SR 10-11-2022 5A
City Council
Report
City Council Meeting: October 11, 2022
Agenda Item: 5.A
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To: Mayor and City Council
From: David Martin, Director, Administration
Subject: Approval of Downtown Santa Monica, Inc. FY2022-23 Budget and Work Plan
Recommended Action
Staff recommends that the City Council:
1. Approve the Downtown Santa Monica, Inc. Fiscal Year 2022-23 Budget and
Work Plan;
2. Authorize the City Manager to execute the Eleventh Modification of the
Maintenance Services Agreement to extend the term of the
Maintenance Services Agreement (Contract No. 9626) for an additional one-year
period;
3. Authorize the City Manager to negotiate and execute a Memorandum of
Understanding between the City and Downtown Santa Monica, Inc. for Fourth
Court Alley improvements, in an amount not to exceed $110,000, over a three-
year term;
4. Authorize the City Manager to negotiate and execute an amended License
Agreement to allow Downtown Santa Monica, Inc. (DTSM) to install and operate
a temporary ice-skating rink and ancillary activities consistent with DTSM’s roles
and responsibilities under the Services Agreement with four additional, one-year
renewal options with an expiration date of 2026; and
5. Authorize the City Manager to negotiate and extend the Ocean Avenue Pilot
License Agreement to allow DTSM to provide pedestrian-oriented services and
amenities within a portion of the approximately 4,000 square feet of pedestrian
right-of-way along the eastern side of Ocean Avenue, between Colorado Avenue
and the northwest entrance of Tongva Park, for an initial term of one year with
four, one-year renewal options.
Summary
Santa Monica's downtown area is a significant component to the City's commercial,
cultural and tourism economy. Downtown Santa Monica, Inc., (“DTSM”) is a non-profit
corporation organized under state law that currently administers the downtown Santa
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Monica Property-Based Assessment District (“PBAD") that is comprised of commercial
properties and businesses located in the downtown Santa Monica area, including the
Third Street Promenade. The City contracts with DTSM through a Maintenance
Services Agreement for DTSM to manage and provide a variety of programs and
services related to the operation of the downtown district. The Maintenance Services
Agreement may be extended annually for additional one-year periods for the duration of
the PBAD if, in addition to other conditions described below, DTSM submits a budget
and work plan that summarizes the activities, projects, and programs that they intend to
carry out during the upcoming Fiscal Year that is approved by the City Council.
The Downtown Santa Monica PBAD continues to be the business district most heavily
impacted by the COVID-19 pandemic, which curtailed tourism and accelerated global
trends in the retail industry as more shoppers opted to shop online instead of visiting
brick-and-mortar stores. The City and DTSM have a long-standing collaborative
relationship and are currently working together to support the downtown district’s overall
economic recovery, including addressing concerns of security, maintenance and
homelessness. DTSM and the City continue to work together to identify the best
strategies to address these issues, including adjusting services to prioritize “clean and
safe” efforts throughout the downtown district. The current Maintenance Services
Agreement expires on December 1, 2022. Therefore, staff recommends an extension
of the current agreement and adoption of the proposed work plan and budget in order to
authorize DTSM’s continued operations and the City’s quarterly revenue disbursement
for services. DTSM is currently in the midst of significant changes in leadership. A new
CEO started in September 2022, and a number of new Board members are currently
being onboarded. Should DTSM’s Board adopt revisions to its budget, work plan, or
agreements in the coming months based on the ongoing collaboration between DTSM
and City personnel, staff may return to Council with recommended revisions to the
Maintenance Services Agreement (#9626 (CCS)) at a later date. Until then, the budget
and work plan as presented tonight remain unchanged from those adopted by the
DTSM Board.
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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 the WinterLit Holiday Lights and Festivities, and promotes Downtown
as a vibrant shopping, dining, and entertainment destination. Efforts this last fiscal year
and into the current fiscal year (2022-23) prioritize the inclusive and equitable economic
recovery of the district with emphasis on business retention and attraction, prioritization
of clean and safe initiatives and an increase in community-serving events in
accordance with ongoing COVID-19 safety precautions. The City and DTSM are
looking forward to relaunching the beloved ICE skating rink in Lot 27 this holiday
season for the first time since 2019. In addition, DTSM proposes to continue to assist
the City with activating the ”gateway” corner of Colorado Esplanade at Ocean Avenue
with public-serving amenities and art.
Currently, DTSM is experiencing major transitions in staffing and leadership. DTSM’s
longtime CEO departed in January 2022, and after a nationwide search, the Board
selected Andrew Thomas as its next CEO whose term began in early September. A
number of longtime staff members have departed in the months since. In July 2022,
five new members joined its Board of Directors—two elected by Downtown
stakeholders and three appointed by the City Council. Given these changes, and the
interim status of the executive leadership, in Spring 2022, the then-current Board
adopted a budget and workplan that were largely consistent with existing organizational
priorities and investments, with an overriding focus on clean and safe initiatives, and
with the explicit understanding that once the new CEO and Board members were in
place, the DTSM Board could opt to make revisions. Meanwhile, DTSM staff continue
to work in close partnership with the City’s Promenade Maintenance Team and Parking
Operations Office to monitor and enhance cleaning services throughout the downtown
district. For FY 2022-23, DTSM has allocated funding for additional pressure washing
services in the alleys. The DTSM budget also includes funds to hire a dedicated full-
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time Outreach and Mental Health Coordinator to engage with people experiencing
homelessness within the geographic boundaries of the downtown Santa Monica area.
This person will be collaborating with other advocacy and service providers in the
downtown area, including City and County homeless outreach teams. To support safety
priorities, DTSM is working closely with the Santa Monica Police Department to
implement a mobile security camera program on the Third Street Promenade, utilizing
dispatchers at the Downtown Community Safety Command Center to monitor the
cameras on the Promenade and alleys 24 hours per day, 7 days per week.
Funding for the programs, services, and operations comes from revenue 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.
• The Lincoln Boulevard Property-Based Assessment District (Lincoln PBAD)
established in 2015.
• The Colorado Avenue Overlay Zone (Colorado Overlay) established in 2015.
The Services Agreement between the City and DTSM, originally approved by Council
on January 13, 2009, requires the annual preparation and approval of a budget and
work plan. In accordance with this requirement, DTSM has submitted its FY 2022-23
budget and work plan for Council review and approval.
FY 2022-23 Budget
DTSM has prepared a budget for FY 2022-23 with anticipated revenues of $10,207,417
and anticipated expenditures of $10,170,036 (Attachment D). The DTSM Board of
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Directors approved the work plan for FY 2022-23 on June 16, 2022 and adopted the
annual budget on June 23, 2022.
In response to current economic uncertainty, DTSM did not increase the assessment
rates. Overall projected revenues reflect a three percent decrease from DTSM’s FY
2021-22 budget.
Operational Work Plan for FY 2022-23
The proposed work plan details DTSM’s operational and programming initiatives for
FY 2022-23 (Attachment E). The work plan’s six strategic areas are:
1. Organization Management – Maintain a strong and efficient organization with high
standards of professional administration and customer service to effectively manage
relationships and direct place-based initiatives.
2. Economic Development – Maximize the vitality of Downtown and promote
community prosperity through a balanced, diverse, high-quality economic
environment with a sustainable mix of uses. This year, the plan also focuses on the
on-going partnership with the City to prioritize the Downtown’s on-going economic
recovery and prosperity.
3. Marketing, Communication & Events – Protect and build upon Downtown’s
reputation as an authentic, diverse, culturally significant and forward-thinking district,
fostering its identity and brand through marketing, communication, partnerships and
events.
4. Planning, Design & Infrastructure – Position Downtown as an engaging, accessible,
thoughtfully-crafted destination through strategic ongoing investments in
placemaking, urban planning, capital improvements, beautification, and
development.
5. Policy & Advocacy – Research, interpret, and monitor the state of Downtown to
proactively identify issues and advocate for solutions that best serve the interests of
the Downtown community.
6. Public Space Management & Operations – Cultivate a vibrant, engaged community
by serving as stewards for the quality and use of Downtown’s physical spaces.
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Maintenance Activities and Extension of Annual Maintenance Agreement
The annual work plan also establishes the responsibilities, maintenance levels, and
performance schedules that the City and DTSM must provide to each district within
Downtown. The respective responsibilities for maintenance activities between the City
and DTSM are provided for in the Maintenance Services Agreement that is extended
annually, but only if:
a) the City Council approves the corresponding year’s work plan;
b) b) any changes in services are cost neutral to both parties; and
c) c) DTSM is in compliance with the terms and conditions of the Maintenance
Agreement.
The maintenance responsibilities outlined in the attached work plan for FY 2022-23 are
cost-neutral between the parties. Therefore, if Council approves the FY 2022-23 work
plan, the City Manager would be authorized to extend the term of the Maintenance
Agreement by one year.
ICE License Agreement at Lot 27
On October 9, 2007 the Council authorized the City to enter into an agreement with
DTSM to allow for the installation and operation of a temporary ice-skating ring and
ancillary activities on Lot 27 (at the southwest corner of 5th Street and Arizona Avenue)
consistent with DTSM’s roles and responsibilities under the Services Agreement. This
activation is part of DTSM’s WinterLit holiday festivities. The prior agreement expired
on February 28, 2021 due to COVID. Staff recommends entering into a new amended
agreement to allow for the on-going ICE skating rink activation for a term of up to four
years (expiring in 2026 concurrent with the adjacent bank leases on this larger
redevelopment site). This year, DTSM is estimating total expenses for ICE to be $1.2
million with projected revenue of $1.3 million resulting in a total net revenue of
$100,000. This net revenue amount has been included in the DTSM annual budget
forecast to help fund on-going DTSM operating costs. The value associated with the
City’s waiver of the daily site rental fees is $75,000 (based on a daily site rental rate of
$1,000) for the duration of ICE, including set up and take down. To date, this
agreement has not resulted in revenue loss to the City. The temporary closing of Lot
27 with attractions like ICE help to attract additional downtown visitors. Increasing the
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duration and frequency of events also helps to boost other important City revenue
streams, including sales tax and parking tax revenue, which are essential to the City’s
fiscal health. As the ICE event continues to grow in popularity, staff recommend that
the license agreement includes a revenue share agreement for future years (2024+) if
DTSM’s net revenue from ICE exceeds $300,000, in which case the City would receive
50% of surplus revenue over $300,000.
Ocean Avenue Pilot License Agreement
On June 27, 2017, Council approved a pilot program to authorize DTSM to activate the
public right of way located at the southeast corner of Colorado Esplanade and Ocean
Avenue – which serves as a gateway to Santa Monica Pier and Tongva Park. This pilot
program has allowed DTSM to provide pedestrian-oriented services and amenities
within a portion of the approximately 4,000 square feet of pedestrian right-of-way along
the eastern side of Ocean Avenue, between Colorado Avenue and the northwest
entrance of Tongva Park.
Activation of the area with pedestrian-oriented amenities such as food service, retail, or
other experiential uses or programming is intended to activate the space with items
such as movable tables and chairs. The addition of services and amenities is designed
to help create connections between Palisades and Tongva Parks, develop a sense of
place, and build community. Under the pilot program, DTSM has been permitted to
enter into sublicense agreements with operators selected through a competitive, public
procurement process. Past operators have included “The Fry Guy”, a coffee cart and
The Lobby Food Truck. The sublicense fees paid to DTSM by the operators would be
required to support DTSM’s responsibilities of staffing and managing the license areas,
and to fund any direct operating costs such as utilities. Once these expenses are
deducted, the surplus net revenue would be shared in a 50/50 split between DTSM and
the City to help support on-going economic recovery efforts. As a pilot program, DTSM
would be provided flexibility and creativity to adjust the types of programs and uses
within the license area that are most impactful at enhancing the public’s experience.
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Pedestrian access through the license area would be permitted at all times, including
hours of non-operation.
Memorandum of Understanding for 4th Court Alley Improvements
In addition, City staff recommends entering into a Memorandum of Understanding
(“MOU”) with DTSM to facilitate placemaking improvements to Fourth Court Alley at a
total cost of $110,000. This project is a partnership between the City and DTSM to
create a grant program to reimburse selected project participants along Fourth Court
between Colorado Avenue and Broadway for certain costs to design, permit and install
improvements to their buildings to enhance the Fourth Court alley public right-of-way.
The Project is intended to serve as a mobility connection linking the bicycle network
between Colorado Avenue and Broadway and the downtown Expo Station and is limited
to the Fourth Court alley area. This project is funded by transportation impact fees
collected from a Development Agreement for the Courtyard Marriott. The City shall
provide up to $110,000 (“Project Total”) to DTSM as reimbursement to Project
Participants for the Placemaking Improvements. In 2019, Council authorized the City
and DTSM to enter into a MOU for this project but the term expired during COVID and
no expenditures have yet been made to date. DTSM will oversee the grant dispersal to
the eligible property owners over the next two years.
Past Council Actions
Meeting Date Description
11/23/21 (Attachment A) DTSM FY 2021-22 Work Plan and
Budget
10/09.07 (Attachment B) ICE License Agreement
6/27/2017 (Attachment C) Ocean Avenue Pilot License Agreement
Financial Impacts and Budget Actions
There are no immediate financial impacts or budget actions necessary as a result of the
recommended action to approve DTSM’s FY 2022-23 work plan and budget or for
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recommended actions , 2, 4 and 5. Staff will return to Council if specific budget actions
are required in the future.
Staff seeks authority to approve available funding from the Special Revenue Source
Fund to award a Memorandum of Understanding with Downtown Santa Monica, Inc. for
Fourth Court Alley improvements.
Memorandum of Understanding
FY 2022-23 Request
Amount CIP Account # Total Agreement
Amount
$110,000 C1005720.689000 $110,000
Potential Future Impacts
In future years, the ICE Agreement and Colorado Esplanade/Ocean Avenue License
Pilot program are envisioned to generate a nominal amount of revenue, once operating
expenses are deducted, for both the City and DTSM to help fund on-going economic
recovery efforts. In the event that next year’s ICE activation is able to generate
$400,000 in surplus revenue from sponsorships and increased ticket sales, then this
event would result in $50,000 revenue for the City (based on a $300,000 baseline for
DTSM operating costs with any additional revenue to be split 50/50 between the City
and DTSM). The Ocean Avenue pilot program may also generate a nominal amount of
revenue for the City. The most recent vending cart operator generated approximately
$50,000 in annual revenue for DTSM. When taking into account operating expenses,
including utilities, the proposed 50/50 revenue share may generate a small amount of
revenue for the City projected at less than $10,000 per year.
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Prepared By: Jennifer Taylor, Economic Development Adminstrator
Approved
Forwarded to Council
Attachments:
A. DTSM FY 21-22 Work Plan + Budget Staff Report (Web Link)
B. ICE License Agreement (Web Link)
C. Ocean Avenue Pilot License Agreement Staff Report (Web Link)
D. DTSM FY 2022-2023 Budget
E. DTSM FY22-23 Work Plan (update 9.23.22)
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DOWNTOWN SANTA MONICA, INC.
Attachment A: Budget Summary
FY23 (Jul. 1, 2022 to Jun. 30, 2023)
CATEGORY FY23 BUDGET FY22 BUDGET FY22 TO FY23 DIFF.
Income
Property Assessments 5,607,516.41 5,607,516.41 0.00%
Business Assessments 1,430,880.00 1,430,880.00 0.00%
Enterprise Programs 3,169,020.12 3,485,487.78 -9.08%
Total Income 10,207,416.53 10,523,884.19 -3.01%
Expenses
Personnel 1,672,813.77 1,758,295.22 -4.86%
Organizational
Management 554,787.76 481,830.50 15.14%
Economic Development 34,000.00 70,000.00 -51.43%
Marketing, Comm. &
Events 1,958,081.18 1,951,377.12 0.34%
Planning, Design &
Infrastructure 386,909.67 924,409.67 -58.15%
Policy & Advocacy 67,750.00 89,641.13 -24.42%
Public Space Mgmt. &
Ops. 5,495,693.85 5,324,043.63 3.22%
Total Expenses 10,170,036.23 10,599,597.26 -4.05%
Net Income (Loss) 37,380.30 (75,713.07) 149.37%
Special Allocations
General Reserve
Allocation (37,380.30) 75,713.07 -149.37%
Total Special Allocations (37,380.30) 75,713.07 -302.55%
Total 0.00 0.00 0.00%
5.A.d
Packet Pg. 28 Attachment: DTSM FY 2022-2023 Budget (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance Services Agreement)
Attachment B: Functional Budget Detail
FY23 (Jul. 1, 2022 to Jun. 30, 2023)
ACCOUNT NO. ACCOUNT NAME FY23 BUDGET FY22 BUDGET
% OF
TOTAL
INCOME
2040000
Bayside District
Assessment 1,320,880.00 1,320,880.00 12.94%
2040100 CBD Assessment 110,000.00 110,000.00 1.08%
2140200 Zones 1/2/3 Assessment 4,694,653.74 4,694,653.74 45.99%
2140205 Zone L Assessment 505,925.11 505,925.11 4.96%
2140210 Zone O Assessment 406,937.56 406,937.56 3.99%
2340213 City Parks Program 1,415,290.12 1,280,987.78 13.87%
2340214
City Parking Structure
Safety 0.00 120,000.00 0.00%
2440211 Vending Income 26,730.00 70,000.00 0.26%
2440400 Event Fees 145,000.00 85,000.00 1.42%
2440500 Filming Revenues 72,000.00 60,000.00 0.71%
2440800 Rink Sponsorship 150,000.00 130,000.00 1.47%
2440900 Other Income 100,000.00 125,000.00 0.98%
2441000 Interest Income 0.00 2,000.00 0.00%
2441200
Contracted Projects
Revenue 0.00 256,000.00 0.00%
2441300 4th Court Placemaking 0.00 110,000.00 0.00%
2540610
Ice at Santa Monica
Sales
2540611 General Admission 1,100,000.00 1,021,500.00 10.78%
2540612 Promotional Sales 10,000.00 25,000.00 0.10%
2540613 Parties & Events 50,000.00 50,000.00 0.49%
2540614 Lessons & Clinics 20,000.00 20,000.00 0.20%
2540616 Merchandise 10,000.00 10,000.00 0.10%
2540617 Concessions 50,000.00 100,000.00 0.49%
2540618 Lockers 20,000.00 20,000.00 0.20%
2540600
Total Ice at Santa
Monica Sales 1,260,000.00 1,246,500.00 12.34%
Total Income 10,207,416.53 10,523,884.19 100.00%
PERSONNEL
EXPENSE
5.A.d
Packet Pg. 29 Attachment: DTSM FY 2022-2023 Budget (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance Services Agreement)
3060100 Salaries 1,312,000.00 1,400,206.18 12.90%
3060710 Disability Insurance 17,000.00 14,724.72 0.17%
3060720
Health/Life/Vision/Dent
al 185,000.00 171,586.55 1.82%
3060800
Retirement
Contributions 60,413.77 66,762.31 0.59%
3060900 Payroll Taxes 98,400.00 105,015.46 0.97%
Total Personnel 1,672,813.77 1,758,295.22 16.45%
ORGANIZATIONA
L MANAGEMENT
EXPENSE
4060201
Organizational
Management
4060210 Bank Charges 2,500.00 2,500.00 0.02%
4060310 Office Supplies 3,500.00 3,500.00 0.03%
4060320 Computers/Hardware 1,500.00 4,000.00 0.01%
4060325 Software/Subscriptions 20,000.00 28,679.00 0.20%
4060340 Furniture 750.00 500.00 0.01%
4060410 Office Rent 232,087.76 220,909.80 2.28%
4060430 Office Electric 6,200.00 6,000.00 0.06%
4060450 Office Cleaning 1,625.00 1,625.00 0.02%
4060510 Office Phones 10,500.00 10,500.00 0.10%
4060520 Cell Phones 6,000.00 7,200.00 0.06%
4061010 Accounting 22,500.00 22,500.00 0.22%
4061020 Audit 17,700.00 13,750.00 0.17%
4061030 Legal 100,000.00 40,000.00 0.98%
4061040 Payroll Processing 2,200.00 2,148.00 0.02%
4061050 403B Admin 10,000.00 9,400.00 0.10%
4061060 Human Resources 5,000.00 2,500.00 0.05%
4061070 FSA Processing 1,370.00 1,250.00 0.01%
4061200 Equipment Rental 7,500.00 8,200.00 0.07%
4061300 Taxes & Licenses 350.00 150.00 0.00%
4061400 Repairs & Maintenance 500.00 500.00 0.00%
4061500
Memberships &
Subscriptions 2,000.00 6,225.50 0.02%
4061700 Postage 100.00 100.00 0.00%
4061800 Travel & Auto 15,000.00 19,100.00 0.15%
4061900 Education 18,000.00 8,000.00 0.18%
4062030 DTSM Staff Retreat 4,000.00 4,000.00 0.04%
4062100 Development 7,500.00 7,500.00 0.07%
5.A.d
Packet Pg. 30 Attachment: DTSM FY 2022-2023 Budget (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance Services Agreement)
4062240 Database Maintenance 4,000.00 4,000.00 0.04%
4062245 IT Consultant 1,500.00 500.00 0.01%
4062710 Liability Insurance 21,000.00 23,667.15 0.21%
4062720 Directors and Officers 14,243.00 9,557.10 0.14%
4062730 Workers Compensation 9,962.00 9,868.95 0.10%
4062800 Parking 200.00 200.00 0.00%
4062900 Service Recognition 4,500.00 2,000.00 0.04%
4063150 Office Security 1,000.00 1,300.00 0.01%
Total Organizational Management 554,787.76 481,830.50 5.46%
ECONOMIC
DEVELOPMENT
EXPENSE
5062210 Retail Consultant 0.00 0.00 0.00%
5062300 Economic Development 24,000.00 10,000.00 0.24%
5062350 Economic Recovery 0.00 0.00 0.00%
5067500 Vending Programs 10,000.00 10,000.00 0.10%
5067510
Small Business
Incubation 0.00 25,000.00 0.00%
5067530
Small Business Holiday
Pop-Up 0.00 25,000.00 0.00%
Total Economic Development 34,000.00 70,000.00 0.33%
MARKETING,
COMMUNICATIO
N & EVENTS
EXPENSE
6062040 Stakeholders Meetings 1,000.00 1,000.00 0.01%
6062050 Annual Meeting 10,000.00 9,000.00 0.10%
6063001 Newsletter Email 5,000.00 5,000.00 0.05%
6063101
Community Events &
Activations 175,000.00 195,500.00 1.72%
6063102
Sponsorships &
Partnerships 10,000.00 15,000.00 0.10%
6063118 Giveaways 2,500.00 2,500.00 0.02%
6063120 Creative Development 63,000.00 63,000.00 0.62%
6063135 Photography 20,000.00 20,000.00 0.20%
6063140 Social Media 0.00 35,000.00 0.00%
6063160 PR Retainer 53,985.00 53,100.00 0.53%
6063201 Winter Events 20,000.00 23,500.00 0.20%
5.A.d
Packet Pg. 31 Attachment: DTSM FY 2022-2023 Budget (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance Services Agreement)
6063202 Winter Decor 310,000.00 250,516.00 3.05%
6063203 Winter Advertising/PR 25,000.00 35,000.00 0.25%
6063204 Sponsorship Fulfillment 45,000.00 40,000.00 0.44%
6063300 General Advertising 70,000.00 102,500.00 0.69%
6063460 Website Maintenance 6,000.00 6,300.00 0.06%
6063470 Hosting Services 2,500.00 2,400.00 0.02%
6063700 Downtown Signage 67,500.00 105,700.00 0.66%
Marketing Communication & Events
Expense 886,485.00 965,016.00 8.72%
ICE AT SANTA
MONICA
EXPENSE
2550000 Cost of Goods Sold
2551000 Concessions Costs 30,000.00 30,000.00 0.29%
2552000 Merchandise Costs 4,500.00 4,500.00 0.04%
2553000 Parties & Events Costs 5,000.00 5,000.00 0.05%
2554000 Lessons & Clinics Costs 18,000.00 17,500.00 0.18%
2555000 Sales Tax Payable 1,200.00 1,025.00 0.01%
Total Cost of Goods
Sold 58,700.00 58,025.00 0.58%
6563211 Ice Capital Expenses 10,000.00 8,000.00 0.10%
6563212 Rental Skates 2,500.00 0.00 0.02%
6563220 Facilities 10,000.00 0.00 0.10%
6563221 Fencing 3,520.00 3,200.00 0.03%
6563223 Modulars 6,380.00 5,800.00 0.06%
6563224 Restrooms 30,800.00 28,000.00 0.30%
6563225 Tents 26,400.00 24,000.00 0.26%
6563230 Build Out 224,696.18 197,034.56 2.21%
6563240 Landscaping 2,000.00 1,500.00 0.02%
6563242 Decor 55,500.00 50,000.00 0.55%
6563244 Signage 27,500.00 25,000.00 0.27%
6563246 Bank Fees 500.00 500.00 0.00%
6563247 Credit Card Fees 27,000.00 20,000.00 0.27%
6563250 Uniforms 2,000.00 2,500.00 0.02%
6563251 Resurfacer Equipment 3,000.00 2,500.00 0.03%
6563252 Off-Season Storage 31,500.00 22,816.56 0.31%
6563253 Facility Maintenance 2,500.00 1,000.00 0.02%
6563258 Operating Supplies 15,400.00 14,000.00 0.15%
6563259 Office/Cleaning Supplies 2,500.00 2,500.00 0.02%
6563261 Equipment Rental 500.00 300.00 0.00%
5.A.d
Packet Pg. 32 Attachment: DTSM FY 2022-2023 Budget (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance Services Agreement)
6563262 Music System Service 7,500.00 7,500.00 0.07%
6563263 POS System Service 3,500.00 3,000.00 0.03%
6563264 General Administration 0.00 0.00 0.00%
6563266 Insurance Coverages 25,000.00 25,000.00 0.25%
6563267 Licenses/Permits 5,000.00 5,000.00 0.05%
6563268 Payroll Services 1,200.00 1,000.00 0.01%
6563269
Pre-Employment
Screening 2,000.00 2,000.00 0.02%
6563274 Phone & Internet 30,000.00 25,000.00 0.29%
6563275 Power 70,000.00 65,000.00 0.69%
6563276 Trash Removal 3,000.00 2,000.00 0.03%
6563277 Water (Employees) 750.00 600.00 0.01%
6563279 Chiller Rental 60,000.00 46,585.00 0.59%
6563280 Power Distribution 5,000.00 5,000.00 0.05%
6563283
Operator Management
Fee 125,000.00 112,000.00 1.23%
6563284 Payroll (Operations) 249,450.00 220,000.00 2.45%
Total Ice at Santa Monica 1,071,596.18 986,361.12 11.11%
Total Marketing,
Communications
& Events 1,958,081.18 1,951,377.12 19.83%
PLANNING,
DESIGN &
INFRASTRUCTUR
E EXPENSE
7066210 Street Amenities 15,000.00 16,500.00 0.15%
7066220 Lighting & Aerial Decor 200,000.00 292,500.00 1.97%
7066230 Landscaping 25,000.00 22,500.00 0.25%
7066240 4th Court Placemaking 0.00 110,000.00 0.00%
7068250 Lincoln Beautification 121,909.67 121,909.67 1.20%
7068400
Promenade Capital
Improvements 25,000.00 75,000.00 0.25%
7068405 Visioning 0.00 30,000.00 0.00%
7068410
Contracted Projects
Expense 0.00 256,000.00 0.00%
Total Planning, Design & Infrastructure 386,909.67 924,409.67 3.80%
5.A.d
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POLICY &
ADVOCACY
EXPENSE
8062000 Policy & Advocacy 2,000.00 2,000.00 0.02%
8062005
Diversity, Equity &
Inclusion 0.00 3,000.00 0.00%
8062010 DTSM Board Meetings 2,750.00 500.00 0.03%
8062020 DTSM Board Dinner 3,000.00 3,000.00 0.03%
8062220 Data Services 20,000.00 41,641.13 0.20%
8062260 Pedestrian Counting 40,000.00 39,500.00 0.39%
Total Policy and Advocacy 67,750.00 89,641.13 0.67%
PUBLIC SPACE
MANAGEMENT &
OPERATIONS
EXPENSE
9064500
Ambassador Service
Recognition 0.00 3,000.00 0.00%
9065000 Hospitality
9065100
Zones 1/2/3 Hospitality
Contract 1,014,037.79 1,062,321.89 9.97%
9065105
Zone L Hospitality
Contract 135,972.53 110,199.37 1.34%
9065110
Zone O Hospitality
Contract 121,404.04 123,423.29 1.19%
9065150 City Parks Program 1,263,089.94 1,067,489.81 12.42%
9065400 Supplies & Materials 2,500.00 2,000.00 0.02%
Total Hospitality 2,537,004.30 2,365,434.36 24.95%
9067000 Maintenance
9067100 Power Washing 0.00 0.00 0.00%
9067200
Zones 1/2/3
Maintenance Contract 2,041,345.34 1,360,490.59 20.07%
9067205
Zone L Maintenance
Contract 206,535.91 187,974.14 2.03%
9067210
Zone O Maintenance
Contract 275,347.37 250,632.18 2.71%
9067250 General Maintenance 15,000.00 26,040.00 0.15%
Total BID Maintenance 2,538,228.62 1,825,136.91 24.96%
9069000 Safety
9069100 Safety Contract 408,460.93 1,060,772.36 4.02%
9069150 Stakeholder Training 0.00 3,200.00 0.00%
5.A.d
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9069200 Command Center 2,000.00 58,500.00 0.02%
Total Safety 410,460.93 1,122,472.36 4.04%
9068351 Public Art Projects 10,000.00 8,000.00 0.10%
Total Public Space & Operations 5,495,693.85 5,324,043.63 54.04%
Block By Block Contract 5,466,193.85
Other Operation
Expenses 29,500.00 Total Expenses 10,170,036.23 10,599,597.26 100.58%
Net Profit/Loss 37,380.30 (75,713.07)
5.A.d
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1
DOWNTOWN SANTA MONICA, INC.
FY2022-23 OPERATIONAL PLAN
While there is an understandable desire to return to normal operations following
two years of hardship and uncertainty caused by the coronavirus pandemic, it
isn’t going to be that simple. The road to recovery is proving to be more
challenging to navigate than expected.
Business models were upended. Some of our community members remain leary
of venturing back out into our public spaces and downtown businesses. A
significant portion of their employees continue to work remotely or are returning
to the office only a few days a week, dramatically altering mid-week pedestrian
counts in city centers around the globe. Local government remains cash
strapped and short staffed, and our community is feeling the pain from a dip in
services, particularly when it pertains to safety and cleanliness.
Downtown Santa Monica, Inc. (DTSM) wasn’t immune to the pandemic’s effects
on retail. The Promenade experienced a significant number of shuttered stores
and business revenue along this landmark thoroughfare sharply declined.
DTSM had to pivot its focus from maintaining the vitality of the promenade to
one of revitalization.
DTSM also experienced significant changes in its leadership. Its CEO of 25 years
departed in late 2021, as well as other members of the leadership team. Two
members of the Board of Directors resigned, and three others have come to the
end of their terms. As of July 1, 2022, five (5) new board members were either
appointed or elected to the board. This reconstituted board may likely reshape
the focus of DTSM’s mission and objectives as it continues to tackle the lingering
vestiges of the pandemic. DTSM’s new CEO takes the helm on September 1,
2022 and there’s high expectations that his leadership will have an immediate
impact on DTSM’s ability to best serve its community, the property owners and
businesses.
Given the uncertainty ahead, it is prudent to go back to the basics, while also
conducting a thorough review of the organization’s structure, its performance
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and its partnerships so that when new leadership arrives there is a solid
foundation to forge ahead with a grander vision to shape our downtown. The
goal is always to ensure the district is thriving economically, is a hub for social
interaction, and maintains its standing as one of the most celebrated public
spaces in the world.
As experts in urban placemaking, DTSM’s staff and Board of Directors
understand we still face significant challenges. The number of individuals
experiencing homeless has increased. Property owners continue to struggle with
attracting new tenants. Public safety remains top of mind for visitors.
The 2022-2023 Operational Plan will reflect the Board of Directors’ priorities to
provide a clean, safe, and welcoming downtown, one that delivers our residents
and visitors with a wide range of shopping, dining and entertainment options, a
downtown that is economically vibrant and full of life. We will continue to
support our merchants, provide property owners and brokers with the latest
data and insights, and facilitate community connections via free events and
activations. DTSM will continue to be an advocate for our downtown to ensure
the City of Santa Monica is providing the level of services it is contractually
obligated to, and is planning for the future success of our city center.
The next 12 months will be telling as we all await to see what the “new normal”
will be. It is a moment of immense opportunity to reshape the organization,
reinvigorate, and reimagine our downtown.
5.A.e
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Board of Directors Strategic Priorities
The following objectives of this plan align to the strategic priorities of the Board
of Directors of Downtown Santa Monica, Inc.
1.Foundational Priorities
a.Maintenance / Safety
b.Community Connections
c.Marketing / Branding
2.Aspirational Priorities
a.Placemaking / Promenade Vitality Plan
b.Expanded Activations / Events
c.Economic Vitality
Recruitment / Tenancy / Housing / Investment
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1.Organizational Management
Maintain a strong and efficient organization with high standards of
professional administration and customer service to effectively manage
relationships and direct place-based initiatives.
1.1. Maintain high standards of professional administration and services.
1.1.1. Conduct regular staff training and create opportunities for
professional development and continuing education, including
ongoing coaching and performance feedback.
1.1.2. Create opportunities for strategic and organizational planning and
educational opportunities for members of the Board of Directors.
1.1.3. Routinely assess functionality of technology systems, implementing
upgrades as necessary to facilitate greater efficiency.
1.1.4. Maintain careful compliance standards and mitigate risk for
contracts and programs in which Downtown Santa Monica, Inc. is
either client or vendor.
1.1.5. Protect the organization from legal risk and mitigate the impacts of
pending or active litigation.
1.2. Seek supplemental and diversified revenue streams to enhance programs
and services.
1.2.1. Maximize revenues generated by Downtown Santa Monica, Inc.
service programs.
1.2.2. Identify sponsorships and other funding opportunities for key
programs supporting or enhancing the Downtown Santa Monica
brand and visitor experience.
1.2.3. Maintain concise, transparent organizational records, including
financial statements clearly demonstrating fiduciary responsibility.
1.3. Demonstrate the value of Downtown Santa Monica, Inc. as an
organization, service provider and community partner.
1.3.1. Conduct the operations of the organization in a manner
transparent to interested stakeholders and create records to
contribute to institutional history.
1.3.2. Communicate proactively to keep stakeholders apprised of the
projects, programs, and operations of the organization.
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1.3.3. Produce regular data-driven reports to document progress toward
the goals and objectives of this operational plan as well as other
governing documents of the organization.
1.3.4. Encourage staff members to promote positive connections
between the organization and other community organizations
through board and/or committee service.
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2.Economic Development
Maximize the vitality of downtown and promote community prosperity
through a balanced, diverse, high-quality economic environment with a
sustainable mix of uses.
2.1. Partner with the City and Downtown stakeholders to maintain a
balanced, diverse economic environment and promote the prosperity of
the community as a whole.
2.1.1. Serve as liaison between property and business owners and the City
of Santa Monica to maximize the economic vitality of Downtown
private property.
2.1.2. Monitor compliance with established ordinances, regulations and
other guidelines, notifying appropriate City personnel as needed.
2.1.3. Monitor industry trends, competitive landscape, and community
feedback to adjust economic vitality strategies accordingly.
2.2. Maximize the vitality of Downtown by encouraging and supporting a
diverse, engaging mix of high-quality retail, restaurant, and entertainment
businesses and other active neighborhood uses.
2.2.1. Encourage a balanced mix of active uses and consumer price
points, prioritizing unique businesses that differentiate Downtown
from other regional destinations.
2.2.2. Disseminate data about retail trends and the impacts of individual
leasing decisions on the success of the district as a whole.
2.2.3. Identify core consumers and formulate data-driven strategies to
target likeminded households and individuals.
2.2.4. Develop print and digital recruitment materials, including general
campaigns for the district as well as targeted materials for
prospective tenants.
2.2.5. Facilitate innovative opportunities, possibly including pop-up shops,
temporary markets, and retail cart programs.
5.A.e
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3.Marketing, Communication & Events
Protect and build upon downtown’s reputation as an authentic, diverse,
culturally significant and forward-thinking district, fostering its identity and
brand through marketing, communication, partnerships and events.
3.1. Position Downtown as a unique, exciting and broadly accessible
experience-based place.
3.1.1. Produce a limited series of signature events and activities designed
to encourage Santa Monica residents and employees to engage
with Downtown.
3.1.2. Develop a calendar of engaging community events to enhance
and invigorate the Downtown environment, including establishment
of collaborative partnerships.
3.1.3. Screen outside event requests for adherence to established
guidelines and coordinate event logistics accordingly.
3.1.4. 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.
3.2. Nurture Downtown as a place embodying local flavor and welcome a
broad audience to enjoy an authentic Santa Monica experience.
3.2.1. Produce advertising and public relations campaigns to convey
brand messaging.
3.2.2. Welcome visitors to Downtown and inform them of the district’s
businesses, attractions and amenities.
3.2.3. Guide visitor experience through installation of visually engaging
messaging displayed in public spaces.
3.2.4. Partner with Santa Monica Travel & Tourism to support tourism
programming.
3.2.5. Partner with Santa Monica Conservancy to promote visibility of
historic assets.
3.3. Cultivate community buy-in and brand awareness by educating
Downtown businesses and community partners and encouraging
participation in programs and initiatives.
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3.3.1. Produce communication materials to share relevant, timely
information about Downtown Santa Monica with district businesses
and stakeholders.
3.3.2. Maintain a comprehensive website for Downtown Santa Monica,
and use social and other digital technologies to share information
about the district.
3.3.3. Host stakeholder meetings to share updates on programs,
collaborative opportunities and other essential information.
3.3.4. Produce a data-driven annual report to highlight the achievements
of the organization in the prior fiscal year.
3.4. Protect and strengthen the Downtown Santa Monica brand equity.
3.4.1. Review and refresh brand elements at appropriate intervals to
ensure continued relevance.
3.4.2. Utilize digital platforms to disseminate timely information and
reinforce brand identity.
5.A.e
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4.Planning, Design & Infrastructure
Position downtown as an engaging, accessible, thoughtfully-crafted
destination through strategic ongoing investments in placemaking, urban
planning, capital improvements, beautification and development.
4.1. Maintain an overarching vision for the continuous evolution of Downtown,
anticipating and working with public and private sector partners to
proactively manage short-term and long-term needs.
4.1.1. Monitor and assist the City in progressing the implementation
actions of the Downtown Community Plan.
4.1.2. Support efforts to increase the sustainability of Downtown business
operations, including water conservation and waste reduction.
4.2. Create engaging streetscapes and pedestrian spaces through
preservation of existing assets and investments in infrastructure and
creative placemaking.
4.2.1. Encourage development of high-quality public spaces on public
and private property.
4.2.2. Enhance the public realm and drive pedestrian exploration through
engaging, culturally-relevant placemaking and opportunities to
surprise and delight.
4.2.3. Activate key public spaces through managed deployment of
pedestrian-oriented amenities and programming.
4.2.4. Participate in planning beautification projects for streets and alleys
across the district.
4.2.5. Expand pedestrian scale lighting on sidewalks, streets and alleys
districtwide.
4.2.6. Work with the City to maximize pedestrian and vehicular wayfinding
in Downtown Santa Monica for visitors using all available modes of
transportation.
4.3. Ensure the Promenade remains the heart of Downtown Santa Monica,
authentically representing the community’s values, culture and economy.
4.3.1. Effectively manage the Promenade as a key node of Downtown’s
public space network and treasured community gathering space,
fostering a sense of vitality and safety.
5.A.e
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4.3.2. Maximize the utility of private properties abutting the Promenade
through streamlined permitting processes and support for tenant
selection by owners.
4.3.3. Preserve the Promenade’s competitive advantages and economic
viability through planning and advocating for reinvestment in short-
term and long-term capital improvements.
4.4. Minimize disruptions to existing businesses and impacts on the visitor
experience for Downtown users.
4.4.1. Maintain accessibility by monitoring permits for large-scale
maintenance and construction, street and alley closures, and Third
Street Promenade vehicle access.
4.4.2. Mitigate impacts of temporary closures and provide advance
communication to district stakeholders.
5.A.e
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5.Policy & Advocacy
Research, interpret, and monitor the state of downtown to proactively
identify issues and advocate for solutions that best serve the interests of
the downtown community.
5.1. Support the Board of Directors in its advisory role to City Council and on-
going work as the advocacy body for the district.
5.1.1. Facilitate discussion on issues of importance to Downtown Santa
Monica by hosting regular board and committee meetings open to
the general public.
5.1.2. Track, analyze, and advise the City Council and its boards,
commissions, and staff on public and private development projects.
5.1.3. Advise the City Council and its boards, commissions, and staff on
development of policies, plans and ordinances impacting the
trajectory of Downtown.
5.2. Advocate on behalf of property and business owners on matters
contributing to the overall vitality of business Downtown.
5.2.1. Advocate for strengthening the community through clean, safe,
livable, and sustainable streets that are welcoming to all patrons.
5.2.2. Partner with the City of Santa Monica and other community
organizations in supporting initiatives to combat crime and
homelessness.
5.2.3. Advocate for maximum effectiveness and efficiency in managing
public and shared parking resources.
5.2.4. Advocate for use of parking revenues to fund maintenance and
enhancement of existing public parking structures as critical
infrastructure for Downtown users.
5.2.5. Advocate for continued development of affordable housing and
supportive services to preserve our diversity and serve our most
economically vulnerable residents.
5.3. Position Downtown Santa Monica, Inc. as a central source of information
on all aspects related to Downtown, including the economic vitality and
market potential.
5.3.1. Conduct market and demographic research, quantify Downtown
usage and leverage available resources to aggregate data sets.
5.A.e
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5.3.2. Conduct stakeholder surveys, mystery shops, and program
evaluations as needed to maximize the effectiveness of programs.
5.3.3. Analyze and apply data to drive organizational decision-making,
packaging key data for dissemination to stakeholders.
5.A.e
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6.Public Space Management & Operations
Cultivate a vibrant, engaged community by serving as stewards for the
quality and use of downtown’s physical spaces with regard to cleaning,
safety, hospitality, maintenance, parking and social outreach.
6.1. Provide enhanced custodial services and oversight to ensure a clean,
active, and well-managed place. (See appendices for a complete
schedule of maintenance obligations.)
6.1.1. Collaborate with the City of Santa Monica and related service
vendors to ensure compliance with maintenance standards
established by both parties.
6.1.2. Manage custodial services for Downtown public parking structures
in accordance with parking structure maintenance agreement.
6.1.3. Conduct regular power washing and as-needed hot spot cleaning
of key public spaces, including sidewalks, crosswalks, and alleys.
6.1.4. Monitor and provide custodial services to select public restrooms
during all hours in which they remain open to the general public.
6.1.5. Promptly remove graffiti from public and private property and notify
private property owners of other identified maintenance concerns
and safety hazards.
6.1.6. Deploy 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.
6.1.7. Ensure a positive visitor experience in Downtown-adjacent parks
through City-funded contracted services for additive Hospitality
Ambassador deployment in Tongva and Palisades Parks.
6.1.8. Collaborate with the City to provide active street performer and
street vendor management for Third Street Promenade and other
public spaces.
6.2. Support the City of Santa Monica’s public safety officials in their efforts to
keep Downtown safe.
5.A.e
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6.2.1. Deploy Safety Ambassadors at strategic times on the Third Street
Promenade and surrounding alleys and streets who possess a valid
California Security Guard Card to enhance visible presence of
uniformed personnel and improve perceptions of public safety.
6.2.2. Deploy a Homeless Outreach/ Mental Health Coordinator and
Quality of Life team to work strictly in the Downtown District to
collaborate with other advocacy groups and service providers to
expedite services for individuals in need.
6.2.3. Manage pilot mobile camera project on the Third Street
Promenade to enhance monitoring and reporting of problematic
behavior and provide a visible deterrent.
6.2.4. Collaborate with the Police Department and the City of Santa
Monica Information Services Department to determine the
feasibility of allowing access to Downtown camera systems for the
Third Street Promenade, alleyways and Downtown parking
structures.
6.2.5. Collaborate with key personnel of departments charged with
managing public safety in the district to ensure they maintain a
regular presence in the Downtown, including but not limited to the
Police and Fire Departments, Code Compliance, and the City
Attorney’s Office.
6.2.6. Facilitate enhanced communication between parties engaged in
preserving the safety of Downtown public spaces.
6.2.7. Track occurrence of public safety incidents in Downtown and
provide notification to appropriate parties as needed.
6.2.8. 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.
5.A.e
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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.
5.A.e
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17
Board Directory
(Effective May 26, 2022)
Chair Barry Snell
Vice Chairs Julia Ladd
Rob Rader
Eric Sedman
Peter Trinh
Secretary / Treasurer Juan Matute
Board Members Michele Aronson
Joshua Gilman
Anuj Gupta
Ericka Lesley
Johannes Van Tilburg
5.A.e
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Staff Directory
(Effective May 26, 2022)
Interim Chief Executive Officer Barry Snell
Interim Executive Director John Harris
Director of Operations Rich Mongarro
Sr. Marketing & Communication Manager Kevin Herrera
Research & Data Manager Jamison Hayward
Special Events Manager Laura Borsecnik
Public Space/Economic Development
Manager
Martin Ronzio-Garcia
Accounting Specialist Yuriko De La Cruz
5.A.e
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ADDENDUM A
Board Directory
(Effective July 1, 2022)
Chair Eric Sedman
Vice Chairs Michele Aronson
Joshua Gilman
Julia Ladd
Peter Trinh
Secretary/Treasurer Barry Snell
Board Members Luke Cain
Bruce Fairty
Anuj Gupta
Ericka Lesley
Leo Pustilnikov
Lucian Tudor
Lora Vrastil
5.A.e
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ADDENDUM B
Staff Directory
(Effective September 1, 2022)
Chief Executive Officer Andrew Thomas
Director of Operations Rich Mongarro
Special Events Manager Laura Borsecnik
Research & Data Manager Jamison Hayward
Public Space/Economic Development
Manager
Martin Ronzio-Garcia
5.A.e
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Enhanced Maintenance Schedules
Parking Structure Maintenance Schedule
The following duties are performed in Parking Structures 1,2,4,5 and 6 during the stated
shifts.
(Note: Duties and shifts subject to change based on need.)
Shift time from 10:00 p.m. – 6:30 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 8:00 a.m. - 4:30 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
Conduct pan and broom maintenance as needed
Shift time from 2:30 p.m. – 11:00 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
Conduct pan and broom maintenance as needed
Lincoln Blvd and Colorado Ave Maintenance Schedule
Lincoln Blvd Shift time from 7:00 a.m. – 6:00 p.m.
Sweep and clean all sidewalks on east and west side of Lincoln Blvd from Colorado to Wilshire
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Wipe down and clean all public infrastructure as needed
Document maintenance issues for reporting
Colorado Ave Shift time from 8:00 a.m. – 9:30 p.m.
Sweep and clean all sidewalks on north and south side of Colorado Ave from Ocean Ave to Lincoln
Blvd
Wipe down and clean all public infrastructure as needed
Document maintenance issues for reporting
Pressure Washing Schedule
Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown
DTSM conducts pressure washing and deep cleaning services throughout various
locations in Downtown. Services are planned to be deployed in accordance with the
following minimum schedule, which may be adjusted as resources permit.
Activity Frequency
Zone 1: Third Street Promenade Intersections 4x Annually
Zone 1: Alleys (2nd & 3rd Courts) Once a week
Zone 2: Alleys Once a week
Zone 3: Alleys Once every 2
weeks
Zone L: Lincoln Blvd. Sidewalks 4x Annually
Downtown Hotspots (Areas of Need) As Needed
Parking Structure Stairwells (Areas of Need) As Needed
Restroom Monitoring Schedule
The following restrooms are monitored and provided ongoing custodial services during
all hours of public operation.
●Parking Structure #2 (during Farmer’s Market)
●Parking Structure #4
●Parking Structure #5
●Tongva Park
●Reed Park
5.A.e
Packet Pg. 56 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance
21
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 Public Infrastructure As Needed
Dinosaur Landscaping Refresh / Replant Quarterly/As
Needed
Dinosaur Fountain Maintenance Semi-Weekly/As
Needed
Vector Management Monthly/As
Needed
Tree Light Maintenance As Needed
Promenade Paver Repair As Needed
Sweep and remove trash from Alleys As Needed
5.A.e
Packet Pg. 57 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance
22
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.
5.A.e
Packet Pg. 58 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan + 11th Modification to Maintenance
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
1
Section - 3rd Street Promenade:
From the north side of Wilshire to the south side of Broadway
Shifts: Effective
1 = 5:00am to 1:30pm. 7 days a week
2 = 2:00 p.m. to 10:30 p.m. 7 days a week
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
• As needed
1
1
1
1
Monitoring Walk site, sweep & remove debris • Daily and as needed 1 or 2
Drinking Fountains
(7) Spray & wipe • Daily and as needed 1 or 2
5.A.e
Packet Pg. 59 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
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
Stainless Steel Bollards
(27) Spray & wipe, steam clean • Once daily 1 or 2
Directories
(7) Spray & wipe • Once daily 1 or 2
Sculptures
(9) Spray & wipe • Once daily, as needed 1 or 2
Graffiti Remove • As needed 1 & 2
Dinosaur Pools
(4) Remove debris • 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. • As needed 1 & 2
Off Duty
Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed 1 & 2
5.A.e
Packet Pg. 60 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
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
5.A.e
Packet Pg. 61 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
4
Section - Parking Structures:
Shifts: Effective 1/1/15
1 = 5:00 a.m. to 1:30 p.m. 7 days a week
2 = 2:00 p.m. to 10:30 p.m. 7 days a week
Parking Structures (Civic, Main Library and Ken Edwards) Promenade Maintenance:
Service
Description Frequency Shift
Bin Rooms
PS 1-6
Pressure wash, degrease, or scrub.
Organize trash and recyclables.
• Once daily, 7 days a week
• Once 7 days a week
1 or 2
Clarifiers:
Structure 3
Structures 2-6
Clean out sludge
Remove restaurant grease
• Monthly
• As needed, contracted (Facilities)
Contractor
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
5.A.e
Packet Pg. 62 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
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. 7 days a week
2 = 2:00 p.m. to 10:30 p.m. 7 days a week
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 x a week
1
1
1
1
Monitoring Walk site, sweep & remove debris • Daily, as needed
1 & 2
Bus Stop
Steam clean • As needed 1 & 2
5.A.e
Packet Pg. 63 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
6
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
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 out
• As needed
•
1 or 2
Spot Cleaning &
Customer Calls Additional cleanings, graffiti, broken
glass, animal waste, etc. • As needed, 7 days a week 1 & 2
Off Duty
Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed
5.A.e
Packet Pg. 64 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
7
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 and
PLD
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
5.A.e
Packet Pg. 65 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
8
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. 7 days a week
2 = 2:00 p.m. to 10:30 p.m. 7 days a week
)
Transit Mall, Promenade Maintenance:
Service
Description Frequency Shift
Monitoring Walk site, sweep & remove debris • Daily 1 & 2
Benches (241) Spray & wipe, polish wood • Once daily, as needed 1 or 2
Section - Transit Mall, Promenade Maintenance, Cont’d:
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
5.A.e
Packet Pg. 66 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
9
Arbors
(6) Spray & wipe • Once daily, 5 days a week 1 or 2
Graffiti Monitor & Remove • As needed 1 & 2
Spot Cleaning &
Customer Calls Additional cleanings, graffiti, broken glass,
animal waste, etc. • As needed 1 & 2
Off Duty
Emergency Call-outs 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
5.A.e
Packet Pg. 67 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
10
Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Boulevard:
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
5.A.e
Packet Pg. 68 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
11
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. 7 days a week
2 = 2:00 p.m. to 10:30 p.m. 7 days a week
2:00 p.m. to 10:30 p.m.
Alleys, Promenade Maintenance:
Service
Description Frequency Shift
Mall Court East & West
Sweeper/ Mobile
Vacuum / scrubber
Picks up small debris, applies degreaser,
scrubs pavement & recovers excess
water
• 5 days a week
1
Monitoring Walk site, sweep & remove debris • Daily
1 & 2
Spills Apply absorbent, pressure wash and
scrub • As needed
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills,
etc. • As needed 1 & 2
Graffiti Monitor & Remove • As needed 1 & 2
5.A.e
Packet Pg. 69 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
12
Weed suppression Remove weeds • As needed, based upon inspections 1 or 2
Off Duty
Emergency Call-outs Toxic spills, electrical, water, accidents,
etc. • As needed 1 & 2
Section Six - Alleys, Promenade Maintenance, Cont’d.
Service
Description Frequency Shift
1stt , 4th, 5th, 6th & 7th
Courts:
Mobile Vacuum Vacuums debris from large areas • 5 days a week 1
Monitoring Walk site, sweep debris • Once daily 1 & 2
•
Spot Cleaning
& Customer Calls Discarded furniture, appliances, spills,
etc. • As needed 1 & 2
Graffiti Remove • As needed 1 & 2
Off Duty
Emergency Call-outs Oil spills, electrical, water, accidents, etc. • As needed 1 & 2
Weed suppression Remove weeds • As needed, based upon inspections 1 or 2
5.A.e
Packet Pg. 70 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
DocuSign Envelope ID: DBCC46C1-77B9-47BF-80CE-947B808BE209
Public Works
Promenade Maintenance Service Matrix
5/16/2022
13
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
Trash Containers Wipe top, remove trash, replace bag • 4 times daily
•
1 or 2
Trash Container Liners Steam clean / wipe down from the inside &
deodorize • As needed 1 or 2
Graffiti Remove • As needed 1 or 2
Landscape General Maintenance-using current
maintenance specifications requirements Landcare
5.A.e
Packet Pg. 71 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
Department of Transportation
Downtown Parking Facility Maintenance Matrix
Parking Division Fall 2022 (9/19/2022 Rev. 3)
9/23/2022 1
The Parking Division of the Department of Transportation conducts several related activities in support of
Downtown Santa Monica Clean and Safe Initiatives. These operational efforts include:
• SP+ parking contract tasks related to cleanliness and monitoring of facilities
• City Staff inspection roles and management of resources applied to clean and safe activities
• Funding of interdepartmental efforts to provide for basic and enhanced security and cleanliness measures,
• Periodic evaluation of effectiveness of anti-littering, graffiti, and human soiling countermeasures to adapt
to changing conditions, and
• Regular collaboration and meeting with DTSM and Public Works – Promenade Maintenance partners to
solution more effective and joint cleanliness and safety countermeasures.
The role of the parking contractor, SP Plus, Inc. in accomplishing basic clean and safe measures is significant and
are done over three daily work shifts. The following tables describe specific tasks accomplished by SP+.
SP Plus, Inc. – Working Shifts: Effective 7/1/2022
1 = 7:00 a.m. to 4:00 p.m. (Daily/ Office: Monday to Friday)
2 = 3:00 p.m. to 11:30 p.m. (Daily)
3 = 11:00 p.m. to 7:30 a.m. (Daily)
M = 5:00 a.m. to 1:30 p.m. (Porters/ Maintenance Team: Monday to Friday)
On succeeding pages are found the activities that SP Plus performs to assist with Clean and Safe Initiatives.
Downtown Parking Structures 1, 2, 4, 5, 6, and 9:
5.A.e
Packet Pg. 72 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
Department of Transportation
Downtown Parking Facility Maintenance Matrix
Parking Division Fall 2022 (9/19/2022 Rev. 3)
9/23/2022 2
Service
Description Frequency Shift
Public Elevators:
Usability Inspection
Preventive Maintenance
Major Repairs
Up-time Reports
Daily inspection of all publicly accessible elevators
OTIS conducts monthly inspections/ minor repairs
As-needed safety, electronic, & mechanical repairs
Administrative reporting of elevator availability
• Once daily, 7 days a week
• Monthly
• Once daily, 5 days a week
• By 5th of each Month
1
1
1
1
Empty Trash Cans Inspect and replace trash can liners in all floors of
each parking structures
• Once daily 1 or 2
Pan & Broom staircases Spot sweeping and pick up of litter and conveyance
to nearest trash can • Once daily per AM and Once per
PM, 7 days per week
M & 2
Pan & Broom drive aisles Spot sweeping and pick up of litter and conveyance
to nearest trash can • Once daily per AM and Once per
PM, 7 days per week
M & 2
5.A.e
Packet Pg. 73 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
Department of Transportation
Downtown Parking Facility Maintenance Matrix
Parking Division Fall 2022 (9/19/2022 Rev. 3)
9/23/2022 3
Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6)
Service
Description Frequency Shift
Fire Alarm Testing Scheduling of routine testing functions,
subcontracts with Allen Alarm and OTIS
• Four times annually 1
Fire Alarm Repairs SP+ subcontracts with ADT and Redhawk
to conduct on the spot repairs • As needed 1, 2, & M
Public Restrooms –
Plumbing Issues
SP+ porters and subcontractors on-call to
repair and replace stuck plumbing • As needed M
“Code Yellow & Browns” SP+ inspects daily and summons
DTSM/BBB toxic clean-up services • Inspection daily early AM, 7 days/week.
• Documents and calls for clean up
M
Public Restrooms –
fixture replacements
SP+ porters replace broken sinks, urinals,
toilets, mirrors, hand dryers, and doors • Inspection once daily, 7 days/week.
• Fixture replacement as needed
M and 1
PS 6 Emergency
Generator
Annual inspection and testing of
emergency diesel/electric generator • Annual inspection by subcontractor M
Lighting Inspect stairwell, lobby, and drive aisle
lighting, replace damaged or failed bulbs
• Inspect daily/ 7 days/week
• Replace as needed in batches, weekly
M
Graffiti
Countermeasures
SP+ collaboration with DTSM/ PW-PM,
performs final paint top coat • Inspection once daily, 7 days/week.
• As needed final top-coat paint applied
after PW or DTSM graffiti removal.
1 & 2
Homeless Sweeps Monitor and report encampments in
parking facilities to SMPD.
• Inspection once daily, 7 days/week. 1
Clarifiers/ Sanitary
Sewer Inspections
Inspect and clean out sumps, clarifiers,
and sewers as Preventive Maintenance
• PS 1 twice per year, PS 2, 4, & 5
restroom lines three times per year.
M
Storm Drain Cleaning Inspect and clean out storm drains in
parking facilities
• As needed or at least annually M
Storm Drain Repairs Toxic spills, water accidents, pipe and
catchment replacements
• As-needed in collaboration with PW -
Facilities Maintenance Division
1, 2 & M
5.A.e
Packet Pg. 74 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
Department of Transportation
Downtown Parking Facility Maintenance Matrix
Parking Division Fall 2022 (9/19/2022 Rev. 3)
9/23/2022 4
Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10)
Service
Description Frequency Shift
Safety Signage and
Guidance Signage
SP+ inspects daily and cleans or replaces
damaged signs
• Inspection once daily, 7 days/week.
• Sign replacement as-needed in batch
M
Curb Painting, Pavement
delineation
Refresh curb paint and apply pavement
stencils.
• Refresh paint one parking structure per
month, ongoing all year.
M
Plastic Flex Points,
rubber-clad bollards
Inspect and replace lane posts in
structures and downtown surface lots
• Inspect Weekly
• Replace in batches bi-monthly
M
Mirrors
Parking structure Exit mirrors at alleys
and streets
• Inspect once daily, 7 days/ week
• Replace/ adjust weekly
M
Hand-rails, stair treads,
barricades
Inspection, light cleaning, repaint metal
hand-rails or replace stair treads as
needed
• Inspect once daily, 7 days/week
• Repaint weekly
• Replace treads/flooring as needed
M
Pavement/ Concrete
Repairs
Inspect and monitor, arrange with
subcontractor for minor repairs. Consult
with Public Works -Arch/Engr divisions as
necessary for extensive repairs
• Inspect and report minor damage once
daily, 7 days per week
• Assign subcontractor to conduct minor
repairs in batches every two months
1, 2 & M
Lane striping, parking
stalls, directional arrows
Inspect and monitor wear of lane striping,
parking stencils, arrows, and related
pavement markings
• Inspect weekly
• Assign subcontractor to refresh
pavement markings every two years
• Conduct spot repainting as needed
M
5.A.e
Packet Pg. 75 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +
Department of Transportation
Downtown Parking Facility Maintenance Matrix
Parking Division Fall 2022 (9/19/2022 Rev. 3)
9/23/2022 5
Parking Structure Access and Revenue Control Systems (PARCS)
Ken Edwards Center; Main Library; Civic Center, PS 1, 2, 4, 5, 6, 7, 8, 9 & 10
Service
Description Frequency Shift
Ticket and Pre-paid
Scanning Kiosks and
Pay-on-Foot Machines
Inspect, replace stock, repair damaged
customer interfaces, and conduct preventive
maintenance.
• Inspect once daily, 7 days/week
• Replace ticket stock and money
trays as needed,
• Conduct repairs as needed
1 & 2
Entry & Exit Gate arms Inspect and replace as need, daily • Inspect safe and proper operation
of gate arms
• Replace as needed
1 & 2
Ken Edwards Center
Parking Structure
Inspect and monitor PARCS machines
Inspect gate arms
• Once daily, 7 days/week
• Replace as needed
1 or 2
1 or 2
Main Library
Parking Structure
Inspect coin, cash, and credit card readers,
change dispensers
Inspect gate arms
• Once daily, 7 days a week
• Replace as needed
1 & 2
1 & 2
Civic Center
Parking Structure
Inspect coin, cash, and credit card readers,
change dispensers
Conduct incidental pan & broom clean up
Inspect Lighting, fire alarms, elevators
• Once daily, 7 days a week
• Once daily, 5 days a week
• Once daily, 5 days per week
1 or 2 or 3
M or 1
1, M
Cash and ticket pullers Inspect coin, cash, and credit card readers,
change dispensers
• Once daily, 7 days/week
• Replace/ repair as needed
1 or 2 or 3
Customer Interface,
Communication
equipment
Inspect voice, speaker, and pin-hole camera
communication system
• Once daily, 7 days/week 1
-End-
5.A.e
Packet Pg. 76 Attachment: DTSM FY22-23 Work Plan (update 9.23.22) (5141 : DTSM 2022-23 Budget and Work Plan +