sr-091410-1mCity Council Meeting: September 14, 2010/~
Agenda Item: 1-" }~, I
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Bayside District Corporation Work Plan and Budget for Fiscal Year
20010/11.
Recommended Action
Staff recommends that the City Council 1) approve the Bayside District Corporation's
(BDC) Fiscal Year 2010/11 work plan and budget, and 2) authorize the City Manager to
execute a modification to the Maintenance Services Agreement between the City and
BDC to reflect the FY 2010/11 work plan and extend the term of the Maintenance
Services Agreement by one year.
Executive Summary
The BDC is presenting to the City Council for its approval its annual operational plan
and budget for Fiscal Year 2010111. The balanced budget totals $5,544,000. The work
plan and budget are submitted in accordance with the Amended and Restated Services
Agreement which set forth the BDC's responsibilities.
Background
Following the establishment of the Property Based Assessment District (PBAD) and in
accordance with the Amended and Restated Services Agreement (Agreement)
approved by Council on Mav 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...
Section 9.1 of the Agreement requires the BDC to 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. Programs and activities for FY 2010/11 are discussed in
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the attached work plan and budget.
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. BDC
will submit the FY 2009/10 annual report for Council's review in the fall
Discussion
Work Plan for FY 2010/11
Subject to Council approval, the attached work plan (Attachment A) describes in detail
the activities the BDC will provide in cooperation with the City during the upcoming fiscal
year. The ,work plan includes a description of maintenance, marketing, venue
management, advocacy, and the Ambassador Services. In the upcoming year, the BDC
will focus on its brand equity and. the development of a new identity for the District with
the goal of improving its marketability and economic stability.
Budget for FY 2010/11
The BDC is submitting a balanced budget totaling $5,544,000 reflecting a 9.17 percent
increase over the previous year. The budget includes revenues from the PBAD
assessment ($3,472,000), the Mall Assessment ($1,500,000), and the Central Business
District (CBD) fee on retail businesses. ($200,000), as well as income from the holiday
ice rink, special events and filming, and the Dolphin Program ($360,000). Expenditures
are organized by major activity categories. -Expenditures to operate the Ambassador
Program total $1,208,000, while Business Improvement District (BID) maintenance,
special projects and homeless outreach total $1,606,000. Personnel, administration
and marketing costs total $2,730,000. More detail is included in Attachment B..
The most significant increases in the BDC's budget are found in business development
expenditures, which are anticipated to increase by 113 percent over FY 2009/10 to
accommodate the additional work required to develop and market the BDC's brand.
Personnel costs are anticipated to increase by 19.8 percent due to additional staffing,
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increases in payroll taxes, insurance, retirement contributions and cost of living
adjustments. Marketing and promotional expenditures are estimated to increase by
16.8 percent for more community events and promotions as outlined in the PBAD
Implementation Plan and Branding Strategy. Included is the replacement and
expansion of holiday decor, activities related to Glow, and additional ice rink
promotions. Remaining expenditures are expected to remain relatively unchanged.
BDC's FY 2009/10 Estimated Actual Budget shows a reserve of $3,087,026. This one-
time reserve is a result of the PBAD being created in FY 2008/09, but BDC receiving its
first payment in May. 2009, upon approval of the Amended and Restated Services
Agreement. Currently, BDC is analyzing future use of this reserve fund.
Maintenance Agreement Modification
On April 22, 2010, the City and the BDC entered into a Maintenance .Services
Agreement that set forth each party's responsibilities for the maintenance of the Bayside
District. The Maintenance Services Agreement seeks to ensure that PBAD funds will be
used to provide enhanced maintenance services above and beyond pre-existing
baseline services provided by the City and not to replace any pre-existing general City
maintenance. If Council approves the work plan, the City Manager will execute a
modification to the Maintenance Services Agreement to reflect the FY 2010/11 work
plan and extend the term of the agreement by one year.
Commission Action
The BDC Board of Directors approved its budget on July 22, 2010 and its work plan on
August 17, 2010. The BDC Board will review its FY 2009110 annual report at its
September 23, 2010. meeting:
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Financial Impacts & Budget Actions
Approval of the FY 2010/11 work plan and budget has no budget or financial impact on
the City.
Prepared by: Elana Buegoff, Sr. Development Analyst
roved:
Andy Agle, Director
Housing and Econc
Forwarded to Council:
Rod Gould
City Manager
Attachments:
A. BDC Work Plan (Operational Plan) for FY 2010/11
B. BDC Budget#or FY 201p/2011
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ATTACHMENT A
2010/2011 OPERATIONAL PLAN
Table of Contents
Page
BDC Mission Statement 2
Roles and Responsibilities 3
Executive Summary 4
Operations 5
Marketing 10
Venue and Performance Management 14
Staff 16
Board of Directors 16
New District Map 17
Approved Budget 18
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 to promote and protect the continued economic
revitalization of Downtown Santa Monica as well as spearhead programs, projects, and services that benefit
Santa Monica residents, Downtown merchants, property owners, customers and visitors.
• Organize, advise, and/or conduct strategic marketing and advertising campaigns that support the brand
strategy of Downtown and benefit the area
• Oversee the enhanced maintenance program for Downtown
• Manage an ambassador program as defined by the Property Based Assessment District
• Organize, advise, and/or conduct promotions and special events that attract and benefit local residents,
customers, and visitors to Downtown and reinforces the authenticity that the district is a thriving urban
community
• Advise the City in matters related to any 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 Downtown to
benefit local residents and continue to serve as a community resource
• Assist in the identification, location and development of new businesses in the Downtown that may
enhance its economic vitality Advise 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
• Organize, facilitate and oversee filming and special events in the Downtown, including city wide events
with Downtown impact.
• Advise 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
• Serve as an advocate on behalf of merchants, property owners, tenants that lease City-owned real
estate, and the general public on issues that affect the continued vitality of Downtown
• Serve as liaison with other local governmental and professional organizations that require information
on the development or current operations of Downtown
• Upon the request from merchants, property owners, or residents within the Downtown, advocate and
implement additional measures of service(s) in Downtown that are not covered by the assessment
districts and business improvement areas in place as of June 24, 1998
• Administer and/or provide enhanced services and other activities for Downtown as determined by the
BDC staff and Board of Directors consistent with the Bayside Operational Plan
Executive Summary
Overview
Bayside District Corporation (BDC) oversees the management of the day-to-day operations in
Downtown Santa Monica including maintenance, capital improvements, marketing, events, film
shoots and special projects. Our efforts include collaboration with major events, such as the Los
Angeles Marathon, with the City of Santa Monica and other partners to maximize the positive
opportunities and mitigate the challenges for those who work and reside in Downtown. Our efforts
take advantage of private funds to enliven and diversify the area allowing Bayside to fund
community events and promotions to enrich the Downtown experience.
In addition to these ongoing activities, BDC successfully launched the Ambassador Program and
the Enhanced Maintenance Program last year. Both programs have proven to make a noticeable
impact on the area. Each month, Ambassadors and maintenance personnel assist thousands of
people, power wash sidewalks, distribute important information to area businesses and perform
many other necessary duties to keep the district clean and welcoming.
This year, BDC will focus on the brand equity of the district. The first step is addressing the name
equity for the area as well as BDC as an organization. This entails an in-depth look at the district's
current identity and linking the area to an identity that will expand the stability of the district. Once
this project is complete, BDC will work towards implementation of the new district identity both at
the street level as well as internally at the corporate level. A new logo and comprehensive website
are just the start of the implementation process.
At the forefront of Bayside's objectives for the year is a comprehensive vision plan for Downtown
Santa Monica. With the operational issues addressed, it is imperative that the board, stakeholders
and community leaders look at, understand and articulate a vision for the district. Together, we will
explore opportunities to enhance the district in areas including access, improved pedestrian
orientation, identifying and addressing obstacles for small businesses, to name just a few. With so
much development and redevelopment impacting the area it is necessary to steer the direction of
major projects such as the arrival of the Metro light rail, the rebuild of the public parking structures,
development of Fifth Street and most importantly, the Downtown Specific Plan.
The Bayside Board of Directors has a mission to extract this vision from within and from the
community and to proactively guide the course Downtown takes securing that in the next ten to
twenty years, we are working, living and enjoying a community that we have built purposefully and
collectively.
a
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 budget, the Bayside District Corporation works with the
City of Santa Monica Community Maintenance department 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 P--ramenade-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
of Parking Structure #2, the planned demolition of Parking Structure #6, the 1324 Fifth St demolition project,
the Second and Fourth street lighting program, the management of the Promenade vending cart program,
and general parking operations and maintenance in Downtown. BDC Operations also works with the City to
ease parking congestion and access into Downtown by implementing measures designed to better direct
mass transit, vehicles, bicycles, and pedestrians throughout the District. In addition, BDC advocates for
Downtown in the implementation of projects outside the District including the Palisades Garden Walk and
Civic Center Improvement Plan.
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 fife" issues that need tq 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
• Ensure a high quality of service is achieved for maintenance in all zones of the District, including
City-managed Zone 3
• 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 Ptide" 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
® Develop solid, dependable relationships with City personnel to ensure Bayside's effectiveness
throughout Downtown
® Advocate for all property owners, merchants and residents in Downtown
Strategies
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 P~ernenade-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
The BDC manages the LED lights on the Promenade jacaranda trees. Tree lighting requires constant
maintenance and it must be reviewed frequently.
Holiday Decor and Lighting Program
The BDC manages Downtown holiday decor with a theme of lit stars and color-changing spheres on the
Promenade and Second and Fourth Streets. Promenade decor also includes a large artificial tree and
menorah in Center Court.
In 2010, BDC will work with the Wintedit design company to maintain existing decor and possibly
extend the decor theme further in Downtown.
ICE at Santa Monica
In 2009, the BDC partnered with Rink Management to build a nearly 8,000-square-foot ice rink in Santa
Monica. The rink is located in a City-owned parking lot at Fifth Street and Arizona Avenue.
The 2009 partnership agreement with Rink Management enabled BDC to purchase significant elements
of the ice rink as well as increase our opportunities for revenue. As a result of this agreement, BDC's
financial exposure will be reduced in 2010.
Ambassador Program
Ambassadors are deployed throughout Downtown, with a frequency that corresponds to the three
zones of service in Santa Monica. Ambassadors are on foot, bicycle, and on Segway, where allowed,
and wear distinctive clothing that maximizestheir visibility as well as complements overall Downtown
marketing efforts.
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 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 are trained in
understanding municipal codes that govern activity and use of public space.
Ambassadors 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
also serve as restroom monitors in the Premier Restrooms located in Parking Structure #4.
Finally, the Ambassador Program works 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 contract the following duties:
Activi
Frequenc
Pan and Broom: Walk structures removin loose trash and debris 3x er da
Em structure trash and re lace ba s on trash cans located on eve level 3x er da
Clean and deodorize trash can liners Weekl
S ra and wi a down all si na a in structures Dail
S ra and wi a down all handrails in the stairwells of structures Dail
Spra and wipe down all trash can surfaces Dail
Mo all stairwells, restroom and Iobb areas, and lantlin s of structures Dail
Spray and wipe down all walls in restroom and lobby areas, stairwells, and stairwell
landin s of structures Daily
Remove raffiti, fl ers, and handbills from structures Continuousl
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 orf 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 uired and must be attended to immetliatel . Continuously
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:
Activity
Frequency
Zone 1: Third Street Promenade and 2°tl and 3'd 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 Annuall
Downtown Hots ots areas of need As Needed
Routine BDC Maintenance Projects
The following projects are budgeted through the City of Santa Monica Community Maintenance department.
Baysitle District Corporation works in conjunction with this department to coordinate these specifc
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:
Activi
Fre uenc
gremenade-Fountain maintenance Monthl /As needed
Concrete/dinosaurs cleanin 4x/ ear
Paint lam oles and P-ramenaae directories 1x/ ear
Pavilion door maintenance Annuall / As needed
Pavilion window washin Bi-Weekl
Awnin cleanin Parkin Structure #5 4x/ ear
Vector Mana ement Monthl / As needed
Dinosaur Re air As needed
Parkin Structure Si n Maintenance As needed
2menade Li ht Pole Electrical Maintenance As needed
HV/AC maintenance for PS#5 Businesses 4x/ ear
;?ro,~enade Furniture maintenance As needed
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 P~Directories
• Add Ambient Lighting Throughout Downtown
• Explore Solar Energy Alternatives to Power Downtown Lighting and Decor
• Replace damaged and unsightly Promenade bollards
• Replace Promenade drinking fountains
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 Blvd.
• 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 Abatement
Special BDC/City 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 pavilion buildings, and trimming the Jacaranda
and Ficus 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. These projects include:
® ~ro:n ~ndad~Sidewalk and Street Repair
® Upgrade Electrical Capacity.,^'^'"ads in Downtown
® Replace °;;mena"~ Light Poles
® Replace or Re-surface Dinosaur Topiary Concrete
Replace ;?rort,~aad~Trash Cans
® Add Recycling Cans to Promenade
® Improve and Expand Parking Structure Bin Rooms
® Replace Unhealthy ° m;,a;aQe Jacarandas
® Complete Way-finding Study in Downtown
Special Projects
Parking and Access
Bayside will continue efforts to ease access and parking congestion in Downtown Santa Monica through a
variety of avenues. Efforts will include:
® Continued monitoring of the Walker Parking Implementation Plan
® Research and establishment of a comprehensive vehicular and pedestrian wayfinding system for
parking andpoints of interest
® Continued efforts to identify available parking spaces to the visiting public
• Increased access in and around downtown via bicycle, transit, vehicles and on foot
® Work with the Expo Authority and the City of Santa Monica for the light rail system
City Wide Improvement Projects
Bayside District Corporation will work with the City and Public to implement important City improvement
projects such as the Palisades Garden Walk, The Civic Center Improvement Plan, the California Incline, etc.
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 antl 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 as a thriving urban
community
® Encourage consumers to enjoy a local Downtown Santa Monica experience
• Manage the public perception of the district through a tactical communications plan
® Take an active role in the community through strategic partnerships with various local
organizations and businesses
o Assist area businesses promote their products and services
Brand Redevelopment
As part of a two-year marketing initiative, BDG Marketing will work towards the second year of a brand
strengthening exercise that includes two key elements, to address the name equity for the area and creation
of a vision plan.
Brand Identity
The first element is conducting a brand name and identity study. This study will determine the most
effective and fitting brand identity for Downtown Santa Monica as a district as well as Bayside District
Corporation as an organization. The process will involve the possible redevelopment of not only the
actual name of the district and organization and will impact all of the projects this office pursues.
A Vision for Downtown
Bayside will undergo a visioning process that will identify and prioritize the direction for the Downtown
area. Although areas within the district do well, there are pockets that lack energy in others that require
attention in order for the district as a whole to continue to thrive for the coming years. The elements of
the vision will include existing City improvement projects as well as key areas for improvement and
redevelopment.
Marketing & Advertising
Advertising & Social Networking
Advertising has historically been an important way to establish and share Downtown Santa Monica's
brand. Although BDC will continue to have a presence in key visitor publications, due to the lack of
frequency, the effectiveness of other print and media placements have not proven to have a strong
return on investment. BDC Marketing will redirect funds and efforts allocated for traditional print
advertising into an aggressive social networking program. BDC Marketing will utilize various online
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networking sites such as Facebook, Twitter and other blogs to build up a loyal following of people that
use and frequent this area. This form of marketing will provide Bayside with an immediate, direct path to
a warm consumer mix that includes locals, visitors and employees of the area that have stronger
shared purchase power.
Buy Local Campaign
Local consumers are the backbone for many of our businesses. Though tourism is a critical element in
the success of Downtown it can fluctuate based on many factors including the economy, safety levels,
airlines, etc. Reaching local consumers and creating and maintaining a loyal customer base is the most
assured way to ensure a healthy, balanced income base for businesses.
The Buy Local Campaign, launched by Bayside as an awareness campaign in 2008 has grown to
become a citywide, City endorsed program. It includes a comprehensive website, calendar of events
and various programming. A Buy Local Steering Committee was created in 2009, which consists of
representatives from each of the shopping districts in Santa Monica, City staff, Chamber of Commerce
and CVB. BDC will continue to be active on this committee and focus on generating more awareness of
the power of purchasing local and encouraging locals to'Think Santa Monica First.'
Tourism
Tourism continues to be a major contributor to the success of the downtown area. BDC Marketing
partners with LA Inc. and Santa Monica CVB (SMCVB) through a co-op ad presence in the. Official
Visitors Guides for Santa Monica and Los Angeles, respectively. BDC also supports the Santa Monica
Official Map, and participation in the Santa Monica VIP program. Where Magazine and Gity Explorer TV
are other ways BDC promotes the area for tourism.
Although advertising is an important method to influence visitors to come to Santa Monica, BDC also
works closely with local receptive tour operators and hosts familiarization tours for international tour
operators and travel agents that bring in visitors in volume. These familiarization tours are conducted
throughout the year and help operators and agents sell Santa Monica abroad.
Special Projects
New Logo Implementation
BDC Marketing will implement the new district logo in all areas that the old logo exists, including
stationary, website, streetscape and printed collateral.
New Website
This year, BDC Marketing will redevelop thirdstreetpromenade.com and downtownsm.com. The web
continues to be the most widely utilized marketing tool for the BDC and the overall appearance,
functionality and content will be restructured to embody the district's newly identified brand. The site will
house traditional information about the area, but will also have specific sections for property owners,
businesses and locals. It will feature an interactive section where people can interact with a virtual
Ambassador, ask questions and post blogs about experiences in the area. The new web program will
also include the creation and dissemination of engaging E-newsletters, pages for various community
projects, services and facilities as well as aggressive search engine optimization and link to BDC's
social networking programs to increase traffic and awareness to the site.
New Backlit Directories
The backlit directories on the Promenade and in the parking structures is 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 will allow more frequent
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updates as, the 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.
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Green Initiatives
Bayside will focus on implementing green practices into every program for the district, whether it 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.
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 bi-monthly merchant meetings to discuss hot topics and to
inform businesses about BDC's efforts. BDC will be developing a section on the new downtownsm,com to
post important announcements and serve as an information portal to downtown businesses. In addition to
these efforts, Marketing will continue to schedule regular one-on-one visits with mercharits in order to build
and strengthen relationships.
Publicity and Communications
The primary function of BDC's media relations is to generate positive commentary for the area through
media impressions. The program focuses on securing coverage of Downtown Santa Monica in regional
national and international outlets. The media relations program includes:
® A targeted media list and pitch various story ideas to garner media coverage
® Plan and execute a minimum of two media-worthy events that emphasize a local experience
® Collaboration with area businesses and their PR team(s).
® Write, disseminate and conduct follow-up to news releases and media alerts
® Pitch and. host travel and lifestyle journalists to write about the area
® Awareness of the Ambassador Program and the Enhanced Maintenance Program
® Provide merchant product placement through morning shows, weather segments and news
features
® A monthly media status report that includes a complete summary of the month activities with story
clips, sound bites and video footage. Report will also provide atl equivalency, circulation and
viewership when relevant
Events, Samplings & Film Shoots
Community Events
This year, BDC will focus on building a community environment ih the district by hosting a variety of
resident-friendly events on key holidays. These events are designed to help shift the perception of the
area as a shopping district to an urban community as well as steer the visitor experience to have a local
flavor. Key holidays include:
Father's Day
Fourth of July
Back to School
Grandparents Day
Halloween
Black Friday
New Year's Day
Valentine's Day
Easter
Mother's Day
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Outside Event & Filming Requests
One quality that makes Bayside District and Third Street Promenade unique is the experience that the
area offers consistently to its visitors. The unedited and 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's 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.
BDC Marketing serves the community by fielding thousands of event, sampling and flm 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 Distdct Corporation that in turn, is re-invested into special projects as well as the overall
promotion of the area.
Printed Collateral
It is important to maintain communication with consumers, residents and merchants. BDC Marketing keeps
the public informed of downtown news through various printed pieces.
Bayside Beat
This popular monthly newsletter is awell-respected avenue for timely news pertaining to the district.
This year, BDC will focus on moving from a monthly newsletter to a quarterly piece. Marketing will
review the design of the piece as well as development of the content including securing guest writers
that can provide different perspectives on various topics and projects that affect the area. All printed
newsletters will continue to be printed on 30%post-consumer paper stock.
Downtown Guide: BaylNsider
Each quarter, BDC produces a Downtown directory, BaylNsider to help people navigate the Downtown
area. The 48-page four-color guide includes a directory of all the businesses in-the district, a map of the
area, calendar of events, basic visitor information and seasonal editorial content. The piece is designed
to be an in-market tool and is distributed primarily by the Ambassadors. Quantities are allocated for
distribution in key areas in and out of the district including information centers, hotels, City Hall, Police
Substations and Chamber of Commerce. BDC Marketing will work to continue to make improvements
to the piece both visually and functionally.
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 to the website.
The Memo
The Memo is an effective tool BDC uses to communicate important information to district businesses,
including events or construction that impact the area, meeting announcements and information about
various programs offered through BDC and/or it's partners. It is produced at the beginning of each
month and is distributed to each approximately 450 ground-floor businesses by Ambassadors. Staff will
also explore ways to expand the distribution to office buildings and residents as well as look at
alternative ways to disseminate the piece via email and the web.
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 maintain 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.
75
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.
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
2010 Staff
Chief Executive Officer
Director of Marketing. & Communications
Director of Operations
Operations Manager
Marketing & Events Manger
Promenade Manager
Executive Assistant
Administrative Assistant
Administrative Assistant
2010 Board of Directors
Barbara Bryan
Todd Flora
Allan Golad
Patricia Hoffman
Chris Mobley
Elaine Polachek
Rob Rader
Doug Roscoe
Barbara Tenzer
Bill Tucker
Johannes Van Tilburg
Kelley Wallace
John Warfel
Kathleen Rawson
Debbie Lee
Andrew Thomas
Alex Acuna
Mackenzie Carter
Stephen Bradford
Linn Wile
Kathrin Larson
Megan Furey
17
BAYSIDE DISTRICT CORPORATION and
BID
2010J20ii ADOPTED BUDGET
SUPPORT & REVENUES
2009/2010 2004j2010 2010/2022
ADOPTED Estimated Actual - ADOPTED % change
f#:il~iF3~9
PERCrfN NEt
60104 Salaries 634 000 678 500 S I25 000
60900 Pa rali Taxas 44 D00 S 47 500 50 750
60700 tnsurente 8enetts 90 004 5 126 000 S 140 fl00
6084tf ketirement 17 tl00 S 25 000 S 2S tlOfl
TOTAL 785 000 877 000 940 750
•W.7;.
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3A x`;.
59.6',;
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7fstt~ 18 nnc, te0 ua2 ara
2009/2010 2009/2010 2010/2011
ADOPTED Estimated Actual ADOPTED
!19lFt} 19 Abt7F~T'E[7 9:35 AM
~/6 change
2009/2010 2009(2010 2014/2011
AQOP7ED Estimated Actual AOOP7E0 a/a change
2oa9/zoio zoos/2010 2alo/2x11
ADOPTED Estimated Actual ADOPTED
AMBASSADORS
65000 1 208 000 1 252 869 1 208 000
65300 Contract S Z 145,200 S Z 2OA 014 9 1,145 200
65200 t7ata t3ase Devefo meet 20 000 3 26 N5U 20 000
65300 Contlnaen S 71,400 3 1,000 $ 42, 80U
65400 Mfsc. 21 400 20 tl00
Hint Ma7NTKN~N['K
fi900O 1 264 000 1 099 000 2 269 000
67200 Power lYashln 3 640 000 543 O0U 600 000
57200 Parkin Structara dfatntenan 530000 553 0OU 530 000
b725t1 Generalldarnterrance 246 000
b7300 Conti` en 59 500 3 000 23 000
67400 hf3sc. , , 5950(} _______,_„.___ __ g ~-
HOMELESS OUTREACH
80 000 61 000 80 000
69000 Pro ram Su rt $` 7O,U0O 3 61 OOU S 75,0UO
b9300 Contin en S 00U 5 UUU
59200 ASlsc. S 5,000 S S
TOTAL 3 2,803 000 S 2 552,S6A 2 803,000
OOLpHiN
b600O Secuni and Maintenance 'I5O -2 150 1 000
66100 Contr§butfons 20 000 S 55 OOi7 S SO 000
TOTAI _S__„__,. 10:750 $_,.__,_ 57,150 S .,.11006_
TOTAL 2NCOME 5 078 3I6 8 256 000 5 54400_
TOTAL EXPENDITURES 5 078 316 5 168 974 5 544 000
BALANCE
BALANCE
OFFICE EXPANSION RENOVA3tON5
16500 $ 150,000 S 185,000 $ -
°lo change
o.u^`.
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19.0`.'.
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9191na 21 AC}l7PiED g:75Ar~t
Attachment B
BAYSIDE DISTR%CT CORPORATION and
BYD
2010/2011 ADOPTED BUDGET
SUPPORT & REVENUES
2009/2010 2009/2010 2010/2011 -
ADOPTED EstimatedACtual ADOPTED %change
40000 ea side Assessment $ 1,036,665 $ 1,250,000 $ 1,500,000
40100 CBD Assessment $ 47,500 $ 170,000 $ 200,000
40200 BID Assessment $ 3,471,651 $ 6,575,000 $ 3,472,000
40300 Dol hin Donations $ 10,000 $ 8,500 $ 10,000
40400 S ecial Events - $ 125,000 $ 102,500 $ 125,000
40500 Filmin Revenue $ 60,000 $ 68,000 $ 75,000
40700 Ice Rink Income $ 250,000 $ - $ 50,000
40800 Ice Rink Sponsorship $ 75,000 $ 71,000 $ 100,000
40900 Other income $ -
41000 Interest - $ 2,500 $ 11,000 $ 12,000
TOTAL INCOME $ 5,078,316 $ 8,256,000 $ 5,544,000
Y.~i17~i1~~~~
PERSONNEL ~ $ 785,000 $ 877,000 $ 940,750
ADMINISTRATION
60200 eank.Char es $ 1,250 $ 1,250 $ 1,250
60300 General Office Su lies $ 34,500 $ 33,050 -'$ 38,025
60400 Occu anc - $ 164,000 $ 137,845 $ 161,875
60500 Tele hone/Internet $ 20,000 $ 15,000 $ 15,100
60600 Printin $ 1,750 $ 2,500 $ 2,750
61000 Professional Services $ 32,600 $ 31,500 $ 48,000
61200 Equipment Rental $ 4,000 $ 3,075 $ 3,500
61300 Taxes & License $ 400 $ 715 $ 5,000
61400 Re airs & Maintenance $ 2,500 $ - $ 2,500
61500 Membershi & Subscri tions $ 2,000 $ 4,850 $ 5,000
61700 Posta e $ 14,250 $ 15,500 $ 15,000
61800 Travel and Auto $ 5,000 $ 1,100 2,500
61900 Education & Staff Development $ 8,000 $ 8,750 $ 10,000
62400 Documentation $ 400 $ - $ 250
62700 Insurance $ 31,000 $ 27,000 $ 32,500
62800 Parkin Board $ 1,700 $ ~ 2,400 $ 1,500
62900 Service Reco nition $ 1,000 $ - $ 1,000
TOTAL $ 321,850 $ 284,535 $ 345,750
44.7%
321.1
0.0%
0.0%
0.0%
25.0%
-80.0%
33.3%
380.0%
9.2%
19.8%
9/7/10 ADOPTED 1:38 PM
zoos/zolo zoo9/zoso 2oio/zoil
ADOPTED Estimated Actual ADOPTED % change
BUSINESS DEVELOPMENT
62000 Meetin s $ 12,000 $ 8,850 $ 36,500
62100 Development $ 5,000 $ 13,000 $ 17,500.
62200 Consultants $ 81,000 $ 93,175 $ 155,000
TOTAL $ 98,000 $ 115,025 $ 209,000
MARKETING AND PROMOTIONAI
63000 Newsletter $ 100,000 $ 105,700 $ 54,000
63100 Community Events & Promotions $ 10,000 $ 35,000 $ 108,000
63105 Downtown Employee Rewards Progam $ 2,DUD $- - $ 2,DDD
63110 Marketin Promotion $ 185,000 $ 75,200 $ 168,000
63155 Public Relations $ 70;000 $ 90,000 $ 100,000
63200 Holiday $ 162,500 $ 266,500 $ 272,500
63260 Ice Rink $ 275,216 $ 400,000 $ 345,000
63300 Advertisin includin co-o s $ 125,000 $ 135,000 $ 100,000
63450 Internet Su ort $ 30,000 $ 8,000 $ 10,000
63700 Backlit Directories $ 25,000 $ 21,000 $. 25,000
63810 Marketin Posta e $ 2,500 $ - $ ~ -
63900 Ba side Quarter) $ 45,000 $ 73,000 $ 50,000
TOTAL $ 1,057,216 $ 1,282,400 $ 1,234,500
AMBASSADORS $ 1,208,000 $ 1,252,864 $ 1,208,000
BID MAINTENANCE $ 1,269,000 $ 1,099,000 $ 1,269,000
SPECIAL PROJECTS $ 246,000 $ 140,000 $ 246,000
HOMELESS OUTREACH $ 80,000 $ 61,000 $ 80,000
TOTAL $ 2,803,000 $ 2,552 864 $ 2,803,000
DOLPHIN $ 10,750 $ 57,150 11000
TOTAL INCOME $ 5,078,316 $ 8,256,000 $ 5,544,000
TOTAL EXPENDITURES $ 5,078,316 $ 5,168,974 $ 5,544,000
RESERVES $ 3,087,026 $ 3,087,026
OFFICE EXPANSION/RENOVATIONS
16500 $ 150,000 $ 185,000 $ -
204.2%
zso.or
91.4%
0.0%
0.0 fn
0
0
9/7/10 ADOPTED 1:38 PM
0.0%