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ANNUAL REPORT 2OI6 Building the Future

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ANNUAL REPORT 2OI6 Building the Future ANNUAL REPORT 2OI6 Building the Future Downtown Center Business Improvement District I 2016 Annual Report 1 2 2016 Annual Report I Downtown Center Business Improvement District DEAR DOWNTOWN STAKEHOLDER We are pleased to share with you the Downtown Center In 2015, a contract was developed and executed with Business Improvement District’s (DCBID) Annual Report, PATH (People Assisting the Homeless) to provide a full- outlining the accomplishments of 2016. This year marks time, on-the-street, mobile outreach team to connect the our 19th year in operation. Your continued support has homeless within the DCBID with much needed services allowed for much to be accomplished during the year: from including permanent housing, and mental health and our safety and maintenance programs, to our economic wellness services, and to provide training and education development outreach, and to our innovative marketing to DCBID Safety and Maintenance teams. Since the initiatives. DCBID programming has truly changed the face partnership was created, the DCBID and PATH have made of our District and Downtown. Together, we ensure the contact with 1,431 individuals and have connected 50 continued growth of our Downtown community. with housing services. As I hope you are aware, the DCBID’s fourth five-year term The DCBID Downtown Guides assisted thousands of ends on December 31, 2017. In 2016, we commenced the employees, residents, visitors, and businesses in the District renewal process for our 2018 term so that we can continue while in the field and stationed at our new walk-up DTLA to provide you with the safety, maintenance, business Tourism Information Kiosk, located at the base of the OUE recruitment/retention, marketing, and community outreach US Bank Tower. programs that are supplemental to services provided by the city and which provide special benefits to District property The DCBID remains the number one Los Angeles-based BID owners. Information packets about the DCBID and the by budget and has set ambitious goals for 2017. A key goal renewal process were mailed to property owners and a is the launch of a robust economic development marketing public information session was held to share and collect campaign to attract new tenants to the District in office, feedback on the 2018 Management District Plan. residential, and retail projects. We also are planning for 2016 started with a fresh new look for the DCBID. With input the successful completion of the 2018 renewal process, from our stakeholders and the help of a local Downtown LA and will be building on the PATH partnership for homeless branding firm, the DCBID updated its logo for the first time outreach. in over ten years. New branding will enhance our marketing Thank you for your continued dedication to Downtown LA. efforts to attract new visitors, tenants, and investors to the We are extremely grateful for your support and know that District. The new branding was introduced to the community together we will continue to build the future of Downtown LA. with new safety and maintenance uniforms, vehicle decals, Sincerely, and online at DowntownLA.com. We continued our successful tenant recruitment program, Get Urban, and launched the Innovate DTLA initiative to Cari Wolk promote the District as a place of innovation and creativity. Cari Wolk Chairperson, The Economic Development team hosted six public DCBID Board of Directors workshops that explored Downtown’s existing innovation ecosystem and envisioned its exciting future. The foundation of the DCBID continues to be the safety and cleanliness of our District. The DCBID trimmed 295 trees, Carol E. Schatz removed 60,000 bags of trash and responded to 28,995 President & CEO calls for service. Downtown Center Business Improvement District I 2016 Annual Report 3 PHOTO BY HUNTER KERHART 4 2016 Annual Report I Downtown Center Business Improvement District At a time when firms are revaluing proximity, vibrancy, and authenticity, DTLA could not be in a better place.” – The Reimagination of Downtown Los Angeles, Brookings Downtown Center Business Improvement District I 2016 Annual Report 5 11,467 Residential units under construction 6 2016 Annual Report I Downtown Center Business Improvement District DTLA BY THE NUMBERS Population Residential Average Condo Growth Units Price per Sq. Ft. 2016 65,185 2016 38,120 2016 $653 18 700 1999 11 626 1999 169 1999 , , $ A VIBRANT COMMUNITY Property Value $98,000 average median household income of residents 66% of residents are between the ages of 23–44 2016 $14.6 billion 79% of residents have earned a college degree or higher 500,000+ weekday population 19 million annual visitors $4.8 billion 1999 CONTINUED GROWTH OPEN FOR BUSINESS Hotel Rooms Residential Units 800+ 8,177 Current Inventory 38,120 Current Inventory 2,756 Under Construction 11,467 Under Construction New restaurants, bars, retail, nightlife, and amenities 2008–2016 4,515 Pipeline 26,907 Pipeline Downtown Center Business Improvement District I 2016 Annual Report 7 OPERATIONS Keeping the District safe and clean Safe and clean streets are SAFETY the foundation of a vibrant While in the District, you may come across our Safety Officers. neighborhood. The DCBID’s They serve as additional eyes and ears for local law enforcement and city entities. Safe and Clean team is proudly committed to assisting those who live, work, play, and 28,995 Calls for service visit the District. This highly visible, well-trained staff of MAINTENANCE purple-shirted safety officers The men and women of our Maintenance Team help maintain and maintenance personnel the cleanliness of sidewalks and public areas within the District. continues to provide daily, They are also tasked with maintaining approximately 250 trash receptacles provided by the DCBID. 24-hour supplemental services to maintain safety and cleanliness within the 1,494 Graffiti clean ups District. In 2016, the team addressed 113,473 District BID A.C.T.I.O.N. issues including responding to For the past 15 years, the DCBID’s specially trained BID A.C.T.I.O.N. 28,995 calls for service. The team has assisted the homeless community with a variety of DCBID’s specially trained BID services including assistance into housing and rehabilitation A.C.T.I.O.N. team provided programs, clothing, blankets, transportation, and medical services. assistance to the homeless community, connecting 50 1960 Services provided individuals to housing services. , 8 2016 Annual Report I Downtown Center Business Improvement District Downtown Center Business Improvement District I 2016 Annual Report 9 SAFETY SAFETY TEAM STATISTICS 28,995 Calls for service 16% Increase from 2015 113,473 Issues addressed 9.5% T3 SEGWAYS HIT THE STREETS Decrease from 2015 The DCBID operates three T3 Segway vehicles that are now being utilized in the District to assist with patrols. The vehicles patrol 7th St between Hill and Figueroa during the lunch and dinner rushes. One T3 patrols the southern part of the District, between 7th and Olympic on a regular basis. They also carry DTLA Welcome Maps and assist visitors when needed. In order to operate a T3, Safety Officers must receive certification of specialized training. The T3s allow the Safety Team to travel efficiently on sidewalks and streets, helping them cover more of the District. MOAB TRAINING OFFERED Management of Aggressive Behavior (MOAB) training was provided by Allied Universal. This certified, 16-hour course trains Safety Officers on how to handle aggressive behavior in the District. It specializes in de-escalating aggressive behavior and coming to a peaceful resolution. All of our District Safety Officers are now MOAB trained and will receive updates on new techniques as they become available. 10 2016 Annual Report I Downtown Center Business Improvement District MAINTENANCE TREE WELL MAKEOVER Upon inspection of tree wells throughout the District, the Maintenance Team discovered that ground sand and pebbles at the base of tree wells were causing unpleasant odors. After researching materials that mitigate odor, it was decided that bark mulch would be the most effective. The team contacted several vendors to ensure the new mulch was pet friendly and would assist with increased odor during warm summer months. As a result, the maintenance team replaced malodorous dirt in 480 tree wells with over 600 bags of bark mulch in 2016. STREET LIGHT REPAIRS The Maintenance Team launched an initiative to conduct monthly streetlight checks throughout the District. Team members enter streetlight-related maintenance issues into the city’s MyLA311 app and follow up with city work orders. This process is completed daily until all inoperative lights are repaired. In the 4th Quarter, 350 lights were replaced along Lower Grand Avenue alone. MAINTENANCE TEAM STATISTICS 60,000 Bags of trash removed from over 250 DCBID owned receptacles 1,494 Instances of graffiti removed 6,200 Sidewalk wash-downs conducted Downtown Center Business Improvement District I 2016 Annual Report 11 BID OUTREACH BID A.C.T.I.O.N. STATISTICS 266 Individuals provided services 56 Individuals placed in housing or drug & alcohol rehabilitation programs 703 New individuals contacted 2,481 Individuals contacted BID A.C.T.I.O.N. TEAM DCBID COMPLETES 18th YEAR & PATH PARTNERSHIP OF ONGOING PARTNERSHIP In 2015 the DCBID executed a contract with PATH (People WITH CHRYSALIS Assisting the Homeless) to provide full-time, on-the- Chrysalis is a nonprofit organization focused street, mobile outreach to connect homeless individuals on creating a pathway to self-sufficiency within the District with much needed services including for homeless and low income individuals permanent housing and mental health & wellness services. by providing the resources and support PATH also provides incremental training and education to needed to find and retain employment. The DCBID Security and Maintenance teams. In 2016, the DCBID partnership between the DCBID and Chrysalis Board of Directors voted to extend the PATH contract for provides approximately 30 ongoing transitional another year based on the success of the prior year.
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