sr-081412-3fCity Council Meeting: August 14, 2012
Agenda Item:3 -F
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Santa Monica Inc (DTSM) Budget and Work Plan for Fiscal
Year 2012/13
Recommended Action
Staff recommends that the City Council:
1) approve the DTSM's FY 2012/13 Budget and Work Plan; and
2) authorize the City Manager to execute a Maintenance Services Agreement
between the City and DTSM to set forth each party's responsibilities for the
maintenance of the District.
Executive Summary
DTSM is presenting its annual operational plan and budget for Fiscal Year 2012/13 to
the City Council for its approval. The balanced budget totals $5,993,500. The work plan
and budget are submitted in accordance with the Amended and Restated Services
Agreement which set forth DTSM's responsibilities.
Background
Following the establishment of the Property Based Assessment District (PBAD) and in
accordance with the Amended and Restated Services Agreement approved by Council
on May 12, 2009, the organization formerly known as Bayside District Corporation
(BDC) took an expanded role in promoting economic stability, growth and community
life within the Bayside District and the larger Downtown Santa Monica area. On
September 14, 2010, Council authorized a Maintenance Services Agreement that set
forth each party's responsibilities for the maintenance of the district to ensure that PBAD
funds would 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. On February 28, 2012, Council approved the renaming of
1
the BDC to Downtown Santa Monica Inc (DTSM) as part of the organization's strategy
to better reflect its new boundaries and expanded mission.
Section 9.1 of the Services Agreement requires DTSM to prepare an annual
operational, programmatic and development plan (known as the Work Plan) and budget
describing the activities and services to be performed by DTSM, with corresponding
expenditures and revenues. Programs and activities for FY 2010/11 are discussed in
the attached budget and work plan (Attachment A and B).
Section 9.3 of the Agreement requires the submittal of an annual report addressing the
various programs, operations and activities of DTSM during the prior fiscal year. DTSM
will submit the FY 2001/12 annual report for Council's review in the fall.
Discussion
Budget FY2012/13:
DTSM presents a balanced budget for FY 2012/13 with total revenues and expenditures
in the amount of $5,993,500 (Attachment A). The following charts show the DTSM
budget including anticipated revenues and expenditures as approved by the DTSM
Board on May 24, 2012.
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DTSM FY 2012/13 REVENUES
$1,400,000 M Bayside Assessment
$250,000 M CBD Assessment
$3,450,000 ra BID Assessment
$10,000 ® Dolphin Donations
$20,000 R Special Events
$75,000 W Filming Revenue
$650,000 ^s Ice Rink Income
$80,000 to ice Rink Sponsorship
$50,000 10therIncome
$8,500 Il Interest
I 1 1REVENUES $5,993,500
Budgeted revenues, primarily from business and property based assessments,
collected by the City via the Los Angeles County Assessors' Office and distributed to
DTSM, are projected to be $5,100,000. Additional revenues from special events,
filming, ice rink and other sources are budgeted at $891,500. Total revenues are
projected to increase by 51.1% from the previous year's approved budget. This
substantial increase in revenues over the previous fiscal year's adopted budget reflects
a one -time rebate to property owners within the downtown property based assessment
district (PBAD) of approximately $2 million from DTSM reserve accounts that resulted
from a surplus in PBAD revenues collected in FY 2008/09 but not spent.
Budgeted expenditures include the Ambassador Program with costs of $1,241,000
(increase of 0.2 percent from the previous year), maintenance costs of $1,217,000
(decrease of 4.8 percent), personnel costs of $1,056,750 (increase of 7.3 percent) and
marketing costs of $1,006,530 (decrease of 6.3 percent). Projected holiday ice rink
expenditures and special projects total $810,000, reflecting an increase of 8.6 percent
for ice rink operations and a 54 percent decrease in special projects largely related to
the completion of a website development project. Overall DTSM expenses for FY
2012/13 are projected to decrease by 1.8 percent from the previous year.
3
Work Plan:
Subject to Council approval, the attached Work Plan describes in detail the activities
and strategies that DTSM will implement during FY 2012/13 and is designed to build
upon the previous year's accomplishments. The specific areas work plan includes
Special Projects & Initiatives, Operations, and Marketing categories.
• 'Special Projects & Initiatives' focuses on assisting the City with the formulation
and completion of the Downtown Specific Plan, assessment and advocacy
related to infrastructure improvements, parking programs, and the development
of the City -owned 4th & Arizona site.
• 'Operations' manages the enhanced maintenance of the district and works with
the City on a wide range of programs including the ambassador program,
enhanced maintenance of the parking structures, and venue and performance
management.
• 'Marketing', efforts are comprised of advertising, website, Buy Local Campaign,
tourism, public relations, community programing and film shoots maintenance,
marketing, venue and performance management, ambassador program and
special projects and advising the City in matters relating to operations, planning
and infrastructure issues.
Maintenance Agreement:
On September 14, 2010, Council authorized a Maintenance Agreement between DTSM
and the City to ensure that PBAD funds would be used to provide only enhanced
maintenance services above baseline City- funded maintenance services, to reflect the
FY 2010/11 Work Plan. The approval of DTSM's FY 2011/12 Work Plan on February 28,
2012, extended the term of the agreement by one year. The term for the Maintenance
Agreement has expired and staff recommends that Council authorize the City Manager
to enter into a new agreement renewable annually, provided the annual work plan is
approved by Council, and the services provided by each party remain cost - neutral. If
Council approves the Work Plan, the City Manager will execute the Maintenance
Services Agreement to reflect the FY 2012/13 Work Plan.
Commission Action
The DTSM Board approved the budget and Work Plan on May 24, 2012.
C!
Financial Impacts & Budget Actions
Approval of the FY 2012/13 Work Plan, Budget and Maintenance Services Agreement
has no budget or financial impact on the City.
Prepared by: Elana Buegoff, Sr. Development Analyst
Approved:
Andy Agle, Director
Housing and Economic Development
Attachments:
A. FY 2012/13 Budget
B. FY 2012/13 Work Plan
Forwarded to Council:
Rod Gould
City Manager
Attachment A
DOWNTOWN SANTA MONICA, INC.
2012/2013 ADOPTED BUDGET
2011/12 2012/13
ADOPTED ADOPTED
SUPPORT & REVENUE
40000
Bayside Assessment
$
1,350,000
$
1,400,000
40100
CBD Assessment
$
200,000
$
250,000
40200
BID Assessment
$
1,439,000
$
3,450,000
40300
Dolphin Donations
$
3,500
$
3,000
transfer from Dolphin restricted funds*
$
7,000
40400
Special Events
$
170,000
$
20,000
40500
IFilming Revenue
$
75,000
$
75,000
40700
Ice Rink Income
$
640,000
$
650,000
40800
Ice Rink Sponsorship
$
30,000
$
80,000
40900
Other income
$
50,000
$
50,000
41000
Interest
$
8,000
$
8,500
TOTAL INCOME
$ 3,965,500
$
5,993,500
EXPENSES
PERSONNEL
TOTAL $ 984,500 1 $ 1,056,750
ADMINISTRATION
TOTAL $ 358,375 1 $ 418,220
BUSINESS DEVELOPMENT
TOTAL $ 194,800 1 $ 153,500
MARKETING AND PROMOTIONAL
TOTALI $ 1,073,671 1 $ 1,006,530
ICE
TOTAL $ 640,000 $ 695,000
OPERATIONS
TOTALI $ 2,847,000 1 $ 2,653,000
DOLPHIN
TOTAL $ 3,500 $ 10,500
TOTAL INCOME
1 $
3,965,500
$
5,993,500
TOTAL EXPENDITURES1
$
6,101,846
1 $
5,993,500
change
7.3%
16.7%
21.2%
6.3%
200.0%
51.1%
* Dolphin Change Program will go into reserves until depleted. Board action 3122112
5/24/12 ADOPTED
N
3i ✓'vM ✓ "� %'
s X G
My,
FY 2012/2013 OPERATIONAL PLAN
TABLE OF CONTENTS
DTSM, Inc. Mission Statement It Brand Essence
Roles and Responsibilities
Executive Summary
Special Projects Et Initiatives
Operations
Ambassador Program
Enhanced Maintenance Program
Homeless Support Program
Venue Management Program
Marketing
Marketing Et Advertising
Events, Samplings Et Film Shoots
Printed Collateral
Approved Budget
Downtown Santa Monica Map
Board of Directors
Staff
Organizational Chart
a
Page
2
3
4
5
7
8
10
18
19
20
21
23
25
26
27
28
28
29
n s 8 n 4
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
2
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, 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
FY 2011/2012 was a productive year full of collaboration, and marks the beginning of an era of revitalization for
Santa Monica, with a particular concentration on the heart of the city, Downtown Santa Monica. There are a
number of major development projects in the pipeline that promise to change the face of Downtown Santa Monica,
as well as updates to city policies that affect the way this area runs for years to come.
In FY 2012/2013, both private and public development projects will continue to progress. The Expo Light Rail project
broke ground in September 2011 and as it nears Downtown Santa Monica, it's critical to carefully watch the
development and help mitigate the construction impacts. The City has identified several opportunity sites in the area
including two sites near the Expo Terminus on Fourth Street as well as the mixed -use project slated for 4t6 and
Arizona. These blank slates provide a rare opportunity to add uses to Downtown that are lacking and parking
inventory that is much needed. The Board and staff at Downtown Santa Monica, Inc. 'will remain engaged
throughout the development process of these sites to ensure that the opportunity is used to its maximum potential.
Private development is also at an all -time high. Plans to bring several new hotels to the area are well underway and
there continues to be healthy demand to have retail and dining presence in Downtown. DTSM, Inc. continues to work
closely with property owners and development agencies to secure that each project meets the high standards of the
area.
The process to update the Downtown Specific Plan is in full swing. The guidelines in this plan will shape the future
of Downtown Santa Monica and DTSM, Inc. is dedicated to working with City leaders and staff to help develop
guiding principles that evoke creative and stunning design as well as provide sensible guidelines that nurture
suitable growth and redevelopment.
Downtown Santa Monica Inc.'s role in each of these projects is to ensure that the voice of property owners,
businesses, employees and residents are carefully considered and that ultimately, the end result lends towards a
stronger, more vibrant Downtown for years to come.
Last year, DTSM began to evaluate the aging infrastructure in Downtown. We retained an urban design firm to
provide recommendations on how to approach renovating our district infrastructure. In the coming year, DTSM
Board and staff will begin the process of implementing pilot design elements from these recommendations and will
seek assistance from the City to make these necessary updates a reality.
In addition to continued engagement with these critical projects, Downtown Santa Monica, Inc. stands firm on its
commitment to work closely with the City of Santa Monica to oversee the day -to -day management of the district.
DTSM, Inc. plays a key role in keeping the area clean, safe and welcoming. We utilize our successful Ambassador and
Enhanced Maintenance programs to achieve these goals.
DTSM, Inc. is also the primary caretaker of the brand equity of Downtown. Ongoing, we seek strategic alliances with
corporate partners that enable us to produce community events such as ICE at Santa Monica, as well as local
programs and promotions that enrich, enliven and diversify the Downtown experience.
We head into this new fiscal year with anticipation for continued collaboration, productivity and prosperity for
Santa Monica.
SPECIAL PROJECTS Et INITIATIVES
Each year, Downtown Santa Monica, Inc. identifies and focuses on special projects that have a heavy impact on the
area. These projects range from City -led initiatives to DTSM - inspired endeavors. This year, DTSM will focus on six
special projects /initiatives:
Public Et Private Sector Collaboration
DTSM Board and staff will work closely with the City and private sector to advance Downtown interests and
initiatives for the betterment of the area. DTSM will have a heavy focus on the progress of key development projects
that affect the District, particularly in matters of circulation, connectivity, design and use. Due to the volume of
development projects in the pipeline, it is critical for DTSM to coordinate with both the City and the private sector
efforts to ensure that the Downtown remains at the forefront in the region.
Downtown Specific Plan
The current Downtown Specific Plan has not been updated since 1997 and this year, the City will continue the work
it began last year on updating this important Master Plan. These guiding principles help define a vision and steps to
enhance the public and private domains in the Downtown district. This Specific Plan, under the umbrella of Santa
Monica's I-A.C.E. will create policies, design guidelines and development standards as well as identify special
opportunity sites for future focus and special consideration. The plan includes direction regarding fundamental
issues such as circulation, height restrictions, public art and other key development standards for the area. DTSM will
work closely with the City to shape a Specific Plan that will steer Downtown Santa Monica to remain a dynamic,
vibrant and balanced community.
Infrastructure Improvement Project
Last year, DTSM embarked on a process to update the aging infrastructure of Downtown. Most of the infrastructure
has served the area for nearly 30 years. The process was divided into four phases:
Phase I: Infrastructure Inventory Et Assessment Phase III: Pilot Project
Phase II: Design Phase IV: Full Implementation
With the completion of Phase I, the inventory and assessment, DTSM will work on Phase II and III of the process,
addressing elements such as the outdoor directory signs, improved way- finding signage, landscaping, updating worn
outdoor furnishing and news racks as well as creating a cohesive and purposeful color palette for the area. DTSM
will work with the City to implement a pilot project to introduce these improvements to the 1200 block of Third
Street Promenade to gauge its success prior to implementing it throughout the Downtown. DTSM will also work
towards securing any available funding to implement this capital improvement project.
Interim Parking Program
Santa Monica continues to draw tens of thousands of people each day making access, parking and circulation
continue to be the largest area of concern for most stakeholders and visitors to the area. Since early fall 2010, City
staff has been working with DTSM and various stakeholders to develop an Interim Parking Plan to meet parking
demand during a period of increased construction activity in the Downtown and Civic Center. DTSM will continue to
work with City staff to implement the measures in the Interim Parking Plan to ensure that adequate parking is
available in the Downtown core.
0 Et Arizona Development
The three -acre City -owned property at 41h -511 Street and Arizona is a rare opportunity to develop a special place in
the district. As the City defines the use, identifies the developer and begins design and construction, DTSM will
remain an integral part of the process. This space, if designed and activated properly, could help generate energy in
the district, similar to the energy on the Promenade.
Annual Report Et Meeting
Each August, DTSM produces an Annual Meeting to share key accomplishments with community stakeholders and to
provide a glimpse at the areas of focus for the upcoming fiscal year. DTSM also publishes an Annual Report
summarizing these accomplishments and financial statements for the operating budget.
OPERATIONS
Overview
Downtown Santa Monica, Inc.'s Operations and Maintenance Department's primary objective is to maintain a high
level of cleanliness and customer service for the area. To meet this goal, DTSM Operations manages a series of
budgets, programs, and vendors, and regularly coordinates its efforts with its counterparts in the City of Santa
Monica.
DTSM Operations manages the Enhanced Maintenance budget of the Property -Based Assessment District. DTSM uses
this budget for daily maintenance in the District public 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. 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 and supports the progress of these projects, which include: the rebuild of the new, larger,
Parking Structure 86, the 4'h/511 streets and Arizona development, the Downtown Interim Parking Plan, the proposed
police location in Downtown, the management of the Promenade vending cart program, and general parking
operations and maintenance in Downtown. DTSM Operations also works with the City to identify measures that ease
parking congestion and access into Downtown and apply tactics designed to better direct mass transit, vehicles,
bicycles, and pedestrians throughout the District. DTSM works closely with the Santa Monica Police Department to
monitor crime levels and activities that impact the area. 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 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.
Obiectives
• 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
• 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
• Advocate for all property owners, merchants, and residents in Downtown
Strategies
DTSM will meet these 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.
AMBASSADOR PROGRAM
Ambassador Program
DTSM Ambassadors provide hospitality and maintenance services, as well as quality of life reporting through the
three zones of Downtown Santa Monica. Each year, the Ambassador program logs hundreds of thousands of
interactions into our custom database. Examples of these interactions include: referring users to Downtown
businesses, generating work orders to repair damaged Downtown infrastructure, providing directions to the
monitored restrooms in Parking Structure #4, jump- starting vehicles and advising on Santa Monica Municipal Code
violations.
The DTSM, Inc. Ambassador Program continues to be a success. This is confirmed through the daily feedback we
receive from individuals sharing their positive experiences with our Ambassadors and us, as well as through
significant measureable data.
Each month, DTSM produces an Ambassador Report that reflects the number of assists logged for business referrals
and customer assists, as well as addressing or reporting of quality of life issues.
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 (these transactions are not recorded due to their volume),
Ambassadors report thousands of maintenance issues each year. These items range from burned out streetlights, trip
hazards on sidewalks, to damaged benches and chairs.
DTSM, Inc. Ambassadors work closely with the Santa Monica Police Department 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 and the SMPD HLP Team to offer service referrals when appropriate.
The DTSM Ambassador Program is continuing to evolve. Our program includes a GPS component enabling our
Ambassadors to "check in" with individualized equipment that allows us to target deployment around areas of need.
Our International Downtown Association (IDA) award - winning Ambassador Program Database has been expanded to
record and track data, giving us the ability to understand trends in our area. The Ambassadors also have the ability
to generate Work Orders when they identify hazards, graffiti or infrastructure that requires maintenance in the
district. This summer, our Ambassador uniforms will be getting a much - needed makeover to reflect the brand
identity of Downtown Santa Monica.
ENHANCED MAINTENANCE
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 drastically changed this perception and the team takes pride in
keeping the structures clean and welcoming.
Ongoing, DTSM, Inc. looks for ways to perform these maintenance duties in an efficient, cost effective manner. 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. In 2012, DTSM, Inc. purchased a Miles Electric Vehicle to help
navigate the public structures in a timely manner. With the addition of this vehicle, DTSM anticipates having the
ability to better utilize staff shift allocations in the structures.
Our maintenance staff 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.
The following duties are performed in the structures during the stated shifts:
(" Duties and shifts subject to change based on need.)
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
7:00 a.m. - 3:30
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
me from 3:00 o.m. - 11:30
Clean restrooms daily (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
M
Enhanced Maintenance - Pressure Washing in Downtown
It is the goal of DTSM to maintain clean sidewalks, alleys, and streets throughout Downtown. To meet this challenge,
we work with City staff to ensure their daily pressure washing and intense cleaning schedules. By combining daily
City pressure washing service and directed DTSM deep - cleaning washing services, we are able to meet our goals.
Our current contracted pressure washing services are as follows:
Activity Frequency
Zone 1: Third Street Promenade and 2 "d and 3`d Ct. Alleys
Monthly
Zone 2: Second and Fourth Streets, Ocean Avenue, and all intersection side streets and
alleys within the boundary
Monthly
Parking Structures #1 - #5, #9 and #10
Twice per year
Parking Structures #1 - #5, #9 and #10 detailing (cleaning areas of heavy use)
As Needed
Parking Structures #1 - #5, polish and wax lobbies
Monthly
Downtown Hotspots (areas of need throughout Downtown)
As Needed
' "During the reconstruction of PS6, power washing resources have been reallocated to needed hot spot cleaning in the
Downtown area.
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:
ctivit
Frequency
Paint Light Poles and Directories
Annually
Dinosaur Topiary Cleaning
Quarterly
Pavilion Window Cleaning
131-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 Project s
To keep Downtown vibrant and competitive, DTSM, Inc. must identify and address special maintenance projects in
Downtown. These projects include:
• Replace Aging Outdoor Directories
• Add Ambient Lighting Throughout Downtown
• Explore Solar Energy Alternatives to Power Downtown Lighting and Decor
• Replace Promenade Drinking Fountains
•
Add a Pedestrian - Counting System to Downtown
• Replace News Racks
• Paint Parking Structure Stairwells and Landing
111
City of Santa Monica Daily Maintenance
The City of Santa Monica Community Maintenance Department 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 - 3r1 Street Promenade:
From the north side of Wilshire to the south side of Broadway
Shifts: Effective 7112(11
1 = 5:00 a.m. to 2:30 o.m.
2 = 2:00 p.m. to 10.30 p.m. (Sunday - Thursday)
2.30 p.m. to 11.00 p.m. (Friday Et Saturday)
Third Street, Promenade Maintenance
12
Pedestrian Walkways:
Picks up large debris
Once daily, 7 days a week
1
Sweeper
(Mon. -Sun.)
Sweeper - scrubber
Picks up small debris, applies degreaser,
Once daily, 7 days a week
1
scrubs pavement Et recovers excess water
(Mon. -Sun.)
Pressure Washer
Steam cleans in places scrubbers can't reach
Once daily, 7 days a week
1
(Mon. - Sun.)
Policing
Walk site, sweep Et remove debris
2x daily, Mon. - Thu.
1 or 2
3x daily, Fri. Sat., Sun. Et
1 or 2
Holidays
Benches
Spray Et wipe
5x a week (As- Needed)
1 or 2
(85)
Drinking Fountains
Spray Et wipe
5x a week
1 or 2
(7)
Trash Containers
Wipe tops, remove trash, replace bag
4x daily, Mon. - Thu.
i Et 2
(38)
5x daily, Fri., Sat., Sun. Et
1 Et 2
Holidays
Public Phones
Spray Et wipe
5x a week, (As-Needed)
1 or 2
(14)
Stainless Steel Bollards
Spray Et wipe
5x a week (As- Needed)
1 or 2
(28)
Directories (11)
Spray Et wipe
5x a week (As- Needed)
1 or 2
Sculptures (9)
Spray Et wipe
5x a week (As- Needed)
1 or 2
Graffiti
Remove
Daily, as needed
1 Et 2
Dinosaur Pools (4)
Remove debris
Daily, as needed
1 Et 2
Spot Cleaning Et
Additional cleanings, graffiti, broken glass,
As needed throughout the
1 Et 2
Customer Calls
animal waste, etc.
day
Off Duty
Toxic spills, electrical, water, accidents, etc.
As needed
Emergency Call -outs
12
Zone 1 Public Landscape: Third Street Promenade
Zone 2
Colorado Blvd., Arizona Avenue Et Wilshire Boulevard:
Sidewalks on both sides of streets from east side of Ocean Avenue to 4th alley.
Ocean Ave (east side only), 2n° and 4th Streets (both sides):
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
Colorado Blvd., Arizona Avenue Et Wilshire Blvd. and 2nd Et 4 " Streets, Promenade Maintenance
Tree Trimming (154)
Regular
Once, yearly (spring)
TruGreen
3,790 sq. ft.
Sweeper
Picks up large debris
5x a week
Tree Well Maintenance
Inspect for grate displacement and/or debris
Daily (Mon. - Fri.)
TruGreen
(154) 3,790 sq. ft.
Et litter
scrubs pavement Et recovers excess water
Clean debris, reset tree grates
As needed
4x a week
Replant Floral (136)
Change out floral @ dinosaurs
Quarterly
TruGreen
Shrubs Et Topiary
Prune Et shape
Once every six weeks
TruGreen
705 sq. ft.
Holidays
Turf Maintenance
Mow
Weekly
TruGreen
1,425 sq. ft.
Trash Containers (69)
Wipe top, remove trash, replace bag
2x daily, Mon. - Thu.
Irrigation Inspection
Check system and controller for proper
Weekly
TruGreen
settings
Rake out debris
In House
Fountain Maintenance
Maintain fountains and provide cleaning
Bi- weekly
CA Waters
service for the Topiary pools
Zone 2
Colorado Blvd., Arizona Avenue Et Wilshire Boulevard:
Sidewalks on both sides of streets from east side of Ocean Avenue to 4th alley.
Ocean Ave (east side only), 2n° and 4th Streets (both sides):
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
Colorado Blvd., Arizona Avenue Et Wilshire Blvd. and 2nd Et 4 " Streets, Promenade Maintenance
13
Pedestrian Walkways:
Sweeper
Picks up large debris
5x a week
1
Sweeper - scrubber
Picks up small debris, applies degreaser,
5x a week
1
scrubs pavement Et recovers excess water
Pressure Washer
Steam cleans places scrubbers can't fit
4x a week
1 or 2
Policing
Walk site, sweep Et remove debris
1x daily, Mon. - Thu.
1 or 2
2x daily, Fri., Sat., Sun. Et
Holidays
1 or 2
Bus Stop (24)
Steam clean
As- Needed
1 or 2
Trash Containers (69)
Wipe top, remove trash, replace bag
2x daily, Mon. - Thu.
1 Et 2
3x daily, Fri. - Sun. Et Holidays
Tree Wells
Rake out debris
As- Needed
1 Et 2
Weed suppression
13
Colorado Blvd., Arizona Avenue Et Wilshire Blvd. and 2n1 Et 41" Streets, Promenade Maintenance (continued)
Zone 2 Public Landscape: 2 "d Et 4" Street
Tree Trimming (182)
kt
Regular
�� `-
Bi- Annually
`
Spot Cleaning Et
Additional cleanings, graffiti, broken glass,
As- Needed
1 Et 2
Customer Calls
animal waste, etc.
As- needed
West Coast Arborists
Off Duty
Toxic spills, electrical, water, accidents, etc.
As needed
Emergency Call -outs
Steam cleans in places scrubbers can't reach
Zone 2 Public Landscape: 2 "d Et 4" Street
Tree Trimming (182)
kt
Regular
�� `-
Bi- Annually
`
West Coast Arborists
Tree Well Maintenance
Backfill tree wells with decomposed granite
As- needed
West Coast Arborists
(182)
As- needed
West Coast Arborists
(61)
Arizona Avenue
Wilshire Boulevard
4 J
Tree Trimming (46)
Regular
Bi- Annually
West Coast Arborists
Tree Well Maintenance
Backfill tree wells with decomposed granite
As- needed
West Coast Arborists
(61)
scrubs pavement Et recovers excess water
Wilshire Boulevard
Transit Mall (Zone 2)
Sidewalks on both sides of the streets:
• Broadway from east side of Ocean Avenue to 51" alley.
• Santa Monica Boulevard from east side of Ocean Avenue to 6" alley.
Transit Mall, Promenade Maintenance
4 J
Tree Trimming (66)
Regular
Yearly
West Coast Arborists
Transit Mall (Zone 2)
Sidewalks on both sides of the streets:
• Broadway from east side of Ocean Avenue to 51" alley.
• Santa Monica Boulevard from east side of Ocean Avenue to 6" alley.
Transit Mall, Promenade Maintenance
14
ffir
Pedestrian Walkways:
Picks up large debris
5x a week
1 or 2
Sweeper
Sweeper - scrubber
Picks up small debris, applies degreaser,
5x a week
1
scrubs pavement Et recovers excess water
Steam cleans in places scrubbers can't reach
Pressure Washer
4x a week
1 or 2
Policing
Walk site, sweep Et remove debris
2x daily, Mon. - Thu.
1 or 2
3x daily, Fri. - Sun. Et
1 or 2
Holidays
Benches (241)
Spray Et wipe, polish wood
5x a week
1 or 2
Drinking Fountains (3)
Spray Et wipe
5x a week
1 or2
14
Transit Mall, Promenade Maintenance (continued)
MENEM
D
Trash Containers (36)
Wipe tops, remove trash, replace bag
3x daily, Mon. - Thu.
U daily, Fri. - Sun. Et
Holidays
1 Et 2
1 Et 2
Tile Bollards (35)
Spray, wipe Et polish
5x a week
1 or 2
Informational Signs (6)
Spray Et wipe
5x a week
1 or 2
Newspaper Racks
Spray Et wipe
5x a week
1 or 2
Arbors (6)
Spray Et wipe
5x a week
1 or 2
Graffiti
Remove
As- Needed
1 Et 2
Spot Cleaning Et
Customer Calls
Additional cleanings, graffiti, broken glass,
animal waste, etc.
As- Needed
1 Et 2
Off Duty
Emergency Call -outs
Toxic spills, electrical, water, accidents, etc.
As needed
TruGreen
Transit Mall, Public Landscape
Zone 3
Colorado, Broadway, Santa Monica Blvd., Arizona Avenue Et Wilshire Boulevard:
• Sidewalks on both sides of streets from 5" alley to 7th alley
5", 6" and 7" Streets:
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
Bi- Annually
West Coast
Tree Trimming (193)
Regular
Pedestrian Walkways:
Picks up large debris
2x a week
Arborists
Tree Well Maintenance
Inspect for grate displacement and /or debris
Daily
TruGreen / In
1
Et litter
scrubs pavement Et recovers excess water
House
Clean debris, reset tree grates
As needed
Irrigation Inspections
Check system and controller for proper
Weekly
TruGreen / In
1 or 2
settings
I
House
Policing
Remove debris from trei
I Daily (Mon: Fri.)
TruGreen
Zone 3
Colorado, Broadway, Santa Monica Blvd., Arizona Avenue Et Wilshire Boulevard:
• Sidewalks on both sides of streets from 5" alley to 7th alley
5", 6" and 7" Streets:
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue.
15
Pedestrian Walkways:
Picks up large debris
2x a week
1
Sweeper
Sweeper - scrubber
Picks up small debris, applies degreaser,
1x every 3 weeks
1
scrubs pavement Et recovers excess water
Steam cleans in places scrubbers can't reach
Pressure Washer
Once every three weeks
1 or 2
Policing
Walk site, sweep Et remove debris
5x a week
1 or 2
Tree Well Maintenance
Rake out debris
As- Needed
1 or 2
Weed suppression
15
Parkino Structures. Public Landscape
Alleys
•
1" Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado
Avenue.
• Mall Court West: Between 2 "d Street and 3`d Street from north side of Wilshire Boulevard to south side of
Broadway.
• Mall Court East: Between 3`d Street and 4" Street from north side of Wilshire Boulevard to south side of
Broadway.
• 4th Court: Between 41h and 51h Streets from north side of Wilshire Boulevard to south side of Colorado Avenue.
• 5" Court: Between Stn Street and 61n Street from north side of Wilshire Boulevard to south side of Colorado
Avenue.
• 61h Court: Between 6th Street and 7th Street from Colorado to Wilshire
7th Court: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire
AI levs
Planter Maintenance
Pick up litter Et debris
Daily (Mon. -Fri.)
TruGreen
East Et West
Water plants
Manually, as needed weekly
Sweeper - scrubber
Prune shrubs
Every 6 weeks
1
Alleys
•
1" Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado
Avenue.
• Mall Court West: Between 2 "d Street and 3`d Street from north side of Wilshire Boulevard to south side of
Broadway.
• Mall Court East: Between 3`d Street and 4" Street from north side of Wilshire Boulevard to south side of
Broadway.
• 4th Court: Between 41h and 51h Streets from north side of Wilshire Boulevard to south side of Colorado Avenue.
• 5" Court: Between Stn Street and 61n Street from north side of Wilshire Boulevard to south side of Colorado
Avenue.
• 61h Court: Between 6th Street and 7th Street from Colorado to Wilshire
7th Court: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire
AI levs
16
Mall Courts
East Et West
Sweeper - scrubber
Picks up small debris, applies degreaser,
5x a week
1
scrubs pavement Et recovers excess water
Policing
Walk site, sweep Et remove debris
7 Times a week
1 or 2
Spills
Apply absorbent, collect into plastic bags,
As- Needed
1 ft 2
pressure washer and scrubber
Spot Cleaning
Discarded furniture, appliances, spills, etc.
As- Needed
1 Et 2
£t Customer Calls
Graffiti
Remove
As- Needed
1 Et 2
Weed suppression'
Remove and spray herbicides
As needed, based upon
1
inspections
Off Duty
Toxic spills, electrical, water, accidents, etc.
As needed
Emergency Call -outs
1 stt 4th 5t 6th a 7th
Courts:
Mobile Vacuum
Vacuums debris from large areas
5x a week (Mon. — Fri.)
1
Policing
Walk site, sweep debris
As- Needed
1 Et 2
Spills
Apply absorbent, collect into plastic bags,
As- Needed
1 Et 2
pressure washer and scrubber
Spot Cleaning
Discarded furniture, appliances, spills, etc.
As- Needed
1 Et 2
Et Customer Calls
Graffiti
Remove
As- Needed
1 Et 2
Off Duty
Toxic spills, electrical, water, accidents, etc.
As- Needed
Emergency Call -outs
Weed suppression
Remove and spray herbicides
As- Needed
1
16
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, as- needed touch -up paint in Public Parking
Structures, and providing landscaping for ICE at 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 Downtown news racks
Replace bollards
• Replace directory signs
17
HOMELESS SUPPORT PROGRAM
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. daily. 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.
ie
m _ .
VENUE AND PERFORMANCE MANAGEMENT
DTSM Operations includes the management of the Downtown Santa Monica venue, particularly the bustling Third
Street Promenade. Downtown public areas are used by street performers, free speech activists, as well as special
events, filmings, and promotions. Operations staff works 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 to carefully monitor and advise the public on
local municipal codes and regulations.
Objectives
The 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.
As necessary, the Venue Manager will continue to host street performer meetings to discuss ideas that allow for
better working relationships. In the past, these meetings have led to positive changes in how all sides perceive and
ultimately work with each other. The manager also conducts routine maintenance and code compliance reviews by
reporting Infrastructure damage Downtown and advising merchants of code compliance violations.
19
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 vibrant 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
Strateov
DTSM will meet these objectives through producing high quality, community- minded events each season. These
events reflect and embody the core values of Downtown Santa Monica and help steer the visitor experience. DTSM
Marketing will use all existing marketing programs to support and promote these events, creating a more effective
and purposeful marketing strategy.
20
GENERAL MARKETING £t ADVERTISING
Advertising
Advertising has been an important way to establish and share Downtown Santa Monica's brand. For the next two
years, DTSM Marketing will use traditional advertising to support two primary objectives: to promote DTSM
produced community events and to drive local traffic to DTSM's digital platforms, primarily our website and
Facebook. A strong local following on our website and social media programs continues to be the most effective and
affordable way to promote DTSM activities and keep the community engaged with DTSM initiatives.
Website
DTSM, Inc. Marketing successfully launched downtownsm.com and it continues to be the most widely utilized
marketing tool for Downtown Santa Monica. With the newly designed site, DTSM Marketing will promote the site as
the primary source for information about the area. The site also houses a specific section geared towards property
owners, businesses and locals. DTSM will regularly update information on the site and use E- newsletters, and an
aggressive search engine optimization push to drive traffic to the site and establish downtownsm.com as the most
reliable source of information regarding Downtown Santa Monica.
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 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 continues to grow each year.
Today, the program includes a comprehensive website, calendar of events and various programming throughout the
year. 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 is currently a healthy contributor to the success of the Downtown area. DTSM, Inc. Marketing partners with
Los Angeles Tourism £t Convention Board 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 membership with Los Angeles Tourism Et Convention Board as a way to keep Downtown top
of mind domestically and abroad. This membership provides DTSM the ability to participate in tourism initiatives for
the greater Los Angeles area.
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.
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.
21
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 pitching 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
• 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's activities with story clips,
sound bites and video footage. Report will also provide ad equivalency, circulation and viewership when
relevant
22
EVENTS, SAMPLINGS Et FILM SHOOTS
Community Events
This year, DTSM, Inc. will continue to focus on building a community environment in the District by hosting resident -
friendly events each season. These annual events are designed to help shift the perception of the area as a shopping
district to an urban community, build traditions for the area, as well as steer the visitor experience to have a local
flavor.
Cinema on the Street (Summer)
Each summer, DTSM produces a series of free outdoor movie screening on Third Street Promenade. This year, each
Friday in July, locals and visitors are welcome to bring their picnic baskets, blankets and chairs and enjoy family -
friendly flicks on the 1200 block of the Promenade. The movies series will be promoted on the DTSM website,
social media and through PR efforts.
GLOW (Fall)
Glow is scheduled to return to Santa Monica this September. Produced by the City of Santa Monica and
the Santa Monica Arts Foundation, Glow is expected to draw more than 100,000 visitors to view art
installations commissioned local and international artists. DTSM will work with the City of Santa
Monica to plan, organize and execute this stunning collection of original works of art. Due to the
volume of people that attend and due to the special nature of this event, DTSM plays a key role in
mitigating impacts to the area. It is the only event of its scale in the U.S. that exhibits only
commissioned works for one night and keeps Santa Monica on the forefront of cutting -edge culture on
the west coast.
Winterlit Et ICE at Santa Monica (Winter)
The winter holidays are a special time of year in Downtown Santa Monica. DTSM produces annual holiday
programming that include outdoor holiday decor throughout Downtown Santa Monica, free family- focused
events in the month of November and December, a holiday tree lighting ceremony and concert and the beloved,
ICE at Santa Monica, Santa Monica's premiere outdoor ice skating facility. Each of these initiatives are geared to
draw out locals and create traditions for the community as well as drive sales to retail and restaurant locations in
the district.
Promotion for Winterlit will include:
Elevator clings
Backlit directories
Social media promos
Comprehensive public relations campaign
Print ads
Online banner ads
Posters
Buy Local Expo
'This year brings the third annual Buy Local Expo to Downtown Santa Monica. DTSM partners with Santa Monica
Chamber of Commerce, Buy Local Committee and City of Santa Monica to produce a three - block, one -day
festival celebrating local businesses. Businesses from all over Santa Monica exhibit their wares and promote their
services to the local community. As a major sponsor to the event, DTSM helps to plan, promote and execute this
event each year.
23
Downtown Santa Monica Flower Festival
The Downtown Santa Monica Flower Festival is a celebration of flowers that will take place along the Third Street
Promenade from Wilshire to Santa Monica with more than 1200 square feet of exhibits and events that will
enchant, entertain, and educate.
The festival will feature creative displays using flowers. Local landscape designers and architects will compete to
create a series of themed vignettes along the Promenade, showcasing the latest in sustainable and eco- friendly
garden design. A team of experts will judge entries and the winning designs will be displayed throughout the
event. Local schools will participate by creating their own beautiful, original flower displays and visitors will vote
to determine the winner.
The Downtown Santa Monica Flower Festival will also include an educational speaker series that will cover a wide
variety of garden topics ranging from container gardening and gardening on your deck to mastering Ikebana,
growing orchids and more. Gardening authors and experts will discuss horticultural topics and cover how -to tips
on yards and vegetable gardens. There will be fun for the entire family including demonstrations on flower
arranging Et gardening, children's workshops, chef demos, Buy Local arts Et crafts, and local vendors of all
descriptions will enhance the visitor experience by offering products that are horticultural in nature or garden -
related.
There will be a wide variety of social media tie -ins to promote the event, increasing local exposure and
engagement. DTSM's PR company, Urban Legend PR, will conduct a comprehensive PR campaign to promote the
festival in order to establish and grow an audience. Sponsorship opportunities will also be available to help offset
the cost of producing the event. The first -ever DTSM Flower Festival will be highly promoted throughout the
Santa Monica area.
Promotions will include:
Pole banners
Elevator clings
Backlit directories
Social media promos
Comprehensive public relations campaign
Print ads
Online banner ads
Posters
Outside Event £t 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.
Last year, the City of Santa Monica altered the event municipal code to clearly define what constitutes a community
special event. Various organizations including non - profits, community businesses and corporate companies request
use of the area to promote and sample their products. DTSM Marketing will screen calls, process applications,
coordinate logistics and communicate with the City Community Et Cultural Services Department, who will ultimately
issue all of the special event permits. DTSM will also continue to coordinate logistics with other City entities
including Santa Monica Police and Fire Departments.
24
PRINTED COLLATERAL
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. Each of these published pieces will supply
stakeholders and consumers with relevant information on Downtown Santa Monica as well as serve as a tool to
promote awareness of DTSM- produced events.
The Beat
This popular monthly newsletter is a well- respected avenue for timely news pertaining to the district. Due to the
success of the printed piece, DTSM will continue to print a quarterly newsletter. Historically, the recipient list for
the newsletter includes key community and civic leaders as well as business and property owners. However,
there is a need to distribute this information to the growing number of office employees and residents in
Downtown. In tandem, DTSM will create an online version and gear this content towards this important
stakeholder group.
Downtown Directory Guide
Each quarter, DTSM produces a Downtown directory, formerly known as the Downtown Directory Guide to help
people navigate the district. The 46 -page four -color guide is an in- market piece that includes a listing 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, Pier Police Substation 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 on 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 effective ways to disseminate the
piece via email and the web.
25
SUPPORT a REVENUE
DOWNTOWN SANTA MONICA, INC.
FY 2012/2013 ADOPTED BUDGET
FY 2011/12 FY 2012/13
Bayside Assessment
$1,350,000
$1,400,000
CBD Assessment
$200,000
$250,000
BID Assessment
$1,439,000
$3,450,000
Dolphin Donations
$3,500
$3,000
Transfer from Dolphin restricted funds"
-
$7,000
Special Events
$170,000
$20,000
Filming Revenue
$75,000
$75,000
Ice Rink Income
$640,000
$650,000
Ice Rink Sponsorship
$30,000
$80,000
Other income
$50,000
$50,000
Interest
$8,000
$8,500
TOTAL INCOME
$3,965,500
$5,993,500
EXPENSES
FY 2011/12 FY 2012/13
PERSONNEL $984,500 $1,056,750
ADMINISTRATION 1 $358,375 1 $418,220
BUSINESS DEVELOPMENT $194,800 $153,500
MARKETING AND PROMOTIONAL 1 $1,073,671 1 $1,006,530
ICE AT SANTA MONICA 1 $640,000 1 $695,000
OPERATIONS 1 $2,847,000 1 $2,653,000
DOLPHIN 1 $3,500 1 $10,500
TOTAL INCOMEJ
$3,965,500
$5,993,500
TOTAL EXPENDITURES
$6,101,846
$5,993,500
'Dolphin Change Program will go into reserves until depleted. Board action 3122112
ADOPTED
9a
change
7.3%
16.7%
- 21.2o/a
200.0%
5 t.1 a/o
1.8%
5/24/12
MAP OF DOWNTOWN SANTA MONICA
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DOWNTOWN SANTA MONICA, INC.
Board Chair
Vice - Chairs
Secretary /Treasurer
Board Members
Chief Executive Officer
Vice President
Executive Assistant
Operations Department
Operations Manager Alex Acuna
Venue Manager Stephen Bradford
Operations Coordinator Chris Brown
Board of Directors
Staff
Johannes Van Tilburg
Barbara Bryan
Patricia Hoffman
Barbara Tenzer
John Warfel
Rob Rader
Bruria Finkel
Todd Flora
Allan Golad
Sarah Letts
Sharon Myer
Elaine Polachek
Bill Tucker
Kathleen Rawson
Debbie Lee
Linn Wile
Marketing Department
Events Et Marketing Manager Mackenzie Carter
Digital Marketing Manager Cheryl Bagby
Marketing Et Events Assistant Megan Furey
a
28
0
Digital Marketing
Manager
Oversees Internet,
Computer IT a Public
Relations
DOWNTOWN SANTA MONICA, INC.
STAFF ORG CHART
Office NLanaaer
Office Mgmt, Reception,
Financials, HR, Assists VP,
CEO
Board Et Civic relations, Strategic planning,
Development, Urban Planning, Spokesperson
Executive 1- 155(Stant
Financials, Assists CEO,
Office Mgmt
Vice President
Oversee departments, Works with
CEO on strategic planning a
development, Community
relations, Spokesperson
Events Et Marketing
Manager
Oversees all events a
filming requests, Printed
Collateral
Marketing
Assistant
Assists Marketing, Events
a Filming, Social Media a
Reporting
Administrative Analvst
Tracks Et monitors progress of
various development projects,
Attends City Council,
community Et Commission
meetings
Operations Manager
Oversees Ambassador Et
Maintenance Contracts,
City Ops Programs, Tenant
Relations
Operations
Coordinator
Assists with Ambassador a
Maintenance Contracts,
Field Inspections, Work
Orders Et event liaison
Venue Manaaer
Oversees promenade
activities, Street
Performers a event load -
njout
Operations
Assistant
Receptionist, Assists Ops
Department, Database
Mamt, a Reporting
Reference Contract No.
9626 (CCS)