Managing the future of downtown santa monica project update
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ATTACHMENT 1. Managing the Future of Downtown Santa Monica Project Update. Progressive Urban Management Associates, Inc. Kristin Lowell Inc. December 2007. Project Overview.

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Managing the future of downtown santa monica project update

ATTACHMENT 1.

Managing the Future ofDowntown Santa MonicaProject Update

Progressive Urban Management Associates, Inc.

Kristin Lowell Inc.

December 2007


Project overview

Project Overview

  • The best management and marketing approach for the multi-billion dollar real estate & community asset that is Downtown Santa Monica.

  • A feasible plan that engages a diverse array of downtown participants and builds support for immediate implementation.


Why develop a new management approach now

Why Develop a New Management Approach Now?

  • New competition

  • Ongoing concern with cleanliness, parking, infrastructure and street populations

  • Create certainty & redefine city resources and commitment

  • Opportunity to balance goals – real estate vs. community asset

  • Refresh Bayside management model


Results from participant outreach

Results from Participant Outreach

200+ conversations, discussions & surveys…

  • Beginning in the summer of 2006, meetings with property owners, businesses, city officials & elected leaders

  • Roundtables & downtown community survey

  • Consumer intercept & resident telephone surveys

  • Plan concepts developed at Bayside meetings, endorsed by City Council in April 2007

  • Working Group formed in the summer of 2007 to advance implementation


Results from participant outreach1

Results from Participant Outreach

Vision for Downtown Santa Monica

  • Clean & safe

  • Premier urban destination with energy & vibrancy

  • Walkable

  • More abundant parking

  • Friendly, inviting, comfortable & welcoming

  • Unique character & unique shopping experience

  • The community’s “living room” – part of civic identity


Results from participant outreach2

Results from Participant Outreach

Priorities for Improvement

  • Improve & expand clean & hospitality services, including alley cleaning and ambassadors

  • Reduce homeless and other street populations

  • Upgrade parking infrastructure and increase supply

  • Special projects to upgrade streetscape, keep downtown competitive

  • Ensure that the downtown management organization is accountable to those who pay


Downtown management framework

Downtown Management Framework

Objectives

  • Improve and protect downtown Santa Monica, both as a premier real estate and community asset…

  • Excellence

  • Efficiency

  • Accountability

  • Balance


Downtown management framework1

Downtown Management Framework

Clean and Friendly Initiative

  • More sidewalk and public space

    cleaning

  • Add equipment, personnel

  • Add alley cleaning

  • Add ambassadors

  • Add restroom monitoring


Downtown management framework2

Downtown Management Framework

Parking Management & Development

  • Implement the 2002 recommendations from the Downtown Parking Task Force

  • Support current redevelopment agency efforts

  • Explore use of additional parking revenue to reinvest in the parking system


Downtown management framework3

Downtown Management Framework

Marketing & Special Projects

  • Homeless outreach

  • Explore transportation alternatives

  • Downtown urban design

  • Marketing and promotions

  • Create capacity for

    bonding in near future


Management framework financing

Management Framework -- Financing

Recommendations to the City

  • Bayside/City collaboration on maintenance through new accountability standards and services partnership

  • Explore increasing amount of parking revenue reinvested in downtown parking

  • Participate in future capital improvements & replacement


Management framework financing1

Management Framework -- Financing

Recommendations to Downtown

  • Eliminate Downtown

    Business Assessment

  • Replace with New

    Property-Based

    Assessments through

    Local Legislation


Property based assessment district

Property-Based Assessment District

Progress through the Fall of 2007

  • Working Group formed to develop plan – August 2007

  • National contractor evaluates existing maintenance services, provides estimates for supplemental cleaning & new ambassadors

  • City of Santa Monica identifies base level of service, creating new work plan to concentrate on core services

  • Working group reviewing emerging work program, budget and assessment scenarios

  • Open forums to review emerging concepts in November


Property based assessment district1

Property-Based Assessment District

Maintenance Program

  • To create budget models, the City has evaluated re-deploying all downtown maintenance to the Promenade, parking structures and alleys.

  • National contractor estimate for supplemental cleaning in remainder of downtown @ $1.3M annually

  • Seven days a week, litter removal, machine sweeping, graffiti removal, landscaping, emergency cleaning, etc.

  • All resources to be combined and jointly managed.


Property based assessment district2

Property-Based Assessment District

Ambassador Program

  • National contractor estimate for ambassadors deployed on foot & bicycle throughout downtown @ $1.2M annually

  • Seven days a week averaging

    15 hours per day

  • Includes restroom attendants

  • New for downtown


Property based assessment district3

Property-Based Assessment District

Marketing & Special Projects

  • Homeless outreach

  • Explore transportation alternatives

  • Downtown urban design

  • Marketing and promotions

  • Create capacity for

    bonding in near future


Draft pbad budget

Draft PBAD Budget


Property based assessment district4

Property-Based Assessment District

Assessment Methodology

  • Different weighting between Promenade, remainder of Bayside and remainder of Downtown

  • Acknowledges differences in values, frequency of services

  • Promenade x4, Bayside x2, Downtown x1

  • Adjusted rate for residential and exempt uses – pay for maintenance & ambassadors only

  • Assessment applied to building or lot square footage, whichever is greater


Draft pbad assessment estimates

Draft PBAD Assessment Estimates


Estimated assessment example 1

Estimated Assessment Example #1

1351 Third St Promenade

Lot: 7,500 sq.ft.

Building: 18,500 sq.ft.

18,500 x 0.88 = $ 16,280 per year


Estimated assessment example 2

Estimated Assessment Example #2

1299 Ocean Blvd

Lot: 32,000 sq.ft.

Building: 102,000 sq.ft.

102,000 x 0.44 = $ 44,880 per year


Estimated assessment example 3

Estimated Assessment Example #3

1533 4th Street

Lot: 7,500 sq.ft.

Building: 15,600 sq.ft.

15,600 x 0.32 = $ 4,990 per year


Estimated assessment example 4

Estimated Assessment Example #4

1415 Ocean Blvd.

Lot: 15,000 sq.ft.

Building: 50,000 sq.ft.

50,000 x 0.44 = $ 22,000 per year


Pbad governance

PBAD Governance

Bayside as the Governing Board (15 members)

  • Develop budgets and assessments, oversight for day-to-day service delivery

  • One-half City Council appointed (7 appointees)

  • One-half Property-owner appointed (7 appointees)

  • One City Manager or designee

  • Mix of property owners, businesses, residents

  • Geographic representation – Promenade, Bayside & Downtown


Pbad next steps

PBAD Next Steps…

  • Working Group to guide refinement of plan concepts

  • Develop formal PBAD Management Plan (early 2008)

  • Working Group, Bayside endorsement of Plan

  • Petition campaign to secure property owner support (spring 2008)

  • City Council ordinance to create district (summer 2008)

  • Mail ballot to approve assessments (summer 2008)

  • PBAD begins new services (January 1, 2009)


Managing the future of downtown santa monica project update1

Managing the Future ofDowntown Santa MonicaProject Update

Progressive Urban Management Associates, Inc.

Kristin Lowell Inc.

December 2007


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