Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
sr-071409-1f
City Council IVleeting: July 14, 2009 Agenda Item: ~ ° To: Mayor and City Council From: Andy Agle, Director of Housing and Economic Development Subject: Bayside District Corporation's Work Plan and Budget for FY 2009/10 and Annual Report for FY 2008/09 Recommended Action Staff recommends that the City Council approve the Bayside District Corporation's (BDC) FY 2009/10 work plan and budget, and authorize the City Manager to enter into a contract with the BDC for the performance of certain maintenance services. Staff also recommends that Council authorize aone-time transfer of accrued interest collected on the Downtown Santa Monica Property Based Assessment District (PBAD) funds to the BDC. Executive Summary The BDC is presenting to the City its annual work plan and budget for FY 2009/10. The budget totals $5,078,316, with revenues of $3,471,651 from the Property Based Assessment District {PBAD), $1,036,655 from the Mall Assessments, and $47,500 from the Central Business District Assessment. Additional revenues are detailed in this report. The work plan, budget and annual report are submitted in accordance with the Amended and Restated Services Agreement which sets forth a number of new and important responsibilities for BDC. The City accounts accrued $10,705 in interest on collected PBAD funds and staff recommends Council authorize aone-time payment of interest to the BDC to be used for PBAD purposes. Background Following the establishment of the PBAD and in accordance with the Amended and Restated Services Agreement (Agreement) approved by Council on May 12, 2009, the BDC has taken on new and expanded roles and responsibilities in order to better promote economic stability, growth and community life within the Bayside District and Downtown Santa Monica. 1 Section 9.1 of the Agreement requires that the BDC prepare an annual operational, programmatic and development plan (known as the work plan) and budget describing the activities and .services to be performed by the BDC, with corresponding expenditures and revenues. IVew programs and activities for FY 09/10 are discussed in the attached budget and work plan and include an ambassador program, enhancements and redeployment of maintenance efforts, and homeless outreach. The BDC has incorporated Council's previous direction on the ambassador program and maintenance efforts by establishing standards (Attachment C) for activities performed in public areas by its contractors. Section 9.3 of the Agreement requires the submittal of an annual report addressing the various programs, operations and activities of the BDC during the prior fiscal year. Discussion Work Plan for FY 2009/10 Subject to Council approval, the attached work plan (Attachment A) describes in detail the activities the BDC will provide in coordination with the City during the upcoming fiscal year. The work plan descriptions include enhanced maintenance (types and frequencies) above the City's established base-line service, including a redeployment of maintenance efforts, marketing, venue management, and the ambassador program. In addition the BDC has established standards for activities performed on the public right- of-way including stipulations that its contractors adhere to the same standards of sustainable maintenance practices as are followed by City maintenance. Budget for FY 2009/10 Revenue: BDC is submitting a balanced budget of $5,078,316 which reflects the first time revenue of $3,471,651 from the new PBAD assessment, and pass-through of the MaII Assessment on businesses in the amount of $1,036,665 and Central Business District (CBD) fee on retail businesses in the amount of $47,500, a 68% decrease from the $150,000 budgeted in FY 2008-09 (Attachment A). The BDC anticipates that the 2 CBD will be phased out in the upcoming fiscal year. Other significant sources of revenue include holiday ice rink income and sponsorship of $325,000, other special events, and filming, which accounts for an additional $522,500 in revenue. Dolphin revenue is also included within this category. BDC usually receives and contributes to non-profit providers about $5,000 in Dolphin donations. During FY 2008/09, one Dolphin was vandalized. As a result, BDC's grants were only $500. However, in FY 2009-10, BDC proposes to grant $10,000, using some of the restricted donations that had been kept in reserve. Expenditures: The following categories represent the major expenditure items: ambassadors program ($1,208,000), BID maintenance ($1,269,000), marketing and promotion ($1,057,216), and personnel ($785,000) (Attachment B). The ambassador program will provide Downtown users with a customer service resource that will enhance and promote the entire district. Ambassadors will be trained in a variety of tasks, including providing information to visitors, giving directions, offering escort services to employees, and reporting maintenance. issues. Ambassadors will also work in concert with local social service providers. The BDC Board approved a contract with Block by Block for ambassador services and will be providing a staff of 25 ambassadors. The standards for the ambassador program and enhanced maintenance are described in Attachment C. BDC's budget will also fund enhanced maintenance services in the district. BDC and Community Maintenance have coordinated their maintenance plans for the upcoming year with City crews and BDC contractors to share the redeployment of baseline and enhanced maintenance responsibilities throughout the Downtown. The services which BDC will provide are included in the work plan for FY 2009/10 (Attachment A). BDC will provide certain preexisting and enhanced maintenance services to Parking Structures Nos. 1-6, including increasing the frequency of maintenance of restrooms, stairwells, lobbies and power washing of structures (Attachment E). City crews will be redeployed 3 to new areas including Ocean Ave, Colorado, Broadway, Santa Monica Blvd. Arizona, Wilshire, 5th, 6th and 7th Streets and alleys to provide services such as sidewalk sweeper-scrubbers and pan and broom services. In order for the above referenced maintenance activities to be shared and coordinated in such a manner, the City and BCD must ensure that PBAD funds will not be used to replace any pre-existing general City maintenance services such as baseline efforts in Parking Structure Nos. 1-6. In addition PBAD funds must reimburse the City for maintenance activities performed by City crews above and beyond pre-existing baseline services. Accordingly staff recommends Council authorize the City Manager to contract with the BDC to perform the pre-existing. parking structure maintenance services and for the BDC to pay the City to proved enhanced maintenance efforts such as sidewalk sweeper-scrubbers and pan and broom services at Ocean Ave, Colorado, Broadway, Santa Monica Blvd. Arizona, Wilshire, 5th, 6th and 7'h Streets and alleys. The BDC budget includes higher personnel and administrative costs, following the Board's approval for added staff to support its expanded role and responsibilities. In addition, insurance costs have increased 55% from $20,000 to $31,000, consultant services have increased 32% from $61,000 to $81,000, and newsletter production, printing and postage have increased 51.5% from $66,000 to $100,000. New programs include special projects and homeless outreach with expenses estimated to be $246,000 and $80,000 respectively. Annual Report for Fiscal Year 2008-09 BDC is also submitting an annual report which reviews operational, marketing and management highlights for the previous Fiscal Year. FY 2008/09 has been an extraordinary year with the most significant accomplishment being the establishment of the property based assessment district for Downtown Santa Monica which will fund much of the new programs and services outlined in the 2009110 budget including ambassadors, enhanced maintenance, and homeless outreach programs. 4 Operational highlights include the installation and management of Winterlit 2008, Ice at Santa Monica, coordinating new LED tree lighting on the Promenade, removal of damaged news racks, repair of Promenade pavers, and the replanting of new landscaping in and around -the Promenade. In addition the BDC have worked closely with City staff on the management of the Vending Cart program, Downtown Parking Structure Facade program; Parking Structure #4 restroom upgrades, 2"d and 4th Street streetscape improvements, and the facilitation of outdoor dining for district restaurants. Marketing highlights include the production of the Baylnsider, a new guidebook for Downtown Santa Monica, the continued publication of the popular Bayside Beat Newsletter, a TV segment on regional hotel television information channels in coordination with City Explorer TV, placement of advertisements in local publications, maintenance of thirdstreetpromenade.org, and continuation of wide ranging customer service efforts in response to the' hundreds of inquiries from merchants, residents, property owners, visitors, event/film coordinators, and others. Promotion and Event highlights include the return of ICE at Santa Monica - a seasonal ice rink and other holiday activities as part of the Winterlit celebrations produced by the BDC. In addition the BDC provided management for over 50 events and product samplings and nearly 100 commercial still photo and film shoots. One-Time Interest Payment The Services Agreement calls for four transfers annually of collected PBAD funds to the BDC. There are no provisions in the Services Agreement for the payment of interest on amounts collected as only funds collected less an administrative fee are to be disbursed: However the finalization of the Services Agreement took a number of months resulting in interest accruing in City accounts. At the BDC Board's request staff recommends that interest earned by the City during this period be transferred to the BDC to be used for PBAD functions. The City will 5 resume the regular transfer of collected assessments in accordance with the disbursement schedule outlined in the Agreement without the payment of interest. Commission Action The BDC Board of Directors approved the budget and work plan at its May 28th meeting and will act on its annual report at its July 14 meeting. Financial Impacts & Budget Actions Approval of the work plan and budget for FY 09/10 has no budget or financial impact on the City. Funds to pay BDC for the performance of certain baseline services which were previously- performed by the City are available in general fund accounts 01580.511000, 01580.511743 and 01580.511773. Funds received from the BDC to pay for enhanced services performed by the City will be deposited into- the same general fund accounts. Funds for the payment of accrued interest in the amount of $10,705 are available in account 01224.400750. Prepared by: Elana Buegoff, Senior Development Analyst Approved: Forwarded to Council: ~y Agle, Directo~ `~ P.~Cayhont Ewell Housing and Economic Development Ci Manager Attachments: A. Work Plan (BDC Operational Plan) for FY 2009/10 B. BDC and BID FY 2009/2010 Budget C. Standards D. Annual Report for FY 2008/09 E. Parking Structure #1-6 Maintenance Comparison Table 6 ATTACHMENT A. Bayside District Corporation Operational Plan 2009/10 Table of Contents BDC Mission Statement Roles and Responsibilities Executive Summary Operations Marketing Venue and Performance Management Staff Board of Directors New District Map Approved Butlget Page 2 3 4 5 10 15 17 17 18 19 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 and Downtown Santa Monica through responsible planning, development, management and coordination of programs, projects and services designed to benefit the community as a whole; which includes the District's businesses, property owners, visitors and residents. Bayside District Corporation Roles and Responsibilities The. Bayside District Corporation (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 beneft of the Downtown that supports the brand strategy for the area as well as reinforces the Sustainable City Plan • Organizing, implementing and overseeing the enhanced maintenance program in Downtown • Strategizing, implementing and managing an ambassador program as defined by the Property Based Assessment District • Organizing, advising, and/or conducting promotions and special events that attract and beneft local residents, customers, and visitors to Downtown • Advising the City regarding long-term planning and zoning issues, retail mix, streetscape and capital improvement projects, public parking projects, signage, specific discretionary planning and zoning cases, and developmental strategies in order to enhance the economic. vitality of the Downtown to benefit local residents and continue as a community resource • Assisting in the identification, location and development of new businesses 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 concerns, parking operations, vending cart operations, outdoor 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 Downtown on private property issues including, but not limited to, retail mix, merchandising, maintenance, and security concerns • Serving as an advocate on behalf of merchants, property owners, tenants leasing City-owned real estate, and the general public on issues affecting the continued vitality of Downtown • Serving as liaison with other local governments and professional organizations seeking information on the development or current operations of Downtown • .Upon request of merchants, property owners, or residents within the Downtown, advocating various means of providing funding and implementation of additional measures of service in 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 Downtown as determined by the BDC staff and Board of Directors consistent with the Operational Plan Executive Summary Overview Bayside District Corporation (BDC) continues to contribute to the management of the day-to-day operations in Downtown Santa Monica including maintenance, capital improvements, events, film shoots and special projects. The new Downtown Santa Monica District allows for special benefits to the properties, businesses and residents located within the district boundaries. The district will provide enhanced maintenance, ambassadors, marketing and special projects, above and beyond those provided by the City of Santa Monica. This approach is designed to ensure a successful Downtown, helping to improve and preserve sales, occupancies and overall quality of life. BDC was established in 1984 and remains intact and will continue to enhance the marketing and promotions in the downtown area. The new district encompasses the downtown area bounded roughly by Ocean Avenue to the west, Wiltshire Boulevard to the north, 7th Street to the east and the Santa Monica Freeway to the south. A map of the new district boundary is attached. Along with our regular course of work, Bayside will focus on reinforcing a clean, friendly and attractive Downtown that include services and improvements that will-stabilize and improve the downtown area for workers, visitors and residents alike. Outlined in the following pages, we would like to emphasize the following special programs: • Maintenance teams that will work in concert with city crews to sweep, scrub and power wash sidewalks, remove litter and graffiti and increase the frequency of trash removal and maintenance of public spaces within Downtown • Ambassadors to provide information on Downtown activities and establishments, provide a Downtown "neighborhood watch" to improve public safety, enhance the visitor experience and work productively to reduce street populations in cooperation with the Santa Monica Police Department • Brand redevelopment for Downtown Santa Monica and Third Street Promenade, which includes market research study, proactive and strategic public relations efforts and brand repositioning • Homeless outreach and assistance to reduce the incidence of homelessness in Downtown • Marketing enhancements to help Downtown compete with new regional competition and develop more promotions and events targeted to local residents • 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 • New, updated website at thirdstreetpromenade.com and downtownsm.com • Anew centralized restroom program with attendants for Downtown • An exciting and innovative Holiday Winterlit Program including ICE at Santa Monica, Bayside District's premier outdoor ice rink • Focus on theater redevelopment in Downtown. The Bayside District Board and staff look forward to an exciting year ahead! Operations Overview The Bayside District Corporation Operations and Maintenance Department's objective is to make certain that the District's levels of maintenance 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 manages the Enhanced Maintenance budget of the Property-Based Assessment District. The BDC uses this budget for daily maintenance in the District parking structures as well as for routine pressure washing and other maintenance needs throughout Downtown. In addition to managing the Enhanced Maintenance fund, the Bayside District Corporation works with the City of Santa Monica Community Maintenance to ensure the completion of daily maintenance projects and special maintenance projects in Downtown. Daily maintenance includes pressure washing, sweeping, scrubbing, pan and broom, and trash removal. Special projects consist of tree trimming, electrical and plumbing services, and painting. The BDC also coordinates with the City in its management of vendors contracted to assist the City with maintenance needs. These vendors include: landscaping, vector control, and Promenade fountain maintenance. The Operations Department also assists the City on a wide range of operational projects impacting the Downtown District. The BDC monitors the management of these projects, which include: the seismic retrofit and lobby/restroom build-out in Parking Structure #4, Parking Structure fagade improvements, Second and Fourth street sidewalks, lighting, and furniture improvements, and the management of the Promenade vending cart program. The Bayside District Corporation Operations and Maintenance Department manages the Downtown Ambassador Program budget. The BDC uses this budget to fund its Ambassador Program, a project which deploys hospitality guides throughout Downtown to provide the following services: concierge services for Downtown users, maintenance reporting as well as incidental clean up for issues like flyers, handbills, stickers, and loose debris, and to serve as witness to "quality of life" issues that need to be reported to the Santa Monica Police Department. The Operations Department is responsible for maintaining its role as the chief liaison between tenants and all City-owned property. The Bayside District Corporation coordinates the repairs to these facilities, as well as provides guidance to these tenants in their relations with the City. The City and the BDC also work in conjunction in the processing and operation of the Outdoor Dining Agreements for the Third Street Promenade and the Transit Mall and the enforcement of sign compliance with the Downtown District. Goals for Department ® Successfully manage Enhanced Maintenance and Ambassador Program contracts to provide a clean and safe Downtown for all of our users ® Improve City services in Downtown with increased oversight ® Improve communication/timelines for all Community Maintenance projects in Downtown ® Continue to expand operations functions throughout the Downtown ® Improve cleanliness in Downtown alleys by implementing a "Downtown Pride" program that encourages property owners to maintain their back facades • Identify and address key capital improvement projects for Downtown and then forecast their completion. Operations Objectives ® Ensure the BDC's standards of maintenance and customer service are met Manage the Property Based Assessment District's (PBAD's) Enhanced Maintenance and Ambassador Program budgets to maximum efficiency Manage Operations special projects in Downtown ® Maintain a strict and consistent maintenance cycle in Downtown ® Make informed recommendations to the City and Bayside Board o Develop solid, dependable relationships with City personnel to ensure Bayside's effectiveness throughout Downtown • Advocate for all merchants and residents in Downtown Strateaies The Bayside District Corporation will meet its objectives by maintaining strict and constant oversight over vendor and City staffs to ensure our standards are met. Routine meetings and job walks will be held to discuss the effectiveness of the Ambassador Program, daily maintenance -both contracted and City-staffed, and special projects in Downtown. When areas needing improvement are identified, the BDC will push vendor and City staff to meet these challenges. BDC Current & On-Going Projects The following projects are budgeted and managed through the Bayside District Corporation. Backlit Promenade Directories The BDC updates and replaces the backlit directories and maps on the Promenade and Second and Fourth streets twice each year. We also perform routine maintenance on the Lexan pieces that cover the directories. Dolphin Change Program The BDC oversees cash pick-up, counting, and repairs for the dolphin banks located in Downtown and on Main Street. Promenade Tree Lighting In 2008, the BDC contracted lighting company Mobile Illuminations to replace the existing LED lights on the Promenade jacaranda trees with more durable LEDs that provided more consistent illumination. Tree lighting requires constant maintenance and it must be reviewed frequently. Holiday Decor and Lighting Program In 2007, the BDC enlisted Winterlit manufacturer Scenario Design, Inc., to create a new holiday theme in Downtown. The elements included-lit stars and color-changing spheres over the Promenade and on the ficus trees on Second and Fourth streets in addition to a large artificial holiday tree and menorah placed in Center Court on the Promenade. This program has been well received by our Downtown users. In 2008, the BDC added to the holiday program by bringing the 2007 concept to ICE at Santa Monica. Scenario Design added an icy entry portal, lit stars and color-changing spheres over the ice rink, and created a winter theme used on signage and a 50' banner with the ICE logo. ICE at Santa Monica In 2008, the BDC partnered with Ice Rink Events to build a nearly 8,000-square-foot ice rink in Santa Monica. The rink, located in a City-owned parking lot at Fifth Street and Arizona Avenue, required a substantial build-out that included adding a new electrical service on the site, landscaping, painting, concrete repair, light pole relocation, as well as providing a nearly 8,000-square-foot sandbox to create a level surface. The BDC also entered into an agreement with a concessionaire to provide food and beverages to rink patrons for the duration of the season. Ambassador Program Ambassadors will be deployed throughout Downtown, with a frequency that corresponds to the three zones of service in Santa Monica. Ambassadors will be on foot, bicycle, and on Segway, where allowed, and wear distinctive and colorful clothing that maximizes their visibility as well as. complements overall Downtown marketing efforts. The primary role of the Ambassadors will be to serve as "good will ambassadors," giving directions, offering security escort service, providing restaurant and retail information, and any other customer-oriented support that will make Downtown Santa Monica more inviting. Ambassadors will advise visitors, workers and residents about Santa Monica's amenities, such as attractions, retail, and restaurant venues and parking choices. The Ambassadors will be a friendly resource for all Santa Monica users. Ambassadors also will work with the Santa Monica Police Department observing criminal behavior; illegal vending, graffiti, and illegal use of public property, including code violations, and will be trained in understanding municipal codes that govern activity and use of public space. Ambassadors will report maintenance issues in Downtown including burned-out streetlights, damaged news racks, and potholes in sidewalks. If the issue is minor, like picking up trash on the sidewalk or removing a flyer or sticker taped to a light pole, Ambassadors will immediately address it. Ambassadors will also serve as restroom monitors in the Premier Restrooms located in Parking Structure #4. Finally, the Ambassador Program will also work in concert with local social service providers, offering service referrals when appropriate. Enhanced Maintenance- Parking Structures It is the goal of the BDC to create a clean parking environment for our customers. To meet this challenge, we will contract the following duties: Activity Frequency Pan and Broom: Walk structures removin loose trash and debris 3x er da Em structure trash and re lace ba son trash cans located on eve level 3x er da Clean and deodorize trash can liners Weekl S ra and wi e down all si na e in structures Dail S ra and wi e down all handrails in the stairwells of structures Dail S ra and wi a down all trash can surfaces Dail Mo all stairwells, restroom and lobb areas, and landin s of structures Dail Spray and wipe down all walls in restroom and lobby areas, stairwells, and stairwell landin sofstructures Daily Remove raffiti, fl ers, and handbills from structures Continuous) Clean and maintain all parking structure restrooms (includes restocking of hand towels and other sanita su lies 3x day Clean and maintain all elevator interiors 3x da Re ort non-functionin li hts in structure and in structure elevators Dail In addition to these regular tasks, emergency maintenance such as spill clean ups will be re wired and must be attended to immediate) . Continuously The vendor will maintain a weekly collection/cleaning report. This report will be distributed to the BDC each week to ensure compliance. In addition, bi-weekly walkthroughs with the BDC will be mandatory. Enhanced Maintenance -Pressure Washing in Downtown It is the goal of the BDC to provide clean sidewalks, alleys, and streets throughout Downtown. To meet this challenge, we contract pressure services of varying frequency per zone. Our current frequencies are as follows: Activitv Freauencv Zone 1: Third Street Promenade and 2^tl and 3~tl Ct. Alle s Once er month Zone 2: Second and Fourth Streets, Ocean Avenue, and all intersection side streets and alle s within the bounda Once every two months Parkin Structures #1 - #6, #9 and #10 Twice peryear Routine BDC Maintenance Projects The following projects are budgeted through the City of Santa Monica Community Maintenance department. Bayside District Corporation works in conjunction with this department to coordinate these specific maintenance projects in Downtown. The Operations Department oversees these efforts. Routine maintenance items are generally on-going projects required to meet the BDC's high standards. Projects in this category may include, but are not limited to the following: Activitv Freauencv Pavilion cleanin 2xl ear Concrete/dinosaurs cleanin 2x/ ear Paint lam oles and Promenade directories 1x/ ear Pavilion door maintenance Annuall / As needed Pavilion window washin Monthl Awnin cleanin Parkin Structure #5 2xl ear Vector Mana ement Monthl / As needed Dinosaur Re air As needed Parkin Structure Si n Maintenance As needed Promenade Li ht Pole Electrical Maintenance As needed HV/AC maintenance for PS#5 Businesses 4x/ ear Special BDC Maintenance Projects To keep Downtown vibrant and competitive, the BDC must identify and address special maintenance projects in the District. These projects include: ® Replace Promenade Directories ® Add Ambient Lighting Throughout Downtown ® Explore Solar Energy Alternatives to Power Downtown Lighting and Decor City of Santa Monica Daily Maintenance The City of Santa Monica Community Maintenance Department has completed a service matrix (see attached) outlining their services in Downtown. It is the Operations Department's responsibility to ensure this work is completed to the standards of the BDC. The matrix includes work to be done in the following locations: • Third Street Promenade • Downtown Parking Structures • Colorado Blvd., Arizona Ave., and Wilshire Blvtl. • Second and Fourth streets • Transit Mall • Downtown Alleys • Fifth, Sixth, and Seventh streets The work to be completed includes the following: • Sweeping • Scrubbing • Vacuum Truck • Pressure Washing • Spray and Wiping Down Street Furniture • Graffiti Removal • Removing Trash and Replacing Trash Can Liners • Bin Room Maintenance • Responding to Emergency Maintenance Calls • Tree Well Maintenance • Turf Maintenance • Planter Maintenance • Weed Suppression Special BDCICity Coordinated Maintenance Projects The City of Santa Monica and Bayside District Corporation coordinate certain maintenance projects. To date these include painting the parking structures, painting the Promenade pavilion buildings, and trimming the Promenade jacaranda trees. The BDC and the City must look to the future to address new projects that become more crucial given the age of Downtown infrastructure and the Promenade. These projects include: • Promenade Sidewalk and Street Repair • Upgrade Electrical Capacity on the Promenade • Replace Promenade Light Poles • Replace or Re-surface Dinosaur Topiary Concrete • Replace Promenade Trash Cans • Add Recycling Cans to Promenade • Modernize Promenade Dinosaur Fountains • Improve and Expand Parking Structure Bin Rooms • Replace Unhealthy Promenade Jacarandas • Complete Wayfinding Study in Downtown 9 Marketing Overview The Marketing Department at BDC works to promote Downtown Santa Monica, which includes the world- renown, pedestrian-only Third Street Promenade and Santa Monica Place. Downtown Santa Monica offers a bountiful mix of retail outlets, dining establishments, theaters and other various attractions, situated to encourage walk-ability, and reflects the City's commitment to sustainability. BDC Marketing is dedicated to the creation and implementation of a marketing strategy that meet the objectives listed below. Objectives ® Create and maintain a strong brand image for Downtown Santa Monica ® Encourage visitors to the area ® Enhance the visitor experience ® Provide customer service to local residents, merchants and visitors ® Develop communication and community relations • Assist businesses in promotions, advertising and marketing Strategies BDC Marketing works with area businesses and organizations such as Santa Monica Convention and Visitors Bureau (SMCVB) and Pier Restoration Corporation to develop programs that will drive consumers to extend their visit to Santa Monica and the downtown area. The Marketing Department 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 will continue to produce quality collateral pieces that are designed to inform property owners, residents, merchants, businesses and consumers about what is going on in the area that may affect them. Brand Redevelopment As part of a two-year marketing initiative, BDC Marketing will work to strengthen the brand image of Downtown Santa Monica. In a time when the global economy is facing serious challenges and consumer confidence is at an all-time low, it is critical to re-establish a brand identity for Downtown Santa Monica. The redevelopment of Santa Monica Place, centennial of the Santa Monica Pier and the return of Cirque du Soleil may all contribute towards diluting the market share for this area. Santa Monica has been fortunate to have maintained a favorable brand throughout the years and taking an aggressive stance to reaffirm, protect and grow the brand equity will have a substantial impact not just on future marketing campaigns but on various other projects including sponsorships and strategic alliances or partnerships with other like brands. The project has three phases: Phase One: Market Research The development of a strong brand starts with reliable market research that will guide the development of a new brand promise for Downtown Santa Monica. BDC will conduct research in markets of residents and visitors as well as in key feeder markets. Phase Two: Content Analysis & Brand Promise Phase Two includes analysis of the data collected from the market research and structuring a distinct brand promise that outlines what makes Downtown unique and what experience Downtown offers consistently to consumers that visit the area. This brand promise will help direct all future marketing campaigns and guide all future programs for the BDC. 10 Phase Three: Implementation; Marketing The new brand promise will lend direction towards all future marketing campaigns including collateral materials, website creative, public relations effort, and will help to strengthen the brand equity that Downtown Santa Monica has successfully established to date. It will also help determine whether there needs to be a shift in our brand paradigm and will allow BDC Marketing. to streamline all marketing efforts. Marketing & Advertising Advertising is an important way to establish and share Downtown Santa Monica's brand. As part of a two- year advertising campaign, BDC Marketing will focus on reanalyzing 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 expanding upon co-op advertising programs that will allow Downtown businesses to have stronger shared purchase power. Local Market Positive presence in local news outlets is crucial to maintain a high level of awareness of happenings in the downtown area. BDC Marketing will continue to provide newsworthy stories and advertisement placements in Surfsantamonica.com, The Mirror, Santa Monica Daily Press; CityTV and Time Warner cable television. Buy Local Campaign The tight economy has taken a considerable toll on many of the merchants in our district. Although sales tax figures have not yet been released from the holiday season, shopping centers in most of the country suffered double-digit losses and many of Santa Monica's retailers were in that very same boat. And the struggle continues... BDC is looking to launch a media campaign asking that residents buy local as a sustainable practice and to keep our economy stable during this difficult time. The eight-week program entails positive messaging with ahuman-interest element. The ad campaign will feature business owners or employees that state why it's important to support businesses within Downtown Santa Monica with the goal of stimulating business during the brief lull before the summer months. It will include a new graphic logo and have four different platforms to disseminate the information to residents. I. CityTV Segments on "Santa Monica Update' Eight segments that each feature three business owners/employees and tell a story about how they came to Santa Monica, why they stayed and what makes their store/business unique. Each segment is themed and the businesses that have been selected represent various aspects of Downtown both in what they offer as well as where they are located geographically. IL Local Ad Campaign Bayside will create an ad campaign that features four different merchants. The person in the ad will have a positive message, reminding and encouraging residents to spend their dollars here. Santa Monica Daily Press has offered a rate of $500 for full-page color ads. BDC can place eight ads (1x/wk for 8 weeks or 2x/wk for 4 weeks). III. Spend Local Webpage The program will have a "Call to Action" button on the home page of downtownsm.com that will list businesses in the area that offer special discounts or incentives to residents. Outreach to all the area businesses will be conducted in the next week with information compiled and loaded online.. IV. Press Releases Four press releases will be sent out that highlight a business in the area to all the local publications for the eight-week campaign. Regional Market BDC Marketing outreaches to the lucrative regional market through select publications that hit the core audience via placement in key issues of Where Magazine, Gourmet Magazine and City Explorer TV. Online Marketing The Internet proves to be the most efficient way to communicate with consumers. Marketing will analyze various online ad placements such as Yelp! and CitySearch as well as expand upon BDC's Facebook and MySpace pages. Tourist Market Tourism continues to be a major contributor to the success of the Downtown area. BDC Marketing partners with SMCVB through co-op ad presence in the Santa Monica Offcial Visitors Guide, Santa Monica Official Map, and participation in the Santa Monica VIP program. Where Magazine and LA, Inc. Visitors Guide is also an avenue to reach potential visitors. Publicity and Communications BDC is looking to increase coverage of Downtown Santa Monica to a regional and national audience utilizing a strategic media relations plan. We will seek an agency that has a proven record for garnering positive media coverage by creating fresh story angles, publicizing our free events and highlighting all the great stores, restaurants and entertainment available as well as improvements to the area such as the ambassador and enhanced maintenance programs. The media relations program is designed to include the following actions: • Develop a targeted media list and pitch various story ideas to garner media coverage • Plan and execute a minimum of two media-worthy events per year • Spearhead strategic meetings to develop and execute ideas/stories based on a program of events that will generate consumer interest for the destination with a goal of achieving an ongoing stream of media coverage • Develop a program to launch the new Ambassador Program and the Enhanced Maintenance Program • Provide merchant product placement through morning shows, weather segments and news features • Write, disseminate and conduct follow-up to news releases and media alerts • Provide a monthly media status report. This report will include a complete summary of the month's activities with story clips, sound bites and video footage. Report will also provide ad equivalency, circulation and viewership when relevant. Crisis Management Bayside District includes approximately 30 city blocks and over 500 commercial outlets. In the event of natural or man-made disaster, BDC, in conjunction with the City of Santa Monica is responsible for disseminating critical information to area businesses and employees. BDC will work with the agency on a retainer to create a comprehensive media crisis management plan. Events. Samplings & Film Shoots One quality that makes Bayside District and Third Street Promenade unique is the experience that the area offers consistently to its visitors. The unedited realness of the area proves to reliably draw people. On any given day, a visitor to Third Street Promenade may encounter an event to launch a hot ticket item or sample a new sunscreen or breakfast bar. It is likely that they might run into a filming for an upcoming movie, commercial or even be asked to participate in an on-camera interview. All these encounters are part of BDC's strategic experiential marketing plan, which helps to enhance the overall experience and keep Downtown Santa Monica distinct. 12 BDC Marketing serves the community by fielding thousands of event, sampling and film shoot inquiries each year. Various organizations including non-profits, community businesses and corporate companies request use of the area to promote and sample their products. The requests require staff to screen calls, process applications, coordinate logistics and communicate with other City entities including Santa Monica Police and Fire Departments. These events; sampling and film shoots-not only enhance the experience on the Promenade and increase brand equity but they also generate revenue for Bayside District Corporation that in turn, is re-invested into special projects as well as the overall promotion of the area. Cultural and ethnic events and promotions will continue to be a focus this year for the Promenade. The community has enjoyed annual events such as Earth Day and the Chamber of Commerce's Health & Wellness Festival. Bames and Noble, Apple and Atlitlas are some of the merchants that have held events and many local student groups -SAMOHI, Crossroads School -perform during the year. Corporate businesses such as ICABC, Sri Lanka Foundation and the California Milk Council have also held noteworthy promotions in the area Community Outreach It is important to maintain communication with consumers, residents and merchants. BDC Marketing keeps the public informed of Downtown news through various outlets. Bayside Beat This popular monthly newsletter has grown during the past seven years and continues to be a resource for merchants and the general community to learn of any timely Bayside news. Marketing will continue developing educational content including regular information on how businesses can participate in BDC marketing programs. BDC will explore the option of transforming the printed newsletter to an electronic document in an effort to reduce paper use. All printed newsletters will be printed on 30% post-consumer paper stock. Employee Discount Program The Employee Discount Program has continued to be a success. Participants are updated each month. This one-sheet is distributed through the Bayside Beat newsletter and posted on the web site. Merchant Meetings Merchant meetings are an effective way to help Bayside understand the issues and needs of local businesses. This year, BDC Marketing will host quarterly merchant meetings to discuss hot topics and to inform businesses about BDC's marketing efforts. BDC will be developing a section on downtownsm.com to post important announcements and serve as an information portal to Downtown businesses. In addition to these efforts, Marketing will also schedule regular one-on-one merchant visits in order to build and strengthen personal relationships. Consumer Tools BDC Marketing creates and disseminates various tools that consumers can use when they plan their trip to the area as well as while they are already here. Web Site thirdstreetpromenade.com and downtownsm.com, the domain names for BDC's website, continue to be the most widely utilized marketing tool for the BDC. The website will be redesigned for overall appearance, functionality and content. Once the redesign is launched, Marketing will analyze and institute a web marketing campaign to drive more traffic to the site. Downtown Guide: BaylNsider To date, the new Downtown Guide, BaylNsider has been a success. BDC Marketing will work to continue to make improvements to the piece both visually and functionally. With an overall goal to 13 expand distribution and print quantity, staff will work with an outside publishing partner to achieve these goals, while minimizing cost and allocation of BDC staff time. Outdoor Directories There are 12 outdoor backlit directories located on the Promenade that are updated annually. In addition, there are eight directories that are located in each parking garage and the parking office as well as signs outside each parking structure. This year, Marketing will work in conjunction with the City to implement a new design and business spotlights, improving the overall use of the directories. Soeciaf Projects & Business Development Construction Mitigation Marketing will provide updates to merchants and the community on the planned upgrades of Second and Fourth street parking structure renovations as well as the redevelopment of Santa Monica Place. New Backlit Directories The backlit directories on the Promenade and in the parking structures are the most visible way people can find their way around and locate various businesses. The map that is in current use will require updates with the new district boundaries and BDC Marketing will assess whether it is feasible to replace the old backlit monument signs with structures that are more aesthetically pleasing and have higher functionality without taking more space on the. street. Replacing these signs v~ill allow more frequent updates as newer directories have a much more affordable method of printing. BDC will also review the benefits to the use of electronic signs as well as strategically placing backlit signs in additional areas throughout Downtown. Street Lighting Project As part of the effort to improve the overall experience in Downtown Santa Monica, Bayside will work with the City to add ambient street lighting to Arizona, Wilshire and the Transit Mall where it is needed. ReportinglBenchmarking Bayside District has had a successful history of maintaining the district on behalf of the City of Santa Monica. With the new changes to the district management structure, Bayside will work towards creating, implementing and instituting effective reporting and benchmarking strategies to track. the improvements to the area and be accountable to the City and property owners that pay into the assessment. Green Initiatives Bayside will focus on implementing green practices into every program for the district, whether those be using less paper, consuming less energy or using environmentally-friendly products. New Internal Database System Bayside will work towards redeveloping our current internal database to be more effective. With the addition of various new programs, the database functionality must be clean and compatible to be effective, generate regular reports and maintain a tracking system for these programs. New District Map The new district boundaries will require a new map that includes the businesses that were not previously part of the district. BDC will work towards creating a new map that will be used in a variety of locations including the website, walking map, backlit directories and directory guide magazine. 14 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 working with special events and promotions, as well as responding to operational issues that occur during the course of the weekends. In carrying out the various responsibilities, the Venue Manager works with street performers, religious groups, nonprofit entities, marketing and .public relations firms, film companies, event managers, Santa Monica Police Department (SMPD), Santa Monica City Attorney's Office and the Promenade's maintenance crew. One of the goals of the Venue Manager is to develop a positive environment for all parties involved in the area -performers, merchants, event operators and visitors alike. In cooperation with the SMPD, the Venue Manager also assists in reporting and curtailing the unauthorized use of public space for filming, sales and promotions, graffiti and vandalism. Objectives The 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. ® Train and work with the new ambassadors to report street performer violations to the Police. ® Contribute to the early phases of event planning in order to reduce. misunderstandings, miscommunication and the misuse of the Promenade. ® Continue to facilitate communications among performers, merchants and the SMPD in order to maintain functional and professional relationships with these core groups. ® Foster, support and promote the development of the Promenade's talent base. ® Work together with the SMPD, performers and stakeholders to make a positive impact on the noise violations on the Promenade. Strategies BDC shall meet one-on-one with new performers and with performers who are renewing their yearly permits. These meetings will provide performers with an opportunity to learn 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 regarding special events that may impact their performance space. Additionally, maintaining regular office hours and a high profile on the Promenade, making the Venue Manager available for conflict resolution and problem solving, serves to reassure the community that their needs are important and' are being addressed. BDC will meet regularly with the SMPD regarding performer issues As necessary, the Venue Manager will continue to host street performer meetings to discuss and air ideas from all sides of the street equation. In the past these meetings have been an effective way for performers to vent frustration in a less public location than the Promenade itself. Performer meetings also have led to positive changes in how all sides perceive and ultimately work with each other. The Venue Manager will meet weekly with BDC Operations to cover any structural issues that arise during the course of a weekend, such as graffiti, vandalism or normal wear-and-tear. 15 The Venue Manager also will meet weekly with BDC's Director of Marketing & Special Events to review upcoming events and debrief on prior events. In addition, the Venue Manager will work with the Marketing Department to add street performer names and contact information to downtownsm.com, and to ensure that the content is current. 16 Bayside District Corporation 2009 Staff Executive Director Kathleen Rawson Director of Marketing & Communications Debbie Lee Operations Manager Andrew Thomas Venue Manager Stephen Bradford Executive Assistant Linn Wile Event Coordinator Kelly Boulware Administrative Assistant Kathrin Larson 2009 Board of Directors Randy Brant Barbara Bryan Todtl Flora Allan Golatl Patricia Hoffman Elaine Polachek Rob Rader Carleen Robison Barbara Tenzer Bill Tucker Johannes Van Tilburg Kelley Wallace John Warfel 17 Attachment CMD Management Plan Services Matrix S@C~9o11 - 3rd Street Promenade: From the north side of Wilshire to the south side of Broadway Shifts: Effective 7/12/09 1 = 6:00 a.m. to 2:30 g .m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday -Thursday) 2:30 p.m. to 11:00 p. m. (Friday & Saturday) 3"d Street. Promenade Maintenance: Pedestrian Walkways: Sweeper Picks up large debris Once daily, 6 days a week (Mon. -Sat.) 1 Sweeper -scrubber Picks up small debris, applies degreaser, Once daily, 5 days a week (Mon. -Fri.) 1 scrubs pavement & recovers excess water Pressure Washer Steam cleans in places scrubbers can't Once daily, 5 days a week (Mon. -Fri.) 1 reach Pre-treat stains Degreaser applied with hand-sprayer o Once daily, 5 days a week (Mon. -Fri.) 1 Policing Walk site, sweep & remove debris Twice daily, Mon. -Thu. 1 & 2 ® Three times daily, Fri. -Sun. & Holidays Benches Spray & wipe Once daily, 7 days a week 1 (85) Drinking Fountains Spray & wipe a Twice daily, 7 days a week 1 & 2 (~) 6/26/2009 Attachment CMD Management Plan Services Matrix SeCtiOn - 3'd Street Promenade Promenade Maintenance Contd. Trash Containers Wipe top, remove trash, replace bag Four times daily, Mon. -Thu. 1 & 2 (38) Five times daily, Fri. -Sun. & Holidays Trash Container Liners Steam clean & deodorize Two times weekly 1 (38) Public Phones Spray & wipe .Once daily, 7 days a week 1 & 2 (Z$) Stainless Steel Bollards Spray & wipe, steam clean . Once daily, 7 days a week 1 (z7) Directories Spray & wipe . Once daily, 7 days a week 1 (13) Sculptures Spray & wipe . Once daily, 7 days a week 1 9 Graffiti Remove Daily, as needed, 7 days a week 1 & 2 Dinosaur Pools Remove debris . Daily, as needed, 7 days a week 18.2 (4) Special Events Extra trash containers & general . 30 to 40 times, yearly, as needed 1 & 2 maintenance frequencies Spot Cleaning & Additional cleanings, graffiti, broken glass, . As needed throughout the day, 7 days 1 & 2 Customer Calls animal waste, etc. a week Off Duty Toxic spills, electrical, water, accidents, As needed Emergency Call-outs etc. 6/26/2009 2 Attachment CMD Management Plan Services Matrix SeCtlOn - 3'" Street. Public Landscape: Tree Trimming Regular Once, yearly (spring) TruGreen 3,790 sq. ft. 154 Tree Well Maintenance Inspect for grate displacement and/or • Daily TruGreen 3,790 sq. ft debris & litter (154) Cleah debris, reset tree grates • As needed, based u on ins ections Color Maintain flower pots Weekly TruGreen (136) Change out annual color and install Thanksgiving through New Years week Poinsettias Shrubs & Topiary Prune & shape • Once every six weeks TruGreen 705 sq. ft. Turf Maintenance Mow • Weekly TruGreen 1,425 sq. ft. Irrigation Inspection Check system and controller for proper Weekly TruGreen / settings In House Fountain Maintenance Maintain fountains and provide cleaning • Bi-weekly California service for the Topiary pools Waters 6/26/2009 Attachment CMD Management Plan Services Matrix S@CtlOn -Parking Structures: Structures 1 - 6, Ken Edwards Center; Main Library; Civic Center , Public Safety Facility Parking Structures. Promenade Maintenance: Structures 1 -6 Bin Rooms Pressure wash, degrease, scrubber. Once daily, 6 days a week 1 & 2 Organize trash and recyclables. • Three times dail , 7 da s a week Clarifiers: Structure 1 Clean out sludge Twice monthly 1 & 2 Structures 2-6 Remove restaurant grease • As needed, contracted once week) Ken Edwards Center Policing, sweep & remove debris • Two times daily, 7 days a week 1 & 2 Parking Structure Pressure Washer &Sweeper-scrubber . Once, month) 1 Main Library Policing, sweep & remove debris Two times daily, 7 days a week 1 & 2 Parking Structure Vacuum Truck ® Twice weekly 1 Pressure wash (select areas) Two times monthly, as needed 1 Pressure Washer &Sweeper-scrubber • Twice earl 1 Civic Center Vacuum Truck • Twice weekly 1 Parking Structure Empty trash Once daily, 7 days a week 1 & 2 Sweep & deodorize stairways • Once daily, 7 days a week 1 8 2 Pressure Washer &Sweeper-scrubber • Twice yearly 1 6/26/2009 4 Attachment CMD Management Plan Services Matrix 6/26/2009 SeC~IOn -Parking Structures, Promenade Maintenance Contd. Parkins Structures, Public Landscaae: Attachment CMD Management Plan Services Matrix SOCtlOn -Colorado Blvd. Arizona Avenue & Wilshire Boulevard Sidewalks on both sides of streets from east side of Ocean Avenue to alley between 5'h and ti'h Streets. Ocean Ave (east side onlvl. 2"d and 4`h Streets (both sides): Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue. Colorado Blvd., Arizona Avenue & Wilshire Boulevard and 2"d & 4th Streets. Promenade Maintenance Pedestrian Walkways: Sweeper Picks up large debris m Once daily, 6 days a week (Mon. -Sat.) 1 Sweeper -scrubber Picks up small debris, applies degreaser, m Once daily, 4 days a week (Mon. -Fri.) 1 scrubs pavement & recovers excess water Pressure Washer Steam cleans in places scrubbers can't Once daily, 4 days a week (Mon. -Fri.) 1 reach Pre-treat stains Degreaser applied with hand-sprayer Once dail , 4 da s a week Mon. -Fri. 1 Policing Walk site, sweep & remove debris Twice daily, Mon. -Thu. 1 & 2 • Three times daily, Fri. -Sun. & Holidays Bus Stop Steam clean Three times, weekly 1 (4) Trash Containers. Wipe top, remove trash, replace bag m Twice daily, Mon. -Thu. 1 & 2 (30) Three times daily, Fri. -Sun. & Holidays Trash Container Liners Steam clean & deodorize m Weekly, as needed 1 (30) Parking Structure Signs Spray & wipe Once a week, as needed 1 & 2 (10) Tree Wells Rake out debris m Once weekly, as needed 1 & 2 Weed & spray herbicides o As needed, u on ins ection 1 6/26/2009 Attachment CMD Management Plan Services Matrix Section -Colorado Blvd.. Arizona Avenue & Wilshire Boulevard and Ocean Ave 2"a & 4`h Streets Promenade Spot Cleaning & I Additional cleanings, graffiti, broken m Daily, as needed, 7 days a Customer Calls glass, animal waste, etc. Off Duty Toxic spills, electrical, water, accidents, m As needed Emergency Call-outs etc. S@C41On -Public Landscape, 2"0 & 4a' Street Arizona Ave. Wilshire Blvd. 6/26/2009 Attachment CMD Management Plan Services Matrix S@CtIOn -Transit Mall: Sidewalks on both sides of the streets: ® Broadway east side of Ocean Avenue to alley between 5th and 6tn Streets. ® Santa Monica Boulevard from east side of Ocean Avenue to alley between 5th and 6th Streets. Transit Mall. Promenade Maintenance: .Pedestrian Walkways: Sweeper Picks up large debris m Once daily, 6 days a week (Mon. -Sat.) 1 Sweeper -scrubber Picks up small debris, applies degreaser, Once daily, 5 days a week (Mon. -Fri.) 1 scrubs pavement & recovers excess water Pressure Washer Steam cleans in places scrubbers can't m Once daily, 5 days a week (Mon. -Fri.) 1 reach Pre-treat stains Degreaser applied with hand-sprayer m Once daily, 3 days a week, as needed 1 Policing Walk site, sweep & remove debris Twice daily, Mon. -Thu. 1 & 2 a Three times dail ,Fri. -Sun. &Holida s Benches (241) Spray & wipe, polish wood m .Once daily, 7 days a week 1 Drinking Fountains Spray & wipe m Twice daily, 7 days a week 1 & 2 3 Trash Containers Wipe top, remove trash, replace bag Four times daily, Mon. -Thu. 1 &.2 (36) o Five times dail ,Fri. -Sun. &Holida s Trash Container Liners Steam clean & deodorize a Weekly, as needed 1 36 6/26/2009 Attachment CMD Management Plan Services Matrix SeC$f®t1 -Transit Mall Promenade Maintenance Cont'd~ 6/26/2009 S@Cti®n -Transit Mall. Public Landscape: Attachment CMD Management Plan Services Matrix SeCtI011 -Colorado, Broadway. Santa Monica Blvd.. Arizona Avenue & Wilshire Boulevard: Sidewalks on both sides of streets from east side of 5`h to the alley east of 7`h St. 5th 6th and 7t" Streets: Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue. Pedestrian Walkways: Sweeper Picks up large debris a One time twice a week 1 Sweeper -scrubber Picks up small debris, applies degreaser, a One time every three weeks 1 scrubs pavement & recovers excess water Pressure Washer Steam cleans in places scrubbers can't One time every three weeks 1 reach Pre-treat stains Degreaser applied with hand-sprayer One time every three weeks, as needed 1 Policing Walk site, sweep & remove debris m Twice daily, 7 days a week. 1 & 2 Tree Well Maintenance Clean debris a Daily 1 Remove and spray for weeds a As needed, based u on ins ections 1 6/26/2009 10 Attachment CMD Management Plan Services Matrix Section - Allevs: • 1st Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado Avenue. • Mall Court West: Between 2"d Street and 3`d Street from north side of Wilshire Boulevard to south side of Broadway. • Mall Court East: Between 3`d Street and 4th Street from north side of Wilshire Boulevard to south side of Broadway. • 4th Court: Between 4th and 5'h Streets from north side of Wilshire Boulevard to south side of Colorado Avenue. • 5th Court: Between 5th Street and 6th Street from north side of Wilshire Boulevard to south side of Colorado Avenue. • 6th Court: Between 6th Street and 7th Street from Colorado to Wilshire • 7th Court: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire Allevs, Promenade Maintenance: Mall Courts East 8 West Sweeper -scrubber Picks up small debris, applies degreaser, Once Daily, 5 days a week (Mon. -Fri.) 1 scrubs pavement & recovers excess water Policing Walk site, sweep & remove debris • Twice daily, 7 days a week 1 & 2 Spills Apply absorbent, collect into plastic bags, • Daily, as needed, 7 days a week 1 & 2 pressure washer and scrubber Spot Cleaning Discarded furniture, appliances, spills, • Daily, as needed, 7 days a week 1 & 2 & Customer Calls etc. Graffiti Remove • Daily, as needed, 7 daysa week 1 & 2 Weed suppression Remove and spray herbicides • As needed, based upon inspections 1 Off Duty Toxic spills, electrical, water, accidents, • As needed Emergenc Call-outs etc. 6/26/2009 11 Attachment CMD Management Plan Services Matrix Section Six -Allevs, Promenade Maintenance, Contd. Allevs. Public Landscape: -End- 6/26/2009 12 ATTACHMENT B BAYSIDE DISTRICT CORPORATION and BID 2009/10 APPROVED BUDGET SUPPORT & REVENUES 2008/2009 2008/2009 (12mos.) DRAFT ADOPTED Estimated Actual 2009/2010 % change 40000 Bayside Assessment $ 852,000 $ 852,000 $ 1,036,665 40100 CBD Assessment $ 150,000 $ 150,000 $ 47,500 40200 BID Assessment $ 3,471,651 40300 Dolphin Donations $ 5,750 $ 500 $ 10,000 40400 Special Events $ 100,000 $ 175,000 $ 125,000 40500 Filmin Revenue $ 60,000 $ 85,000 $ 60,000 40700 Ice Rink Income $ 175,000 $ 372,000 $ 250,000 40800 Ice Rink Sponsorship $ 125,000 $ 134,000 $ 75,000 40900 Other income $ 20,000 $ 25,000 $ - 41000 Interest 17,500 $ - 6,000 $ 2,500 TOTAL YNCOME $ 1,505,250 $ 1,799,500 $ 5,078,316 EXPENSES PERSONNEL 60100 Salaries $ 455,000 $ 456,000 $ 634,000 60900 Payroll Taxes $ 31,850 $ 41,000 $ 44,000 60700 Insurance Benefits $ 85,000 $ 84,000 $ 90,000 60800 Retirement $ 15,000 $ 15,000 $ 17,000 TOTAL $ SS6,550 $ 596,000 $ 785,000 ADP9YNISTRATION 60200 Bank Charges $ 200 $ 700 $ 1,250 60300 General Office Su lies $ 20,500 $ 26,500 $ 34,500 Office Supplies $ 5,000 $ 8,000 $ 10,000 Com uters $ 12,000 $ .12,000 $ 15,000 Other Equipment $ 2,000 $ 1,000 $ 2,500 Furniture $ 1,000 $ 5,000 $ 6,000 Repairs $ 500 $ 500 $ 1,000 60400 Occupancy 112,500 $ 112,750 $ 164,000 The 13158uildin $ 107,000 $ 107,000 $ 155,000 Security $ 500 $ 500 $ 1,500 Electric $ 4,000 $ 4,250 $ 6,000 Cable $ 1,000 $ ~ 1,000 $ 1,500 60500 Telephone/Internet $ 10,000 $ 18,000 $ 20,000 Office Phones $ 5,500 $ 7,500 Cell Phones $ 3,500 $ 9,500 Internet $ 1,000 $ 2,000 60600 Printing $ 2,000 $ 1,000 $ 1,750 General Printin $ 500 BID Printin $ 1,500 $ 400 $ - 21.7% -68.3% 73.9% 25.0% 41.7% 42.9% -40.0% 100.0% -85.7% 237.4% 33.8% 6/3/09 APPROVED ~ 1:45 PM 2008/2009 2008/2009 (12mos.) DRAFT ADOPTED Estimated Actual 2009/2010 61000 Professional Services $ 22,750 $ 23,200 $ 32,600 Accounting $ 7,000 $ 9,000 $ 9,000 Audit $ 10,000 $ 9,000 $ 10,000 Le al $ 2,000 $ 2,000 $ 10,000 Payroll $ 3,750 $ 3,200 $ 3,600 61200 E ui ment Rental $ 4,000 $ 3,500 $ 4,000 61300 Taxes & License $ 200 $ 200 $ 400 61400 Repairs & Maintenance $ 1,500 $ 4,000 $ 2,500 61500 Membership & Subscri tions $ 2,000 $ 500 $ 2,000 61700 Posta e $ 15,000 $ 14,040 $ 14,250 Postage Machine $ 2,040 $ 2,250 General Posta e $ 12,000 $ 12,000 61800 Travel and Auto $ 350 $ 3,000 $ 5,000 61900 Education & Staff Developm $ 7,500 $ 6,000 $ 8,000 62400 Documentation $ 500 $ 400 62700 Insurance $ 20,000 $ 15,000 $ 31,000 62800- Parking (Board) $ 1,500 $ 1,500 $ 1,700 62900 Service Recognition $ 750 $ 300 $ 1,000 TOTAL $ 221,250 $ 230,190 $ 324,350 BUSINESS DEVELOPMENT 62000 Meetin s $ 12,500 $ 10,750 $ 12,000 BDC Board Meetings $ 2,750 $ 2,500 $ 3,000 BOC Development & Dinner $ 3,500 $ 3,000 $ 5 000 Merchant Meetings $ 750 $ 1,000 $ 2,000 Operations Meetin s $ 2,500 $ 1 750 $ 2,000 Community Meetin s $ 1,000 $ 1,000 $ - BID Related Meetings $ 2,000 $ 1,500 $ - 62100 Development $ 5,000 $ 6,000 $ 5,000 General $ 2,500 $ 5,000 BID Related $ ~ 2,500 $ - 62200 Consultants $ 61,000 $ 46,000 $ 81,000 Retail Consultant $ 36,000 $ 36,000 $ 36,000 Consultant(Strate is Plan $ 25,000 $ 10,000 $ 20,000 Demo raphic Research $ 25,000 Data Base Development $ - TOTAL $ 78,500 $ 62,750 $ 98,000 6/3/09 APPROVED 1:45 PM change 2008/2009 2008/2009 (Y2mos.) DRAFT ADOPTED Estimated Actual 2009/2010 MARKETYNG AND PROMOTYONAL 63000 Newsletter $ 66,000 110,000 $ 100,000 Editing $ 34,000 $ 43,000 Design $ 9,000 $ 21,000 Printin $ 14,000 $ 30,000 Postage $ 9,000 $ 16,000 63100 Community Events & Promot $ 7,000 $ 10,000 $ 10,000 63105 Downtown Employee Reward s Program $ 2,000 63150 Marketing Promotion $ 185,000 International Marketing $ 15,000 Brand Develo ment Brand ASSesssment $ 40,000 Creative Development $ 60,000 Printed Collateral $ 50,000 Clean & Safe Promotion $ 20,000 63155 Public Relations $ 70,000 General Retainer & Crisis Mana ement $ 60,000 Photo Library - $ 10,000 63200. Holiday $ 130,000 $ 211,000 $ 162,500 Events/Decor $ 70,000 $ 100,000 $ 70,000 Advertising/PR $ 60,000 $ 111,000 $ 65,000 Creative $ 25,000 PAL -Best Gift Ever $ 2,500 63250 Ice Rink $ 250,000 $ 400,000 $ 275,216 Rink Construction & Installat $ 170,000 $ 200,216 Decor, Signage $ 65,000 $ 50,000 Rink Print & Promotion $ 25,000 Security (Ice Rink) $ 15,000 $ 25,000 $ 25,000 63300 Advertisin (including co-ops $ 102,550 ~$ 80,000 $ 125,000 63500 Downtown Internet $ 18,000 $ 10,000 $ 30,000 63700 Backlit Directories $ 35,000 $ 25,000 Design Printin /Installation 63810 Marketing Postage $ 1,500 $ 2,500 63900 Bayside Quarterly $ 35,000 $ 35,000 $ 45,000 TOTAL $ 660,050 $ 1,057,216 change 6/3/09 APPROVED 1:45 PM 2008/2009 2008/2009 (12mos.) DRAFT ADOPTED Estimated Actual 2009/2010 % change. n DFR~TTnNC SL M9TNTFNANCF 64000 Banners $ 250 64100 Li htin $ 15,000 $ 134,400 TOTAL $ 15,250 aMOZACCnnnuc 65000 $ - $ - $ 1,208,000 65100 Contract $ 1,145,200 65200 Data Base Development $ 20,000 65300 Contingency $ 21,400 65400 Misc. $ 21,400 BYD MAYNTENANCE 67000 $ - $ - $ 1,269,000 67100 Power Washing $ 640,000 67200 Parkin Structure Maintenance $ 510,000 67300 Contingency $ 59,500 67400 Misc. $ 59,500 CPFCTAI PRA 7Ff.TS * Tn ha annrrn,arl hV tha Rna rrl nn a rata by rata ha tic 68000 $ - $ - $ 246,000 68100 Downtown Li htin Consultant $ 50,000 68200 Directories/Kiosks $ 50,000 68300 General Maintenance $ 106;000 68400 Contin enc $ 20,000 68500 Misc. $ 20,000 H AM FI FCC n11TRF4fN $ $ 80,000 69000 Program Support $ 70,000 fi9300 Contingency $ 5,000 69200 Misc. $ 5,000 TOTAL $ 2,803,000 nnl D61TN 66000 Security and Maintenance $ 750 $ 750 66100 Contributions $ 5,000 -$ 500 $ 10,000 TOTAL $ 5,750 $ 10,750 TOTAL INCOME $ 1,505,250 $ Y,799,500 $ 5,078,316 TOTAL EXPENDITURES $ 1,567,650 $ 5,078,316 BALANCE BALANCE (1FFTT`F FYDA PICTnN/RFNnVa.TTnN ~~ 70000 $ 150,000 71000 Planning 72000 Build Out 73000 Tech nolo y u dates 74000 Furnishings * 3 months BID enhanced ** taken from RESERVES 0 6/3/09 APPROVED 1:45 PM Exhibit C STANDARDS AND PROVISIONS FOR: Ambassador Guide Program Power Washing and Parking Structure Deep Cleaning Parking Structure Maintenance for Downtown Parking Structures #1 - #6, #9 and #10 STANDARDS AND PROVISIONS for Ambassador Guide Program AMBASSADOR PROGRAM OVERVIEW -The primary role of the Ambassadors is to serve as "good will ambassadors," giving directions, offering security escort service, providing restaurant and retail information, and any other customer oriented support that will make Downtown Santa Monica within the PBAD boundaries more inviting. Ambassadors advise visitors, workers and residents about Santa Monica's amenities, such as attractions, retail, and restaurant venues and parking choices. The Ambassadors are a friendly resource for all Santa Monica users. Ambassadors also work with the Santa Monica Police Department observing criminal behavior; illegal vending, graffiti, and illegal use of public property, including code violations, and will be trained in understanding municipal codes that govern activity and use of public space. Ambassadors will report maintenance issues in downtown including burned-out streetlights, damaged news racks, and potholes in sidewalks. If the issue is minor, Ambassadors will immediately address it, like picking up trash on the sidewalk and placing it in a receptacle and removing a flyer or sticker taped to a light pole. Ambassadors will also serve as restroom monitors in the Premier Restrooms located in Parking Structure #4. The Ambassador Program will also work in concert with local social service providers, offering service referrals when appropriate. Ambassadors will be deployed throughout downtown, with a frequency that corresponds to the three zones of service in Santa Monica. Ambassadors will be on foot, bicycle, and on Segway, where allowed, and wear distinctive and colorful clothing that maximizes their visibility as well as complements overall downtown marketing efforts. AREA OF SERVICE -The Contractor will provide the BDC with an Ambassador Program that works within the boundaries of the PBAD. The PBAD is divided into three zones. Zone 1 receives 100 percent coverage, Zone 2, 50 percent coverage, and Zone 3, 25 percent coverage. It is crucial for the success of the Ambassador Program that z this coverage be documented and proven. Ambassadors will cover designated areas on a specific schedule, determined in advance by the BDC and the Contractor. AMBASSADOR PROGRAM DESCRIPTION The Ambassadors will circulate throughout public areas of the District on a daily schedule to provide the public with information and other assistance. The Ambassadors will be trained and knowledgeable about points of interest in Downtown, special events, and services located in and surrounding the District. The Ambassadors will, as part of their daily routine, visit Downtown businesses to address any needs and concerns. • The Ambassadors will also report maintenance issues, pick up loose trash that can be placed in a trash can, and- remove graffiti; stickers, and handbills that, due to their specific nature, can be addressed immediately. The Ambassadors will be trained in customer service and .public relations in a manner that promotes the image of the District and the City of Santa Monica. a The Ambassador Program should incorporate all "best practices" to both communicate with appropriate agencies and document maintenance issues and all interactions with the public. The Ambassadors will serve as a presence to enhance the perception of safety in the District and provide an additional information resource to law enforcement. Ambassadors will not be or function as deputized law enforcement officers, nor will they carry weapons or any kind. All training with law enforcement will occur through the BDC. ® The Ambassadors will be outfitted with uniforms selected by the BDC. a Per a study commissioned by Bayside consultant Progressive Urban Management Associates (PUMA), it has been recommended that Bayside fulfill its goals-through the following proposed deployments (subject to modification): 1.960 hours per week (approximately 24 F.T.E.) 2. 7-days per week of coverage from 10 a.m. to 12:30 p.m. 3. 112 hours/week of coverage monitoring the Premier Restroom location in Parking Structure #4 4. Deployment on foot, ;and Segway 3 CONTRACTOR'S RESPONSIBILITIES • Staff, supervise, train, and administer the Ambassador Program for the BDC. • Uphold rigorous hiring standards that include background checks and drug testing. • Execute above Program Description. • Carry out a schedule that can fluctuate daily, seasonally, and as specified by BDC, to accommodate special events or other conditions. • Develop and provide a training program for the Ambassador Program that includes both classroom and in-field training. • Provide and maintain uniforms to the ambassadors from the source agreed to by the BDC. All Ambassadors will be distinctly identified (uniformed) as working on behalf of BDC. • Provide appropriate communication devices and all related equipment to Ambassadors. • Provide services in a professional manner, to the satisfaction of BDC. • Document all Ambassador reporting and interactions using information from the BDC database. • Report observed maintenance needs in the public realm to BDC. • Interact with the appropriate City of Santa Monica staff in reporting maintenance issues. B®C RESPONSIBILITIES • Oversee Contractor services and contract administration. • Administer District. • Provide Operations Center and storage area. • Provide assistance and direction to Contractor in the training of the ambassadors. • Coordinate with the City of Santa Monica and other entities. 4 PERSONNEL -All personnel used by the Contractor under this program will be employees of the Contractor. Contractor shall pay all salaries, insurance and expenses, all federal social security taxes, federal and state unemployment taxes, and all other taxes relating to the employees. Contractor must comply with legal requirements including the Federal Fair Labor Standards Act, Equal Opportunity Employment, Americans with Disabilities Act, and the City of Santa Monica Living Wage. The BDC has the right to reject any of Contractor's employees or request immediate replacement without cause. The Contractor, the Contractor's employees, and its subcontractors, shall be competent and careful workers skilled in their respective trades, and comply with the Santa Monica Living Wage. Subcontractors shall be subject to prior approval by BDC. The Contractor shall not knowingly employ nor contract with any .person who engages in misconduct or is incompetent or negligent in due and proper performance of his or her duties and the Contractor must warrant the fitness of all employees. All Ambassadors must pass a thorough background check and pass a 10-panel drug test to be administered by the Contractor. The BDC shall have the right to require the Contractor to remove any employee who displays misconduct toward the public or public property, or is in any way discourteous or inappropriate to the public. The BDC shall also have the right to review employment files for all Contractor employees working in the District. TRAINING -Training will be important to the success of the Ambassador Program. Training will include extensive initial training as well as ongoing training programs to refresh basic knowledge. Initial training will consist of class room and field instruction prior to ambassadors working in assigned zones. Contractor shall provide for initial training and appropriate in-service training. Contractor shall submit a detailed training plan/program and schedule. The BDC will coordinate with the all City of Santa Monica departments involved in Ambassador training. Detailed training practices and manual: must be made available to the BDC prior to training. Training provided by the Contractor at Contractor's expense shall include, but may not be limited to: Philosophy and mission of BDC and the Ambassador Program Policies regarding personal conduct, attitude, etiquette Public relations and customer service Employee Code of ConductlRules and Regulations • Scheduling, assignments, procedures Uniform maintenance, appearance • Equipment use and maintenance • Radio/Communications device use and etiquette • Daily procedures • Special Events procedures • Data collection, report writing, emergency reporting procedures • Program activity reporting; • Personal safety policies and procedures; emergency procedures • Legal responsibilities • Street Smarts; awareness; dealing with conflict; cultural diversity • Chain of command • CPR/First Aid • Classroom and field training: downtown geography, points of interest, businesses, and services • Bicycle and/or- Segway safety, as applicable • History and organization of the City of Santa Monica • Downtown attractions • Dealing with emotional behavior, mentally ill, homeless, aggressive behavior, etc. • Community sensitivity/cultural diversity • Dealing with youthlgangs IiOIlRS OP OPERATION -The Contractor will provide ambassadors from generally 10 a.m. until 12:30 a.m. every day of the week. Final schedules and staffing will be determined by the BDC and the Contractor, and may be modified based on seasonal demand or special events. A schedule of holidays observed will be agreed upon in advance, and employees whose regular work schedule includes an observed holiday will be compensated with holiday pay. 6 Any schedules or services to be performed outside of the normal scope of the program .must be approved in advance by the BDC. In those cases, Contractor and the BDC will agree on a fee or hourly rate for providing services for special situations or events not included in the regular weekly schedule. Ambassadors shall not perform services for private individuals, other organizations, or special events without the prior approval of the BDC within District boundaries. E(~UIPMENT Communication Devices -Each ambassador will be equipped with a communications device(s) that allows them to communicate with their supervisors and other Ambassadors. Ambassadors may also be required to access information from a handheld PDA Ambassadors may be required to report maintenance incidents that require immediate attention via an ^'^'~,selectr'onic or manual system The Contractor will purchase communication equipment for use by the Ambassadors. Contractor shall provide regular maintenance for the communications equipment. Contractor shall be responsible for damage to communications equipment above normal wear and tear and shall replace, at Contractor's expense, any equipment lost, stolen or destroyed. All communications devices shall be maintained in good working order throughout the Contract period. Problems with function of or damage to communication equipment must be reported to the BDC immediately. Other Equipment -Other equipment necessary to perform the above-described scope of services shall be provided by the Contractor. BDC will have to approve any and all equipment proposed for use by the Contractor. The BDC shall have the option to display the BDC logo on all equipment used by the Contractor to provide these services. All equipment purchased with funds under this contract shall belong to the BDC and shall at the BDC's option revert to the BDC at the termination of this contract. UNIFORMS -All Ambassadors and their equipment will be distinctly identified (uniformed) as working on behalf of the BDC. Contractor will provide approved uniforms and manage staff to be presentable at all times. OPERATI®NS CENTER -The BDC will provide an Operations Center located in Parking Structure #3 for use as a base of operations for the Ambassadors. The Contractor must conduct space planning for this space to maximize its use and allow for the coexistence with the City of Santa Monica Farmer's Market. The Contractor must also furnish the space for their own use with whatever items are necessary (such as desks, chairs, tables, telephones, etc). The Contractor will be responsible for overall maintenance of the Center and its furnishings, which are to be used by their personnel. Any damage to the facility, other than normal wear and tear, shall be repaired by the Contractor at the Contractor's expense. The Center and its contents shall be maintained in a clean and acceptable condition at all times. INSURANCE REQUIREMENTS -Contractor shall procure and maintain at Contractor's own cost and expense for the duration of the Contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work or services hereunder by the Contractor, his agents, representatives, employees, or subcontractors. The cost of such insurance shall be included in Contractor's bid. The Bayside District Corporation and the City of Santa Monica shall be named as additional insured under such insurance policies and Contractor shall provide the BDC with Certificates of Insurance evidencing such insurance and proof of payment of insurance premiums. Contractor must notify the BDC within 24 hours of any cancellations of such insurance policies. s STANDARDS AND PROVISIONS for Power Washing and Parking Structure Deep Cleaning SPECIFICATIONS -All materials supplied shall be guaranteed as specified. All work shall be completed according to standard practices. To ensure environmental "Zero Discharge" compliance, all wastewater must be reclaimed. Discharging untreated wash water is a misdemeanor offense. DESCRIPTION -Work shall consist of labor and materials to power wash sidewalks and Downtown Parking Structures in Santa Monica as well as provide routine deep cleaning in the structures. Power washing should remove beverage stains, gum, fluids, and other stains in general, and disposal of any waste water and litter resulting from the cleaning process. Deep cleaning is defined as scrubbing/sweeping and degreasing of the parking structure vehicle lanes and stalls. This work must remove stains, fluids, oil build up, and disposal of any waste water. Vendors must give unit cost estimates for all parking structure deep cleaning and power washing in the two zones located in Downtown Santa Monica as well as the Downtown Parking Structures (PS#1 - 6) and Structures #9 and #10. The Bayside District Corporation has stated an initial frequency of the work (see Scope of Services) but reserves the right to adjust this schedule. USE OF CI•iEMICALS - Provide a list of all chemicals and cleaning agents you plan on using for maintenance as well as a detailed description of your deep cleaning methods, pressure washing system and their respective processes. The list of chemicals and cleaning agents must be approved by the City of Santa Monica Office of Sustainability and Environment. TIME LIMIT -All work must be done between the hours of 11:00 p.m. and 7:00 a.m., Sunday through Thursday. Contractor is responsible for acquiring all necessary City of Santa Monica After-Hours Work permits. No work will be permitted between the hours of 7:00 am and 11:00 pm, or Friday evenings, or at any time on Saturdays. BUSINESS LICENSE & INSURANCE REQUIREMENTS -Contractor will be required to have a Santa Monica Business License, and to provide and maintain proof of insurance. All insurance documents submitted must list the City of Santa Monica and The Bayside District Corporation as "additional insured." 9 SCOPE OF SERVICES BY LOCATION: Zone 1: Third Street Promenade (see map) Power washes the street and sidewalks, from Western property line to Eastern property line. Also, power wash dinosaur fountains concrete, including inside the fountain pools (Bayside District Corp will ensure these fountains are drained prior to power washing). 100% gum and stain removal is mandatory. This work must be completed once per month per a schedule set by the Bayside District Corp. Zone 1 Alleys: 2nd and 3rd Ct. Alleys (see map) Power wash alley from property line to property line. 100% gum and stain removal is mandatory. This work must be completed once every two months per a schedule set by the Bayside District Corp. Zone 2: Second and. Fourth Streets, Ocean Avenue, and all intersection side streets within the boundary (see map) Power wash sidewalks from curb to property line. 100% gum and stain removal is mandatory. This work must be completed once every two months per a schedule set by the Bayside District Corp. Zone 2 Alleys: 1st Ct and 4th Ct. Alleys within the boundary (see map) Power wash alley from property line to property line. 100% gum and stain removal is mandatory. This work must be completed once every two months per a schedule set by the Bayside District Corp. Parking Structures #1 - #6, #9 and #10, located on Second and Fourth Streets, between Wilshire and Broadway in Downtown Santa Monica anon Wilshire Blvd (see map), respectively Power wash surface areas in Downtown parking structures. This includes all vehicle lanes, parking spaces, stairwells, and landing areas. This does not include the lobby and restroom areas. 100% gum and. stain removal is mandatory. This work must be completed once per year per a schedule set by the Bayside District Corp. Deep Cleaning Parking Structures #1 - #6, #9 and #10, located on Second and Fourth Streets, between Wilshire and Broadway in Downtown Santa Monica and on Wilshire Blvd (see map), respectively Provide regular scrubbing/sweeping and degreasing services in vehicle lanes and stalls: 100% oil, soot, and dust is mandatory. This work must be completed in every parking structure once every eight weeks. io STANDARDS AND PROVISIONS for Parking Structure Maintenance Downtown Parking Structures #1 - #6, #9 And #10 DESCRIPTION -The Bayside District Corporation is anon-profit, special assessment district located in downtown Santa Monica. The Bayside District Corporation's purpose is to provide enhanced maintenance, ambassadors, marketing, and special project completion, above and beyond those provided by the City of Santa Monica. Property owners within the Bayside District Property-Based Assessment District boundaries pay a special assessment designed to fund these programs, which focus on improving the physical and economic environment and creating a safe and inviting atmosphere for downtown. One of the most important elements needed to achieve this goal, and one that needs special attention, is providing improved maintenance in Downtown. The parking structures are often the first place visitors, residents, property owners, and business owners experience when they visit Downtown. It is imperative that these structures provide a positive"first impression" on our visitors, and a clean, safe and inviting experience for return users. SERVICES TO BE PROVIDED - To create a cleah parking environment for our customers the work shall consist of the following duties: • Pan and Broom: Walk structures removing loose trash and debris - 3x per day. • Mobile Vacuuming: Run equipment through each structure to collect loose trash and debris -Daily. • Empty structure trash and replace bags on trash cans located on every level -3x per day. • Clean and deodorize trash can liners -Weekly. • Spray and wipe down all signage in structures -Daily. • Spray and wipe down all handrails in the stairwells of structures -Daily. • Spray and wipe down all trash can surfaces -Daily. • Mop all stairwells, restroom and lobby areas, and landings of structures -Daily. • Spray and wipe down all walls in restroom and lobby areas, stairwells, and stairwell landings of structures -Daily. 11 Remove graffiti, flyers, and handbills from structures -Continuously. a Clean and maintain all parking structure restrooms (includes restocking of hand towels and other sanitary supplies) - 3x day. a Clean and maintain all elevator interiors - 3x day. Report non-functioning lights (in structure and in structure elevators) -Daily. a In addition to these regular tasks, emergency maintenance such as spill clean ups will be required and must be attended to immediately. Frequencies are subject to change pending finalization of a comprehensive maintenance strategy prepared by the BDC and City of Santa Monica Community Maintenance Department REPORTING AND MEETINGS -The Contractor will maintain a weekly collection/cleaning report. This report will be distributed to the BDC each week to ensure compliance. In addition, bi-weekly walkthroughs with the BDC and the City of Santa Monica and monthly meetings to be held at either the BDC or City of Santa Monica offices are mandatory. MANAGEMENT, SUPERVISION AND TRAINING m Contractor shall assign one responsible management level person to meet with the BDC Operations Manager on an as-needed basis. Such management level person will be available to attend BDC Board meetings upon request. All shifts must be supervised e Contractor is responsible for all training required to ensure that employees clearly understand their duties and responsibilities. Such training shall include pre-assignment. training and remedial training, as necessary. Contractor understands that the BDG will have the right to request that any employee receive remedial training or be removed from the project upon request. EQUIPMENT AND UNIFORMS • Contractor shall provide their personnel with uniforms that feature the BDC logo. Uniforms must be replaced as they are worn out. 12 a Personnel shall be equipped with all necessary equipment in order to perform the essential services and functions. Contractor shall provide BDC and City of Santa Monica information on the type of equipment proposed for use. The City of Santa Monica will provide all necessary trash bags, cleaning solutions, toilet paper, and hand towels for Contractor to maintain structures. • Contractor shall provide the BDC with inventory control documentation on these items. INSUI2,4NCE -Contractor will be required to have a Santa Monica Business License, and to provide and maintain proof of insurance. All insurance documents submitted must list the City of Santa Monica and The Bayside District Corporation as "additional insured." 13 ATTACHMENTD - ~~E~Ef~A I~f~Ni s 9~ripS ~avy~ide ®istrict Coop®rati®n Downt~aurn ~arrta Nia~ica ~ Third street ;~r-rsmenac!e ~ronual deport i=i~cai Year ti00SIif~ ®ur NiinaiorH On behalf of the City of Santa Monica, to promote economic stability, growth and community life uvifhin the Bayside Dfsfrict through responsible planning, development, management and coordination of programs, projects and services. designed to benefit the community as a whole; which includes the Districts husinesses, propery owners, visitors and residents. overview This year has been a noteworthy year. Downtown~Sanfa Monica continues to evolve and flourish despite a rough economy. It is clear that ow- brand equity has not faltered but is developing and maturing, which can directly attribute towards the survival of most of o~n` businesses. Nlany of the businesses in the area have experionced a sharp downturn in their sales and much of the programming Bayside District Corporation has established-this year is designed to ensure long-teen, economic stability for om-community, The most significant accomplishment this year was the successful- conclusion of the property based assessment district for Downtown Santa Monica. With the assistance of °rogressive Urban nitanagemenf Associates, this new assessment district secures additional funding from property owners for the upkeep of Downtown for the next 20 years. This reinvestment from the property owners enat~les 3ayside to work in fine with the City of Santa Ulonica to maximize resources to the downtowh area. Bayside will focus on reinforcing a clean, friendly and attractive Downtown tfiat include services and improvements that will stabilize and improve the do+nmtown area for workers, visitors and residen#s alike. ~Aaintenance Teams contracted with Bayside vuill worlt in cone~rt ~,vith city crews to sweep, scrub and power wash sidewalks, remove lifter and graffiti, increase the frequency of trash remove! and maintenance of .public spaces within Downtown. Our Ambassador Program employs a team of trained people who provide information on Downtown ac5vifres and establishments, provide a Dovvnfown "neighborhood watch" to improve public safety, enhance the visitor experience and work productively to reduce street populations in cooperation with the Santa Monica Police Department. We will embark on a brand redevelopment initiative for Downtown Santa Monica and Third Street Promenade, which includes market research study, proactive and strategic public relations efforts and brand repositioning. A nevv City ordinance implemented this year that has had a significant impact on the Downtown area. The new ordinance prohibits benchc-s and chairs along the Third Street Promenade and on a section of two intersecting streets in downtown Santa Monica as places for soliciting donations. Other areas o'r focus include the evaluator of the Dovntown pa~i<ing by Walker Parking Consultants, continued pursuit of theatre development, -the Expo Line and other transpo~iaton support for all of Downtown. Marketing efforts continued to result in strong partnerships with both community and corporate entities. -Our new 6ay![~tsider directory guide was launched, and eYorts were made to reach our tourist market through hotel in-room advertising, tour operator reception and joining Shop Ameriea Alliance. Marketing partnerships with Macerich/Santa 1Ulonica Place, ine Cify of Santa Monica, 'the Big 61ue Bus, Convention & Visitors Bureau, Chamber of Commerce and others strengthened our outreach capacity. ,4nother major accomplishment this fiscal year was the implementation of the plan for centralized restrooms. Temporary monitored facilities have been operating all year with great success and the first new restroom in PS4 will open this month with the monitors in place. The Santa Monica Conservancy continues as our partner in promoting the his#ory of Downtown through walking tours and education. ICE at Santa Monica returned for a second year and attendance to the 'outdoor ice skating rink vvas ove~tivhelming..4n estimated T50,000 people visited our rink and nearly 70,000 paid to skate, establishing it as a welcome Santa P~lonica holiday tradition. The Downtown continues to grow as a popular site. for special events, product samplings and film€ng. Seyond the recognition that-the Dovvntotnrn secures in these efforts and the enhanced. experience this provides patrons to the area, the growing revenues offset the cost of marketing and promotions. Significant work is underway for the Down#own parking structures. Facade improvements and painting have been completed and the major renovations to parking structures 'I, 3, and 6 are soon fo commence. Our Venue Management and Special Events program has continued in collaboration withif~e Santa Monica Police Department and has implemented improved methods of communicating and collaboratively tackling issues that affect Downtown, Bayside manages hundreds of calls each week directing the public to Downtown businesses, addressing merchant and property o!,vnzr issues and public safely concerns. NiAF~t(ETI6I~HIGHL[GHI~ Despite a tumultuous economic year; Bayside District Corporation's (BDC) Marketing Depa€'~rnent had an overall productive year. The primary r`ocus for the year was providing accurate, timely infomation to the general public, residents and visitors. This vaas accomplished through establishing aretainer-with a public relations agency, the production of the BaylNsider, the new directory guide forpowntovan Santa Monica, participation uvith City 6xploror TV, a segment airing on regional hotel 'television information channols, as well as updating the website, backlit directories, and distributing the widely read 6ayside Beat NeUrsleffer. In additia2, a great deal of time vvas spent in the planning piocess of special events, samplings and issuance of film certificates. Customer. service remained an important function o€ the department and hundreds of inquiries from merchants, residents, event planners and the visitors to the area were processed by bosh phone and e-mail. ~E:9CF2AMSAN©t~ACSINE~~HI'S BDC Marketing created and implemented a Buy Locat avdaremess campaign to encourage residents fo thinlt about Santa Monica businesses fiirst. I he eight-week campaign consisted of a new Buy Local udebpage, full-page ads in fhe Santa Monica Daily Pi'ess, eight segments on City TV and: Chemed press releases. The campaign has gained traction and the Cify of Santa Monica has implemented the program citywide. The enhanced program includes a steering committee comprised of leaders 5'om each of the shopping districts, PRC, CUB, Chamber, Macericfi, City economic Development Department, City Managers office and City Office 4f Susfainability. The hope is to sustain the buy Local cai>lpaign for years to carve. BDG focused. on conducting proactive outreach to the tourism market. Bayside joined fhe Shop America Alliance, orlon-profit organization that helps promote domestic shopping destinations to the wholesale market. As a mernbh- of Shop America, BDC will sell shopping packages online (shopamericatours.com). Staff also partnered with I-rotor Carmel io produce a wholesale operator reception prior to Po~r~ VVow, tRe largest international wholesale operator tradeshow in the US in April, in lieu o€ attending fhe shov~i. the objective of the reception was fo invite wholesale tour operators to experionce Dovntown Santa Monica, nurture existing relationships, build new relationships and provide product information to the tour operators from businesses that are interested in working this markefi segment. American Film Market (APM) hit Santa Monica Novembe€ G-13, 2DD8. Over 7,500 delegates from all ovor the world helped boost the local economy during Phis shoulder season and the impact of their presence was fell all throughout Downtown and Third Street. Bayside partnered with the CVB to place welcome harmers on the light poles along the Prornenade to welcome this group to the area. AFM has resigned (heir city- uvide contract fh'another four years through November 2012. @11/iPi T ~[2E~IT Bayside stmt secured Winterlit activities for the holiday season including visits from the Tide Pool Cnliser, a Drum Circle for Ic'ds, costumed character give-aways and a Menorah Lighting Ceremony. VVe also hosted carolers, Snow Frill and a complimh~tary gi~~ avrap station. We received coverage from local news, keeping Downto~~m bustling this holiday season. 1CE at Santa Monica opened its gates on November 7, 20Df3 and stayed open every day for eleven weeks until January 19, ?009, The Community Opening-event was on [ hursday November 33th of 6prn and ~nras a great success. Key leach's representing all cornh•s or` the community. ~nrere present including city coupcii membh's, City sta#f, Police, Fire, Chamber of Commerce, CVB, Jaycees and mare. The PAL Rids ~,vere the guests of honor anrJ the evh~iny kicked off the Best Gift Ever Campaign. Olympic skater Randy Gardner fiilled the role as emcee r`or the evening and introduced Mayor Herb Katz, Kathleen Rawson, Cheryl Garner (Starbucks) and Captain Wendell Shirley (SMPD). There eras a puck shoot-out baivveen Deputy Chief Phil Sanchez and NHL hockey legend Luc Robitaille and a synchronized skating team California Gold rounded ocit the evening perorrnance: Nearly 300 people showed up for the free skate, complimentary Starbucks beverages, movie ptojecfion and taco painting. Attendance of the rink was phenomenal bringing in nearly 70,000 paid skaters and over $135,000 in sponsorship dollars. Starbucks renewed their sponsorship. and used the ice rink as a pla~~orm to make announcements about their holiday programs. Starbucks agreed to give a complimentary, tall hot beverage to anyone that brings their ICE wristband into any Starbucks location, which increased tho value of each vnn~istband by $3.50. They committed X125,000 in sponsorship cash as well as nearly the equivalent in programming around the rink/holiday season in Doa+miown Santa Monica. ICE vdas (heir only west coast sponsorship this vvinier season. Wayside worked with Macerich to promote the "Hest Gift Ever" Campaign foe PAL. The programtnc[uded cDlieciion of unwrapped gifts for PAL children, a community wrap party on Tuesday 12116 (to wrap all the gifts] and a Winteriit Celebration party ar_ PAL on Saturday 12/20 wren the gifts were distributed to the children. Stan` secured three playhouses from I-IomeAid to enhance the decor and experience at the ice rink location. For ~2, patrons to fho rink entered into a raffle to win one of the houses. #1`~9EI§SI7E,NEUVSL~irERAN6AIDVF=RTISW~' On the 4Vebsite front, Bayside focused on' updating content and adding sections to i<eap the public informed on vahat is going on in the downtown area. In addition, vye disseminated a Website RFCl and cultivated a list of pre-qualifier! Web development agencies. I he next steps 'ror staff will ba fo develop a RFP for a new Bayside arebsite. Bayside Beat Newstefter entered ifs ninth year of publication. This year, Marketing enhanced the look. and feel of the piece and expanded it to a Twelve-page, tour-color newsletter. Monthly circulation of the Beat has grown to 2,500 pieces, which includes distribution to all Do+.~mtown residents, businesses, civic leaders and other members of the business community. Local print ads highlighting events were placed in Santa Monica Daily Press, Pliirror, Argonaelt and surfsantamonica,com. Branding ads were also placed in tourist driven!~tlhere Niagazine and Sanfa Monica CVB Official Visitors Guide and the LA, tnc. Visitors Guido program to reach the greater LA consumer. Bayside also sponsored a dining ad in Gourmet Magazine-which enabled seven local partners to be featured in a full-page ad in the November 2008 issue. ~~l~SATERAL AND SIGINAGE Twelve outdoor backlit directories on Third Street Prorn~nade and seven bacldit directories in the public parking garages vfere updated, reprinted and installed, Bayside found a nevv publisher for the Dovvntovvn dil~ctory guide. Striker Media Group, the agency that produces the Visitors Guide and map for the SMCVB produced the nevv and improved Bayside Directoy Guide, the BaylNsider. I he new magazine is a fear-color book with a larger format {8"x9") and a soli fold to a 9"x~" that is conducive to traditional brochure rack distribution. Improtrements to the guide also included overall design, content and distribution. T he first magazine Paunched January 2009. I he Malikeiing Department workec! with the Operations Depaitmeni to create tho initial collateral material -for the Ambassador Program. The matorials included a walking map, general brochure of the program as well as °We Were Nere" sticky notes-that advise businesses vvhen maintenance issues have .been addressed on or near their= property. Ptzol~no7iaNS Ao-ao ~vEN T s Ntarketing field,,d an average of thiriy plus calls per week from community groups, non-profits, corporations, marketing and public relations agencies ~,vishing to hold a special event or product promotion on Third . Street Promenade. I here oven an average of eight events or product sampling per month and over 50 in the year. These events and promotions bolstered much needed revenue for DDC bringing in over $16D,DUD. fiiglilights ]ncludod cultural events such as the Arts Festival and Sri Lanlta Day Expa, as well as creative events such as the MAC Gosmefics Style IiVardor Even# and the i~leufregena concert featuring Vanessa I-ludgens, of High Schoot PAusical fame: tN THE ~P67r~tGFf l There vaere almost 140 still photo shoots and fiimings in Downtown Santa A4onica this year. Ttlis area continues to i~main a favorite locale for television series, catalog photo shoots and other types of commercial filming. Highlights included interior shots for Dedtime Story of Ye Ofd icings Head, segments of Private Practice and Curb Your Enthusiasm. Commercial. shoots included KIA, Pizza I-luf, and E! Entertainment. Aspiring directors and producers firorn USC, UCLA, and Loyola Marymount often used the Promenade as the' backdrop r'or Their first fitm. - - NIERCHANTAN©~9P1dYtUNISY~a~kAS'IDN"~ - SDC Marlwting continued to cultivate communibf relationships this year via attendance to Santa PNonica Chamber of Commerce functions and mixers, Santa Monica Convention and Visitors bureau's branding initial€ves and "best at beach" priorities. ~s usual, there o+~as regular presence of the monihEy public information team (PIT Crean) meeting hosted by the Ciiy of Santa iJlonica. Staff conducted. regular business management meetings each quarter %o review various relevant topics including- Dayside District marketing efforts, an update from Santa Ntanica .Place regarding the mall development, an announcement from the Gity iVlanager's Office regarding the launch of the smoiking educational campaign and a Q&A session wiih the Santa PAonica Police Department. Those in attendance. included business o~naners, managers and key personnel representing Downtown businesses, ~I'LRA71bPt5 HI~Hr.I~N`r5 - - The challenges of maintaining a popular aril heavily trafficked district like Bayside are numerous. Downtown is aging, and as This oc~uis, more and more issues come fo tho forefront that must be addressed. In order to extend the life of the District, and fa keep Downtown viable, fhe P,DC Operations Department must be proactive to offset fhe efi`ects of time and use. Ta facilitate this, six years ago the Bayside created a cyclical maintenance program designed to automate our approach fa general maintenance issues. I his plan, which includes routine maintenance such as sidewalk and street pressure-washing, window washing, and Promenade fountain maintenance, allovds us to consistently project our annual maintenance costs and determ[ne our eemaining budget for o'~her special projects that enhance flee entire ambiance of fhe District and keep us as neua and fresh as possible. These special projects are prioritized and executed throughout the year. The following special projects were completed Phis year: ® Installation, managemenfi, and strike of Winterlit 2008 hcliday decor Insfialla#ion, management, and strike of Ice at Santa Monica Installation of new electrical service fo power Ice at Santa k~onica ° Installation of new LED free lighting on the Promenade ° Removal of 40 damaged news racks ° Repair of Promenade pavers ° Replanting of new+ landscaping in and. around Promenade Courts (sod and planter plants} The Bayside District Corporation works with City depaiiments (electrical, plumbing, general construction, and landscaping} in order to guide the City in ifs general maintenance of the District. 6~ 2008/20Dg there were hundreds of .Work Requests generated to maintain public space and property, many of these requests .were for graffiti removal. In addition fo fhe above Work Request, Bayside has wor4<ed in conjunction with the City fo comptefe the following specia! projects: Approval of outdoor dining for Bayside District restaurants ° Tree trimming of Promenade and 2°s and atu Streets ° Downtown Parking Structure fagade improvements ° Second and f=ourth Streetscape improvements ° Parking Structure #~ upgraded. resfrooms and bin room ° ~/lanagement of the Promenade cart program Bayside District Corporation also works w€th the Ciiy of Santa 14~onica on "Requests for Proposals" (RFP's} and other projects 'that affect the Douvnfovdn area. Through P.(=Ps, we have selected the businesses Willie and Gloria's Nair Salon, VVestem Union, GaITo's Shoe Repair, and Peter the Barber fio remain in the parking structure retail spaces. We also assisted fhe City in selecting cart vendors far the Santa MMonica Pier. Outstanding Capital Improvement Projects remain that must ga to bid, such as the demolition of 1324 Fifth St. and new way finding signago in Downtown. The Bayside District Corporation wit! continue to work ~rvith the Gity to see these projects to conciusion. ~3ayside also works with the Cify io facilitate outdoor dining in Downtown. I his year we have asssted Anisette iii seruring oufdoor dining, In 200812009, fhe Operations Department also began and completed ffie process of selecting vendors for the Enhanced Maintenance Program and fhe Ambassador Program. This selection involved considerable research and the drafting of RFPs to manage the selection process. LDC has selected the vendor Block by Block to manago fhe ,4mbassatlor Program. 3[ock by Blod< wil! also manage fhe daily parking sfiucture maintenance component of #ne Enhanced IMainfenance Program while H2O Po~,ver Wash LAC Steam ~n~ill manage the pressure-washing component. The Ambassador Program launched June 'I, 2009 and fhe . maintenance work begins o~ early Jrrly. l o ensure fhe success of the Third Street Pramonade and Downtown Santa Monica, the Qperafions Department must continue to anticipate challenges and work to find solutions. In 2008/2009, we were able to keep potential issues in check, while in 2 00 9120 1 0, we anticipate moving ahead of the curve, as ourneov funding ~n~ill help us remain a premier destination far Santa Monicans, Californians, and Tourists. i/rnrvur; 6V7arvaanrn~tvr This proved to be a challenging aril revvarding year for the Venue Manager at Qayside District Corporaticn. At the top of the list was the managarnent of the most dynamic, and busiest, street performer program in the country. Musicians, artists, dancers and jugglers, perormers from around the +rJOrld flocked to the Third Street Promenade to participate. As par of the ongoing effort to involve the performer community, we continued regular email blasts from Wayside to inform groups and individuals of events and issues That affect performing times and spaces. Feedback from performers helped-drive discussions rolaietl to all aspects of the program from rules and regulations to streef etiquette and culture. , Venue rnanagemenf has played a cdticai, active role in the execution of corporate product rolleuts, charitable events, film and television produc5ons and product sampling, The Venue Manager contimies fo protect the interests of the stakeholders in the District by monitoring and reporting on non~permifted uses of the Promenade. lionsisfient communication. with the police and Community Service Officers provided the Venue Manager with valuable.tools to ensure prompt and effective response to problems occurring on the street. This year, i3ayside attended monthly meetings uvith the Santa Monica Police at the Dovvnfovvn Police Substation to review the past month's activities old plan and strategize for the upcoming month. Moniforirig and controlling excess noise continues to tie the largest problem facing the Venue Manager in dealing with streef performances. The increase in support and collaboration from the offcers has been amuch- appreciated addition to the team. A flexible work schedule continues to be e receive This past year in countering the tendency of some permit holders to avoid supervision by performing on fhe Venue Manager's o~-days. I his policy continues into the new fiscal year. Currently 4Q hours are covered in 8 to 12 hour shifts, four days a week. f301°HIPJ ~FL~1I~E ~P{QP{2F1PJI - € he Marion Dorn fVlemorial $ 5,000 grant was peesented to the Wes#side Food Bank at the Wesfside Shelter and Hunger Coalition breaf<fasf in October.. This is the ninth year that a grant uvas awarded on behatf.of Nlarianne Dorn. The Marion Dorn I rust made a significant contribution to the Dolpliin Change Program in 1998. An additional $5,000 grant was presented to Chrysalis to enable them to providejob readiness, training and retention programs to hundreds of homeless and economically disadvantaged individuals each year. I he dolphin banks were vandalized this year. Only $500 has been collected This Fscal year. Once there is closure to this issue wo uvill resume our regular collection schedule. Cusrornaa ~navrca ~ALLs We field calls regarding maintenance and opbrations, filming, marketing. and events; we help managers, owners and customers solve and resolve issues that come up daily in the District. PJfany inquiries to the office are for store phone numbers, hours, and addresses, and directions fra~n every par~f of I .A. In addition, we field numerous calls about how to obtain a vending cart, open a store,. locate a sireef performer for a patty and 'now fo become a street performer. Our Weh site, ww~ni.dovvntownsm.c©m, is a valued eesource for visitors. to plan their trips and Their time and for residents to find out e~rhat's happening at the' bookstores,.fheaters and dubs. NJe fill over 100 requests per month generated on the site far "The Downtown Guitle to Santa P/lonica c~ Third Street Promenade:' The Web sito is also an important first stop for the filming and enfaetainmcnf industry and speciatevent companies to download requirements and forms. 9 ~~AR®®~ ~i~~ei~~~ JwB~J ~9®g ~ daPilRar*,r ~g~g ®avid Martin, Chair Rab Rader, Secretary/Treasurer Patricia Hoffman, Vice Chair Jennifer Hranilovich, Vice Chair Bill Tucker, Vice Chair Barbara Bryan Michael. Guerin Brian S.trasburger Johannes Van Tilburg Ke11ey Nlallace John UVadel ~oA~~ ®i= ~iR~~T~~s ~~~r~,~r•~ ~e~~ a Jane ~ao~ Bill Tucker, Chair Rob Rader, Secretan(~reasurer Pafricia Hoffman, Vice Chair Johamres Van Tilburg, Vice Chair Kelley ~Alallace, Vice Ghair . John VVariel, Vice Ghair . Randy Brant Barbara Bryan ladd Flora Allan Golad Elaine Polachek Carleen Robison Barbara lenzer ~~A~~ Kathleen Rawson, Executive Director Debbie Lee, Director of Marketirig & Communications Andrew Thomas, Operations Manager Stephen Bradford, Venue Manager MacKenzie Carter, Pflar6tefing 8~ Special Events Manager Linn (Vile, Executive Assistant f<athrin Larson, Administrative Assisfant . to Exhibit E. Parking Structure #1-6 Maintenance Comparison Table The table below compares the maintenance and frequency of services in Parking Structures 1-6 currently provided by the City with maintenance service to be provided by Bayside District Corporation (BDC). Service Current Level Provided By City To Be Provided by BDC Mobile Vacuum: The City currently runs a mobile BDC will replicate this service using pan & vacuum 5 days per week. broom and smaller equipment. Service will occur 7 days per week. Sweeper Scrubber and The City currently completes the BCD will replicate this services using Pressure Washer: detailing of the structures using a pressure washing every 10 weeks (BDC combination of sweeper/scrubber was able to bring this frequency down and pressure washing equipment in from eight because BDC will also provide each structure, every eight weeks. top-to-bottom parking structure pressure washing annually that will provide additional coverage). BDC is also proposing daily hot-spot checks that will result in pressure washing of areas of need within a 24-hour period. Policing: The City currently polices the BDC will replicate this service. Service will structures twice daily, 7 days per occur 4 times daily. week. Trash Containers: The City currently wipes the tops, BDC will replicate this service. removes the trash, and replaces the bags twice daily, 7 days per week. Trash Container Liners: The City currently steam-cleans and BDC will replicate this service with liners deodorizes these weekly, as needed. cleaned daily. Directional & The City currently sprays and wipes BDC will replicate this service daily. Informational Signs: these signs weekly, as needed. Soft Broom: The City currently completes this BDC will replicate this service every other service once per week. day. Bin Rooms: The City currently pressure washes, degreases; scrubs and organizes trash and recyclables. The City will continue this service. Stairwells: The City currently removes graffiti, BDC will replicate this service daily. sponges walls, and cleans and deodorizes 1 structure, every 3 weeks. Service Current Level Provided By City To Be Provided by BDC Elevators: The City currently removes graffiti, BDC will replicate this service. cleans and deodorizes these elevator cabs twice on Mon-Thur, and three times per day on Fri-Sun and holidays. Elevator Lights: The City currently replaces these BDC will replicate this service. lights as needed: * Restrooms 1-6: The City currently cleans and BDC will conduct afull-scale cleaning and deodorizes these restrooms 5 times deodorizing of these restrooms three daily. times per day and going beyond the City's current level of service in doing so. BDC will conduct spot checks in each restroom every other hour and providing spot cleaning and replenishing of restroom items like toilet paper, hand towels, etc at these times. Restrooms 3 & 4: The City currently only monitors the BDC will monitor the P54 restroom daily restroom in P53 on Friday, Saturday, from 8:30AM - 12:30AM. and Sundays. Clarifiers PS 1: The City currently cleans the PS1 clarifier twice per month. The City will continue this service. Clarifiers PS2-PS6: The City currently contracts this grease removal as needed, using a contractor. The City will continue managing this service. Annual Pressure BDC is proposing an annual top-to-bottom Washing pressure washing of each structure. This work has not previously been done. Monthly Pressure BDC is proposing pressure washing the Washing structure stairwells, elevator landings, and lobby areas once per month. 24-Hour Cleaning Cycle The City stops cleaning in the parking BDC will have staff deployed. around-the- structures at 10:30PM, and then clock to address any need, any time of begins again at 6AM. day. Graffiti Removal BDC is proposing removing graffiti daily. Reference Contract No. 9088 (CCS).