September 9, 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

Adam Daneshgar Langdon Street Capital 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 Vogel Related Urban

Winston YanGreenland USA

ALTERNATES

Travis Addison CommonWealth Partners

Andrew DaneshgarLangdon Street Capital

Peter ZenWestin Bonaventure Hotel & Suites

Suzanne Holley—President & CEO Downtown Center BIDCari Wolk—Secretary Athena Parking, Inc.

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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, September 9, 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. August 12, 2020 Minutes

IV. APPROVAL OF FINANCIALSa. July 2020 (ACTION) HOLLEY

V. DEVELOPMENT PROJECTS APPROVAL POLICY (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 – October 14, 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

August 12, 2020

Board of Directors Dan Cote, Robert Cushman, Sauli Danpour, Steven Hathaway, Suzanne Holley, Stacy Lieberman, Joan McLane, Robert Morgan, Stuart Morkun, Rick Vogel, Cari Wolk, Winston Yan

Absent Barbara Bundy, Evan Grobecker, Eric Grossman, Simon Ha, Robert Hanasab, Steven Hathaway, Peklar Pilavjian, Ken Pilgrim, 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 8:36 AM with a quorum.

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

APPROVAL OF MINUTES Cushman asked for a motion to approve the June 10, 2020 minutes. Danpour made a motion to approve as presented. Wolk seconded and the motion was approved.

CHANGE TO DCBID BOARD SEATS Holley introduced Adam Daneshgar, President, Langdon Street Capital.

Holley asked for a motion to approve the election of Adam Daneshgar as a Board member. McLane made a motion to approve. The motion was duly seconded and approved.

Holley introduced Andrew Daneshgar, Director of Business Development, Langdon Street Capital.

Holley asked for a motion to approve the election of Andrew Daneshgar as an Alternate Board member for Adam Daneshgar. McLane made a motion to approve. The motion was duly seconded and approved.

Holley presented Cari Wolk to serve as Secretary.

Holley asked for a motion to approve the election of Cari Wolk as Secretary. The motion was duly moved. Cushman seconded and the motion was approved.

Holley noted that one vacant board seat remains and asked each board member to forward one recommendation.

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APPROVAL OF FINANCIALS Holley presented the June 2020 year-to-date financials noting that total assessment revenue was $56K over budget with a net change in assets of $623K. To date, outstanding assessments total $272K. Our budget indicates that we should receive $136K for the remainder of the year. If we receive no additional revenues for the remainder of 2020, we will be $136K under budget, and if we receive all revenues—including a negative assessment from the Wilshire Grand—we will be $283K over budget. For the month of June 2020, our cash flow increased $1.4M, which was primarily due to receipt of previously accrued assessments.

We currently have a year-to-date $525K 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.

Holley asked for a motion to approve the June 2020 year-to-date financials. Vogel made a motion to approve as presented. Lieberman seconded and the motion was approved.

MY FIG MAINTENANCE REQUEST 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. The project is in the DCBID, the South Park BID, and the Figueroa Corridor BID. South Park and Figueroa Corridor BIDs are still negotiating their final Maintenance Agreement language with LADOT. The portion within the DCBID boundaries was NOT part of the original grant application and was added during the streetscape construction. LADOT approached DCBID operations in June 2020 to take over maintenance of the portion of the project within our boundaries, assuming we had agreements similar to the South Park BID and Figueroa Corridor BID. We do not. This was the first outreach from LADOT to the DCBID regarding this project.

Under the proposed contract terms, the DCBID would be required to maintain portions of the landscapes and other streetscape items within our boundaries, including 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 water usage cost is anticipated to be approximately $80/month or $960 annually, for irrigation within the planter. The DCBID would be required to ensure that the improvements were maintained in a safe condition. The term would run concurrent with the life of the DCBID corporation.

Holley requested that the Board 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. The Board requested a scope of work and project cost analysis before moving forward with negotiating a maintenance agreement with LADOT.

Holley asked for a motion to obtain a scope of work and project cost analysis from LADOT and present the agreement to the Board at a later date. Danpour made a motion to approve as presented. Cushman seconded and the motion was approved.

DEPARTMENT REPORTS • Operations – Castro reported that there has been an increase in graffiti and trash due to civil unrest and

that year-to-date violent crime increased and year-to-date property crime decreased. There was asignificant decrease in other theft, specifically cellphone theft due to decreased pedestrian traffic. Thetree trimming cycle concluded in June, and the total number of trees trimmed increased 30%. Paintingand restoration of 190 electrical boxes and 600 electrical poles continues. Wolk reiterated a previousrequest to have staff review a citywide art installation at such locations. A Stay Safe Campaign was

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started and includes the installation of Big Belly trash receptacle posters and sidewalk stencils to remind pedestrians to practice wearing face masks and maintain physical distancing.

• Marketing – Vaughn reported that DTLA Grand Giveaway, a staycation and shopping sweepstakescampaign is running until August 14th and currently has 11,621 registrants. Seven staycation packagespromoting District hotels and three shopping packages highlighting District shopping centers are beingoffered. In July, we started a robust website SEO strategy to increase website traffic and search volume,including meta tags, converting PDF content to web page content, and backlinks. This effort will runthrough the end of the year. A new office tenant and residential outreach program began in July with thedistribution of over 100 gift bags to office workers that included DCBID info, COVID-19 safety guidelines,Together DTLA face masks, no-touch keychains, and dining gift cards. We will also be distributing 150bags to residential buildings, including 255 Grand, Museum Grand, and Emerson.

• Economic Development – Griffin reported that as part of our stabilization and recovery response to theongoing COVID-19 crisis, we recently launched a business engagement program that includes door-to-door outreach with retail and restaurants to assess needs and offer resources, as well as a multi-waverecovery compass survey that will track Downtowner sentiment related to COVID-19 and recovery efforts.Our placemaking study is underway with CallisonRTKL and Bureau Spectacular developing a vision andstrategy for our District’s public spaces and streetscapes. In partnership with Grand Central Market, weare developing an al fresco dining program on Broadway and are working with the City to implement theprogram. We are developing an online platform for virtual tours to promote the District in lieu of in-person tours and are aiming for a September activation. DTLA Reimagined is a project developed fromour placemaking initiative and is a series of events, activations, and exhibits to generate ideas andenthusiasm for DTLA’s revitalization. DTLA Reimagined has an October launch date.

CEO’S REPORT Holley reported:

• Annual Property Owners Meeting – The meeting was held virtually this year and was well received bythose attending. The virtual platform had an expansive reach and was interactive with attendees. Pollingdone during the meeting identified ongoing District cleaning and power washing efforts as essential.

• RHF Housing – RHF Housing filed an appeal with the California Supreme Court. Our response is dueAugust 26th, and the Board will be kept up to date.

• Office Reopening – As a follow up to inquiries made at our previous Board meeting, Holley reached out tothe Mayor’s office and County officials to clarify office reopening timing. She shared that until pandemicconditions improve, we do not anticipate offices reopening at this time. The Board asked staff to focusefforts on supporting small businesses until office workers return. Danpour asked staff to work on effortsto covert the streets for more Al Fresco dining.

OLD BUSINESS: None.

NEW BUSINESS: Wolk noted that there is significant food truck activity on Figueroa between 9th and Olympic (across from Hotel Figueroa) on weekend evenings with hundreds of attendees not practicing social distancing. Holley noted that staff would confer with the city on the activity.

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

NEXT MEETING: The next meeting is on September 9, 2020.

ADJOURNMENT: The meeting was adjourned at 10:02 AM.

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**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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FINANCIALS

July 31, 2020

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FAVORABLE FAVORABLE(UNFAVORABLE) (UNFAVORABLE)

Actual Budget Actual less Budget Actual Budget Actual less Budget

TOTAL ASSESSMENT REVENUES 66,213 129,249 (63,036) 6,803,143 6,809,740 (6,597)

TOTAL DEPARTMENT EXPENDITURES 687,259 699,314 12,055 4,158,910 4,696,547 537,637

NET SURPLUS/(DEFICIT) FROM OPERATIONS (621,046) (570,065) (50,981) 2,644,233 2,113,193 531,040

TOTAL OTHER INCOME (EXPENSE) 13,452 1,405 12,047 69,450 16,535 52,915

NET CHANGE IN ASSETS (607,594) (568,660) (38,934) 2,713,683 2,129,728 583,955

SUMMARY OF EXPENDITURES BY DEPARTMENT:FAVORABLE FAVORABLE

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

PUBLIC SAFETY 237,776 232,578 (5,198) 1,306,596 1,463,559 156,963MAINTENANCE 224,401 217,310 (7,091) 1,298,912 1,367,700 68,788BID ACTION (28,463) 19,477 47,940 39,808 136,339 96,531MARKETING 95,481 82,432 (13,049) 484,805 595,010 110,205ECONOMIC DEVELOPMENT 81,353 65,788 (15,565) 446,369 515,746 69,377ADMINISTRATION 76,711 81,729 5,018 582,420 618,193 35,773

TOTAL DEPARTMENT EXPENDITURES 687,259 699,314 12,055 4,158,910 4,696,547 537,637

OTHER INCOME (EXPENSE)FAVORABLE FAVORABLE

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

INTEREST INCOME 0 5 (5) 5 35 (30) DIVIDEND INCOME 27 1,000 (973) 1,515 7,000 (5,485) INTERST INCOME - SPECIAL ASSESSMENTS 11,787 - 11,787 20,493 5,500 14,993 OTHER INCOME - - - 39,627 - 39,627 NET CONTRACT SERVICES SURPLUS/(DEFICIT) 1,637 400 1,237 7,810 4,000 3,810

TOTAL OTHER INCOME (EXPENSE) 13,452 1,405 12,047 69,450 16,535 52,915

SUMMARY OF EMPLOYEE COSTS:FAVORABLE FAVORABLE

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

WAGES & SALARIES 102,570 115,717 13,147 738,484 810,019 71,535PAYROLL TAXES 7,577 8,099 522 58,313 56,693 (1,620)MEDICAL INSURANCE 5,558 7,538 1,980 38,792 52,766 13,974WORKERS COMP INSURANCE 1,618 1,945 327 11,760 13,615 1,855401(k) EMPLOYER CONTRIBUTIONS 2,570 1,303 (1,267) 17,540 9,121 (8,419)STAFF PARKING 750 1,200 450 5,970 8,400 2,430TOTAL EMPLOYEE COSTS 120,643 135,802 15,159 870,859 950,614 79,755

Current Month

Current Month

Current Month

Year to Date

Year to Date

Year to Date

DOWNTOWN CENTER BIDREVENUE & EXPENSE ANALYSIS SUMMARY

FOR THE SEVEN MONTHS ENDEDJULY 31, 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 July 31, 2020

JUN 30, 2020 JUL 31, 2020

AssetsCurrent Assets

Checking & Savings 3,654,944 2,981,776

Merrill Lynch Investment A/c 532,398 532,133

Accounts Receivable 827,404 904,718

Security Deposits 46,363 46,363

Cash Advance 1,115 1,115

Prepaid Expenses 122,767 123,943Total Current Assets 5,184,991 4,590,048

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 (848,535) (853,513)Net Fixed Assets 142,594 137,616

Total Assets 5,327,584 4,727,664

Liabilities and Net AssetsLiabilities

Current LiabilitiesAccounts Payable 246,849 264,329

Accrued Expenses 323,856 314,494

Deferred Rent Liability 140,171 139,906

Lease Incentive 32,579 32,249

Mass Transit Liability 1,710 1,710

401k Payable 2,832 2,982Total Current Liabilities 747,997 755,671

Total Liabilities 747,997 755,671

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Statement of Financial Position

JUN 30, 2020 JUL 31, 2020

Statement of Financial Position with Prior Month Downtown Center BID

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 3,321,279 2,713,684Total Net Assets 4,579,587 3,971,993

Total Liabilities and Net Assets 5,327,584 4,727,664

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Cash flows from operating activities: Change in net assets (607,594) 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 (77,314) (Increase)/decrease in prepaid expenses (1,176) (Increase)/decrease in other current assets 0 Increase/(decrease) in payables 17,480 Increase/(decrease) in accruals (9,361) Increase/(decrease) in other current liabilities (445)

Net cash provided/(used) by operating activities (673,433)

Cash flows from investing activities: Purchase of fixed assets 0

Net cash provided/(used) in investing activities 0

Net increase/(decrease) in cash (673,433)

Cash, beginning of period 4,187,342

Cash, end of period 3,513,908

DOWNTOWN CENTER BIDSTATEMENT OF CASH FLOWS

FOR THE MONTH OF JULY 2020

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Revenue & Expense - Public Safety 2019 Downtown Center BID

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

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Public SafetyPersonnel 5,521 6,804 1,283 23,351 47,628 24,277

Facilities 11,189 11,200 12 79,567 80,300 733

Administration 5,062 4,663 (399) 35,317 31,491 (3,826)

ProgramRepairs & Maintenance (Facilities) 37 225 188 3,282 1,575 (1,707)

Storage 190 180 (10) 1,331 1,260 (71)

Sponsorship - - - - 750 750

Radio Equipment Maintenance 2,022 420 (1,602) 5,983 3,290 (2,693)

Equipment Maintenance 781 - (781) 2,984 6,000 3,016

Vehicle Expenses 1,602 2,785 1,183 9,520 11,790 2,270

Janitorial Supplies 1,048 500 (548) 2,635 1,500 (1,135)

Uniforms - - - 5,222 2,500 (2,722)

Security Guard Medical Insurance 4,384 4,325 (59) 30,977 26,225 (4,752)

Security Services 165,733 190,250 24,517 1,002,052 1,163,168 161,116

Security Guard Equipment 25,445 250 (25,195) 26,453 4,250 (22,203)

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

Insurance 1,956 1,586 (370) 11,532 11,102 (430)

Security Guard Parking 3,375 4,400 1,025 25,078 30,800 5,722

Depreciation Expense 1,750 1,740 (10) 12,247 12,180 (67)

Public Relations 3,000 3,000 - 21,000 21,000 -

Meetings/Meals - 250 250 545 1,750 1,205

Special Projects - Man-Maint 4,683 - (4,683) 4,853 - (4,853)Total Program 216,005 209,911 (6,094) 1,168,361 1,304,140 135,779

Total Public Safety 237,776 232,578 (5,198) 1,306,596 1,463,559 156,963

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 July 31, 2020

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

MaintenancePersonnel 10,968 14,184 3,216 69,867 99,288 29,421

Facilities 5,822 5,715 (107) 41,180 41,025 (155)

Administration 4,018 3,646 (372) 27,343 24,372 (2,971)

ProgramRepairs & Maintenance (Facilities) 52 325 273 3,282 2,275 (1,007)

Storage 190 180 (10) 1,331 1,260 (71)

Radio Equipment Maintenance 2,022 420 (1,602) 5,983 3,290 (2,693)

Vehicle Expenses 2,386 4,075 1,689 21,234 27,175 5,941

Janitorial Supplies 1,048 500 (548) 2,635 1,500 (1,135)

Uniforms - Chrysalis 147 - (147) 4,627 1,000 (3,627)

Maintenance Services 167,848 167,092 (756) 922,871 1,026,304 103,433

Equipment Maintenance 1,350 1,350 - 9,450 9,450 -

Sweeper Lease 5,446 5,500 55 38,119 38,500 382

Dist Maint Materials 5,397 3,500 (1,897) 24,421 16,500 (7,921)

Insurance 1,460 1,235 (225) 8,781 8,645 (136)

Chrysalis Trash Disposal Fees 5,525 4,250 (1,275) 31,005 29,750 (1,255)

Power Washings 2,160 2,500 340 11,340 17,500 6,160

Depreciation Expense 1,638 2,738 1,100 11,464 19,166 7,702

Special Projects 6,925 - (6,925) 63,635 - (63,635)

Meetings/Meals - 100 100 344 700 356Total Program 203,594 193,765 (9,829) 1,160,522 1,203,015 42,493

Total Maintenance 224,401 217,310 (7,091) 1,298,912 1,367,700 68,788

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 July 31, 2020

Department is 030 - BID Action.

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

BID ActionProgram

Telecommunications - 80 80 374 560 186

Vehicle Expenses - 50 50 - 350 350

Consulting Services (26,120) 18,097 44,217 38,746 126,679 87,933

PATH Supplies and Consumables (2,328) 1,250 3,578 687 8,750 8,063

Repairs & Maintenance (Facilities) (15) - 15 - - -Total Program (28,463) 19,477 47,940 39,808 136,339 96,531

Total BID Action (28,463) 19,477 47,940 39,808 136,339 96,531

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 July 31, 2020

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

MarketingPersonnel 32,067 35,730 3,663 256,769 250,110 (6,659)

Administration 1,784 2,106 322 12,009 14,742 2,733

ProgramStorage 807 807 - 5,649 5,649 -

Public Relations 3,000 3,000 - 21,875 21,000 (875)

Consulting Services 1,600 1,600 - 11,200 11,200 -

Newsletter 1,891 2,500 609 5,566 7,500 1,934

Annual Report 6,584 - (6,584) 14,261 10,000 (4,261)

Certified Folder Display 879 825 (54) 6,154 5,775 (379)

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

Website & Digital Platforms 9,185 810 (8,375) 34,021 23,970 (10,051)

Downtown Welcome Bags 6,502 - (6,502) 6,502 5,000 (1,502)

Travel 17 - (17) 79 150 71

Meetings/Meals 63 150 87 445 1,050 605

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

Dog Day Event 375 8,000 7,625 471 8,000 7,529

Advertising - General 10,813 11,000 187 30,640 99,000 68,360

Holiday Events - - - 50 - (50)

Holiday Advertising - - - 374 - (374)

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

Summer in the City 7,394 4,500 (2,894) 7,394 23,000 15,606

Ambassador Program 5,395 11,404 6,009 54,624 73,114 18,490

Downtown Resident Outreach 4,000 - (4,000) 4,000 5,000 1,000

Downtown Business Outreach 3,125 - (3,125) 3,125 4,000 875Total Program 61,630 44,596 (17,034) 216,026 330,158 114,132

Total Marketing 95,481 82,432 (13,049) 484,805 595,010 110,205

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 July 31, 2020

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Economic DevelopmentPersonnel 29,780 34,723 4,943 222,828 243,061 20,233

Administration 1,875 2,197 322 16,669 15,379 (1,290)

ProgramConsulting Services 1,600 1,600 - 11,200 11,200 -

Econ. Research & Subscriptions 16,713 1,458 (15,255) 30,271 25,706 (4,565)

Public Relations 3,000 3,000 - 21,895 21,000 (895)

Residential Development And Living - 7,500 7,500 590 30,500 29,910

Travel - - - 613 - (613)Developer / Investor / Outreach &Tours 9,050 - (9,050) 26,872 15,000 (11,872)

Tradeshows & Conference - 1,000 1,000 8,000 7,000 (1,000)

Meetings/Meals - 250 250 243 1,750 1,507

Office Sector Development 399 5,000 4,601 43,611 54,000 10,389

Placemaking 7,800 - (7,800) 12,300 14,000 1,700

Retail - 2,000 2,000 28,637 52,500 23,863

Arts and Culture 2,500 6,000 3,500 7,798 16,000 8,203

Website & Digital Platforms 8,636 810 (7,826) 14,842 8,650 (6,192)Total Program 49,698 28,618 (21,080) 206,871 257,306 50,435

Total Economic Development 81,353 65,538 (15,815) 446,369 515,746 69,377

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Revenue & Expense - Admin 2019 Downtown Center BID

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

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

AdministrationPersonnel 42,308 44,361 2,053 309,039 310,527 1,488

Facilities 12,941 12,953 12 91,366 93,064 1,698

OfficeBank Service Fees 313 100 (213) 794 700 (94)

Computer Support 2,871 1,633 (1,238) 15,658 15,017 (641)

Equipment Rental & Usage 1,022 100 (922) 5,256 2,060 (3,196)

Postage 124 100 (24) 366 700 334

Publications & Subscriptions 148 50 (98) 722 650 (72)

Office Supplies 180 350 170 1,140 2,450 1,310

Kitchen Supplies 264 400 136 1,133 2,800 1,667

Office Expense 180 450 270 1,065 3,200 2,135

Telecommunications 502 475 (27) 3,311 3,325 14

Payroll Processing Fees 1,056 500 (556) 3,533 3,500 (33)Total Office 6,661 4,158 (2,503) 32,977 34,402 1,425

ProgramInsurance 2,911 2,171 (740) 16,946 15,197 (1,749)

Depreciation Expense 1,590 1,590 - 11,131 11,130 (1)

Accounting Services 5,517 5,517 - 38,707 38,619 (88)

Audit & Tax 2,150 1,995 (155) 15,050 13,965 (1,085)

Legal 275 4,167 3,892 14,523 29,165 14,642

Special Projects - 4,167 4,167 8,632 29,169 20,537

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

Meetings/Meals 54 650 596 2,387 4,550 2,163

Memberships 2,304 - (2,304) 5,529 2,000 (3,529)

Travel - - - 140 1,000 860Total Program 14,801 20,257 5,456 149,038 180,200 31,162

Total Administration 76,711 81,729 5,018 582,420 618,193 35,773

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Revenue & Expense - Contract Services 2019 Downtown Center BID

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

JUL 2020 BUDGET VARIANCE YTD ACTUAL YTD BUDGET VARIANCE

Contract Service RevenueContract Revenue 10,713 14,220 (3,507) 74,196 85,540 (11,344)

Total Contract Service Revenue 10,713 14,220 (3,507) 74,196 85,540 (11,344)

Contract ServicesProgram

Dist Maint Materials 3,500 4,443 943 11,953 17,101 5,148

Maintenance & Security Services 5,576 9,377 3,801 54,433 64,439 10,006Total Program 9,076 13,820 4,744 66,386 81,540 15,154

Total Contract ServicesExpenses

9,076 13,820 4,744 66,386 81,540 15,154

Net Surplus/Deficit 1,637 400 1,237 7,810 4,000 3,810

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DEVELOPMENT PROJECTS APPROVAL POLICY

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Memorandum

To: DCBID Board of Directors From: Suzanne Holley, President & CEO Date: March 11, 2020 Re: Development Projects Approval Summary This memorandum is to assist the Board in determining whether to establish a process to provide Board support for proposed developments within the DCBID boundaries. Background • The DCBID is often approached by developers that have submitted proposals to the

Dept. of City Planning for future development projects as part of their community outreach process. These frequently ask for:

o Project review: present to the DCBID Board of Directors input on the project

o Project support: letter of support DCBID to speak in support at a City meeting

• At the 12/4/2019 Board meeting, it was requested that staff provide recommendations

for how the Board may consider future developments for “Project Support” and what Board support would represent.

Recommendation Below is a basic process for approval of development projects provided for purposes of discussion.

1) Developers seeking approval will be asked to:

A) Conduct an in-person presentation to the DCBID Board of Directors and answer questions from the Board.

B) Complete a “Development Project Information” form (Exhibit A). This will be provided to the Board of Directors at the meeting where the presentation of the project is made.

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2) The Board of Directors will vote on a motion to:

Support:

• The minutes would reflect that DCBID voted to support the development with a letter of support and attendance at up to 3 public hearings.

• DCBID Letters of Support to appropriate parties/agencies would be in the form of the attached “Sample Support Letter” (Exhibit B) and would include one or more of the following “belief statements,” as applicable, in space indicated:

o Residential: “New housing units contribute to a growing residential

base and the overall social and economic vitality of Downtown.”

o Office: “A diverse, thriving office sector contributes to the economic vitality of Downtown.”

o Retail: “A vibrant retail sector provides economic opportunities,

neighborhood amenities and encourages pedestrian traffic which can increase neighborhood safety.”

o Hotel: “New hotels provides economic opportunities, support tourism and contribute to the economic vitality of Downtown.”

Oppose:

• The minutes would reflect that DCBID voted to oppose the development.

Not Oppose: • The minutes would reflect that DCBID voted not to oppose the

development.

While not included in the above, it is recommended that the CEO be provided either discretion or guidance in providing DCBID support of existing stakeholder requests for far less substantial change of use requests, e.g. for liquor license or conversion for restaurant use.

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EXHIBIT A

DEVELOPMENT PROJECT INFORMATION

Development projects requesting DCBID approval are asked to provide the following:

1. Project

Name ______________________________ Street Address ________________________________

Present Use _________________________ Proposed Use _________________________________

Office Sq. Ft ________________ Retail Sq. Ft _____________ Total Project Sq. Ft.__________________

Residential units _____________________ Hotel Rooms _________________________________

Number of Floors ____________________ # Parking Spaces _______________________________

New Construction ☐ Adaptive Reuse ☐ Additions to Existing Structure ☐

Is this project applying for any community plan amendments or zoning adjustments?

______________________________________________________________________________

2. Developer

Name ______________________________ Corporate Office Location _______________________

What experience does the developer have in the Downtown area? _____________________________ Has the development team yet participated in any public outreach activities? If so, what feedback have you received from stakeholders? (Ex: neighboring properties; Downtown Los Angeles Neighborhood Council; Council District 14 office) _________________________________________________________ Other information you would like to provide about the project: 3. Request

☐ Letter of Support – Date Needed______________ ☐ Speak at Public Hearing - Date ______________

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EXHIBIT B – SAMPLE SUPPORT LETTER March 11, 2020 Los Angeles City Planning 200 N. Spring Street, Room 763 Los Angeles, CA 90012 RE: ___ (insert project name here)__ To Whom It May Concern: The Downtown Center Business Improvement District (DCBID) is a coalition of nearly 2,000 property owners in the Downtown Center of Downtown Los Angeles. The DCBID is committed to enhancing the quality of life in the 65 square blocks of our District. As a stakeholder in this community, we support __(insert developer here)__ and their request for __(insert name of Zone Amendment, Variance, CUP, etc. here)__ for their proposed project __(insert name of development here)__. The project brings (as applicable) additional retail and commercial business into the neighborhood, while providing housing and new residents to the area. Further, we believe (insert “belief statement”). We urge the Planning Department to move this project forward for approval. Respectfully,

Suzanne Holley President & CEO

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MY FIG MAINTENANCE REQUEST

**Review will be deferred to a later meeting pending confirmation from LADOT on scope of work

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OPERATIONS

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Operations Report August 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.

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 • MOAB Training • Certified Bike Training

Safety Team continues to monitor ongoing demonstrations throughout the District to increase visibility, deter illegal activity, and report maintenance related issues. 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 maintenance services through Chrysalis, a neighborhood non-profit organization that offers transitional employment opportunities to the homeless and economically disadvantaged. We increased pressure washing throughout the District as a result of feedback from our annual property owner’s meeting in July and expect it to increase as outdoor dining increases. We continued placing stencils on sidewalks and signs on our BigBelly trash cans encouraging social distancing.

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Detail cleaning and repainting of the 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.

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) Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20Dispatch Calls from District 2,355 2,466 2,101 2,121 2,350 2,220 1,847 1,726 2,173 1,884 2,145 2,358Self-Initiated 7,426 8,261 8,456 6,315 6,824 7,500 5,978 6,326 6,297 8,262 8,227 8,122Total call response 9,781 10,727 10,557 8,436 9,174 9,720 7,825 8,052 8,470 10,146 10,372 10,480Merchant Contacts 1,591 1,651 1,468 1,081 1,266 1,449 488 5 1 7 3 1Wellness Checks 780 814 760 546 626 603 379 240 218 268 297 300Citizen Assists 145 178 169 103 151 125 52 47 61 63 74 111Trespassing 1,895 2,198 1,879 1,629 1,652 1,703 1,253 1,005 1,063 964 1,377 1,525

Call Type (Maintenance) Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20 Aug 20Trash Bags Collected 6,905 7,687 6,646 6,087 7,504 6,562 5,035 4,120 4,758 6,529 6,817 6,831Tons of Trash 94 93 89 96 67 70 69 55 70 92 82 35Graffiti Removed 441 608 953 924 801 543 627 561 1,351 2,027 1,521 1,380Sidewalk Wash Downs 1,165 671 1,642 933 547 851 445 988 927 1,216 1,284 1,632Special Clean Up Requests 841 1,103 1,189 817 897 706 465 520 542 730 1,183 1,114City Work Orders Placed 23 21 18 14 62 21 13 9 53 15 12 67

PATH Sep 19 Oct 19 Nov 19 Dec 19 Jan 20 Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 20* Aug 20Unduplicated Contacts 64 61 49 53 65 54 51 71 52 37 67 **Services Provided 235 229 184 205 241 236 320 414 382 359 420 **CES Assessments Completed 15 12 11 14 18 14 11 24 14 15 12 ***July stats updated to reflect final amounts

**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.* 5 5 0 0.0%

Rape 2 (815/820/821) 0 0 0 N.C.* 1 0 1 N.C.* 0 0 0 N.C.* 1 0 1 N.C.* 2 0 2 N.C.* 8 6 2 33.3%

Robbery 4 2 2 100.0% 4 4 0 0.0% 3 5 -2 -40.0% 2 2 0 0.0% 13 13 0 0.0% 76 88 -12 -13.6%

Aggravated Assaults 11 6 5 83.3% 2 0 2 N.C.* 6 7 -1 -14.3% 3 3 0 0.0% 22 16 6 37.5% 149 102 47 46.1%

Total Violent Crimes 15 8 7 87.5% 7 4 3 75.0% 9 12 -3 -25.0% 6 5 1 20.0% 37 29 8 27.6% 239 201 38 18.9%

Burglary 4 2 2 100.0% 3 2 1 50.0% 1 3 -2 -66.7% 0 0 0 N.C.* 8 7 1 14.3% 95 43 52 120.9%

Grand Theft Auto (GTA) 0 4 -4 -100.0% 9 0 9 N.C.* 5 2 3 150.0% 5 1 4 400.0% 19 7 12 171.4% 68 39 29 74.4%

BTFV 8 8 0 0.0% 6 6 0 0.0% 8 11 -3 -27.3% 12 11 1 9.1% 34 36 -2 -5.6% 240 211 29 13.7%

Grand Theft from Person (GTP) 0 1 -1 -100.0% 0 1 -1 -100.0% 1 3 -2 -66.7% 0 1 -1 -100.0% 1 6 -5 -83.3% 32 59 -27 -45.8%

Other Theft 8 17 -9 -52.9% 6 22 -16 -72.7% 6 12 -6 -50.0% 6 19 -13 -68.4% 26 70 -44 -62.9% 346 767 -421 -54.9%

Total Property Crimes 20 32 -12 -37.5% 24 31 -7 -22.6% 21 31 -10 -32.3% 23 32 -9 -28.1% 88 126 -38 -30.2% 781 1119 -338 -30.2%

Total Part I Crimes 35 40 -5 -12.5% 31 35 -4 -11.4% 30 43 -13 -30.2% 29 37 -8 -21.6% 125 155 -30 -19.4% 1020 1320 -300 -22.7%

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 1 -1 -100.0% 0 0 0 N.C.* 0 0 0 N.C.* 0 0 0 N.C.* 0 1 -1 -100.0% 2 1 1 100.0%

Other Sex Crimes 0 2 -2 -100.0% 0 2 -2 -100.0% 0 3 -3 -100.0% 2 1 1 100.0% 2 8 -6 -75.0% 36 48 -12 -25.0%

Vandalism 11 6 5 83.3% 4 4 0 0.0% 8 3 5 166.7% 3 2 1 50.0% 26 15 11 73.3% 189 126 63 50.0%

Other 16 12 4 33.3% 18 14 4 28.6% 15 20 -5 -25.0% 16 21 -5 -23.8% 65 67 -2 -3.0% 437 589 -152 -25.8%

Other: Battery (CC 624) 8 8 0 0.0% 6 8 -2 -25.0% 5 9 -4 -44.4% 11 8 3 37.5% 30 33 -3 -9.1% 183 262 -79 -30.2%

Total Part II Crimes 27 21 6 28.6% 22 20 2 10.0% 23 26 -3 -11.5% 21 24 -3 -12.5% 93 91 2 2.2% 664 764 -100 -13.1%

For Internal Use Only

LOS ANGELES POLICE DEPARTMENT

Central Area - Business Improvement DistrictsPart I & II Crimes

Year to Date 08/29/20

08/23 to 08/29 08/16 to 08/22 08/09 to 08/15 08/02 to 08/08 4 WEEK TOTALS YEAR TO DATE TOTALS

08/23 to 08/29 08/16 to 08/22 08/09 to 08/15 08/02 to 08/08 YEAR TO DATE TOTALS4 WEEK TOTALS

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

9/2/2020

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MARKETING

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Marketing & Communications Report August 2020

Campaigns The DTLA Grand Giveaway, a sweepstakes campaign, promoting staycations and shopping in DTLA, began on July 6th and continued through August 14th. The campaign highlighted seven in-district hotels and three shopping centers with ten prize packages available to winners. There were 12,260 registrants for the sweepstakes with over 9,000 signingup to be a DTLA Insider and receive our monthly newsletter. The DCBID promoted the sweepstakes in digital advertising with LA Downtown News, Los Angeles Magazine, iHeartMedia, and on social media. Collectively, our paid ads had over 4 million impressions and 225,000 dedicated email recipients, which drove 57,698 visitors to the website over the course of the campaign. The cost per lead (CPL) for the campaign was $2.98. We also send three dedicated emails to sweepstakes registrants promoting DTLA staycations and dining. Together DTLA, a promotional campaign created to support DTLA-based businesses, continued in August although it was scaled back for the duration of the DTLA Grand Giveaway. We continued to run paid advertising on social channels for the DTLA Dining and Hotel Guides, driving 3,683 visitors to their respective pages in August. Once The DTLA Grand Giveaway ended on August 31st, we started gift card giveaways to office tenants and residents for in-district businesses and will continue to do so through the next several months. PR The DCBID had two media placements published in August. One was a Forbes article that quoted the Downtown Center BID’s estimation of the economic impact that Staples Center has had since it opened in 1999. The second article was published by Connect Media, and it was about DTLA residents’ sentiments that were published in the DCBID’s DTLA 2020 Survey. Website DowntownLA.com website traffic had 27,266 users and 30,900 sessions during August, which was 18% less users than the same period in 2019. While site traffic has dropped since mid-March with the coronavirus outbreak, The DTLA Grand Giveaway created a dramatic increase of site traffic that started in early July. During the campaign’s duration (July 6 - Aug 14) users of the site were up 20% and sessions up 15% over the same period in 2019, greatly supplementing the reduction of site traffic that we’ve seen with COVID-19. The DCBID’s SEO initiative taking place through the remainder of 2020 took full speed in August, with multiple tactics underway to improve rankings on search engines and increase visitors from organic search, which is the source of roughly 60% of visitors to downtownla.com.

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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 tens of thousands 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. Social media ads were also the greatest source of sign ups for The DTLA Grand Giveaway. With large audiences on all three platforms (Twitter = 39,467, Facebook = 44,037, Instagram = 51,244), our social posts are viewed hundreds of thousands of times every month, with over 2.1 million impressions combined across all our social channels in August. 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 about 40 attendees at the August meeting, which was focused on important resources that are available to businesses and inviduals. Businesses noted that it would be helpful if the BID could assist with working with the city on establishing a restaurant pickup drivethru on Broadway and curbside at FIGst7th. 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. One guide was hired in late July and fully trained by August, so the team is fully staffed now with a total of three. Recent work has been greatly focused on creating and delivering the gift bags to residential buildings. Community Outreach In August, the DCBID partnered with 255 Grand, Museum Tower, and the Emerson on a new resident outreach program. The DCBID created and distributed over 100 gift bags to residents that included information on the DCBID, COVID-19 safety guidelines, a branded Together DTLA face covering, a no-touch keychain, a Grand Central Market Locals Only card, and a gift card to a local business. The DCBID will continue distributing these bags over the next few months to other District residential buildings.

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ECONOMIC DEVELOPMENT

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Economic Development Report August 2020

Q2 2020 Market Report We released our Q2 2020 Market Report, in a simplified format with a letter from the President & CEO discussing current conditions and the path towards recovery. DTLA 2020 Survey We released the DCBID’s seventh biennial Downtown LA Survey Report following the cancellation of our promotional launch in March. The published report includes a new Executive Summary signed by the President & CEO that puts the results of the survey in context as a portrait of the “once and future DTLA.” Recovery Compass Tracking Study Our Recovery Compass Tracking Study launched in August. Building on the baseline data of our DTLA 2020 Survey, it tracks a range of issues, trends, and sentiments, to gather information and insights that can inform our recovery programs. This bi-weekly tracking survey will continue through the end of 2020. 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. 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. After pausing during the pullback on reopening, the effort picked up again late this month. Local Business Support

- LA City Al Fresco Dining Program o Broadway Dining Project: The DCBID is assisting Grand Central Market

and other local businesses for curbside dining on Broadway. o St Vincent’s Court: The DCBID is assisting the merchants at St.

Vincent’s Court with their on-street dining application, facilitating, and providing resources as needed.

o 7th Street: The DCBID is working with Petite Peso and Installation Coffee on design and implementation of their sidewalk dining space.

Programs in Development

• Placemaking Study: The Economic Development team continued work on our 2020 Placemaking Study with DTLA-based architecture firms Callison RTKL

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and Bureau Spectacular, who began an assessment of the 65 blocks of our District for development of a placemaking strategy for the DCBID.

• 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 are planning 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, 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:

• Ketchum YMCA • HelloOffice • fundamental DTLA

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

• LA BID Consortium • Alliance for SoCal Innovation • Downtown Real Estate Association • Central City Association • DTLA 2040

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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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