ANNUAL REPORT 2012 DOWNTOWN STOCKTON ALLIANCE
www.downtownstockton.org
An evening game at the Stockton Ports Ballpark
CONTENTS: FROM THE BOARD CHAIR .................... 3 FROM CEO ............................................. 4 INCOME 2011-2013 ................................ 5 EXPENSES 2011-2013 ........................ 6-7 2012 ACCOMPLISHMENTS .................... 8 2013 WORK PLAN .................................. 9 MARKETING PORTFOLIO .................... 10 PROPERTY BASED IMPROVEMENT DISTRICT Q & A ..................................... 11
OUR VISION A vibrant 24/7 urban environment.
OUR MISSION The mission of the Downtown Stockton Alliance (DSA) is to develop, promote and maintain historic Downtown Stockton as a regional business, cultural and entertainment destination.
FROM THE BOARD CHAIR
OUR BOARD OF DIRECTORS Chair
In the past two years, the board of directors and staff of the Downtown Stockton Alliance have effected financial, structural and policy reforms which are expected to augur well for the future, as well as for the extension of DSA’s mandate in 2017. The full Board is focused on the Downtown and its specific interests. Instead of a cursory review of material once a month, our Board has been augmented with five committees focusing on administration, finance, Mahesh Ranchhod, security, marketing, and economic development. Board Chair
The DSA’s budget has improved dramatically and majority of it will be dedicated to our core issues. In 2013, the organization will spend 53% on payroll, (64% of which is for cleaning and maintenance); almost 33% on security, and we have managed to clear our debts and put aside over $200,000 for reserves. The Board have allocated $50,000 for Downtown Improvements which will continue the programs such as renewal of the street banners program, planting of trees, installation of decals on old store fronts, tree lighting, etc. Additionally, $325,000 have been dedicated for security. This includes weekday and evening patrols by Stockton Police Department. Another aspect of our mission, keeping Downtown clean, is being reinforced with additional staff and close scrutiny of maintenance operations, ensuring better management of the cleaning program. Finally, a difficult transition in management was effected seamlessly and without controversy. I believe we now have a very enthusiastic and dedicated team who will work responsively with the different Committees and the Board. The issues and challenges which are most important and still need to be addressed are: 1. Ensure that the Security Team achieves results. 2. Work with city government on establishment of the ULI recommended public-private partnership with a strong DSA voice as well as the policy recommendations from the ULI report. 3. Dialogue with the Parking District and City regarding improvements in downtown parking. 4. Help bring the Miner Street Plan to fruition. 5. Help bring to fruition our first downtown mixed use project. 6. Strengthen all our partnerships with downtown supporters and defend our position against those who oppose downtown revitalization. 7. Find an acceptable solution for the old hotels. 8. Try to establish a centralized non-profit center with shared facilities. Thank You,
Annual Report 2012
Mahesh Ranchhod Property Owner Vice-Chair
Mahala Burns Cort Companies Treasurer
Jim Donaldson JF Donaldson Automotive Secretary
David Gould Creative Vision Printing Executive Committee Member at Large
Janice Miller City of Stockton Economic Development Department Benjamin Saffold Gospel Center Rescue Mission Board Members
Anthony Barkett Attorney at Law Mike Cera SMG Stockton Zac Cort The Cort Group
Kevin Dougherty First Commercial Real Estate Doug Egbert Riverrock Properties Jeff Gilbert Verve Networks Rick Goucher CB Richard Ellis Gabe Karam County of San Joaquin Lisa Lee Stockton Collegiate School Tara Manners The Record Paul Rapp San Joaquin Regional Transit District Thomas Reeves San Joaquin Regional Wes Rhea Stockton Convention & Visitors Bureau Elaine Saculla Bank of Stockton
DOWNTOWN STOCKTON ALLIANCE
FROM CHIEF EXECUTIVE OFFICER To Our Partners and Investors: I am grateful to our stakeholders and board for the opportunity to represent your interests and investment in Downtown Stockton. My key areas of focus for 2013 are to continue to develop a responsive, stakeholder focused internal culture, to strengthen relationships with partners and elected officials, and to streamline operations to provide enhanced services. As such, event production has been outsourced to allow the Emily Baime, CEO Alliance to spend stakeholder dollars where they are most needed at this time: investing in public safety. Two Stockton Police officers now patrol downtown by weekday and weekend evenings. Strategies to address loitering and unproductive behavior including dumpster diving, mental health issues and panhandling are under development. Maintenance equipment and service delivery have been audited. As a result, costly gas vehicles will be replaced by efficient electric vehicles at no charge to stakeholders, power washing is now on a guaranteed schedule, and online maintenance requests are now accepted 24/7. To beautify the downtown, the Alliance continues to install murals in place of blight, plant trees and to install lights and street banners. We continue to focus our business recruitment efforts on non profits, grocery/food, technology and education. The purpose of this Annual Report is to provide audited financial statements for 2012 within 120 days of business close, per the Downtown Stockton Management District Plan requirements. In addition, this report conveys 2011 financial statements and 2013 budget for analysis. It should be noted that since 2009, staff costs have reduced by 36% to direct more funds to program expenditures. In addition, this report provides program performance statistics for the five mandated program areas: public policy, economic development, marketing, safety and maintenance programs.
IT’S NOT OFTEN ... that you find one of the nation’s agricultural hubs borded by one of the largest inland seaports on the West Coast - the Port of Stockton, with a regional entertainment center to boot. Home to two minor league sports teams and the San Joaquin County g ove r n m e n t , D ow n t ow n S t o ck t o n boasts historic architecture mixed with affordable and eclectic dining.
To: Napa
5
To: Tahoe
80
Sacramento 99
Stockton San Francisco
99
5 To: Yosemite
Getting here Stockton is conveniently located in the center of California. From Hwy 99 north or south, take Hwy 4 west, Downtown Exit, and exit El Dorado St. From I-5 north or south, take Hwy 4 east, Downtown Exit, and exit El Dorado St. To find out how to get here by boat or train, visit www. downtownstockton.org.
Thank you,
Police officers regularly patrol downtown streets on weekdays and on weekend evenings.
DOWNTOWN STOCKTON ALLIANCE
Don’t miss ... S a t u r d a y m o r n i n g ’s A s i a n F a r m e r s Market. The Central Valley is one of the world’s largest agricultural production areas. Taste the local flavors, buy local A s i a n p r o d u c e , f r e s h caught fish, live animals, and delicious fruits and foods. Be sure to sample the large selection of tofu.
2012 Annual Report
DOWNTOWN DATA
DOWNTOWN STOCKTON ALLIANCE INCOME 2011 Assessments
2012
2013
$985,912.71
$981,437.06
$ 1,000,672.20
Annual Sponsorship Drive
42,260.80
33,867.00
45,000.00
Adverising - Print
12,952.50
1,100.50
5,002.00
1,194.00
-
-
21,600.00
54,880.00
21,600.00
3,090.00
2,450.00
1,050.00
Drinks
826.00
-
-
Tickets
67,579.35
56,281.00
19,000.00
Merchandise
1,909.00
13.00
2,450.00
Other
1,896.50
(150.50)
11,250.00
75,300.85
58,593.50
33,750.00
Grants
500.00
-
-
Miscellaneous Income
937.69
6,369.99
802.00
$1,140,658.55
$1,136,248.05
$1,106,826.20
Advertising Services Contracts Event Revenue Vendors
Total Event Revenue
Total Income
People stroll through the Janet Leigh Plaza.
POPULATION
3 Mile
151,663
5 Mile
269,638
DAYTIME POPULATION (3 MILE)
Employees
70,202
Businesses
5,452
SINCE 2009, STAFF COSTS HAVE REDUCED BY 36% Reduction from Previous Year
Reduction since 2009
2013 Staff Budget
15%
36%
3 Mile
$42,106
2012 Staff Budget
14%
25%
5 Mile
$50,994
2011 Staff Budget
13%
13%
2010 Staff Budget
1%
1%
Annual Report 2012
Wine tasting at the Waterfront Warehouse.
AVERAGE HOUSEHOLD INCOME
MEDIAN HOUSEHOLD INCOME
3 Mile
$31,238
5 Mile
$37,561
DOWNTOWN STOCKTON ALLIANCE
REAL ESTATE
DOWNTOWN STOCKTON ALLIANCE EXPENSES 2011 Payroll & Benefits Education & Networking Advertising/Marketing
2012
2013
$706,198.92
$652,425.10
$526,381.10
4,225.71
5,748.36
5,760.00
52,551.13
24,100.56
8,000.00
7,597.54
10,919.92
4,750.00
Event Expenses Drinks Entertainment
8,342.06
6,625.00
3,500.00
Permits & Fees
10,819.45
14,316.05
1,544.00
Supplies
42,640.73
31,392.59
11,500.00
Sponsorships
35,525.55
22,474.80
2,745.00
104,925.33
85,728.36
24,039.00
3,814.30
4,715.05
4,500.00
363.26
22,647.61
3,875.00
9,550.10
9,355.91
10,500.00
Equipment Replacement/ Purchase
12,202.41
10,711.16
9,000.00
Equipment Lease/Rental
770.84
921.84
500.00
Radio System
705.00
780.00
800.00
Total Event Expenses Equipment & Supplies Office Supplies Streetscape Equipment Repair/ Maintenance
Uniforms
2,926.91
5,136.40
5,000.00
Gasoline
10,122.74
10,582.66
11,500.00
93.01
-
-
Total Equipment & Supplies
40,548.57
64,850.63
45,675.00
Printing
18,306.23
16,527.50
15,000.00
General Liability
1,715.74
9,375.00
10,450.00
D & O Insurance
2,193.00
1,995.00
1,995.00
Insurance - Other
3,830.00
1,674.85
-
Total Insurance
7,738.74
13,044.85
12,445.00
-
603.68
-
488.93
-
816.00
-
-
-
488.93
603.68
816.00
DSL Line (Web site/e-mail)
3,588.00
3,588.00
3,529.00
Telephones
4,997.98
4,910.44
5,520.00
Cell Phones
4,675.54
3,504.39
2,400.00
Office Lease
50,836.25
60,302.98
56,489.00
177.55
14.95
-
64,275.32
72,320.76
67,938.00
Equipment & Supplies - Other
Insurance
Taxes Personal Property Taxes Taxes - Other Total Taxes Utilities/Rent
Credit Card Machine Total Utilities/Rent
DOWNTOWN STOCKTON ALLIANCE
Downtown Stockton’s real estate a very attractive investment. Millions of public and private dollars invested in Downtown Stockton have brought a host of “activity generators.” Downtown Stockton is a comfortable place to live. Public urban parks and plazas, sports, entertainment, retail, housing, and apartments are all conveniently located near the Waterfront, Stockton Arena, Baseball Park, Downtown Marina, Weber Point Event Center, and state and county government offices. AVAILABLE REAL ESTATE SPACES Sq. ft. office and retail available Average rate per sq. foot
268,379
$1.05
AVAILABLE PARKING SPACES Spaces at covered lots
4,030
Spaces at surface lots
1,237
A list of Downtown Stockton properties for lease or sale can be found at www. downtownstockton.org under “Real Estate Resources.”
2012 Annual Report
DOWNTOWN STOCKTON ALLIANCE EXPENSES 2011
2012
BUSINESS
2013
Professional & Fin. Services Janitorial
-
-
150.00
Time Clock System
-
-
1,162.80
Stockton Police Department
-
-
325,000.00
Trust Department Fees
9,200.00
9,000.00
9,000.00
Other Services
1,285.45
136,137.63
-
LARGEST EMPLOYERS
-
4,150.00
-
City of Stockton
12,420.00
12,013.00
14,450.00
7,279.13
6,412.42
10,000.00
13,043.85
17,554.31
10,296.00
1,368.14
702.83
-
Principal
-
-
-
Debt Service - Other
-
362.00
1,368.14
Contingency Operating Reserve
Legal Fees Accounting Fees
1,435
San Joaquin County Human Services
760
Stockton Fire Department
289
San Joaquin County Superior Court
250
-
San Joaquin Media Group
200
1,064.83
-
193
-
-
-
San Joaquin Regional Transit District
Future Capital Expenditure Res
-
-
-
175
Credit Card Machine Charges
1,533.21
600.86
1,400.00
San Joaquin District Attorney
-
10,000.00
-
California State University, Stanislaus
111
Total Professional & Fin. Services
46,129.78
196,933.05
371,458.80
TRANSPORTATION HUB
Depreciation Expense
10,153.74
9,733.44
-
San Joaquin Transit Center
I.T. Payroll & HR Service Debt Service Interest Expense
Total Debt Service
Professional & Fin. Services - Other
Total Expense Net Ordinary Income
1,055,542.40 85,116.15
1,142,016.29 1,076,696.90 (5,768.24)
30,129.30
Other Income/Expense
ACE Train Station Downtown Stockton Marina Greyhound Station
Other Income Interest Income
314.85
392.32
-
Amtrack Train Station
Total Other Income
314.85
392.32
-
Stockton Metropolitan Airport (Bus Metro Express connection)
314.85
392.32
-
$85,431.00
$(5,375.92)
$30,129.30
Net Other Income NET INCOME
DEVELOPMENT INCENTIVES Fee Deferral Faรงade and Microloan Program Enterprise Zone Revolving Loan Fund Downtown Stockton Enterprise Loan Fund Blanket Outdoor Dining Permit Economic Review Committee Reduced Sewer Hook-up Fees for Restaurants
Annual Report 2012
DOWNTOWN STOCKTON ALLIANCE
2012 ACCOMPLISHMENTS
2012 IN NUMBERS
ADMINISTRATION & PUBLIC POLICY
• Prepared operational reserve and contract execution authority policies • Participated in Climate Action Plan, Campaign for Common Ground, DSELF, SJ COG, Great Valley Center, Comeback Club and Development Oversight Commission • Assisted in preparation of $50,000 CDBG application for funding to secure Main & Commercial Hotels and administered $117,000 CDBG-R grant for Commercial Hotel façade project • Oversaw contracts with consultants to evaluate City impact fees, fire and safety codes • Participated in ULI Study to develop new strategies for development MAINTENANCE
• Per quarter: removed approximately 250 incidents of graffiti and 44,101 pounds of trash, provided 1,300 hours of gum removal • Per day: emptied 150 trash receptacles • Per month: pressure washed sidewalks of 55 blocks SAFETY
• • • •
Coordinated return of Bike Police Patrol, in partnership with County and SEIU Advocated for improvement of Fremont Park Initiated “Real Change vs Spare Change” Program Quarterly: 4 tours, 50 safety escorts, 2,111 hours of patrol, 43,500 publications distributed, 43,143 visitors assisted, contacted businesses 14,162 times
MAINTENANCE
Graffitti removed
250
Trash removed
44,101 lb
Gum removal
1,300 hrs
Trash bins emptied 150/day Sidewalks washed
55 blocks/mo
ECONOMIC DEVELOPMENT
• Beautification: Coordinated renewal of Street Banner Program, installed “Dear Stockton” and historical murals, installed 4 trees • Recruitment/Retention: Recruited Verve Networks, retained 2 restaurants that were considering relocation, referred 5 business leads to tenants, solicited 7 potential residential developers, invited 25 youth oriented businesses to Youth Block Party, prepared marketing material for recruitment of full service grocery store to Downtown, provided marketing support to new “Juice It Up” MARKETING
• Updated DSA website stats for pedestrian counts, financial resources, and real estate brokers • Founded and launched Stockton Beer Week • eNewsletters: 25,000 recipients, 20% open rate • Social Media: 2,500 friends and followers • Events: Taste of San Joaquin (8,000 visitors), Stocktoberfest (600 visitors), Youth Block Party (350 visitors), Weekly Farmers Market (500 visitors weekly) • Website: 85,000 page views; 30,000 unique visitors • Publications: Event Collateral / Downtown Visitors Guide / Downtown Stockton insert / Strategic Planning/ Website/Email Newsletter / social media / Offerings / Economic Develop brochures / Celebrate Safety /DSELF brochure
DOWNTOWN STOCKTON ALLIANCE
SAFETY & HOSPITALITY
Historic tours
4
Safety escorts
50
Patrol hours
2,111
Publications distributed
43,500
Visitors assisted
43,143
Business contacts
14,162
2012 Annual Report
2013 WORK PLAN
EVENTS 2013
ADMINISTRATION & PUBLIC POLICY
• 2013 Budget / Budget to City for Approval/2013 budget pre-meeting with council members • Assessment adjustments • HR: Implement time keeping system, Create an operations manual that documents current operating procedures for all jobs; Report to board with updated org chart, duties, compensation • Renew partnerships in the community: ACE, SBDC, RTD, CVB, SJ-COG, State, SJ Partnership, chambers, Stockton Port, colleges, elected officials, Stockton Airport, City of Stockton, Climate Action, media, Westrec, Enterprise Zone • Consider additional funding sources • Board/Ex-Officios: Handbook, development/engagement
People purchase Mardi Gras beads at the French Quarter Street Fair
MAINTENANCE
• Create a staffing plan that (1) adheres to District Plan (2) provides afternoon staffing (3) creates a triage team with monitored response time (4) is communicated to stakeholders (5) offers contract opportunities for extra service • Fix equipment: Litter Hawk, Gum Buster, Sidewalk Cleaner • Create a succession plan for staffing • Launch dumpster locking campaign • Audit all equipment; Move to electric vehicles
Friday, March 22 East Main Street
SAFETY
• 2013 Police contract implemented with metrics and designated manager • Continue to build a downtown wide “eyes and ears” program • Fremont Park action plan implemented ECONOMIC DEVELOPMENT
• Landscaping/Beautification: Create public sculpture plan • Implement Brubeck partnership • Advocate for: ULI outcomes / Wayfinding signage/ Pocket park / Minor Avenue streetscape • Recruit: Grocery, Youth activities, Housing, Technology, and Non-profit • Implement building code recommendations • Consider a pilot project with Save Old Stockton MARKETING
• Create a plan to outsource Taste of San Joaquin • Host Jazz Event / Farmers Market / Stocktoberfest • Create a Marketing & Beautification Committee (murals, events, merchant relations, banners, holiday décor, Lighted Boat Parade) • Publications: Event Collateral / Downtown Visitors Guide / Downtown Stockton insert / Annual Report / Website/Email Newsletter / social media / Offerings / Economic Develop brochures / Celebrate Safety /DSELF brochure
Annual Report 2012
Wednesdays, May - October East Main Street
Saturday, August Weber Point Events Center
Saturday, October 5 Amphitheater, Waterfront Warehouse
DOWNTOWN STOCKTON ALLIANCE
MARKETING PORTFOLIO WEBSITE & SOCIAL MEDIA 6
7
85,000 PAGE VIEWS
WEBSITE Promotional Folder and DVD
CALENDAR OF EVENTS 6,200 PAGE VIEWS
Street Banners
REAL ESTATE DIRECTORY 1,650 PAGE VIEWS BUSINESS DIRECTORY 1,280 PAGE VIEWS 1,976 FANS
209.464.5246 (English)
209.888.8637 (Espa単ol)
890 FOLLOWERS
www.downtownstockton.org
Print Advertisment
Visitors Guide 1,279 VIDEO VIEWS
1,242 CONTACTS
WEBSITE GROWTH
Virtual Advertisment
85,000 80,000 75,000
eNewsletters
70,000 65,000 60,000 55,000 50,000
Internet Promotions
2010
2011
2012
Info Kiosks 10
DOWNTOWN STOCKTON ALLIANCE
2012 Annual Report
PROPERTY BASED IMPROVEMENT DISTRICT
Q: What is a PBID?
A: PBID stands for Property-based Business Improvement District, meaning that the District is funded by assessments on properties, not on businesses. Assessments are calculated based on lot size, location in the district, and what sits on the parcel. Q: Why do PBIDs exist?
A: These districts provide essential, supplemental services, over and above those provided by government throughout the City. Services provided must benefit those who pay the assessments. Q: What services does DSA PBID provide?
A: The DSA provides enhanced maintenance and security services, cooperative marketing, business recruitment and retention, and advocacy of business and property interest.
Q: Is the DSA a city department? Who does it report to?
A: The DSA is not a city department. It reports to a 17-member, non-partisan Board of Directors, comprised of representatives of the PBID zones, downtown financial institutions, non-profit agencies, and residents. All Directors must be a property or business owner, resident or designated representative. All Board meetings are open to the public. In addition, working committees in the areas of marketing, finance, economic development and administration/public policy meet monthly. The DSA is governed by a 10-year Management District Plan. The DSA Board creates an annual workplan and budget which is approved by the City Council annually. Q: How is a PBID formed?
A: The DSA began operations in 1998 and was successfully renewed in 2002 for a 5 year term, and in 2007 for additional 10 more years. California law provides that a district may renew for up to ten years. The current term expires in 2017.
Celebrate!
IN DOWNTOWN STOCKTON Downtown Stockton Alliance Service Areas
Hospitality, Maintenance, Marketing & Late Night Hospitality Hospitality, Maintenance & Marketing Maintenance & Marketing Marketing
343 E. Main Street, First Floor Stockton, CA 95202 P. 209.464.5246 F. 209.464.4558 Spanish Hotline, 209.888.8637 www.downtownstockton.org /downtownstockton @D_townStockton /downtownstockton
San Joaquin County Administration Building