SR-08-13-2013-3FCity Council Meeting: August 13, 2013
Agenda item:P
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Santa Monica Inc. Work Plan / Budget for Fiscal Year 2013/14
Recommended Action
Staff recommends that the City Council approve the attached Downtown Santa Monica
Inc. FY 2013/14 Work Plan and Budget.
Executive Summary
Downtown Santa Monica Inc. (DTSM) has prepared an annual operational plan and
balanced budget of $5,905,451 for Fiscal Year 2013/14. The Work Plan and Budget
support DTSM's continued provision of services in Santa Monica's Downtown.
The services agreement between the City and DTSM requires Council's annual
approval of the Work Plan and Budget.
Background
In accordance with the Amended and Restated Services Agreement approved by
Council on May 12, 2009, DTSM's mission is to promote economic stability, growth and
community life within the Downtown through responsible planning, development,
management and coordination of programs, projects and services designed to benefit
the community as a whole which includes Downtown businesses, property owners,
residents and visitors.
Discussion
Budget FY2013/14:
DTSM has prepared a balanced budget for FY 2013/14 with total revenues and
expenditures in the amount of $5,905,451. The following tables show the DTSM budget
including anticipated revenues and expenditures as approved by the DTSM Board on
June 27, 2013.
1
DTSM REVENUES
FY 2012/13
1 FY 2013/14
1 chap e
Bayside, CBD & PBAD
Assessments
$5,100,000
$5,075,951
0%
Ice Rink and Other Income
$780,000
$754,000
-3%
Special Event & Film Shoots
$95,000
$65,000
-32%
Dolphin Donations +Transfers
$10,000
$10,500
5%
Total Income
$5,985,000
$5,905,451
-1%
Budgeted revenues to DTSM are primarily generated from business- and
property -based assessments, including the Bayside Mall Operations & Maintenance
District, the Central Business District Retail -Only Assessment (CBD), and the
Downtown Santa Monica Property -Based Assessment District (PBAD) which are
projected to be $5,075,951. The seasonal ice rink and other income are budgeted at
$754,000. Revenues from special events and filming are estimated to be $65,000,
which represents a decrease of 30 percent from the previous year's budget due to
changes to City permitting regulations. Total revenue is projected to decrease by one
percent from the previous year's Council- approved budget.
DTSM EXPENSES
FY 2012113
1 FY 2013/14
change
Administration /Business
Development
$1,628,470
$1,659,824
2%
Marketing/ICE at Santa Monica
$1,701,530
$1,579,127
-7%
Operations
$2,653,000
$2,656,000
0%
Dolphin
$10,500
$10,500
0%
Total Expenditures
$5,993,500
$5,905,451
-1%
Budgeted expenditures are also projected to decrease by one percent from the previous
fiscal year to $5,905,451, of which $2,656,000 of projected expenses are associated
with Operations comprising the ambassador program, supplemental maintenance and
special projects. DTSM estimates a two percent increase in Administration /Business
Development costs, and a seven percent decrease in Marketing and ice rink costs.
`a
Work Plan
Subject to Council approval, the attached Work Plan describes the activities and
strategies that DTSM will implement during FY 2013/14 and is designed to build upon
the previous year's accomplishments. In addition, the Work Plan identifies the City's
baseline responsibilities and services it will continue to provide in the district. DTSM's
specific Work Plan areas include 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 new developments and infrastructure improvements, parking
programs, the development of the City -owned 4th & Arizona site, and visioning
initiatives relating to the arrival of the Expo Light Rail terminus, the rejuvenation
of Lincoln Boulevard, and the feasibility of expanding ambassador services and
enhanced maintenance efforts to select areas impacted by new development.
• 'Operations' manages the enhanced maintenance of the district and works with
the City on a wide range of operational projects and programs impacting
downtown. Operations include the ambassador program, maintenance services,
capital improvement assessments, and venue and performance management.
• 'Marketing' efforts are comprised of developing brand identity, advertising and
public relations, web and social media, Buy Local Campaign and expo, tourism
partnerships with the Santa Monica and Los Angeles Visitor Bureaus, and
community programing including outdoor cinema (summer), Winterlit and ICE
(winter), Santa Monica Jubilee (spring), and GLOW (fall).
Maintenance Agreement
On August 14, 2012, 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.
The Maintenance Agreement may be renewed 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 would amend the Maintenance
Services Agreement to reflect the FY 2013/14 Work Plan.
41
Commission Action
The DTSM Board approved the Work Plan and Budget on June 27, 2013.
Financial Impacts & Budget Actions
There is no immediate financial impact or budget action necessary as a result of the
recommended action.
Prepared by: Elana Buegoff, Sr. Development Analyst
Approved:
Andy Agle, Direct
Housing and Economic Development
Attachments:
A. FY 2013/14 Work Plan & Budget
Forwarded to Council:
Rod Gould
City Manager
Attachment A
dothird
s'wee't
prornenade
TABLE OF CONTENTS
DOWNTOWN SANTA MONICA, INC. MISSION STATEMENT .......................................... ..............................2
DOWNTOWN SANTA MONICA, INC. ROLES Et RESPONSIBILITIES ............................... ..............................3
EXECUTIVESUMMARY ................................................................................................................. ..............................4
SPECIAL PROJECTS EE INITIATIVES ........................................................................................... ..............................5
OPERATIONS.................................................................................................................................... ..............................7
AMBASSADORPROGRAM ............................................................................................................... ..............................8
ENHANCEDMAINTENANCE ......................................................................................................... ...............................
10
HOMELESSSUPPORT PROGRAM ................................................................................................. ...............................
18
VENUE AND PERFORMANCE MANAGEMENT .............................................................................. ...............................
19
MARKETING................................................................................................................................... .............................20
GENERAL MARKETING Et ADVERTISING ...................................................................................... ...............................
21
EVENTS, SAMPLINGS Et FILM SHOOTS ........................................................................................ ...............................
23
PRINTEDCOLLATERAL ................................................................................................................. ...............................
25
2013/2014 ADOPTED BUDGET ............................................................................................... .............................26
MAP OF DOWNTOWN SANTA MONICA .............................................................................. .............................27
BOARD OF DIRECTORS Et STAFF ............................................................................................. .............................28
I
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
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. DTSM's 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 Downtown that may
enhance its economic vitality. Advise the City on operational issues involved in management of
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 Downtown, including citywide
events that impact Downtown
• 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 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
EY 2012/13 has been a pivotal year in Downtown Santa Monica. Construction commenced on several major public
projects that impact the Downtown area, including the Expo Light Rail, City Hall lawn remodel, Tongva Park and Pier
deck replacement project.
Private development projects are evolving, promising a new and improved face of Downtown in the coming years.
The area continues to attract companies that are willing to pay a premium for a downtown Santa Monica address.
The area has seen an impressive growth in the tech industry, solidifying the name Silicon Beach and drawing a new
generation of residents that are engaged in their community, demand great restaurants, nightlife and entertainment
options as well as access to a "car - light" lifestyle.
Tourism continues to flourish in Downtown Santa Monica, attracting more than 12 million visitors this past year.
Despite all the successes in Downtown, there are many ongoing issues that must be addressed. Traffic, access and
circulation continue to be the top challenge affecting the area. Homelessness and aggressive soliciting /panhandling
have also come back as key issues.
Santa Monica's competition thrives and continues to improve and mimic the experience that Third Street Promenade
has owned for over two decades. Downtown will continue to pursue securing new movie theaters and advocate for
an iconic and historic development at 4` "/5" and Arizona.
The City has been diligently working towards the completion of the updated Downtown Specific Plan. Although
several elements of the plan are left to be determined, DTSM has been lock -step with City staff to craft a balanced,
forward - thinking document that will help guide Downtown Santa Monica development, add predictability to the
City processes, and leaves flexibility for creative, superior design, while encouraging a mix of uses.
This year, DTSM will explore the possibilities of expanding the areas of service to include Lincoln and intensify the
levels of service on Colorado in preparation for the increased volume of traffic brought by the Light Rail. Also, it will
keep driving programs forward such as the infrastructure improvement project at Third and Wilshire that will update
key elements and way- finding on the northern end of the Promenade, with the intent to apply these new elements
throughout the entire district.
DTSM will continue to support the City's "Be Excited Be Prepared" messaging as public and private development
moves ahead and Parking Structure 6 comes back online. And, as these existing programs as well as new programs
come into view, DTSM will serve as the liaison between the City, property owners and businesses in Downtown and
maintain the role of advocating on behalf of the Downtown community.
While managing ongoing engagement in these core projects, Downtown Santa Monica, Inc. remains firm on its
commitment to work closely with the City of Santa Monica to help process the day -to -day duties of keeping the
area clean, safe and welcoming. Through the successful Ambassador and Enhanced Maintenance programs, DTSM
aims to uphold the established expectation of a world -class destination.
As the brand equity of Downtown Santa Monica continues to grow and evolve, DTSM will continue to seek out
strategic alliances with corporate partners that enable the production of quality community events such as ICE at
Santa Monica and Spring Jubilee, as well as other local programs and promotions that enrich, enliven and diversify
the Downtown experience.
DTSM looks to FY 2013114 as a year of transition and development to shape the future of the Downtown. With
careful planning to keep a strong variety of business uses, forward thinking in circulation and a strategic approach in
urban management, DTSM can preserve Downtown Santa Monica's status as a leading progressive city in the United
States.
4
Special Projects £t 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 seven
special projects /initiatives:
Public ft 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 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 Land Use and Circulation Element, 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 and density, public art and other key development standards for the
area. DTSM will work closely with the City to finalize a plan that will bolster Downtown Santa Monica to remain a
dynamic, vibrant and balanced community.
Infrastructure Improvement Project
In 2012, 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 £t Assessment Phase III: Pilot Project
Phase Il: Design Phase IV: Full Implementation
With the completion of the Inventory and Assessment and Design phases, DTSM will work on implementation of
Phase III and begin the planning for Phase IV. This year, DTSM in concert with the City will install a pilot collection
of sample outdoor directory signs, improved way- finding signage, landscaped areas, light poles, drinking fountains
and news racks at the north end of Promenade at Wilshire, which will create a cohesive design for the area. DTSM
will gauge its success while seeking avenues to apply successful elements of the pilot throughout the district.
Interim Parking Program
Given that Santa Monica continues to draw tens of thousands of people each day, 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 implement an Interim Parking Plan to meet parking
demand during a period of increased construction activity in the Downtown and around the Civic Center. Since its
implementation, availability of parking in the Downtown Core has increased by 5 -6% primarily by diverting all day
parkers to remote lots. DTSM will continue to work with City staff to address parking issues in Downtown as well as
working towards a cohesive parking strategy for the area that emphasizes the "park once" philosophy.
4th Et Arizona Development
The three -acre City -owned property at 0/5ih Street and Arizona is a rare opportunity to develop a special place in
the district. As the City moves through the RFP process to select a developer, DTSM will remain focused and engaged
to ensure Downtown constituents have a voice in the design and use of the space. The right project will bring the
energy and excitement of the Promenade to more of the district.
5
Visioning
In preparation for the 2015 arrival of the Expo Light Rail terminus at Fourth and Colorado and the aggressive
redevelopment of Lincoln, DTSM Board of Directors will undergo a visioning process to explore the feasibility of
expanding the level of Maintenance and Ambassador services DTSM provides to select areas most impacted by these
developments. Any and all of these options must be thoroughly examined, vetted and carefully considered. There are
four scenarios that DTSM aims to review:
I. New Zone: Expansion of Hospitality and Maintenance Ambassadors from 7tn Court to Lincoln Court,
from Colorado to just north of Wilshire Boulevard
II. New Zone: Intensified Hospitality and Maintenance Ambassador services on Colorado from Ocean
Avenue to 7tn Court
III. New Zone: Intensified Hospitality and Maintenance Ambassador services on Colorado from Ocean to 51h
Court
IV. Additional Service: Expansion of Hospitality Ambassadors on the Santa Monica Pier
Annual Report Et Meeting
Each August, DTSM produces an Annual Meeting to share key accomplishments with community stakeholders and to
provide an overview of the areas of focus for the upcoming fiscal year. DTSM also publishes an Annual Report
summarizing these accomplishments and showing 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's 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 #6; the 4`h/5" 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 applies 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
primarily provide 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.
Objectives
• Successfully manage Enhanced Maintenance and Ambassador Program contracts to provide a clean and safe
Downtown for all 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
the 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 the 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 received
from individuals sharing their positive experiences with the Ambassadors and DTSM, 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 and
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 the street performer community,
informing them of municipal codes that govern the performance zones, performance locations and rotation
requirements. DTSM, Inc. Ambassadors also interact with the 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 continues to evolve. The program includes a GPS component enabling Ambassadors
to "check in" with individualized equipment that allows targeted deployment to areas of need. The International
Downtown Association (IDA) award - winning Ambassador Program Database has been expanded to record and track
data, giving the ability to understand trends in the 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 year,
DTSM will look to further enhance the hospitality services to include a mobile kiosk to create an information hub for
people visiting the area. The kiosk can be placed in high- trafficked areas in the district, activated during events on
the Promenade or offer an additional welcome at tour bus locations.
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.
In FY 2012/13, the Maintenance Program contract reached the end of its fifth year. Although the existing vendor
was doing a first -rate job, DTSM followed best practice and went through an open RFP process to ensure that the
district was receiving the highest quality work at the best price. While the incumbent vendor was selected, DTSM,
Inc. continues to look for ways to perform these maintenance duties in an efficient, cost effective manner. In 2010,
DTSM invested in an M30 Sweeper /Scrubber unit. This unit is routinely deployed in the parking structures and is able
to not only separate carbon dust (residue emitted from the thousands of vehicles that use the 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 continues to maximize
staff shift allocations in the structures.
The maintenance staff is primarily deployed during the late evening /early morning hours when fewer vehicles and
people are in the structures. This gives better access to open surfaces and enables the maintenance team to clean a
larger area, in less time. Today, use of the M30 and the more 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.)
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
3:00 o.m. - 11:30
Clean restrooms (empty trash, clean toilets /urinals, clean sinks, counters, mirrors, replenish toiletries as
Sweep /mop restroom as needed
Pull all trash (2j3rds 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
10
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,
DTSM works 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, enhanced maintenance goals
are met.
The current contracted pressure washing services is as follows:
Activity
Frequency
Zone 1: Third Street Promenade and 2nd and 3rd Ct. Alleys (alleys once every two months)
Monthly
Zone 2: Second and Fourth Streets, Ocean Avenue, and all intersection side streets and
alleys within the boundary (alleys once every two months)
Monthly
Parking Structures #1 - #6, #9 and #10
Twice per year"
Parking Structures #1 - #6, #9 and #10 detailing (cleaning areas of heavy use)
As Needed **
Parking Structures #1 - #6, 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. Once PS6 reopens in late 2013, DTSM will redeploy resources to clean and power wash the new structure.
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
Paint Light Poles and Directories
Dinosaur Topiary Cleaning
Pavilion Window Cleaning
Vector Management
Dinosaur Repair
Parking Structure Sign Maintenance
Light Pole Electrical Maintenance
Promenade Paver Repair
Frequency
Annually
Quarterly
Bi- Weekly
Monthly /As Needed
As Needed
As Needed
As Needed
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 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
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 - 3rd Street Promenade:
From the north side of Wilshire to the south side of Broadway
Shifts: Effective 7112111
1 = 5:00 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 Et Saturday)
Third Street Promenade Maintenance
Pedestrian Walkways:
Picks up large debris
Once daily, 7 days a week
1
Sweeper
(Mon. -Sun.)
Sweeper - scrubber
Picks up small debris, applies degreaser, scrubs
Once daily, 7 days a week
1
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.
1 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
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
T Et Fri. (As- Needed)
1 Et 2
Spot Cleaning Et
Additional cleanings, graffiti, broken glass, animal
As needed throughout the
1 Et 2
Customer Calls
waste, etc.
day
Off Duty
Toxic spills, electrical, water, accidents, etc.
As needed
Emergency Call -outs
12
cone i ruonc Lanascape: infra street rromenaae
Zone 2
Colorado Blvd., Arizona Avenue Et Wilshire Boulevard:
• Sidewalks on both sides of streets from east side of Ocean Avenue to 4`h alley
Ocean Ave (east side only), 2nd and 4th Streets (both sides):
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue
t- woraao Diva., Arizona Avenue tt vvusmre tsrva. ana z° tt 4- :streets, rromenaae Maintenance
UMEENAINEEM
d
Sweeper
Picks up large debris
5x a week
i
Tree Trimming (154)
Regular
Once, yearly (spring)
TruGreen
3,790 sq. ft.
scrubs pavement Et recovers excess water
Tree Well Maintenance
Inspect for grate displacement and /or debris
Daily (Mon. - Fri.)
TruGreen
(154) 3,790 sq. ft.
Et litter
1x daily, Mon. - Thu.
1 or 2
Clean debris, reset tree grates
As needed
Replant Floral (136)
Change out floral @ dinosaurs
Quarterly
TruGreen
Shrubs Et Topiary
Prune Et shape
Once every six weeks
TruGreen
705 sq. ft.
Wipe top, remove trash, replace bag
2x daily, Mon. - Thu.
1 Et 2
Turf Maintenance
Mow
Weekly
TruGreen
1,425 sq. ft.
Rake out debris
As- Needed
1 Et 2
Irrigation Inspection
Check system and controller for proper
Weekly
TruGreen
settings
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 4`h alley
Ocean Ave (east side only), 2nd and 4th Streets (both sides):
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue
t- woraao Diva., Arizona Avenue tt vvusmre tsrva. ana z° tt 4- :streets, rromenaae Maintenance
UMEENAINEEM
d
Sweeper
Picks up large debris
5x a week
i
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 Ef 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 2 "d Et 4" Streets, Promenade Maintenance fcontinuedl
Zone 2 Public Landscape: 2nd Et 4" Street
Tree Trimming (182)
Regular
Bi- Annually
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
West Coast Arborists
Zone 2 Public Landscape: 2nd Et 4" Street
Tree Trimming (182)
Regular
Bi- Annually
West Coast Arborists
Tree Well Maintenance
(182)
Backfill tree wells with decomposed granite
As- needed
West Coast Arborists
Arizona Avenue
Wilshire Boulevard
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 5t" alley
• Santa Monica Boulevard from east side of Ocean Avenue to 6t" alley
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 or 2
14
Tree Trimming (46)
Regular
Bi- Annually
West Coast Arborists
Tree Well Maintenance
(61)
Backfill tree wells with decomposed granite
As- needed
West Coast Arborists
Wilshire Boulevard
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 5t" alley
• Santa Monica Boulevard from east side of Ocean Avenue to 6t" alley
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 or 2
14
Transit Mall, Promenade Maintenance (continued)
transit iwau, ruouc Lanascape
Tree Trimming (193)
Regular
:.
1
OWN=
Sweeper - scrubber
Picks up small debris, applies degreaser,
1x every 3 weeks
Trash Containers (36)
Wipe tops, remove trash, replace bag
3x daily, Mon. - Thu.
Inspect for grate displacement and /or debris
1 Et 2
TruGreen / In
4x daily, Fri. - Sun. Et
Et litter
1 Et 2
House
Holidays
Clean debris, reset tree grates
As needed
Tile Bollards (35)
Spray, wipe Et polish
5x a week
Check system and controller for proper
1 or 2
Informational Signs (6)
Spray Et wipe
5x a week
settings
1 or 2
Newspaper Racks
Spray Et wipe
5x a week
Remove debris from tree wells
1 or 2
Arbors (6)
Spray EE wipe
5x a week
1 or 2
Graffiti
Remove
As- Needed
1 Et 2
Spot Cleaning Et
Additional cleanings, graffiti, broken glass,
As- Needed
1 Et 2
Customer Calls
animal waste, etc.
Off Duty
Toxic spills, electrical, water, accidents, etc.
As needed
Emergency Call -outs
transit iwau, ruouc Lanascape
Tree Trimming (193)
Regular
Bi- Annually
1
West Coast
Sweeper - scrubber
Picks up small debris, applies degreaser,
1x every 3 weeks
1
Arborists
Tree Well Maintenance
Inspect for grate displacement and /or debris
Daily
TruGreen / In
Et litter
Pressure Washer
House
1 or 2
Clean debris, reset tree grates
As needed
5x a week
1 or 2
Irrigation Inspections
Check system and controller for proper
Weekly
1 or 2
TruGreen / In
Weed suppression
settings
I
I House
Policing
Remove debris from tree wells
I Daily (Mon: Fri.)
I TruGreen
Zone 3
Colorado, Broadway, Santa Monica Blvd., Arizona Avenue Et Wilshire Boulevard:
• Sidewalks on both sides of streets from 5tb alley to 7" alley
5t ", 6th and 7" Streets:
• Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue
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
7s
Alleys
• 1" Court: Between Ocean Avenue a 2nd Street from north side of Wilshire Boulevard to south side of Colorado
Avenue
• Mall Court West: Between 2nd Street and 3`d Street from north side of Wilshire Boulevard to south side of
Broadway
• Mall Court East: Between 3' Street and 4tn Street from north side of Wilshire Boulevard to south side of
Broadway
• 4m Court: Between 4t' and 5" Streets from north side of Wilshire Boulevard to south side of Colorado Avenue
• 511 Court: Between 5`n Street and 6tn Street from north side of Wilshire Boulevard to south side of Colorado
Avenue
• 6tn Court: Between Gin Street and 7" Street from Colorado to Wilshire
• 7" Court: Between 7" Street and Lincoln Blvd. from Colorado to Wilshire
Alleys
Mail Courts
East Et West
Sweeper - scrubber
Picks up small debris, applies degreaser,
5x a week
t
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 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
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't 4th 5th 6 t a 7th
Courts:
Mobile Vacuum
Vacuums debris from large areas
5x a week (Mon. - Fri.)
1
Policing
Walk site, sweep debris
As- Needed
i 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
7
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
• Replace Drinking Fountains
• Replace /Remove Pay Phones
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 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.
18
Venue and Performance Management
DTSM Operations includes the venue management of Downtown Santa Monica, 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 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
• Help identify ways DTSM can assist in the City with Crisis Management Plan in the event of a natural or
manmade disaster
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. In addition to this, DTSM will focus on identifying
what role staff and Ambassadors can play in aiding the City in the event of a crisis. DTSM staff will meet with Police,
Fire and Emergency Teams to identify specific areas of responsibilities, such as helping to observe and report,
facilitate communication key information to businesses, etc. conduct training and ultimately, be as prepared as
possible.
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
Strategy
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 Et Advertising
Brand Identity
Over the past two years Downtown Santa Monica has successfully implemented the new name and logo across all
platforms and has established this branding throughout the community. Over the next year the DTSM Marketing
Department will create a comprehensive brand identity campaign implemented primarily through graphic design.
Such design will convey the vibe and energy of Downtown Santa Monica to consumers. This new image will be used
in all future DTSM programs and initiatives through advertising, printed collateral and digital assets.
Advertising
Advertising has been an important way to establish and share Downtown Santa Monica's brand. For the next two to
three 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 the website and Facebook.
A strong local following on the 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.
As the Hospitality and Maintenance programs move into their sixth year of existence, DTSM looks to use both
traditional and non - traditional methods to keep the community informed on the enhanced services provided in
hospitality and maintenance. DTSM will also use advertising to keep locals informed of major development projects
that impact the Downtown area including the Expo station and Esplanade construction as well as private
development.
Website
DTSM Marketing successfully launched downtownsm.com and it continues to be the most widely utilized marketing
tool for Downtown Santa Monica. The site is a gateway to the Downtown experience and exudes the look and feel of
the destination and brand essence. 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, tourists 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 the businesses. Though tourism is a critical
contributor to the success of the 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 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, created in 2009, consists of representatives from each of the shopping districts in
Santa Monica, City staff, Chamber of Commerce and Convention and Visitors Bureau. 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 Marketing partners with Los
Angeles Tourism Et 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.
f
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
Last year, DTSM became a Certified Green Business and will work towards encouraging more businesses within the
district to follow suit. In addition, 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.
Internal Database System
DTSM will continue work on improving its current internal database to be more efficient and accurate. 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 DTSM 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 has developed a section on downtownsm.co_m 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 program is to generate positive commentary for the area through
media impressions. By creating engaging community events, DTSM will focus on securing coverage of Downtown
Santa Monica in regional, national, and international outlets. The media relations program includes:
• Spreading awareness of the 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
• Generating 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. The report will also provide ad equivalency, circulation and viewership when
relevant
22
Events, Samplings Et Film Shoots
Community Events
This year, DTSM 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, on
Friday evenings 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. Downtown Santa Monica Merchants will have
the opportunity to host movie nights to promote their business both online and during the event. The movies
series will be promoted on the DTSM website, social media and through PR efforts.
Summer Decor
DTSM will begin a Fourth of July Decor Program that will include patriotic- themed street pole banners along all
three blocks of Third Street Promenade from Memorial Day through the Fourth of July.
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 from 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 the special nature of this event, DTSM plays a key role in mitigating impacts to the area. It is the sole event
of its scale in the U.S. that exhibits work commissioned for only one night, and it 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 includes outdoor holiday decor throughout Downtown Santa Monica, free family- focused
events in the month of November and December, a holiday tree lighting ceremony in partnership with Santa
Monica Place that includes a Santa parade 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
Direct mail
Buy Local Expo
For the third year, the annual Buy Local Expo will be in 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
Santa Monica Spring Jubilee
The Santa Monica Spring Jubilee is a celebration of spring that takes place along the Third Street Promenade
from Wilshire to Broadway. It is comprised of more than 1200 square feet of exhibits and events that enchant,
entertain, and educate.
The festival features a contest of themed vignettes created by landscape designers and architects showcasing the
latest in sustainable and eco- friendly garden design. A team of experts judges each vignette and award a winner
based on the best overall design, implementation and aesthetic.
The Santa Monica Spring Jubilee offers fun for the entire community including demonstrations on healthy eating
and how to grow your own vegetable garden, children's workshops, chef demos, Buy Local arts Et crafts, and local
vendors of all descriptions. This three -block festival enhances the visitor experience by offering music,
entertainment and interactive educational activities inspired by spring.
There are a wide variety of social media tie -ins to promote the event, increasing local exposure and engagement.
DTSM conducts a comprehensive PR campaign to promote the festival throughout the Los Angeles area.
Sponsorship opportunities are available to help offset the cost of producing the event.
Promotions will include:
Pole banners
Elevator clings
Backlit directories
Social media and web promos
Comprehensive public relations campaign
Print ads
Online banner ads
Posters
Outside Event Et 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. 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
It is important to maintain communication with consumers, residents and merchants. DTSM. 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 to help people navigate the district. The 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 and
basic visitor information. 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 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. A list of participating businesses is updated each
month. This one -sheet is distributed with 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, and
includes 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 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
DOWNTOWN SANTA MONICA, INC.
2013/2014 ADOPTED BUDGET
FY 2012/13 FY 2013114 % Change
Bayside, CBD Et BID Assessments
$
5,100,000
$
5,075,951
00/0
Dolphin Donations
$
3,000
$
4,000
33%
transfer from Dolphin restricted funds"
$
7,000
$
6,500
-70/6
Special Events Et Film Shoots
$
95,000
$
65,000
-32%
Other Income
$
788,500
$
754,000
-40/b
Total Income
$
5,993,500
$
5,905,451
-1o/o
Administration Business Development 1 $ 1,628,470 1,659,824 2%
Marketing ICE at Santa Monica I $ 1,701,530 1 $ 1,579,127 1 -7%
Operations I $ 2,653,000 2,656,000 0%
Dolphin 10,500 1 $ 10,500 1 0%
TOTAL INCOME
5,993,500
5,905,451
TOTAL EXPENDITURES
$ 5,993,500
$ 5,905,451
RESERVES
$ -
-
'Dolphin Change Program will go into reserves until depleted. Board action 3122112
711113
26
D
O
0
CO
C
Z
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DOWNTOWN SANTA MONICA, INC.
Board Chair
Vice- Chairs
Secretary /Treasurer
Board Members
Chief Executive Officer
Vice President
Executive Assistant
Office Manager
Operations Department
Venue Manager Stephen Bradford
Operations Coordinator Chris Brown
Board of Directors
Staff
28
Johannes Van Tilburg
Barbara Bryan
Patricia Hoffman
Barbara Tenzer
John Warfel
Rob Rader
Bruria Finkel
Allan Golad
Julia Ladd
Sarah Letts
Elaine Polachek
Barry Snell
Bill Tucker
Kathleen Rawson
Debbie Lee
Linn Wile
Laura Borsecnik
Marketing Department
Events Et Marketing Manager Mackenzie Carter
Digital Marketing Manager Cheryl Bagby
Marketing Et Events Assistant Megan Furey