DOWNTOWN CENTER BUSINESS IMPROVEMENT DISTRICT 2021 BOARD OF DIRECTORS

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DOWNTOWN CENTER BUSINESS IMPROVEMENT DISTRICT

2021 BOARD OF DIRECTORS

EXECUTIVE OFFICERS

BOARD MEMBERS Dan Coté—Chair

The BLOC

Robert Cushman—Past Chair

Brookfield

Peklar Pilavjian—Executive Vice Chair

Los Angeles United Investment Company

Barbara Bundy

FIDM

Adam Daneshgar

Langdon Street Capital

Evan Grobecker CommonWealth Partners Eric Grossman Equity Residential Simon Ha Downtown Resident Robert Hanasab

Robhana Group, Inc.

Niles Harris

InterContinental Los Angeles Downtown

Steven Hathaway

Los Angeles Athletic Club

Stacy Lieberman

The Broad

Joan McLane

Downtown Resident

Robert Morgan

Coretrust Capital Partners, LLC

Stuart Morkun

Mitsui Fudosan America, Inc.

Ken Pilgrim

Westin Bonaventure Hotel & Suites

Kevin Roberts

MacFarlane Partners

Glen Rosic

Rising Realty Partners

Helen Simmons

Omni Los Angeles Hotel

Mark Spector Onni Group Rick Vogel Related Urban Winston Yan Greenland USA ALTERNATES Travis Addison CommonWealth Partners Andrew Daneshgar

Langdon Street Capital

Peter Zen

Westin Bonaventure Hotel & Suites

Sauli Danpour—Treasurer

Xyvest Holdings, Inc.

Cari Wolk—Secretary

Athena Parking, Inc.

Suzanne Holley—President & CEO

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MEETING MATERIALS ARE AVAILABLE AT 600 WILSHIRE BLVD., SUITE 870. THANK YOU.

Note: In compliance with the Americans with Disabilities Act and its implementing regulations, the DCBID will provide reasonable accommodations upon request, which must be received 24 hours in advance of the desired meeting date. To request such an accommodation, please contact Kevin Thomas at 213-416-7534 or kthomas@downtownla.com.

Posted Friday, February 5, 2021

BOARD OF DIRECTORS MEETING

Teleconference Meeting

Call in: 213-338-8477 Meeting ID: 871-9162-3585 Password: 531278

Meeting Link: https://us02web.zoom.us/j/87191623585?pwd=VGM1U1c1NWZqS3ZrM3AzcFFWNGNsZz09

Wednesday, February 10, 2021 8:30 a.m. - 10:00 a.m.

AGENDA

I. CALL TO ORDER COTÉ

II. PROPERTY OWNER/PUBLIC COMMENT PERIOD ON POSTED AGENDA ITEMS COTÉ

III. REGIONAL CONNECTOR PRESENTATION – LA Metro HOLLEY

IV. DCBID BOARD MEMBERSHIP (ACTION) HOLLEY

a. Rick Vogel (Related Urban) - Confirmation

V. OPERATIONS STAFF RECOGNITIONS (ACTION) HOLLEY

VI. APPROVAL OF MINUTES: (ACTION) COTÉ

a. January 13, 2021

VII. APPROVAL OF FINANCIALS (ACTION) COTÉ

a. December 2020

VIII. DEPARTMENT REPORTS

a. Operations CASTRO

b. Marketing VAUGHN

c. Economic Development GRIFFIN

IX. CEO’S REPORT HOLLEY

X. OLD BUSINESS COTÉ

XI. NEW BUSINESS COTÉ

XII. PROPERTY OWNER/PUBLIC COMMENT PERIOD ON NON-POSTED AGENDA ITEMS COTÉ

XIII. NEXT MEETING – March 10, 2021 COTÉ

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Property Owner/Public

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Regional Connector

Presentation

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Operations Staff Recognitions

Lifesaving First Aid Administered to Gunshot Victim

On Wednesday, September 08, 2020 at approximately 10 p.m., DCBID Corporal Mayra Valle was conducting routine patrols in the area around FIGat7th when she heard gunfire from a nearby parking lot. Corporal Valle saw a silver Dodge Charger, with what appeared to be gun smoke coming from the driver side window. The vehicle then sped northbound on Figueroa running through multiple red lights. She noticed a man lying on the curb and made her way through the gathering crowd to help him. He had been shot in the abdomen and was bleeding profusely. Using items from her first aid kit, she began to apply pressure to the man’s wounds,

successfully stabilizing him until the LAFD arrived. At one point the victim began to panic, spit out blood, and shout that he was going to die. Corporal Valle remained calm, convinced the man to be still and reassured him letting him know that help was on the way. While Corporal Valle administered first aid, DCBID Lieutenant Ricardo Sanchez stepped in to both supervise the situation and manage the crowd until LAPD arrived. The LAFD arrived shortly thereafter and asked Corporal Valle to continue putting pressure on the wound as they asked the victim questions and conducted a quick evaluation before transporting him to the hospital.

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Operations Staff Recognitions

Safety Officers Help Elderly Lost Gentleman Return Home Safely

On Wednesday, January 27, 2021 around 2:45 p.m., DCBID Safety Officers Michael Rivera and Melvin Morataya were patrolling near the corner of 9th and Hill Streets when they were flagged

down by an elderly Korean man who said he was lost. Officers Rivera and Morataya tried to find out where he lived but the man spoke very little English and couldn’t answer their questions. Thankfully, a Korean-speaking citizen was walking by and stepped in to help by translating for them. After some questioning, the officers learned that the man lived nearby at 740 S. Olive, but that he suffered from Alzheimer's disease and could not find his way home. While they stayed with the man, additional DCBID Safety officers went to notify his family then brought his wife and his caretaker to see him. The team then accompanied the three of them back home to their residence. According to the man’s wife, the last time he went missing he was found in an entirely different city, so she was very thankful to the DCBID Safety Officers for assisting her husband despite the language barrier and helping him return home safely.

Michael Rivera Melvin Morataya

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Operations Staff Recognitions

DCBID Team Members Respond Rapidly to Assist Gunshot Victim, LAPD

On Thursday, February 4, 2021 at approximately 3 p.m., DCBID Maintenance Sweeper Rashid Franklin heard gunfire at 7th and Hill Streets and placed a radio call. DCBID Safety Team

members Lieutenant Ricardo Sanchez and Senior Sergeant Ricardo Sifuentes heard the call and responded quickly, grabbing a first aid kit and running towards the location. Lieutenant Sanchez and Senior Sergeant Sifuentes were the first to arrive on the scene and found a man lying on the ground with a gunshot injury to his left arm. Lieutenant Sanchez immediately used his first aid training and applied pressure on the victim’s arm, stabilizing his wound, while Senior

Sergeant Sifuentes secured the area and provided crowd control. LAPD officers arrived minutes later and asked DCBID safety officers to stay and assist with pedestrian foot traffic and the crowd while they conducted their investigation. When DCBID Safety Officer Francisco Nova arrived to assist, he noticed a bullet shell casing on a curb nearby. He stood by to protect it until LAPD could be notified and the crime scene expanded to retrieve the evidence. Later, they found out that the crime had occurred where the shell casing was found. The DCBID team members reacted swiftly to the emergency situation, from the initial radio call to the response from the Safety Team, who were quick to arrive on site, administer first aid to the victim, and assist the LAPD with the crime scene.

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Operations Staff Recognitions

Safety Officers Reunite Lost Elderly Woman with Family

On Monday, February 8, 2021 around 9:30 p.m., DCBID Safety Officers Juan Juarez and Jacob Aguirre were patrolling the area of 4th and Broadway when they encountered an elderly

Hispanic woman who appeared disoriented and lost. She did not seem to know where she was or how she got there. Officers Juarez and Aguirre tried to get more information but the woman could not provide many details, only that she lived somewhere in Rancho Cucamonga. By guiding her into pulling out her cell phone and helping her go through the contact list, the officers were able to help the woman call a family member. Her daughter-in-law answered the phone and told the officers that her mother-in-law had just been discharged from the hospital after neck surgery and had not been taking her medication, resulting in memory loss. Officers Juarez and Aguirre gave the daughter-in-law their location then waited with the woman for an hour, giving her water to drink and keeping her company until her family picked her up. They were very thankful to the DCBID officers for helping the woman and keeping her safe until their arrival.

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Downtown Center Business Improvement District BOARD OF DIRECTORS MEETING

January 13, 2021 Board of Directors

Dan Coté, Robert Cushman, Adam Daneshgar, Andrew Daneshgar, Sauli Danpour, Evan Grobecker, Eric Grossman, Simon Ha, Stephen Hathaway, Suzanne Holley, Joan McLane, Robert Morgan, Stuart Morkun, Peklar Pilavjian, Ken Pilgrim, Cari Wolk, Winston Yan

Absent

Barbara Bundy, Robert Hanasab, Stacy Lieberman, Helen Simmons, Mark Spector, Rick Vogel

Staff

Michael Ashkenasi, Kevin Begovich, Annie Canada, Jorge Castro, Michael Filson, Nick Griffin, Cole Judge, Gerald Pierce, Elan Shore, Kevin Thomas, Jacqueline Vaughn

Guests

Niles Harris, Kevin Roberts, Glen Rosic

CALL TO ORDER

Coté called the meeting to order at 8:40 AM with a quorum.

PROPERTY OWNER/PUBLIC COMMENT PERIOD ON POSTED AGENDA ITEMS: None. CHANGE TO DCBID BOARD SEATS

Griffin introduced Niles Harris, General Manager, InterContinental Los Angeles Downtown.

Holley asked for a motion to approve the election of Niles Harris as a Board member. Pilavjian made a motion to approve. Pilgrim seconded and the motion was approved.

Griffin introduced Kevin Roberts, Senior Vice President, Development, MacFarlane Partners.

Holley asked for a motion to approve the election of Kevin Roberts as a Board member. Pilgrim made a motion to approve. Hathaway seconded and the motion was approved.

Griffin introduced Glen Rosic, Vice President, Asset Management & Development, Rising Realty Partners.

Holley asked for a motion to approve the election of Glen Rosic as a Board member. Ha made a motion to approve. Cushman seconded and the motion was approved.

APPROVAL OF MINUTES

Coté asked for a motion to approve the December 9, 2020 minutes. Pilgrim made a motion to approve as presented. Ha seconded and the motion was approved.

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ELECTION OF BOARD SLATE

Executive Committee:

Dan Coté—Chair, Peklar Pilavjian—Executive Vice-Chair, Robert Cushman–Past Chair, Cari Wolk—Secretary, Sauli Danpour—Treasurer, Suzanne Holley—President & CEO

Board Members:

Barbara Bundy, Adam Daneshgar, Evan Grobecker, Eric Grossman, Simon Ha, Robert Hanasab, Niles Harris, Steven Hathaway, Stacy Lieberman, Joan McLane, Robert Morgan, Stuart Morkun, Ken Pilgrim, Kevin Roberts, Glen Rosic, Helen Simmons, Mark Spector, Winston Yan

Board Alternates:

Travis Addison (Alternate for Evan Grobecker), Andrew Daneshgar (Alternate for Adam Daneshgar), Peter Zen (Alternate for Ken Pilgrim)

Holley asked for a motion to approve the election of the Board slate. Wolk made a motion to approve as presented. Cushman seconded and the motion was approved.

APPROVAL OF FINANCIALS

Ashkenasi presented the November 2020 financials noting that net change in assets to date was $493K. The projected 2020 year-end rollover is anticipated to be approximately $715K once December 2020 expenses have been accrued. Ashkenasi reviewed department expenditures, noting that all departments had a favorable variance.

Holley asked for a motion to approve the November 2020 financials. Danpourmade a motion to approve as presented. Morganseconded and the motion was approved.

CEO’S REPORT

Holley reported:

RHF Housing – Our response was filed with the California Supreme Court on January 11, 2021. The next step is to wait for court dates. It is anticipated that this lawsuit will continue through 2021.

• 2021 Presidential Inauguration – As the Presidential Inauguration approaches, we are closely monitoring Downtown activity and will employ the same protocols used for the election.

• Councilmember Kevin de León – We are working with Councilmember de León’s office to have Councilmember de León attend an upcoming board meeting.

• COVID-19 Vaccinations – DCBID Clean and Safe team members are included in the first phase of vaccine distribution and are tentatively scheduled to receive the vaccination in the beginning February.

• Department Reports – Griffin provided highlights of the department reports. He noted that Operations has maintained clean and safe measures throughout the District and a clean-up task force has focused on lower Grand Avenue. The Marketing team had a successful DTLA for the Holidays campaign, including an online sweepstakes to win gift boxes from DTLA retailers. The Economic Development team has focused on the DTLA Recovery Compass study, which tracks sentiments and behaviors of DTLA residents

throughout the pandemic. The Q3 Market Report was published and received coverage in various business publications. The DTLA: Today Meets Tomorrow streetlight banners program has been successfully launched. 29 banners were installed from Oct-Dec and an additional 49 banners were installed at the end of December. Additional banners are scheduled to be installed in 2021.

DTLA Re.Imagined – Griffin reported the DTLA Re.Imagined campaign is a major initiative for 2021. It consists of a series of events and activations exploring the Downtown Center’s future, including a custom website, symposium, and street show displaying banners and public art installations throughout the District.

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OLD BUSINESS: None. NEW BUSINESS:None.

PROPERTY OWNER/PUBLIC COMMENT PERIOD ON NON-POSTED AGENDA ITEMS: None. NEXT MEETING: The next meeting is on February 10, 2021.

ADJOURNMENT: The meeting was adjourned at 9:30 AM.

**Pursuant to California Executive Order #N-29-20 dated March 17, 2020, the Downtown Center Business Improvement District Board of Directors conducted its meeting via teleconferencing. The meeting was accessible telephonically and electronically to all members of the public seeking to observe and address the Board.

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F

inancials

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FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)

Actual Budget Actual less Budget Actual Budget Actual less Budget

TOTAL ASSESSMENT REVENUES 53,311 34,659 18,652 7,156,363 7,308,249 (151,886)

TOTAL DEPARTMENT EXPENDITURES 887,914 1,024,927 137,013 7,811,101 8,548,403 737,302

NET SURPLUS/(DEFICIT) FROM OPERATIONS (834,604) (990,268) 155,665 (654,738) (1,240,154) 585,416

TOTAL OTHER INCOME (EXPENSE) (507) 1,405 (1,912) 74,466 23,560 50,906

NET CHANGE IN ASSETS (835,110) (988,863) 153,753 (580,272) (1,216,594) 636,322

SUMMARY OF EXPENDITURES BY DEPARTMENT:

FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)

DEPARTMENT Actual Budget Actual less Budget Actual Budget Actual less Budget

PUBLIC SAFETY 240,961 211,736 (29,225) 2,325,322 2,506,211 180,889 MAINTENANCE 214,549 198,140 (16,409) 2,396,760 2,406,954 10,194 BID ACTION 19,806 19,478 (328) 126,834 283,728 156,894 MARKETING 129,384 125,833 (3,551) 1,025,724 1,075,699 49,975 ECONOMIC DEVELOPMENT 162,189 99,749 (62,440) 922,963 937,059 14,096 ADMINISTRATION 121,025 369,991 248,966 1,013,498 1,338,752 325,254

TOTAL DEPARTMENT EXPENDITURES 887,914 1,024,927 137,013 7,811,101 8,548,403 737,302

OTHER INCOME (EXPENSE)

FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)

Actual Budget Actual less Budget Actual Budget Actual less Budget

INTEREST INCOME 0 5 (5) 6 60 (54)

DIVIDEND INCOME 23 1,000 (977) 1,627 12,000 (10,373)

INTEREST INCOME - SPECIAL ASSESSMENTS 0 0 0 26,085 5,500 20,585

OTHER INCOME 0 0 0 39,627 0 39,627

NET CONTRACT SERVICES SURPLUS/(DEFICIT) (530) 400 (930) 7,121 6,000 1,121

TOTAL OTHER INCOME (EXPENSE) (507) 1,405 (1,912) 74,466 23,560 50,906

SUMMARY OF EMPLOYEE COSTS:

FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)

Actual Budget Actual less Budget Actual Budget Actual less Budget

WAGES & SALARIES 226,318 228,713 2,395 1,411,101 1,411,101 0

PAYROLL TAXES 10,497 16,009 5,512 95,518 95,518 0

MEDICAL INSURANCE 8,186 7,538 (648) 71,892 71,892 0

WORKERS COMP INSURANCE 1,714 1,945 231 20,332 20,332 0

401(k) EMPLOYER CONTRIBUTIONS 8,797 1,303 (7,494) 41,490 41,490 0

STAFF PARKING 750 1,200 450 9,720 9,720 0

TOTAL EMPLOYEE COSTS 256,262 256,708 446 1,650,053 1,650,053 0

Current Month Current Month Current Month Year to Date Year to Date Year to Date DOWNTOWN CENTER BID

REVENUE & EXPENSE ANALYSIS SUMMARY FOR THE YEAR ENDED

DECEMBER 31, 2020

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Statement of Financial Position with Prior Month Downtown Center BID

Statement of Financial Position

Downtown Center BID

As of December 31, 2020

NOV 30, 2020 DEC 31, 2020

Assets

Current Assets

Checking & Savings 1,398,929 597,892

Merrill Lynch Investment A/c 532,222 532,245

Accounts Receivable 123,115 58,368

Other Receivables 3,628 3,628

Security Deposits 46,363 34,242

Cash Advance 1,115 1,115

Prepaid Expenses 99,545 111,405

Total Current Assets 2,204,917 1,338,895

Fixed Assets Fixed Assets Automobiles 290,687 290,687 Computer Equipment 60,867 60,867 Leasehold Improvements 79,962 91,192 Maintenance Equipment 121,226 121,226 Office Equipment 95,755 95,755 Safety Equipment 360,311 360,311

Total Fixed Assets 1,008,808 1,020,037

Accumulated Depreciation (874,460) (879,957)

Net Fixed Assets 134,347 140,081

Total Assets 2,339,265 1,478,975

Liabilities and Net Assets

Liabilities

Current Liabilities

Accounts Payable 513,911 506,705

Accrued Expenses 134,852 117,840

Deferred Rent Liability 138,843 138,577

Lease Incentive 30,933 30,604

Mass Transit Liability 1,930 2,000

401k Payable 5,649 5,212

Total Current Liabilities 826,118 800,938

Total Liabilities 826,118 800,938

Net Assets

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Statement of Financial Position

NOV 30, 2020 DEC 31, 2020

Statement of Financial Position with Prior Month Downtown Center BID

Increase (Decrease) in Net Assets 254,838 (580,272)

Total Net Assets 1,513,147 678,037

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Cash flows from operating activities:

Change in net assets (835,110)

Adjustments to reconcile changes in net assets to net cash provided by operating activities:

Depreciation 5,497

Changes in assets and liabilities:

(Increase)/decrease in receivables 64,747 (Increase)/decrease in prepaid expenses (11,860) (Increase)/decrease in other current assets 12,121

Increase/(decrease) in payables (7,206)

Increase/(decrease) in accruals (17,012)

Increase/(decrease) in other current liabilities (962)

Net cash provided/(used) by operating activities (789,785)

Cash flows from investing activities:

Purchase of fixed assets (11,229)

Net cash provided/(used) in investing activities (11,229)

Net increase/(decrease) in cash (801,014)

Cash, beginning of period 1,931,151

Cash, end of period 1,130,137

DOWNTOWN CENTER BID STATEMENT OF CASH FLOWS FOR THE MONTH OF DECEMBER 2020

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Revenue & Expense - Public Safety 2019 Downtown Center BID

Revenue & Expense Analysis - Public Safety

Downtown Center BID

For the month ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Public Safety

Personnel 14,004 11,618 (2,386) 62,624 86,457 23,833

Facilities 11,890 11,200 (690) 135,563 136,300 737

Administration 4,501 4,762 261 56,226 55,311 (915)

Program

Repairs & Maintenance (Facilities) 354 225 (129) 4,087 3,000 (1,087)

Storage 190 180 (10) 2,282 2,160 (122)

Sponsorship - - - - 750 750

Radio Equipment Maintenance 590 595 5 9,102 5,740 (3,362)

Equipment Maintenance 2,202 3,000 798 8,675 12,000 3,325

Vehicle Expenses 1,536 1,608 72 17,257 20,000 2,743

Janitorial Supplies 218 - (218) 3,509 2,000 (1,509)

Uniforms 1,079 1,250 171 6,405 5,000 (1,405)

Security Guard Medical Insurance 4,968 4,325 (643) 54,357 47,850 (6,507) Security Services 188,003 158,697 (29,306) 1,783,236 1,978,206 194,970

Security Guard Equipment 409 500 91 28,584 7,750 (20,834)

Security Staff Training 740 2,000 1,260 7,072 10,000 2,928

Insurance 1,470 1,586 116 20,827 19,032 (1,795)

Security Guard Parking 3,875 4,400 525 36,056 52,800 16,745

Depreciation Expense 1,692 1,740 48 18,870 20,880 2,010

Public Relations 3,000 3,000 - 36,000 36,000

-Travel - - - - 675 675

IDA Conference - - - 125 500 376

Meetings/Meals 239 1,050 811 1,178 3,800 2,622

Special Projects - Man-Maint - - - 33,288 - (33,288)

Total Program 210,565 184,156 (26,409) 2,070,908 2,228,143 157,235

Total Public Safety 240,960 211,736 (29,224) 2,325,322 2,506,211 180,889

Note

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Revenue & Expense - Maintenance 2019 Downtown Center BID

Revenue & Expense Analysis - Maintenance

Downtown Center BID

For the month ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Maintenance

Personnel 25,676 23,279 (2,397) 135,160 179,303 44,143

Facilities 6,167 5,715 (452) 69,985 69,600 (385)

Administration 3,671 4,045 374 43,740 43,407 (333)

Program

Repairs & Maintenance (Facilities) 354 325 (29) 4,100 4,200 100

Storage 190 180 (10) 2,282 2,160 (122)

Radio Equipment Maintenance 590 595 5 9,102 5,740 (3,362)

Vehicle Expenses 3,504 4,355 851 40,860 46,405 5,545 Janitorial Supplies 218 - (218) 3,509 2,000 (1,509) Uniforms - Chrysalis 1,079 500 (579) 5,749 2,000 (3,749) Maintenance Services 149,627 140,673 (8,954) 1,706,596 1,756,088 49,492 Equipment Maintenance 1,473 1,350 (123) 22,080 16,200 (5,880) Sweeper Lease 5,446 5,500 55 64,297 66,000 1,703

Dist Maint Materials 3,096 - (3,096) 45,754 26,000 (19,754)

Misc. Field Maint. - - - 47,808 16,000 (31,808)

Insurance 1,136 1,235 99 15,759 14,820 (939)

Chrysalis Trash Disposal Fees 5,708 4,250 (1,458) 62,704 51,000 (11,704)

Power Washings 4,410 2,500 (1,910) 29,880 30,000 120 Depreciation Expense 2,013 2,738 725 22,730 32,856 10,126 Special Projects - - - 63,635 40,000 (23,635) Travel - - - - 675 675 IDA Conference - - - 125 500 376 Meetings/Meals 192 900 708 905 2,000 1,095 Total Program 179,035 165,101 (13,934) 2,147,875 2,114,644 (33,231) Total Maintenance 214,549 198,140 (16,409) 2,396,760 2,406,954 10,194 Note

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Revenue & Expense - BID Action 2019 Downtown Center BID

Revenue & Expense Analysis - BID Action

Downtown Center BID

For the month ended December 31, 2020

Department is 030 - BID Action.

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

BID Action

Program

Telecommunications 75 80 5 674 960 286

Vehicle Expenses - 50 50 - 600 600

Consulting Services 17,594 18,098 504 122,517 217,168 94,651 PATH Supplies and Consumables 2,137 1,250 (887) 3,643 15,000 11,357

Homeless Outreach Pilot - - - - 50,000 50,000

Total Program 19,806 19,478 (328) 126,834 283,728 156,894

Total BID Action 19,806 19,478 (328) 126,834 283,728 156,894

Note

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Revenue & Expense - Marketing Downtown Center BID

Revenue & Expense Analysis - Marketing

Downtown Center BID

For the month ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Marketing Personnel 64,560 63,550 (1,010) 465,850 456,580 (9,270) Administration 2,239 2,107 (132) 29,001 25,671 (3,330) Program Storage 871 887 16 10,004 10,084 80 Consulting Services 4,600 4,600 - 56,731 55,200 (1,531) Newsletter - - - 7,460 10,000 2,540 Annual Report - - - 14,261 10,000 (4,261)

Certified Folder Display 879 825 (54) 10,550 9,900 (650)

Area Map - - - - 26,750 26,750

Website & Digital Platforms 11,188 810 (10,378) 86,026 33,080 (52,946)

Downtown Welcome Bags - - - 12,896 10,000 (2,896)

Travel - - - - 1,500 1,500

Meetings/Meals 362 150 (212) 1,631 1,800 169

Halloween Event - - - 15,314 13,000 (2,314)

Dog Day Event - - - 4,985 8,000 3,015

Advertising - General 224 11,000 10,776 77,789 156,000 78,211

Holiday Events - 10,000 10,000 50 10,000 9,950

Holiday Advertising 32,162 11,000 (21,162) 36,810 19,000 (17,810)

BBQ Appreciation Event - - - 20,739 30,000 9,261

Summer in the City - - - 48,240 27,500 (20,740)

Ambassador Program 9,456 11,404 1,948 110,753 130,134 19,381 Downtown Resident Outreach 1,421 5,000 3,579 9,841 20,000 10,159 Downtown Business Outreach 1,421 4,500 3,079 5,796 10,500 4,704

IDA Conference - - - 996 1,000 4

Total Program 62,585 60,176 (2,409) 530,873 593,448 62,575

Total Marketing 129,384 125,833 (3,551) 1,025,724 1,075,699 49,975

Note

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Revenue & Expense - Econ Dev 2019 Downtown Center BID

Revenue & Expense Analysis - Economic

Development

Downtown Center BID

For the month ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Economic Development

Personnel 65,390 64,683 (707) 429,925 446,636 16,711

Administration 2,282 2,198 (84) 32,537 26,547 (5,990)

Program

Consulting Services 1,600 1,600 - 19,200 19,200

-Econ. Research & Subscriptions 5,506 1,458 (4,048) 64,558 32,996 (31,562)

Public Relations 3,000 3,000 - 37,551 36,000 (1,551)

Residential Development And Living 4,958 1,000 (3,958) 5,548 66,000 60,452

Travel - - - 613 2,700 2,087

Developer / Investor / Outreach &

Tours 13,510 3,750 (9,760) 52,692 30,000 (22,692)

Tradeshows & Conference - 1,000 1,000 8,000 12,000 4,000

IDA Conference - - - 747 2,000 1,253

Meetings/Meals - 250 250 243 3,000 2,757

Memberships - - - - 220 220

Office Sector Development 9,958 - (9,958) 58,569 71,500 12,931

Hospitality 14,878 - (14,878) 14,878 10,000 (4,878)

Placemaking 28,345 20,000 (8,345) 100,182 49,000 (51,182)

Retail - - - 29,163 66,500 37,337

Arts and Culture - - - 10,298 45,000 34,703

Website & Digital Platforms 12,761 810 (11,951) 58,260 17,760 (40,500)

Total Program 94,517 32,868 (61,649) 460,501 463,876 3,375

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Revenue & Expense - Admin 2019 Downtown Center BID

Revenue & Expense Analysis - Administration

Downtown Center BID

For the year ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Administration

Personnel 86,632 93,581 6,949 567,490 581,552 14,062

Facilities 12,923 13,793 870 155,828 159,509 3,681

Office

Bank Service Fees 51 100 49 1,190 1,200 10

Computer Support 2,383 2,534 151 26,928 24,298 (2,630)

Equipment Rental & Usage 249 1,231 982 6,954 4,721 (2,233)

Postage 172 100 (72) 788 1,200 412

Publications & Subscriptions 44 150 106 1,291 1,300 9

Office Supplies 391 350 (41) 2,106 4,200 2,094

Kitchen Supplies - 400 400 1,405 4,800 3,395

Office Expense 352 450 98 2,087 5,450 3,363

Telecommunications 741 475 (266) 6,098 5,700 (398)

Payroll Processing Fees 697 500 (197) 7,096 6,000 (1,096)

Total Office 5,081 6,290 1,209 55,942 58,869 2,927

Program

Insurance 2,746 2,171 (575) 31,337 26,052 (5,285)

Depreciation Expense 1,791 1,590 (201) 19,686 19,080 (606)

Accounting Services 5,517 5,517 - 66,292 66,204 (88)

Audit & Tax 2,150 1,995 (155) 25,810 23,940 (1,870)

Legal 2,530 4,167 1,637 27,407 50,000 22,593

Bad Debt Expense - 235,630 235,630 - 235,630 235,630

Special Projects 400 4,166 3,766 7,920 50,000 42,080

City & County Admin Fees - - - 35,994 35,405 (589)

Meetings/Meals 54 650 596 2,618 7,800 5,182 IDA Conference - - - 747 2,000 1,253 Memberships 1,200 - (1,200) 16,289 18,620 2,331 Travel - 441 441 140 4,091 3,951 Total Program 16,388 256,327 239,939 234,239 538,822 304,583 Total Administration 121,025 369,991 248,966 1,013,498 1,338,752 325,254

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Revenue & Expense - Contract Services 2019 Downtown Center BID

Revenue & Expense Analysis - Contract Services

Downtown Center BID

For the month ended December 31, 2020

DEC 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Contract Service Revenue

Contract Revenue 4,900 10,720 (5,820) 106,671 142,640 (35,969)

Total Contract Service Revenue 4,900 10,720 (5,820) 106,671 142,640 (35,969)

Contract Services

Program

Dist Maint Materials - 943 943 11,953 25,316 13,363

Maintenance & Security Services 5,430 9,377 3,947 87,597 111,324 23,727

Total Program 5,430 10,320 4,890 99,550 136,640 37,090

Total Contract Services

Expenses 5,430 10,320 4,890 99,550 136,640 37,090

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Operations Report

January 2021

The DCBID safety, clean, and PATH homeless outreach teams strive to uphold the high standards of the District and improve quality-of-life issues.

The essential safety, cleaning, and homeless outreach services the DCBID provides continued under the state stay at home order.

Safety Services:

We contract safety services through Allied Universal Security (AUS). Patrol services are provided 24 hours a day, seven days a week.

AUS conducted training on the following topics: • Perishable Skills Training

Advanced Customer Service COVID-19 Briefings

• Advanced Baton/OC and handcuffing training • BSIS Baton/OC certification

Services from the safety team were up significantly this month, with Total Call Responses above 10,000 monthly for the first time since the summer.

See the trending report at the end of this operations report for additional details on safety services provided and Part I (violent) crime statistics.

Clean Team:

We contract maintenance services through Chrysalis, a neighborhood non-profit organization that offers transitional employment opportunities to the homeless and economically disadvantaged.

The maintenance team provided substantial services this month:

The number of calls to wash down sidewalks was up 83% compared to December and up 298% since October.

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• There were also 117 work orders placed to the City through 311 – more than September through December combined

See the trending report at the end of this operations report for additional detail on maintenance services provided.

BID Action:

On October 1, 2020, the DCBID extended contract services with PATH (People Assisting the Homeless) for another year. PATH provides two full-time, mobile homeless outreach teams.

Homeless encampments throughout the District continue to grow following the

suspension by the Los Angeles City Council of the ordinance that requires tents to be taken down during the day as long as COVID-19 emergency measures are in place. PATH continued to address any noted health issues and facilitate placement into the housing resources that have become available in response to COVID.

See the trending report at the end of this operations report for additional detail on PATH services provided.

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Call Type (Safety) Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21

Dispatch Calls from District 2,220 1,847 1,726 2,173 1,884 2,145 2,358 2,308 2,164 1,519 1,869 2,004

Self-Initiated 7,500 5,978 6,326 6,297 8,262 8,227 8,122 5,677 7,148 8,328 6,875 8,272

Total call response 9,720 7,825 8,052 8,470 10,146 10,372 10,480 7,985 9,312 9,847 8,744 10,276

Merchant Contacts 1,449 488 5 1 7 3 1 0 6 53 24 690

Wellness Checks 603 379 240 218 268 297 300 280 888 903 859 724

Citizen Assists 125 52 47 61 63 74 111 82 44 83 85 219

Trespassing 1,703 1,253 1,005 1,063 964 1,377 1,525 1,537 1,673 1,759 1,711 1,774

Call Type (Maintenance) Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21

Trash Bags Collected 6,562 5,035 4,120 4,758 6,529 6,817 6,831 6,405 5,097 4,909 5,199 5,349

Tons of Trash 70 69 55 70 92 82 35 41 41 44 34 36

Graffiti Removed 543 627 561 1,351 2,027 1,521 1,380 1,718 3,234 2,513 1,832 2,336

Sidewalk Wash Downs 851 445 988 927 1,216 1,284 1,632 1,553 1,274 1,812 2,079 3,797

Special Clean Up Requests 706 465 520 542 730 1,183 1,114 692 824 743 685 1,013

City Work Orders Placed 21 13 9 53 15 12 67 18 21 40 16 117

PATH Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20 Sep 20 Oct 20 Nov 20 Dec 20 Jan 21

Unduplicated Contacts 54 51 71 52 37 67 68 70 66 37 37 **

Services Provided 236 320 414 382 359 420 411 297 562 402 199 **

CES Assessments Completed 14 11 24 14 15 12 14 12 27 15 14 **

**Full month stats are still being finalized

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DOWNTOWN CENTER PART I CRIME 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG Homicide 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 1 0 1 N.C.* 1 0 1 N.C.* 1 0 1 N.C.* Rape 1 (121/122) 0 0 0 N.C.* 1 2 -1 -50.0% 0 0 0 N.C.* 0 0 0 N.C.* 1 2 -1 -50.0% 1 2 -1 -50.0% Rape 2 (815/820/821) 0 0 0 N.C.* 1 0 1 N.C.* 0 0 0 N.C.* 0 1 -1 -100.0% 1 1 0 0.0% 1 2 -1 -50.0% Robbery 1 1 0 0.0% 2 3 -1 -33.3% 3 7 -4 -57.1% 2 0 2 N.C.* 8 11 -3 -27.3% 9 12 -3 -25.0% Aggravated Assaults 4 4 0 0.0% 4 8 -4 -50.0% 4 0 4 N.C.* 6 0 6 N.C.* 18 12 6 50.0% 19 13 6 46.2%

Total Violent Crimes 5 5 0 0.0% 8 13 -5 -38.5% 7 7 0 0.0% 9 1 8 800.0% 29 26 3 11.5% 31 29 2 6.9%

Burglary 7 1 6 600.0% 0 0 0 N.C.* 2 3 -1 -33.3% 1 0 1 N.C.* 10 4 6 150.0% 11 4 7 175.0%

Grand Theft Auto (GTA) 5 0 5 N.C.* 5 1 4 400.0% 3 2 1 50.0% 1 0 1 N.C.* 14 3 11 366.7% 15 3 12 400.0%

BTFV 8 5 3 60.0% 7 5 2 40.0% 4 3 1 33.3% 3 14 -11 -78.6% 22 27 -5 -18.5% 23 31 -8 -25.8%

Grand Theft from Person (GTP) 0 4 -4 -100.0% 1 4 -3 -75.0% 0 0 0 N.C.* 1 2 -1 -50.0% 2 10 -8 -80.0% 2 10 -8 -80.0%

Other Theft 8 20 -12 -60.0% 4 16 -12 -75.0% 9 28 -19 -67.9% 5 19 -14 -73.7% 26 83 -57 -68.7% 27 93 -66 -71.0%

Total Property Crimes 28 30 -2 -6.7% 17 26 -9 -34.6% 18 36 -18 -50.0% 11 35 -24 -68.6% 74 127 -53 -41.7% 78 141 -63 -44.7%

Total Part I Crimes 33 35 -2 -5.7% 25 39 -14 -35.9% 25 43 -18 -41.9% 20 36 -16 -44.4% 103 153 -50 -32.7% 109 170 -61 -35.9%

DOWNTOWN CENTER

PART II CRIME 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG 2021 2020 #CHG %CHG

Kidnapping 0 0 0 N.C.* 1 0 1 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 1 0 1 N.C.* 1 0 1 N.C.*

Other Sex Crimes 0 2 -2 -100.0% 0 9 -9 -100.0% 0 4 -4 -100.0% 0 0 0 N.C.* 0 15 -15 -100.0% 0 15 -15 -100.0%

Vandalism 6 5 1 20.0% 0 3 -3 -100.0% 7 5 2 40.0% 1 6 -5 -83.3% 14 19 -5 -26.3% 14 21 -7 -33.3%

Other 5 11 -6 -54.5% 10 22 -12 -54.5% 4 19 -15 -78.9% 8 14 -6 -42.9% 27 66 -39 -59.1% 32 72 -40 -55.6%

Other: Battery (CC 624) 2 2 0 0.0% 4 11 -7 -63.6% 2 10 -8 -80.0% 3 7 -4 -57.1% 11 30 -19 -63.3% 13 33 -20 -60.6%

Total Part II Crimes 11 18 -7 -38.9% 11 34 -23 -67.6% 11 28 -17 -60.7% 9 20 -11 -55.0% 42 100 -58 -58.0% 47 108 -61 -56.5%

01/24 to 01/30 01/17 to 01/23 01/10 to 01/16 01/03 to 01/09 4 WEEK TOTALS YEAR TO DATE TOTALS

01/24 to 01/30 01/17 to 01/23 01/10 to 01/16 01/03 to 01/09 4 WEEK TOTALS YEAR TO DATE TOTALS

For Internal Use Only

LOS ANGELES POLICE DEPARTMENT

Central Area - Business Improvement Districts

Part I & II Crimes Year to Date 01/30/21

STATS ARE BY RDs ONLY AND WILL INCLUDE OTHER DIVISIONS

Prepared by Central CAD 2/3/2021

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Marketing & Communications Report

January 2021

PR

The DCBID had three media placements in January. Nick Griffin was quoted in two separate articles about the pandemic’s impact on Downtown’s market. The Bisnow interview and article focused on the pandemic’s impact on retail and restaurants, and the DCBID facilitated interviews with local District businesses, Pez Cantina and Petit Peso, who were also quoted in the article. Nick’s interview for the Los Angeles Business Journal focused on the pandemic’s impact on the office market. The 3rd article

placement was also in the Los Angeles Business Journal, which referenced the DCBID’s quarterly market report in its topic about the $91M sale of the Greyhound station.

Website

DowntownLA.com website traffic had 20,233 users and 22,612 sessions during

January, which was 28% fewer users than the same time in 2020. This is similar to the decline we’ve seen post-Covid, particularly when we are not running any significant paid campaigns to the website, which we did not do in January. Organic search is the largest traffic source to the website, with 78% of the total traffic in January coming from search engines. The DCBID has completed its 6-month SEO initiative, and we’ve seen notable results with search traffic up 18.35% in the second half of 2020 over the first half of 2020, and the number of keyword rankings for DowntownLA.com has increased 21.4% since work began in July.

Social Media

We did not run any paid ads on social media in January because the Holidays campaign ended on New Year’s Day, and we chose to stop our paid dining ads until after the stay-at-home order was lifted. However, social media continues to be an ideal channel to reach a large, targeted audience. With large audiences on all three platforms (Twitter = 39,351, Facebook = 44,235, Instagram = 55,850), our social posts reach hundreds of thousands of people every month, with over 408,000 organic impressions combined across all our social channels in January.

Meetings

The DCBID held its monthly DTLA Marketing Roundtable virtually, giving local businesses and organizations an opportunity to connect with the DTLA business community. There were over 40 attendees at the January meeting, which focused on important resources available to businesses and individuals. The group also heard presentations from the Super Bowl Business Connect program and the team at Viva LA.

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Downtown Guides Program

The Downtown Guides continue to support the District with outreach to businesses, residents, and visitors, although to a lesser extent than prior to the coronavirus outbreak since activity has lessened in Downtown LA. The Guides also assisted with prepping gift boxes for our holiday campaign giveaway that were shipped in January.

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Economic Development Report

January 2021

DTLA RE.imagined

This initiative will consist of a series of events, activations, and exhibits exploring the future of the Downtown Center, with the goal of generating ideas, engagement, and enthusiasm for DTLA’s recovery and revitalization. The initiative is based on our 2020 Placemaking Study, and features a special section on our website, a virtual symposium, and a public art exhibition in locations around the District. The first “Street Show”

installation is a 50’ banner adorning construction fencing at the vacant Casey’s Pub location on Grand Avenue, which not only promotes the initiative, but beautifies the street and deters graffiti. A second “Street Show” installation at the Los Angeles Athletic Club spans the corner of 7th & Olive to Mercury Court. The website is live, and the

Symposium is planned for May 2021, with marketing for the initiative to begin in March.

DTLA Virtual: Development Tour

Arising from our current inability to conduct in-person tours, we have developed a virtual tour platform to promote the District to investors, developers, and prospective office, retail, and residential tenants. This platform will also provide the BID with a tool to showcase DTLA nationally and globally. The DTLA Virtual: Development Tour is being planned as the first offering and will be launched on February 18, 2021, in a DCBID webinar in coordination with the release of the Q4 2020 end-of-year DTLA Market Report. The DCBID is also partnering with Bisnow to offer an initial preview on February 16, 2021, via Bisnow’s Future of DTLA event.

Recovery Compass Tracking Study

This ongoing tracking study will continue through at least February, gauging a range of issues, trends, and sentiments for information and insights that can inform our recovery programs and local businesses' efforts. We are also adding findings from qualitative interviews. In January, the Economic Development team explored ways to evolve the questionnaire in response to shifting situations related to the pandemic. The next wave will go live in the first week of February and will look to see how perspectives have changed in response to major developments that occurred over the past eight weeks.

Business Engagement Program

To address the ongoing challenges facing our local businesses, we continued our program of in-person, high-touch outreach to restaurants and retailers in our District. This effort aims to provide information and resources and help the DCBID assess what kinds of initiatives and programs to undertake to achieve maximum benefit to the local business community. The Economic Development team is now pivoting towards ways to engage the office community.

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CRM Database

The DCBID implemented and commenced a customer relationship management (CRM) database to improve BID programs and processes. The CRM is a robust, centralized database that is essential for relationship management and will inform strategic

economic development strategies, marketing and communications targeting, event and campaign tracking, and reporting across all organization levels.

Streetlight Banners

To inspire, beautify, and promote the District as we move toward recovery, the DCBID continues its streetlight banner program with the theme of DTLA: Today Meets

Tomorrow. The first round of 29 banners (October 1, 2020 to December 31, 2020) and the second round of 41 banners (December 31, 2020 to March 31, 2021) were installed in strategic locations around the District. Additional locations have been secured

through the end of 2021.

Placemaking Study + Downtown Sidewalk Solutions Toolkit

We completed work on our 2020 Placemaking Study with DTLA-based architecture firms CallisonRTKL and Bureau Spectacular, who delivered assessment reports on the streetscapes and public spaces of our District. These will provide a foundation of our placemaking efforts in the coming years. As an immediate example, the DCBID partnered with CallisonRTKL to create a Sidewalk Solutions: Toolkit of Parts for local downtown placemaking solutions. This toolkit highlights the issues along a congested block in front of Figat7th and then presents design recommendations and strategic placemaking solutions that could be applied both at that site and in similar locations throughout downtown.

Outreach, Promotion & Recruitment

The Economic Development team continued to provide information and assistance to brokerage firms, service providers, business and property owners, investors, and developers as part of its ongoing effort to attract, retain and support retail businesses, office space tenants and property development, including residential, commercial and hospitality.

Research & Information Requests

The team provided research data to print and digital media outlets, including LA Business Journal, BisNow, GlobeSt, and the LA Downtown News.

We responded to external requests for information on a range of topics from representatives of various organizations, including:

Brookfield Properties Jones Lang LaSalle (JLL) • MacFarlane Partners • St. John Estates

Ongoing Projects & Organizations

The Economic Development team participated in meetings and communications for the following Downtown organizations and projects:

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Alliance for SoCal Innovation Bisnow

Central City Association • Council District 14

• DTLA 2040 • Gensler

• LA BID Consortium • USC

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Property Owner/Public

Figure

Updating...

References

Related subjects :