SR-08-12-2014-3DCity Council Meeting: August 12, 2014
Agenda Item: 3—D
To: Mayor and City Council
From: Andy Agle, Director of Housing and Economic Development
Subject: Downtown Santa Monica, Inc. FY 2014/15 Budget and Work Plan
Recommended Action
Staff recommends that the City Council approve the attached Downtown Santa
Monica, Inc. (DTSM) Budget and Work Plan for FY 2014/15.
Executive Summary
Staff is presenting the proposed DTSM Budget and Work Plan for Council review
and approval. It summarizes upcoming operations and activities during FY 2014/15.
The DTSM budget for FY 2014/15 anticipates a budget with revenues in the amount
of $6,078,569 and expenditures in the amount of $6,077,404 (Attachment A).
Background
The Amended and Restated Services Agreement between the City and DTSM
approved by Council on January 13, 2009 requires the preparation of an annual
budget and work plan. The DTSM Board of Directors approved the FY 2014/15
Budget and Work Plan on May 26, 2014. In accordance with the Services
Agreement, DTSM is submitting its FY 2014/15 Work Plan and Budget for Council
review and approval.
Discussion
Budget FY 2014/15
DTSM presents a budget for FY 2014/15 with revenues in the amount of
$6,078,569 and expenditures in the amount of $6,077,404 (Attachment A).
Revenues from business and property -based assessments collected by the City on
behalf of DTSM are projected to be $5,253,069. Additional revenues from special
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events, filming, ice rink proceeds, and other sources are budgeted at $825,500.
Projected revenues reflect a 33 percent decrease to the Special Events budget due
to changes to event management procedures that decreased DTSM's involvement
in the process. ICE Rink Sponsorship income is projected to increase by 67 percent
from the previous season based on strong sponsorship interest for the 2014/15
season. Revenues from Other Income, including the parking structure advertising
program, are estimated to decrease by 23 percent from the previous year given that
Council has not yet approved an extension of the one -year pilot program. Overall,
DTSM total revenues for FY 2014/15 are projected to increase by three percent
from the previous year's approved budget.
Budgeted expenditures include personnel costs of $1,120,613 (an increase of six
percent from the previous year), Ambassador Program costs of $1,310,000
(an increase of four percent from the previous year), and district maintenance costs
of $1,315,772 (an increase of ten percent from the previous year). Expenditures for
Marketing and Promotions and DTSM's seasonal ice skating rink are projected to
increase by two percent from the previous year to $1,607,000. Projected expenses
for Business Development reflects a 16 percent decrease due to the exclusion of
bi- annual market research last conducted in FY 2013/14 and next scheduled for
FY2015/16. Expenditures for Special Projects is estimated to decrease by
88 percent from the previous year as the funding budgeted for FY2013/14 were for
one -time projects including, most notably, development of the 3rd and Wilshire
infrastructure pilot project. Overall, DTSM total expenses for FY 2014/15 are
projected to increase by three percent from the previous year's approved budget.
Work Plan 2014/15
The attached Work Plan describes in detail the activities DTSM plans to implement
in FY 2014115. The Work Plan concentrates on the following five goals
(Attachment B):
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1. Organizational Management focuses on maintaining a strong, efficient,
effective organization capable of making solid internal decisions, as well as
formulating external advocacy in the best interest of Downtown Santa
Monica.
2. Visitor Experience Development focuses on positioning Downtown as a
unique, exciting and broadly accessible experience based on place making,
maintaining substantial demand and high value.
3. Character & Cultural Development aims to protect and build upon the
reputation of Downtown Santa Monica as an authentic, diverse, culturally
significant and forward- thinking urban district.
4. Community Advocacy efforts include research and monitoring the state of
Downtown and proactively advocating on issues of importance to the City
and Downtown stakeholders.
5. Economic Development includes partnering with the City and Downtown
stakeholders to maintain a balanced, diverse economic environment and
promote the prosperity of the community as a whole.
Annual Maintenance Agreement
On August 14, 2012, Council authorized an annual Maintenance Services
Agreement between the City and DTSM to set forth City and DTSM responsibilities
for the delivery of maintenance services to the district, provided such services
remain cost - neutral to the parties. The maintenance responsibilities are outlined in
the attached Work Plan. The maintenance services proposed in the FY 2014115
Work Plan are cost - neutral to the City and DTSM, and the term of the Maintenance
Agreement will be extended by one year.
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Financial Impacts & Budget Actions
There is no immediate financial impact or budget action necessary as a result of
recommended action.
Prepared by: Elana Buegoff, Sr. Development Analyst
Approved:
Andy Agle, Direc r
Housing and Economic Development
Attachments:
A. SMPC FY 2014/15 Budget
B. SMPC FY 2014/15 Work Plan
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Forwarded to Council:
Rod Gould
City Manager
Attachment A.
DOWNTOWN SANTA MONICA, INC.
201412015 ADOPTED BUDGET
Revenues
FY 2013/14 1
FY 2014/15
% Change
Bayside Assessment
$1,326,500.00
$1,326,500.00
0%
CBD
$220,000.00
$220,000.00
0%
BID Assesment
$3,529,451.00
$3,706,569.05
5%
Dolphin Donations
$4,000.00
$4,000.00
0%
Transfer from Dolphin
$6,500.00
$6,500.00
0%
Special Events
$15,000.00
$10,000.00
-33%
Filming
$50,000.00
$50,000.00
0%
ICE at Santa Monica
$700,000.00
$700,000.00
0%
ICE rink Sponsorshop
$15,000.00
$25,000.00
67%
Other Income
$39,000.00
$30,000.00
-23%
TOTAL Revenues
$5,905,451.00
$6,078,569.05
3%
Expenses
FY 2013/14
FY 2014/15
% Change
Personnel
$1,061,000.00
$1,120,613.00
6%
Administration
$385,842.00
$417,019.00
8%
Business Development
$213,000.00
$179,000.00
-16%
Marketing and Promptional
$929,127.00
$947,000.00
2%
ICE
$650,000.00
$660,000.00
2%
Ambassadors
$1,258,500.00
$1,310,000.00
4%
BID Maintenance
$1,192,500.00
$1,315,772.00
10 %
Special Projects
$125,000.00
$15,000.00
-88%
Homeless Support Program
$80,000.00
$102,500.00
28%
Dolphin Program
$10,500.00
$10,500.00
0%
TOTAL Expenses
$5,905,469.00
$6,077,404.00
3%
6/27/2014
Attachment B.
EXECUTIVE SUMMARY
Twenty -five years ago, leaders at City Hall came together with the community in Santa Monica and created
one of the best public spaces in the world, Third Street Promenade. Their collaboration transformed a lonely,
underutilized street into a place that today is bustling with activity and has emerged as the center of
commerce and creativity in our community. It's a special place that is more than sidewalks, streets and
buildings. The Promenade exudes energy that many have made admirable attempts to replicate. However,
the precise fusion of fresh ocean air, distinctive buildings, public access and accountability foster a space
that people enter, use and enjoy a way that cannot be replicated. It is truly special.
In the past five years, we've witnessed the energy of the Promenade expand to other parts of Downtown.
Now, Downtown Santa Monica is on the cusp of another transformation. Twenty -five years after Third
Street Promenade was created, both public and private entities will contribute toward an enhanced face and
functionality for the area. This investment promises to bolster our vibrant district, and form a path toward
an even more dynamic Downtown. After many years of planning, a number of development projects broke
ground, and still others are gearing up in the coming months. During this transformation, we must focus on
assisting the City to mitigate construction related issues that impact access, parking and circulation to and
from Downtown. Downtown Santa Monica, Inc. (DTSM, Inc.) will continue to support the City's "Be Excited
Be Prepared" messaging as public and private development and the exciting Colorado Esplanade project
move ahead.
As we prepare for the opening of the anticipated Expo station in Downtown Santa Monica, our organization
will carefully consider the unique demand created in the southern end of our district. We will examine the
feasibility of an overlay district to provide the additional cleaning required as well as the active
management necessary to preserve the same level of cleanliness and welcome services people have become
accustomed to in Downtown.
DTSM, Inc. will also explore incorporating Lincoln Boulevard into our district, as the LUCE delineates. This
possible expansion would require a strong emphasis on maintenance to define Lincoln as part of Downtown
Santa Monica.
In the past 20 years, our district has experienced a growth in its residential base. In 1990, the Downtown
area was home to 1,039 individuals. Today, Downtown Santa Monica is home to an estimated 3,616, a
growth of 248/0. In the next 5 years, proposed projects could add as many as 2,025 additional housing units
to our district, pushing the resident population near 6,000 — more than 6.5x/0 of Santa Monica's residential
population. In response to this growth, we will work to engage locals, open dialogue and nurture a resident
group that represents the interests of those living in the district.
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It's an exciting time as the City works toward adoption of the updated Downtown Specific Plan. DTSM, Inc.
will support City leaders in this endeavor and provide feedback to keep Downtown a balanced, thriving,
urban, beachside community.
Despite all the successes in Downtown, there are many ongoing challenges we must address. Traffic, access
and circulation continue to be the top challenge affecting the area. Homelessness and aggressive soliciting
and panhandling still require attention and care.
DTSM, Inc. must remain vigilant and continue to provide a strong Ambassador presence and enhanced
maintenance services throughout the district. We will continue to market Downtown Santa Monica as one
of the best beach communities in Southern California.
We will also continue our focus on the northern end of the Promenade and complete the infrastructure
improvement pilot project at Third and Wilshire, updating key elements on the public right -of -way.
As we protect and nurture the brand equity of Downtown Santa Monica we will continue to seek out
strategic alliances with corporate partners that strengthen our ability to produce quality community events,
such as ICE at Santa Monica and Picnic on the Promenade, as well as other local programs and promotions
that enrich, enliven and diversify our Downtown experience.
On the home front, we strive to be a brand driven organization. In this year of transition, we developed a
work plan geared around five primary goals: Organizational Management, Visitor Experience Development,
Character Et Cultural Development, Community Advocacy and Economic Development. We then identified
brand - centric objectives that fall within our five goals. Finally, we outlined key programs and projects that
work to meet our objectives.
We look to FY 2014/15 as a pivotal year of transformation and we have much work ahead of us with many
unknowns. Twenty -five years ago, civic leaders, the business community and residents came together to
build Third Street Promenade. By continuing that collaboration today, we can safeguard Downtown Santa
Monica's spot as a leading progressive city in the United States.
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1. Organizational Management
Maintain a strong, efficient, effective organization capable of making solid internal
decisions as well as formulating external advocacy in the best interest of Downtown
Santa Monica.
a. Maintain high standards of professional administration and services.
• Conduct regular staff training and create regular opportunities for professional
development and continuing education.
• Host an annual staff retreat for strategic and organizational planning with routine
follow -up to assess employee satisfaction and additional needs.
• Conduct an annual performance review for every staff member.
• Maintain careful compliance standards for contracts in which Downtown Santa
Monica, Inc. is an involved party as either client or vendor.
• Assess functionality of existing property owner and business database systems
and consider upgrade to facilitate further utilization.
b. Support the Downtown Santa Monica, Inc. Board of Directors in their work as the
advocacy body for the district and advisory role to City Council.
■ Collaborate with committees of the Board of Directors to consider issues of
importance to the organization and this district as a whole.
® Create training and professional development opportunities for members of the
Board of Directors.
c. Seek supplemental and diversified revenue streams to enhance and expand
programs and services.
e Increase revenues generated by the parking structure advertising program.
® Identify sponsors and /or grant opportunities for key programs that support or
enhance the Downtown Santa Monica brand.
d. Demonstrate the value of Downtown Santa Monica, Inc. as an organization,
service provider and community partner.
• Produce data - driven monthly and /or quarterly reports to document progress
toward the goals and objectives of this operational plan as well as other
governing documents of the organization.
• Produce a data - driven annual report to highlight the achievements of the
organization in the prior fiscal year.
• Host an annual meeting for the purpose of sharing information about the
organization's accomplishments and direction with stakeholders.
• Initiate and track media visibility of public relations campaigns, highlighting the
accomplishments of Downtown Santa Monica, Inc. as an organization.
• Encourage staff members to promote positive connections between Downtown
Santa Monica, Inc. and other community organizations through board and /or
committee service.
2. Visitor Experience Development
Position Downtown as a unique, exciting and broadly accessible experience -
based place, retaining substantial demand and high value.
a. Nurture Downtown as a place that embodies local flavor and welcomes abroad
audience to have an authentic Santa Monica experience.
® Produce key community events in Downtown, including but not limited to:
— Cinema on the Street
— Winterlit/ICE at Santa Monica
— Holiday Decor Program
— Third Street Promenade 25th Anniversary Celebration
® Explore and encourage a variety of cultural activities within the City guidelines to
enhance and invigorate public space.
b. Advance a local fan base through programs that encourage frequent use and
foster civic pride.
■ Participate in programs and initiatives of Buy Local Santa Monica.
Foster development of a neighborhood group to advocate for the unique interests
of occupants of Downtown residential properties.
c. Provide enhanced maintenance services that keep the district a clean and
attractive public place. (See appendices fora complete schedule of maintenance
obligations.)
• Collaborate with City of Santa Monica to ensure compliance with maintenance
standards established by both parties.
• Manage maintenance of Downtown public parking structures in accordance with
Parking Structure Maintenance Agreement.
• Conduct thorough and regular power washing of public parking structures 1 -6, 9
and 10 as well as hot spot cleaning of sidewalks and other public open space as
needed.
a Monitor and maintain restrooms in select Downtown parking structures during all
hours of operation.
® Promptly remove graffiti from public and private property.
d. Support the City of Santa Monica's public safety officials in their efforts to keep
Downtown safe.
• Maintain strong relationships with key personnel of departments charged with
maintaining safety in Downtown, including but not limited to the Police and Fire
Departments, Code Compliance, and the City Attorney's office.
• Track occurrence of public safety incidents in Downtown and notify appropriate
parties as needed.
® Support loss prevention efforts of business owners and employees.
® Ensure Downtown Santa Monica, Inc. and its employees are prepared to assist
as directed by public safety officials in the event of a natural disaster or other
emergency.
e. Ensure Downtown remains an actively managed and well- maintained place.
• Work closely with City partners to ensure general facility maintenance and
functionality.
• Partner with the City to implement the infrastructure pilot program at Third Street
Promenade and Wilshire Blvd., which includes installation of newly designed
map cases, news racks, light poles, landscaping and a way- finding pylon.
® Collaborate with the City, Police and Fire to provide active venue and street
performer management.
• Screen outside event requests and logistics for adherence to City Event
Guidelines and compliance with municipal codes pertaining to the use of public
space.
• Field requests to film in Downtown Santa Monica and work with the City to
ensure that filming shoots comply with all municipal codes pertaining to the use
of public space.
• Assist the City in managing the cart program on Third Street Promenade.
f. Welcome visitors to Downtown and inform them of the district's businesses,
attractions and amenities.
® Deploy Hospitality Ambassadors that refer users. to Downtown businesses,
generate work orders to repair damaged Downtown infrastructure, provide
walking directions, monitor key restrooms, jump -start vehicles and act as eyes
and ears on the street in the district.
m Provide a directory and map of businesses in the district.
® Partner with the Santa Monica Convention & Visitors Bureau to support tourism
programming as well as produce a Visitor Rewards Book for guests.
• Promote timely messages about special events and programs through
advertising on the elevator doors of parking structures.
• Work with the City to maximize way finding in Downtown Santa Monica for all
modes of transportation.
® Maintain a comprehensive website for Downtown Santa Monica.
3. Character & Cultural Development
Protect and build upon the reputation of Downtown Santa Monica as an
authentic, diverse, culturally significant and forward- thinking urban district.
a. Protect and strengthen the Downtown Santa Monica brand equity.
® Produce advertising and public relations campaigns that strengthen the brand
image of Downtown Santa Monica.
® Utilize social media platforms to disseminate timely information as well as
reinforce the Santa Monica brand.
b. Embrace and celebrate the cultural significance of Downtown for the diverse
residents, businesses, and other stakeholders of the City of Santa Monica.
a Administer a blog to inform and encourage a dialogue between DTSM, Inc. and
people who use the district; the blog, Santa Monica Centric, promotes
businesses and events in the Downtown area.
® Maximize outreach and messaging through social media platforms.
4. Community Advocacy
Research and monitor the state of Downtown and proactively advocate on issues
of importance to the City and Downtown stakeholders.
a. Anticipate and work with both private and public sector partners to proactively
manage the overarching needs of a growing and changing Downtown.
• As the arrival of Expo nears, DTSM, Inc. will continue to work with the City on
construction mitigation as well as support celebratory preparations for the grand
opening of the Downtown Santa Monica Expo Station.
• Explore the expansion of Downtown Santa Monica, Inc. services to encompass
Lincoln Blvd. in addition to enhanced maintenance services along Colorado in
anticipation of the arrival of Expo.
• Partner with the City and private stakeholders to advise the public and district
businesses about impacts related to construction projects and traffic mitigation
plans.
• Work with the Board of Directors to review the Downtown Specific Plan and
compile recommendations for the City on areas that may require more attention
or discussion.
• Work with the City and community stakeholders to address issues related to
access, circulation and parking.
b. Partner with the City of Santa Monica and other community organizations in
supporting homeless initiatives.
• Continue to engage Chrysalis to complement the Enhanced Maintenance
Program for Downtown Santa Monica.
• Collect and administer the Dolphin Change Program, designed to award grants
to local social service agencies.
• Work with City Human Services Division and Police Homeless Liaison Program
(HLP) Team to address the variety of homeless issues that impact the district.
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5. Economic Development
Partner with the City and Downtown stakeholders to maintain a balanced, diverse
economic environment and promote the prosperity of the community as a whole.
a. Position Downtown Santa Monica, Inc. as a central source of information on all
aspects of Downtown, including the economic vitality and market potential of the
district.
• Conduct, analyze and share market research data that pertains to key trends for
Downtown Santa Monica.
• Implement a pedestrian counting program that captures the number of people
visiting key areas within the district.
• Conduct ongoing stakeholder surveys that evaluate the effectiveness of the
Ambassador, Enhanced Maintenance, and other programs.
• Conduct ongoing mystery shop evaluations to assess the effectiveness of the
Ambassador and Enhanced Maintenance programs.
b. Support property owners and commercial tenants with general marketing of the
Downtown area.
m Expand the promotion of the Employee Reward Program.
m Update the business directory for Downtown Santa Monica that appears on Third
Street Promenade, the parking garages, website and walking map.
c. Disseminate information on issues of key importance to Downtown property
owners, businesses and employees.
• Produce and distribute The Beat, a quarterly newsletter designed to inform
Downtown stakeholders of key issues pertaining to the area.
• Produce and distribute The Memo, a monthly note directed to ground floor
businesses in the district that shares information about activities in Downtown
Santa Monica.
• Host quarterly Merchant Meetings to share updates on DTSM, Inc. programs,
collaborative opportunities and other essential information.
d. Advocate on behalf of property and business owners and play a supportive role
in matters that contribute to the overall vitality of business Downtown.
m Respond to requests for assistance from property owners and businesses on
issues pertaining to their economic vitality.
Downtown Santa Monica, Inc.
Board & Staff List
as of 5/1/14
Board of Directors
Board Chair
Vice - Chairs
Secretary /Treasurer
Board Members
Chief Executive Officer
Vice President
Program Director
Policy & Planning Analyst
Communications Manager
Venue Manager
Accounting /Executive Assistant
Office Manager
Operations Coordinator
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Staff
Patricia Hoffman
Barbara Bryan
Barbara Tenzer
Bill Tucker
John Warfel
Rob Rader
Bruria Finkel
Julia Ladd
Sarah Letts
Elaine Polachek
Barry Snell
Johannes Van Tilburg
Debbie Zehm
Kathleen Rawson
Debbie Lee
Mackenzie Carter
Steven Welliver
Kevin Hererra
Stephen Bradford
Leslie Williams
Laura Borsecnik
Christopher Brown
DOWNTOWN SANTA MONICA, INC.
2014/2015 ADOPTED BUDGET
FY 2013/14 FY 2014/15 % Change
Ba side, CBD & BID Assessments
$ 5,075,951.00
$ 5,253,069.05
3%
Dolphin Donations
$ 4,000.00
$ 4,000.00
0%
transfer from Dolphin restricted funds*
$ 6,500.00
$ 6,500.00
0%
Special Events & Film Shoots
$ 65,000.00
$ 60,000.00
-8%
Other Income
$ 754,000.00
$ 755,000.00
0%
Total Income
$ 5,905,451.00
$ 6,078,569.05
3%
Administration /Business Developmentl Development $ 1,659,824 1 $ 1,716,632 1 3%
Marketing/ICE at Santa Monica 1 $ 1,579,127 1 $ 1,607,000 1 2%
O erations 1 $ 2,656,000 1 $ 2,743,272 1 3%
Dol hin 1 $ 10,500 1 $ 10,500 1 0%
TOTAL INCOME
$ 5,905,451
$ 6,078,569
3%
TOTAL EXPENDITURES
$ 5,905,451
$ 6,077,404
3%
RESERVES
$ -
$ -
*Dolphin Change Program will go into reserves until depleted. Board action 3122112
5/29/14
ENHANCED MAINTENANCE
Enhanced Maintenance — Parking Structures
Downtown Santa Monica, Inc. began providing daily maintenance in Downtown Parking Structures #1-
6, 9 and 10 in July 2009. Prior to this transition, the general upkeep on these facilities lagged and the
structures were considered dirty and, as a result, perceived unsafe.
DTSM, Inc. daily maintenance in the structures has drastically changed this perception and the team
takes pride in keeping the structures clean and welcoming.
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, work with the M30 scrubber machine 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.
MAINTENANCE SCHEDULE
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 ro
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
1 Shift time from 3:00 p.m. — 11:30 p.m. I
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
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ENHANCED MAINTENANCE PROGRAM
Enhanced Maintenance — Pressure Washing in Downtown
It is the goal of DTSM, Inc. to maintain clean sidewalks, alleys and streets throughout Downtown. To
meet this challenge, we work with City staff to guarantee daily pressure washing and intense cleaning
schedules. By combining daily City pressure washing service and directed DTSM, Inc. 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 Id and T4 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
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GENERAL MAINTENANCE
DTSM, Inc. Maintenance Cycle
Downtown infrastructure is aging and requires regular maintenance.
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
To stay ahead of the curve, DTSM,
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
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CITY OF SANTA MONICA MAINTENANCE MATRIX
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 responsibility of DTSM, Inc. to ensure maintenance work meets or
exceeds the minimum levels of service established.
The following is the service matrix:
Zone 1: 3`d Street Promenade:
From the north side of Wilshire to the south side of Broadway
Shifts: Effective 7112119
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 & Saturday)
Zone 1 Third Street, Promenade Maintenance
Pedestrian Walkways:
Sweeper I Pickup large debris
Sweeper — scrubber I Pick up small debris, applies degreaser,
scrubs pavement & recovers excess water
Pressure Washer
Policing
Benches
(85)
Steam clean in places scrubbers can't
reach
Walk site, sweep & remove debris
Once daily, 7 days a week 11
(Mon. —Sun.)
Once daily, 7 days a week 1
(Mon. —Sun.)
Once daily, 7 days a week 1
(Mon. — Sun.)
2x daily, Mon. —Thu. 1 1 or 2
3x daily, Fri. Sat., Sun. & 1 or 2
Holidays
5x a week (as needed) 11 or 2
Drinking Fountains
(7)
Spray & wipe
5x a week
1 or 2
Trash Containers
Wipe tops, remove trash, replace bag
4x daily, Mon. — Thu.
1 & 2
(38)
5x daily, Fri., Sat., Sun. &
1 & 2
Holidays
Public Phones
Spray & wipe
5x a week (as needed)
1 or 2
(14)
Directories
a week (as needed) 11 or 2
Spray & wipe I 5x a week (as needed) 11 or
16
Sculptures (9) 1 Spray & wipe I 5x a week (as needed) 11 or 2
Graffiti Remove Daily, as needed 1 & 2
Dinosaur Pools (4) Remove debris Tues. & Fri. (as needed) 1 & 2
Spot Cleaning & Additional cleanings, graffiti, broken glass, As needed throughout the 1 & 2
Customer Calls animal waste, etc. day
Off Duty Toxic spills, electrical, water, accidents, etc. As needed
Call -outs
17
cone 7 FUMIG Lanascape: I mra sireet rromenaae
Clean debris, reset tree grates
As needed
Replant Floral (136)
Change out floral @ dinosaurs
Quarterly
TruGreen
Shrubs & Topiary
Prune & shape
Once every six weeks
TruGreen
705 sq.ft.
Turf Maintenance
Mow
Weekly
TruGreen
1,425 sq. ft.
Irrigation Inspection
Check system and controller for proper
Weekly
TruGreen
settings
I
I In House
Fountain Maintenance
Maintain fountains and provide cleaning
Bi- weekly
CA Waters
service for the Topiary pools
Zone 2
Colorado Ave., Arizona Ave. & Wilshire Blvd.:
Sidewalks on both sides of streets from east side of Ocean Ave. to 4th alley.
Ocean Ave (east side only), 2nd and 4`h Streets (both sides):
Sidewalks on both sides of streets from north of Wilshire Blvd. to south of Colorado Ave.
Colorado Ave., Arizona Ave. & Wilshire Blvd. and 2nd & 4th Streets, Promenade Maintenance
Pedestrian Walkways:
Sweeper I Pick up large debris 5x a week 1
Sweeper - scrubber I Pick up small debris, applies degreaser, ( 5x a week 11
scrubs pavement & recovers excess
water
Pressure Washer
Steam clean places scrubbers can't fit
4x a week
1 or 2
Policing
Walk site, sweep & remove debris
1x daily, Mon. —Thu.
1 or 2
Tree Well Maintenance
(182)
Backfill tree wells with decomposed granite
2x daily, Fri., Sat.,
West Coast Arborists
Sun. & 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 & 2
3x daily, Fri. - Sun. &
Holidays
Tree Wells Rake out debris As needed 1 & 2
Weed suppression
Spot Cleaning & Customer Additional cleanings, graffiti, broken glass, animal As needed 1 & 2
Calls waste, etc.
Off Duty Toxic spills, electrical, water, accidents, etc. As needed
Emergency Call -outs
Zone 2 Public Landscape: 2nd & 4th Street
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Tree Trimming (182)
Regular
Bi- annually
West Coast Arborists
Tree Well Maintenance
(182)
Backfill tree wells with decomposed granite
As needed
West Coast Arborists
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Arizona Ave.
Wilshire Blvd.
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 Ave. to 51h alley.
• Santa Monica Blvd. from east side of Ocean Ave. to 6`h alley.
Transit Mall, Promenade Maintenance
Pedestrian Walkways:
Pick up large debris
5x a week
1 or 2
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 Blvd.
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 Ave. to 51h alley.
• Santa Monica Blvd. from east side of Ocean Ave. to 6`h alley.
Transit Mall, Promenade Maintenance
Pedestrian Walkways:
Pick up large debris
5x a week
1 or 2
Sweeper
Sweeper - scrubber
Pick up small debris, applies degreaser,
5x a week
1
Wipe tops, remove trash, replace bag
scrubs pavement & recovers excess water
1 & 2
1 & 2
Tile Bollards (35)
Pressure Washer
Steam clean in places scrubbers can't
4x a week
1 or 2
Spray & wipe
reach
1 or 2
Newspaper Racks
Policing
Walk site, sweep & remove debris
2x daily, Mon. — Thu.
1 or 2
Spray & wipe
5x a week
3x daily, Fri. - Sun. &
1 or 2
Benches (241)
Spray & wipe, polish wood
5x a week
1 or 2
Drinking Fountains (3)
Spray & wipe
5x a week
1 or 2
Trash Containers (36)
Wipe tops, remove trash, replace bag
3x daily, Mon. —Thu.
4x daily, Fri. - Sun. &
Holidays
1 & 2
1 & 2
Tile Bollards (35)
Spray, wipe & polish
5x a week
1 or 2
Informational Signs (6)
Spray & wipe
5x a week
1 or 2
Newspaper Racks
Spray & wipe
5x a week
1 or 2
Arbors (6)
Spray & wipe
5x a week
1 or 2
Graffiti
Remove
As needed
1 & 2
Spot Cleaning &
Customer Calls
Additional cleanings, graffiti, broken glass,
animal waste, etc.
As needed
1 & 2
Off Duty
Emergency Call -outs
Toxic spills, electrical, water, accidents,
etc.
As needed
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Transit Mall, Public Landscape
Tree Trimming (193)
Regular
131-annually
West Coast
Arborists
Tree Well Maintenance
Inspect for grate displacement and/or
Daily
TruGreen / In
debris & litter
House
Clean debris, reset tree grates
As needed
Irrigation Inspections
Check system and controller for proper
Weekly
TruGreen / In
settings
House
Policing
I Remove debris from tree wells
Daily (Mon: Fri.)
TruGreen
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Zone 3
Colorado, Broadway, Santa Monica Blvd., Arizona Ave. & Wilshire Blvd.:
® Sidewalks on both sides of streets from 5th alley to 7 I alley
51h, 6th and 7`h Streets:
• Sidewalks on both sides of streets from north of Wilshire Blvd. to south of Colorado Ave.
Sweeper
Pick up large debris
2x a week
1
Sweeper - scrubber
Pick up small debris, applies degreaser,
1x every 3 weeks
1
scrubs pavement & recovers excess water
Pressure Washer
Steam clean in places scrubbers can't
Once every three weeks
1 or 2
reach
Policing
Walk site, sweep & remove debris
5x a week
1 or 2
Tree Well Maintenance
Rake out debris
As needed
1 or 2
Weed suppression
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Alleys
1" Court: Between Ocean Ave. & 2nd Street from north side of Wilshire Blvd. to south side of
Colorado Ave.
Mall Court West: Between 2nd Street and 3rd Street from north side of Wilshire Blvd. to south side of
Broadway.
Mall Court East: Between 3`d Street and 4th Street from north side of Wilshire Blvd. to south side of
Broadway.
4`h Court: Between 4m and 5th Streets from north side of Wilshire Blvd. to south side of Colorado
Ave.
• 5'h Court: Between 5th Street and 6`h Street from north side of Wilshire Blvd. to south side of
Colorado Ave.
6th Court: Between 6`h Street and 7`h Street from Colorado to Wilshire
7`h Court: Between 7`h Street and Lincoln Blvd. from Colorado to Wilshire
Alleys
Mall Courts
Vacuum debris from large areas
5x a week (Mon. — Fri.)
1
East & West
Walk site, sweep debris
As needed
1 & 2
Sweeper - scrubber
Pick up small debris, applies degreaser,
5x a week
1
Spot Cleaning
& Customer Calls
scrubs pavement & recovers excess water
As needed
1 & 2
Policing
Walk site, sweep & remove debris
7 Times a week
1 or 2
Spills
Apply absorbent, collect into plastic bags,
As needed
1 & 2
Weed suppression
pressure washer and scrubber
I As needed
1
Spot Cleaning
Discarded furniture, appliances, spills, etc.
As needed
1 & 2
& Customer Calls
Graffiti
Remove
As needed
1 & 2
Weed suppression
Remove and spray herbicides
As needed, based upon
1
Off Duty Toxic spills, electrical, water, accidents, As needed
Emergency Call -outs etc.
Courts
Mobile Vacuum
Vacuum debris from large areas
5x a week (Mon. — Fri.)
1
Policing
Walk site, sweep debris
As needed
1 & 2
Spills
Apply absorbent, collect into plastic bags,
pressure washer and scrubber
As needed
1 & 2
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills, etc.
As needed
1 & 2
Graffiti
Remove
As needed
1 & 2
Off Duty
Emergency Call -outs
Toxic spills, electrical, water, accidents,
etc.
As needed
Weed suppression
Remove and spray herbicides
I As needed
1
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DTSM /City Coordinated Maintenance Projects
The City of Santa Monica and DTSM, Inc. 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, Inc. and the City must look to the future to address new projects that become more
crucial given the age of Downtown infrastructure.
Future DTSM, Inc. /City projects include:
• Sidewalk and Street Repair
• Replace Trash Cans
Add and Replace Bike Racks
Replace Bollards
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