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SR 06-26-2018 3H City Council Report City Council Meeting: June 26, 2018 Agenda Item: 3.H 1 of 5 To: Mayor and City Council From: Andy Agle, Director, Housing and Economic Development, Economic Development Division Subject: Downtown Santa Monica, Inc. FY 2018-19 Budget and Work Plan Recommended Action Staff recommends that the City Council approve the Downtown Santa Monica, Inc. budget and work plan for Fiscal Year 2018-19. Executive Summary For more than 30 years, the City has successfully partnered with a downtown business improvement district which generates funds from private property owners through assessments to enhance services in our historic core, the engine of our community’s economy. The City contracts with Downtown Santa Monica, Inc. (DTSM) through a Services Agreement to manage a number of programs, services, and operations in downtown Santa Monica. The Services Agreement requires annual preparation and approval of a budget and work plan. DTSM has submitted a budget and work plan for FY 2018-19 that summarizes the activities, projects, and programs that DTSM intends to carry out during the upcoming fiscal year. Staff recommends Council approve DTSM’s proposed budget and work plan for FY 2018-19. Background Downtown Santa Monica, Inc. (DTSM) is a 501(c) (3) non-profit organization that is under contract with the City to manage a number of programs, services, and operations to support economic stability, growth, and community life in downtown Santa Monica. DTSM provides hospitality and maintenance services, programs a year-round calendar of community events, including a popular seasonal ice rink, and promotes downtown 2 of 5 Santa Monica as a vibrant shopping, dining, and entertainment destination. DTSM administers two business-based assessment districts and three property-based assessment districts. The Central Business District (CBD), established in 1966, is funded by retail businesses in the CBD. The Operation and Maintenance Assessment (Bayside Assessment) established in 1986 is funded by all businesses within the Bayside District. The Downtown Santa Monica Property-Based Assessment District (Downtown PBAD) established in 2008, and the Lincoln Boulevard Property-Based Assessment District (Lincoln PBAD) and Colorado Avenue Overlay Zone (Colorado Overlay), both established in 2015, are funded by property owners within each respective district. Additionally, in accordance with the original Downtown PBAD framework, in early 2018, property owners were given the opportunity to affirm the continuation of existing services and assessments for the district’s second 10-year term. On March 6, 2018, City Council authorized the City Manager to cast its ballots on behalf of City-owned properties in support of continuing the Downtown PBAD for an additional 10-year term (Attachment A). Ballots were returned for 221 parcels, representing 67 percent of assessment dollars. Of the ballots returned, 91 percent of property owners voted in favor of preserving the Downtown PBAD and the work of the organization for the next 10 years. Discussion The Services Agreement between the City and DTSM, approved by Council on January 13, 2009, requires the annual preparation and approval of a budget and work plan. In accordance with the Services Agreement, DTSM has submitted its FY 2018-19 budget and work plan for Council review and approval. Budget FY 2018-19 DTSM presents a budget for FY 2018-19 with anticipated revenues of $8,932,440 and anticipated expenditures of $9,088,809 (Attachment B). A one-time $156,368 allocation 3 of 5 from operating reserves would be used to balance the budget. Revenues from assessments collected by the City on behalf of DTSM are projected to be $6,927,148 and reflect a four-percent increase to the Downtown PBAD, Lincoln PBAD, and Colorado Overlay assessments. Additional revenues from special events, filming, ice rink, the park ambassador program in Tongva and Palisades Parks, and other sources are projected to be $2,005,292. Notable changes include the elimination of the parking structure advertising program and the activation of Ocean Avenue and Colorado Avenue. Overall projected revenues reflect a 3.4 percent increase from DTSM’s FY 2017-18 budget. Budgeted expenditures for FY 2018-19 include: personnel costs of $1,702,026; marketing costs of $1,067,500; and operational costs of $4,424,875, which includes Ambassador services in the PBADs and parks of $2,589,603 and maintenance expenditures totaling $1,835,273. Total expenditures for FY 2018-19 are projected to be $9,088,809, reflecting a three-percent increase from DTSM’s FY 2017-18 budget. Operational Work Plan for FY 2018-19 The proposed work plan details DTSM’s operational and programming initiatives for FY 2018-19 (Attachment C). The work plan’s five strategic areas are: 1. Experience Development - Position downtown as a unique, exciting, and broadly accessible experience-based place, retaining substantial demand and high value. 2. Character & Cultural Development - Protect and build upon the reputation of downtown Santa Monica as an authentic, diverse, culturally significant and forward-thinking urban district. 3. Community Advocacy - Research and monitor the state of downtown and proactively advocate on issues of importance to the City and downtown stakeholders. 4. 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. 4 of 5 5. 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. Maintenance Activities and Extension of Annual Maintenance Agreement The annual work plan also establishes the responsibilities, maintenance levels, and performance schedules the City and DTSM must provide to each district within downtown Santa Monica. The division of maintenance activities are reaffirmed annually through a Maintenance Services Agreement extension, provided that Council approves the corresponding year’s work plan and the cost to the parties remain cost-neutral. The maintenance responsibilities outlined in the attached work plan for FY 2018-19 are cost-neutral between the parties. Therefore, if Council approves the FY 2018-19 work plan, the City Manager would be authorized to extend the term of the Maintenance Agreement by one year. Commission Action The DTSM Board of Directors approved the budget and work plan for FY 2018-19 on May 24, 2018. Financial Impacts & Budget Actions There is no immediate financial impact or budget action necessary as a result of the recommended action. Prepared By: Kriss Casanova, Senior Development Analyst Approved Forwarded to Council 5 of 5 Attachments: A. Council Staff Report 3-6-18 - Downtown PBAD Renewal (Web Link) B. FY 2018-19 DTSM Proposed Budget C. FY 2018-19 DTSM Work Plan Page 1 of 4 GL Account FY18/19 Budget FY17/18 Budget Dollar Difference Percentage Difference Income Total 24000 Sales ICE $ 989,000.00 $ 975,000.00 $ 14,000.00 1.4% 40000 Mall Maintenance $ 1,500,000.00 $ 1,350,000.00 $ 150,000.00 11.1% 40100 Central Business Improvement District $ 220,000.00 $ 220,000.00 $ - 0.0% 40200 DTSM PBAD $ 4,336,161.53 $ 4,169,386.09 $ 166,775.44 4.0% 40205 Lincoln Assessment $ 474,666.64 $ 456,410.23 $ 18,256.41 4.0% 40210 Colorado Overlay $ 396,319.79 $ 381,076.72 $ 15,243.07 4.0% 40300 Dolphin Donations $ 4,000.00 $ 10,300.00 $ (6,300.00)-61.2% 40400 Event Fees $ 20,000.00 $ 10,000.00 $ 10,000.00 100.0% 40500 Filming Revenues $ 70,000.00 $ 65,000.00 $ 5,000.00 7.7% 40800 Rink Sponsorship $ 60,000.00 $ 60,000.00 $ - 0.0% 40900 Other $ 30,000.00 $ 27,000.00 $ 3,000.00 11.1% 40910 City Parks Program $ 747,276.36 $ 507,500.00 $ 239,776.36 47.2% 40950 Parking Structure Ads $ - $ 363,200.00 $ (363,200.00)-100.0% 41000 Interest Income $ 1,616.04 $ 800.00 $ 816.04 102.0% 47000 Ocean and Colorado Income $ 83,400.00 $ 43,800.00 $ 39,600.00 90.4% Total Income $ 8,932,440.36 $ 8,639,473.04 $ 292,967.32 3.4% Expenses 60000 Personnel $ - $ - $ - 0.0% 60100 Salaries $ 1,327,538.04 $ 1,265,000.00 $ 62,538.04 4.9% 60700 Insurance Benefits $ - $ - $ - 0.0% 60710 Disability $ 8,970.00 $ 21,600.00 $ (12,630.00)-58.5% 60720 Health/Life/Vision/Dental $ 186,300.00 $ 155,500.00 $ 30,800.00 19.8% 60800 Pension $ 66,376.90 $ 63,250.00 $ 3,126.90 4.9% 60900 Payroll Taxes $ 112,840.73 $ 94,875.00 $ 17,965.73 18.9% Total Personnel $ 1,702,025.68 $ 1,600,225.00 $ 101,800.68 6.4% 60200 Bank Charges $ 600.00 $ 700.00 $ (100.00)-14.3% 60300 General Office Supplies $ - $ - $ - 0.0% 60310 Office Supplies $ 4,800.00 $ 9,000.00 $ (4,200.00)-46.7% 60320 Computers/Hardware $ 2,000.00 $ 4,000.00 $ (2,000.00)-50.0% 60325 Software/Subscription $ 22,000.00 $ 15,000.00 $ 7,000.00 46.7% 60340 Furniture $ 500.00 $ 1,500.00 $ (1,000.00)-66.7% 60400 Occupancy $ - $ - $ - 0.0% 60410 Office Rent $ 212,285.20 $ 205,990.88 $ 6,294.32 3.1% 60420 Security $ 1,200.00 $ 1,084.20 $ 115.80 10.7% 60430 Electric $ 8,400.00 $ 7,200.00 $ 1,200.00 16.7% 60450 Cleaning $ 1,300.00 $ 1,200.00 $ 100.00 8.3% 60500 Telephone $ - $ - $ - 0.0% 60510 Office Phones $ 8,400.00 $ 7,920.00 $ 480.00 6.1% Downtown Santa Monica, Inc. Fiscal Year 18/19 July 1st - June 30th Page 2 of 4 GL Account FY18/19 Budget FY17/18 Budget Dollar Difference Percentage Difference 60520 Cell Phones $ 9,000.00 $ 9,859.06 $ (859.06)-8.7% 60600 Printing $ 1,200.00 $ 2,000.00 $ (800.00)-40.0% 61000 Professional Services $ - $ - $ - 0.0% 61010 Accounting $ 13,000.00 $ 11,785.00 $ 1,215.00 10.3% 61020 Audit $ 12,500.00 $ 8,750.00 $ 3,750.00 42.9% 61030 Legal $ 8,000.00 $ 10,000.00 $ (2,000.00)-20.0% 61040 Payroll Processing $ 4,200.00 $ 3,600.00 $ 600.00 16.7% 61050 403 B Admin $ 11,600.00 $ 8,362.72 $ 3,237.28 38.7% 61060 Human Resources $ 3,000.00 $ 7,140.00 $ (4,140.00)-58.0% 61200 Equipment Rental $ 6,300.00 $ 5,065.44 $ 1,234.56 24.4% 61300 Taxes & Licenses $ 150.00 $ 150.00 $ - 0.0% 61400 Repairs & Maintenance $ 750.00 $ 1,750.00 $ (1,000.00)-57.1% 61500 Memberships & Subscriptions $ 7,100.00 $ 6,000.00 $ 1,100.00 18.3% 61700 Postage $ 600.00 $ - $ 600.00 0.0% 61710 Postage machine $ - $ 1,572.60 $ (1,572.60)-100.0% 61800 Travel and Auto $ 30,000.00 $ 27,500.00 $ 2,500.00 9.1% 61900 Education $ 10,000.00 $ 11,000.00 $ (1,000.00)-9.1% 62710 Commercial Package $ 33,528.25 $ 26,800.00 $ 6,728.25 25.1% 62720 Directors and Offices $ 1,300.00 $ 1,545.00 $ (245.00)-15.9% 62730 Workers Comp $ 12,000.00 $ 11,000.00 $ 1,000.00 9.1% 62800 Parking $ 300.00 $ 1,000.00 $ (700.00)-70.0% 62900 Service Recognition $ 3,000.00 $ 4,000.00 $ (1,000.00)-25.0% 62910 Transportation Incentive $ 4,000.00 $ 4,000.00 $ - 0.0% Total Administration $ 433,013.45 $ 416,474.90 $ 16,538.55 4.0% 62010 DTSM Board Meetings $ 4,800.00 $ 5,000.00 $ (200.00)-4.0% 62020 DTSM Board Dinner $ 5,000.00 $ 5,000.00 $ - 0.0% 62030 DTSM Retreat $ 6,000.00 $ 7,500.00 $ (1,500.00)-20.0% 62040 Stakeholders Meetings $ 2,500.00 $ 2,000.00 $ 500.00 25.0% 62050 Annual Meeting $ 35,000.00 $ 35,000.00 $ - 0.0% 62100 Development $ 7,500.00 $ 10,000.00 $ (2,500.00)-25.0% 62200 Consultants $ - $ - $ - 0.0% 62210 Retail Consultant $ 72,000.00 $ 54,000.00 $ 18,000.00 33.3% 62220 Demographic Research $ 40,000.00 $ 65,000.00 $ (25,000.00)-38.5% 62240 Data Base Development $ 8,500.00 $ 5,000.00 $ 3,500.00 70.0% 62245 IT Consultant $ 3,600.00 $ 14,400.00 $ (10,800.00)-75.0% 62260 Pedestrian & Auto Stats $ 33,780.00 $ 23,715.00 $ 10,065.00 42.4% 62300 Economic Development $ 10,000.00 $ 20,000.00 $ (10,000.00)-50.0% 62500 Mobility Programs $ 10,000.00 $ 20,000.00 $ (10,000.00)-50.0% Total Business Development $ 238,680.00 $ 266,615.00 $ (27,935.00)-10.5% 63000 Newsletter and Brochures $ 8,000.00 $ 9,900.00 $ (1,900.00)-19.2% 63100 Community Events & Promotion $ - $ - $ - 0.0% 63101 Community Events/Support $ 175,000.00 $ 145,000.00 $ 30,000.00 20.7% 63102 Meetings & Sponsorships $ 15,000.00 $ 25,000.00 $ (10,000.00)-40.0% Page 3 of 4 GL Account FY18/19 Budget FY17/18 Budget Dollar Difference Percentage Difference 63103 Holiday Promotion $ - $ 5,000.00 $ (5,000.00)-100.0% 63105 DT Employee Rewards Pgm $ 2,000.00 $ 2,000.00 $ - 0.0% 63110 Marketing Promotion $ - $ - $ - 0.0% 63112 Rewards Book & Bag $ - $ 25,000.00 $ (25,000.00)-100.0% 63113 Strategic Partnerships $ - $ 15,000.00 $ (15,000.00)-100.0% 63118 Giveaways $ 7,500.00 $ 10,000.00 $ (2,500.00)-25.0% 63120 Creative Development $ 100,000.00 $ 56,500.00 $ 43,500.00 77.0% 63125 Printed Collateral $ 2,500.00 $ 5,000.00 $ (2,500.00)-50.0% 63135 Photography $ 10,000.00 $ 15,000.00 $ (5,000.00)-33.3% 63140 Social Media $ 40,000.00 $ 40,000.00 $ - 0.0% 63155 Public Relations $ - $ - $ - 0.0% 63160 Gen Retainer/Crisis Mgmt. $ 60,000.00 $ 54,000.00 $ 6,000.00 11.1% 63165 Events, Mtgs & Releases $ 2,500.00 $ 1,000.00 $ 1,500.00 150.0% 63200 Holiday Promotions $ - $ - $ - 0.0% 63210 Events $ 80,000.00 $ 90,000.00 $ (10,000.00)-11.1% 63220 Winter Decor $ 250,000.00 $ 239,500.00 $ 10,500.00 4.4% 63230 Advertising/PR $ 15,000.00 $ 15,000.00 $ - 0.0% 63235 Sponsorship Fulfillment $ 40,000.00 $ 40,000.00 $ - 0.0% 63300 Advertising $ 100,000.00 $ 100,000.00 $ - 0.0% 63305 Parking Structure Ads $ - $ 290,560.00 $ (290,560.00)-100.0% 63450 Internet Support $ - $ - $ - 0.0% 63460 Website Maintenance $ - $ 3,000.00 $ (3,000.00)-100.0% 63470 Hosting Services $ 2,000.00 $ 2,000.00 $ - 0.0% 63700 Downtown Signage $ 110,000.00 $ 82,000.00 $ 28,000.00 34.1% 63900 Downtown Directory $ - $ - $ - 0.0% 63910 Directory $ 48,000.00 $ 48,000.00 $ - 0.0% Total Marketing $ 1,067,500.00 $ 1,318,460.00 $ (250,960.00)-19.0% Ice Expenses Total Ice Operating Expense $ 902,164.47 $ 875,000.00 $ 27,164.47 3.1% 65000 Ambassadors $ - $ - $ - 0.0% 65100 Hospitality Contract $ 1,580,440.29 $ 1,456,306.20 $ 124,134.09 8.5% 65105 Lincoln Contract $ 177,245.64 $ 139,626.72 $ 37,618.92 26.9% 65110 Colorado Contract $ 206,786.58 $ 173,093.76 $ 33,692.82 19.5% 65150 City Parks Program $ 622,730.28 $ 399,891.60 $ 222,838.68 55.7% 65400 Supplies & Materials $ 2,400.00 $ 3,000.00 $ (600.00)-20.0% 67000 BID Maintenance $ - $ - $ - 0.0% 67100 Power Washing $ 446,357.00 $ 534,738.00 $ (88,381.00)-16.5% 67200 Maintenance Contract $ 885,018.22 $ 829,302.24 $ 55,715.98 6.7% 67205 Lincoln Contract $ 125,548.99 $ 117,379.83 $ 8,169.16 7.0% 67210 Colorado Contract $ 177,245.64 $ 166,013.76 $ 11,231.88 6.8% 67250 General Maintenance $ 40,000.00 $ 70,740.00 $ (30,740.00)-43.5% 67300 Equipment/Supplies $ 2,294.45 $ 1,000.00 $ 1,294.45 129.4% 69000 Affecting Homeless $ - $ - $ - 0.0% Page 4 of 4 GL Account FY18/19 Budget FY17/18 Budget Dollar Difference Percentage Difference 69100 Program Support $ 158,808.41 $ 105,006.03 $ 53,802.38 51.2% Total Operations $ 4,424,875.50 $ 3,996,098.14 $ 428,777.36 10.7% 68000 Special Projects $ - $ - $ - 0.0% 68250 Beautification $ 110,250.00 $ 105,000.00 $ 5,250.00 5.0% 68251 First Amendment Attorney $ 50,000.00 $ - $ 50,000.00 0.0% 68351 Public Art Projects $ - $ 137,500.00 $ (137,500.00)-100.0% 68352 Winter Décor $ 50,000.00 $ - $ 50,000.00 0.0% 68400 Visioning $ - $ 7,500.00 $ (7,500.00)-100.0% 68550 Place Making $ 25,000.00 $ 50,000.00 $ (25,000.00)-50.0% Total Special Projects $ 235,250.00 $ 300,000.00 $ (64,750.00)-21.6% 66100 Contributions $ 10,300.00 $ 10,300.00 - 0.0% Total Dolphin $ 10,300.00 $ 10,300.00 - 0.0% 67500 Ocean and Colorado 67510 Ocean and Colorado Capital Expense $ 18,480.00 $ 15,000.00 $ 3,480.00 23.2% 67520 Ocean and Colorado Operating Expense $ 56,520.00 $ 28,800.00 $ 27,720.00 96.3% Total Ocean and Colorado $ 75,000.00 $ 43,800.00 $ 31,200.00 71.2% Total Expenses $ 9,088,809.09 $ 8,826,973.04 $ 261,836.05 3.0% Net Operating (Loss) $ (156,368.73) $ (187,500.00) $ 31,131.27 Total Reserve Allocation $ 156,368.73 $ 237,500.00 $ (81,131.27) DOWNTOWN SANTA MONICA, INC. FY19 OPERATIONAL PLAN A decade has passed since property owners voted in favor of creating the Property-based Assessment District (PBAD)managed by the public-private nonprofit Downtown Santa Monica, Inc.(DTSM).During those 10 years DTSM has provided award-winning hospitality and maintenance services,enhanced marketing and events programming,as well as effective advocacy on behalf of property owners, residents, and merchants. In accordance with the original PBAD framework,property owners were given the opportunity to determine the future of the district during a 10 year Affirmative Vote process that took place in early 2018.Ballots were returned for 221 parcels,representing 66.8%of assessment dollars.Of the ballots returned 91.1%,of property owners voted in favor of preserving the PBAD and the work of the organization for the next ten years .DTSM will spend the next decade ensuring Downtown remains a dynamic urban center that is accessible,economically vibrant and welcoming to all Santa Monicans and the millions who visit from around the world. The following comprehensive and detailed Operational Plan will guide that mission.The plan’s five priorities have been set by the Board of Directors,with guidance from the City of Santa Monica,property owners and the Downtown Community Plan.These priorities are: implementing the Downtown Community Plan;enhanced circulation and mobility;identifying infrastructure improvements to the Third Street Promenade;supporting retail tenants and enhancing the shopping experience; and building strong community connections. In addition,DTSM will maintain its strong partnership with the City of Santa Monica on City Council priorities, specifically on key programs that address homelessness and mobility issues. The following operational plan clearly outlines how DTSM staff will focus their efforts to accomplish the objectives mention within and will serve as the compass,guiding us so that we never lose sight of the needs of Downtown Santa Monica and those who live, work or play here. 1 Downtown Santa Monica, Inc. Board of Directors Strategic Priorities The following objectives of this plan align to the strategic priorities of the Board of Directors. 1.Downtown Community Plan Objectives: 3.2.1; 3.2.2; 4.1.2 2.Circulation & Mobility Objectives: 1.5.5; 3.2.4; 3.3.1; 3.3.2; 3.4.1; 3.4.2 3.Infrastructure Improvements Objectives: 4.2.1; 4.2.2; 4.2.3; 4.2.4 4.Retail Support Objectives: 1.4.5; 1.5.2; 1.5.3; 2.2.1; 2.2.2; 2.2.3; 3.1.1; 3.1.3; 4.1.1; 4.3.1; 4.3.2; 4.3.3; 4.3.4; 4.3.5; 4.3.6; 4.3.7 5.Community Connections Objectives: 1.1.1; 1.1.2; 2.3.1 Santa Monica City Council Strategic Priorities The following objectives of this plan align to the strategic priorities of the City Council. 1.Mobility Objectives: 1.5.5; 3.2.4; 3.3.1; 3.3.2; 3.4.1; 3.4.2 2.Learn & Thrive Objectives: 1.1.1; 1.1.2 3.Inclusive & Diverse Community Objectives: 4.1.2 4.Homelessness Objectives: 3.2.3 5.Airport Objectives: Not Applicable 2 1.Experience Development Position Downtown as a unique, exciting and broadly accessible experience-based place, retaining substantial demand and high value. 1.1.Nurture Downtown as a place embodying local flavor and welcome a broad audience to enjoy an authentic Santa Monica experience. 1.1.1.Develop a calendar of engaging community events to enhance and invigorate the Downtown environment. 1.1.2.Produce signature events and activities designed to encourage Santa Monica residents and employees to engage with Downtown. 1.1.3.Enhance the public realm and drive pedestrian exploration through engaging, culturally-relevant placemaking and opportunities for surprise and delight. 1.1.4.Encourage development of high-quality public spaces on public and private property. 1.2.Provide enhanced custodial services to keep the district a clean and attractive public place. (See appendices for a complete schedule of maintenance obligations.) 1.2.1.Collaborate with City of Santa Monica and related service vendors to ensure compliance with maintenance standards established by both parties. 1.2.2.Manage custodial services for Downtown public parking structures in accordance with Parking Structure Maintenance Agreement. 1.2.3.Conduct thorough annual power washing and as-needed hot spot cleaning of public parking structures 1-6, 9 and 10 as well as sidewalks, crosswalks, and alleys. 1.2.4.Monitor and provide custodial services to select public restrooms during all hours in which they remain open to the general public. 1.2.5.Promptly remove graffiti from public and private property and notify private property owners of other maintenance concerns and safety hazards. 1.3.Support the City of Santa Monica’s public safety officials in their efforts to keep Downtown safe. 1.3.1.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. 1.3.2.Track occurrence of public safety incidents in Downtown and provide notification to appropriate parties as needed. 1.3.3.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. 1.4.Ensure Downtown remains an active, well-managed place. 1.4.1.Monitor compliance with established ordinances, regulations and other guidelines, notifying appropriate City personnel as needed; advise Downtown users accordingly. 3 1.4.2.Collaborate with the City to provide active venue and street performer management for Third Street Promenade and other public spaces. 1.4.3.Screen outside event requests for adherence to established guidelines and coordinate event logistics accordingly. 1.4.4.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. 1.4.5.Assist the City in managing the vending cart program on Third Street Promenade and other City leaseholds. 1.4.6.Maintain accessibility by monitoring permits for large-scale maintenance and construction, street and alley closures, and Third Street Promenade vehicle access; mitigate impacts and communicate with stakeholders accordingly. 1.4.7.Activate key public spaces through managed deployment of pedestrian-oriented amenities and programming. 1.4.8.Ensure a positive visitor experience in Downtown-adjacent parks through City-funded contracted services for additive Hospitality Ambassador deployment in Tongva and Palisades Parks. 1.5.Welcome visitors to Downtown and inform them of the district’s businesses, attractions and amenities. 1.5.1.Deploy Hospitality Ambassadors who refer users to Downtown businesses and other locations, 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. 1.5.2.Provide a directory and walking map of businesses in the district. 1.5.3.Partner with Santa Monica Travel & Tourism to support tourism programming and produce incentive programs for guests. 1.5.4.Partner with Santa Monica Conservancy to promote visibility of historic assets. 1.5.5.Work with the City to maximize pedestrian and vehicular wayfinding in Downtown Santa Monica for visitors using all available modes of transportation. 1.5.6.Maintain a comprehensive website for Downtown Santa Monica and leverage new technologies to share information about the district. 4 2.Character & Cultural Development Protect and build upon the reputation of Downtown Santa Monica as an authentic, diverse, culturally significant and forward-thinking urban district. 2.1.Protect and strengthen the Downtown Santa Monica brand equity. 2.1.1.Review and refresh brand elements as needed to ensure continued relevance. 2.1.2.Monitor industry trends, competitive landscape, and community feedback, adjusting marketing and communication accordingly. 2.2.Cultivate brand awareness by educating Downtown businesses and community partners and encouraging participation in marketing efforts. 2.2.1.Host stakeholder meetings to share updates on programs, collaborative opportunities and other essential information. 2.2.2.Produce and distribute publications to share relevant, timely information about Downtown Santa Monica with district businesses and stakeholders. 2.2.3.Expand the promotion and utilization of the employee rewards program. 2.3.Communicate with identified target audiences to influence visitor behavior. 2.3.1.Identify core consumers and formulate data-driven strategies to target likeminded households and individuals. 2.3.2.Produce advertising and public relations campaigns to convey brand messaging. 2.3.3.Utilize digital platforms to disseminate timely information and reinforce brand identity. 2.3.4.Guide visitor experience through installation of visually engaging messaging displayed in parking structures and in the public right of way. 5 3.Community Advocacy Research and monitor the state of Downtown and proactively advocate on issues of importance to the City and Downtown stakeholders. 3.1.Position Downtown Santa Monica, Inc. as a central source of information on all aspects related to Downtown, including the economic vitality and market potential. 3.1.1.Conduct market and demographic research, quantify Downtown usage and leverage available resources to aggregate data sets. 3.1.2.Conduct stakeholder surveys, mystery shops, and program evaluations as needed to maximize the effectiveness of programs. 3.1.3.Analyze and apply data to drive organizational decision-making, packaging key data for dissemination to stakeholders. 3.2.Anticipate and work with both private and public sector partners to proactively manage the overarching needs of a continuously evolving Downtown. 3.2.1.Monitor and assist the City in progressing the implementation actions of the Downtown Community Plan. 3.2.2.Advise the City Council and its boards, commissions, and staff on development of policies, plans and ordinances impacting the trajectory of Downtown. 3.2.3.Partner with the City of Santa Monica and other community organizations in supporting initiatives to combat homelessness through professional service delivery. 3.2.4.Advocate for strengthening the community through safe, livable, and sustainable streets that are welcoming to all patrons. 3.3.Address circulation and parking issues facing current users of Downtown. 3.3.1.Identify policies, programs, and tactical interventions to ease access to Downtown for users of all modes. 3.3.2.Advocate for maximum effectiveness and efficiency in managing public and shared parking resources. 3.4.Influence behaviors and facilitate transition from single occupancy vehicles to higher capacity modes. 3.4.1.Launch targeted education campaigns to encourage effective use of higher capacity modes of transportation. 3.4.2.Engage transportation expertise to ensure Downtown obtains access to innovative mobility solutions. 6 4.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. 4.1.Advocate on behalf of property and business owners on matters contributing to the overall vitality of business Downtown. 4.1.1.Serve as liaison between property and business owners and the City of Santa Monica to maximize the economic vitality of Downtown private property. 4.1.2.Track, analyze, and advise the City Council and its boards, commissions, and staff on public and private development projects. 4.2.Collaborate with the City to create engaging streetscapes and pedestrian spaces through preservation of existing assets and reinvestment in infrastructure. 4.2.1.Maximize the Promenade’s competitive advantages and economic vitality through planning and advocating for reinvestment in capital improvements. 4.2.2.Participate in planning of streetscape projects throughout the district. 4.2.3.Advocate for use of parking revenues to fund maintenance and enhancement of existing public parking structures as critical infrastructure for Downtown users. 4.2.4.Expand pedestrian scale lighting on sidewalks, streets and alleys districtwide. 4.3.Maximize the vitality of Downtown by fostering a diverse, engaging mix of high-quality retail, restaurant, and entertainment businesses and other active uses. 4.3.1.Monitor industry trends and stakeholder feedback to disseminate findings and adjust strategic planning accordingly. 4.3.2.Educate decision makers and disseminate data about retail trends and the impacts of individual leasing decisions on the success of the district as a whole. 4.3.3.Encourage a balanced mix of active uses. 4.3.4.Develop print and digital recruitment materials, including general campaigns for the district as well as targeted materials for prospective tenants. 4.3.5.Promote opportunities for unique businesses that differentiate Downtown from other regional destinations. 4.3.6.Facilitate innovative opportunities, possibly including pop-up shops, temporary markets, and retail incubation programs. 4.3.7.Evaluate potential guest services and leverage new technologies to encourage additional consumer spending. 7 5.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. 5.1.Maintain high standards of professional administration and services. 5.1.1.Conduct regular staff training and create opportunities for professional development and continuing education. 5.1.2.Host an annual staff retreat for strategic and organizational planning with routine follow-up to assess employee satisfaction and additional needs. 5.1.3.Conduct an annual performance review for every staff member. 5.1.4.Maintain concise, transparent organizational records, including financial statements clearly demonstrating fiduciary responsibility. 5.1.5.Maintain careful compliance standards and mitigate risk for contracts in which Downtown Santa Monica, Inc. is either client or vendor. 5.1.6.Routinely assess functionality of technology systems, implementing upgrades as necessary to facilitate greater efficiency. 5.2.Support the Downtown Santa Monica, Inc. Board of Directors in its advisory role to City Council and on-going work as the advocacy body for the district. 5.2.1.Facilitate discussion on issues of importance to Downtown Santa Monica by hosting regular board and committee meetings open to the general public. 5.2.2.Create opportunities for strategic and organizational planning and extend educational opportunities to members of the Board of Directors. 5.3.Seek supplemental and diversified revenue streams to enhance programs and services. 5.3.1.Maximize revenues generated by Downtown Santa Monica, Inc. service programs. 5.3.2.Identify sponsorships and other funding opportunities for key programs supporting or enhancing the Downtown Santa Monica brand. 5.4.Demonstrate the value of Downtown Santa Monica, Inc. as an organization, service provider and community partner. 5.4.1.Conduct the operations of the organization in a manner transparent to interested stakeholders and create records to contribute to institutional history. 5.4.2.Communicate proactively to keep stakeholders apprised of the projects, programs, and operations of the organization. 5.4.3.Produce data-driven reports released at regular intervals to document progress toward the goals and objectives of this operational plan as well as other governing documents of the organization. 5.4.4.Produce a data-driven annual report to highlight the achievements of the organization in the prior fiscal year. 8 5.4.5.Host an annual meeting for the purpose of sharing information about the organization’s accomplishments and direction with stakeholders.. 5.4.6.Encourage staff members to promote positive connections between the organization and other community organizations through board and/or committee service. District Boundary Map The boundaries of the Downtown Santa Monica district expand from the east side of Ocean Ave to the east side of Lincoln Blvd. and from the I-10 freeway to the commercial parcels immediately north of Wilshire Blvd. 9 Board Directory (Effective May 24, 2018) Chair Julia Ladd Vice Chairs Patricia Hoffman Juan Matute Scott Schonfeld Barry Snell Secretary / Treasurer Rob Rader Board Members Bruria Finkel Joshua Gilman Noreen Husain Katie Lichtig Alan Mont Barbara Tenzer Johannes Van Tilburg 10 Staff Directory (Effective May 24, 2018) Chief Executive Officer Kathleen Rawson Deputy Chief Executive Steven Welliver Director of Marketing & Communication Mackenzie Carter Special Events Manager Laura Borsecnik Sr. Marketing & Communication Manager Kevin Herrera Public Space Manager Nick Efron Finance Manager Melinda Lowry Administrative Analyst Carolynn LaRocca Mobility Manager Hector Soliman-Valdez Research & Data Manager Benjamin DeWitte Economic Development Manager Andrea Korb Venue Manager Stephen Bradford Public Space Supervisor John McGill Administrative Assistant Linn Wile Administrative Assistant Amy Albuera Administrative Assistant Vacant 11 Enhanced Maintenance Schedules Parking Structure Maintenance Schedule The following duties are performed in the structures during the stated shifts: (Note: 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 Shift time from 3:00 p.m. – 11:30 p.m. 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 Pressure Washing Schedule Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown DTSM engages a third-party vendor to provide pressure washing and deep cleaning services throughout Downtown in accordance with the following schedule. Activity Frequency Zone 1: Third Street Promenade Intersections 4x Annually Zone 1: Alleys 9x Annually Zone 2: Sidewalks 6x Annually Zone 2: Alleys 9x Annually Zone L: Lincoln Blvd. Sidewalks 4x Annually Parking Structures #1 - #6, #9 and #10 2x Annually Downtown Hotspots (Areas of Need) As Needed 12 Restroom Monitoring Schedule The following restrooms are monitored and provided ongoing custodial services during all hours of public operation. ●Parking Structure #4 ●Parking Structure #5 (Est. Opening July 2018) ●Tongva Park General Maintenance Schedule In order to care for infrastructure and improve the aesthetic of Downtown’s public spaces, DTSM completes the following routine maintenance activities during the course of a year. Activity Frequency Paint Light Poles and Directories As Needed Dinosaur Topiary Cleaning Every Six Weeks Dinosaur Landscaping Refresh / Replant Quarterly/As Needed Pavilion Window Cleaning Monthly Vector Management Monthly/As Needed Parking Structure Sign Maintenance As Needed Light Pole Electrical Maintenance As Needed Promenade Paver Repair As Needed City of Santa Monica Maintenance Matrix The following pages contain a matrix outlining the services in Downtown provided by the Promenade Maintenance team of the City of Santa Monica Public Works Department. It is the responsibility of DTSM, Inc. to ensure maintenance work meets or exceeds the minimum levels of service established on creation of the assessment district. 13 Public Works Promenade Maintenance Service Matrix 6/7/2018 1 Section - 3rd Street Promenade: From the north side of Wilshire to the south side of Broadway Shifts: Effective 1/1/15 1 = 5:00am to 1:30pm. & 6:00a.m. To 2:30p.m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday – Thursday) 2:30 p.m. to 11:00 p.m. (Friday & Saturday) 3rd Street Promenade Maintenance: Service Description Frequency Shift Pedestrian Walkways: Sweeper Scrubber Pressure Washer Pre-treat stains and spot pressure wash Picks up large debris Picks up small debris, applies degreaser, scrubs pavement & recovers excess water Steam cleans in places scrubbers can’t reach Degreaser applied with hand-sprayer • Once daily, 7 days a week • Once daily, 7 days a week • Once daily, 5 days a week (Mon., Tue., Thu., Fri., Sat.) Wed. and Sun. as needed • As needed 1 1 1 1 Monitoring Walk site, sweep & remove debris • Daily and as needed 1 or 2 Benches (85) Spray & wipe • Daily and as needed 1 or 2 Drinking Fountains (7) Spray & wipe • Daily and as needed 1 or 2 Public Works Promenade Maintenance Service Matrix 6/7/2018 2 Section - 3rd Street Promenade, Promenade Maintenance, Cont’d. Service Description Frequency Shift Trash Containers (40) Wipe top, remove trash, replace bag • Four times daily, Mon. – Thu. • Five times daily, Fri. – Sun. & Holidays 1 & 2 Trash Container Liners (40) Steam clean/wipe down from the inside & deodorize • Weekly as needed 1 Public Phones (10) Spray & wipe • Once daily, as needed 1 or 2 Stainless Steel Bollards (27) Spray & wipe, steam clean • Once daily, as needed 1 or 2 Directories (7) Spray & wipe • Once daily, as needed 1 or 2 Sculptures (9) Spray & wipe • Once daily, as needed 1 or 2 Graffiti Remove • Daily, as needed 1 & 2 Dinosaur Pools (4) Remove debris • Daily, as needed 1 & 2 Special Events Extra trash containers & general maintenance frequencies • As needed 1 & 2 Spot Cleaning & Customer Calls Additional cleanings, graffiti, broken glass, animal waste, etc. • Daily, as needed 1 & 2 Off Duty Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed 1 & 2 Public Works Promenade Maintenance Service Matrix 6/7/2018 3 Section – 3rd Street, Public Landscape: Service Description Frequency Shift Tree Trimming 3,790 sq. ft. (154) Regular • Once, yearly (spring) Landcare Tree Well Maintenance 3,790 sq. ft. (154) Inspect for grate or decomposed granite displacement and/or debris & litter Clean debris, reset tree grates • Daily • As needed, based upon inspections Landcare Succulents & Topiaries (Dinosaur fountain planters) 2,000 sq. ft. Prune & shape topiaries Weed and detail succulent beds • Once every six weeks • Weekly, as needed Landcare Irrigation Inspection Check system and controller for proper settings • Weekly, as needed Landcare/ In House Fountain Maintenance Maintain fountains and provide cleaning service for the Topiary pools • Twice weekly California Waters Public Works Promenade Maintenance Service Matrix 6/7/2018 4 Section - Parking Structures: Shifts: Effective 1/1/15 1 = 5:00 a.m. to 1:30 p.m. & 6:00a.m. To 2:30p.m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday – Thursday) 2:30 p.m. to 11:00 p.m. (Friday & Saturday) Parking Structures (Civic, Main Library and Ken Edwards) Promenade Maintenance: Service Description Frequency Shift Bin Rooms PS 1-6 Pressure wash, degrease, and scrub. Organize trash and recyclables. • Once daily, 7 days a week • Once/Twice daily, 7 days a week 1 or 2 Clarifiers: Structure 3 Structures 2-6 Clean out sludge Remove restaurant grease • Monthly • As needed, contracted (Facilities) 1 & 2 Parking Structures, Public Landscape: Service Description Frequency Shift Planter Maintenance (ground level planters in Structure 1 & 3 only) 5,900 sq. ft. Pick up litter & debris Water plants Prune shrubs • Daily • Manually, as needed weekly • Every 6 weeks Landcare Public Works Promenade Maintenance Service Matrix 6/7/2018 5 Section – Colorado Blvd., Arizona Avenue & Wilshire Boulevard: Sidewalks on both sides of streets from east side of Ocean Avenue to alley between 5th and 6th Streets. Ocean Ave east side, 2nd and 4th Streets both sides: Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue. Shifts: Effective 1/1/15 1 = 5:00 a.m. to 1:30 p.m. & 6:00a.m. To 2:30p.m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday – Thursday) 2:30 p.m. to 11:00 p.m. (Friday & Saturday) Colorado Blvd., Arizona Avenue & Wilshire Boulevard ,2nd & 4th Streets, Promenade Maintenance Service Description Frequency Shift Pedestrian Walkways: Sweeper Scrubber Pressure Washer Pre-treat stains/spot pressure washing Picks up large debris Picks up small debris, applies degreaser, scrubs pavement & recovers excess water Steam cleans in places scrubbers can’t reach Degreaser applied with hand-sprayer • 5 x a week • 3 x a week Once daily, 4 days a week • 4 x a week 1 1 1 1 Monitoring Walk site, sweep & remove debris • Daily, as needed 1 & 2 Bus Stop (4) Steam clean • As needed 1 Trash Containers (74) Wipe top, remove trash, replace bag • Twice daily, as needed 1 & 2 Trash Container Liners (74) Steam clean & deodorize • As needed 1 or 2 Public Works Promenade Maintenance Service Matrix 6/7/2018 6 Section - Colorado Blvd., Arizona Avenue & Wilshire Boulevard and Ocean Ave., 2nd & 4th Streets, Promenade Maintenance, Cont’d. Service Description Frequency Shift Tree Wells Rake out debris Weed & spray herbicides • As needed • As needed, upon inspection 1 or 2 1 Spot Cleaning & Customer Calls Additional cleanings, graffiti, broken glass, animal waste, etc. • Daily, as needed, 7 days a week 1 & 2 Off Duty Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed Section - Public Landscape, 2ND & 4th Street Service Description Frequency Shift Tree Trimming (182) Regular • Every 2 years West Coast Arborists Tree Well Maintenance (182) Backfill tree wells with decomposed granite • As needed 1 or 2 Arizona Ave. Service Description Frequency Shift Tree Trimming (46) Regular • Every 2 years West Coast Arborists Tree Well Maintenance (61) Backfill tree wells with decomposed granite • As needed 1 & 2 Wilshire Blvd. Service Description Frequency Shift Tree Trimming (66) Regular • Every 2 years West Coast Arborists Public Works Promenade Maintenance Service Matrix 6/7/2018 7 Section - Transit Mall: Sidewalks on both sides of the streets: • Broadway east side of Ocean Avenue to alley between 5th and 6th Streets. • Santa Monica Boulevard from east side of Ocean Avenue to alley between 5th and 6th Streets. Shifts: Effective 1/1/15 1 = 5:00 a.m. to 1:30 p.m. & 6:00a.m. To 2:30p.m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday – Thursday) 2:30 p.m. to 11:00 p.m. (Friday & Saturday) Transit Mall, Promenade Maintenance: Service Description Frequency Shift Pedestrian Walkways: Sweeper Sweeper / scrubber Pressure Washer Pre-treat stains/ spot pressure wash Picks up large debris Picks up small debris, applies degreaser, scrubs pavement & recovers excess water Steam cleans in places scrubbers can’t reach Degreaser applied with hand-sprayer • 5 x a week • 5 x a week • 3 x a week • As needed 1 1 1 1 Monitoring Walk site, sweep & remove debris • Twice daily, as needed 1 & 2 Benches (241) Spray & wipe, polish wood • Once daily, as needed 1 or 2 Section - Transit Mall, Promenade Maintenance, Cont’d: Public Works Promenade Maintenance Service Matrix 6/7/2018 8 Service Description Frequency Shift Drinking Fountains (3) Spray & wipe • Daily, as needed 1 or 2 Trash Containers (36) Wipe top, remove trash, replace bag • Four times daily 1 & 2 Trash Container Liners (36) Steam clean & deodorize • As needed 1 Tile Bollards (40) Spray, wipe & polish • Once daily, 5 days a week 1 or 2 Informational Signs (6) Spray & wipe • Once daily, 5 days a week 1 or 2 Newspaper Racks Spray & wipe • As needed, 5 days a week 1 or 2 Arbors (6) Spray & wipe • Once daily, 5 days a week 1 or 2 Graffiti Monitor & Remove • Daily, as needed 1 & 2 Spot Cleaning & Customer Calls Additional cleanings, graffiti, broken glass, animal waste, etc. • Daily, as needed 1 & 2 Off Duty Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed Section - Transit Mall, Public Landscape: Service Description Frequency Shift Tree Trimming (193) Regular • Every 2 years West Coast Arborists Tree Well Maintenance Inspect for grate displacement and/or debris & litter Clean debris, reset tree grates • Daily • As needed, based upon inspections Landcare / In House Irrigation Inspections Check system and controller for proper settings • Weekly Landcare / In House Monitoring Remove debris from tree wells • Daily Landcare Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Boulevard: Public Works Promenade Maintenance Service Matrix 6/7/2018 9 Sidewalks on both sides of streets from east side of 5th to the alley east of 7th St. 5th, 6th and 7th Streets: Sidewalks on both sides of streets from north of Wilshire Boulevard to south of Colorado Avenue. Service Description Frequency Shift Pedestrian Walkways: Sweeper Scrubber Pressure Washer Pre-treat stains/ and spot pressure wash Picks up large debris Picks up small debris, applies degreaser, scrubs pavement & recovers excess water Steam cleans in places scrubbers can’t reach Degreaser applied with hand-sprayer • Twice weekly • Once every three weeks • Once every three weeks • as needed 1 1 1 1 Monitoring Walk site, sweep & remove debris • As needed 1 or 2 Tree Well Maintenance Clean debris Remove and spray for weeds • Daily, as needed • As needed, based upon inspections 1 1 Public Works Promenade Maintenance Service Matrix 6/7/2018 10 Section - Alleys: • 1st Court: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado Avenue. • Mall Court West: Between 2nd Street and 3rd Street from north side of Wilshire Boulevard to south side of Broadway. • Mall Court East: Between 3rd Street and 4th Street from north side of Wilshire Boulevard to south side of Broadway. • 4th Court: Between 4th and 5th Streets from north side of Wilshire Boulevard to south side of Colorado Avenue. • 5th Court: Between 5th Street and 6th Street from north side of Wilshire Boulevard to south side of Colorado Avenue. • 6th Court: Between 6th Street and 7th Street from Colorado to Wilshire • 7th Court: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire Shifts: Effective 1/1/15 1 = 5:00 a.m. to 1:30 p.m. & 6:00a.m. To 2:30p.m. 2 = 2:00 p.m. to 10:30 p.m. (Sunday – Thursday) 2:30 p.m. to 11:00 p.m. (Friday & Saturday) Alleys, Promenade Maintenance: Service Description Frequency Shift Mall Court East & West Sweeper / scrubber Picks up small debris, applies degreaser, scrubs pavement & recovers excess water • Once daily, 5 days a week 1 Monitoring Walk site, sweep & remove debris • Daily 1 & 2 Spills Apply absorbent, pressure wash and scrub • Daily, asneeded Spot Cleaning & Customer Calls Discarded furniture, appliances, spills, etc. • Daily, as needed 1 & 2 Graffiti Monitor & Remove • Daily, as needed 1 & 2 Weed suppression Remove and spray herbicides • As needed, based upon inspections 1 or 2 Off Duty Emergency Call-outs Toxic spills, electrical, water, accidents, etc. • As needed 1 & 2 Public Works Promenade Maintenance Service Matrix 6/7/2018 11 Section Six - Alleys, Promenade Maintenance, Cont’d. Service Description Frequency Shift 1stt , 4th, 5th, 6th & 7th Courts: Mobile Vacuum Vacuums debris from large areas • Once daily, 5 days a week 1 Monitoring Walk site, sweep debris • Once daily 1 & 2 • Spot Cleaning & Customer Calls Discarded furniture, appliances, spills, etc. • Daily, as needed 1 & 2 Graffiti Remove • Daily, as needed 1 & 2 Off Duty Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed 1 & 2 Weed suppression Remove and spray herbicides • As needed, based upon inspections 1 Public Works Promenade Maintenance Service Matrix 6/7/2018 12 Section – Colorado Ave. Esplanade: From east side of 4th St. to the east side of Ocean Ave Service Description Frequency Shift Pedestrian Walkways: Sweeper Sweeper / scrubber Pressure Washer Pre-treat stains and spot pressure wash Picks up large debris Picks up small debris, applies degreaser, scrubs pavement & recovers excess water Steam cleans in places scrubbers can’t reach Degreaser applied with hand-sprayer • Once daily, 7 days a week • Once daily, 7 days a week • Once daily, 5 days a week (Mon., Tue., Thu., Fri., Sat.) • As needed 1 1 1 1 Monitoring Walk site, sweep & remove debris • Daily and as needed 1 or 2 Benches Spray & wipe • Daily and as needed 1 or 2 • Trash Containers Wipe top, remove trash, replace bag • 4 times daily, Mon. – Thu. • 5 times daily, Fri. – Sun. & Holidays 1 or 2 Trash Container Liners Steam clean / wipe down from the inside & deodorize • As needed 1 or 2 • • • Public Works Promenade Maintenance Service Matrix 6/7/2018 13 Graffiti Remove • Daily and as needed 1 or 2 Landscape General Maintenance-using current maintenance specifications requirements Landcare Section – Lincoln Blvd.: From south side of Colorado Ave. to north side of Wilshire Blvd. Service Description Frequency Shift Trash Containers Wipe top and/or handle, remove trash, replace bag • Twice daily, Mon-Sun 1 & 2 Pressure Washing • Not provided by City Litter Removal / Pan & Broom • Not provided by City Graffiti Removal Remove • Daily and as needed 1 or 2 Landscape General Maintenance using current maintenance specifications requirements Landcare -End-