 18, 2008 To: Santa Monica City Council From: Randy Brant Regarding: March 25, 2008 City Gounci! Agenda, item 7H Downtown Property Based Assessment Dstrtct Dear Mayor and Gity Council: Please allow this letter as a show cf support for the proposed Downtown Property Based Assessment district in downtown Santa Monica. For many years both the private sector and the public sector have enjoyed a very healthy downtown. It is time to update the management of the downtown to ensure that the downtown remains vital in the future. The Property Bases Assessment District is a much needed, true publictprivate partnership that can benefit both residents and businesses alike. Thank you for your consideration. Sincerely Executive Vice Macerich Real Estate cc: Bayside District Corporation 401 NAlshire Slvd., Suite 700 Santa Monica, CA 40401-1452 P: 310.394.6000 I F: 310.395.2791 www.macerich.com (NYSE: MAC hR~~ ~ r "lirQ Federal Realty • INVESTMENT TRUST FOUNDF',ONS DF OPPGPTUNITY 3055 Olin Avenue Suite 210D San Jose, CA 95128 PH 408.551.4800 March ZF~, 2008 Toy Santa Monica City Council From: Federal Realty Investment Trust Regarding: March 25, 2008 City Council Agenda, Item 7H Downtown Property Based Assessment District Dear Mayor and City Council: Please allow this letter as a show of support for the proposed Downtown Property Based Assessment district. in downtown Santa Monica. For many years both the private sector and the public sector have enjoyed a vibrant downtown. It is time to update the management of and the services provided to the downtown to help ensure that the downtown remains vital in the future. The Property Bases Assessment District is a much needed, true public/private partnership that can benefit both residents and businesses alike. Thank you for your consideration. n Sincerely~urs, f ,;' - ~.. a-_.~ L_ _. 6~ fan W. Sweetna~r t--"~ Vice President, Direcior of Asset Management Federal Realty Investment Trusi cc: E~ayside District Corporation www.federalrealiy.com NYSE: FRT