sr-022812-3h"a
City of City Council Report
Santa Monica'
City Council Meeting: February 28, 2012
Agenda Item: 3 —H
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Santa Monica, Inc. Budget and Work Plan
Recommended Action
Staff recommends that the City Council:
1) authorize the City Manager to prepare and execute an amendment to the
Amended and Restated Service Agreement No. 9063 (CCS) and to all ancillary
agreements to incorporate the renaming of Bayside District Corporation (BDC) to
Downtown Santa Monica, Inc. (DTSM);
2) approve the organization's new Bylaws and Articles of Incorporation which
reference its new name;
3) approve DTSM's FY 2011112 Work Plan and Budget; and,
4) receive DTSM's Annual Report for FY 2010/11.
Executive Summary
In an effort to better reflect the organization's expanded service area and broadened
responsibilities, Bayside District Corporation has renamed itself "Downtown Santa
Monica, Inc." (DTSM). Upon Council's approval, the new name will be incorporated into
existing and future agreements with the City. For Council review, DTSM submits its FY
2011/12 Work Plan and Budget reflecting the current fiscal year's projected revenues
and expenditures, and its Annual Report for FY 2010111, highlighting its achievements
over the previous fiscal year. Upon Council's approval of the 2011/12 Work Plan, the
City Manager would extend the term of the Maintenance Services Agreement between
the City and DTSM to reflect DTSM's 2011/12 Work Plan.
Discussion
In 2010, a branding study commissioned by the Bayside District Corporation
recommended, among other things, that Bayside District Corporation change its name
to better reflect its new and expanded mission. On January 27, 2011, the Bayside Board
approved a name change to Downtown Santa Monica, Inc. (DTSM). DTSM has revised
its Articles of Incorporation and Bylaws to address the name change. In addition to
documentation related to its change of name, DTSM is presenting its Work Plan, Budget
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and Annual Report for council approval in accordance with the Amended and Restated
Services Agreement
Work Plan FY 2011/12:
Subject to Council approval, the attached Work Plan describes in detail the activities
DTSM will perform in the current fiscal year including maintenance efforts, marketing,
venue and performance management, the ambassador program and special projects
(Attachment C). An ordinance approved by Council on February 14, 2012 has modified
the Community Events permitting process requiring DTSM to coordinate events and
filming in conjunction with the City. Under the new ordinance, DTSM would continue to
serve as the first contact for permit applicants and would continue to coordinate and
monitor events and filming; however, all permits will be issued by the City.
Budget FY2011/12:
DTSM presents a FY 2011112 budget with total revenues in the amount of $3,965,500
and expenditures in the amount of $6,101,846 (Attachment D). The difference of
$2,136,346 will be funded from a DTSM reserve account that resulted from a surplus in
Downtown Santa Monica Property Based Assessment District (PBAD) revenues
collected in FY 2008/09, but not spent.
One -Time Assessment Rebate:
For FY 2011/12, parcels within the PBAD district have been assessed $3.4 million;
however, in light of DTSM's large reserve, on July 28, 2011, the DTSM Board
authorized a one -time rebate program which will refund approximately $1.7 million, or
50 percent of the FY 2011112 PBAD assessment, back to each payee through a
program DTSM will administer.
Budget Detail
Projected revenues include $1.4 million from the PBAD Assessment (after the rebate),
$1.3 million from the Bayside Assessments, $200,000 from the Central Business District
Assessment, $640,000 from ice rink income, $170,000 from special event coordination
fees and $75,000 from filming revenue. According to the ordinance approved on
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February 14, 2012, which modified the Community Events permitting process, DTSM
revenues from special event and filming will likely be significantly reduced in the future
as DTSM will no longer receive revenue from the issuance of film or special event
permits
The significant fluctuation in special event and ice rink revenues between FY 2010/11
and FY 2011/12 is due to a change in reporting. FY 2011/12 reflects gross revenues.
In previous years, revenues were reported on a net basis. Major expenditures include
$1 million in marketing and promotional efforts, $2 million in operations (including
maintenance and ambassadors as detailed in the work plan), $984,500 in personnel
costs, and $640,000 in ice rink costs.
Revenue
2010/11 Adopted
2011/12 Adopted
% Chan e
BAYSIDE ASSESSMENT
$
1,500,000
$
1,350,000
- 10.0%
CBD ASSESSMENT
$
200,000
$
200,000
0.0%
BID ASSESSMENT (PBAD)
$
3,472,000
$
1,439,000
-58.6%
DOLPHIN DONATIONS
$
10,000
$
3,500
-65.0%
SPECIAL EVENTS
$
125,000
$
170,000
36.0%
FILMING REVENUE
$
75,000
$
75,000
0.0%
ICE RINK INCOME
$
50,000
$
640,000
1180.0%
ICE RINK SPONSORSHIP
$
100,000
$
30,000
-70.0%
OTHER INCOME
$
50,000
INTEREST
$
12,000
$
8,000
-33.3%
TOTAL INCOME
$
5,544,000
$
3,965,500
-28.5%
Expenses
2010/11 Adopted
2011/12 Adopted
% Chan e
PERSONNEL
$
940,750
$
984,500
4.7%
ADMINISTRATION
$
345,750
$
358,375
3.7%
BUSINESS DEVELOPMENT
$
209,000
$
194,800
-6.8%
MARKETING & PROMOTIONAL
$
889,500
$
1,073,671
20.7%
ICE
$
345,000
$
640,000
85.5%
OPERATIONS
$
2,803,000
$
2,847,000
1.6%
DOLPHIN DISBURSEMENT
$
11,000
$
3,500
-68.2%
TOTAL EXPENDITURES
$
5,544,000
$
6,101,846
10.06%
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2011/12 Adopted
TOTAL INCOME
$ 3,965,500
TOTAL EXPENDITURES
$ 6,101,846
$ (2,136,346)
RESERVE FUND
$ 2,136,346
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Annual Report for FY 2010/11
DTSM is also submitting an annual report, "Downtown Santa Monica: a Year in
Review ", which presents its accomplishments over the previous Fiscal Year in the areas
of enhanced maintenance, marketing and events, ambassadors, and special projects
(Attachment E). DTSM presented the annual report to nearly 200 stakeholders
attending a breakfast it hosted on August 18, 2011, at the Santa Monica Bay Woman's
Club.
Maintenance Services Agreement Extension
On April 22, 2010, Council authorized a Maintenance Services Agreement that set forth
each party's responsibilities for the maintenance of the Bayside District 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.
The Agreement can be renewed annually by the City Manager provided the Work Plan is
approved by Council and the services provided by each party remain revenue - neutral
and consistent with the Management Plan and the California Streets and Highways
Code. If Council approves the work plan, the City Manager will execute a modification to
the Maintenance Services Agreement to reflect the FY 2011/12 work plan and extend the
term of the agreement by one year.
Commission Action
The DTSM Board of Directors approved its name change on January 27, 2011 and
Budget and Work Plan on May 26, 2011.
D
Financial Impacts & Budget Actions
Approval of DTSM's name change and FY 2011/12 work plan and budget has no
budget or financial impact on the City.
Prepared by: Elana Buegoff , Sr. Development Analyst
Approved: Forwarded to Council:
Andy Agle, Director L-� Rod Gould
Housing and Economic Development City Manager
Attachments:
A. DTSM Articles of Incorporation
B. DTSM Bylaws
C. DTSM FY 2011/12 Work Plan
D. DTSM FY 2011/12 Budget
E. DTSM FY 2010111 Annual Report
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A07!5690
ENDORSED - FILED
fn the office of the Secretary. of State
of the State of Callfornla
MAY 13 2011
CERTIFICATE OF AMENDMENT OF
ARTICLES OF INCORPORATION
OR
BAYSIDE DISTRICT CORPORATION
The undersigned hereby certify as follows:
1. They are the Chairman of the Board and Secretary, respectively, of Bayside
District Corporation, a California corporation (the "Corporation'j.
2. The Articles of Incorporation of the Corporation are hereby amended to change the
name of the Corporation, as follows: The first Article of the Articles of Incorporation of the
Corporation is hereby deleted and shall be of no further force or effect, and the following shall be
inserted in lieu thereof:
ARTICLEX
The name ofthe Corporation is:
DOWNTOWN SANTA MONICA, INC.
3. The foregoing amendment of Articles of Incorporation has been duly approved
by the Board ofDhactors of the Corporation.
4. ' The Corporation has no members.
We further dealare under penalty of perjury-under the laws of the State of California that
the matters set forth in this certificate are true and correct of our own knowledge,
r
Dated: May l7-. 2011.
Bill Tucker
Chairman of the Board of the Corporation
Rob Rader
Secretary ofthe Corporation
t26768q IX0G05051113616.0021
I hereby codify that the foregoing
' lranscriptof pages
is a full, true and correct copy of the
��?.r'. original record in the custodyofthe
..,.., California Secretary ofS(aWsoffice.
Jul; -9 2011
Date:
DEBRA BOWEN, Secretary of State
FOURTH AMENDED AND RESTATED BYLAWS
DOWNTOWN SANTA MONICA, INC.
a California non - profit public benefit Corporation
ARTICLE 1. OFFICES
Section 1. Principal Office. The principal office of Downtown Santa Monica, Inc. (the
"Corporation ") shall be fixed and located at such place in the City of Santa Monica, California as
the Board of Directors (the "Board ") shall determine. The Board is granted full power and authority
to change the principal office from one location to another.
Section 2. Other Offices. Branch or subordinate offices may be established at any
time by the Board at any place or places.
ARTICLE 2. MEMBERS
Section 1. Members. The corporation shall have no members. Any action which would
otherwise require approval by a majority of all members or approval by the members shall require
only approval of the Board. All rights which would otherwise vest in the members shall vest in the
Directors.
Section 2. Associates. Nothing in this Article 2 shall be construed as limiting the right
of the Corporation to refer to persons associated with it as "members" even though such persons
are not members, and no such reference shall constitute anyone a member within the meaning of
Section 5056 of the California Nonprofit Corporation Law. The Corporation may confer by
amendment of its Articles or of these Bylaws some or all of the rights of a member, as set forth in
the California Nonprofit Corporation Law, upon any person or persons who do not have the right to
vote for the election of Directors or on a disposition of substantially all of the assets of the
Corporation or on a merger, on a dissolution or on changes to the Corporation's Articles or Bylaws,
but no such person shall be a member within the meaning of said Section 5056.
ARTICLE 3. DIRECTORS
Section 1. Powers. Subject to limitations of the Articles and these Bylaws, the
activities and affairs of the Corporation shall be conducted, managed and controlled, and all
corporate powers shall be exercised by or under the direction of the Board. The Board may delegate
the management of the activities of the Corporation to a CEO and Staff, to any other person or
persons, or to committees however composed, provided that the activities and affairs of the
Corporation shall be managed and all corporate powers shall be exercised under the ultimate
direction of the Board. Without prejudice to such general powers, but subject to the same
limitations, it is hereby expressly declared that the Board shall have the following powers in
addition to the other powers enumerated in these Bylaws:
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(a) To select and remove a CEO, officers, agents, and employees of the
Corporation, prescribe powers and duties for them as may not be inconsistent with law, the
Articles, or these Bylaws, fix their compensation, and require from them security for faithful
service.
(b) To adopt, make and use a corporate seal and to alter the form of such seal
from time to time as they may deem best.
(c) To borrow money and incur indebtedness for the purposes of the
Corporation, and to cause to be executed and delivered therefor, in the corporate name, promissory
notes, bonds, debentures, deeds of trust, mortgages, pledges, hypothecations, or other evidences of
debt and securities therefor.
(d) To carry on a business at a profit and apply any profit that results from the
business activity to any activity in which it may lawfully engage, subject, however, to the
restrictions contained in the Articles.
Section 2. Number and Qualification of Directors.
(a) The authorized number of Directors shall be thirteen (13) until changed by
amendment of the Articles or by a Bylaw.
(b) A person shall not qualify nor remain as a Director, if that person is the
owner of property or the owner of a business, or an agent, representative, employee or volunteer of
any such owner, responsible for and not current in payment of special or general benefit
assessments, fees or licenses imposed on such owner's property or business, including assessments,
fees or licenses imposed on property within any of (i) the Downtown Santa Monica Property Based
Assessment District established by the City of Santa Monica pursuant to Resolution No. 10336
(CCS) on July 24, 2008, as the same may be amended, (ii) the Third Street Promenade and
Downtown District Operation and Maintenance Area located within a sub -area of the "Bayside
District' established by the City of Santa Monica pursuant to Ordinance No. 1382 (CCS) on August
26, 1986, as now and as the same may be amended, and /or (iii) the Central Business District
Business Improvement Area established by the City of Santa Monica pursuant to Ordinance No. 72E
(CCS), as now and as the same may be amended.
(c) Any sitting Director who fails to remain qualified to serve as a Director
under the provisions of Subsection 2(b) immediately above (herein, an "Unqualified Director ") shall
be removed from office by the Board if, within thirty (30) days after receipt of notice from the
Corporation of the circumstance constituting failure to qualify under Subsection 2(b), such failure
is not cured. After expiration of said thirty (30) day period without cure, the Unqualified Director
shall be given fifteen (15) days prior notice of his or her removal from the Board and the reasons
therefor and an opportunity for the Unqualified Director to be heard by the Board, orally or in
writing, not less than five (5) days before the effective date of such removal.
Section 3. Selection and Term of Office. Directors shall be selected as set forth in this
Section 3 for terms of four (4) years (subject to Subsection 3(d) below) beginning July 1 of each
year. Directors shall serve no more than two (2) consecutive terms.
(a) The Santa Monica City Council ( "City Council ") shall select six (6) Directors.
(b) The owners of property subject to assessment under the Downtown Santa
Monica Property Based Assessment District (PBAD) (the "Property Owners ") shall select six (6)
Directors.
(c) The City Manager of the City of Santa Monica or his/her designee shall serve
as a Director.
(d) With respect to the Directors serving as of April 1, 2009:
(i) The initial term of the Directors selected under Subsection 3(a)
above, three (3) shall be for a term of two (2) years and three (3) shall be for a term of four (4)
years; and
(ii) The initial term of the Directors selected under Subsection 3(b)
above, three (3) shall be for a term of at two (2) years and three (3) shall be for a term of four (4)
yea rs.
Section 4. Vacancies. Subject to the provisions of Section 5226 of the California
Nonprofit Public Benefit Corporation Law, any Director may resign effective upon giving written
notice to the Chair of the Board, the Secretary, or the Board, unless the notice specifies a later time
for the effectiveness of such resignation. If the resignation is effective at a future time, a successor
may be elected before such time, to take office when the resignation becomes effective.
(a) Vacancies in the Board shall be filled in the same manner as the Directors)
whose office is vacant was selected. Each Director so selected shall hold office until the expiration
of the term of the replaced Director and until a successor has been elected and qualified.
(b) A vacancy or vacancies in the Board shall be deemed to exist in case of the
death, resignation, or removal of any Director, or if the authorized number of Directors is increased.
(c) The Board may declare vacant the office of a Director who has been
declared of unsound mind by a final order of court, or convicted of a felony, or found by a final
order orjudgment of any court to have breached any duty arising under Article 3 of the California
Nonprofit Public Benefit Corporation Law or who has failed to attend two (2) meetings out of any
six (6) consecutive, regular meetings of the Board. A Director selected by the City Council may be
removed without cause by the vote of five (5) City Council members. A removed Director's
successor may be elected immediately.
(d) No reduction of the authorized number of Directors shall have the effect of
removing any Director prior to the expiration of the Director's term of office.
Section 5. Place of Meeting. Meetings of the Board shall be held at any place within
the City of Santa Monica, State of California which is open to the public and which has been
designated from time to time by the Board. In the absence of such designation, regular meetings
shall be held at the principal office of the Corporation, in which case the principal office of the
corporation shall be open to the public for the meeting of the Board.
Section 6. Annual Meetings. The Board shall hold an annual meeting for the purpose
of organization, election of officers, and the transaction of other business.
Section 7. Regular Meetings. Regular meetings of the Board shall be held on such
dates and at such times as may be fixed by the Board. At least ten (10) monthly meetings shall be
held during each full fiscal year. Notice of regular meetings shall be sent to the City Clerk, the
Santa Monica Police Department and the Santa Monica Public Library not fewer than three (3) nor
more than ten (10) days before such meeting. In addition such notice shall, to the extent possible,
be posted on the website of the Corporation. The notice shall specify the business intended to be
conducted at the meeting, but any business transacted at such meeting shall be validly conducted,
so long as not otherwise inconsistent with law, the Articles or these Bylaws.
Section 8. Special Meetings. Special meetings of the Board for any purpose or
purposes may be called at any time by the Chair of the Board, the CEO, any Vice Chair, the
Secretary, or any six (6) Directors.
Special meetings of the Board shall be held upon four (4) days notice by first -class mail or
48 hours notice given personally or by telephone, telegraph, telex, email, or other similar means of
communication. Any such notice shall be addressed or delivered to each Director at such Director's
address as it is shown upon the records of the Corporation or as may have been given to the
Corporation by the Director for purposes of notice or, if such address is not shown on such records
or is not readily ascertainable, at the place in which the meetings of the Directors are regularly
held. Such notice shall also (a) be given to the City Clerk, the Santa Monica Police Department and
the Santa Monica Public Library; and (b) shall, to the extent possible, be posted on the website of
the Corporation. The notice shall specify the purpose of the meeting, but any business transacted
at such meeting shall be validly conducted, so long as not otherwise inconsistent with law, the
Articles or these Bylaws.
Notice by mail shall be deemed to have been given at the time a written notice is deposited
in the United States mails, postage prepaid. Any other written notice shall be deemed to have been
given at the time it is personally delivered to the recipient or is delivered to a common carrier for
transmission, or actually transmitted by the person giving the notice by electronic means, to the
recipient. Oral notice shall be deemed to have been given at the time it is communicated, in person
or by telephone or wireless, to the recipient or to a person at the office of the recipient who the
person giving the notice has reason to believe will promptly communicate it to the receiver.
Section 9. Quorum. Seven (7) Directors constitute a quorum of the Board for the
transaction of business, except to adjourn as provided in Section 12 of this Article 3. Every act or
decision done or made by a majority of the number of (but no fewer than five) Directors present at
a meeting duly held at which a quorum is present shall be regarded as the act of the Board, unless
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a greater number is required by law, by the Articles or by these Bylaws. Notwithstanding the
foregoing, a quorum shall not exist unless at least one Director appointed by the Property Owners
is present and unless at least one Director appointed by either the City Council or the City Manager
of the City of Santa Monica is present.
Section 10. Participation in Meetings by Conference Telephone. Members of the
Board may participate in a meeting through use of conference telephone or similar
communications equipment, so long as all persons participating in or present at such meeting can
hear one another, and so long as not less than a quorum of the Board is present in person at the
meeting. In order to vote at such a meeting, any Director participating through the use of
conference telephone or similar communications equipment must have so participated for the
entire portion of such meeting preceding such vote.
Section 11. Waiver of Notice. Notice of a meeting need not be given to any Director
who signs a waiver of notice or a written consent to holding the meeting or an approval of the
minutes thereof, whether before or after the meeting, or who attends the meeting without
protesting, prior thereto or at its commencement, the lack of notice to such Director. All such
waivers, consents, and approvals shall be filed with the corporate records or made a part of the
minutes of the meetings.
Section 12. Adjournment. A majority of the Directors present, whether or not a quorum
is present, may adjourn any Directors' meeting to another time and place. Notice of the time and
place of holding an adjourned meeting need not be given to absent Directors, nor to the news
media, the City Clerk or the City Manager if the time and place is fixed at the meeting adjourned,
except as provided in the next two sentences. If the meeting is adjourned for more than seventy -
two (72) hours, notice of any adjournment to another time or place shall be given prior to the time
of the adjourned meeting to the Directors who were not present at the time of the adjournment. A
written notice of adjournment setting forth the time and place of the adjourned meeting shall be
conspicuously posted on or near the door of the place where the regular, adjourned regular, special
or adjourned special meeting was held within 24 hours after the time of adjournment, and shall
remain posted until at least the time specified therein for the commencement of the adjourned
meeting.
Section 13. Public Meetings. All meetings of the Board shall be open and public, and
any person shall be permitted to attend any meeting of the Board, except as otherwise provided in
this Section. Members of the public shall be entitled to participate in accordance with such rules as
may be adopted by the Board from time to time. Nothing contained in this Section or these Bylaws
shall be construed to prevent the Board from holding closed sessions to the extent permitted by
applicable law (a) for the purpose of discussing matters related to litigation, including pending,
threatened or anticipated litigation; (b) to consider the appointment, employment, evaluation of
performance, or dismissal of an employee or to hear complaints or charges brought against an
employee by another person or employee unless such employee requests a public hearing or (c) for
such other purposes as may be permitted by the Ralph M. Brown Act (California Government Code
Sections 54950 et seq.); provided, however, that the final vote of the Board on any action to be
5
taken by the Corporation with respect to the appointment, employment or dismissal of an
employee shall be taken at a meeting of the Board while such meeting is open to the public.
Section 14. Rights of Inspection. Every Director shall have the absolute right at any
reasonable time to inspect and copy all books, records, and documents of every kind and to inspect
the physical properties of the Corporation.
Section 15. Committees. The Board may appoint one or more committees, each
consisting of two or more Directors, and delegate to such committees any of the authority of the
Board except with respect to:
(a) The approval of any action for which the California Non - Profit Public
Benefit Corporation Law also requires approval of the members or approval of a majority of all
members,
(b) The filling of vacancies on the Board or in any committee which has the
authority of the Board;
(c) The amendment or repeal of any resolution of the Board which by its
express terms is not so amendable or repealable;
(d) The approval of any self - dealing transaction, as such transactions are
defined in Section 5233(a) of the California Non - Profit Public Benefit Corporation Law.
Any such committee must be created, and the members thereof appointed, by resolution
adopted by a majority of the authorized number of Directors then in office, provided a quorum is
present, and any such committee may be designated an Executive Committee or by such other
name as the Board shall specify. The Board may appoint, in the same manner, alternate members of
any committee who may replace any absent member at any meeting of the committee. The Board
shall have the power to prescribe the manner in which proceedings of any such committee shall be
conducted. In the absence of any such prescription, such committee shall have the power to
prescribe the manner in which its proceedings shall be conducted. Unless the Board or such
committee shall otherwise provide, the regular and special meetings and other actions of any such
committee shall be governed by the provisions of this Article 3 applicable to meetings and actions
of the Board. Minutes shall be kept of each meeting of each committee:
Section 16. Fees and Compensation. Directors and members of committees shall
receive no compensation for their services as such Directors or members, but may receive such
reimbursement for business related expenses, as may be fixed and authorized by the Board,
consistent with the guidelines and reimbursement policies of the City of Santa Monica.
Section 17. Participation In Political Activities. Directors and members of Committees
are prohibited from knowingly participating in supporting nominees for Board membership and
political activities /organizations by making a representation as a Board and /or Committee Member.
The Board shall not authorize nor reimburse any Director or staff for expenses incurred in the
support of nominees to the Board nor involvement in political activity.
6
(a) The Corporation is prohibited from spending money or making public
statements in support of, or in opposition to, candidates for public office or nominees for Director.
(b) The Directors, as Directors of the Corporation, are prohibited from
intentionally spending money or making public statements in support of candidates for public
office or nominees for Director.
(c) The provisions of this Section 17 do not limit the activities or statements of
Directors as private citizens.
ARTICLE 4. TRANSACTIONS IN WHICH DIRECTORS HAVE MATERIAL FINANCIAL INTEREST
Section 1. Prohibition Against Self - Dealing Transactions. The Corporation shall not
enter into any transaction in which one or more of its Directors has a material financial interest,
unless the transaction meets the requirements of paragraph (a), (b) or (c) of Section 2 of this
Article 4. For purposes of this Article 4, a "self dealing transaction" means a transaction to which
the Corporation is a party and in which one or more of its Directors has a material financial
interest; provided that such material financial interest shall not be deemed to exist due to any
Director being or being affiliated with a Property Owner. For purposes of this Article 4, such a
Director is referred to as an "interested Director." This section shall not be construed to prohibit (a)
a transaction which is part of a public or charitable program of the Corporation if it (i) is approved
or authorized by the Corporation in good faith and without unjustified favoritism; and (ii) results in
a benefit to one or more Directors or their families because they are in the class of persons
intended to be benefited by the public or charitable program; or (b) a transaction, of which the
interested Director or Directors have no actual knowledge, and which does not exceed the lesser of
1 percent of the gross receipts of the Corporation for the preceding fiscal year or one hundred
thousand dollars ($100,000).
Section 2. Permitted Self - Dealing Transactions. The Corporation shall be authorized
to engage in a self - dealing transaction if:
(a) The California Attorney General or the court in an action in which the
California Attorney General is an indispensable party, has approved the transaction before or after
it was consummated; or
(b) The following facts are established:
(1) The Corporation entered into the transaction for its own benefit;
(2) The transaction was fair and reasonable as to the Corporation at the
time the corporation entered into the transaction;
(3) Prior to consummating the transaction or any part thereof, the
Board authorized or approved the transaction in good faith by a vote of a majority of the Directors
then in office without counting the vote of the interested Director or Directors, and with
knowledge of the material facts concerning the transaction and the Director's interest in the
transaction. Except as provided in paragraph (c) of this Section 2, action by a committee of the
Board shall not satisfy this paragraph; and
(4) (A) Prior to authorizing or approving the transaction, the Board
considered and in good faith determined after reasonable investigation under the circumstances
that the Corporation could not have obtained a more advantageous arrangement with reasonable
effort under the circumstances; or
(B) The Corporation in fact could not have obtained a more
advantageous arrangement with reasonable effort under the circumstances; or
(c) The following facts are established:
(1) A committee or person authorized by the Board approved the
transaction in a manner consistent with the standards set forth in paragraph (b) of this Section 2;
(2) It was not reasonably practicable to obtain approval of the Board
prior to entering into the transaction; and
(3) The Board, after determining in good faith that the conditions of
subparagraphs (1) and (2) of this paragraph were satisfied, ratified the transaction at its next
meeting by a vote of the majority of the Directors then in office without counting the vote of the
interested Director or Directors.
Section 3. Prohibited Loans and Guarantees. The Corporation shall not make any loan
of money or property to or guarantee the obligation of any Director or Officer, unless approved by
the California Attorney General, except that the Corporation may advance money to a Director or
Officer of the Corporation for expenses reasonably anticipated to be incurred in the performance of
the duties of such Officer or Director, provided that in the absence of such advance, such Director
or Officer would be entitled to be reimbursed for such expenses by the Corporation.
ARTICLE 5. OFFICERS
Section 1. Officers. The officers of the Corporation shall be a Chair of the Board, a
Secretary, and a Treasurer, who shall also serve as the Chief Financial Officer. The Corporation may
also have, at the discretion of the Board, one or more Vice - Chairs, one or more Assistant
Secretaries, one or more Assistant Treasurers, a CEO and such other officers as may be elected or
appointed in accordance with the provisions of Section 3 of this Article 5. Any number of offices
may be held by the same person except as provided in the Articles or in these Bylaws and except
that neither the Secretary, any Assistant Secretary, the Treasurer, nor any Assistant Treasurer may
serve concurrently as the CEO or the Chair of the Board.
Section 2. Election. The Officers of the Corporation, except the Executive Director and
such other officers as may be elected or appointed in accordance with the provisions of Section 3
or Section 5 of this Article 5, shall be chosen annually by, and shall serve at the pleasure of, the
Board, and shall hold their respective offices until their resignation, removal, or other
disqualification from service, or until their respective successors shall be elected.
Section 3. Subordinate Officers. The Board may elect the CEO and such other Officers
as the business of the Corporation may require, each of whom shall hold office for such period,
have such authority, and perform such duties as are provided in these Bylaws or as the Board may
from time to time determine. The Board may empower the Chair of the Board to appoint such
Officers, other than the CEO.
Section 4. Removal and Resignation. Any Officer maybe removed, either with or
without cause, by the Board at any time or, except in the case of an Officer chosen by the Board,
by any Officer upon whom such power of removal may be conferred by the Board. Any such
removal shall be without prejudice to the rights, if any, of the Officer under any contract of
employment of the Officer.
Any Officer may resign at any time by giving written notice to the Corporation, but without
prejudice to the rights, if any, of the Corporation under any contract to which the Officer is a party.
Any such resignation shall take effect at the date of the receipt of such notice or at any later time
specified therein and, unless otherwise specified therein, the acceptance of such resignation shall
not be necessary to make it effective.
Section 5. Vacancies. A vacancy in any office because of death, resignation, removal,
disqualification, or any other cause shall be filled in the manner prescribed in these Bylaws for
regular election or appointment to such office, provided that such vacancies shall be filled as they
occur, and not on an annual basis,
Section 6. Chair of the Board. The Chair of the Board shall, if present, preside at all
meetings of the Board and exercise and perform such other powers and duties as may be assigned
from time to time by the Board. The Chair of the Board must be a Director of the Corporation. The
Chair shall be chosen annually by the Board at the first meeting of the fiscal year. No one Board
member may serve more than two (2) consecutive years as Chair.
Section 7. CEO. The CEO shall be elected or appointed, and may be removed, only with
the approval of at least seven (7) Directors. Except for and subject to such powers, if any, as may
be given by the Board to the Chair of the Board, and subject to the Board's determination as to
whether the CEO shall be an Officer of the Corporation, the CEO shall be the Chief Executive
Officer and Chief Operating Officer of the Corporation and shall have, subject to the control of the
Board, general supervision, direction and control of the day to day business affairs of the
Corporation. At the Board's discretion, the CEO shall have the general powers and duties of
management usually vested in the General Manager of an enterprise and such other powers and
duties as may be prescribed by the Board. The CEO shall not be a Director of the Corporation and
need not be an Officer of the Corporation.
Section 8. Vice Chairs. Vice Chairs shall be chosen annually by the Board at the first
meeting of the fiscal year. In the absence or disability of the Chair of the Board, the Vice - Chairs, if
9
any are appointed, in order of their rank as fixed by the Board or, if not ranked, the Vice -Chair
designated by the Board shall preside at meetings of the Board and shall perform all the duties of,
and be subject to all the restrictions upon, the Chair of the Board. The Vice - Chairs shall have such
other powers and perform such other duties as from time to time may be prescribed for them
respectively by the Board. All Vice - Chairs must be Directors of the Corporation.
Section 9. Secretary. The Secretary shall be chosen annually by the Board at the first
meeting of the fiscal year. The Secretary shall keep or cause to be kept, at the principal office or
such other place as the Board may order, a book of minutes of all meetings of the Board and its
committees, with the time and place of holding, whether regular or special, and if special, how
authorized, the notice thereof given, the names of those present at Board and committee meetings,
and the proceedings thereof. The Secretary shall keep, or cause to be kept, at the principal office in
the State of California the original or a copy of the Corporation's Articles and Bylaws, as amended
to date.
The Secretary shall give, or cause to be given, notice of all meetings of the Board and any
committees thereof required by these Bylaws or by law to be given, shall keep the seal of the
corporation in safe custody, and shall have such other powers and perform such other duties as
may be prescribed by the Board. In the absence or disability of the Chair of the Board and all Vice -
Chairs, the Secretary shall preside at meetings of the Board if the Secretary is a Director of the
Corporation. The Secretary may but need not be a Director of the Corporation.
Section 10. Chief Financial Officer. The Chief Financial Officer shall be chosen annually
by the Board at the first meeting of the fiscal year. The Chief Financial Officer shall keep and
maintain, or cause to be kept and maintained, adequate and correct accounts of the properties and
business transactions of the Corporation. The books of account shall at all times be open to
inspection by any Director.
The Chief Financial Officer shall deposit or cause to be deposited, all moneys and other
valuables in the name and to the credit of the Corporation with such depositories as may be
designated by the Board. The Chief Financial Officer shall disburse the funds of the Corporation as
may be ordered by the Board, shall render to the Executive Director and Directors, whenever they
request it, an account of all transactions as Chief Financial Officer and of the financial condition of
the Corporation, and shall have such other powers and perform such other duties as may be
prescribed by the Board. In the absence or disability of the Chair of the Board, all Vice - Chairs and
the Secretary, the Chief Financial Officer shall preside at meetings of the Board, if the Chief
Financial Officer is a Director of the Corporation. The Chief Financial Officer may but need not be a
Director of the Corporation.
ARTICLE 6. REPORTS, RECORDS AND RIGHTS OF INSPECTION
Section 1. Annual Report to City. Within ninety (90) days after the close of the
Corporation's fiscal year, the Board shall cause an annual report of its operations to be provided to
the City of Santa Monica. Such report shall contain, in appropriate detail, the following:
11111
(a) The assets and liabilities, including the trust funds, of the Corporation as of
the end of the fiscal year.
(b) The principal changes in assets and liabilities of the Corporation, including
trust funds, during the fiscal year.
(c) The revenue or receipts of the Corporation, both unrestricted and restricted
to particular purposes, for the fiscal year.
(d) The expenses or disbursements of the Corporation, for both general and
restricted purposes, during the fiscal year.
(e) Any information required by Section 6322 of the California Non - Profit
Public Benefit Corporation Law (pertaining to certain transactions and indemnifications involving
interested persons).
(f) A narrative description of the Corporation's principal activities during the
fiscal year.
(g) Such other information concerning the Corporation as may be requested by
the City Council in writing not less than ninety (90) days preceding the end of such fiscal year.
Section 2. Records and Rights of Inspection. The Corporation shall keep adequate and
correct books and records of account and minutes of the proceedings of its Member, the Board and
committees of the Board. Minutes shall be kept in written form. Other books and records shall be
kept either in written form or in any form capable of being converted into written form. The books
and records of the Corporation shall be open to inspection and copying by members of the public
to the same extent as the public records of the City of Santa Monica.
ARTICLE 7. INDEMNIFICATION
Section 1. Statutory Indemnity. This Corporation shall indemnify its Directors, Officers
and employees to the fullest extent permitted by the California Non - Profit Public Benefit
Corporation Law.
Section 2. Non applicability to Fiduciaries of Employee Benefit Plans. This Article
does not apply to any proceeding against any trustee, investment manager, or other fiduciary of an
employee benefit plan in such person's capacity as such, even though such person may also be an
agent of the Corporation as defined in Section 1 of this Article 7. The Corporation shall have power
to indemnify such trustee, investment manager, or other fiduciary to the extent permitted by
subdivision (f) of Section 207 of the California General Corporation Law.
ARTICLE 8. OTHER PROVISIONS
Section 1. Endorsement of Documents; Contracts. Subject to the provisions of
applicable law and these Bylaws, any note, mortgage, evidence of indebtedness, contract,
conveyance, or other instrument in writing and any assignment or endorsement thereof executed
11
or entered into between the Corporation and any other person, when signed by (a) the CEO, or (b)(i)
the Chair of the Board or any Vice Chair and (b)(ii) the Secretary, any Assistant Secretary, the Chief
Financial Officer, or any Assistant Treasurer of the Corporation shall be valid and binding on the
Corporation in the absence of actual knowledge on the part of the other person that the signing
officers had no authority to execute the same. Any such instruments may be signed by any other
person or persons in such manner as from time to time shall be determined by the Board, and,
unless so authorized by the Board, no officer, agent, or employee shall have any power or authority
to bind the Corporation by any contract or engagement or to pledge its credit or to render it liable
for any purpose or amount.
Section 2. Representation of Shares of Other Corporations. The Chair of the Board or
any other Officer or Officers authorized by the Board or the Chair of the Board are each authorized
to vote, represent, and exercise on behalf of the Corporation all rights incident to any and all
shares of any other corporation or corporations standing in the name of the Corporation. The
authority herein granted may be exercised either by any such officer in person or by any other
persons authorized so to do by proxy or power of attorney duly executed by said Officer.
Section 3. Construction and Definitions. Unless the context otherwise requires, the
general provisions, rules of construction, and definitions contained in the General Provisions of the
California Nonprofit Corporation Law and in the California Nonprofit Public Benefit Corporation
Law shall govern the construction of these Bylaws.
Section 4. Establishment of Fiscal Year. The fiscal year of this Corporation shall end
on June 30 of each year.
Section 5. Amendments. These Bylaws may be amended or repealed by the approval
of the Board; provided that any amendment or repeal shall have the approval of at least seven (7)
Directors.
THIS IS TO CERTIFY THAT:
That I am the duly elected, qualified and acting Secretary of the Bayside District
Corporation and that the above and foregoing Third Amended and Restated Bylaws were adopted
as the Bylaws of said corporation on the day of 2011 by the Board of
Directors thereof and approved by the Santa Monica City Council on , 2011.
IN WITNESS WHEREOF, I have hereunto set my hand this day of
2011.
Secretary
12
Attachment C
2011/2012 OPERATIONAL PLAN
Table of Contents
Page
DTSM, Inc. Mission Statement & Brand Essence 2
Roles and Responsibilities 3
Executive Summary 4
Operations 5
Marketing 19
Staff 24
Board of Directors 24
Downtown Santa Monica Map 25
Approved Budget 26
Downtown Santa Monica, Inc. Mission Statement
On behalf of the City of Santa Monica, to promote economic stability, growth and community life within
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 businesses,
property owners, visitors and residents in Downtown.
Downtown Santa Monica Brand Essence
N
Attachment C
2011/2012 OPERATIONAL PLAN
Table of Contents
DTSM, Inc. Mission Statement & Brand Essence
Roles and Responsibilities
Executive Summary
Operations
Marketing
Staff
Board of Directors
Page
19
24
24
Downtown Santa Monica Map 25
Approved Budget 26
Downtown Santa Monica, Inc. Roles and Responsibilities
Downtown Santa Monica, Inc. (DTSM, Inc., formerly Bayside District Corporation) 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. Our roles and responsibilities are to:
• 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 reinforce 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 (in conformance with the City's
Community Event Permit process), including citywide 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
DTSM, Inc. staff and Board of Directors consistent with the Downtown Santa Monica, Inc. Operational Plan
3
Executive Summary
Downtown Santa Monica, Inc. (DTSM, Inc.) 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 also consist of strategic alliances with corporate
partners to allow DTSM, Inc. to fund community events and promotions to enrich, enliven and diversify the
Downtown experience.
In addition to these ongoing activities, DTSM, Inc. successfully manages the Ambassador Program and the
Enhanced Maintenance Program. Both programs continue to make a noticeable impact to the area. Each month,
Ambassadors and maintenance personnel assist thousands of people, power wash sidewalks, distribute
important information to area businesses and visitors and perform many other necessary duties to keep the
District clean and welcoming.
On the marketing front, DTSM, Inc. will focus on the implementation of the new brand identity for Downtown.
This includes replacing existing Bayside District logos with the new Downtown Santa Monica logo both at the
street level as well as internally at the corporate level. A new comprehensive website will launch early this fiscal
year that will put information about the area at people's fingertips. Friendly navigation, updated content and
photography will help make downtownsm.com the best way to discover Santa Monica online.
In FY 2010/11 DTSM, Inc. Board of Directors stakeholders and the community leaders took a hard look at the
future for the district. Together, we explored opportunities to enhance the district in areas including access,
improved pedestrian orientation and identifying and addressing obstacles for small businesses, to name just a
few.
DTSM, Inc. is also excited about the many major redevelopment projects planned for the area. These projects
promise to bring much needed rejuvenation to the area. Yet due to their scale and timing, they require careful
attention to construction impacts, media and public perceptions and potential impacts on existing businesses.
Of the many upcoming projects, there are a few that will impact Downtown in the coming fiscal year.
Parking Structure 6 will begin reconstruction in early 2012. The rebuild will double the number of spaces, adding
nearly 350 much needed parking spaces to the Downtown parking inventory. DTSM, Inc. is fully engaged in this
process and will continue to work closely with City staff to ensure that the construction schedule and the Interim
Parking Plan are executed in a timely, efficient manner.
The Expo Light Rail is coming to Santa Monica and with 62,000 projected boardings per day, DTSM, Inc. is
working diligently with City staff to mitigate circulation upon passenger arrival. This year, DTSM, Inc. is
collaborating with the City and Big Blue Bus to create a shuttle program designed to circulate passengers to and
from the Expo Terminal at Fourth and Colorado.
The redevelopment of the City -owned land at 0/5`h streets and Arizona promises to bring new energy to the
Downtown area. DTSM, Inc. has been deeply involved with the plans for use guidelines and will continue to work
with the City to move this process forward in the coming year.
Also this year, the City will begin the process of updating the Downtown Specific Plan. DTSM, Inc. will play a key
role in developing the criteria for the Specific Plan and will work with the City to create a plan that is balanced,
sensible and functional for the future of the area.
With so many exciting improvements slated for our community, DTSM, Inc. has a lot of work ahead to ensure
that these projects happen in a smooth and thoughtful manner. It is our intent to remain engaged and alert,
4
Downtown Santa Monica, Inc. Roles and Responsibilities
Downtown Santa Monica, Inc. (DTSM, Inc., formerly Bayside District Corporation) 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. Our roles and responsibilities are to:
• 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 reinforce 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 (in conformance with the City's
Community Event Permit process), including citywide 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
DTSM, Inc. staff and Board of Directors consistent with the Downtown Santa Monica, Inc. Operational Plan
01
steering our Downtown to be one of the best in the region, state and country. The programs we have developed
this year support this goal. It's our time in the sun and for Downtown Santa Monica, everyone's Downtown to
shine.
Operations
Overview
Downtown Santa Monica, Inc.'s Operations and Maintenance Department's objective is to ensure the
Downtown District's levels of maintenance and customer service meet the high standards of DTSM. To meet this
goal, DTSM Operations manages a series of budgets, programs, and vendors, as well as coordinates its efforts
with its counterparts in the City of Santa Monica.
DTSM Operations oversees the Enhanced Maintenance budget of the Property -Based Assessment District. DTSM
uses this budget for daily maintenance in District parking structures as well as for routine pressure washing and
other maintenance needs throughout Downtown Santa Monica.
DTSM Operations also works with the City of Santa Monica to ensure the completion of daily maintenance in all
three zones of service. In addition, DTSM assists the City in managing special maintenance projects in Downtown
as well as City- contracted vendors responding to specific maintenance needs.
The Operations Department assists the City on a wide range of operational projects impacting Downtown Santa
Monica. DTSM monitors the management of these projects, which include: the planned demolition of Parking
Structure #6, the design of a new, larger, Parking Structure #6, the 4th /5"' streets and Arizona development, the
Downtown Interim Parking Plan, the development of a police kiosk on the Third Street Promenade, the
management of the Promenade vending cart program, and general parking operations and maintenance in
Downtown. DTSM 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, DTSM advocates for Downtown in the implementation of projects outside the District
including the EXPO, Palisades Garden Walk, and the Civic Center Improvement Plan.
DTSM Operations also manages the Downtown Ambassador Program budget. This budget funds DTSM
Ambassadors that provide primarily hospitality services in Downtown, but also perform important maintenance
functions and 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 the
City in all City -owned property in Downtown. DTSM coordinates the repairs to these facilities, as well as provides
guidance to these tenants in their relations with the City. The City and DTSM also work in conjunction in the
processing and operations of Outdoor Dining agreements for the Third Street Promenade and the Transit Mall
and ensuring compliance with the sign ordinance in the Downtown District.
Goals and Objectives 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
e Identify and address key capital improvement projects for Downtown and then forecast their
completion
• Maintain a strict and consistent maintenance cycle in Downtown
• Make informed recommendations to DTSM Committees and Board
• Develop solid, dependable relationships with City personnel to ensure DTSM effectiveness throughout
Downtown
steering our Downtown to be one of the best in the region, state and country. The programs we have developed
this year support this goal. It's our time in the sun and for Downtown Santa Monica, everyone's Downtown to
shine.
® Advocate for all property owners, merchants, and residents in Downtown
Strategies
DTSM will meet its goals and 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, Enhanced Maintenance programs, and City maintenance programs. When areas need
improvement, DTSM, Inc. works with vendors and City staff to meet these challenges. DTSM Operations staff
will also monitor best practices throughout the country.
DTSM Current and On -Going Projects
The following projects are budgeted and managed through Downtown Santa Monica, Inc.
Promenade Tree and Pavilion lighting
DTSM manages the LED lights on the Promenade jacaranda trees. Tree lighting requires constant
maintenance and it must be reviewed and repaired frequently. DTSM also manages the LED lights on the
two Promenade pavilions (1260 Third St. and 1400 Third St.). This decorative lighting is located on the
perimeter of these structures and requires regular maintenance.
Dinosaur Topiary Fountains
DTSM manages the maintenance for the two Promenade fountains, located at the north and south
intersections. Regular maintenance is required to keep these fountains in working order.
Downtown Infrastructure Enhancements Project
DTSM is currently seeking proposals from designers to refresh our Downtown infrastructure. This work
will likely include paint color and lighting changes, as well as replacement directories, newsracks, and
specific means of delineating District boundaries.
Ambassador Program
DTSM Ambassadors provide hospitality and maintenance services, as well as quality of life reporting through the
three zones of Downtown Santa Monica. In the nearly two years since the Ambassador program has been in
place, our team has logged over 325,000 interactions into our custom database. These interactions include:
referring users to Downtown businesses, directing them to the Premier Monitored Restrooms in Parking
Structure #4, jump - starting their vehicles, generating work orders to repair damaged Downtown infrastructure,
and advising on Santa Monica Municipal Code violations.
The DTSM, Inc. Ambassador Program is a success. This is confirmed through the feedback we receive from
individuals sharing their positive experiences with our Ambassadors and us, as well as through significant
measureable data. The Santa Monica Police Department has reported that since the Ambassador program came
online, transient related calls are down 27% in our District, while the rest of Santa Monica is up 10 %. Also, in
2010, DTSM, Inc. released its 2010 Downtown Property Owner, Business, and Resident Survey. 70% of survey
responders had a positive view of the Ambassador program, making it the highest -rated DTSM, Inc. program.
DTSM Ambassadors perform many duties and provide much information. The following pie chart sampling lists
the basic Ambassador hospitality functions and illustrates their percentages:
8
• Advocate for all property owners, merchants, and residents in Downtown
Big Blue Bus Information 3%
at Business Referrals S5%
�- Business Contacts 1%
Escorts 1%
ka Event Information -1%
k Pedestrian Assistance 36%
Restroom Referrals 4%
Vehicle Assistance 1%
DTSM Ambassadors have a key maintenance function in Downtown Santa Monica. In addition to continually
picking up small loose debris in the three zones of service (this transaction is not recorded), Ambassadors report
thousands of maintenance issues each year. These items range from burned out streetlights, trip hazards on
sidewalks, to damaged benches and chairs. The following pie chart sampling lists the basic Ambassador
maintenance functions and illustrates their percentages:
Large Debris 74%
Flyers /Stickers 10%
Graffiti 12%
Parking Structure 1%
Structural 4%
DTSM, Inc. Ambassadors work closely with the Santa Monica police force and act as "eyes and ears" in
Downtown. Ambassadors are trained in understanding the municipal codes that govern activity and the use of
public space and then advise Downtown users if an infraction is taking place. Ambassadors do not enforce
municipal codes but are constantly on the look out for criminal behavior, illegal vending, as well as smoking,
bicycling, skateboarding, and rollerblading on the Third Street Promenade. Ambassadors also interact with our
street performer community, informing them of municipal codes that govern the performance zones,
performance locations, and rotation requirements. DTSM, Inc. Ambassadors also interact with our Downtown
transient population. Ambassadors work in concert with local social service providers, offering service referrals
13
when appropriate. The following pie chart sampling lists the basic Ambassador quality of life reporting functions
and illustrates their percentages:
• Abandoned Item 1%
• Fllming Without a Permit 1%
- Aggressive Panhandling —1%
Illegal Vending °1%
Lost and Found 1%
4 Performing without a Permit ^S%
Pigeon Feeding 1%
* Public Disturbance 1%
'rte Rollerblading /Skateboarding /Bicycling 37%
A Sampling without a Permit °1%
* Sleeping 1%
Smoking 56%
-- Street Performer Interaction 2%
The DTSM Ambassador program is continuing to evolve. Our program now includes a GPS component enabling
our Ambassadors to "check in" with individualized equipment that allows us to target deployment around areas
of need. Our IDA award - winning Ambassador Program Database has been expanded to record and track data,
giving us the ability to understand trends in our area. It is our goal in 2011 to add an infrastructure- mapping
component that will allow us to more easily identify precise locations for our maintenance work requests.
Finally, our Ambassadors will be getting a makeover. As a result of the DTSM, Inc. brand identity study, ourteam
will be outfitted with a new look.
IM
Enhanced Maintenance —Parking Structures
Downtown Santa Monica, Inc. began providing daily maintenance in Downtown Parking Structure #1 -6, 9 and 10
in July 2009. Prior to this transition, the general upkeep on these facilities was poor and the structures were
considered dirty and, as a result, perceived unsafe.
DTSM daily maintenance in the structures has changed this perception. Now, 70% of responders to the 2010
Downtown Property Owner, Business, and Resident Survey consider the general maintenance of the parking
structures to be improved.
The following duties are Derformed in the structures during the stated shifts:
Shift time from 11:30 p.m. — 7:30 a.m.
Run M30 Sweeper /Scrubber vehicle on a rotational schedule in all structures
Close all restrooms for deep cleaning floor -to- ceiling
Sweep, mop, and wipe down all stairwells and landing areas
Conduct pan and broom maintenance throughout structures
Document maintenance issues for reporting
To.keep ahead of the maintenance curve, DTSM has instituted changes to the Enhanced Maintenance in the
parking structures. In 2010, we invested in an M30 Sweeper /Scrubber unit. This unit is routinely deployed in our
parking structures and is able to not only separate carbon dust (residue emitted from the thousands of vehicles
that use our structures on a daily basis) from surfaces, but vacuum it up as well.
DTSM has also altered our staff deployment schedule to become more efficient. Our maintenance staff now is
primarily deployed during the late evening /early morning hours when fewer vehicles and people are in the
structures. This gives us better access to open surfaces and enables the maintenance team to clean a larger
area, in less time. Today, the challenging work of the M30 and labor- intensive work such as mopping and
removing large graffiti tags is done at night, while the day crew is responsible for keeping up the level of
maintenance obtained by the night crew.
Enhanced Maintenance — Pressure Washing in Downtown
It is the goal of DTSM to provide clean sidewalks, alleys, and streets throughout Downtown. To meet this
challenge, we work with City staff to ensure their daily pressure washing schedule, and results, meet DTSM
standards. We also contract pressure washing services to provide a deep, intense, clean. By combining daily City
pressure washing service and directed DTSM deep - cleaning washing services, we are able to meet our goals. The
2010 Downtown Property Owner, Business, and Resident Survey listed 62% of responders saying our work is
effective.
Our current contracted pressure washing services are as follows:
Activity
Frequency
Zone 1: Third Street Promenade and 2nd and 3rd Ct. Alleys
Monthly
Zone 2: Second and Fourth Streets, Ocean Avenue, and all intersection side streets
and alleys within the boundary
Once every two
months
Parking Structures #1- #6, #9 and #10
Annually
Parking Structures #1- #6, #9 and #10 detailing (cleaning areas of heavy use)
Quarterly
Parking Structures #1- #6, #9 and #10 lobbies and elevator landings
Monthly
Downtown Hotspots (areas of need throughout Downtown)
As Needed
DTSM. Inc. Maintenance Cycle
Downtown infrastructure is aging and requires regular maintenance. To stay ahead of the curve, DTSM, Inc.
manages a continuous cycle of maintenance work in Downtown. The following duties are performed at the
listed frequencies:
Activity
Frequency
Paint Light Poles and Directories
Annually
Dinosaur Topiary Cleaning
Quarterly
Pavilion Window Cleaning
Bi- Weekly
Vector Management
Monthly /As Needed
Dinosaur Repair
As Needed
Parking Structure Sign Maintenance
As Needed
Light Pole Electrical Maintenance
As Needed
Promenade Paver Repair
As Needed
Special DTSM, Inc. Maintenance Projects
To keep Downtown vibrant and competitive, DTSM, Inc. must identify and address special maintenance projects
in Downtown. These projects include:
• Replace Directories
• Add Ambient Lighting Throughout Downtown
• Explore Solar Energy Alternatives to Power Downtown Lighting and D6cor
• Replace Promenade Drinking Fountains
• Add New Bike Racks
• Add a Pedestrian - Counting System to Downtown
• Replace News Racks
• Paint Parking Structure Stairwells
City of Santa Monica Daily Maintenance
The City of Santa Monica Community Maintenance department has completed a matrix outlining their services
in Downtown. It is the Operations Department's responsibility to ensure this work is completed to the standards
of DTSM. The follow is the service matrix:
Zone 1— 3rd Street Promenade:
From the north side of Wilshire to the south side of Broadway
12
Enhanced Maintenance — Parking Structures
Downtown Santa Monica, Inc. began providing daily maintenance in Downtown Parking Structure #1 -6, 9 and 10
in July 2009. Prior to this transition, the general upkeep on these facilities was poor and the structures were
considered dirty and, as a result, perceived unsafe.
DTSM daily maintenance in the structures has changed this perception. Now, 70% of responders to the 2010
Downtown Property Owner, Business, and Resident Survey consider the general maintenance of the parking
structures to be improved.
The following duties are performed in the structures during the stated shifts:
Shift time from 11:30 p.m. — 7:30 a.m.
Run M30 Sweeper /Scrubber vehicle on a rotational schedule in all structures
Close all restrooms for deep cleaning floor -to- ceiling
Sweep, mop, and wipe down all stairwells and landing areas
Conduct pan and broom maintenance throughout structures
Document maintenance issues for reporting
Shift time from 7:00 a.m. - 3:30 p.m.
Clean restrooms (empty trash, clean toilets /urinals, clean sinks, counters, mirrors, and replenish toiletries as
needed)
Remove, or paint over, graffiti
Remove debris as needed
Shift time from 3:00 p.m. —11:30 p.m.
Clean restrooms times per day (empty trash, clean toilets /urinals, clean sinks, counters, mirrors, replenish
toiletries as needed
Sweep /mop restroom as needed
Pull all trash (2 /3rds full) and replace bags on every level of parking structures and wipe down cans
Wipe down all structure interior signage as well as fire and electrical boxes
Remove or paint over any graffiti that is reported or found
Clean up all spills as necessary
To keep ahead of the maintenance curve, DTSM has instituted changes to the Enhanced Maintenance in the
parking structures. In 2010, we invested in an M30 Sweeper /Scrubber unit. This unit is routinely deployed in our
parking structures and is able to not only separate carbon dust (residue emitted from the thousands of vehicles
that use our structures on a daily basis) from surfaces, but vacuum it up as well.
DTSM has also altered our staff deployment schedule to become more efficient. Our maintenance staff now is
primarily deployed during the late evening /early morning hours when fewer vehicles and people are in the
structures. This gives us better access to open surfaces and enables the maintenance team to clean a larger
area, in less time. Today, the challenging work of the M30 and labor- intensive work such as mopping and
removing large graffiti tags is done at night, while the day crew is responsible for keeping up the level of
maintenance obtained by the night crew.
Enhanced Maintenance — Pressure Washing in Downtown
It is the goal of DTSM to provide clean sidewalks, alleys, and streets throughout Downtown. To meet this
challenge, we work with City staff to ensure their daily pressure washing schedule, and results, meet DTSM
standards. We also contract pressure washing services to provide a deep, intense, clean. By combining daily City
pressure washing service and directed DTSM deep - cleaning washing services, we are able to meet our goals. The
Shifts: Effective 7 /12/09
1= 6:00 a.m. to 2:30 p.m.
2 = 2:00 p.m. to 10:30 p.m. (Sunday — Thursday)
2:30 p.m. to 11:00 p.m. (Friday - Saturday)
Third Street. Promenade Maintenance:
Pedestrian Walkways:
Sweeper
Picks up large debris
Once daily, 7 days a week
1
Sweeper— scrubber
Picks up small debris, applies degreaser,
Once daily, 7 days a week
1
scrubs pavement & recovers excess water
Pressure Washer
Steam cleans places scrubbers can't reach
Once daily, 7 days a week
1
Pre -treat stains
Degreaser applied with hand - sprayer
Once daily, 7 days a week
1
Inspections
Walk site, sweep & remove debris
Twice daily, Mon. —Thu.
1&2
Three times daily, Fri. - Sun. &
Holidays
Benches (85)
Spray & wipe
Once daily, 7 days a week
1
Drinking Fountains (7)
Spray & wipe
Twice daily, 7 days a week
1&2
Trash Containers (38)
Wipe top, remove trash, replace bag
Four times daily, Mon. —Thu.
1&2
Five times daily,. Fri. — Sun. &
Holidays
Trash Liners (38)
Steam clean & deodorize
Two times weekly_
1
Public Phones (28)
Spray & wipe
Once daily, 7 days a week
1&2
Stainless Steel Bollards
Spray & wipe, steam clean
Once daily, 7 days a week
1
(27)
Directories (13)
Spray & wipe
Once daily, 7 days a week
1
Sculptures (9)
Spray & wipe
Once daily, 7 days a week
1
Graffiti
Remove
Daily, as needed, 7 days a
1&2
week
Dinosaur Pools (4) .
Remove debris
qgeneral
Daily, as needed, 7 days a
1&2
week
Special Events
Extra trash containers &
30 to 40 times, yearly, as
1 & 2
maintenance frequencineeded
13
Spot Cleaning & Additional cleanings, graffiti, broken glass, As needed throughout the 1 & 2
Customer Calls animal waste, etc. day, 7 days a week
Off Duty Toxic spills, electrical, water, accidents, As needed
Emergency Call -outs etc.
Tree Trimming
Regular
Once, yearly (spring)
City
3,790 sq. ft. (154)
Contracted
Service
Tree Well
Inspect for grate displacement and /or
Daily
City
Maintenance
debris & litter
Contracted
3,790 sq.ft (154)
Service
Irrigation Inspection
Clean debris, reset tree grates
As needed, based on inspections
City
Color (136) Maintain flower pots Weekly City
Contracted
Change out annual color and install Thanksgiving through New Years Service
Poinsettias week
Shrubs & Topiary
Prune & shape
Once every six weeks
City
705 sq.ft.
Contracted
Service
Turf Maintenance
Mow
Weekly
City
1,425 sq. ft.
Contracted
Service
Irrigation Inspection
Check system and controller for
Weekly
City
proper settings
Contracted
Service& In
House
Fountain
Maintain fountains and provide
Bi- weekly
City
Maintenance
cleaning service for the Topiary pools
Contracted
Service
Zone 2
Colorado Blvd.. Arizona Avenue & Wilshire Boulevard:
Sidewalks on both sides of streets from east side of Ocean Avenue to alley between 4th and 5th Streets.
Ocean Ave (east side only). 2 "a and 0 Streets (both sides):
Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
14
Shifts: Effective 7/12/09
1= 6:00 a.m. to 2:30 p.m.
2 = 2:00 p.m. to 10:30 p.m. (Sunday— Thursday)
2:30 p.m. to 11:00 p.m. (Friday - Saturday)
Third Street, Promenade Maintenance:
Pedestrian Walkways:
so
Sweeper
Picks up large debris
Once daily, 7 days a week
1
Sweeper — scrubber
Picks up small debris, applies degreaser,
Once daily, 7 days a week
1
scrubs pavement & recovers excess water
Pressure Washer
Steam cleans places scrubbers can't reach
Once daily, 7 days a week
1
Pre -treat stains
Degreaser applied with hand - sprayer
Once daily, 7 days a week
1
Inspections
Walk site, sweep & remove debris
Twice daily, Mon. —Thu.
1 & 2
Three times daily, Fri. - Sun. &
Holidays
Benches (85)
Spray & wipe
Once daily, 7 days a week
1
Drinking Fountains (7)
Spray & wipe
Twice daily, 7 days a week
1&2
Trash Containers (38)
Wipe top, remove trash, replace bag
Four times daily, Mon. —Thu.
1&2
Five times daily, Fri. — Sun. &
Holidays
Trash Liners (38)
Steam clean & deodorize
Two times weekly
1
Public Phones (28)
Spray & wipe
Once daily, 7 days a week
1&2
Stainless Steel Bollards
Spray & wipe, steam clean
Once daily, 7 days a week
1
(27)
Directories (13)
Spray & wipe
Once daily, 7 days a week
1
Sculptures (9)
Spray & wipe
Once daily, 7 days a week
1
Graffiti
Remove
Daily, as needed, 7 days a
1&2
week
Dinosaur Pools (4)
Remove debris
Daily, as needed, 7 days a
1&2
week
Special Events
Extra trash containers & general
30 to 40 times, yearly, as
1 & 2
maintenance frequencies
needed
13
Pedestrian
Walkways:
Sweeper
Picks up large debris
Once daily, 4 days a week (Mon. —
1
Sat.)
Sweeper - scrubber
Picks up small debris, applies
1
degreaser, scrubs pavement &
Once daily, 4 days a week (Mon. — Fri.)
recovers excess water
Pressure Washer
Steam cleans places scrubbers can't
1
fit
Once daily, 4 days a week (Mon. - Fri.)
Pre -treat stains
1
Degreaser applied with hand - sprayer
Once daily, 4 days a week (Mon. — Fri.)
Inspections
Walk site, sweep & remove debris
Twice daily, Mon. —Thu.
1&2
Three times daily, Fri. - Sun. &
Holidays
Bus Stop (4)
Steam clean
Three times, weekly
1
Trash Containers (30)
Wipe top, remove trash, replace bag
Twice daily, Mon. —Thu.
1&2
Three . times daily, Fri. - Sun. &
Holidays
Trash Liners (30)
Steam clean & deodorize
Weekly, as needed
1
Parking Structure
Spray & wipe
Once a week, as needed
1&2
Signs (10)
Tree Wells Rake out debris Once weekly, as needed 1&2
Weed & spray herbicides As needed, upon inspection 1
Spot Cleaning & Additional cleanings, graffiti, broken Daily, as needed, 7 days a week 1 & 2
Customer Calls glass, animal waste, etc.
Off Duty Toxic spills, electrical, water, As needed
Emergency Call -outs accidents, etc.
O
Tree Trimming (182) Regular Once, yearly (fall season) city
Contracted
Service
Tree Well Backfill tree wells with As- needed — Prep for summer City
Maintenance (182) decomposed granite Contracted
Service
15
Tree Trimming (46)
Regular
As needed, yearly
City
Contracted
Service
Tree Well
Backfill tree wells with
As- needed — Prep for summer
City
Maintenance (61)
decomposed granite
Contracted
Service
16
Walkways:
Sweeper
Picks up large debris
Once daily, 4 days a week (Mon. —
1
Parking Structure
Spray & wipe
Sat.)
1&2
Sweeper - scrubber
Picks up small debris, applies
1
Tree Wells
degreaser, scrubs pavement &
Once daily, 4 days a week (Mon. — Fri.)
1&2
recovers excess water
As needed, upon inspection
1
Pressure Washer
Steam cleans places scrubbers can't
Daily, as needed, 7 days a week
1
Customer Calls
fit
Once daily, 4 days a week (Mon. — Fri.)
Pre -treat stains
Toxic spills, electrical, water,
As needed
1
Emergency Call -outs
Degreaser applied with hand - sprayer
Once daily, 4 days a week (Mon. — Fri.)
Inspections
Walk site, sweep & remove debris
Twice daily, Mon. —Thu.
1&2
Three times daily, Fri. - Sun. &
Bus Stop (4) Steam clean Three times, weekly 1
Trash Containers (30) Wipe top, remove trash, replace bag Twice daily, Mon. —Thu. 1 & 2
Three . times daily, Fri. Sun. &
Trash Liners (30)
Steam clean & deodorize
Weekly, as needed
1
Parking Structure
Spray & wipe
Once a week, as needed
1&2
Signs (10)
Tree Wells
Rake out debris
Once weekly, as needed
1&2
Weed & spray herbicides
As needed, upon inspection
1
Spot Cleaning &
Additional cleanings, graffiti, broken
Daily, as needed, 7 days a week
1&Z
Customer Calls
glass, animal waste, etc.
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc.
Tree Trimming (182) Regular Once, yearly (fall season) City
Contracted
Service
Tree Well Backf ill tree wells with As- needed — Prep for summer city
Maintenance (182) decomposed granite Contracted
Service
15
Tree Trimming Regular Every 2 years City
(66) Contracted
Service
Transit Mall (Zone 2):
Sidewalks on both sides of the streets:
• Broadway east side of Ocean Avenue to alley between 51h and 6th Streets.
• Santa Monica Boulevard from east side of Ocean. Avenue to alley between 5`h and 6th Streets
Pedestrian
Walkways:
Sweeper Picks up large debris Once daily, 5 days a week (Mon. -Sat.) 1
Sweeper - scrubber Picks up small debris, applies Once daily, 5 days a week (Mon. —Fri.) 1
degreaser, scrubs pavement &
recovers excess water
Pressure Washer I Steam cleans in places scrubbers I Once daily, 5 days a week (Mon. — Fri.) I 1
can't reach
Pre -treat stains I Degreaser applied with hand - I Once daily, 3 days a week, as needed I 1
Inspections
Walk site, sweep & remove
debris
Twice daily, Mon. —Thu.
Three times daily, Fri. - Sun. & Holidays
1&2
Benches (241)
Spray &wipe, polish wood
Once daily, 7 days a week
1
Drinking Fountains
(3)
Spray & wipe
Twice daily, 7 days a week
1 & 2
Trash Containers (36)
Wipe top, remove trash, replace
bag
Four times daily, Mon. —Thu.
Five times daily, Fri. - Sun. & Holidays
1&2
Trash Liners (36)
Steam clean & deodorize
Weekly, as needed
1
Tile Bollards (35)
Spray, wipe & polish
Once daily, 7 days a week
1
Informational Signs
(6)
Spray & wipe
Once daily, 7 days a week
1
Newspaper Racks
Spray & wipe
Once daily, 7 days a week
1
Arbors (6)
Spray & wipe
Once daily, 7 days a week
1
Graffiti
Remove
Daily, as needed, 7 days a week
1 & 2
Spot Cleaning &
Customer Calls
Additional cleanings, graffiti,
broken glass, animal waste, etc.
Daily, as needed, 7 days a week
1&2
Off Duty
Emergency Call -outs
Toxic spills, electrical, water,
accidents, etc.
As needed
17
Tree Trimming (193)
Regular
Once, yearly (spring)
City
sprayer
needed
Contracted
Inspections
Walk site, sweep & remove
Twice daily, 7 days a week
Service
Tree Well
Inspect for grate displacement
Daily
City
Maintenance
and /or debris & litter
Daily — as needed
Contracted
Maintenance
Service
Clean debris, reset tree grates
As needed, based upon inspections
1
Irrigation Inspections
Check system and controller for
Weekly
City
proper settings
Contracted
Service & In
House
Inspections
Remove debris from tree wells
Daily
City
Contracted
Service
Zone 3
Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Boulevard:
Sidewalks on both sides of streets from east side of 5t" to the alley east of 7" St.
St ", 6" and 7`" Streets:
Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
Pedestrian
Walkways:
Sweeper I Picks up large debris One time twice a week 1
Sweeper - scrubber Picks up small debris; applies Onetime every three weeks 1
degreaser, scrubs pavement &
recovers excess water
Pressure Washer Steam cleans in places scrubbers One time every three weeks 1
can't reach
Pre -treat stains
Degreaser applied with hand-
One time every three weeks, as
1
sprayer
needed
Inspections
Walk site, sweep & remove
Twice daily, 7 days a week
1&2
debris
Tree Well
Clean debris
Daily — as needed
1
Maintenance
Remove and spray for weeds
As needed, based upon inspections
1
Parking Structures:
Structures 1 -6, Ken Edwards Center; Main Library; Civic Center, Public Safety Facility
18
Tree Trimming Regular Every 2 years City
(66) Contracted
Service
Transit Mall (Zone 2):
Sidewalks on both sides of the streets:
• Broadway east side of Ocean Avenue to alley between 5m and 6`h Streets.
• Santa Monica Boulevard from east side of Ocean, Avenue to alley between 5`h and 6`h Streets
Walkways:
Sweeper Picks up large debris Once daily, 5 days a week (Mon. —Sat.) 1
Sweeper - scrubber Picks up small debris, applies Once daily, 5 days a week (Mon. — Fri.) 1
degreaser, scrubs pavement &
recovers excess water
Pressure Washer
Steam cleans in places scrubbers I Once daily, 5 days a week (Mon. — Fri.) I 1
can't reach
Pre -treat stains
Degreaser applied with hand-
sprayer
Once daily, 3 days a week, as needed
1
Inspections
Walk site, sweep & remove
debris
Twice daily, Mon. —Thu.
Three times daily, Fri. - Sun. & Holidays
1&2
Benches (241)
Spray &wipe, polish wood
Once daily, 7 days a week
1
Drinking Fountains
(3)
Spray & wipe
Twice daily, 7 days a week
1&2
Trash Containers (36)
Wipe top, remove trash, replace
bag
Four times daily, Mon. —Thu.
Five times daily, Fri. - Sun. & Holidays
1&2
Trash Liners (36)
Steam clean & deodorize
Weekly, as needed
1
Tile Bollards (35)
Spray, wipe & polish
Once daily, 7 days a week
1
Informational Signs
(6)
Spray & wipe
Once daily, 7 days a week
1
Newspaper Racks
Spray & wipe
Once daily, 7 days a week
1
Arbors (6)
Spray & wipe
Once daily, 7 days a week
1
Graffiti
Remove
Daily, as needed, 7 days a week
1&2
Spot Cleaning &
Customer Calls
Additional cleanings, graffiti,
broken glass, animal waste, etc.
Daily, as needed, 7 days a week
1&2
Off Duty
Emergency Call -outs
Toxic spills, electrical, water,
accidents, etc.
As needed
17
Structures 1— 6
Pressure wash, degrease,
Once daily, 7 days a week
1 & 2
Bin Rooms (6)
scrubber.
Three times daily, 7 days a week
Organize trash and recyclables.
Clarifiers:
Structure 1
Clean out sludge
Twice monthly
1&2
Structures 2 - 6
Remove restaurant grease
As needed, contracted (once weekly)
City
Contracted
Service
Ken Edwards Center
Policing, sweep & remove debris
Once daily, 7 days a week
1&2
Parking Structure
Pressure Washer & Sweeper-
Once, monthly
1
scrubber
Main Library
Policing, sweep & remove debris
Once 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-
Twice yearly
1
scrubber
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&2
Pressure Washer & Sweeper-
Twice yearly
1
scrubber
Public Safety Facility
Motor sweep
Twice monthly
1
Parking Structure
Pressure Washer & Sweeper-
Twice yearly
1
scrubber
Spot Cleaning
Additional cleanings, graffiti,
Daily as needed 7 days per week
1 & 2
& Customer Calls
broken glass, animal waste, etc.
Graffiti
Remove
Daily, as needed, 7 days per week
1&2
Absorbent
For oil, grease, etc.
Daily, as needed, 7 days per week
1&2
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc.
19
Planter Maintenance I Pick up litter & debris
(ground level
planters only) 2,225 Water plants
sq. ft.
Prune shrubs
20
Daily
Manually, as needed weekly
6 weeks
City
Contracted
Service
Parking Structures, Promenade
Maintenance:
Structures 1— 6
Pressure wash, degrease,
Once daily, 7 days a week
1&2
Bin Rooms (6)
scrubber.
Three times daily, 7 days a week
Organize trash and recyclables.
Clarifiers:
Structure 1
Clean out sludge
Twice monthly
1&2
Structures 2 - 6
Remove restaurant grease
As needed, contracted (once weekly)
City
Contracted
Service
Ken Edwards Center
Policing, sweep & remove debris
Once daily, 7 days a week
1&2
Parking Structure
Pressure Washer & Sweeper-
Once, monthly
1
scrubber
Main Library
Policing, sweep & remove debris
Once 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-
Twice yearly
1
scrubber
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&2
Pressure Washer & Sweeper-
Twice yearly
1
scrubber
Public Safety Facility
Motor sweep
Twice monthly
1
Parking Structure
Pressure Washer & Sweeper-
Twice yearly
1
scrubber
Spot Cleaning
Additional cleanings, graffiti,
Daily as needed 7 days per week
1&2
& Customer Calls
broken glass, animal waste, etc.
Graffiti
Remove
Daily, as needed, 7 days per week
1&2
Absorbent
For oil, grease, etc.
Daily, as needed, 7 days per week
1 & 2
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc.
19
Alleys:
• 1" Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of
Colorado Avenue.
• Mall Court West: Between 2nd Street and 3rd 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.
• 4`h Court: Between 4`h and 5`h Streets from north side of Wilshire Boulevard to south side of Colorado
Avenue.
• 5th Court: Between 5th Street and 6`h 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
21
Mall Courts .
East & West
Sweeper - scrubber
Picks up small debris, applies
Once Daily, 5 days a week (Mon. —
1
degreaser, scrubs pavement &
Fri.)
recovers excess water
Inspections
Walk site, sweep & remove debris
Twice daily, 7 days a week
_I& 2
Spills
Apply absorbent, collect into
Daily, as needed, 7 days a week
1&2
plastic bags, pressure washer and
scrubber
Spot Cleaning
Discarded furniture, appliances,
Daily, as needed, 7 days a week
1&2
& Customer Calls
spills, etc:
Graffiti
Remove
Daily, as needed, 7 days a week
1 & 2
Weed suppression
Remove and spray herbicides
As needed, based upon inspections
1
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc.
lstt . 4th, 5th, 6th & 7th
Courts:
Mobile Vacuum
Vacuums debris from large areas
Once daily, 5 days a week (Mon. — Fri.)
1
Inspections
Walk site, sweep debris
Once daily, 7 days a week
1&2
Spills
Apply absorbent, collect into
Daily, as needed, 7 days a Week
1&2
plastic bags, pressure washer and
scrubber
Spot Cleaning
Discarded furniture, appliances,
Daily, as needed, 7 days a week
192
& Customer Calls
spills, etc.
Graffiti
Remove
Daily, as needed, 7 days a week
1&2
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc..
Weed suppression
Remove and spray herbicides
As needed, based upon inspections
1
21
Planter Maintenance Pick up litter & debris Daily City
(ground level Contracted
planters only) 2,225 Water plants Manually / as- needed, weekly Service
sq. ft.
(140) Prune shrubs and vines Every other month
DTSM /City Coordinated Maintenance Projects
The City of Santa Monica and DTSM coordinate certain maintenance projects that require input from both
entities. To date, these include: trimming the Jacaranda and Ficus trees, painting construction areas in Parking
Structure #2, and providing landscaping forlCE @Santa Monica.
DTSM and the City must look to the future to address new projects that become more crucial given the age of
Downtown infrastructure. Future DTSM /City projects include: .
• Sidewalk and Street Repair
• Replace Trash Cans
• Add Recycling Cans
• Add and Replace Bike Racks
• Replace Unhealthy Jacarandas
• Replace Downtown Newsracks
Affecting Homelessness
Downtown Santa Monica, Inc.'s budget includes an $80,000 allocation to make a positive impact on Downtown's
street residents. DTSM, Inc. contracts with Chrysalis Enterprises to accomplish this goal. Participants in this
program are able to begin rebuilding their resumes and re- establish themselves into the workforce.
Chrysalis employs two teams of two workers each to perform custodial tasks throughout Downtown Santa
Monica. These individuals work from 10 a.m. — 5:30 p.m. every day. In addition to tasks such as picking up large
debris items, pan and broom operation, and cleaning up spills, Chrysalis team members respond to maintenance
calls from Ambassadors.
This transitional program has proved to be successful. Many of the Chrysalis workers have graduated from the
DTSM program to full -time work.
New Projects
DTSM, Inc. will continue to spearhead new projects in Downtown. These include: the Interim Parking Plan,
launching bicycle - friendly initiatives throughout Downtown, and adding a pedestrian- counting system on the
Third Street Promenade.
The Interim Parking Plan is a DTSM and City of Santa Monica - coordinated effort to maximize parking in
Downtown while Parking Structure 6 is being demolished and rebuilt. This effort will also benefit Downtown
when Parking Structure 3 is demolished.
The Interim Parking Plan is a multi- faceted approach that incorporates the following strategic plans:
• Maximize parking at the City -owned parcels at 4`h and 5`" Streets and Arizona
22
Alleys:
• 1st Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of
Colorado Avenue.
• Mall Court West: Between 2nd Street and 3rd 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 4" and 5th 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 7" Street from Colorado to Wilshire
• 7th Court: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire
Mall Courts
East & West
Sweeper - scrubber
Picks up small debris, applies
Once Daily, 5 days a week (Mon. —
1
degreaser, scrubs pavement &
Fri.)
recovers excess water
Inspections
Walk site, sweep & remove debris
Twice daily, 7 days a week
1&2
Spills
Apply absorbent, collect into
Daily, as needed, 7 days a week
1&2
plastic bags, pressure washer and
scrubber
Spot Cleaning
Discarded furniture, appliances,
Daily, as needed, 7 days a week
1&2
& Customer Calls
spills, etc.
Graffiti
Remove
Daily, as needed, 7 days a week
1&2
Weed suppression
Remove and spray herbicides
As needed, based upon inspections
1
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc.
1stt 4th Stn 6th & 7 t
Courts:
Mobile Vacuum
Vacuums debris from large areas
Once daily, 5 days a week (Mon. — Fri.)
1
Inspections
Walk site, sweep debris
Once daily, 7 days a week
1&2
Spills
Apply absorbent, collect into
Daily, as needed, 7 days a week
1&2
plastic bags, pressure washer and
scrubber
Spot Cleaning
Discarded furniture, appliances,
Daily, as needed, 7 days a week
192
& Customer Calls
spills, etc.
Graffiti
Remove
Daily, as needed, 7 days a week
1&2
Off Duty
Toxic spills, electrical, water,
As needed
Emergency Call -outs
accidents, etc. ,
Weed suppression
Remove and spray herbicides
As needed, based upon inspections
1
21
• Launch an assisted valet parking program on 4"' Street
• Free previously private parking spaces in Parking Structures 2 and 4
• Relocate monthly parkers from the Downtown core structures to the Civic Center parking structure
• Establish a shuttle service to take people from the Civic Center parking structure to the Downtown core
• Evaluate parking rates throughout Downtown to encourage long -term parking outside the core
DTSM, Inc. is also working with the City of Santa Monica to encourage bicycle transportation in Downtown.
Bicycles benefit Downtown because they are a sustainable transportation solution that decreases congestion.
DTSM and the City are pursuing bike valet in Downtown, as well as a bicycle -share program that would feature
hubs throughout the City for users to borrow bicycles as they make short commutes in the District or even City-
wide. The City has also built bicycle stations in Parking Structure 7 and 8 that feature lockers, showers, and
monitored bike storage
Finally, with the anticipated arrival of Expo Light Rail it is important to benchmark pedestrian activities in the
area. DTSM is pursuing technology that will count pedestrians on Third Street Promenade and in key streets in
Downtown.
Venue and Performance Management
DTSM Operations includes the management of the Downtown Santa Monica venue. Our Downtown is used by
street performers, free speech activists, as well as for special events, filmings, and promotions. The Operations
department employs a Venue Manager whose responsibility is to maintain a positive environment for all
approved activities in Downtown. To achieve this goal, the Venue Manager works with the Santa Monica Police
Department, City Attorney's Office, City staff, and the DTSM Ambassador Program.
Objectives
The five key objectives for Venue and Performance Management are:
• Maintain strong working relationships among DTSM stakeholders, the City of Santa Monica, the City's
maintenance crew and the Santa Monica Police Department as they relate to the implementation and
continued enforcement of the Performer's Ordinance and attention to the aesthetics of the Downtown.
• Contribute to the early phases of event planning in order to better ensure compliance with DTSM
standards.
• Continue to facilitate communications among performers, merchants and the SMPD in orderto maintain
functional and professional relationships with these core groups.
• Foster, support and promote the development of the Promenade's street performer talent base.
• Work together with the SMPD, performers and stakeholders to make a positive impact on the noise
violations in Downtown Santa Monica.
• Train and work with new Ambassadors to report street performer violations to the Police.
• Report maintenance issues and code compliance violations.
Strategies
DTSM Venue and Performance Management 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 and in Downtown Santa Monica makes the
Venue Manager available for conflict resolution and problem solving and serves to reassure the community that
their needs are important and are being addressed.
23
As necessary, the Venue Manager will continue to host street performer meetings to discuss ideas from all sides.
of the street equation. In the past these meetings have led to positive changes in how all sides perceive and
ultimately work with each other. The Venue Manager also conducts routine maintenance and code compliance
reviews of Downtown Santa Monica. Infrastructure damage is reported and merchants are advised of code
compliance violations.
24
• Launch an assisted valet parking program on 4`h Street
• Free previously private parking spaces in Parking Structures 2 and 4
• Relocate monthly parkers from the Downtown core structures to the Civic Center parking structure
• Establish a shuttle service to take people from the Civic Center parking structure to the Downtown core
• Evaluate parking rates throughout Downtown to encourage long -term parking outside the core
DTSM, Inc. is also working with the City of Santa Monica to encourage bicycle transportation in Downtown.
Bicycles benefit Downtown because they are a sustainable transportation solution that decreases congestion.
DTSM and the City are pursuing bike valet in Downtown, as well as a bicycle -share program that would feature
hubs throughout the City for users to borrow bicycles as they make short commutes in the District or even City-
wide. The City has also built bicycle stations in Parking Structure 7 and 8 that feature lockers, showers, and
monitored bike storage
Finally, with the anticipated arrival of Expo Light Rail it is important to benchmark pedestrian activities in the
area. DTSM is pursuing technology that will count pedestrians on Third Street Promenade and in key streets in
Downtown.
Venue and Performance Management
DTSM Operations includes the management of the Downtown Santa Monica venue. Our Downtown is used by
street performers, free speech activists, as well as for special events, filmings, and promotions. The Operations
department employs a Venue Manager whose responsibility is to maintain a positive environment for all
approved activities in Downtown. To achieve this goal, the Venue Manager works with the Santa Monica Police
Department, City Attorney's Office, City staff, and the DTSM Ambassador Program.
Objectives
The five key objectives for Venue and Performance Management are:
• Maintain strong working relationships among DTSM stakeholders, the City of Santa Monica, the City's
maintenance crew and the Santa Monica Police Department as they relate to the implementation and
continued enforcement of the Performer's Ordinance and attention to the aesthetics of the Downtown.
• Contribute to the early phases of event planning in order to better ensure compliance with DTSM
standards.
• 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 street performer talent base.
• Work together with the SMPD, performers and stakeholders to make a positive impact on the noise
violations in Downtown Santa Monica.
• Train and work with new Ambassadors to report street performer violations to the Police.
• Report maintenance issues and code compliance violations.
Strategies
DTSM Venue and Performance Management 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 and in Downtown Santa Monica makes the
Venue Manager available for conflict resolution and problem solving and serves to reassure the community that
their needs are important and are being addressed.
23
Marketing
Overview
The Marketing Department at Downtown Santa Monica, Inc. 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.
DTSM, Inc. Marketing is dedicated to the creation and implementation of a marketing strategy
that meets the objectives listed below.
Objectives
• Protect and elevate the Downtown Santa Monica brand, a thriving urban beachside
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
® Assist area businesses in promoting their products and services
With the completion of a two -year brand refinement initiative, DTSM, Inc. successfully created a
new name and identity for both the corporation and for the area. This year, DTSM, Inc. will take
this new brand identity and implement an awareness program designed to establish Downtown
Santa Monica as a premier Downtown in Southern California. This includes a grassroots
marketing campaign, an advertising campaign, a brand -heavy media relations program, an
engaging social media program, a new website packed with timely information and community
event programs that all support the idea that Downtown Santa Monica, is Everyone's
Downtown.
Brand Identity Grassroots Awareness Campaign
Bayside District Corporation is now Downtown Santa Monica, Inc. and Bayside District is now
Downtown Santa Monica. With a new name, new logo and refined brand voice, DTSM, Inc.
Marketing will launch a grassroots awareness campaign. The. comprehensive campaign consists
of many elements including distribution of collateral items branded with the new identity, an
educational lecture series partnering with KCRW and community- minded events that celebrate
the new identity.
Marketing & Advertising
Advertising & Social Networking
Advertising has been an important way to establish and share Downtown Santa Monica's
brand. This year, DTSM, Inc. Marketing will launch a creative ad campaign geared to
reinforce the message that Downtown Santa Monica is Everyone's Downtown and when
you're here, that it's your time in the sun. DTSM, Inc. will work with M &C Saatchi to develop
a strategic advertising campaign targeting our regional, domestic and international
audiences. Media relations and social media will support this new campaign and direct
visitors to the new downtownsm.com website.
25
Buy Local Campaign
Local consumers continue to be the backbone for the majority of our businesses. Though
tourism is a critical contributor to the success of our area, inbound travel fluctuates based
on many uncontrollable factors including the economy, safety levels, airlines, etc. Reaching
and engaging a loyal local consumer base is the most assured way to ensure a healthy,
stable revenue source for businesses.
The Buy Local Campaign, launched by DTSM, Inc. as an awareness campaign in 2008 has
continued to grow and flourish. 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. In 2010, an Executive Committee was formed to oversee budget
expenditures and identify goals and objectives for the larger Steering Committee. DTSM,
Inc. will continue to be active on both of these committees and focus on generating more
awareness of local purchase power and encouraging locals to 'Think Santa Monica First:
Tourism
Tourism continues to be a major contributor to the success of the Downtown area. DTSM,
Inc. 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.
DTSM also advertises in the Santa Monica Official Map, Where Magazine and City Explorer
TV.
DTSM will continue its umbrella membership with LA, Inc. as a way to keep Downtown top
of mind domestically and abroad. This special membership provides each ground -floor
business in Downtown basic membership benefits to LA, Inc. through DTSM.
Although advertising is an important method to influence visitors to come to Santa Monica,
DTSM 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. In May of 2012, Los Angeles will host the largest tour operator
tradeshow in the US, Pow Wow. Downtown Santa Monica will partner with LA, Inc. and
SMCVB to showcase the area to this important market segment. Pow Wow is hosted in key
cities throughout the US and is only in the LA area once every ten years. DTSM, Inc. will
work with regional partners to showcase our area and highlight our community to operators
that have bulk purchase power.
In preparation for this Pow Wow and to expand the services we offer to the tour and travel
market, DTSM, Inc. has created an incentive booklet with special discounts and offers from
Downtown businesses to lure more visitors to the area. The booklet will be distributed to
key receptive operators and be the primary fulfillment piece at Pow Wow 2012.
Website
DTSM, Inc. Marketing has been working to redevelop downtownsm.com and will be
launching the new site in August 2011. The web continues to be the most widely utilized
marketing tool for Downtown Santa Monica and the overall appearance, functionality and
26
Marketing
Overview
The Marketing Department at Downtown Santa Monica, Inc. 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.
DTSM, Inc. Marketing is dedicated to the creation and implementation of a marketing strategy
that meets the objectives listed below.
Obiectives
• Protect and elevate the Downtown Santa Monica brand, a thriving urban beachside
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
• Assist area businesses in promoting their products and services
With the completion of a two -year brand refinement initiative, DTSM, Inc. successfully created a
new name and identity for both the corporation and for the area. This year, DTSM, Inc. will take
this new brand identity and implement an awareness program designed to establish Downtown
Santa Monica as a premier Downtown in Southern California. This includes a grassroots
marketing campaign, an advertising campaign, a brand -heavy media relations program, an
engaging social media program, a new website packed with timely information and community
event programs that all support the idea that Downtown Santa Monica is Everyone's
Downtown.
Brand Identity Grassroots Awareness Campaign
Bayside District Corporation is now Downtown Santa Monica, Inc. and Bayside District is now
Downtown Santa Monica. With a new name, new logo and refined brand voice, DTSM, Inc.
Marketing will launch a grassroots awareness campaign. The, comprehensive campaign consists
of many elements including distribution of collateral items branded with the new identity, an
educational lecture series partnering with KCRW and community- minded events that celebrate
the new identity.
Marketing & Advertising
Advertising & Social Networking
Advertising has been an important way to establish and share Downtown Santa Monica's
brand. This year, DTSM, Inc. Marketing will launch a creative ad campaign geared to
reinforce the message that Downtown Santa Monica is Everyone's Downtown and when
you're here, that it's your time in the sun. DTSM, Inc. will work with M &C Saatchi to develop
a strategic advertising campaign targeting our regional, domestic and international
audiences. Media relations and social media will support this new campaign and direct
visitors to the new downtownsm.com website.
25
content has been 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. 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 DTSM'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 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 DTSM, Inc. Marketing
will work with the District Issues Committee to find replacement solutions for the old backlit
monument signs that are more aesthetically pleasing and have higher functionality without
taking more space on the street. Replacing these signs will allow more frequent updates as
the newer directories have a much more affordable method of printing: DTSM, Inc. will also
work towards strategically placing additional backlit signs in key areas throughout
Downtown.
Green Initiatives
DTSM, Inc. 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. This year, DTSM, Inc. will become a Certified Green Business and encourage more
businesses within the District to follow suit.
New Internal Database System
DTSM will continue work on improving 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, DTSM Marketing will host quarterly merchant meetings to discuss
hot topics and to inform businesses about DTSM programs. DTSM is 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 merchants in order to build and strengthen relationships.
Publicity and Communications
The primary function of DTSM'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:
• Spreading awareness of the new brand identity for Downtown Santa Monica
• Developing and honing a targeted media list and pitch various story ideas to garner
media coverage
• Planning and executing a minimum of two media - worthy events that emphasize a local
experience
• Collaboration with area businesses and their PR team(s).
• Writing, disseminating and conducting follow -up to news releases and media alerts
27
• Pitching and hosting travel and lifestyle journalists to write about the area
• Awareness of the Ambassador Program and the Enhanced Maintenance Program
• Providing 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 ad
equivalency, circulation and viewership when relevant
28
content has been 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. 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 DTSM'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 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 DTSM, Inc. Marketing
will work with the District Issues Committee to find replacement solutions for the old backlit
monument signs that are more aesthetically pleasing and have higher functionality without
taking more space on the street. Replacing these signs will allow more frequent updates as
the newer directories have a much more affordable method of printing. DTSM, Inc. will also
work towards strategically placing additional backlit signs in key areas throughout
Downtown.
Green Initiatives
DTSM, Inc. 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. This year, DTSM, Inc. will become a Certified Green Business and encourage more
businesses within the District to follow suit.
New Internal Database System
DTSM will continue work on improving 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, DTSM Marketing will host quarterly merchant meetings to discuss
hot topics and to inform businesses about DTSM programs. DTSM is 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 merchants in orderto build and strengthen relationships.
Publicity and Communications
The primary function of DTSM'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:
• Spreading awareness of the new brand identity for Downtown Santa Monica
• Developing and honing a targeted media list and pitch various story ideas to garner
media coverage
• Planning and executing a minimum of two media -worthy events that emphasize a local
experience
• Collaboration with area businesses and their PR team(s).
• Writing, disseminating and conducting follow -up to news releases and media alerts
27
Events. Samplings & Film Shoots
Community Events
This year, DTSM, Inc. will continue to focus on building a community environment in 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:
Back to School
Black Friday
Christmas & Channukah
New Year's Day
Valentine's Day
Buy Local Day
Outside Event & Filming Requests
One quality that makes Downtown Santa Monica and Third Street Promenade so 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'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 DTSM's
strategic experiential marketing plan, which helps to enhance the overall experience and
keep Downtown Santa Monica distinct.
DTSM 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
(including conformance with the City's Community Event Permit process) 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 DTSM, Inc. 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. DTSM,
Inc. Marketing keeps the public informed of downtown news through various printed pieces.
The Beat
This popular monthly newsletter is a well- respected avenue for timely news pertaining to
the district. This year, DTSM will focus on moving from a monthly newsletter to a quarterly
piece and creating an online version to save on printing and postage costs. Marketing will
rename the piece to The Beat and review the design 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 Directory Guide
29
Each quarter, DTSM produces a Downtown directory, formerly known as the BaylNsider to
help people navigate the Downtown area. The 48 -page four -color guide will be renamed to
align with the new brand identity. This in- market piece 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 distributed by the Ambassadors in Downtown
and in key areas in and out of the District including information centers, hotels, City Hall,
Police Substations and Chamber of Commerce. DTSM, Inc. Marketing will continue to work
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 The Beat newsletter and posted to
the website.
The Memo
The Memo is an effective tool DTSM 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 DTSM and /or it's partners. It is
produced at the beginning of each month and is distributed to each of approximately 550
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.
30
Events. Samplings & Film Shoots
Community Events
This year, DTSM, Inc. will continue to focus on building a community environment in 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:
Back to School
Black Friday
Christmas & Channukah
New Year's Day
Valentine's Day
Buy Local Day
Outside Event & Filming Requests
One quality that makes Downtown Santa Monica and Third Street Promenade so 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'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 DTSM's
strategic experiential marketing plan, which helps to enhance the overall experience and
keep Downtown Santa Monica distinct.
DTSM 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
(including conformance' with the City's Community Event Permit process) 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 DTSM, Inc. 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. DTSM,
Inc. Marketing keeps the public informed of downtown news through various printed pieces.
The Beat
This popular monthly newsletter is a well- respected avenue for timely news pertaining to
the district. This year, DTSM will focus on moving from a monthly newsletter to a quarterly
piece and creating an online version to save on printing and postage costs. Marketing will
rename the piece to The Beat and review the design 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 Directory Guide
29
Downtown Santa Monica, Inc.
2010 Staff
Chief Executive Officer Kathleen Rawson
Sr. Director of Brand & Strategic Development Debbie Lee
Director of Operations Andrew Thomas
Sr. Marketing & Communications Manager Ashley Walkley
Operations Manager Alex Acuna
Marketing & Events Manger Mackenzie Carter
Venue Manager Stephen Bradford
Executive Assistant Linn Wile
Administrative Assistant Kathrin Larson
Administrative Assistant Megan Furey
2010 Board of Directors
Barbara Bryan
Bruria Finkel
Todd Flora
Allan Golad
Patricia Hoffman
Chris Mobley
Elaine Polachek
Rob Rader
Barbara Tenzer
Bill Tucker
Johannes Van Tilburg
John Warfel
31
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32
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Downtown Santa Monica, Inc.
2010 Staff
Chief Executive Officer Kathleen Rawson
Sr. Director of Brand & Strategic Development Debbie Lee
Director of Operations Andrew Thomas
Sr. Marketing & Communications Manager Ashley Walkley
Operations Manager Alex Acuna
Marketing & Events Manger Mackenzie Carter
Venue Manager Stephen Bradford
Executive Assistant Linn Wile
Administrative Assistant Kathrin Larson
Administrative Assistant Megan Furey
2010 Board of Directors
Barbara Bryan
Bruria Finkel
Todd Flora
Allan Golad
Patricia Hoffman
Chris Mobley
Elaine Polachek
Rob Rader
Barbara Tenzer
Bill Tucker
Johannes Van Tilburg
John Warfel
31
DOWNTOWN SANTA MONICA, INC.
201112012 ADOPTED BUDGET
2010/2011 2011/12
ADOPTED ADOPTED % change
SUPPORT & REVENUE
40000
Bayside Assessment
$
1,500,000
$
1,350,000
40100
CBD Assessment
$
200,000
$
200,000
40200
BID Assessment
$
3,472,000
$
1,439,000
40300
Dolphin Donations
$
10,000
$
3,500
40400
Special Events
$
125,000
$
170,000
40500
Filming Revenue
$
75,000
$
75,000
40700
Ice Rink Income
$
50,000
$
640,000
40800
Ice Rink Sponsorship
$
100,000
$
30,000
40900
Other income
$
50,000
41000
Interest
$
12,000
$
8,000
TOTAL INCOME
$ 5,544,000
$
3,965,500
EXPENSES
P
NAL
ICE
TOTAL $ 345,000 1 $ 640,000
DOLPHIN
TOTALI $ 11,000 1 $ 3,500
TOTAL INCOME
$ 5,544,000
$ 3,965,500
TOTAL EXPENDITURES
5,544,000
6,101,846
(2,136,346)
4.7%
3.7%
6.8%
20.7%
85.5%
1.6%
*30,000 allocated in 2010 -11 FY for research, ongoing project
*$100,000 allocated in the 2010 -11 FY for website, ongoing project
*$2,061,000 one year PBAD holiday
5/26/11 ADOPTED
Reference Amended
Contract Nos. 9063 (CCS).
Attachment available for
review in the City Clerk's
Office.