SR 06-25-2019 3D
City Council
Report
City Council Meeting: June 25, 2019
Agenda Item: 3.D
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To: Mayor and City Council
From: Andy Agle, Director, Housing and Economic Development, Economic
Development Division
Subject: DTSM FY19-20 Work Plan and Budget and Fourth Court Alley MOU
Recommended Action
Staff recommends that the City Council:
1. Approve the Downtown Santa Monica, Inc. budget and work plan for
Fiscal Year 2019-20;
2. Authorize the City Manager to negotiate and execute a Memorandum of
Understanding between the City and Downtown Santa Monica, Inc. for
enhancements to Fourth Court alley, in an amount not to exceed $110,000, for
an 18-month period, with one-additional six-month renewal option at no
additional cost, for a total amount not to exceed $110,000, over a two-year period
with future-year funding contingent on Council budget approval.
Summary
Downtown Santa Monica is the historic heart of our community, the commercial, cultural
and civic core of the city. For more than 30 years, City government has successfully
partnered with the downtown business and property-based assessment districts, which
generate funds from businesses and private property owners through assessments to
enhance maintenance and promote business vitality. The City contracts with Downtown
Santa Monica, Inc. (DTSM) through a Services Agreement to manage a variety of
programs, services, and operations in downtown Santa Monica. DTSM has submitted a
budget and work plan for FY 2019-20 that summarizes the activities, projects, and
programs that DTSM intends to carry out during the upcoming fiscal year.
Additionally, to help fulfill the Downtown Community Plan’s vision for a multi-modal,
people-oriented downtown, staff is seeking authorization to enter into a Memorandum of
Understanding (MOU) with DTSM to facilitate lighting and art improvements to public
and private properties along Fourth Court alley, which serves as a mobility connection
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between Colorado Avenue and Broadway to the downtown Expo station. The property
improvements are intended to enhance the use of the right-of-way by creating a well-lit
and welcoming alleyway for pedestrians, cyclists, and others.
Discussion
DTSM is a 501(c)(3) non-profit organization that is under contract with the City to
administer business and property-based assessment districts, including the
management of a variety 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 Santa Monica as
a vibrant shopping, dining, and entertainment destination.
Funding for the programs, services, and operations comes from revenues generated
from 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.
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 2019-20 budget and work plan for Council review and approval.
Budget FY 2019-20
DTSM has prepared a budget for FY 2019-20 with anticipated revenues
of $9,492,813 and anticipated expenditures of $9,970,325 (Attachment D). Revenues
from assessments collected by the City on behalf of DTSM are projected to
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be $7,352,555 and reflect a 3.5 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,
activation of Ocean Avenue and Colorado Avenue, and other sources are projected to
be $2,140,258. Overall projected revenues reflect a 6.3 percent increase from DTSM’s
FY 2018-19 budget.
Budgeted expenditures for FY 2019-20 include: personnel costs of $1,855,023;
marketing costs of $969,100; and operational costs of $4,939,750, which includes
Ambassador Services in the PBADs and parks of $2,679,322 and maintenance and
quality of life expenditures totaling $2,260,429. Special projects, funded by a $390,000
allocation from reserves, are primarily focused on piloting components of the
Promenade capital improvement strategy and incubation of new, larger-scale events to
activate the street. Investments such as sustained and refreshed infrastructure,
amenities, and events are planned to ensure the Promenade’s success and to allow it to
continue to flourish and remain relevant for visitors and residents. Unrestricted reserves
are anticipated to be in excess of $2 million at the end of the current fiscal year. Total
expenditures for FY 2019-20 are projected to be $9,970,325, reflecting a 9.7 percent
increase from DTSM’s FY 2018-19 budget.
Operational Work Plan for FY 2019-20
The proposed work plan details DTSM’s operational and programming initiatives for FY
2019-20 (Attachment E). 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.
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4. Economic Development - Partner with the City and downtown stakeholders to
maintain a balanced, diverse economic environment and prom ote the prosperity of
the community as a whole.
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 2019-20 are cost-neutral between the parties. Therefore, if Council approves the FY
2019-20 work plan, the City Manager would be authorized to extend the term of the
Maintenance Agreement by one year.
MOU with DTSM to Activate Fourth Court
In accordance with other MOUs and licenses that DTSM has been granted to help
activate and enhance specific locations around downtown, s taff seeks Council
authorization to enter into an MOU with DTSM to facilitate improvements to Fourth
Court alley such as lighting and art to encourage use of the bike connection between
Broadway and Colorado Avenue/Expo Station. The MOU would enable the City to
reimburse costs up to $110,000 (from Development Agreement funds) to DTSM
to administer the program and provide funding to eligible property owners
and businesses. DTSM would coordinate the installation of improvements including
building-mounted alley lighting and art works developed by artists selected from the
City’s approved list. Staff also seeks administrative discretion to develop and modify
the scope of DTSM services within the MOU to ensure a successful program. The
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investment is intended to address safety concerns by activating the space and creating
a more enjoyable and comfortable mobility connection.
Commission Action
The DTSM Board of Directors approved the budget and work plan for FY 2019-20
on May 23, 2019 and will consider the MOU on June 27, 2019.
Past Council Actions
Meeting Date Description
06/26/18 (attachment A) DTSM FY 2018-19 Budget and Work Plan
06/27/17 (attachment B) DTSM FY 2017-18 Budget and Work Plan
02/14/17 (attachment C) DTSM MOU for Temporary Public Art Installations
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of
approving DTSM’s FY 2019-20 work plan and budget. The proposed MOU with DTSM
is for an amount not to exceed $110,000 to facilitate improvements to Fourth Court
alley. Funding is available in the FY 2018-19 Capital Improvement Program budget
at account C1005720.689000.
Prepared By: Kriss Casanova, Senior Development Analyst
Approved
Forwarded to Council
Attachments:
A. DTSM FY 2018-19 Budget and Work Plan
B. DTSM FY 2017-18 Budget and Work Plan
C. DTSM MOU for Temporary Public Art Installations
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D. FY19-20 DTSM Budget
E. FY19-20 DTSM Work Plan
DOWNTOWN SANTA MONICA, INC.
FY20 OPERATIONAL PLAN
Downtown Santa Monica, Inc. and its partners are facing a new challenge. The digital revolution
has significantly impacted and transformed many aspects of our lives, from how we
communicate with one another, to how we move through cities, and ― most importantly for
the mission of this organization ― where we choose to spend our time and money. Demands
on our infrastructure are forcing us to develop and test various strategies to ensure a safe,
clean and active downtown for all of our residents, visitors and local businesses.
Third Street Promenade, being the backbone of our downtown economy, continues to be
DTSM, Inc.’s main focus. When it opened in 1989, it was Santa Monica’s “living room,” and still
serves that purpose today. However, it is imperative that this pedestrian paradise continues to
evolve, and that we actively seek to preserve its competitive advantages in the face of
increasing competition from other regional destinations in Greater LA. It needs not just capital
investment, but also a renewed purpose, driven by a vision that will ensure it remains one of
the most celebrated public spaces in the world, meeting the needs and wants of Santa
Monicans today and future generations.
To create that vision, DTSM, Inc. and the City of Santa Monica have launched Promenade 3.0,
an extensive public process to build on the Promenade's legacy. Experts in urban placemaking
have been called on to help study the Promenade and how people enjoy it today. With input
from property owners, residents and business owners, the goal for the next 12 months is to
craft and move toward implementation a master plan to guide capital improvements, cultural
programming and business recruitment for a sustainable and prosperous future.
In addition to Promenade 3.0, DTSM, Inc. will continue its work in a number of areas, from
marketing and communications, to economic development, placemaking and enhancing
mobility options.
The following comprehensive and detailed Operational Plan will guide that mission. The plan’s
six priorities have been set by the Board of Directors, and also reflect the guidance of six
citywide priorities established by the Santa Monica City Council. It will focus staff’s efforts to
accomplish the objectives mentioned 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, shop,
dine or play here.
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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.Aspirational Priorities
a.Placemaking / Promenade 3.0
Objectives: 1.1.3; 1.1.4; 1.4.7; 1.5.5; 3.2.4; 4.2.1; 4.2.2; 4.2.3; 4.3.1
b.Activations / Events
Objectives: 1.1.2; 1.4.3; 1.4.4
c.Economic Sustainability & Diversity:
Recruitment / Tenancy / Housing / Investment
Objectives: 1.4.5; 3.1.1; 3.2.1; 3.2.2; 4.1.1; 4.1.2; 4.4.1; 4.4.2; 4.4.3; 4.4.4; 4.4.5
2.Foundational Priorities
a.Marketing / Branding
Objectives: 1.5.2; 1.5.3; 1.5.4; 1.5.6; 2.1.1; 2.1.2; 2.2.1; 2.2.2; 2.2.3; 2.3.1; 2.3.2;
2.3.3; 2.3.4; 3.4.1
b.Maintenance / Safety
Objectives: 1.2.1; 1.2.2; 1.2.3; 1.2.4; 1.2.5; 1.3.1; 1.3.2; 1.3.3; 1.3.4; 1.4.1; 1.4.8;
1.5.1; 3.2.3; 4.3.2; 4.3.3
c.Community Connections
Objectives: 1.1.1; 1.4.2; 3.3.1
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Santa Monica City Council Strategic Priorities
The following objectives of this plan align to the strategic priorities of the City Council.
1.Affordability
Objectives: 4.4.4
2.Keeping Neighborhoods Safe
Objectives: 1.3.1; 1.3.2; 1.3.3; 1.3.4; 1.4.1; 1.4.8; 1.5.1
3.Reduce Homelessness
Objectives: 3.2.3
4.Climate Change
Objectives: 3.2.5
5.Engaged and Thriving Community
Objectives: 1.1.1; 1.1.2; 1.4.2; 1.4.7; 3.1.1; 4.2.1; 4.2.2; 4.2.3; 4.4.5
6.Mobility & Access
Objectives: 1.4.6; 1.5.5; 3.2.4; 3.3.1; 3.3.2; 3.4.1; 3.4.2; 4.3.1
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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.
1.3.4.Facilitate enhanced communication between parties engaged in preserving the safety of
Downtown public spaces.
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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.
1.4.2.Collaborate with the City to provide active street performer and street vendor
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.
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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.
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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.
3.2.4.Advocate for strengthening the community through safe, livable, and sustainable streets
that are welcoming to all patrons.
3.2.5.Support City-led efforts to increase the sustainability of Downtown business operations,
including water conservation and waste reduction.
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.
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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.Ensure Third Street Promenade remains the heart of Downtown Santa Monica,
authentically representing the community’s values, culture and economy.
4.2.1.Effectively manage the Promenade as a key node of Downtown’s public space network,
fostering a sense of vitality and safety.
4.2.2.Maximize the utility of private properties abutting the Promenade through streamlined
permitting processes and support for tenant selection by owners.
4.2.3.Preserve the Promenade’s competitive advantages and economic viability through
planning and advocating for reinvestment in capital improvements.
4.3.Collaborate with the City to create engaging streetscapes and pedestrian spaces through
preservation of existing assets and reinvestment in infrastructure.
4.3.1.Participate in planning of beautification projects for streets and alleys across the district.
4.3.2.Advocate for use of parking revenues to fund maintenance and enhancement of existing
public parking structures as critical infrastructure for Downtown users.
4.3.3.Expand pedestrian scale lighting on sidewalks, streets and alleys districtwide.
4.4.Maximize the vitality of Downtown by fostering a diverse, engaging mix of high-quality
retail, restaurant, and entertainment businesses and other active uses.
4.4.1.Monitor industry trends and stakeholder feedback and disseminate findings.
4.4.2.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.
4.4.3.Develop print and digital recruitment materials, including general campaigns for the
district as well as targeted materials for prospective tenants.
4.4.4.Encourage a balanced mix of active uses and consumer price points, prioritizing unique
businesses that differentiate Downtown from other regional destinations.
4.4.5.Facilitate innovative opportunities, possibly including pop-up shops, temporary markets,
and retail incubation programs.
4.4.6.Evaluate potential guest services and leverage new technologies to encourage
additional consumer spending.
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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, including ongoing coaching and performance feedback.
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.Maintain concise, transparent organizational records, including financial statements
clearly demonstrating fiduciary responsibility.
5.1.4.Maintain careful compliance standards and mitigate risk for contracts in which
Downtown Santa Monica, Inc. is either client or vendor.
5.1.5.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.
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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 extend 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.
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Board Directory
(Effective Apr. 25, 2019)
Chair Julia Ladd
Vice Chairs Patricia Hoffman
Juan Matute
Scott Schonfeld
Barry Snell
Secretary / Treasurer Rob Rader
Board Members Michele Aronson
Tara Barauskas
Rick Cole
Bruria Finkel
Joshua Gilman
Eric Sedman
Johannes Van Tilburg
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Staff Directory
(Effective Apr. 25, 2019)
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
Administrative Analyst Carolynn LaRocca
Mobility Manager Hector Soliman-Valdez
Research & Data Manager Benjamin DeWitte
Economic Development Manager Andrea Korb
Finance Manager Demetrice Hall
Venue Manager Stephen Bradford
Public Space Supervisor John McGill
Administrative Assistant Linn Wile
Administrative Assistant Amy Albuera
Administrative Assistant Melanie Bonilla
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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
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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
●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.
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Public Works
Promenade Maintenance Service Matrix
5/20/2019 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 (25) & Chairs
(80)
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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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
5/20/2019 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-
REFERENCE:
MOU No. 10863
(CCS)