1 STAFF REPORT
DATE: June 10, 2025
TO: Justin Hess, City Manager
FROM: Patrick Prescott, Community Development Director VIA: Simone McFarland, Assistant Community Development Director, Economic Development and Housing
BY : Mary Hamzoian, Economic Development Manager
SUBJECT: Approval of the Downtown Burbank Property Based Business Improvement District Fiscal Year 2025 Annual Report
RECOMMENDATION
Approve the Downtown Burbank Property Based Business Improvement District’s (PBID) Fiscal Year (FY) 2025 Annual Report (Attachment 1) pursuant to § 36650 of the California Streets and Highways Code.
BACKGROUND
The Downtown Burbank Property Based Business Improvement District ( PBID) was established by the City Council in 2003 and has been renewed three times, most recently in 2018 for a 10-year term through 2028 with an annual operating budget of $1,024,000.
The PBID is a non-profit organization governed by the Downtown Burbank Partnership, a Board of volunteer members comprised of brokers, property owners, and business owners in Downtown. The City’s Economic Development Team manages the operations of the PBID, creating projects and programs that enhance the economic wellbeing of Downtown, and ultimately increase consumer spending, visitation, and property values for the area. The PBID continues to be a prime example of a successful public/private partnership between the City and the property owners in Downtown.
Since 2003, the PBID has been a driving force in supporting the evolution of Downtown into a vibrant, mixed-use urban neighborhood with housing, hotels, entertainment, shopping, and dining establishments for residents, visitors, and employees. Many of the
COMMUNITY
DEVELOPMENT
2 improvements and programs seen today would not have been possible without the continued investment and commitment of the PBID.
PBID’s Goals
The PBID continues to pursue a set of strategic goals designed to enhance Downtown’s vitality, safety, and placemaking. These objectives guide all initiatives and serve as the foundation for our projects and programs:
• Enhancing Downtown’s Appearance and Infrastructure
PBID invests in the ongoing maintenance and improvement of public spaces and capital infrastructure to ensure Downtown remains clean, attractive, and welcoming.
• Promoting Downtown as a Destination
Through targeted marketing campaigns, event support, and promotional efforts, PBID works to increase visitation, encourage consumer spending, and position Downtown as a vibrant cultural and economic hub.
• Improving Safety and Outreach Services
The Downtown Ambassador Program plays a central role in creating a safe and hospitable environment by providing safety patrols, wayfinding assistance, and social outreach to individuals in need.
• Supporting Economic Development
PBID actively supports efforts to reduce commercial vacancy by facilitating leasing, engaging the broker community, and advocating for property activation and investment.
• Providing Business Support Services
Through dedicated concierge services, the PBID assists businesses with navigating city processes, obtaining permits, and accessing resources, helping to streamline operations and encourage long-term success.
• Developing a Livable, Walkable Neighborhood
PBID promotes the development of a pedestrian- friendly, mixed -use urban environment that enhances the quality of life for residents, employees, and visitors.
These strategic goals reflect the PBID’s commitment to continued improvement and long- term vibrancy for the neighborhood.
3 As Downtown Burbank continues to evolve and grow as a popular destination, so do its visitors, with an estimated 4.1 million visitors in 2024. Enhancing the continued growth of the local residential and visitor populations are three new hotel projects which will add approximately 600 new rooms to the Downtown. Additionally, approximately 1,000 new multi-family residential units are now approved or under construction, further solidifying Downtown Burbank as a thriving neighborhood.
DISCUSSION
The Annual Report (Attachment 1) is required by the California Streets and Highways Code § 36650 and provides an outline of the programs and services that the PBID will offer in FY 2025, which runs from January 1, 2025, to December 31, 2025. The Downtown Burbank Partnership 2024 Year in Review and 2025 Looking Ahead Marketing Report (Attachment 2), provide highlights of the PBID’s accomplishments in FY 2024 and discusses plans for FY 2025.
Highlights from the 2024 Year in Review include the following:
• Upgrades to three communal dining areas with new teal and gray tables, chairs, and umbrellas, creating a clean, modern, and cohesive appearance. • Repair of irrigation systems and replanting of landscaping of all yellow and gray decorative pots and paseos (alleys) leading visitors to and from parking structures along San Fernando Blvd. with drought -tolerant and cohesive plants to enhance the pedestrian experience.
• Extension of in-street outdoor dining and expanded sidewalk dining through Phase I of the Downtown Burbank San Fernando Reconfiguration Project. • Continuation of increased weekly trash removal and sweeping services and additional monthly power washing.
• S pecial events support and programming including two arts festivals, the Burbank Winter Wine Walk, a weekly Farmer’s Market , and the Friday through Sunday weekly Downtown Burbank Cultural Market , which in total have attracted more than 175,100 visitors annually.
• A ddition of two new murals, with the “It All Starts Here” mural located behind Republik Coffee and the “Woman in Flowers” mural , located on the side of Kalaveras.
• Enhanced digital and social media marketing campaigns promoting new restaurants, retailers, events, entertainment, and hotels reaching an audience of more than 17 million.
• Upgraded holiday décor including new musical nutcrackers, new median displays, 188 light poles wrapped with garland and ornaments, and custom photo spots. • O utreach and marketing for the San Fernando Reconfiguration Project and Parking Management in Downtown.
4 • Continuation of Hospitality and Social Outreach Services through the Downtown Burbank Ambassador Program.
• B usiness concierge and attraction efforts for new retailers and restaurants including Aikan Sushi, Hollywood Pet Grooming, Kalaveras, Palma Ristorante, Slice House, and Teaspoon Boba, to name a few.
Looking Ahead 2025
For the past 22 years, the PBID has been a stable funding mechanism for Downtown Burbank investing approximately $18 million through capital improvements, maintenance, infrastructure enhancements, events, social services, marketing, advocacy, and leasing support. The ongoing efforts of the PBID have shaped the evolution of Downtown to a cleaner, safer, and thriving neighborhood. This would not be possible w ithout the dedication from the property owners and businesses to maintain and grow the PBID.
Looking ahead, the PBID plans to carry out the following initiatives in FY 2025:
• Addition of a new mural to enhance walkability and aesthetics; • Placemaking u pgrades to the AMC Walkway and Palm Avenue paseos to create additional public open space with neighborhood serving amenities; • Enhance and expand social media and digital marketing audience to promote Downtown as a destination for shopping, dining, housing, and entertainment; • D edicated public relations strategy to promote the evolution of Downtown and assist with future business attraction and investment;
• Maintain and sponsor events in Downtown to increase visitation and consumer spending;
• Increase Downtown Burbank Ambassador Program hours with a focus on safety, maintenance, homeless outreach, and street performer management; • B usiness concierge and attraction efforts to assist with filling vacancies and attracting neighborhood serving tenants such as Candeeland Indoor Playground, Fire Wings, Flow Wine Bar, Supreme Crab, and more opening in 2025;
• Support the changes and updates to the Downtown Transit Oriented Specific Plan to create a more livable and walkable community;
• Work closely with the City’s Economic Development Team, Visit Burbank (the City’s official destination marketing organization), and the Transportation Division to create opportunities for the Fédération Internationale de Football Association World Cup, the 2027 Super Bowl LXI in Los Angeles, and the 2028 Sumer Olympics in Los Angeles; and
• Maintain a holiday décor program and year-round ambient outdoor lighting.
California Street and Highways Code § 36650 Requirement The California Streets and Highways Code § 36650 requires an owners’ association to prepare a report for each fiscal year, except the first year, for which assessments are to 5 be levied and collected to pay the cost of the improvements, maintenance, and activities described in the report. The report may propose changes, including, but not limited to, the boundaries of the property and business improvement district or any benefit zones within the district, the basis and method of levying the assessments, and any changes in the classification of property, including any categories of business, if a classification is used.
In compliance with the State law and the Management District Plan for the PBID, the FY 2025 Annual Report outlines the boundaries of the PBID, the method and basis of levying the assessment for each property owner, plans for 2025, and other statutorily required provisions.
ENVIRONMENTAL REVIEW
This activity has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs § 15378.
FISCAL IMPACT
There is no fiscal impact to the City’s General Fund by approving the FY 2025 Annual Report. However, the efforts of the PBID have demonstrated the ability to maintain or increase sales tax revenue and property tax revenue for the General Fund. The PBID contributes $170,772 annually towards Economic Development staff salaries and continues to fund maintenance and capital improvement projects in Downtown that would not otherwise be possible without the PBID.
CONCLUSION
The PBID concluded another successful year in 2024 with multiple projects and programs that increased visitation, enhanced maintenance, sustained events, and attracted new businesses to the area.
Downtown Burbank’s successful evolution would not have been possible without the support and collaboration of the Community Development Department’s Economic Development Team who manages the operations of the PBID, Visit Burbank, and the PBID Board of Directors. Together, these organizations work to attract new businesses and investment, enhance consumer spending and visitation, facilitate jobs, and maintain a vibrant urban neighborhood that is safe and thriving.
Looking ahead, 2025 will be focused on enhancing the safety, placemaking, and infrastructure in Downtown to ensure residents, visitors, and employees can continue to live, work, and explore this growing destination. The past 22 years of determination and work from the PBID to further manage the progression and success of Downtown, coupled with the new mixed-use housing developments and hotels, provides a unique 6 opportunity for growth and expansion. The PBID looks forward to continuing to work collaboratively with the City’s Economic Development Division to create a safe, beautiful, and thriving community.
ATTACHMENTS
Attachment 1 – Downtown Burbank Property Based Business Improvement District (PBID) Annual Report FY 2025
Attachment 2 – Downtown Burbank Partnership Accomplishments for 2024 and Looking Ahead 2025