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SR-062408-1CCity Council Meeting: June 24, 2008 Agenda Item: 1-'C-- To: Mayor and City Council: From: Andy Agle, Director of Housing and Economic Development Subject: Bayside District Corporation's Operations and Marketing Plan and Budget for FY 2008-09 Recommended Action Staff recommends that the City Council approve Bayside District Corporation's Operations and Marketing Plan and Budget for FY 2008-09. Executive Summary The Bayside District Corporation's (BDC) Board of Directors' Operations and Marketing Plan ahd Budget for FY 2008-09 details a work plan that continues to address maintenance, marketing and venue management. The Plan also describes how BDC will continue its advisory role to the City regarding infrastructure projects including the seismic retrofit of Parking Structures Nos. 2 and 4 and the central restroom remodel and central trash area in Parking Structure No. 4. In FY 2008-09, BDC will continue to improve its website and produce ICE, the holiday outdoor ice skating program. BDC is presenting a balanced budget of $1,505,250. Revenues include $150,000 from. the Central Business District Assessment and $852,000 as a grant from the City (related to the special businessassessments paid to the City). Discussion The Bayside Services Agreement dated December 3, 2004, calls for the BDC to submit for Council approval, a Work Plan and Budget that describes BDC's planned activities and services, with a corresponding Budget for the up-coming fiscal year. Should the property-based assessment district be established, BDC will return to Council with an amended budget. At that time BDC and the City also will need to modify their Services Agreement to address a number of issues including restructuring of the Board, 1 indemnification, and the. setting of standards for base-line and supplemental maintenance services, and requirements for ambassador services. Operations and Marketing Plan The Operations .and Marketing Plan for FY 2008-09 describes the programs and activities that are at the core of BDC's mission. The Plan is organized according to major initiatives which include Operations, Marketing and Venue and Performance Management. As part of its Operations activities; BDC will. maintain its responsibility for updating the directories, managing the Dolphin change program, and installing holiday decorations. BDC plans to bring back ICE, the highly successful outdoor community ice skating program that attracted 30,000 paid skaters, for winter 2008, and hopes to arrange for a slightly bigger rink. The Marketing activities will include updating BDC's website, www.downtownsm.com, publishing Bayside Beat, arranging for cooperative advertising with other organizations that target the local and regional market, employees and visitors, managing events, sampling, and filming. Venue Management will continue to require BDC staff's oversight of street performer and coordination of special events. Budget for FY 2008-09 The BDC Board has submitted a balanced budget of $1,505,250, which is 24% higher than the adopted budget for FY 2007-08. This is due primarily to inclusion of ICE in the base budget. In FY 2008-09, ICE is expected to cost $250,000 to produce and generate $300,000 in income and sponsorships. Two other main sources of revenue are the Central Business District Assessment ahd a grant from the City. The Central Business District is an assessment on retail businesses that is collected by the City and passed on directly to Bayside for the promotion and marketing of the area. The BDC budget for FY 2008-09 anticipates $150,000 from Central Business District fee, a decline of 30% from the previous year, 2 due to the closure of Santa Monica. Place. The grant from the City is anticipated to be $852,000, an increase of 2%. The grant is related to the amount the City collects from businesses through the Bayside Mall Assessment. During FY 2008-09, that amount is expected to be $1,092,000, an increase of $66,000 from the previous year's budget. Actual revenues to the BDC in FY 2007-08 were 14% higher than budgeted as a result of gross income from ICE of $270,000 and an increase of $100,000 over the estimated budget for income from special events. Expenditures are organized into five categories. The budget for personnel increased 2% from the previous budget. Increases in administration are attributed to increases in rent, insurance and education and staff development. Business development includes some consultant services to assist with the transition should the PBAD be approved. The marketing budget includes funds for construction of ICE and is sufficient to cover the costs of a larger rink. Below is a summary of BDC's budget: 2007-08 Budget 2007-08 Actual 2008-09 Proposed 2009 vs 2008 Bud et 2009 vs 2008 Actual REVENUES Grant from City Base Grant $756,100 $756,100 $852,000 PBAD Grant $80,000 $80,000 $0 Total $836,100 $836,100 $852,000 2% 2% CBD $215,000 $175,000 $150,000 -30% -14% Dolphin Donations $5,000 $5,000 $5,750 15% 15% Special Events $75,000 $175,000 $100,000 33% -43% Filmin $60,000 $60,000 $60,000 0% 0% Ice Rink Income $0 $270,000 $175,000 0% -35% ICE Sponsorship $0 $0 $125,000 0% 0% Other Income $0 $0 $20;000 0% 0% Interest $22,000 $22,000 $17,500 -20% -20% TOTAL $1,213,100 $1,543;100 $1,505,250 24% -2% 3 EXPENDITURES Personnel $515,000 $500,000 $524,450 2% 5% Administration $199,050 $193,185 $221,250 11% 15% Business Development $120,000 $117,000 $78,500 -35% -33% Marketing and Promotional $372,050 $573,800 $660,050 77% 15% Operations and Maintenance $1,500 $0 $15,250 .917% Dolphin $5,500 $5,750 $5,750 5% 0% TOTAL $1,213,100 $1,389,735 $1;505,250 24% 8% Financial Impact & Budget Actions City funding for the BDC in the amount of $852,000 is included in the City's Proposed FY 2008-09 Budget at Account No. 01268.577070. The BDC anticipates a $150,000 budget for the. Central Business District assessment, which, is included in the City's. proposed FY 2008-09 Budget at Account No. 01224.401340 Commission Action The BDC Board of Directors approved its Operations and Marketing Plan and Budget on April 24,.2008. Prepared by: Miriam Mack, Economic Development Manager to Council: ~dy Agle, Directdr Gam' ~--Fs L~or(t ~N Housing and Economic Development City Hager Attachments: Attachment A: Bayside District Corporation Operations and Marketing Plan & Budget FY 2008-09 Attachment B: Bayside Budget FY 2008-09 4 Attachment A BAYSIDE DISTRICT CORPORATION Operations and Marketing Plan Budget Fiscal Year 2008/2009 TABLE OF CONTENTS Page BDC Mission Statement p Roles and Responsibilities 3 Executive Summary 4 Operations 5 Marketing 10 Venue and Performance Management 14 Stafr 16 Board of Directors 16 Approved Budget 17 BAYSIDE DISTRICT CORPORATION MISSION STATEMENT On behalf of the City of Santa Monica, to promote economic stability, growth and community life within the Bayside District through responsible. planning, devebpment, management and coordination- d programs, projects and services designed to benefit the community as a whole; which includes the Districts businesses, property owners, visitors and residents. BDC ROLES AND RESPONSIBILITIES The BDC is responsible for promoting the continued economic revitalization of the Downtown as well as programs, projects, and services that benefit Santa Monica residents, Downtown merchants, property owners, customers and visitors. Organizing, advising, and(or conducting marketing and advertising campaigns for the benefit of the Downtown; • Organizing, advising, andlor conducting promotions and special events that attract and berrefit local residents, customers, and visitors to the Downtown; • Advising the City regarding bng-term planning and zoning issues, retail mix, streetscape and capital improvement projects, public perking projects, signage, specific discretionary planning and zoning cases, and devebpmental strategies in order to enhance the economic vitality of the Downtown to benefid local residents and continue as a community resource; • Assisting in the identification, location and deveopment of new businesses in the Downtown that will enhance its economic vitality; • Advising the City on operational issues involved in management of the Downtown, including but not limited to, leasing and management of City-owned property, maintenance and security concems, parking operations, vending cart operations, outdoes dining, and the City's Farmers Market program; • Organizing and facilitating filming and special events in the Downtown; • Advising merchants, property owners, and others with. business interests in the Downtown. on private property issues including, but not limited to, retail mix, merchandising, maintenance, and security concems; • Serving as an advocate on behalf of merchants, properly owners, tenants leasing. City-owned real estate, and the general public on issues affecting the continued vitality of the Downtown;. • Serving as liaison with other local governments and professional organizations seeking information on the development or current operations of the Downtown; • Upon request of merchants, property owners, or residents with the Downtown, advocating various means of providing funding and implementation of additional measures of service in the Downtown that are not covered by the assessment districts and business improvement areas in place as of June 24,1998; • Administering or providing enhanced services and other activities for the Downtown as determined by the BDG staff and Board of Directors consistent writh the Working Plan. EXECUTIVE SUMMARY Overview Bayside District Corporation continues to contribute to the management of the day-to-day operations in Downtown including maintenance, events, filmings and special projects. Along with our regular course of work, outlined in the following pages, we would like to emphasize the following special programs: • Seismic work in Parking Structure # 2, #4 • Restroom remodel in Parking Structure #4 • Improvements to downtownsm.com • Strengthening merchant relations and outreach communications • The return of IGE at Santa Monica • An exciting and innovative Holiday program With the redevelopment of Santa Monica Place well underway, we have worked closely with Macerich and the City to mitigate parking, traffic and circulation relief during construction. Over tine course of the next fiscal year, we will continue to pursue various issues including the redevelopment of Downtown Santa Monica. theatres and improvements to the existing parking structures to protect the bng-term vitality of the District The Bayside District Board and staff look forward to an exciting year ahead! OPERATIONS Overview The Bayside District Corporation Operations and Maintenance Departments objective is to make certain thatthe Districts levels of maintenance, public safety, and customer service meet the high standards of the BDC. This goal must be consistent in all public facilities within the Bayside and Downtown District. The Bayside District Corporation Operations Department coordinates with the City of Santa Monica Community Maintenance and Resource Management divisions to ensure the completion of special maintenance and District improvement objectives. This coordination consists of all project phases, from conception to completion, including: job initiation, qualification, request for bids, and all other necessary steps. The BDC also works with the City in its management of vendors contracted to assist the City with maintenance needs. These vendors include: landscaping, vecthr control, and Promenade fountain maintenance. It is the mandate of the Operations Departmentto work directly with the necessary City of Santa Monica maintenance departments in order to meet its objectives. This work includes the initiation of Work Requests for general repair projects relating to electrical, landscaping, construction, graffiti removal, lighting, and pest control. The Bayside District Corporation also assists the City on a variety of projects impacting the Downtown District. The BDC monitors the management of these projects, which include the seismic retrofit and lobby/restroom build-out in Perking Structure #4, the reinforcement of the tree grates on the Promenade, and the management of the Promenade vending cart program. The Operations Departinent is responsible fa maintaining its role as the chief liaison between tenants and all City-owned property. The Bayside District Corporation coordinates the repairs to these facilities, as well as provide guidance to these tenants in their relations with The City. The City and the BDC .also work in conjunction with the processing and operation of the Outdoor Dining Agreements for the Thid - Street Promenade and the Transit Mall and the' enforcement of sign compliance with the Downtown District Objectives • Make informed recommendations to the City and Bayside Board on major operations projects with the District • Develop solid, dependable relatidnships with the City to ensure Bayside Operations Departmehteffectivenessthroughoutthe District in projects relating to maintenance, standards d cleanliness, and al(other District projects and daily tasks. • Advocate for all merchants and residents within the Downtown District • Maintain a strict and timely schedule on all routine projects to ensure the optimal effectiveness.of the maintenance cycle. Strategies The Bayside District Corporation will maintain a healthy relationship with City staff and work in concert with the City to meet our objectives. We must meet the challenges of our environment and budget limitations and succeed in our goals of maintaining high standads of cleanliness, maintenance, and customer service. On-Going Projects The folbwing projects are budgeted and managed through the Bayside District Corporation. Back-lit Promenade Directories Twice each year the backlit directories and maps on the Promenade, in the Parking Structures, and on Second and Fourth streets are updated and replaced. In addfion, replacements are installed for broken or damaged signs. We also perform routine maintenance on the Lexan pieces that cover the directories. Dolphin Change Program Oversee cash pick-up and counting, and the repairs to money collection boxes throughout the Downtown, Main Street and the Pier. Holiday Decor and Lighting Program In 2007, the BDC enlisted Winterlit manufacturer Scenario Design, Inc., to create a new holiday theme in Downtown. The new elements included lit stars and color changing spheres over the Promenade and on the ficus trees on Second and Fourth Streets. A large artifiaal holiday tree was placed in Center Court on the Promenade and lit stars were hung from light poles at each intersection of the Promenade. The new design was successful and will be used agairi this season. ICE at Santa Monica In 2007, the BDC parthered with Ice Rink Events to build a 6,000 square foot ice rink in Santa Monica. The rink, located in a City-owned parking lot at Fifth arid Arizona, required a substantial build-outthat included inseasing electrical capacity for the site, landscaping, painting, conaete repair, and a 6,000 square foot sandbox to provide a level surface for the ice to be frozen. Once the build-0ut was complete, and Ice Rink Events built the actual ice rink, Scenario Design and Go Be Do Productions provided holiday decor for the site. Lit stars and string lights were hung around the rink and the tree canopies were lit as well. Gobo lights were installed b shine sponsorship logos on the ice and festive elements such as illuminated reindeer and artificial snow were added throughout the area. Finally, the BDG entered into an agreement with a concession vendor to provide food and beverages for rink patrons. The rink was a huge success and will be buiR again this season. The follo~ng projects are budgeted through the City of Santa Monica Community Maintenance department Bayside District Gorporationvorks in conjunction with the City to coordinate maintenance projects in the District The Maintenance and Operations Department typically oversees these efforts. Routine Maintenance Projects Routine maintenance items are generally on-going projects required to keep the District's high standards intact Projects in this category may include; but are not limited to the following: • Kiosk cleaning 2x/year • Concrete/dinosaurs chemically washed 2xlyear (environmentally sound) • Bayside sidewalk deep cleaning 4x(year • Promenade street and sidewalk deep cleaning 4xlyear • Paint lamp poles and Promenade directories 1x/year • Kiosk door maintenance annually / as needed • Decorative tree lights 2nd/4th and Transit Mall 1x/year • Kiosk window washing monthly • Awning cleaning Parking Structure ft5 2x/year • Vector management monthly / as needed • Deep cleaning of 2nd and 3rd Court alleys 1x/year • Dinosaur repair as needed • Parking structure sign maintenance as needed • Deep cleaning of four crosswalks 4x/year • HVlAC maintenance for PSiRS businesses 4x/year Special Maintenance Projects Special maintenance items ae those projects that are longer lasting once repairs or replacement is completed. Several items on this Est require immediate attention given the age of the Promenade. • Promenade sidewalk and street repair • Manage the installation of 2008 holiday decor • Manage the installation of 2008 ICE at Santa Monica • Maintain LED tree lighting in Promenadejacarandas • Work with City of Santa Monica Solid Waste Department to replace private trash and recycling pick up with City service and improve the overall appearance of the 2nd and 3rd Ct alleys • Repair damaged glass in 1260 Third Street pavilion • Paint 1260H257 Third Street pavilion • Fund and implement Capital Improvement Projects throughout Downtown. The Bayside District Corporation, in conjunction with the Resource Management Department ofthe City of Santa Monica, has identified several maintenance projects that need immediate attention. These projects wrill restore vibrancy to the Downtown and keep us ahead of the maintenance curve. Several of these projects have been completed. Remaining projects include: • Parking structure fagade improvements • Parking structure painting • Improved and expanded trash bin rooms • Promenade tree replacement • Electrical upgrades on the Promenade • Way-finding signage study Goals for Department • Succeed in addressing key capital improvement projects far the Dislrict. • Maintain a comprehensive capital improvement/replacement list that targets projects, identifies when they uvill be addressed, and forecasts their financial impact on future budgets. • Improve the communication/timelines for all projects and maintenance occurring v~thin Downtown: • Maintain a system that outlines all Bayside generated Work Requests, then follows and updates them from conception to completion. s • Create a database that outlines all non-Bayside projects and follows and updates them from conception to completion. Improve the cleanliness of the Downtown perking structures by working with the City b institute a regular painting and maintenance program. Continue to expand the Bayside District operational functions throughout the Downtown as budget allows.- Increase the Bayside District Corporation budget through City of Santa Monica Community Maintenance Depa~trnent Maintain the standard level of maintenance and cleanliness of the District 9 MARKETING Overview The Marketing Departrnent at BDC works th promote Downtown Santa Monica, a 30-block area that includes the world-renown pedestrian-only Third Street Promenade. Downtown Santa Monica offers a bountiful mix of retail outlets, dining establishments, theatres and other various aUractions, siti~ated b encourage walk-ability and reflects the City's commitment to sustainability. BDC Marketing is dedicated to the aeation and implementation of a marketing strategy that meets the objectives listed below. Objectives • Encourage visitors to the area. • Enhance the visitor experience • Provide customer service to local residents, merchants and visitors • Develop communication and community relations • Assist small businesses in promotions, advertising and marketing Strategies The second year of a two-year marketing initiative, BDC Marketing will continue its work toward: strengthening the existing brand image of Downtown Santa Monica. BDC will also continue placement of strategic advertisements that target key local and visitor demographics. Updates to the BDC's new website www.dowhtownsm.comwill be aprimary focus this year. The BDG will collaborate with area businesses and the Santa Monica CVB to develop programs designed to encourage wnsumers b extend their visit to Santa Monica and the downtown area. BDC Marketing will continue to work with various community groups, local merchants and marketing agencies to plan and execute events that enhance each visitor's experience and the overall atmosphere of Downtown Santa Monica: BDC Marketing wrill continue to produce the Sayside Beat and provide hot sheets th the media updating them on what's new. Advertising Advertising is an effective way to establish and maintain Downtown Santa Monica's brand. BDC Marketing will study the effectiveness of the current print and media placements and strategically place those that have a strong return on investment. BDC Marketing will also explore the options of reviving a co-op advertising program that will allow downtown businesses to have more purchase power for a more affordable rate. Local Market Positive presence in local news outlets is important to maintain a high level of awareness of events in the downtown area. BDC Marketing will continue to provide newsworthy stories and advertisement placements in Surfsantamonica.com, The Mirror, Argonaut, Santa Monica Daily Press, CityTV and Time Warner cable television. Regional Market. BDCMarketingconducts outreach to the regional market through select publications that targets the core audience in Where Magazine, Hollywood Bowl Program, and Los Angeles Magazine. This year, BDC will explore options of expanding its regional reach by placing ads in other publications and utilizing partnerships with KCRW radio and other various media mediums. ro Tourist Market Tourism continues to be a major contributor to the success of the downtown area. With spending topping the bil~on-dollar mark, the tourist segment will play an important role in ensuing that spending remains strong, even in with the slowing US economy. Marketing parthers with Santa Monica CVB (SMCVB} through co-op ad presence in the Santa Monica Offcal Visitors Guide, Santa Monica Official Map, LA, Inc. Visitors Guide, and California State Visitors Guide. This year, BDC Marketing will work with the Big Blue Bus to create and implement a pibt receptive operator incentive program geazed towards Intemafional shoppers. (Recepfive Operators are domestic and intemationaltour companies that bring groups into Santa Monica for halF-day and full-day shopping tours.} Employee Discount Program The Employee Discount Program has continued to be a successful way to encourage Downtown employees to spend their dollars locally. This year BDC will revamp the program as a rewards program and explore ways to highlight businesses on the list and encourage a higher volume of Downtown employees to use -the program. Parfiapants are updated regularly and disfibuted in The Bayside Beat newsletter and oh downtownsm.com. Events & Sampling BDC Marketing serves the community by fielding hundreds of event and sampling inquiries per year. Various organizations including non-profits, community businesses and corporate companies request event and sampling information. These inquiries require staff to screen calls, process applications, coordinate logistics and communicate with other City entities including Santa Moniea Police and Fire Departments. Events and sampling promotions not onty enhance the experience on the Promenade, they also generate a revenue stream for Bayside District Corporation that in turn, is re•invested into the overall marketing effort Cultural and ethnic festivals and promotions will continue to be a focus this year for the Promenade. The community has enjoyed annual events such as the Earth Day Festival, Non-fxofit Festival and Sri Lanka Day Expo. Hear Music/Starbucks, Apple and Adidas are some of the merchants that have held various product promotions and many local student groups -SAMOHI, Crossroads School -perform throughoutthe year. Corporate businesses such as KABC, Malaysia Tourism and the California Milk Council have also held promotions in the area. Filming Downtown Santa Monica and Third Street Promenade continue to be a popular draw for film crews and still photographers. Using the Promenade as a badcdrdp for film and television shoots ensures that Santa Monica maintains a strong presence in the public eye. Each year, BDC processes hundreds of film requests and works collaboratively with the City Filming, Police and Fire Departrnents to ensure that these shoots ae safe and non-obsfiuctive to the yea. Community Outreach/Public Relations It is important to maintain communication with consumers, visitors, merchants and the media. 'BDC Marketing keeps the public informed of downtown news through various means. Bayside Beat This monthly newsletter has grown throughout the years and continues to be a resource far merchants and the general community to team of any timely Bayside news. Marketing will continue rr developing educational content and explore expanding the newsletter to include regular information on how businesses can partiapate in BDC marketing programs. In an effort to be more sustainable, Marketing will expore options of transitioning the newsletter to an electronic version. Media Programs .Marketing will continue to work with Santa Monica's CityTV to develop "spotlights" on local businesses for the "Santa Monica Update° segment and pitch ideas for the "Get OuY' lifestyle show. There are also plans to work with various media parthers, including City Explorer TV, a hotel in-. room channel that will kwp a segment on Bayside in thousands of hotel rooms in the Los Angels region. Merchant Meetings Merchant meetings are an effective way to help Bayside understand the issues and needs of bcal businesses. This year, BDC Marketing will reinstitute quarterly merchant meetings to discuss hot topics and to inform businesses about BDC's efforts. BDC has tleveloped a section on www.downtownsm.com to post important announcements acting as an information portal b downtown businesses. In addition to these efforts, Marketing will also schedule regul~ one-0n-0ne merchant visits in order to build and strengthen personal relationships and encourage a better understanding of Bayside's efforts. Public Relations A media relations program is an effective means to promote BDC marketing programs and events. Press releases will be generated and distributed th appropriate local, regional and national media outlets. Topics such as new business announcements,. special events and goodwill projects including the Dolphin Change program help genwate. positive coverage far Bayside District, strengthening the overall brand not only for the district butthe destination as a whole. Web Site thirdstreetpromenade.comand downtownsm.com continue to be the most widely utilized marketing tool for the BDC. Last year, the website was redesigned for overall appearance, functionality and content Marketing will revisethese updates and institute further updates as well as aweb marketing campaign to drive more traffic to the site. Downtown Guide to Santa Monica & Third Street Promenade With another year of publishing the Downtown Guide under our belt, Marketing will explore options b make-the needed improvements to the piece, including the distribution plan and print quantity. Marketing urill work with the outside publishing partner to achieve these goals, while minimizing cost and albcation of BDC staff time. Outdoor Directories There are 12 outdoor backlit directories boated on'the Promenade that are updated bi-annually. In addtion, there are eight directories that are boated in each parking garage and the pazking office as well as six signs outside each parking structure that are updated annually. This year, Marketing will work in conjunction with the City to explore ways to keep these directories clean and user-fiendly, improving their overall use. rz Special Projects Construction Mitigation Marketing will provide updates ffl merchants and the community on the planned. upgrades of 2~a & qm Street parking structure renovations as well as the redevelopment of Santa Monica Place. Holiday 2008 Winter6t Due to the closure of Santa Monica Place, the Winterlit program for the Downtown area will fall primarily on BDC. BDC will seek out new partnerships to deliver an impressive holiday program b the community that includes tradfional holiday decor throughout the district, various cultural events on Third Street Promenade, family-friendly holiday activities, charitable opportunities, musical entertainment, and regular visits from Santa Glaus. IGE at Santa Monica With the huge success of the community ice rink last year, BDC has secured the return of ICE -at Santa Monica for 2008. Marketing will work to acquire a title sponsor to offset the cost of produang the rink and work with the BDG Operations Department to deliver a safe and festive program to the community. Media Relations Program BDC Marketing III work with a local public relations firm to garner coverage of all Winterlit activities including the ice rink. The program will include scheduled press releases, onsite coverage and calendar outreach to promote all aspects of the season. r VENUE AND PERFORMANCE. MANAGEMENT BDC's Venue and Performance Management is responsible for overseeing the Promenade, Transit Malls and Central Business District during high-impact times, traditionally Thursday through Sunday. The Venue and Performance Management functions range from managing street performers and free speech activists, to coordinating special events and promotions, as well as responding to operational issues that occur during the course of the weekends. In carrying out the various responsibilfies, the Promenade Manager works with street performers, religious groups, nonprofit entities, marketing and public relations firms, film companies, event managers, Santa Monica Police Department (SMPD), Santa Monica City Attorney's Office and the Promenade's maintenance crew. One of the goals of the Promenade Manager is io develop a positive ernironment for all parties involved in the area -performers, merchants, event operators and visitors alike. In cooperation with the SMPD, the Promenade Manager also assists in reporting and curtailing the unauthorized use of public space for filming, sales and promotions, graffiti and vandalism. Objectives The five key objectives for Venue and Performance Management are: • Maintain strong working relationships among BDC stakeholders, the City of Santa Monica, the Promenade's maintenance crew and the SMPD as they relate to the implementation and continued enforcement of the Performer's Ordinance and attention to the general aesthetics of the Promenade. • Contribute to the earty phases of event planning in order to reduce misunderstandings, miscommunication and the misuse of the Promenade. • Continue to fartilitate communicationsamong performers, merchants and. the SMPD in order b maintain functional and professional relationships with these core groups. Foster, support and promote the devebpment of the Promenade's talent base. • Work together with the SMPD, performers and stakeholders to make a positive impact on the noise violations on the Promenade. is Strategies BDC shall meet one-0n-0ne with new performers and with performers who are renewing-their yearly permits. These meeting will provide performers with an opportunity to dam about the ordinance and give them the best opportunity to abide by the law. One way to stay engaged with the performer community is to provide artists and entertainers with regular information updates as regazds special events that may impact their performance space. Additionally, maintaining regular-office hours and a high profile on the Promenade, making the Promenade Manager available for conflict resolution and problem solving,. serves ip reassure the community thattheir needs aze important and aze being addressed. BDC willmeet regularty with the SMPD regarding performer issues. As necessary, the Promenade Manager will continue to host street performer meetings to discuss and air ideas from all sides of the street equation. In the pastthese meetings have been an effective way far performers to vent frustration in a less public location than the Promenade itself As well, performer meetings have led to positive changes in how all sides perceive and ufiimatety work with each other. The promenade Manager will meet weekly with BDC Operations to cover any structural issues that arise during the course of a weekend, such as graffiti, vandalism or normal wear-and-tear. On a weekty basis also, the Promenade Manager will meet with BDC's Director of Marketing to review. upcoming events and debrief on prior events. As well, the Promenade Manager will work with ttre Marketing Depaztrnentto add street performer names and contact information to downtownsm.com, and to ensure chat the content is current 15 WAYSIDE DISTRICT CORPORATION 2008/09 .Executive Director Staff Kathleen Rawson Operations Manager Director of Marketing & Communications Promenade Manager Executive Assistant Marketing & Event Coordinator Board of Directors Randy Brant Barbara Bryan Todd Fbra Patricia Hoffman Jennifer Hranilovich i6 Andrew Thomas Debbie Lee Stephen &adtord Linn Wile Nicole Nez David Martin Rob Rader Bill Tucker Johannes Van Tilburg Kelley Wallace John Warfel Attachment B 1 ~AY~TDEI3~~'ER~f~T~(}RPOI , ,. ~ ~ r Z©QS~2~!~ .. A)~?[l~''F~~} B ~° ~ . , ~ r,t . ~ r" ., .. ~,'~T~'J'€?1~T a ~~1~k 4 .. ~ `~ 4 ~ t4 t y .,_ .:- .wu , _„ .. z.. , .... ; .u .. ~:v, ~Er~~tlt~.,,, 2 ~ ` < ,, ` `B~4~ eIv ~')~IQl~t1ND LIF~~1~' ,~ r ~ . ,., . U~~.._. ,~ ~ ~.. _.,.. ~ z ., 20Q7~24 ~ 20€}`f~2f...20(}£I~20t3R , EeYeent ,! _ l~u~a t `~sh,tS€Iual ~?te~ ~F change: ~ ~ 40000 Ci of Santa Monica $ 633,318 $ 756,1W $ 756,100 $ 852,000 12.7% 401W Central Business District Assessment $ 217,000 $ 215,000 $ 175,000 $ 150,000 -30.2% 40300 Dol hin Donations $ 5,000 $ 5,000 $ 5,000 $ 5,750 15.0% 40400 S ecial Events $ 65,600 $ 75,0 $ 175,0 $ 100,600 33.3% 40500 Fitmin Revenue $ 65,000 $ 60,000 $ 60,000 $ 60,000 0.0% 40600 Grant $ - $ 80,000 $ 80,000 $ - -100.0% 40700 Ice Rink Income $ - $ - $ 270,000 $ 175,000 40800 Ice Rink Sponsorshi $ - $ - $ $ 125,000 40900 Other Income $ - $ - $ $ 20,000 41000 Interest $ 22,0 $ 22,000 $ 22,000 $ 17,500 -20.5% ,.t TOTAL INCOME }t"'+~+kW t``~u`h rf-r „3~*r, U'+N`' vz~'X '.. i~ { 5 X . 1$'.,,Y,.it+..:. . ... ~ytfi vk~..~i'~'t.=..,~.. (. .t~ :'. !-~. Y r.a... '.K ,.. PERSONNEL $ 1,007,318 ~y,t,~yy~. ,f 1"r .~i ~vi n~'~" t..E2 $ 1,213,100 . c `rv k.., n vim. t4 .x X.. $ 1,543,100 F S f ~' M .1,.4.n 1:. S $ 1,505,250 .: 2.,w e. r v:~.... 24.1% Y.,,.:: v ':. i ..._:.. Salaries/Benefits $ 468,220 $ 515,000 $ 500,000 $ 524,450 ~ 1.8% ADMINISTRATION 60200 -Bank Chaz es $ 200 $ 200 $ 100 $ 200. 0.0% 60300 General Office Supplies $ 11,500 $ 22,000 $ 20,000 $ 20,500 -6.8% 60400 Occu anc $ 84,390 $ 90,000 $ 104,1 $ 112,500 25.0% 60500 Teleghone/Internet $ 9,500 $ 10,000 $ 9,860 $ 10,000 0.0% 60600 Printing $ 1,500. $ 3,000 $ :1,750 $ 2,000. -33.3% 61000 Professional Services $ 20,750 $ 22,200 $ 19,775 $ 22,750 2.5% 61100 Outside Services $ 250 $ - $ - $ 61200 E ui ment Rental $ 3,750 $ 4,000 $ 2,600 $ 4,000 0.0% 61300 Taxes & Licenses $ 125 $ 200 $ 150 $ 200 0.0% 61400 Re airs & Maintenance $ 1,500 $ 1,750 $ 1,000 $ 1,500 -14.3% 61500 Membershi & Subscri lions $ 1,200 $ 1,000 $ 1,000 $ 2,000 100.0% 61700 Posta e $ 9,000 $ 18,500 $ 12,000 $ 15,000 -18.9% 61800 Travel and Auto $ 200 $ 200 $ 350 $ 350 75.0% 61900 Education & Staff Develo ment $ 1,000 $ 3,000 $ 3,000 $ 7;500 150.0% 62400 Documentation $ 400 $ 500 $ - $ 500 0.0% 62700 Insurance $ 14,400 $ 19,000 $ 15,500 $ 20,000 5.3% 62800 Parkin (Board) $ 3,000 $ 3,000 $ 2,000 $ 1,500 -50.0% 62900 Service Reco Hilton $ 500 $ 500 $ - $ 750 50.0% TOTAL $ 163,165 $ 199,050 $ 193,185 $ 221,250 11.2% BUSINESS DEVELOPMENT 62000 Meetings $ 8,250 $ 10,000 $ 8,000 $ 12.500 25.0% 62100 Develo ment $ 6,000 $ 5,000 $ 5,000 $ 5,000 0.0% 62200 Consultants $ 60,000 $ 1Q5,000 $ 104,000 $ 61,000 -41.9% 61600 Entertainment $ - $ - $ _ $ _ TOTAL $ 74,250 $ 120,000 $ 117,000 $ 78,500 -34.6% _.r s § ;?' =.mc .~ ."rt ~~ ~ a., m'r~ ~°~.~ t > s # 5",,,.f ~' yc x.l,~.'+ s +r,.":i y *..'~4' ,.n <. `x ,. ...u.nw .-,.. ~'Mn:a...'~4~ .~". ~z~}: C ~ ~.~„~-... 4 ~..~~~., . ,~~~ 2z"a sr ~ ^.ti ,_,d".~En~ ~"n >..i '~~~~QB,. is s. ' ~~~~s~.~ sS Y ..~~ ~~$~~~~ ~ ~ $sb„;* b~ ey~~-+. ~ z x~~erc?e c~ + _,~' MARKETING AND PROMOTIONS 63000 Newsletter $ 62,000 $ 66,000 $ 68,000 $ 66,000 0.0% 63100 Communi and Merchant $ 4,250 $ 7,000 $ 1,000 $ 7,000 0.0% 63200 Holida $ .71,500 $ 97,000 $ 152,000 $ 130,000 34.0% 63250 Ice Rink $ - $ - $ 182,300 $ 265,000 63300 Advertisin (includin co-o s) $ 111,218 $ 115,550- $ 100,000 $ 102,550 -11.3% 63400 S ecialPromotions/Dol hin $ - $ - $ - $ 63500 Downtown Internet $ 9,000 . $ 15,000 $ 15,000 $ 18,000 20.0% 63700 Backlit Directories $ 21,000 $ 35,000 $ 20,500 $ 35,000 . 0.0% 63810 Marketin Postage $ 1,200 $ 1,500 $ - $ 1,500 0.0% 63900 Ba side Quazterly $ 30,000 $ 35,000 $ 35,000 $ 35,000 0.0% TOTAL $ 310;168 $ 372,050 $ 573,800 $ 660,050 77.4% OPERATIONS & MAINTENANCE 64000 Banners $ 1,000 $ 1,500- $ - $ 250 -83.3% 64100 Li~htin $ 20,000 $ - $ - $ 15,000 TOTAL $ 21,000 $ 1,500 $ - $ 15,250 916.7% DOLPHIN 66000 Dol hin Secuxi and Maintenance $ 303 $ 500 $ 750 $ 750 50.0% 66100 Contributions $ 5,150 $ 5,000 $ 5,000 $ 5,000 0.0% TOTAL $ 5,453 $ 5,500 $ 5,750 $ 5,750 4.5% TOTAL INCOME $ 1,007,318 $ 1,213,100 $ 1,543,100 $ 1,505,250 24.1% TOTAL EXPENDITURES $ 1,042,256 $ 1,213,100 $ 1,389;735 $ 1,505,250 BALANCE $ - $ (153,365) $ - Caxry over from 2007j2008 BALANCE EQUIPMENT 16100 E ui ment - holida $ 177,350 $ 100,000 reserves