2023 Annual Report

Downtown Center Business Improvement District

ABOUT DTLA ALLIANCE

n DISTRICT BOUNDARIES

Founded in 1998, the DTLA Alliance has been a catalyst in Downtown Los Angeles’ transformation into a vibrant 24/7 destination. A coalition of more than 2,000 property owners in the Downtown Center, the DTLA Alliance members are united in their commitment to enhancing the quality of life in the Downtown Center, a now bustling commercial and residential hub in the heart of the city which includes Bunker Hill, the Financial District, and the Jewelry District. From 24/7 safe and clean operations to a range of economic development initiatives, marketing programs, and community events, the DTLA Alliance helps a vibrant community of business leaders, retailers, artists, and residents reach its full potential.

DEAR DOWNTOWN STAKEHOLDER

n 2023 signaled a year of recovery and return to relative normalcy for Downtown Los Angeles, following several years of unique challenges.

The office sector continued to adapt to remote and hybrid work, while the residential, retail, and hospitality markets stabilized at, or near, pre-pandemic levels. Although homelessness and conditions in the public realm remained a primary concern, there has been significant positive progress in this regard and the Downtown community experienced increased optimism about the future of DTLA.

For the Downtown Center Business Improvement District (the “DCBID”), 2023 marked a critical juncture to plan for that future. Midway through our 10-year management term, and cognizant of new challenges and opportunities facing downtowns across the country, the DCBID commenced a focused strategic planning initiative to chart the organization’s path forward. The resulting plan (which was developed over months of specialized efforts) aligns our work around three guiding principles: 1) Improving the Place and Experience; 2) Building Community and Coalitions; 3) Telling the Story and Shaping the Narrative. The plan centers placemaking as an essential strategy for revitalization and elevates advocacy as a significant role of the organization. The most visible change to come out of this process is a rebranding of the organization as the DTLA Alliance, a name meant to embody and reflect our commitment to community and prioritization of partnerships in all that we do.

Amidst this time of change and focus on the future, the organization continued to engage with the realities of the here and now, providing the core services – from security and maintenance to marketing and economic development – that have kept the Downtown Center District safe, clean, and vibrant for the last quarter century.

Our Safe & Clean team maintained its high standards of sanitation and security across the 65-block District, 24/7, with enhanced safety patrols and targeted cleaning

Adam Daneshgar Chair, DTLA Alliance Board of Directors

programs to make the public areas of our District welcoming and secure for residents, workers, and visitors. In 2023, they responded to over 17,000 calls for service, and removed nearly 84,000 bags of trash and over 82,000 instances of graffiti. Our Homeless Outreach teams also continued their critical work of connecting with and providing housing and other much needed services to unhoused individuals in the District.

Our Marketing team used a combination of events, activations, promotion and communication, to support the DTLA community. From signature events like our DTLA Dog Days and Halloween Festival for Kids to marketing campaigns for 23 Things to Try in 2023 and the Holiday Ice Rink in Pershing Square, and partnerships with Yelp and DineLA among others, the team leveraged our industryleading website DowntownLA.com and e-newsletter This Week in DTLA, along with our robust PR and social media channels, to engage the local community and promote DTLA as a prime destination for visiting, shopping, working, and living.

To help shape the narrative and reignite enthusiasm for investment and development in Downtown, the Economic Development team produced and promoted DTLA 2023: Outlook & Insights, our annual state-of-Downtown report, along with our first-ever report on the DTLA Residential Market, and a series of thought-leadership articles entitled DTLA Reimagined. Leveraging our position as the leading source of information about the Downtown market with our quarterly market reports and twice-monthly newsletter DTLA Business News & Insights, the team generated extensive media coverage in outlets ranging from the Wall Street Journal and the Los Angeles Times to KCAL and KNX News.

Looking ahead, the DTLA Alliance is focused on a vision of Downtown Los Angeles as a welcoming, vibrant, thriving, authentic, and flexible place. We invite you, our partners on this mission, to join us in making that vision a reality.

Suzanne Holley President & CEO, DTLA Alliance

Beaudry, completed in 2023, features 785 new residential units.

n SIGNIFICANT OFFICE LEASES 2023

DTLA MARKET OVERVIEW: COMMERCIAL

n DCBID SIGNIFICANT COMMERCIAL SALES 2023

KEY DTLA RETAIL & HOTEL STATISTICS

800K

Square feet of retail space under construction

1,088

New hotel rooms under construction

n FOOD AND BEVERAGE OPENINGS

Arrow Lodge Brewing

Baar Baar

Bar CDMX

Baroo

Café 86

Craft by Smoke & Fire

Curry Boys

Dave’s Hot Chicken

Denae’s Diner

DTLA AYCE KBBQ

D’ZU Cafe

Eigikutei

Fabby’s Sandwicherie

Fatimas Grill

Flor Y Solera Spanish Tapas Bar

Ghost Sando Shop

Hilltop Coffee and Kitchen

House of Cocotte Level 8

Lucky Mizu

Maison Kasai

Miirch Social

Niku X

Pane Bianco DTLA

Polanquito

Que Barbaro

Rakkan Miso/Izakaya

Rita’s Deluxe

Suehiro DTLA

Taberu

the art room

Tokyo Haus

Totoyama Ramen DTLA

Tsukemen Aizen

Two Hands Corn Dogs

Vees Café

Velo Coffee

QUARTERLY TRACKING STATISTICS

n RESIDENTIAL

The residential market rebounded strongly after a short-term decline during the pandemic, with rent and occupancy returning to pre-pandemic levels. Although the first three quarters of 2023 saw the occupancy rate decline due to delivery of over 2,000 new units, it bounced back to over 90% in Q4.

n OFFICE

The impact of continuing uncertainty about return-to-work was felt across the region, with vacancy rates reaching a historic high. At the same time, asking rents have fallen each quarter of 2023, indicating that the market is starting to adjust to the current market conditions.

n RETAIL

Retail rents have remained remarkably stable, indicating that interest in urban locations like Downtown LA has stayed strong. Although vacancy rates ticked up earlier in 2023, the long-term trend is uncertain as it was at least partly due to new inventory coming online and has since returned to closer to historical trends.

n HOTEL

Both occupancy and RevPAR made significant gains in 2022 and ticked up even further in 2023, now sitting roughly 10% below where they were in 2019.

n DTLA AVERAGE MONTHLY VISITS

After a significant recovery in 2020 and 2021, monthly visits to DTLA have been stable through 2022 and 2023, ranging from 8-10 million, just slightly below pre-pandemic figures.

2,000,000

n MONTHLY WORKPLACE VISITATION

Total workplace visitation dipped in Q4, though it was still 3.6% higher than the same period a year earlier. However, the number of people who worked in DTLA during this period actually rose to its highest level since the pandemic. At the same time, the average number of days per month spent in DTLA dipped to the lowest level since Q3 2021.

STRATEGIC PLAN

STRATEGIC PLANNING PROCESS

n STRATEGIC PLANNING PROCESS

STRATEGIC PLANNING PROCESS

STRATEGIC PLANNING PROCESS

In January 2023, DCBID staff, working with leading urban consultant, MIG, initiated a dynamic and interactive planning process to engage its Board and stakeholders in a facilitated discussion about the future of the organization and Downtown Los Angeles. The key goals of this process were to:

• Create a dynamic planning tool to guide the organization for the next three to five years.

» Identify impactful, achievable, and measurable strategies and actions for economic development, marketing, and clean and safe initiatives based on best practices.

In January 2023, DCBID staff initiated a dynamic and interactive planning process to engage its Board and stakeholders in a facilitated discussion about the future of the organization and Downtown Los Angeles. The key goals of this process were to:

In January 2023, DCBID staff initiated a dynamic and interactive planning process to engage its Board and stakeholders in a facilitated discussion about the future of the organization and Downtown Los Angeles. The key goals of this process were to:

» Identify impactful, achievable, measurable strategies economic development, and clean and safe initiatives best practices.

• Identify impactful, achievable, and measurable strategies and actions for economic development, marketing, and clean and safe initiatives based on best practices.

• Outline timelines, leadership roles, partners, and potential funding sources to advance key initiatives and affect desired outcomes.

• Identify organizational changes and opportunities to engage the Board in plan implementation. The Strategic Planning process was conducted in four phases over a nine-month timeframe. This included a comprehensive review of the various assets, challenges, and opportunities facing both Downtown LA and the DCBID. These were then translated into a series of key Vision Elements and initial strategies and actions. All ideas and materials prepared during the project were discussed and vetted by both a Steering Committee and the Board.

» Create a dynamic planning tool to guide the organization for the next three to five years.

» Outline timelines, leadership roles, partners, and potential funding sources to advance key initiatives and affect desired outcomes.

PLAN SCHEDULE

In January 2023, DCBID staff initiated a dynamic and interactive planning process to engage its Board and stakeholders in a facilitated discussion about the future of the organization and Downtown Los Angeles. The key goals of this process were to:

» Create a dynamic planning tool to guide the organization for the next three to five years.

STRATEGIC PLAN SCHEDULE

STRATEGIC PLANNING SCHEDULE

n STRATEGIC PLANNING SCHEDULE PHASE 2

PHASE 1

Project Launch and Existing Conditions

• Kick-off



• Information Collection





• Document and Data Review

» Outline timelines, leadership partners, and potential sources to advance key affect desired outcomes.

» Identify organizational opportunities to engage plan implementation.

» Identify organizational changes and opportunities to engage the Board in plan implementation. The conducted month comprehensive assets, facing These key and prepared discussed Committee

» Create a dynamic planning tool to guide the organization for the next three to five years.

PLANNING SCHEDULE STRATEGIC PLAN SCHEDULE

Opportunities, Assets, and Challenges

Draft Vision Framework

• Two-Day Project Immersion Visit

Project Launch and Existing Conditions

 Kick-off



 Information Collection



• Steering Committee Workshop #1

 Document and Data Review



• Stakeholder Interviews and Focus Groups



• Placemaking Opportunities and Priorities

Project Launch and Existing Conditions

 Kick-off

Draft and Final Strategic Plan

• Summary of Community Ideas and Feedback

 Two-Day Project Immersion Visit

 Information Collection

• Draft Vision and Strategies Framework

• Steering Committee Workshop #2

 Placemaking Opportunities and Priorities

January 2023 PHASE II Opportunities, Assets, and Challenges

 Steering Committee Workshop #1

 Stakeholder Interviews and Focus Groups

 Document and Data Review January 2023

Final Vision and Strategies Framework

• Final Vision and Strategies Framework

February through April 2023

PHASE III Draft Vision Framework

• Steering Committee Workshop #3

Draft and Final Strategic Plan

II Opportunities, Assets, and Challenges

 Two-Day Project Immersion Visit

 Steering Committee Workshop #3

 Summary of Community Ideas and Feedback

• Priorities and Implementation

 Priorities and Implementation Strategies

• Strategies

 Board Retreat

through June 2023 PHASE IV

 Draft Vision and Strategies Framework

 Steering Committee Workshop #1

 Steering Committee Workshop #2

• Board Retreat

 Stakeholder Interviews and Focus Groups

 Draft and Final Strategic Plan with Priority Initiatives

 Placemaking Opportunities and Priorities

• Draft and Final Strategic Plan with Priority Initiatives

 Final Vision and Strategies Framework

May through June 2023

February through April 2023

July through September 2023

At Process, of planning an office, This discussions Downtown for following trends

STRATEGIC PLAN

n STAKEHOLDER ENGAGEMENT

The planning process included in-depth engagement with DCBID Board members, stakeholder groups and partners, using multiple platforms to gather ideas, input, and feedback. These discussions built upon a trends and opportunities analysis, and focused on identifying strategies for addressing challenges and opportunities. Specific activities included:

Stakeholder and focus group discussions

Over 50 interviews were conducted with key stakeholders representing business owners, property owners, residents, non-profits, advocacy organizations, hotels, local governments, law enforcement, homeless support services, small businesses, larger corporations, arts and culture, and other interests.

Steering Committee meetings

A Steering Committee was formed specifically for the Strategic Planning process. The committee was comprised of executive officers and other key Board members. The purpose and role of this committee was to discuss trends and opportunities, and brainstorm initial goals, strategies, and actions for inclusion in the Vision and Strategy Framework.

Board retreat

The full Board met for a half-day retreat to review the Vision and Strategy Framework and provide direction on all final strategies and actions. The purpose of the session was to build, shape, and refine the overall vision for the DCBID and greater Downtown LA. Activities included a presentation of the draft Strategic Plan, small-group working sessions to refine strategies and actions, and large-group discussion.

STRATEGIC PLAN

n GUIDING PRINCIPLES

Business Improvement District | Strategic Action Plan

PRINCIPLES

The plan identified three Guiding Principles that provide a strategic focus for all of the Goals, Strategies, and Actions in the Strategic Plan. Tying together the DCBID’s range of focus areas—from Operations, Placemaking, and Marketing to Economic Development and Advocacy—the Guiding Principles ensure a highly integrated approach that leverages the DCBID’s knowledge, resources, and systems to continuously and holistically build, improve, and expand the organization’s capabilities.

Principles provide a for all of the Goals, Actions in the Tying together the of focus areas—

Operations, Placemaking, and Economic Development Advocacy—the Guiding Principles integrated approach the DCBID's knowledge, systems to continuously build, improve, and organization's capabilities.

IMPROVING THE PLACE AND EXPERIENCE

BUILDING COMMUNITY AND COALITIONS

TELLING THE STORY AND SHAPING THE NARRATIVE

n VISION AND STRATEGY FRAMEWORKS

The Vision and Strategy Framework diagram on the following page provides a high-level overview of the Downtown Center BID Strategic Plan components. The Vision Elements and Guiding Principles are supported by specific Goals that align with the BID’s program areas. The Goals are supported by detailed Strategies and Actions that are focused on implementation. Each Goal also relates to one or more Big Moves that are necessary to advance both the organization and Downtown Los Angeles.

Vision and Strategy Framework

Vision and Strategy Framework

Vision and Strategy Framework

Vision and Strategy Framework

n VISION AND STRATEGY FRAMEWORK

Telling the Story and Shaping the Narrative

Provide effective, efficient, and highly recognized cleaning, maintenance, and outreach services to ensure a welcoming environment for workers, residents, and visitors.

Provide effective, efficient, and highly recognized cleaning, maintenance, and outreach services to ensure a welcoming environment for workers, residents, and visitors.

Provide effective, efficient, and highly recognized cleaning, maintenance, and outreach services to ensure a welcoming environment for workers, residents, and visitors.

Provide effective, efficient, and highly recognized cleaning, maintenance, and outreach services to ensure a welcoming environment for workers, residents, and visitors.

Make DTLA the place people want to be for a range of beautiful, dynamic public spaces that surprise and delight with art, lighting, technology, and activations

Make DTLA the place people want to be for a range of beautiful, dynamic public spaces that surprise and delight with art, lighting, technology, and activations

Make DTLA the place people want to be for a range of beautiful, dynamic public spaces that surprise and delight with art, lighting, technology, and activations

Make DTLA the place people want to be for a range of beautiful, dynamic public spaces that surprise and delight with art, lighting, technology, and activations

Promote DTLA as the region’s most exciting urban experience – a bustling, cool, innovative, and creative place in which to live, work, shop, and play

Promote DTLA as the region’s most exciting urban experience – a bustling, cool, innovative, and creative place in which to live, work, shop, and play

Promote DTLA as the region’s most exciting urban experience – a bustling, cool, innovative, and creative place in which to live, work, shop, and play

Promote DTLA as the region’s most exciting urban experience – a bustling, cool, innovative, and creative place in which to live, work, shop, and play

Ensure that DTLA remains the premier choice for office, residential, hospitality, retail and cultural investments, employment, and commerce.

Ensure that DTLA remains the premier choice for office, residential, hospitality, retail and cultural investments, employment, and commerce.

Ensure that DTLA remains the premier choice for office, residential, hospitality, retail and cultural investments, employment, and commerce.

Ensure that DTLA remains the premier choice for office, residential, hospitality, retail and cultural investments, employment, and commerce.

Coordinate with agencies and partners to advance policies, regulations, and initiatives that promote the economic, social, and environmental success of DTLA.

Coordinate with agencies and partners to advance policies, regulations, and initiatives that promote the economic, social, and environmental success of DTLA. BIG MOVE

Coordinate with agencies and partners to advance policies, regulations, and initiatives that promote the economic, social, and environmental success of DTLA.

Coordinate with agencies and partners to advance policies, regulations, and initiatives that promote the economic, social, and environmental success of DTLA.

ELEVATE ADVOCACY AS A SIGNIFICANT ROLE OF THE ORGANIZATION

ELEVATE ADVOCACY AS A SIGNIFICANT ROLE OF THE ORGANIZATION

ELEVATE ADVOCACY AS A SIGNIFICANT ROLE OF THE ORGANIZATION

ELEVATE ADVOCACY AS A SIGNIFICANT ROLE OF THE ORGANIZATION

OWN THE ROLE OF PROVIDING LEADERSHIP IN ADVOCATING FOR DOWNTOWN LA

OWN THE ROLE OF PROVIDING LEADERSHIP IN ADVOCATING FOR DOWNTOWN LA

OWN THE ROLE OF PROVIDING LEADERSHIP IN ADVOCATING FOR DOWNTOWN LA

OWN THE ROLE OF PROVIDING LEADERSHIP IN ADVOCATING FOR DOWNTOWN

Keeping the District Safe and Clean OPERATIONS

The DTLA Alliance takes pride in ensuring that the District remains vibrant through the provision of safe and clean streets. To achieve this, the Safety and Clean Team is committed to providing supplementary services to those who live, work, play, and visit the 65-block District and is accessible to the public through a dispatch center which is manned 24 hours a day, 7 days a week. In 2023, the Team was able to address 118,575 District issues, including responding to 17,462 calls for service. Additionally, the PATH (People Assisting the Homeless) outreach team, provided those experiencing homelessness with 1,303 support services and connected 34 individuals with housing services.

n OPERATIONS OVERVIEW SAFETY

The members of our Safety Team are contracted employees of Allied Universal Services and have undergone various training programs, including enhanced customer service and assisting those in need, among others. They act as an extension of local law enforcement and city entities by providing additional surveillance and information-gathering.

CLEAN

To ensure the cleanliness of sidewalks and public areas in the District, we have a dedicated Clean Team. These team members are contracted through Chrysalis, a non-profit organization that provides transitional employment opportunities to individuals who were previously unhoused or economically disadvantaged. By working with Chrysalis, we aim to support these individuals as they regain their footing and build a more stable future.

BID A.C.T.I.O.N.

Shortly after the DCBID was formed in 1998, we developed the BID A.C.T.I.O.N. (Ambassador Community Training for Intervention, Wellness, Outreach & Networking) program to better engage and provide services to individuals experiencing homelessness in the Downtown Center neighborhood. In 2015, we expanded this program by partnering with PATH (People Assisting the Homeless), an organization with more than 35 years of experience in helping homeless individuals find a path towards stable housing. Through this collaboration, we strive to make a positive impact on the lives of those in need in our community.

KEY OPERATIONS STATISTICS

17, 462 Calls for service

118, 575

District issues addressed 1, 303

Homeless services provided

SAFETY

In 2023, the DCBID Safety Team continued to increase visibility and strategically deployed its members to best support the continued return of office workers and visitors to the District. The goals were to act as a deterrent for illegal activity, as well as increase assistance to individuals and properties in need, and report maintenance-related issues. The team continued to patrol the District, ensuring that the area remained safe and clean for everyone who lives, works, and plays in the neighborhood.

n DISTRICT SAFETY

In response to changing pedestrian activity throughout the year, the DCBID Safety Team deployments were continually adjusted to enhance public safety by providing higher visibility - both in vehicles and on foot. Also, in partnership with CD14, LAPD, and the City Attorney’s Office, we presented safety awareness meetings for residents and office workers in multiple locations throughout the District.

n SAFETY TRAINING

The DCBID contracts for safety services through Allied Universal Services (AUS) who provides up-to-date training to the Safety Team. In 2023, this included scenario-based exercises, E-Bike safety, CPR/First Aid, Baton & OC Spray refreshers and Fentanyl awareness. Additionally, all our Safety Team members are trained in the Management of Aggressive Behavior (MOAB). This 16-hour course trains our team in how to respond to aggressive behavior using de-escalation techniques to effect peaceful resolutions.

CLEAN

In 2023, the DCBID Clean Team continued to address various maintenance issues throughout the District, focusing on trash removal, pressure washing, tree trimming, and graffiti removal. As more office workers returned to work, the need for additional cleaning services in the District also increased. Due to the higher requests for services, 2 new maintenance trucks were purchased and equipped with pressure washers to replace older trucks.

KEY CLEAN TEAM STATISTICS

83,982

Bags of trash removed

82, 671

Graffiti clean ups

272, 781

Sidewalk wash-downs

n PRESSURE WASHING

To handle the increase in pedestrian traffic, the Clean Team carried out significant pressure washing efforts, resulting in 272,781 sidewalk cleanups in 2023.

n TREE TRIMMING

Tree trimming is essential to managing overgrown trees that may block streetlights or grow into the sides of buildings, and it also helps to improve the cleanliness of the sidewalks below. In 2023, the DCBID Operations team trimmed 142 trees in the District. Since the DCBID began providing this service in 2014, over 1,700 trees have been trimmed within the Downtown Center.

n GRAFFITI CLEANUP

Property and business owners in the District continue to face the challenge of graffiti. To address this issue, the Clean Team removed 82,671 instances of graffiti and stickers on buildings, fixtures, and light poles throughout the District.

BID OUTREACH

n DCBID OUTREACH

KEY PATH PARTNERSHIP STATISTICS

1, 303

Services provided 34

Individuals connected to housing services

385

New individuals contacted

1,178 Contacts made

The BID A.C.T.I.O.N. (Ambassador Community Training for Intervention, Wellness, Outreach & Networking) program was developed in 2000 to provide skills and tools to assist DCBID personnel in engaging and providing services to the homeless. In 2015, the program was expanded through a contract with PATH (People Assisting the Homeless). For over 35 years, PATH has been helping the homeless throughout California “find a path home” by providing permanent supportive housing, case management, medical and mental healthcare, employment training, and other services to help individuals maintain their homes. Since 2013, PATH has connected more than 20,000 people to permanent housing. The DCBID contracts with PATH to provide one full-time mobile outreach team to connect those experiencing homelessness within the District to a variety of services—ranging from giving clothing, blankets, and transportation, to accessing medical services, rehabilitation programs, and temporary and permanent shelter. The DCBID has dedicated over $3.3 million on homeless outreach since 2000 and budgets over $250,000 a year for these services.

n CHRYSALIS PARTNERSHIP

For over 20 years, the DCBID has contracted with Chrysalis to staff the DCBID’s Clean Team. The contract relationship between the DCBID and Chrysalis provides approximately 36 ongoing transitional employment positions. These positions provide valuable work experience which helps to remove barriers to permanent employment for individuals who have recently overcome life challenges, like incarceration, homelessness, or drug addiction. Since the DCBID’s formation in 1998, the DCBID has invested approximately $24 million with Chrysalis Enterprises and approximately 2,500 Chrysalis clients have participated in transitional employment with the DCBID. Those clients have worked more than one million hours, and 67% of those who transition to permanent employment remain employed after six months.

TEAM MEMBERS OF THE YEAR

Each quarter, the DTLA Alliance recognizes Safety and Clean Team members who have gone above and beyond the call of duty.

Christian joined the Safety Team in July of 2019 and has since shown leadership by taking initiative in training recruits and by innovating the new hire training process. He consistently works to mentor his fellow officers and was promoted to Sergeant in August of 2022.

Carlos began working for the DCBID in August 2022. Since then, he has demonstrated the ability to balance professionalism and compassion. Molina has provided lifesaving first aid without hesitation numerous times and has earned multiple awards for doing so.

Diamond has been with the DCBID as a Guide since October 2022. Since then she has proven herself to be a friendly and outgoing asset. Smith has regularly received compliments for her attitude, knowledge, and willingness to help her coworkers and Downtown neighbors.

Since joining the Safety Team in March 2023, Joel has proven himself to be a valuable asset to both the organization and the community. Recognizing his dedication and leadership potential, George was given the responsibility of training incoming safety staff.

Alfred has been an invaluable part of the DCBID Clean Team since August of 2022. His attention to detail, strong work ethic, and reliability have been integral to the success of the team and inspiring to his fellow Clean Team members. Alfred always has a smile on, rain or shine.

Gilbert joined the DCBID Clean Team in March 2023. He has shown a great working attitude with a spotless attendance record. He works as a street sweeper and tackles graffiti removal and enjoys working with the DCBID because he feels that he is making a difference every day.

Samuel joined the DCBID clean team in July 2023 and demonstrated an exceptional work ethic and an indominable enthusiasm since day one. He takes on every assignment with a can-do attitude, motivated by his desire to help beautify the DTLA community.

Thomas joined the Clean Team in April 2023 and has since excelled in his role. Ochenduszko has demonstrated an impressive work ethic and a cheery attitude that brightens the day of all those that run into him. We thank Thomas for his dedication to the job!

Carlos Molina, Safety Team

Diamond Smith, Safety Team

Joel George, Safety Team

Alfred Arevalo, Clean Team

Gilbert Giron, Clean Team

Samuel Garcia, Clean Team

Thomas Ochenduszko, Clean Team

Christian Monzano, Safety Team

ECONOMIC DEVELOPMENT

Supporting Recovery & Revitalization

n 2023 was the first full year free from any COVID-related disruptions and as such, provided a clearer picture of how Downtown is recovering. The gains seen in the residential, hospitality, and retail sectors were sustained, with all major indicators back to or near pre-pandemic levels. The office sector, however, remains very much in flux due to uncertainty about tenant needs in an era of hybrid work.

To help shape the narrative about DTLA, the Economic Development team produced the DTLA ReImagined Series, three articles that examine how Downtown is evolving in key areas: adaptive reuse, public space, and the Regional Connector. The ReImagined initiative is intended to reignite enthusiasm for DTLA and tap into the inherent creativity of Downtowners as we envision its future.

The team also continued to build on our position as the leading source of information about the Downtown market: we published quarterly market reports throughout the year; produced our first-ever report on the DTLA residential market; updated our DTLA Works guide to Downtown office; and produced our second annual DTLA Outlook & Insights “State of Downtown” report, which included our signature survey of Downtown residents, workers, and visitors.

We promoted these and other DCBID reports and research through our social media channels, twice-monthly newsletter: “DTLA Business News & Insights,” and public relations efforts which helped generate media coverage in publications ranging from The Wall Street Journal to the Los Angeles Times.

Downtown remains vital to the LA region – not only as its primary core of commercial activity and most significant job base, but also as a vibrant local community of over 90,000 residents; a dynamic global center of arts, culture, and entertainment; and the critical hub of its regional mass transit system. Maintaining that vitality continues to be the economic development team’s core mission.

The Regional Connector opened in 2023, featuring three new stations, including Grand Av Arts/Bunker Hill.

ATTRACTION & PROMOTION

n DTLA RESIDENTIAL REPORT

This year we published our first DTLA Residential: A Guide to the Residential Market in Downtown Los Angeles. The report covers the past, present, and future of the market, including details on current residential inventory, the growth potential unleashed by the DTLA 2040 Community Plan – and an exploration of Downtown’s varied neighborhoods, product types, and residential demographics.

n DTLA REIMAGINED SERIES

In August and September, we released a threepart DTLA Reimagined series of articles. The first, “Downtown Los Angeles: Adapting & Evolving”, addresses adaptive reuse and its relevance to DTLA’s ongoing evolution. “DTLA, Public Space” explores how the public realm is being adapted and improved to meet the changing needs of Downtown’s increasingly diverse population. The final piece, “DTLA: Regional Connector”, illustrates the strategic significance of the recently opened Metro project and how it embodies Downtown’s role as the hub that connects Angelenos.

ATTRACTION & PROMOTION

n DTLA VIRTUAL

The DCBID’s award-winning DTLA Virtual tour platform provides the BID – as well as real estate brokers, developers, prospective tenants, and visitors – with a cutting-edge tool to showcase and explore DTLA. Three curated tours are currently available on the website: “OFFICE,” which is a companion to our DTLA Works report; “STAY,” which focuses on hospitality; and “PLAY,” which showcases arts & culture, dining, and entertainment. We have also utilized the platform for mini-tours and promotions such as LA Magazine’s Best New Restaurants list and DTLA architectural landmarks.

n GRAND AVE AUGMENTED

In October, the DCBID participated in Grand Ave Arts: All Access (GAAAA), an annual open house showcase of Grand Avenue’s cultural institutions that attracted over 5,000 attendees and featured Grand Ave Augmented AR, a pioneering augmented reality (AR) experience developed by the DCBID. The program is designed to attract visitors, activate Grand Avenue and showcase its major cultural institutions, properties, public spaces, and businesses, support local artists, and promote DTLA as a place of innovation and creativity. The program includes over 40 AR activations featuring the work of more than 25 artists and creators and the participation of two dozen stakeholder partners.

RESEARCH & REPORTS

n QUARTERLY MARKET REPORTS

Each quarter we produced and published our Downtown LA Market Report – including key market stats, development updates, and visitation data. The reports and related interviews received coverage in a variety of media outlets including the Los Angeles Times, Los Angeles Business Journal, LA Downtown News, Urbanize, Commercial Observer, Bisnow, and Connect CRE. The reports were also promoted on our website, newsletters, and social media channels.

n INDUSTRY REPORTS

The DCBID creates and maintains industry-specific reports – including those for the office, retail, and arts & culture sectors – that provide investors, brokers, other professionals, and businesses with a deeper understanding of the Downtown LA market. In 2023, we updated our guide to DTLA office space and produced our first-ever report on the DTLA residential market.

RETAIL REPORT

2023 OUTLOOK & INSIGHTS

2 3 2 O

This year we produced the second edition of our Outlook & Insights Report, an annual “State of Downtown” report, incorporating demographic and economic data, consumer behavioral trends, market analysis, location and visitation data, and information from our proprietary targeted survey to provide a comprehensive and detailed picture of Downtown LA as a market and a community.

PROGRAMS & SERVICES

n STREETLIGHT BANNERS & STOREFRONT BILLBOARDS

The DCBID’s streetlight banner program is designed to beautify and promote the District, with the theme of DTLA: Today Meets Tomorrow. In 2023, we had a total of 77 banners displayed in key locations around the District. Our Storefront Billboards program is meant to enhance the streetscape and showcase available retail spaces with window displays publicizing the best of DTLA and DCBID programs.

n OUTREACH, RECRUITMENT & CONSULTING SERVICES

To promote Downtown’s economic vitality, the DCBID supports investment and development, and works to attract and promote businesses, by providing information, insights, and general assistance to a wide range of companies and individuals, including:

• Residential, Office, Retail, and Hospitality Investors and Developers

• Prospective Office, Retail, and Residential Tenants

• Existing Retailers, Restauranteurs, and Service Providers

• Cultural, Educational, and Non-Profit Institutions

• Commercial and Residential Real Estate Brokers

MARKETING

Fostering Community and Supporting

Businesses

n Downtown LA is a diverse community of businesses, workers, visitors, and residents who are still greatly impacted by the aftermath of the pandemic and our marketing efforts, once again, rallied around our community’s needs. We continued to use our email, social media, and digital marketing channels to engage the local community and promote District businesses with strategic programs, campaigns, and events.

2023 marked the comeback for DTLA events and our signature events: DTLA Dog Days and DTLA Halloween Festival for Kids. In addition to the variety of selfproduced events, our event strategy – Activate DTLA – focused our efforts on providing activations, support, and connections to help amplify external events with a total of over 55 days of programming.

Attracting office workers back to DTLA was another key priority for the BID in 2023. To do this, an integrated strategy was launched by working with office property managers to develop initiatives to help workers want to choose to come Downtown. This resulted in a series of events that workers identified as their primary reason for being Downtown.

We launched three mobile check-in trails: 23 Things to Try in 2023, DTLA Art Trail, and DTLA Iced Coffee Trail, which encouraged participants to check into local businesses on the trail to earn prizes. We also produced marketing campaigns for Summer in partnership with Yelp and the Holidays in partnership with Holiday Ice Rink Pershing Square.

Our website, DowntownLA.com, continued to exceed pre-pandemic traffic with over 640,000 website users. The website continues to be a valuable resource to learn about exploring, living, and working in DTLA. On our social media platforms (Facebook, Instagram, Twitter and LinkedIn), we had over 5 million impressions and video became our best performing content with over 686,700 video views (up 57.7% from 2022). Our email series, “This Week in DTLA,” amplifies all that is happening Downtown including an “Ask Johnna” column that launched with immediate success.

EVENTS

n DTLA DOG DAYS / BRING YOUR DOG TO WORK DAY

In June, we expanded our signature Dog Day event into a two-day festival and launched the first annual Bring Your Dog to Work Day to entice office workers to attend the Friday event festivities at Pershing Square. DTLA Dog Days included pet vendors, a photo booth, food trucks, picnic blanket areas, and a doggie obstacle course. Dog Days had 1,380 sign-ups in total.

n 16th ANNUAL HALLOWEEN FESTIVAL

We hosted our Halloween event for Downtown kids at Grand Hope Park/ASU California Center Grand on October 31 with approximately 1,100 event goers. The event featured a trick-or-treat trail with the beloved trick-or-treat doors and character meet-and-greets, live puppet and magic shows, a spooky AR experience, and candy, hot dogs, and snacks for all eventgoers.

n OTHER EVENTS

Throughout the year, we hosted, supported and collaborated with various events, such as a Yelp AR Guided tour and Travel Like a Local Party at Beaudry, the YMCA Stair Climb Block Party, Best New Restaurants at Halo, Whiskey Festival DTLA at THE BLOC, National Night Out, Fall-o-Ween, Summerfest on Broadway, Winter Wonderland, Dine in the SKY influencer event, and co-hosted blood drives at THE BLOC in partnership with the American Red Cross.

OFFICE WORKER ENGAGEMENT

n DineLA PARTNERSHIP

I n partnership with LA Tourism, we promoted a link to the lunchtime DineLA specials in Downtown starting at $15. The e-blast performed well with 185 opens and 67 clicks (45.3% open rate and 16.4% click rate).

n DTLA BRING YOUR DOG TO WORK DAY

We launched the first annual Bring Your Dog to Work Day to entice office workers to attend the DTLA Dog Days Friday event festivities.

n DTLA ART TRAIL + PICNIC

This office worker event took place in May at Bank of America Plaza and included a picnic lunch, curated mini art tours, and a DJ. The event was very popular with 200 sign-ups and 100 people on the waitlist.

n DTLA CORNHOLE TOURNAMENT & PIZZA PARTIES

In partnership with 2CAL, we hosted a cornhole tournament for office workers at The Yard. Teams from SoCalGas and Conrad Los Angeles dressed up in matching shirts and swag. Each player received a gift card to a business at 2 Cal Plaza and a participant ribbon. The first, second, and third-place winners received a pizza party from Danny Boy’s that included information about DCBID and our services. There were 46 teams of 2 signed-up and 19 individual players.

n LUNCH BREAK SKATES

We treated over 500 people, who signed up for three one-hour lunch break skates at Pershing Square in December, to ice skating, a small coffee, and pastry from Pitchoun across the street.

KEY

941

Office Worker Email List

951

Total Event Sign-Ups

68% who don’t come in daily choose to come to DTLA because of our events

CAMPAIGNS & TRAILS

n TRAILS

23 THINGS TO TRY IN 2023:

This mobile pass featured a curated list of 23 things for people to try in 2023 including food and cultural, health and wellness, and entertainment and nightlife experiences. The pass had 460 sign-ups and 277 check-ins.

DTLA ART TRAIL: This mobile pass highlights public art in the Downtown Center launched in May. A partnership with VivaLA was established to create custom artwork and promote local artists for prizes, including posters, prints, and stickers. The pass had 866 signups and 671 check-ins.

n DTLA FOR THE SUMMER

The DTLA for the Summer campaign ran June through August with the goal of driving traffic into Downtown and generating positive messaging through our promotional programs including the DTLA Staycation Giveaway, Yelp Travel Like a Local guide and events, DTLA Iced Coffee Trail, and DTLA Art Trail. Our promotional campaign also included advertising on Instagram, Facebook, LA Downtown News, and Los Angeles Magazine—which garnered over 1.26 million impressions.

DTLA ICED COFFEE TRAIL:

Rebranded the DTLA Coffee Trail to feature iced coffee starting in June, this mobile pass highlights the coffee shops within the District. After five check-ins, a person won a $10 gift card to a DTLA coffee shop. The pass had 801 signups and 898 check-ins.

n DTLA FOR THE HOLIDAYS

Our annual DTLA for the Holidays campaign launched in November with the goal of driving traffic into Downtown during the holidays. Our dedicated campaign page promoted retail, events, and dining for the holidays, in addition to our weekly holiday giveaway and our Lunch Break Skates at Pershing Square. Advertising ran on Instagram and Facebook totaling nearly 365,000 impressions.

COMMUNICATIONS

n NEWSLETTERS

QUARTERLY DISTRICT NEWS:

The DCBID published and mailed four quarterly newsletters to all property owners within the District. The District News newsletters provided information on DCBID programs, events, and Operations statistics to keep our stakeholders informed.

THIS WEEK IN DTLA EMAIL NEWSLETTERS:

The weekly newsletter highlights new businesses, events, seasonal marketing campaigns, and exclusive specials. In 2023, we launched the “Ask Johnna” column where subscribers could write in to ask for questions and Johnna Hughes, Content Marketing Manager, answers with recommendations. To date, over 246 in-district businesses have been featured. The emails are sent to over 26,000 subscribers weekly and had an average 40% open rate in 2023.

n MEDIA COVERAGE – KEEPING DTLA IN THE NEWS

DCBID content and programs resulted in 73 media placements garnering 306 million impressions valued at $7.8 million, and our PR efforts led to articles and mentions in publications including Los Angeles Business Journal , Bisnow, and the Los Angeles Times. With the marketing and economic development teams positioned as the leading sources of information about Downtown for consumer and business media respectively, we are able to maximize awareness of DTLA businesses, events, and trends, and shape the narrative and perceptions about Downtown’s ongoing revitalization.

n DOWNTOWN GUIDES

As residents, workers, and visitors kept returning to Downtown, our Downtown Guides were prepared to receive them warmly. The Downtown Guides play a crucial role in establishing a supportive community for our District businesses and individuals. Additionally, the Guides extend assistance for various DCBID and partner events throughout the year and act as an additional set of eyes and ears for our Safety Team.

n DTLA MARKETING ROUNDTABLE

New for 2023, the DTLA Marketing Roundtable meetings were held in a different venue each month and included an overview and tour (when possible). This year’s meeting locations included residential buildings (Beaudry and The Grand by Gehry), restaurants (RedBird and Pez Cantina), and coworking spaces (718 S. Hill) to name a few. The meetings focused on business support, and we used the opportunity to engage with local businesses, provide useful resources, and receive feedback about Downtown initiatives.

KEY MARKETING STATISTICS

n SOCIAL MEDIA FOLLOWERS

44,754 Facebook

72,781 Instagram

40,072 Twitter

1,274 LinkedIn

2,716 TikTok

1.27M

Website page views

657,826 Website users

2024 GOALS

The DTLA Alliance’s vision for the Downtown Center is that it be a welcoming, vibrant, thriving, authentic, and flexible place. In pursuit of that vision, our goals for this year are to:

OPERATIONS

• Provide a best-in-class clean and safe Downtown experience.

• Be the catalyst for improvements to address safety and cleaning needs in the public realm.

• Be a key resource to employers and businesses on urban safety.

• Through our various partnerships, address the unique challenges facing individuals experiencing homelessness.

ECONOMIC DEVELOPMENT

• Leverage our position as the leading source of information about the DTLA market to:

o Tell the story and shape the narrative about Downtown.

o Attract and promote investment, development, and commerce across all sectors.

• Support and promote DTLA as the best place in the region for employers.

• Lead efforts to adapt to changes in the office sector.

MARKETING

• Increase awareness of the newly rebranded DTLA Alliance and its services.

• Amplify community and office worker engagement through campaigns, events, activations, and promotions.

• Drive traffic to Downtown LA through innovative campaigns and partnerships.

• Center placemaking as an essential strategy for revitalization.

ADMINISTRATION

• Elevate advocacy as a significant role of the organization.

• Diversify funding and the organization’s structure to enable new initiatives.

EXECUTIVE OFFICERS

Adam Daneshgar, Chair Langdon Street Capital

Robert Cushman, Vice Chair Brookfield Properties

Stacy Lieberman, Vice Chair Library Foundation of Los Angeles

Cari Wolk, Secretary

Athena Parking

Dan Cote, Treasurer (Past Chair) The Bloc

Suzanne Holley, President & CEO

DTLA Alliance

BOARD MEMBERS

Nejdeh Avedian

Los Angeles United Investment Co.

William Dacunto

Silverstein Properties

Evan Grobecker CommonWealth Partners

Simon Ha

Steinberg Hart

Robert Hanasab Robhana Group, Inc.

Suzanne Holley President & CEO

Nick Griffin Executive Vice President

Michael Ashkenasi

Senior Director, Administration & Policy

Kevin Begovich

Design Director

Jorge Castro VicePresidentofOperations

Maria Elena Hewett

Program & Communications Manager

Jenni Harris

Atlas Capital Group

Jeff Herrera

Rising Realty Partners

Jennifer Kallend

Colburn School

Bonny Kirin-Perez

Westin Bonaventure

Elyse Mallouk

The Broad

Joan McLane

USC Institute of Urology

Mark Messana

Downtown Properties

Stuart Morkun

Mitsui Fudosan America, Inc.

Carol Pfannkuche

YMCA of Greater Los Angeles

Mark Spector

Onni Group

Joe Suzuki

LBA Realty

Dulce Vazquez

Arizona State University

Michael Wilson Related Companies

BOARD OF DIRECTORS

ALTERNATES

Travis Addison CommonWealth Partners

Alex Arroyo Related Properties

Andrew Daneshgar Langdon Street Capital

Kira Perez

Rising Realty Partners

Susan Perlas Silverstein Properties

Peklar Pilavjian

Los Angeles United Investment Co.

Brittny Sovich

The Bloc

Peter Zen

The Westin Bonaventure Hotel and Suites

DTLA ALLIANCE STAFF

Johnna Hughes ContentMarketingManager

Gerald Pierce MaintenanceSuperintendent

Elan Shore DirectorofEconomicDevelopment

Kevin Thomas Executive Assistant

Bree von Faith Senior Vice President of Marketing & Communications

Gabriel Yeager Director of Placemaking & Events

5/1/2024