August 12, 2020Robhana Group, Inc. Steven Hathaway Los Angeles Athletic Club Stacy Lieberman The...

August 12, 2020

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DOWNTOWN CENTER BUSINESS IMPROVEMENT DISTRICT 2020 BOARD OF DIRECTORS

EXECUTIVE OFFICERS

BOARD MEMBERS

Robert Cushman—ChairBrookfieldPeklar Pilavjian—Executive Vice Chair Los Angeles United Investment Company

Sauli Danpour—TreasurerXyvest Holdings, Inc.

Barbara BundyFIDM

Dan Cote The BLOC

Evan Grobecker CommonWealth Partners

Eric Grossman Equity Residential Simon Ha Downtown Resident

Robert Hanasab Robhana Group, Inc.Steven Hathaway Los Angeles Athletic Club

Stacy Lieberman The Broad

Joan McLaneDowntown Resident

Robert Morgan Coretrust Capital Partners, LLC

Stuart Morkun Mitsui Fudosan America, Inc.

Ken Pilgrim Westin Bonaventure Hotel & Suites

Helen Simmons Omni Los Angeles Hotel

Mark Spector Onni Group

Rick VogelRelated Urban

Winston YanGreenland USA

ALTERNATES

Travis Addison CommonWealth Partners

Peter ZenWestin Bonaventure Hotel & Suites

Suzanne Holley—President & CEO Downtown Center BIDCari Wolk—Past Chair (2018) Athena Parking, Inc.

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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 [email protected].

Posted Friday, August 7, 2020

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, August 12, 2020 8:30 a.m. - 10:00 a.m.

AGENDA

I. CALL TO ORDER CUSHMAN

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

III. APPROVAL OF MINUTES: (ACTION) CUSHMAN a. June 10, 2020 Minutes

IV. CHANGE TO DCBID BOARD SEATSa. Adam Daneshgar (Langdon Street Capital) – New Board Member (ACTION) HOLLEY b. Andrew Daneshgar (Langdon Street Capital) – Alternate for Adam Daneshgar (ACTION) HOLLEY c. Cari Wolk (Athena Parking) – Board Secretary (ACTION) HOLLEY

V. APPROVAL OF FINANCIALSa. Year-to-Date 2020 Financials (ACTION) HOLLEY

VI. MY FIG MAINTENANCE REQUEST (ACTION) HOLLEY

VII. DEPARTMENT REPORTSa. Operations CASTRO b. Marketing VAUGHN c. Economic Development GRIFFIN

VIII. CEO’S REPORT HOLLEY

IX. OLD BUSINESS CUSHMAN

X. NEW BUSINESS CUSHMAN

XI. PROPERTY OWNER/PUBLIC COMMENT PERIOD ON NON-POSTED AGENDA ITEMS CUSHMAN

XII. NEXT MEETING – September 9, 2020 HOLLEY

XIII. ADJOURNMENT CUSHMAN

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Property Owner/Public Comments on Agenda Items

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Minutes

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Downtown Center Business Improvement District BOARD OF DIRECTORS MEETING

June 10, 2020

Board of Directors Barbara Bundy, Dan Cote, Robert Cushman, Sauli Danpour, Eric Grossman, Simon Ha, Suzanne Holley, Stacy Lieberman, Joan McLane, Robert Morgan, Stuart Morkun, Peklar Pilavjian, Ken Pilgrim, Rick Vogel, Cari Wolk, Winston Yan

Absent Evan Grobecker, Robert Hanasab, Steven Hathaway, Helen Simmons, Mark Spector

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

CALL TO ORDER Cushman called the meeting to order at 8:32 AM with a quorum.

PROPERTY OWNER/PUBLIC COMMENT PERIOD ON POSTED AGENDA ITEMS: None.

LEGISLATIVE UPDATE PRESENTATION – Assemblymember Miguel Santiago Santiago reported that when the legislature ended session in mid-March, it provided the governor with a $1B bill package to fund the statewide response to COVID-19. $41M was allocated to Los Angeles County and included 660 trailers delivered to the region to help aid in rapid housing efforts for the homeless. A $2B package of bills to tackle California’s homelessness crisis passed the California State Assembly. The proposals aim to establish aggressive new strategies, ensure accountability, and increase funding to address homelessness.

Holley noted that the DCBID has concerns regarding SB-939, an upcoming bill making its way to the assembly that seeks to allow tenants to renegotiate their lease with landlords due to COVID-19. Several Board members noted that landlords desired to retain their tenants and so were already incentivized to negotiate with their tenants. They expressed concern that this bill would place landlords at an unfair disadvantage as it would allow tenants to unilaterally change the terms of their lease. They indicated that it would have a ripple effect that would cripple property owners’ ability to deal with the economic crisis.

5th STREET/6th STREET IMPROVEMENT PROJECT PRESENTATION – Giancarlo Rubio, LA Metro Rubio introduced Julia Brown, LA Metro Community Relations Manager. Brown shared that this project is a multi-agency partnership to reduce congestion, improve mobility and increase safety on local streets in DTLA. She presented the planned street improvements, which include repaving streets and restriping lanes; adding protected bike lanes on 5th Street and 6th Street, between Spring Street and Central Avenue; and adding bus-only lanes operating on weekdays from 7:00 am to 7:00 pm. The project timeline includes two phases: Phase 1 includes pre-construction activities, repaving and restriping lanes and activating bus-only lanes and will conclude in July 2020; and Phase 2 includes extending a bus-only lane to Flower Street and installing a signal queue jumper for buses on 5th Street at Flower Street and will tentatively conclude in April 2021.

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Nearby street improvement projects include the 7th Street Forward project that seeks to enhance connectivity, street resurfacing and adding protected bike lanes from Figueroa Street to Main Street; and the 7th Street Streetscape project that seeks to add protected bike lanes, improve sidewalks and lighting, and install environmentally-sensitive streetscape. LADOT is evaluating public feedback on the potential to shift buses off 7th Street.

Holley noted that the acceleration of street projects during this period of reduced vehicular traffic has also compressed the timeline for stakeholder feedback. Brown shared that feedback is encouraged and that she may be reached by email.

Holley asked for an emergency motion to hear the Olive Street Bike Lane Upgrade Project presentation, as it was not scheduled on the agenda and the DCBID was not made aware of the project until 4:00 pm on June 9th, the day before this board meeting.. Vogel made a motion. Pilavjian seconded and the motion was approved.

OLIVE STREET BIKE LANE UPGRADE PROJECT PRESENTATION – Nate Hayward, LADOT Hayward reported that in coordination with StreetsLA, LADOT is proposing to upgrade the existing Olive Street bike lane to a parking-protected bike lane from Pico Boulevard to 7th Street. The project will involve relocating the existing bike lane from the right side to the left side of the street, to separate it from bus traffic for efficiency and safety. Parking lanes will be maintained on both sides. The project features bollards to separate and protect the upgraded bike lane. There will be no changes to three travel lanes, no changes to the number of commercial loading spaces, and minimal changes to the number of existing parking spaces. Approximately 87% of parking over the project corridor will be retained, not including the addition of new ADA spaces. Six ADA accessible parking spaces will be added throughout project corridor.

APPROVAL OF MINUTES Cushman asked for a motion to approve the May 13, 2020 minutes. Lieberman made a motion to approve as presented. Danpour seconded and the motion was approved.

APPROVAL OF FINANCIALS Holley presented the April 2020 year-to-date financials noting that total assessment revenue was $234K under budget.

We currently have a year-to-date $281K favorable variance in department expenditures, which is primarily due to open staff, maintenance and safety positions and inability to execute planned marketing and economic development programs due to COVID-19. We have expanded tree trimming services and are adding maintenance personnel to utilize operations funds available and are developing economic development and marketing campaigns that can be implemented through year end to assist with recovery efforts.

Holley asked for a motion to approve the April 2020 financials. Danpour made a motion to approve as presented. Cushman seconded and the motion was approved.

RECOVERY ROADMAP Holley presented a recovery roadmap outlining our post-COVID-19 plans to move forward through the end of the year. The plan includes two phases: a stabilization period through October and a recovery and revitalization period through December and into 2021. The stabilization period will support local businesses and build community confidence through the Together DTLA program, which provides business resources and promotes retail and dining establishments. The recovery and revitalization period will respond to challenges and inspire innovation. Both periods have four primary areas of focus: Economy through business and marketing retention, Experience through events activation for community engagement, Environment through enhanced safe and clean efforts, and Advocacy through stakeholder representation and legislative partnerships.

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Board members expressed concern about conflicting City and County ordinances regarding return-to-work and reopening requirements. There was a consensus that economic vitality is connected to the reopening of office spaces. Holley responded that she would reach out to the city and county and follow up with the Board on this matter.

DEPARTMENT REPORTS Due to time constraints, department reports were not presented to the Board. Holley invited the Board to review the reports in the Board packet.

CEO’S REPORT

Holley reported: • Dog Day Event – Due to the uncertainty of timing for reopening DTLA, an in-person Dog Day event is still a

consideration. We will monitor reopening conditions in 30 days before making a final decision.

PROPERTY OWNER/PUBLIC COMMENT PERIOD ON NON-POSTED AGENDA ITEMS: None.

NEXT MEETING: The next meeting is on August 12, 2020.

ADJOURNMENT: The meeting was adjourned at 10:00 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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Change to DCBID Board Seats

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Adam Daneshgar

Founder & President Langdon Street Capital

The Principal of Langdon Street Capital (Langdon), Adam Daneshgar, has over 15 years of experience in commercial real estate. Prior to founding Langdon in 2009, Daneshgar served as an Investment Consultant for Beverly Hills based 3D Investments. His responsibilities at 3D included strategic planning of existing assets and analysis of potential investment opportunities. From 2005 through 2007, Daneshgar was a Financial Consultant for CB Richard Ellis in Los Angeles, where he personally underwrote over 40 million square feet of office, retail, industrial, multi-family, and mixed-use investment properties across the United States valued at over $4 Billion. He also prepared lease vs. own, hold vs. sell, condo conversion and comparative lease analyses. At the time of his departure, Daneshgar had the highest production output of any Consultant in the nation within CB Richard Ellis's Financial Consulting Group.

Daneshgar earned his Master's Degree of Real Estate Development (MRED) from the University of Southern California (USC) with Honors distinction. He was awarded with Honorable Mention for Outstanding Performance on the program's final Comprehensive Examination (Thesis). Daneshgar was selected as one of only three MREDs to represent the program and present his Comprehensive Project at the School of Policy, Planning and Development's (SPPD) Academic Capstone Symposium. Daneshgar also received an SPPD Academic Capstone Award for his role in the case study of the renowned California Plaza in Los Angeles. He graduated from the University of Wisconsin - Madison (UW) with a Bachelor Degree in Economics. Throughout his tenure at UW, Daneshgar held positions as an Acquisition and Management Intern at NewMark Merrill Companies (Woodland Hills) and a Commercial Loan Analyst at Commercial Realty Consultants Inc. (Calabasas).

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Andrew Daneshgar

Director of Business Development Langdon Street Capital

Andrew oversees growth and partnership strategies for Grand Central Square as well as business development for Langdon.

Most recently, Andrew served as an Operations Manager for Eataly USA in New York City, responsible for the strategy, growth, and operation for Eataly’s Quick Service Revenue division. Prior to Eataly, Andrew served as an Analyst at ACORE Capital (ACORE), focusing on loan origination, sourcing, underwriting, and executing first mortgage and subordinate debt opportunities. At ACORE, Andrew underwrote and closed eleven deals totaling $711 MM in debt financing. Andrew is a graduate of the University of Wisconsin-Madison with a BBA in Finance, Investment & Banking.

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Financials

April 30, 2020

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FAVORABLE FAVORABLE(UNFAVORABLE) (UNFAVORABLE)

Actual Budget Actual less Budget Actual Budget Actual less Budget

TOTAL ASSESSMENT REVENUES 3,258,469 1,968,339 1,290,130 5,937,567 5,703,562 234,005

TOTAL DEPARTMENT EXPENDITURES 586,640 658,605 71,965 2,362,681 2,644,047 281,366

NET SURPLUS/(DEFICIT) FROM OPERATIONS 2,671,829 1,309,734 1,362,095 3,574,886 3,059,515 515,371

TOTAL OTHER INCOME (EXPENSE) 11,953 1,605 10,348 25,409 11,920 13,489

NET CHANGE IN ASSETS 2,683,782 1,311,339 1,372,443 3,600,295 3,071,435 528,860

SUMMARY OF EXPENDITURES BY DEPARTMENT:FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)DEPARTMENT Actual Budget Actual less Budget Actual Budget Actual less Budget

PUBLIC SAFETY 210,032 191,912 (18,120) 724,209 803,555 79,346MAINTENANCE 176,419 179,597 3,178 714,997 753,957 38,960BID ACTION 19,422 19,477 55 56,256 77,908 21,652MARKETING 57,702 89,132 31,430 259,658 334,204 74,546ECONOMIC DEVELOPMENT 51,727 96,658 44,931 252,375 308,132 55,757ADMINISTRATION 71,338 81,829 10,491 355,186 366,291 11,105


OTHER INCOME (EXPENSE)FAVORABLE FAVORABLE

(UNFAVORABLE) (UNFAVORABLE)Actual Budget Actual less Budget Actual Budget Actual less Budget

INTEREST INCOME 1 5 (4) 4 20 (16) DIVIDEND INCOME 44 1,000 (956) 1,436 4,000 (2,564) INTERST INCOME - SPECIAL ASSESSMENTS 8,706 - 8,706 8,706 5,500 3,206 OTHER INCOME 79 - 79 10,079 - 10,079 NET CONTRACT SERVICES SURPLUS/(DEFICIT) 3,124 600 2,524 5,185 2,400 2,785


SUMMARY OF EMPLOYEE COSTS:FAVORABLE FAVORABLE


WAGES & SALARIES 100,053 115,717 15,664 437,044 462,868 25,824PAYROLL TAXES 6,393 8,099 1,706 36,121 32,396 (3,725)MEDICAL INSURANCE 5,001 7,538 2,537 22,159 30,152 7,993WORKERS COMP INSURANCE 1,739 1,945 206 6,663 7,780 1,117401(k) EMPLOYER CONTRIBUTIONS 2,495 1,303 (1,192) 9,980 5,212 (4,768)STAFF PARKING 750 1,200 450 3,720 4,800 1,080TOTAL EMPLOYEE COSTS 116,431 135,802 19,371 515,687 543,208 27,521

Current Month

Current Month

Current Month

Year to Date

Year to Date

Year to Date

DOWNTOWN CENTER BIDREVENUE & EXPENSE ANALYSIS SUMMARY

FOR THE FOUR MONTHS ENDEDAPRIL 30, 2020

Current Month Year to Date

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Statement of Financial Position with Prior Month Downtown Center BID

Statement of Financial PositionDowntown Center BIDAs of April 30, 2020

MAR 31, 2020 APR 30, 2020

AssetsCurrent Assets

Checking & Savings 2,269,101 1,518,738

Merrill Lynch Investment A/c 532,302 532,346

Accounts Receivable 27,065 3,297,740

Security Deposits 46,363 46,363

Cash Advance 1,115 1,115

Prepaid Expenses 157,325 146,181Total Current Assets 3,033,271 5,542,483

Fixed Assets

Fixed AssetsAutomobiles 291,687 291,687

Computer Equipment 42,188 42,188

Leasehold Improvements 79,962 79,962

Maintenance Equipment 121,226 121,226

Office Equipment 95,755 95,755

Safety Equipment 360,311 360,311Total Fixed Assets 991,129 991,129

Accumulated Depreciation (833,603) (838,580)Net Fixed Assets 157,526 152,548

Total Assets 3,190,797 5,695,031

Liabilities and Net AssetsLiabilities

Current LiabilitiesAccounts Payable 458,056 272,745

Accrued Expenses 379,300 380,506

Deferred Rent Liability 140,968 140,703

Lease Incentive 33,566 33,237

Mass Transit Liability 1,550 1,630

401k Payable 2,535 7,606Total Current Liabilities 1,015,975 836,426

Total Liabilities 1,015,975 836,426

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Statement of Financial Position

MAR 31, 2020 APR 30, 2020


Net Assets

Beginning of Year Net AssetsPrior Year Net Assets in Excess of Reserve 1,258,309 1,258,309Total Beginning of Year Net Assets 1,258,309 1,258,309

Increase (Decrease) in Net Assets 916,513 3,600,296Total Net Assets 2,174,821 4,858,605

Total Liabilities and Net Assets 3,190,797 5,695,031

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Revenue & Expense - Public Safety 2019 Downtown Center BID

Revenue & Expense Analysis - Public SafetyDowntown Center BIDFor the month ended April 30, 2020

APR 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Public SafetyPersonnel 2,166 6,804 4,638 15,756 27,216 11,460

Facilities 11,595 11,200 (395) 44,367 44,800 433

Administration 4,398 4,663 265 20,230 17,502 (2,728)

ProgramRepairs & Maintenance (Facilities) 435 225 (210) 2,104 900 (1,204)

Storage 190 180 (10) 761 720 (41)

Sponsorship - - - - 750 750

Radio Equipment Maintenance 590 420 (170) 2,541 1,855 (686)

Equipment Maintenance 506 - (506) 2,203 3,000 797

Vehicle Expenses 1,746 1,800 54 4,294 6,605 2,311

Janitorial Supplies 217 500 283 1,212 1,000 (212)

Uniforms - - - 1,722 1,250 (472)

Security Guard Medical Insurance 734 3,650 2,916 13,151 14,600 1,449

Security Services 171,269 149,494 (21,775) 568,870 633,453 64,583

Security Guard Equipment - 500 500 795 3,000 2,205

Security Staff Training 2,312 1,500 (812) 2,665 3,000 335

Insurance 1,956 1,586 (370) 5,663 6,344 681

Security Guard Parking 7,525 4,400 (3,125) 18,453 17,600 (853)

Depreciation Expense 1,750 1,740 (10) 6,999 6,960 (39)

Public Relations 3,000 3,000 - 12,000 12,000 -

Meetings/Meals - 250 250 423 1,000 577

Special Projects - Man-Maint (357) - 357 - - -Total Program 191,873 169,245 (22,628) 643,856 714,037 70,181

Total Public Safety 210,032 191,912 (18,120) 724,209 803,555 79,346

Note

Public Safety is budgeted for 37 Security Services FTEs for a total of 1480 hours per week.

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Revenue & Expense - Maintenance 2019 Downtown Center BID

Revenue & Expense Analysis - MaintenanceDowntown Center BIDFor the month ended April 30, 2020


MaintenancePersonnel 6,469 14,184 7,715 43,056 56,736 13,680

Facilities 6,228 5,715 (513) 22,899 22,860 (39)

Administration 3,524 3,646 122 15,844 13,434 (2,410)

ProgramRepairs & Maintenance (Facilities) 435 325 (110) 2,089 1,300 (789)

Storage 190 180 (10) 761 720 (41)

Radio Equipment Maintenance 590 420 (170) 2,541 1,855 (686)

Vehicle Expenses 2,093 3,575 1,482 10,680 15,375 4,695

Janitorial Supplies 217 500 283 1,212 1,000 (212)

Uniforms - Chrysalis 1,353 - (1,353) 3,186 500 (2,686)

Maintenance Services 127,911 129,879 1,968 527,708 559,485 31,777

Equipment Maintenance 1,350 1,350 - 5,400 5,400 -

Sweeper Lease 5,446 5,500 55 21,837 22,000 164

Dist Maint Materials 2,026 3,500 1,474 11,174 10,000 (1,174)

Insurance 1,460 1,235 (225) 4,401 4,940 539

Chrysalis Trash Disposal Fees 4,765 4,250 (515) 17,357 17,000 (357)

Power Washings 1,080 2,500 1,420 8,080 10,000 1,920

Depreciation Expense 1,638 2,738 1,100 6,551 10,952 4,401

Special Projects 9,643 - (9,643) 10,000 - (10,000)

Meetings/Meals - 100 100 222 400 178Total Program 160,197 156,052 (4,145) 633,198 660,927 27,729

Total Maintenance 176,419 179,597 3,178 714,997 753,957 38,960

Note

Maintenance is budgeted for 34.6 Maintenance Services FTEs for a total of 1064 hours per week.

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Revenue & Expense - BID Action 2019 Downtown Center BID

Revenue & Expense Analysis - BID ActionDowntown Center BIDFor the month ended April 30, 2020

Department is 030 - BID Action.


BID ActionProgram

Telecommunications 75 80 5 300 320 21

Vehicle Expenses - 50 50 - 200 200

Consulting Services 18,097 18,097 - 52,483 72,388 19,905

PATH Supplies and Consumables 1,250 1,250 - 3,458 5,000 1,542

Repairs & Maintenance (Facilities) - - - 15 - (15)Total Program 19,422 19,477 55 56,256 77,908 21,652

Total BID Action 19,422 19,477 55 56,256 77,908 21,652

Note

BID Action is budgeted for 4 FTEs from PATH

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Revenue & Expense - Marketing 2019 Downtown Center BID

Revenue & Expense Analysis - MarketingDowntown Center BIDFor the month ended April 30, 2020


MarketingPersonnel 36,837 35,730 (1,107) 148,556 142,920 (5,636)

Administration 1,408 2,106 698 7,167 8,424 1,257

ProgramStorage 807 807 - 3,228 3,228 -


Consulting Services 1,600 1,600 - 6,400 6,400 -

Newsletter 1,785 2,500 715 3,675 5,000 1,325

Annual Report - 5,000 5,000 7,677 10,000 2,323

Certified Folder Display 879 825 (54) 3,517 3,300 (217)

Area Map - - - - 1,750 1,750

Website & Digital Platforms 792 3,430 2,638 13,781 21,540 7,759

Travel - 100 100 31 100 69

Meetings/Meals - 150 150 382 600 218

Halloween Event 55 - (55) 4,269 - (4,269)

Dog Day Event - - - 96 - (96)

Advertising - General 1,166 13,000 11,834 10,884 62,000 51,116

Holiday Events - - - 50 - (50)

Holiday Advertising - - - 374 - (374)

BBQ Appreciation Event - - - 5,042 - (5,042)

Summer in the City - 10,000 10,000 - 10,000 10,000

Ambassador Program 8,498 10,884 2,386 31,653 39,942 8,289

Downtown Resident Outreach - - - - 5,000 5,000

Downtown Business Outreach - - - - 2,000 2,000

Public Relations Material 875 - (875) 875 - (875)Total Program 19,457 51,296 31,839 103,935 182,860 78,925

Total Marketing 57,702 89,132 31,430 259,658 334,204 74,546

Note

Marketing is budgeted for 3 Ambassador Program FTEs.

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Revenue & Expense - Econ Dev 2019 Downtown Center BID

Revenue & Expense Analysis - EconomicDevelopmentDowntown Center BIDFor the month ended April 30, 2020


Economic DevelopmentPersonnel 27,043 34,723 7,680 127,077 138,892 11,815

Administration 1,637 2,197 560 9,111 8,788 (323)

ProgramConsulting Services 1,600 1,600 - 6,400 6,400 -

Econ. Research & Subscriptions 1,483 6,458 4,975 8,092 15,832 7,740


Residential Development And Living - 3,500 3,500 590 14,500 13,910

Travel - - - 550 - (550)

Advertising - General 640 - (640) 640 - (640)Developer / Investor / Outreach &Tours 2,180 - (2,180) 14,172 7,500 (6,672)

Tradeshows & Conference - 1,000 1,000 8,000 4,000 (4,000)

Meetings/Meals 26 250 224 243 1,000 757

Office Sector Development 6,306 18,500 12,194 29,661 32,000 2,339

Placemaking - - - - 14,000 14,000

Retail 5,892 16,000 10,108 27,282 38,500 11,219

Arts and Culture - 6,000 6,000 2,798 8,500 5,703

Public Relations Material 875 - (875) 875 - (875)

Website & Digital Platforms 1,044 3,430 2,386 4,886 6,220 1,334Total Program 23,047 59,738 36,691 116,188 160,452 44,264

Total Economic Development 51,727 96,658 44,931 252,375 308,132 55,757

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Revenue & Expense - Admin 2019 Downtown Center BID

Revenue & Expense Analysis - AdministrationDowntown Center BIDFor the month ended April 30, 2020


AdministrationPersonnel 43,917 44,361 444 181,242 177,444 (3,798)

Facilities 12,818 12,953 135 52,003 52,652 649

OfficeBank Service Fees (100) 100 200 285 400 115

Computer Support (187) 1,634 1,821 7,091 6,536 (555)

Equipment Rental & Usage 1,669 100 (1,569) 3,735 1,080 (2,655)

Postage 47 100 53 148 400 252

Publications & Subscriptions 147 150 3 382 400 18

Office Supplies - 350 350 833 1,400 567

Kitchen Supplies - 400 400 868 1,600 732

Office Expense (258) 450 708 715 1,850 1,135

Telecommunications 478 475 (3) 1,794 1,900 106

Payroll Processing Fees 589 500 (89) 1,288 2,000 712Total Office 2,386 4,259 1,873 17,139 17,566 427

ProgramInsurance (806) 2,171 2,977 8,212 8,684 472

Depreciation Expense 1,590 1,590 - 6,361 6,360 (1)

Accounting Services 5,517 5,517 - 22,156 22,068 (88)

Audit & Tax 2,150 1,995 (155) 8,600 7,980 (620)

Legal 3,765 4,166 401 13,258 16,664 3,406

Special Projects - 4,167 4,167 6,548 16,668 10,120

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

Meetings/Meals - 650 650 2,333 2,600 267

Memberships - - - 1,200 1,200 -

Travel - - - 140 1,000 860Total Program 12,217 20,256 8,039 104,802 118,629 13,827

Total Administration 71,338 81,829 10,491 355,186 366,291 11,105

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Revenue & Expense - Contract Services 2019 Downtown Center BID

Revenue & Expense Analysis - Contract ServicesDowntown Center BIDFor the month ended April 30, 2020


Contract Service RevenueContract Revenue 10,815 14,220 (3,405) 49,683 49,880 (197)

Total Contract Service Revenue 10,815 14,220 (3,405) 49,683 49,880 (197)

Contract ServicesProgram

Dist Maint Materials 3,500 4,443 943 8,474 10,772 2,298

Maintenance & Security Services 4,191 9,177 4,986 36,023 36,708 685Total Program 7,691 13,620 5,929 44,497 47,480 2,983

Total Contract ServicesExpenses

7,691 13,620 5,929 44,497 47,480 2,983

Net Surplus/Deficit 3,124 600 2,524 5,185 2,400 2,785

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Financials

May 31, 2020

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TOTAL ASSESSMENT REVENUES 1,192 902,557 (901,365) 5,938,759 6,606,119 (667,360)


NET SURPLUS/(DEFICIT) FROM OPERATIONS (521,558) 209,382 (730,940) 3,051,953 3,268,897 (216,944)


NET CHANGE IN ASSETS (493,441) 210,987 (704,428) 3,106,855 3,281,422 (174,567)



PUBLIC SAFETY 173,529 226,689 53,160 899,112 1,030,244 131,132MAINTENANCE 156,838 215,086 58,248 871,836 969,043 97,207BID ACTION 5,240 19,477 14,237 61,496 97,385 35,889MARKETING 62,171 70,962 8,791 321,829 405,166 83,337ECONOMIC DEVELOPMENT 50,207 76,288 26,081 302,582 384,420 81,838ADMINISTRATION 74,765 84,673 9,908 429,951 450,964 21,013




INTEREST INCOME 1 5 (4) 4 25 (21) DIVIDEND INCOME 26 1,000 (974) 1,461 4,000 (2,539) INTERST INCOME - SPECIAL ASSESSMENTS - - - 8,706 5,500 3,206 OTHER INCOME 29,549 - 29,549 39,627 - 39,627 NET CONTRACT SERVICES SURPLUS/(DEFICIT) (1,458) 600 (2,058) 5,103 3,000 2,103




WAGES & SALARIES 95,065 115,717 20,652 532,109 578,585 46,476PAYROLL TAXES 6,550 8,099 1,549 42,670 40,495 (2,175)MEDICAL INSURANCE 5,526 7,538 2,012 27,685 37,690 10,005WORKERS COMP INSURANCE 1,739 1,945 206 8,402 9,725 1,323401(k) EMPLOYER CONTRIBUTIONS 2,495 1,303 (1,192) 12,475 6,515 (5,960)STAFF PARKING 750 1,200 450 4,470 6,000 1,530TOTAL EMPLOYEE COSTS 112,125 135,802 23,677 627,811 679,010 51,199


FOR THE FIVE MONTHS ENDEDMAY 31, 2020


Current Month

Current Month

Current Month

Year to Date

Year to Date

Year to Date

24


Statement of Financial PositionDowntown Center BIDAs of May 31, 2020

APR 30, 2020 MAY 31, 2020




Accounts Receivable 3,297,740 2,211,181




Fixed Assets








Total Assets 5,695,238 5,261,518







401k Payable 7,606 2,832Total Current Liabilities 836,633 896,353

Total Liabilities 836,633 896,353

25


APR 30, 2020 MAY 31, 2020


Net Assets


Increase (Decrease) in Net Assets 3,600,296 3,106,856Total Net Assets 4,858,605 4,365,165


26

Statement of Cash Flows with Prior Month1 Downtown Center BID

Statement of Cash FlowsDowntown Center BIDFor the month ended May 31, 2020

APR 2020 MAY 2020

Operating ActivitiesReceipts from customers 7,393.65 1,118,939.36

Payments to suppliers and employees (746,045.41) (446,757.71)

Cash receipts from other operating activities 44.37 5,286.83

Net Cash Flows from Operating Activities (738,607.39) 677,468.48

Investing ActivitiesOther cash items from investing activities 507.73 357.17

Net Cash Flows from Investing Activities 507.73 357.17

Financing ActivitiesOther cash items from financing activities (12,056.26) (8,435.90)

Net Cash Flows from Financing Activities (12,056.26) (8,435.90)

Net Cash Flows (750,155.92) 669,389.75

Cash and Cash EquivalentsCash and cash equivalents at beginning of period 2,268,474.19 1,518,318.27

Cash and cash equivalents at end of period 1,518,318.27 2,187,708.02

Net change in cash for period (750,155.92) 669,389.75

27


Revenue & Expense Analysis - Public SafetyDowntown Center BIDFor the month ended May 31, 2020

MAY 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE


Facilities 12,383 13,100 717 56,750 57,900 1,150

Administration 5,074 4,663 (411) 25,303 22,165 (3,138)

ProgramRepairs & Maintenance (Facilities) 1,103 225 (878) 3,208 1,125 (2,083)

Storage 190 180 (10) 951 900 (51)


Radio Equipment Maintenance 830 420 (410) 3,371 2,275 (1,096)

Equipment Maintenance - - - 2,203 3,000 797

Vehicle Expenses 1,379 1,200 (179) 5,673 7,805 2,132

Janitorial Supplies - - - 1,212 1,000 (212)

Uniforms 1,315 - (1,315) 3,037 1,250 (1,787)

Security Guard Medical Insurance 4,384 3,650 (734) 17,534 18,250 716

Security Services 134,756 184,971 50,215 705,001 818,424 113,423

Security Guard Equipment - 500 500 795 3,500 2,705

Security Staff Training - - - 2,665 3,000 335

Insurance 1,956 1,586 (370) 7,620 7,930 310

Security Guard Parking 4,400 4,400 - 22,853 22,000 (853)



Meetings/Meals - 250 250 423 1,250 827Total Program 155,063 202,122 47,059 800,294 916,159 115,865

Total Public Safety 173,529 226,689 53,160 899,112 1,030,244 131,132

Note


28


Revenue & Expense Analysis - MaintenanceDowntown Center BIDFor the month ended May 31, 2020



Facilities 6,198 6,735 537 29,097 29,595 498

Administration 3,957 3,646 (311) 19,802 17,080 (2,722)

ProgramRepairs & Maintenance (Facilities) 1,103 325 (778) 3,192 1,625 (1,567)

Storage 190 180 (10) 951 900 (51)

Radio Equipment Maintenance 830 420 (410) 3,371 2,275 (1,096)

Vehicle Expenses 3,262 4,075 813 13,942 19,450 5,508

Janitorial Supplies - - - 1,212 1,000 (212)

Uniforms - Chrysalis 1,294 - (1,294) 4,480 500 (3,980)



Sweeper Lease 5,446 5,500 55 27,282 27,500 218

Dist Maint Materials 3,069 3,000 (69) 14,243 13,000 (1,243)

Insurance 1,460 1,235 (225) 5,861 6,175 314

Chrysalis Trash Disposal Fees 3,562 4,250 688 20,919 21,250 331

Power Washings - 2,500 2,500 8,080 12,500 4,420


Special Projects - - - 10,000 - (10,000)

Meetings/Meals - 100 100 222 500 278Total Program 139,019 190,521 51,502 772,217 851,448 79,231

Total Maintenance 156,838 215,086 58,248 871,836 969,043 97,207

Note


29


Revenue & Expense Analysis - BID ActionDowntown Center BIDFor the month ended May 31, 2020



BID ActionProgram

Telecommunications 75 80 5 374 400 26


Consulting Services 5,609 18,097 12,488 58,091 90,485 32,394

PATH Supplies and Consumables (443) 1,250 1,693 3,015 6,250 3,235

Repairs & Maintenance (Facilities) - - - 15 - (15)Total Program 5,240 19,477 14,237 61,496 97,385 35,889

Total BID Action 5,240 19,477 14,237 61,496 97,385 35,889

Note


30


Revenue & Expense Analysis - MarketingDowntown Center BIDFor the month ended May 31, 2020


MarketingPersonnel 39,770 35,730 (4,040) 188,326 178,650 (9,676)

Administration 1,474 2,106 632 8,641 10,530 1,889

ProgramStorage 807 807 - 4,035 4,035 -

Public Relations 3,875 3,000 (875) 15,875 15,000 (875)


Newsletter - - - 3,675 5,000 1,325

Annual Report - - - 7,677 10,000 2,323


Area Map - - - - 1,750 1,750

Website & Digital Platforms 5,962 810 (5,152) 19,742 22,350 2,608

Travel - 50 50 31 150 119

Meetings/Meals - 150 150 382 750 368

Halloween Event 208 - (208) 4,477 - (4,477)

Dog Day Event - - - 96 - (96)

Advertising - General (351) 13,000 13,351 10,534 75,000 64,466







Downtown Business Outreach - - - - 2,000 2,000

Public Relations Material (875) - 875 - - -Total Program 20,927 33,126 12,199 124,862 215,986 91,124

Total Marketing 62,171 70,962 8,791 321,829 405,166 83,337

Note


31


Revenue & Expense Analysis - EconomicDevelopmentDowntown Center BIDFor the month ended May 31, 2020


Economic DevelopmentPersonnel 30,934 34,723 3,789 158,011 173,615 15,604

Administration 2,223 2,197 (26) 11,334 10,985 (349)


Econ. Research & Subscriptions 3,983 6,958 2,975 12,075 22,790 10,715

Public Relations 3,895 3,000 (895) 15,895 15,000 (895)


Travel 63 - (63) 613 - (613)

Advertising - General (640) - 640 - - -Developer / Investor / Outreach &Tours (2,350) 3,750 6,100 11,822 11,250 (572)


Meetings/Meals - 250 250 243 1,250 1,007

Office Sector Development 6,488 11,000 4,512 36,149 43,000 6,851

Placemaking - - - - 14,000 14,000

Retail 1,326 2,000 674 28,608 40,500 11,892

Arts and Culture 2,500 1,500 (1,000) 5,298 10,000 4,703

Public Relations Material (875) - 875 - - -

Website & Digital Platforms 1,059 810 (249) 5,945 7,030 1,085Total Program 17,049 39,368 22,319 133,237 199,820 66,583


32


Revenue & Expense Analysis - AdministrationDowntown Center BIDFor the month ended May 31, 2020


AdministrationPersonnel 43,638 44,361 723 224,881 221,805 (3,076)

Facilities 13,498 13,666 168 65,501 66,318 817

OfficeBank Service Fees 146 100 (46) 431 500 69

Computer Support 3,053 2,714 (339) 10,144 9,250 (894)

Equipment Rental & Usage 85 450 365 3,820 1,530 (2,290)

Postage 38 100 62 186 500 314

Publications & Subscriptions 147 50 (97) 529 450 (79)

Office Supplies 93 350 257 927 1,750 823

Kitchen Supplies - 400 400 868 2,000 1,132

Office Expense 46 450 404 761 2,300 1,539


Payroll Processing Fees 560 500 (60) 1,848 2,500 652Total Office 4,685 5,589 904 21,824 23,155 1,331

ProgramInsurance 2,911 2,171 (740) 11,123 10,855 (268)



Audit & Tax 2,150 1,995 (155) 10,750 9,975 (775)

Legal - 4,167 4,167 13,258 20,831 7,573

Special Projects - 4,167 4,167 6,548 20,835 14,287


Meetings/Meals - 650 650 2,333 3,250 917

Memberships 775 800 25 1,975 2,000 25



33


Revenue & Expense Analysis - Contract ServicesDowntown Center BIDFor the month ended May 31, 2020


Contract Service RevenueContract Revenue 6,900 10,720 (3,820) 56,583 60,600 (4,017)

Total Contract Service Revenue 6,900 10,720 (3,820) 56,583 60,600 (4,017)


Dist Maint Materials - 943 943 8,474 11,715 3,241

Maintenance & Security Services 8,358 9,177 819 43,006 45,885 2,879Total Program 8,358 10,120 1,762 51,480 57,600 6,120


8,358 10,120 1,762 51,480 57,600 6,120

Net Surplus/Deficit (1,458) 600 (2,058) 5,103 3,000 2,103

34

Financials

June 30, 2020

35



TOTAL ASSESSMENT REVENUES 798,170 74,372 723,798 6,736,929 6,680,491 56,438


NET SURPLUS/(DEFICIT) FROM OPERATIONS 213,325 (585,889) 799,214 3,265,279 2,683,008 582,271

TOTAL OTHER INCOME (EXPENSE) 1,097 1,605 (508) 55,999 15,125 40,874

NET CHANGE IN ASSETS 214,422 (584,284) 798,706 3,321,278 2,698,133 623,145



PUBLIC SAFETY 169,708 200,737 31,029 1,068,820 1,230,981 162,161MAINTENANCE 202,675 181,347 (21,328) 1,074,511 1,150,390 75,879BID ACTION 6,775 19,477 12,702 68,271 116,862 48,591MARKETING 67,495 107,412 39,917 389,324 512,578 123,254ECONOMIC DEVELOPMENT 62,434 65,788 3,354 365,015 450,208 85,193ADMINISTRATION 75,758 85,500 9,742 505,709 536,464 30,755




INTEREST INCOME 1 5 (4) 5 25 (20) DIVIDEND INCOME 26 1,000 (974) 1,488 6,000 (4,512) INTERST INCOME - SPECIAL ASSESSMENTS - - - 8,706 5,500 3,206 OTHER INCOME - - - 39,627 - 39,627 NET CONTRACT SERVICES SURPLUS/(DEFICIT) 1,070 600 470 6,173 3,600 2,573

TOTAL OTHER INCOME (EXPENSE) 1,097 1,605 (508) 55,999 15,125 40,874



WAGES & SALARIES 103,805 115,717 11,912 635,914 694,302 58,388PAYROLL TAXES 8,065 8,099 34 50,735 48,594 (2,141)MEDICAL INSURANCE 5,549 7,538 1,989 33,234 45,228 11,994WORKERS COMP INSURANCE 1,739 1,945 206 10,142 11,670 1,528401(k) EMPLOYER CONTRIBUTIONS 2,495 1,303 (1,192) 14,970 7,818 (7,152)STAFF PARKING 750 1,200 450 5,220 7,200 1,980TOTAL EMPLOYEE COSTS 122,403 135,802 13,399 750,215 814,812 64,597


FOR THE SIX MONTHS ENDEDJUNE 30, 2020


Current Month

Current Month

Current Month

Year to Date

Year to Date

Year to Date

36

DCBID Outstanding Assessments7.22.20

Balance DueBudgeted Not

to ReceiveReceipt TBD

GOVERNMENTCal Trans 64,065$ 64,065$ LA County 38,109$ 38,109$ State of California 96,084$ 96,084$

NON GOVERNMENTOffice 48,083$ 48,083$ Residential 12,152$ 12,152$ Hotels 13,691$ 13,691$

TOTAL OUTSTANDING 272,184$ 64,065$ 208,118$ Budgeted 1% Delinquent Assessments 71,565$ Balance Budgeted to Received through Year End 136,553$

WORST CASE 2020 - No Receipts for Rest of Year (136,553)$ Under Budget

NOT BUDGETED BUT MAY BE RECEIVED211,487$

BEST CASE 2020 - All Billings + Wilshire Grand Received 283,052$ Over Budget

Wilshire Grand negative assess.

37


Statement of Financial PositionDowntown Center BIDAs of June 30, 2020

MAY 31, 2020 JUN 30, 2020




Accounts Receivable 2,211,181 827,404




Fixed Assets








Total Assets 5,261,518 5,327,584







401k Payable 2,832 2,832Total Current Liabilities 896,353 747,997

Total Liabilities 896,353 747,997

38


MAY 31, 2020 JUN 30, 2020


Net Assets


Increase (Decrease) in Net Assets 3,106,856 3,321,279Total Net Assets 4,365,165 4,579,587


39

Cash flows from operating activities: Change in net assets 214,422 Adjustments to reconcile changes in net assets to net cash provided by operating activities: Depreciation 4,977 Changes in assets and liabilities: (Increase)/decrease in receivables 1,383,777 (Increase)/decrease in prepaid expenses 11,815 (Increase)/decrease in other current assets 0 Increase/(decrease) in payables (78,753) Increase/(decrease) in accruals (69,009) Increase/(decrease) in other current liabilities (595)

Net cash provided/(used) by operating activities 1,466,635

Cash flows from investing activities: Purchase of fixed assets 0

Net cash provided/(used) in investing activities 0

Net increase/(decrease) in cash 1,466,635

Cash, beginning of period 2,720,707

Cash, end of period 4,187,341

DOWNTOWN CENTER BIDSTATEMENT OF CASH FLOWS

FOR THE MONTH OF JUNE 2020

40


Revenue & Expense Analysis - Public SafetyDowntown Center BIDFor the month ended June 30, 2020

JUN 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE


Facilities 11,629 11,200 (429) 68,379 69,100 721

Administration 4,952 4,663 (289) 30,255 26,828 (3,427)

ProgramRepairs & Maintenance (Facilities) 37 225 188 3,245 1,350 (1,895)

Storage 190 180 (10) 1,141 1,080 (61)


Radio Equipment Maintenance 590 595 5 3,961 2,870 (1,091)

Equipment Maintenance - 3,000 3,000 2,203 6,000 3,797

Vehicle Expenses 2,246 1,200 (1,046) 7,918 9,005 1,087

Janitorial Supplies 376 - (376) 1,588 1,000 (588)

Uniforms 2,185 1,250 (935) 5,222 2,500 (2,722)

Security Guard Medical Insurance 9,059 3,650 (5,409) 26,594 21,900 (4,694)

Security Services 131,317 154,494 23,177 836,319 972,918 136,599

Security Guard Equipment 213 500 287 1,008 4,000 2,992

Security Staff Training - 2,000 2,000 2,665 5,000 2,335

Insurance 1,956 1,586 (370) 9,576 9,516 (60)

Security Guard Parking (1,150) 4,400 5,550 21,703 26,400 4,697



Meetings/Meals 122 250 128 545 1,500 955

Special Projects - Man-Maint 170 - (170) 170 - (170)Total Program 152,062 178,070 26,008 952,356 1,094,229 141,873

Total Public Safety 169,708 200,737 31,029 1,068,820 1,230,981 162,161

Note


41


Revenue & Expense Analysis - MaintenanceDowntown Center BIDFor the month ended June 30, 2020



Facilities 6,262 5,715 (547) 35,359 35,310 (49)

Administration 3,523 3,646 123 23,325 20,726 (2,599)

ProgramRepairs & Maintenance (Facilities) 37 325 288 3,229 1,950 (1,279)

Storage 190 180 (10) 1,141 1,080 (61)

Radio Equipment Maintenance 590 595 5 3,961 2,870 (1,091)

Vehicle Expenses 4,906 3,650 (1,256) 18,848 23,100 4,252

Janitorial Supplies 376 - (376) 1,588 1,000 (588)

Uniforms - Chrysalis - 500 500 4,480 1,000 (3,480)



Sweeper Lease 5,391 5,500 109 32,673 33,000 327

Dist Maint Materials 4,781 - (4,781) 19,024 13,000 (6,024)

Insurance 1,460 1,235 (225) 7,321 7,410 89

Chrysalis Trash Disposal Fees 4,562 4,250 (312) 25,480 25,500 20

Power Washings 1,100 2,500 1,400 9,180 15,000 5,820


Special Projects 46,710 - (46,710) 56,710 - (56,710)

Meetings/Meals 122 100 (22) 344 600 256Total Program 184,711 157,802 (26,909) 956,928 1,009,250 52,322

Total Maintenance 202,675 181,347 (21,328) 1,074,511 1,150,390 75,879

Note


42


Revenue & Expense Analysis - BID ActionDowntown Center BIDFor the month ended June 30, 2020



BID ActionProgram

Telecommunications - 80 80 374 480 106


Consulting Services 6,775 18,097 11,322 64,867 108,582 43,715

PATH Supplies and Consumables - 1,250 1,250 3,015 7,500 4,485

Repairs & Maintenance (Facilities) - - - 15 - (15)Total Program 6,775 19,477 12,702 68,271 116,862 48,591

Total BID Action 6,775 19,477 12,702 68,271 116,862 48,591

Note


43


Revenue & Expense Analysis - MarketingDowntown Center BIDFor the month ended June 30, 2020


MarketingPersonnel 36,377 35,730 (647) 224,702 214,380 (10,322)

Administration 1,584 2,106 522 10,225 12,636 2,411

ProgramStorage 807 807 - 4,842 4,842 -

Public Relations 3,000 3,000 - 18,875 18,000 (875)


Newsletter - - - 3,675 5,000 1,325

Annual Report - - - 7,677 10,000 2,323


Area Map - 25,000 25,000 - 26,750 26,750

Website & Digital Platforms 5,093 810 (4,283) 24,836 23,160 (1,676)

Downtown Welcome Bags - 5,000 5,000 - 5,000 5,000

Travel 31 - (31) 62 150 88

Meetings/Meals - 150 150 382 900 518

Halloween Event 77 - (77) 4,554 - (4,554)

Dog Day Event - - - 96 - (96)

Advertising - General 9,293 13,000 3,707 19,827 88,000 68,173







Downtown Business Outreach - 2,000 2,000 - 4,000 4,000Total Program 29,535 69,576 40,041 154,397 285,562 131,165

Total Marketing 67,495 107,412 39,917 389,324 512,578 123,254

Note


44


Revenue & Expense Analysis - EconomicDevelopmentDowntown Center BIDFor the month ended June 30, 2020


Economic DevelopmentPersonnel 35,037 34,723 (314) 193,048 208,338 15,290

Administration 3,461 2,197 (1,264) 14,794 13,182 (1,612)


Econ. Research & Subscriptions 1,483 1,458 (25) 13,559 24,248 10,689

Public Relations 3,000 3,000 - 18,895 18,000 (895)


Travel - - - 613 - (613)Developer / Investor / Outreach &Tours 6,000 3,750 (2,250) 17,822 15,000 (2,822)


Meetings/Meals - 250 250 243 1,500 1,257

Office Sector Development 7,062 6,000 (1,062) 43,212 49,000 5,788

Placemaking 4,500 - (4,500) 4,500 14,000 9,500

Retail 30 10,000 9,970 28,637 50,500 21,863

Arts and Culture - - - 5,298 10,000 4,703

Website & Digital Platforms 261 810 549 6,206 7,840 1,634Total Program 23,936 28,868 4,932 157,173 228,688 71,515


45


Revenue & Expense Analysis - AdministrationDowntown Center BIDFor the month ended June 30, 2020


AdministrationPersonnel 41,851 44,361 2,510 266,731 266,166 (565)

Facilities 12,923 13,793 870 78,425 80,111 1,686

OfficeBank Service Fees 51 100 49 482 600 118

Computer Support 2,644 4,134 1,490 12,787 13,384 597

Equipment Rental & Usage 413 430 17 4,233 1,960 (2,273)

Postage 55 100 45 242 600 358

Publications & Subscriptions 44 150 106 573 600 27

Office Supplies 33 350 317 960 2,100 1,140

Kitchen Supplies - 400 400 868 2,400 1,532

Office Expense 124 450 326 885 2,750 1,865


Payroll Processing Fees 628 500 (128) 2,477 3,000 523Total Office 4,492 7,089 2,597 26,316 30,244 3,928

ProgramInsurance 2,911 2,171 (740) 14,035 13,026 (1,009)



Audit & Tax 2,150 1,995 (155) 12,900 11,970 (930)

Legal 990 4,167 3,177 14,248 24,998 10,750

Special Projects 2,083 4,167 2,084 8,632 25,002 16,370


Meetings/Meals - 650 650 2,333 3,900 1,567

Memberships 1,250 - (1,250) 3,225 2,000 (1,225)



46


Revenue & Expense Analysis - Contract ServicesDowntown Center BIDFor the month ended June 30, 2020


Contract Service RevenueContract Revenue 6,900 10,720 (3,820) 63,483 71,320 (7,837)

Total Contract Service Revenue 6,900 10,720 (3,820) 63,483 71,320 (7,837)


Dist Maint Materials (21) 943 964 8,453 12,658 4,205

Maintenance & Security Services 5,851 9,177 3,326 48,856 55,062 6,206Total Program 5,830 10,120 4,290 57,309 67,720 10,411


5,830 10,120 4,290 57,309 67,720 10,411

Net Surplus/Deficit 1,070 600 470 6,173 3,600 2,573

47

My Fig Maintenance Request

48

Memorandum To: DCBID Board of Directors

From: Suzanne Holley, CEO & President

Date: August 12, 2020

Re: My Figueroa “My Fig” – Street Improvements Maintenance

Summary

LADOT has asked the DCBID to execute a Maintenance Agreement for the portion of the My Fig project within our District. The proposed Agreement would have DCBID maintain the improvements at our own cost, with no Contract Income. This memo is to notify the Board of this request and establish direction on a response.

Background

• Project Description:o The My Figueroa streetscape was a $20-million project funded by a grant from

the State of California, completed in Aug. 2018, that spans a 2.5-mile stretch ofFigueroa Street between Wilshire Blvd. in Downtown and Martin Luther King Jr.Blvd. in Exposition Park.

o Project elements include protected bike lanes, expanded sidewalks, island busplatforms, high-visibility crosswalks, and new street furniture, landscaping, andlighting.

• Impacted Business Improvement Districts:o The project is in the DCBID, the South Park BID, and the Figueroa Corridor BID.o The South Park BID and Figueroa Corridor BID agreed several years ago to

maintain these improvements with the Figueroa Corridor doing so upon signingthe grant application for this project in 2008. Both BIDs are still negotiating theirfinal Maintenance Agreement language with LADOT.

o The portion within the DCBID boundaries was NOT part of the original grantapplication and was added during the streetscape construction.

o LADOT approached DCBID operations in June 2020 to take over maintenance ofthe portion of the project within our boundaries, assuming we had agreementssimilar to the South Park BID and Figueroa Corridor BID. We do not. This wasthe first outreach from LADOT to the DCBID regarding this project.

• Under the proposed Contract Terms, the DCBID would be required to:o Maintain portions of the landscapes and other streetscape items within our

boundaries, including:

49

DCBID Board of Directors Page Two August 12, 2020

Watering of new trees (4 total) Maintenance of plant replacement and irrigation system Cleaning transit platform railings (3 total) Cleaning directional/wayfinding signage (2 total) Permanently taking over financial obligation for a water meter in a landscape

planter installed at 888 S. Figueroa as part of the project. The DWP waterusage cost is anticipated to be approximately $80/month or $960 annually, forirrigation within the planter

o DCBID would be required to ensure that the improvements were maintained in asafe condition.

o The term would run concurrent with the life of the DCBID corporation.

• Under the proposed Contract Terms, the DCBID would NOT be responsible for: Replacement of damaged or defective items (unless we caused the damage) Wayfinding signage electrical systems Wayfinding signage glass paneling (Ex: acid etching), except for

graffiti/sticker removal Repairs or replacement of the transit platform railings

• Revenue:o LADOT has not proposed any revenue to compensate DCBID for these services.o The DCBID is currently under contract with the City to provide a variety of

maintenance, safety, and landscaping services for Angel’s Knoll and BroadwayStreetscapes, both of which include compensation for all costs of services.

Recommendation

Clearly from the communication with the South Park and Figueroa BIDs, it was the intention that provisions for maintenance of this project be established prior to its construction. It appears to be an oversight that the DCBID was not contacted previously.

While we do not have an existing obligation to enter into this agreement, the maintenance and landscape services are aligned with those provided under our Management Plan and it benefits DCBID property owners to ensure that this space be maintained in a first-class manner.

It is thereby requested that the DCBID Board of Directors approve staff to move forward with negotiating a maintenance agreement with LADOT for this space under terms that include acceptable levels of liability and expense for the DCBID. The terms of this negotiated agreement would be provided to the Board for approval before finalizing.

50

Operations

51

Operations Report June & July 2020

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. Extra maintenance staff was deployed during the first week of June to continue addressing significant graffiti and trash resulting from demonstrations and civil unrest activity. The modified schedule for afternoon maintenance crews continued into the first couple weeks of June to ensure that the District received as many services as possible before City mandated curfews. 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 During the month of June, safety officers were paired up and placed in vehicles to increase visibility throughout the District to deter activity due to civil unrest. See the trending report at the end of this operations report for additional detail on safety services provided and Part I (violent) crime statistics. Clean Team: We contract for maintenance services through Chrysalis, a neighborhood nonprofit organization that offers transitional employment opportunities to those experiencing homelessness and economically disadvantaged individuals.

52

An additional six sweepers were added to our clean team to assist with maintaining the District.

The DCBID completed a tree trimming cycle, which began on May 18th and was completed on June 5th. During this cycle, to take advantage of the reduced pedestrian traffic, additional trees - for a total of 214 - were trimmed. The ongoing project to restore District electrical boxes and streetlight poles continued. This project includes repainting electrical boxes and streetlight poles following the removal of stickers, graffiti, and excess paint. See the trending report at the end of this operations report for additional detail on maintenance services provided. BID Action: On October 1, 2019, the DCBID extended contract services with PATH (People Assisting the Homeless) for another year. PATH provides two full-time mobile homeless outreach teams for the District. 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 all noted health issues and facilitate placement into housing resources that have become available in response to COVID-19. 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) Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20Dispatch Calls from District 2,569 2,355 2,466 2,101 2,121 2,350 2,220 1,847 1,726 2,173 1,884 2,145Self-Initiated 7,887 7,426 8,261 8,456 6,315 6,824 7,500 5,978 6,326 6,297 8,262 8,227Total call response 10,456 9,781 10,727 10,557 8,436 9,174 9,720 7,825 8,052 8,470 10,146 10,372Merchant Contacts 1,682 1,591 1,651 1,468 1,081 1,266 1,449 488 5 1 7 3Wellness Checks 769 780 814 760 546 626 603 379 240 218 268 297Citizen Assists 132 145 178 169 103 151 125 52 47 61 63 74Trespassing 2,157 1,895 2,198 1,879 1,629 1,652 1,703 1,253 1,005 1,063 964 1,377

Call Type (Maintenance) Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20Trash Bags Collected 6,733 6,905 7,687 6,646 6,087 7,504 6,562 5,035 4,120 4,758 6,529 6,817Tons of Trash 91 94 93 89 96 67 70 69 55 70 92 82Graffiti Removed 568 441 608 953 924 801 543 627 561 1,351 2,027 1,521Sidewalk Wash Downs 1,762 1,165 671 1,642 933 547 851 445 988 927 1,216 1,284Special Clean Up Requests 844 841 1,103 1,189 817 897 706 465 520 542* 730 1,183City Work Orders Placed 35 23 21 18 14 62 21 13 9 53 15 12

PATH Aug 19 Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20* Mar 20 Apr 20 May 20 Jun 20 Jul 20Unduplicated Contacts 66 64 61 49 53 65 54 51 71 52 37 **Services Provided 295 235 229 184 205 241 236 320 414 382 359 **CES Assessments Completed 16 15 12 11 14 18 14 11 24 14 15 ***Stats were updated to reflect current tota l

**Full month stats are still being finalized

Service Center Trending Report

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DOWNTOWN CENTER

PART I CRIME 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG

Homicide 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 1 0 1 N.C.*

Rape 1 (121/122) 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 4 5 -1 -20.0%

Rape 2 (815/820/821) 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 6 6 0 0.0%

Robbery 4 1 3 300.0% 0 1 -1 -100.0% 1 3 -2 -66.7% 2 1 1 100.0% 7 6 1 16.7% 63 75 -12 -16.0%

Aggravated Assaults 1 1 0 0.0% 4 5 -1 -20.0% 6 4 2 50.0% 5 1 4 400.0% 16 11 5 45.5% 126 86 40 46.5%

Total Violent Crimes 5 2 3 150.0% 4 6 -2 -33.3% 7 7 0 0.0% 7 2 5 250.0% 23 17 6 35.3% 200 172 28 16.3%

Burglary 2 3 -1 -33.3% 2 1 1 100.0% 1 1 0 0.0% 5 1 4 400.0% 10 6 4 66.7% 88 36 52 144.4%

Grand Theft Auto (GTA) 3 1 2 200.0% 1 0 1 N.C.* 2 0 2 N.C.* 0 0 0 N.C.* 6 1 5 500.0% 48 32 16 50.0%

BTFV 11 4 7 175.0% 6 4 2 50.0% 7 3 4 133.3% 8 5 3 60.0% 32 16 16 100.0% 205 175 30 17.1%

Grand Theft from Person (GTP) 2 0 2 N.C.* 0 0 0 N.C.* 2 3 -1 -33.3% 1 4 -3 -75.0% 5 7 -2 -28.6% 31 53 -22 -41.5%

Other Theft 3 29 -26 -89.7% 10 21 -11 -52.4% 5 21 -16 -76.2% 2 13 -11 -84.6% 20 84 -64 -76.2% 318 697 -379 -54.4%

Total Property Crimes 21 37 -16 -43.2% 19 26 -7 -26.9% 17 28 -11 -39.3% 16 23 -7 -30.4% 73 114 -41 -36.0% 690 993 -303 -30.5%

Total Part I Crimes 26 39 -13 -33.3% 23 32 -9 -28.1% 24 35 -11 -31.4% 23 25 -2 -8.0% 96 131 -35 -26.7% 890 1165 -275 -23.6%

DOWNTOWN CENTER

PART II CRIME 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG 2020 2019 #CHG %CHG

Kidnapping 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 2 0 2 N.C.*

Other Sex Crimes 0 1 -1 -100.0% 0 4 -4 -100.0% 0 2 -2 -100.0% 4 1 3 300.0% 4 8 -4 -50.0% 34 40 -6 -15.0%

Vandalism 3 3 0 0.0% 8 5 3 60.0% 3 7 -4 -57.1% 0 4 -4 -100.0% 14 19 -5 -26.3% 162 111 51 45.9%

Other 13 23 -10 -43.5% 13 14 -1 -7.1% 11 23 -12 -52.2% 8 17 -9 -52.9% 45 77 -32 -41.6% 368 522 -154 -29.5%

Other: Battery (CC 624) 3 10 -7 -70.0% 6 6 0 0.0% 5 11 -6 -54.5% 3 4 -1 -25.0% 17 31 -14 -45.2% 152 229 -77 -33.6%

Total Part II Crimes 16 27 -11 -40.7% 21 23 -2 -8.7% 14 32 -18 -56.3% 12 22 -10 -45.5% 63 104 -41 -39.4% 566 673 -107 -15.9%

For Internal Use Only

LOS ANGELES POLICE DEPARTMENT

Central Area - Business Improvement DistrictsPart I & II Crimes

Year to Date 08/01/20

07/26 to 08/01 07/19 to 07/25 07/12 to 07/18 07/05 to 07/11 4 WEEK TOTALS YEAR TO DATE TOTALS

07/26 to 08/01 07/19 to 07/25 07/12 to 07/18 07/05 to 07/11 YEAR TO DATE TOTALS4 WEEK TOTALS

STATS ARE BY RDs ONLY AND WILL INCLUDE OTHER DIVISIONSPrepared by Central CAD

8/5/2020

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Marketing

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Marketing & Communications Report

June & July 2020 Campaigns Together DTLA, a promotional campaign created to support DTLA-based businesses throughout California’s Stay at Home order, continued throughout June. #TogetherDTLA, a social media and SMS-based giveaway program, offered gift cards from District businesses to provide promotion and support to local restaurants and retailers. We also ran paid advertising on social channels for DTLA dining and staycation options in June, which drove nearly 14,000 visitors to related pages on DowntownLA.com. On July 6, the DCBID launched The DTLA Grand Giveaway, a sweepstakes campaign that is promoting staycations and shopping in DTLA and highlighting seven in-district hotels and three shopping centers with ten prize packages available to winners. As of July 31, there were over 8,300 registrants with two more weeks of the sweepstakes remaining. The DCBID promoted the sweepstakes in digital advertising with LA Downtown News, Los Angeles Magazine, iHeartMedia, and paid social. The DTLA Grand Giveaway runs until August 14. PR The DCBID was mentioned and quoted in 19 media placements published in June and July. Multiple portions from one radio interview with Suzanne Holley discussing the effect of the protests on Downtown LA and revitalization plans were used ten different times over two days in June on KNX-AM Los Angeles. Suzanne Holley was also quoted in a LA Downtown News article highlighting The DTLA Grand Giveaway sweepstakes that the DCBID is running during July and August. In addition to Suzanne’s interviews with LA Downtown News and KNX-AM Los Angeles, June and July PR activities resulted in coverage in the following publications and media outlets: Daily Republic, CoStar, Yahoo! Finanzas, Los Angeles Times, and Los Angeles Business Journal. Website DowntownLA.com website traffic had 57,876 users and 66,524 sessions during June and July, which was only 2% fewer users than the same period in 2019. While site traffic has dropped since mid-March with the coronavirus outbreak, The DTLA Grand Giveaway was the reason for a dramatic increase in site traffic that started in early July. July users were up 20% and sessions up 15% over the same period in 2019.

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Social Media Social Media continues to be an ideal channel to reach a large, targeted audience. While we actively post across all platforms to organically reach a broad spectrum of followers, paid social has become an ideal way to successfully target and expand our promotional reach, which is why we have used social media for the paid advertising related to our Together DTLA campaign and The DTLA Grand Giveaway. With large audiences on all three platforms (Twitter = 39,498, Facebook = 43,974, Instagram = 50,239), our social posts are viewed hundreds of thousands of times every month, with over 4.2 million impressions combined across all our social channels in June and July. Meetings The DCBID held its monthly DTLA Marketing Roundtable virtually, allowing local businesses and organizations to connect with the DTLA business community. There were about 40 attendees at the June and July meetings, which focused on essential resources that are available to businesses and individuals. We also took it as an opportunity to gain input about which types of support the DCBID provides that are of most value to Downtown businesses. Downtown Guides Program The Downtown Guides continue to support the District with outreach to businesses, residents, and visitors, although to a lesser extent than before the coronavirus outbreak since activity has lessened in Downtown LA. As a result, the Guides have supplemented their work by supporting safety and dispatch needs. Community Outreach On July 29, the DCBID partnered with The Bloc on a new office tenant outreach program. The DCBID created and distributed over 100 gift bags to office workers that included information on the DCBID, Covid-19 safety guidelines, a branded Together DTLA face covering, a no-touch keychain, and a gift card to a local business. The DCBID will continue distributing these bags over the next few months to other office tenant buildings.

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Economic Development

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Economic Development Report June - July 2020

Business Engagement Program In response to the unprecedented challenges confronting businesses in our District, we launched a program of in-person, high-touch outreach to our local restaurants and retailers. The goals of this effort are to provide resources to businesses and to help the DCBID assess what kinds of initiatives and programs to undertake to achieve maximum benefit. The program was launched in July and resulted in over a dozen direct business contacts including Petite Peso, Little Sister, and Neihule Salon. The effort was paused when the re-opening was paused but will resume during August. Placemaking Study The Economic Development team began work on our 2020 Placemaking Study with DTLA-based architecture firms Callison RTKL and Bureau Spectacular, who began an assessment of the 65 blocks of our District for development of a placemaking strategy for the DCBID. Office Sector We continued promotion of our DTLA Works marketing campaign, highlighting the appeal of the Downtown office sector, through June, while distributing our updated Guide to Downtown LA Office Space. The campaign was effective in driving traffic to our website and downloads of the office guide and will be restarted as soon office spaces begin to reopen. Retail Sector Due to the lack of retail activity, we suspended promotion of our Art of Retail marketing campaign, and our Pop-Up Connect program, and will reassess their viability in the coming months. New Initiatives in Process:

• Recovery Tracking Study: Our Recovery Tracking Study will launch in August and build on the baseline data of our DTLA 2020 Survey, tracking a range of issues, trends, and sentiments, for information and insights that can inform our recovery programs.

• Broadway Public Space Project: The DCBID is assisting Grand Central Market and other local businesses with the City of L.A.’s Al Fresco Dining Program for a key block of Broadway.

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• Virtual Tours Platform: Due to our current inability to conduct in-person tours, we are developing a virtual platform to promote the District to investors, developers, and prospective office, retail, and residential tenants.

• DTLA/Reimagined: We commenced development of this initiative to include a series of events, activations and exhibits showcasing the Downtown of today and tomorrow, with the goal of generating ideas and engagement, enthusiasm, and confidence in DTLA’s recovery and revitalization.

Outreach, Promotion & Recruitment The Economic Development team continued to provide information and assistance to brokerage firms, service providers, business and property owners, and 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:

• National Real Estate Development • Transwestern • CBRE

Ongoing Projects & Organizations The Economic Development team participated in meetings and communications for the following Downtown development projects:

• DTLA 2040 • 7th Street Improvement / DTLA FWD • DOT/Metro Street Repaving and Improvements • LA BID Consortium • Alliance for SoCal Innovation

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CEO’s Report

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Old Business

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New Business

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Property Owner/Public Comments on Non-Agenda Items

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