DOWNTOWN SANTA MONICA
ANNUAL WORKPLAN & BUDGET
FY 2026/27
Executive Summary.............................................................................................................................................................................3 A Service Reset Grounded in Fundamentals and Activated Through Experience..........................3 I. Current State Of Downtown...............................................................................................................................................6 Challenges............................................................................................................................................................................... 6 II. Strategic Priorities....................................................................................................................................................................7 A Clean Downtown..................................................................................................................................................... 7 General Maintenance Schedule: Zones 1, 2, & 3.............................................................................7 Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown....... 8 Restroom Monitoring Schedule: 7:00 a.m. - 10:00 p.m..............................................................8 Lincoln Blvd and Colorado Ave. Maintenance Schedule: 7:00 a.m. – 6:00 p.m.......8 Colorado Ave. Schedule: 8:00 a.m. – 9:30 p.m...............................................................................9 Parking Structures:.............................................................................................................................................9 3rd Street Promenade, Promenade Parking Maintenance:.................................................. 9 A Safe Downtown.......................................................................................................................................................10 Security Services................................................................................................................................................10 Public Space Compliance & Business Coordination............................................................... 10 Brand Management..................................................................................................................................................11 Experience & Placemaking.........................................................................................................................12 Strategic Partnerships & Reach.............................................................................................................. 12 Sponsorships & Revenue Generation................................................................................................. 13 III. Programs & Services...........................................................................................................................................................13 Homeless Outreach (Ongoing)...............................................................................................................13 Public Valet (New)............................................................................................................................................13 Landscaping (Ongoing)...............................................................................................................................14 Public Furniture (New)................................................................................................................................... 14 New Business Support (Ongoing)......................................................................................................... 14 Business Retention (Ongoing).................................................................................................................14 Merchant Engagement & Coordination (New)............................................................................15 Entertainment Zone Management (Ongoing).............................................................................15 Lot 27: 5th St. & Arizona Ave. (Ongoing)............................................................................................ 16 Ocean Ave. & Colorado Ave. (Ongoing)...........................................................................................16 Vacant Storefront Beautification (New)............................................................................................16 Communications (Ongoing)....................................................................................................................16 Public Affairs (New)..........................................................................................................................................17 Parks Attendants & Restroom Monitoring (Ongoing)..............................................................17 IV. Organizational Management............................................................................................................................. 18 Board of Directors.......................................................................................................................................................................18 2 DTSM Team......................................................................................................................................................................................18 V. District Boundary Map....................................................................................................................................................... 18 VI. FY 2026/27 Revenue Projections & Operational Budget..........................................................................20 VII. Data, Reports, & Accountability............................................................................................................................... 22 Dashboard............................................................................................................................................................22 VIII. City of Santa Monica Public Works Maintenance Matrix.......................................................................23 3rd Street Promenade, Promenade Maintenance:........................................................................... 23 Section – 3rd Street Promenade, Public Landscape:..............................................................24 Parking Structures, Public Landscape:.............................................................................................. 24 Section – Colorado Avenue, Arizona Avenue & Wilshire Boulevard:............................25 Section - Colorado Avenue, Arizona Avenue & Wilshire Boulevard, 2nd & 4th Streets, Public Landscape..........................................................................................................................26 Section - Transit Mall:....................................................................................................................................26 Section - Transit Mall, Public Landscape:........................................................................................27 Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Blvd.............................................................................................................................................................................27 Section - Alleys:.................................................................................................................................................28 Section – Colorado Ave. Esplanade:.................................................................................................. 30 City of Santa Monica Department of Transportation Service Matrix............................................30 Downtown Parking Facility Maintenance Matrix.................................................................................30 Downtown Parking Facility Maintenance Matrix (cont.)............................................. 31 Parking Structure Maintenance Schedule.......................................................................................31 Structures 4 & 5..........................................................................................................................................31 Structures 4, 5, 9, & 10.............................................................................................................................31 Structures 1, 2, 4, 5, 6, 9, & 10...............................................................................................................31 Downtown Parking Structures 1, 2, 4, 5, 6, 9 & 10:.........................................................................32 Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6)..............................................................32 Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10.....33 Parking Structure Access and Revenue Control Systems (PARCS)..............................34 Executive Summary
A Service Reset Grounded in Fundamentals and Activated
Through Experience
The FY 2026/2027 work plan represents a deliberate reset, grounded in fundamentals and focused on long-term recovery.
3 Downtown Santa Monica (DTSM, Inc.) stands at an inflection point. While the district retains strong underlying assets, including its coastal location, global recognition, and a committed base of businesses, recent years have introduced significant challenges. Shifts in consumer behavior, rising vacancies, and persistent concerns related to cleanliness, safety, and the overall experience have impacted both perception and performance.
At the same time, the opportunity ahead is clear. Public space remains our greatest asset, and how it is managed, programmed, and experienced will determine the pace and trajectory of recovery.
Successful districts require active stewardship. In partnership with the City of Santa Monica, DTSM, Inc. must continue to serve as a primary steward of Downtown Santa Monica, playing a critical role in protecting, enhancing, and advancing the health, vitality, and long-term success of the district. Rather than duplicating City services, DTSM, Inc. provides enhanced support through real-time monitoring of district conditions, coordination across stakeholders, and a consistent level of care and responsiveness that helps shape both the performance and perception of the Promenade. By maintaining focus on long-term vision, positioning, and branding, DTSM helps ensure the district remains relevant, competitive, and vibrant over time.
The DTSM, Inc. Board has provided clear direction through three key priority areas:
Cleanliness, Safety, and Brand Management. These priorities are not new, but they are essential. They reflect a necessary return to basics while also creating the conditions for a more ambitious, experience-driven future.
This work advances those priorities through a unified strategy that integrates operational excellence, consistent programming, and high-impact activations. Rather than treating these as separate efforts, they are structured as a coordinated system:
● A clean and safe environment establishes trust and baseline quality. ● Consistent daily and weekly programming creates reliability and energy. ● High-visibility activations demonstrate momentum and reintroduce the district to the public, providing a compelling reason to visit and stay. ● Brand, partnerships, and leasing strategies reinforce long-term economic vitality.
This approach ensures that investments in programming and activations are not temporary spikes, but part of a broader effort to rebuild visitation habits, strengthen business performance, and restore confidence in Downtown Santa Monica as a place people choose to spend time.
4 The FY 2026/27 plan is grounded in operational reality, and progress will be measured, visible, and sustained over time. With funding remaining flat over the past five year while costs continue to climb, disciplined prioritization is required. At present, a significant share of resources is allocated toward safety, maintenance, and outreach services, limiting flexibility across other core functions. This creates a critical need to better align with the City on baseline responsibilities, allowing DTSM, Inc. to focus on the areas where it can drive the greatest impact.
Ultimately, this work is first about getting back to basics and doing them exceptionally well: a clean, safe environment, a clear, authentic brand, and public spaces that invite people in and make them want to stay. Rebuilding pride in place will require trade-offs, alignment,, and persistence. With support from both the public and private sectors, and a willingness to think boldly about what is possible, we can move toward a stronger, more resilient, and more vibrant future for Downtown Santa Monica. 5 I. Current State Of Downtown
Downtown Santa Monica continues to benefit from a strong foundation. The district remains one of the most recognizable coastal destinations in the country, drawing visitors from across the region and beyond. Third Street Promenade’s name recognition maintains strong brand equity in Southern California's identity and cultural relevance.
A committed base of businesses continues to operate and invest in the district, even amid challenging conditions. WIth a 76% occupancy rate, Third Street Promenade strives to attract national and global brands, alongside emerging concepts, reinforce Downtown’s position as a competitive retail and lifestyle destination, with 17 new businesses slated to open in the next year.
There is also meaningful momentum in both public and private investment. Ongoing City realignment efforts and property owner interest in reinvestment signal long-term confidence in the district’s future.
Challenges
At the same time, Downtown faces clear and immediate challenges.
Public perception remains one of the most significant barriers to recovery. Concerns related to cleanliness, safety, and overall conditions, compounded by skewed negative media coverage, continue to influence visitation and investment decisions.
Operationally, there is a need for more clarity between City baseline services and PBAD-enhanced services. This overlap creates inefficiencies, limits accountability, and complicates resource allocation.
Financial constraints further compound these challenges. For the past five years, DTSM, Inc. budgets have remained flat despite rising costs, requiring more disciplined decision-making, trade-offs, and limiting the ability to expand services.
Finally, the district is competing in an environment where consumer expectations have shifted. Visitors increasingly seek new experiences, energy, and reasons to linger.
Traditional retail alone is no longer sufficient to drive consistent foot traffic or engagement. This creates a clear imperative: Downtown Santa Monica must not only function well, but feel active, relevant, and worth visiting. 6 II. Strategic Priorities
A Clean Downtown
A clean environment is the most immediate and visible indicator of care. It sets the tone for the entire district and directly influences perception. This work plan advances a structured, zone-based approach to maintenance that prioritizes consistency, visibility, and accountability.
In collaboration with the City, DTSM, Inc. will deliver the highest level of service in the Promenade core, with frequent cleaning, proactive trash management, and continuous upkeep to maintain a consistently welcoming environment. Adjacent blocks, alleys, and public facilities will be maintained through a mix of daily service and scheduled deep cleaning, ensuring supporting areas reflect the same standard as primary corridors. Outer areas will receive consistent, scheduled service to uphold overall district integrity.
General Maintenance Schedule: Zones 1, 2, & 3
● Sweep and remove trash from alleys and sidewalks as needed ● Pressure wash areas needing special attention as needed ● Human and animal biowaste removal
● Wipe infrastructure such as cabinets, trash cans, street furniture, drinking fountains, bollards, bike racks, informational kiosks, on an as-needed basis and remove graffiti as needed
● Paint public infrastructure as needed (color-matching in response to graffiti, damage, etc.)
● Floral bed planting (4x/yr) and manual weed abatement as needed ● Dinosaur landscaping refresh/replant as needed
● Dinosaur fountain maintenance semi-weekly/as needed, remove debris and clean as needed
● Vector management monthly/as needed
● Promenade overhead light canopy maintenance as needed ● Promenade paver repair as needed
● Remove stickers, bills, and graffiti as needed
● Document maintenance issues for reporting
● Tree light electrical maintenance as needed
○ Spotlights over Dinosaur fountains
○ Information Kiosks (internal lights)
○ Receptacles/Outlets (GFCI replacement and junction boxes as part of 2nd and 4th Tree Lights). Fuses connected to the receptacles. 7 ○ Receptacles/Outlets on the Third Street Promenade. Fuses connected to the receptacles.
Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown DTSM, Inc. conducts pressure washing and deep cleaning services throughout various locations in Downtown. Services are planned to be deployed in accordance with the following minimum schedule, which may be adjusted as resources permit.
Activity Frequency
Zone 1: Third Street Promenade Intersections 4x Annually Zone 1: Alleys (2nd & 3rd Courts) Once a week
Zone 2: Alleys Once a week
Zone 3: Alleys Once a week
Zone L: Lincoln Blvd. Sidewalks 4x Annually
Downtown Hotspots (Areas of Need) As Needed
Restroom Monitoring Schedule: 7:00 a.m. - 10:00 p.m.
The following restrooms are monitored, and custodial services are provided during all hours of public operation (light cleaning and stocking at least twice a day and deep cleaning nightly).
● Parking Structure #2 (during Farmer’s Market, 3 times/day) ● Parking Structure #4 (check every 30 minutes, stocking and cleaning as needed)
● Parking Structure #5 (check every 30 minutes, stocking and cleaning as needed)
● Tongva Park
● Reed Park
● Palisades North (no overnight deep cleaning)
● Palisades South (no overnight deep cleaning)
Lincoln Blvd and Colorado Ave. Maintenance Schedule: 7:00 a.m. – 6:00 p.m. ● Sweep and clean all sidewalks on east and west side of Lincoln Blvd. from Olympic to Wilshire
● Wipe down and clean all public infrastructure as needed ● Graffiti removal, bill and sticker removal
● Vegetation management (manual weed abatement as requested) ● Document maintenance issues for reporting
8 Colorado Ave. Schedule: 8:00 a.m. – 9:30 p.m.
● Sweep and clean sidewalks on the north and south side of Colorado Ave. from Ocean Ave. to Lincoln Blvd.
● Wipe down and clean all public infrastructure as needed ● Graffiti removal, bill and sticker removal
● Vegetation management (manual weed abatement as requested) ● Document maintenance issues for reporting
Parking Structures:
Shifts: Effective 1/1/15
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Bin Rooms
PS 1,2,4,5,6
Pressure wash, degrease, or
scrub. Organize trash and
recyclables.
Once daily, 7 days a week
Once 7 days a week
Grease Interceptors
PS 2 & 5
Clean out sludge.
Remove restaurant grease
PS 2 Annually
PS 5 Biannual
3 rd Street Promenade, Promenade Parking Maintenance:
From the north side of Wilshire to the south side of Broadway Shifts: Effective
● 5:00am to 1:30pm. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Trash Containers (40) Wipe top, remove trash, replace
bag
Four times daily, Mon. – Thu.
Five times daily, Fri. – Sun. &
Holidays
Trash Container Liners
(40)
Pressure wash/wipe down from the
inside & deodorize
Weekly as needed
Directories (7) Spray & wipe Once daily
9 This approach is grounded in close coordination with the City (see City of Santa Monica Maintenance Matrix in Section VIII.), including a clear delineation between baseline and enhanced services, shared performance metrics, and regular alignment. Together, this ensures resources are deployed effectively, maximizing impact while avoiding duplication of effort.
In addition to routine services, the plan prioritizes visible improvements such as power washing, graffiti removal, and public furniture upgrades. Addressing these highly visible conditions will play a critical role in shifting perception in the near term.
A Safe Downtown
Safety, both actual and perceived, is essential to restoring confidence in Downtown Santa Monica. The current level of investment in safety and outreach reflects real needs within the district, but also limits flexibility across other priorities. This plan calls for a more balanced and coordinated approach, working closely with City partners to ensure that core public safety functions are supported at the appropriate level.
DTSM, Inc. currently provides 672 hours of Ambassador coverage per week throughout the designated Downtown area of operation, with services operating daily from 6:00 a.m. to 10:00 p.m. Each shift includes six Security Ambassadors strategically deployed across the district, with two assigned to each zone to maintain visibility, responsiveness, and consistent coverage. Ambassadors in Zones 1 and 2 operate primarily on foot to support high pedestrian corridors, while Zone 3 coverage includes a branded vehicle to improve mobility, response times, and visibility across a broader service area. Through this coordinated deployment model, DTSM, Inc. aims to enhance public perception, support businesses and visitors, and maintain a clean, safe, and well-managed Downtown environment.
Security Services
DTSM, Inc. will prioritize visibility, presence, and hospitality by strengthening our private security programs to deliver a consistent, welcoming experience throughout the district and serve as a key point of connection for visitors and businesses. With the new Police substation opening in May 2026, DTSM, Inc. will work closely with the public safety staff to ensure a welcoming Downtown experience.
Public Space Compliance & Business Coordination
DTSM, Inc. will work closely with the City and Police Department to support consistent monitoring of public space regulations, including the installation and maintenance of “No Sitting/Lying” signage throughout the district. In parallel, DTSM, Inc. will facilitate and encourage notarized filings with the Police Department for all businesses, 10 ensuring that property owners and operators are properly documented and able to authorize enforcement when needed. This coordinated approach strengthens the ability to respond to quality-of-life concerns, improves consistency in enforcement, and provides businesses with the tools and clarity needed to protect their storefronts and maintain a welcoming environment.
Brand Management
Successful districts share several defining characteristics: they are culturally relevant, supported by a strong local user base, and sustain consistent activity throughout the day. Driving momentum for DTSM Inc. will require looking to strong districts not to replicate them, but to use them as guides for decision-making and long-term vision.
Underpinning these successful qualities is a clear and compelling identity.
A clear and consistent identity and vision is central to long-term relevance.
Downtown Santa Monica will position itself not simply as a retail district, but as a place defined by experience. At the core of this identity is the concept of promenading, the idea that people come not just to shop or pass through, but to spend time, explore, and engage with their surroundings.
This positioning will guide all aspects of programming, design, and communication across all channels and mediums to develop a clear, distinct, identifiable brand.
Public space will be treated as a stage, with activations and installations reinforcing a sense of energy and participation.
This vision requires more than a messaging shift. It demands a full reexamination of how the district consistently presents itself visually and experientially. The current identity no longer reflects the energy, diversity, and ambition of what Downtown Santa Monica is becoming. Brand realignment will modernize the district's visual language, create cohesion across every touchpoint, and signal meaningful change and forward momentum to visitors, businesses, and partners.
This work spans every layer of the district's presence: a refined visual identity system, updated signage and wayfinding, refreshed collateral, and consistent application across digital channels. The goal is not simply to look different but to create a feeling of excitement and positive change in Downtown Santa Monica.
Brand management is the connective tissue across everything we do, from creating meaningful visitor experiences to attracting partnerships that align with our vision, and generating the sponsorship revenue that sustains the district's growth. 11 Experience & Placemaking
The day-to-day experience of the district is the most important driver of perception.
Improving the district’s performance will require reducing the perceived friction of getting to the area while increasing the perceived value of the experience once visitors arrive, creating a more compelling reason to visit.
DTSM, Inc. will develop a community events and activations strategy that operates across three levels:
1. Consistent weekly programming, including street performers, market activations, and midweek experiences, designed to create reliability and everyday energy
2. Monthly and seasonal programming, providing variety and continued engagement
3. High-impact activation and co-branded events tied to cultural and regional moments that generate significant foot traffic, media attention, and sponsorship opportunities
These activations are designed to create a rhythm of engagement that transforms the Promenade and key district locations into places people look forward to visiting regularly.
To extend the reach of these efforts, DTSM, Inc. will support programming with targeted marketing across digital and traditional mediums. Marketing will not simply promote individual events, but build on an ongoing narrative around Downtown Santa Monica as a destination worth experiencing. DTSM, Inc. will utilize paid social media advertisements and print media to ensure broad reach across target audiences. In addition to increasing spend around key events, DTSM, Inc. will also launch a broader placemaking campaign that communicates the district's energy, identity, and evolution to local and regional audiences.
All activations will be evaluated based on their ability to drive foot traffic, increase dwell time, generate positive media attention, support on-site spending, and attract sponsorship.
Strategic Partnerships & Reach
Expanding reach is essential to reintroducing Downtown Santa Monica to broader audiences.
12 DTSM, Inc. will build a structured brand partnership program spanning retail, media, hospitality, wellness, and culture, attracting organizations whose presence and investment will amplify what the district has to offer. From civic partnerships with the City of Santa Monica and Santa Monica Travel and Tourism to commercial opportunities such as filming and branded activations, these partnerships will extend the district's reach and reinforce its position as a premier destination.
Sponsorships & Revenue Generation
Sponsorships will play a central role in supporting and scaling activation efforts as well as increasing brand visibility.
DTSM, Inc. will establish a tiered sponsorship framework, offering opportunities across signature events, recurring programs, and street-level activations. These partnerships will provide brands with meaningful ways to engage with audiences, while expanding District programming and generating revenue.
This approach positions DTSM as an experiential, dynamic destination where brands can go beyond traditional advertising to actively engage in cultural and community experiences.
III. Programs & Services
Programs and services are essential to supporting both daily operations and long-term experience.
Homeless Outreach (Ongoing)
DTSM, Inc.’s homeless outreach efforts will continue to focus on connecting individuals to appropriate care and services, with an emphasis on mental health and substance use disorder support. Through coordinated partnerships with service providers and the City, outreach teams will prioritize engagement strategies that lead to long-term stabilization, while also helping to improve overall conditions and the experience of the public realm.
Public Valet (New)
A new low-cost public valet program will be introduced to improve accessibility, convenience, and the overall visitor experience. Strategically located pick-up and drop-off points along Wilshire, Arizona, and Santa Monica Boulevard will create a seamless arrival experience, with Parking Structure 1 serving as a central hub for operations. Designed as an elevated hospitality amenity, the program will provide a welcoming first impression and a more premium, full-service experience from arrival to departure. By reducing friction and enhancing convenience, the valet program is 13 intended to attract high-value visitors, encourage increased shopping and dining activity, and support longer dwell time throughout the district.
Landscaping (Ongoing)
Landscaping efforts will focus on maintaining a vibrant and well-cared-for environment through quarterly updates to flower beds and planters, ensuring seasonal variation and visual appeal. Ongoing management of jacaranda trees will preserve the district’s iconic canopy, while decomposed granite applications will be maintained across all tree wells to improve both aesthetics and durability.
Public Furniture (New)
Public furniture improvements will enhance comfort and usability throughout the district. Existing tables will be rehabilitated to ensure quality and consistency, while the addition of umbrellas will provide much-needed shade and encourage longer stays.
Coordination with the City will also support the installation of updated trash receptacles, improving both functionality and overall streetscape appearance.
New Business Support (Ongoing)
Business attraction efforts will be grounded in a deliberate and collaborative approach with the City, property owners, and brokerage community to thoughtfully shape the future of Downtown Santa Monica. Rather than pursuing occupancy alone, the focus will be on building back intentionally, attracting brands and concepts that align with the district’s long-term vision, audience mix, and desired experience.
Targeted recruitment will prioritize tenants that contribute to a balanced mix of retail, dining, entertainment, and experiential uses, ensuring the district evolves in a way that is both economically resilient and culturally relevant. DTSM will work closely with the City, brokers and property owners to develop and execute a coordinated vacancy strategy, identifying opportunities to cluster complementary uses, activate key corridors, and avoid fragmentation. This curated leasing approach will help strengthen overall district cohesion, enhance the visitor experience, and reinforce Downtown Santa Monica as a destination defined by quality, energy, and intentionality.
Business Retention (Ongoing)
DTSM, Inc. will serve as an ombudsman throughout the leasing and opening process, providing hands-on support to streamline permitting, coordinate across departments, and reduce time to open for new and existing businesses. This support will be complemented by the introduction of comprehensive new business kits, offering clear, standardized guidance on operating in Downtown Santa Monica, 14 including key contacts, permitting pathways, district guidelines, marketing opportunities, and available services. These kits will ensure new tenants are set up for success from day one and fully integrated into the district’s ecosystem. At the same time, retention efforts will prioritize proactive engagement with existing businesses, offering direct support in navigating operational challenges and establishing structured pathways for issue resolution, reinforcing DTSM, Inc.’s role as a centralized partner in both onboarding and ongoing operations.
Merchant Engagement & Coordination (New)
Regular merchant meetings will serve as a critical platform for communication, alignment, and support across the district. These meetings will provide timely updates on issues impacting day-to-day operations, including safety, cleanliness, construction, and policy changes, while also creating a structured forum for businesses to share concerns and feedback. In addition, DTSM, Inc. will expand its role in supporting employee quality of life by coordinating resources related to safety, transportation, and workplace conditions that directly affect staff experience and retention. Merchant meetings will also ensure businesses are fully integrated into marketing and activation efforts, with clear opportunities to participate in programming, promotions, and district-wide campaigns. By adopting best practices from high-performing retail and mixed-use environments, DTSM, Inc. will function more like a centralized management entity, delivering consistent communication, operational support, and coordinated programming that strengthens overall tenant performance and district cohesion.
Entertainment Zone Management (Ongoing)
DTSM, Inc. will establish and implement a formal Standard Operating Procedure (SOP) for participation in the Entertainment Zone (EZSM), creating a clear and consistent framework for operational oversight, compliance, and activation management. DTSM, Inc. will actively coordinate and monitor business participation to ensure compliance with insurance requirements, operational guidelines, and responsible beverage service standards, including proper distribution and use of wristbands within the district. The organization will also work closely with participating businesses, operators, and public safety partners to identify and address noncompliant activity, ensuring that only authorized businesses participate in the program and that Entertainment Zone operations remain safe, organized, and well-managed.
DTSM, Inc. is also exploring opportunities to strategically activate the expanded areas of the Entertainment Zone during major district events, seasonal programming, and high-traffic periods. This approach will allow Downtown Santa Monica to better 15 integrate hospitality, entertainment, and public space programming while supporting extended dwell time, increased foot traffic, visitor engagement, and economic activity throughout Downtown Santa Monica.
Lot 27: 5th St. & Arizona Ave. (Ongoing)
DTSM, Inc. will activate Lot 27 as a dynamic, programmable space that serves the district year-round, transforming the surface parking lot into a premier destination for seasonal and cultural moments. During the holidays, the lot will host a public ice rink, drawing families, visitors, and locals to Downtown Santa Monica during the highest-traffic retail season and reinforcing the district's identity as a vibrant community hub. Beyond the holidays, Lot 27 will serve as a flexible venue for a rotating mix of activations. Each activation will be designed to extend dwell time, generate foot traffic for surrounding businesses, and create shareable experiences that keep Downtown Santa Monica top of mind for local and regional audiences throughout the year.
Ocean Ave. & Colorado Ave. (Ongoing)
DTSM, Inc. will activate the Ocean Avenue and Colorado Avenue intersection as a high-visibility, programmable destination that serves both the district and the broader Santa Monica community. Programming will feature a rotating mix of activations tied to seasonal moments, cultural events, and community interests throughout the calendar year. Each activation will leverage the iconic location, generate foot traffic for surrounding businesses, and create compelling, shareable experiences that reinforce Downtown Santa Monica's identity as a must-visit destination.
Vacant Storefront Beautification (New)
Vacant storefronts will be proactively addressed through a coordinated beautification program designed to maintain visual continuity and reinforce district vibrancy. DTSM, Inc. will work with property owners to implement high-quality window treatments, including branded vinyls, art installations, and temporary activations that align with the district’s identity. These efforts will reduce the negative impact of vacancies, enhance the pedestrian experience, and create opportunities to showcase local artists or promote upcoming tenants, ensuring that even inactive spaces contribute positively to the overall environment.
Communications (Ongoing)
DTSM, Inc. will use a clear, consistent communications strategy to shape public perception and sustain momentum across the district. We will align messaging across all internal and external channels, prioritizing visibility of clean and safe 16 conditions, active programming, and positive business activity. We will also leverage partnerships, influencers, and media outreach to expand reach. Regular, coordinated campaigns will support key activations and seasonal moments, ensuring local and regional audiences know what’s happening in Downtown Santa Monica and have compelling reasons to visit.
Public Affairs (New)
DTSM, Inc. will strengthen relationships with key stakeholders to ensure Downtown Santa Monica remains informed, represented, and proactive on issues that impact the district. We will conduct ongoing outreach to businesses, residents, and neighborhood groups to maintain open lines of communication, gather feedback, and build alignment around priorities and initiatives. We will also monitor and track relevant local and state legislation, assessing potential impacts on operations, public space management, and economic vitality. When appropriate, we will engage in advocacy in coordination with the City and partner organizations to support policies that advance the district’s long-term success. Securing support for key policies will help re-establish DTSM, Inc. as a steward of Downtown Santa Monica and a stronger voice for the business community, positioning it as a primary partner called upon for action and guidance.
Parks Attendants & Restroom Monitoring (Ongoing)
Maintain a clean, safe, and welcoming environment in Downtown parking structure restrooms and Downtown adjacent parks through proactive monitoring, custodial maintenance, and high visibility service delivery.
Funded solely by the City of Santa Monica, the parks monitoring program is administered by DTSM through a contract with Block by Block. DTSM oversees restroom monitoring, parks monitoring, and homeless outreach services through a dedicated bank of service hours.
DTSM also provides public restroom monitoring in Parking Structures Four and Five.
This year, rather than assigning a dedicated staff person to remain stationed outside the restrooms, Maintenance Ambassadors will conduct safety inspections and cleaning checks at 30 minute intervals while also providing proactive and responsive pan and broom services throughout Zones 1 and 2. This approach enhances overall cleanliness, visibility, and service responsiveness across the district while maintaining consistent restroom oversight.
17 IV. Organizational Management
Downtown Santa Monica, Inc. (DTSM, Inc.) is a non-profit organization that manages the 35-block district bounded by Ocean Avenue to the west, Wilshire Boulevard to the north, Lincoln Boulevard to the east, and the Santa Monica Freeway to the south. It provides maintenance, safety, advocacy, and marketing services within the district’s boundaries to promote the downtown area as a great place to live, work, play, and do business.
Property owners within the district boundaries are assessed annually based on the zone in which their property is located. Zone assessments are proportionate to the zone’s use of services.
Board of Directors DTSM Team
Chair
Michele Aronson
Vice Chairs
Sean Besser
Gleam Davis
Hodge Patterson
Secretary + Treasurer
Eric Sedman
Board Members
Richard Bloom
Bruce Fairty
Albin Gielicz
Josh Gilman
Stan Iezman
Peter James
Judy Kruger
John Warfel
Chief Executive Officer
Debbie Lee
SVP of Brand + Creative
Chamarra McCrorey
Director of Communications + Public Affairs
Sydney Kovach
Manager of Events
Laura Borsecnik
Manager of Community Engagement
Tiffany Onyejekwe
Manager of Data + Research
Michael Lin
Manager of Business Operations
Victor Greenwood
18 V. District Boundary Map
The boundaries of the Downtown Santa Monica district extend from the east side of Ocean Ave to the east side of Lincoln Blvd. and from the I-10 freeway to the commercial parcels immediately north of Wilshire Blvd.
19 VI. FY 2026-27 Revenue Projections & Operational Budget FY 2026-27 DTSM, INC. REVENUE
Bayside District Assessment $ 1,177,077.00
CBD Assessment $ 122,968.00
Zone 1/2/3 Assessment $ 4,463,507.00
Zone L Assessment $ 573,234.00
Zone O Assessment $ 340,784.00
City Parks Program $ 1,624,584.00
Enterprise Programs $760,551.33
Interest Income $41,242.00
Ice RInk Income $350,000.00
TOTAL $ 9,453,947.33
20 FY 2026-27 DTSM, INC. OPERATIONAL BUDGET
PERSONNEL $ 1,791,517.49
Salaries Retirement Payroll Taxes Benefits
ORGANIZATIONAL MANAGEMENT $ 594,604.31
Bank Charges
Office Supplies &
Maintenance
Subscriptions
Rent + Electric
Taxes & Licenses
Memberships
Postage
Travel & Auto
Parking
Telephones/Cable
Insurance
Staff Development
Accounting + Audit
Legal
Human Resources
IT Support
BRAND MANAGEMENT & OUTREACH $ 970,880.79
Community Events
Marketing + Outreach
Public Relations
Advertising
Digital
Downtown Signage
Economic Development
Data Services
OPERATIONS & PUBLIC SPACE MANAGEMENT $ 6,096,944.73
Zones 1/2/3 Maintenance
Zone L/O Maintenance
PS Restroom Monitoring
Private Security
Downtown
Outreach
City Parks
Program
Infrastructure
Landscaping
Supplies & Materials
Lincoln Beautification
Holiday Decor +
Storage
Decorative Lighting
TOTAL $ 9,453,947.32
21 VII. Data, Reports, & Accountability
DTSM, Inc. will use a data-driven approach to guide implementation and refinement.
We will track key performance indicators, including cleanliness, safety perception, foot traffic, dwell time, vacancy rates, leasing activity, and program performance. We will report regularly to ensure transparency and accountability and to drive continuous improvement.
Dashboard
Key Performance Indicators (KPIs)
Cleanliness Safety Brand Management Programs + Services Bags of Trash Removed Quality of Life Issues
Addressed
Social Media
Engagement Rate
Occupancy rate
Graffiti Tags Removed Conflict Interventions Sponsorship revenue Leasing referrals Pressure Washing
Squarefootage
Community
Assistance
Events revenue +
Spending Lift
Visitation Increase
Human and Animal
Waste Removals
Project Homecoming
Referrals
Website traffic Consumer spending
(by day, usage type)
Sweeping
Squarefootage
Newsletter Open Rate Dwell Time
Media placements +
earned coverage
22 VIII. City of Santa Monica Public Works Maintenance Matrix The following pages contain a matrix outlining the services in Downtown provided by the Promenade Maintenance team of the City of Santa Monica Public Works Department. It is the responsibility of DTSM, Inc. to ensure maintenance work meets or exceeds the minimum levels of service established on creation of the assessment district.
3 rd Street Promenade, Promenade Maintenance:
From the north side of Wilshire to the south side of Broadway Shifts: Effective
● 5:00am to 1:30pm. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Pedestrian Walkways:
Sweeper
Scrubber
Pressure Washer
Pre-treat stains and spot
pressure wash
Picks up large debris
Picks up small debris, applies
degreaser, scrubs pavement &
recovers excess water.
Cleans in places scrubbers can’t
reach.
Degreaser applied with
hand-sprayer
Once daily, 7 days a week
Once daily, 7 days a week
Once daily, 5 days a week As
needed
Monitoring Walk site, sweep & remove debris Daily and as needed Drinking Fountains Spray & wipe Daily and as needed
Stainless Steel Bollards
(27)
Pressure wash. spray & wipe, Once daily
Sculptures (9) Spray & wipe Once daily, as needed
Graffiti Remove As needed
Dinosaur Pools (4) Remove debris As needed
23 3rd Street Promenade, Promenade Maintenance Cont.
Service Description Frequency
Special Events Extra trash containers & general
maintenance frequencies
As needed
Spot Cleaning &
Customer Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.
As needed
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. As needed
Section – 3
rd Street Promenade, Public Landscape:
Service Description Frequency
Tree Trimming (174
trees/palms)
Regular As needed, based upon inspection
Tree Well (174 tree wells) Inspect for grate or decomposed granite displacement
As needed, based upon inspection
Floral & Topiaries (Dinosaur
fountain planters)
2,000 sq. ft.
Prune & shape topiaries
Weed and detail floral beds
Lawn maintenance
Once every six weeks
3X weekly, as needed
Irrigation Inspection Check system and controller for
proper settings
Weekly, as needed
Parking Structures, Public Landscape:
Service Description Frequency
Planter Maintenance (ground
level planters in Structure 1&
3 only)
Pick up litter & debris Prune shrubs Weekly
Monthly
24 Section – Colorado Avenue, Arizona Avenue & Wilshire Boulevard:
Shifts:
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Pedestrian Walkways:
Sweeper
Scrubber (Esplanade South
Side)
Pressure Washer
Pre-treat stains/spot
pressure washing
Picks up large debris
Pick up small debris, applies degreaser,
scrubs pavement & recovers excess
water
Cleans in places scrubbers can’t reach
Degreaser applied with hand-sprayer
5 x a week
3 x a week
4 x a week
Monitoring Walk site, sweep & remove debris • Daily, as needed Bus Stop Powerwash • As needed
Trash Containers Wipe top, remove trash, replace bag • Twice daily, as needed Trash Container Liners Pressure wash & deodorize • As needed Spot Cleaning &
Customer Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.
• As needed, 7 days a
week
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. • As needed
25 Section - Colorado Avenue, Arizona Avenue & Wilshire Boulevard, 2 nd & 4th Streets, Public
Landscape
2 ND & 4th Street
Service Description Frequency
Tree Trimming Regular • Every 3 years or as needed,
based upon
Tree Well Maintenance Backfill tree wells with decomposed granite
• As needed, based upon
inspection.
Arizona Ave.
Service Description Frequency
Tree Trimming Regular • Every 3 years or as needed,
based upon
Tree Well Maintenance Backfill tree wells with decomposed granite
• As needed, based upon
inspection.
Wilshire Blvd.
Service Description Frequency
Tree Trimming Regular Every 3 years or as needed,
based upon inspection.
Section - Transit Mall:
Sidewalks on both sides of the streets:
● Broadway east side of Ocean Avenue to alley between 5 thand 6th Streets.
● Santa Monica Boulevard from east side of Ocean Avenue to alley between 5 th
and 6
th Streets.
Shifts:
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Monitoring Walk site, sweep & remove debris Daily
26 Transit Mall, Cont.
Service Description Frequency
Benches Spray & wipe, polish wood Once daily, as needed Drinking Fountains Spray & wipe Daily, as needed
Trash Containers Wipe top, remove trash, replace bag Four times daily Trash Container Liners Power wash clean As needed
Bollards Spray & wipe Once daily, 5 days a week
Informational Signs Spray & wipe Once daily, 5 days a week Arbors Spray & wipe Once daily, 5 days a week
Graffiti Monitor & Remove As needed
Spot Cleaning & Customer
Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.
As needed
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. As needed
Section - Transit Mall, Public Landscape:
Service Description Frequency
Tree Trimming Regular Every 3 years or as needed,
based upon inspection.
Tree Well Maintenance Inspect for grate displacement
and/or debris & litter
Clean debris, reset tree grates
As needed, based upon
inspection.
Irrigation Inspections Check system and controller for
proper settings
Weekly
Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Blvd
Sidewalks on both sides of streets from east side of 5
th
to the alley east of 7
th
27 5
th
, 6
thand 7th Streets:
Sidewalks on both sides of streets from north of Wilshire Blvd to south of Colorado Ave.
Service Description Frequency
Pedestrian Walkways:
Sweeper
Scrubber
Pressure Washer
Pre-treat stains/ and spot
pressure wash
Picks up large debris
Picks up small debris, applies
degreaser, scrubs pavement &
recovers excess water
Cleans in places scrubbers can’t
reach
Degreaser applied with
hand-sprayer
Twice weekly
Once every three weeks
As needed
Monitoring Walk site, sweep & remove
debris
As needed
Tree Well Maintenance Clean debris
Remove weeds
Daily, as needed
As needed, based upon
inspections
Section - Alleys:
● 1
stCourt: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado Avenue.
● Mall Court West: Between 2
nd Street and 3rd Street from north side of Wilshire
Boulevard to south side of Broadway.
● Mall Court East: Between 3
rd Street and 4th Street from north side of Wilshire
Boulevard to south side of Broadway.
● 4
thCourt: Between 4thand 5th Streets from north side of Wilshire Boulevard to south side of Colorado Avenue.
● 5
thCourt: Between 5th Street and 6th Street from north side of Wilshire Boulevard to south side of Colorado Avenue.
● 6
thCourt: Between 6th Street and 7th Street from Colorado to Wilshire ● 7
thCourt: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire 28 Shifts: Effective
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Alleys, Promenade Maintenance:
Service Description Frequency
Mall Court East & West
Sweeper/ Mobile
Vacuum / scrubber
Picks up small debris, applies degreaser,
scrubs pavement & recovers excess
water
5 days a week
Monitoring Walk site, sweep & remove debris Daily
Spills Apply absorbent, pressure wash and
scrub
As needed
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills, etc. As needed Graffiti Monitor & Remove As needed
Weed suppression Remove weeds As needed,
Off Duty
Emergency Call-outs
Toxic spills, water, accidents, etc. As needed
1st, 4th, 5th, 6th & 7th Courts:
Service Description Frequency
Mobile Vacuum Vacuums debris from large areas 5 days a week Monitoring Walk site, sweep debris Once daily
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills,
etc.
As needed
Graffiti Remove As needed
Off Duty
Emergency Call-outs
Oil spills, electrical, water, accidents, etc. As needed Weed suppression Remove weeds As needed
29 Section – Colorado Ave. Esplanade:
From east side of 4
th St. to the east side of Ocean Ave
Service Description Frequency
Pedestrian Walkways:
Sweeper
Sweeper / scrubber
Pressure Washer
Pre-treat stains and spot
pressure wash
Picks up large debris
Picks up small debris, applies degreaser,
scrubs pavement & recovers excess water
Cleans in places scrubbers can’t reach
Degreaser applied with hand-sprayer
Once daily
Once daily
Once daily
Once daily, 5 days a week
(Mon., Tue., Thu., Fri., Sat.)
As needed
Monitoring Walk site, sweep & remove debris Daily as needed Trash Containers Wipe top, remove trash, replace bag 4 times daily Trash Container Liners Pressure wash / wipe down from the inside & deodorize
As needed
Graffiti Remove As needed
Landscape General Maintenance-using current
maintenance specifications requirements
Twice monthly
City of Santa Monica Department of Transportation Service Matrix Downtown Parking Facility Maintenance Matrix
The Parking Division of the Department of Transportation conducts several related activities in support of Downtown Santa Monica Clean and Safe Initiatives. These operational efforts include:
● SP+ parking contract tasks related to cleanliness and monitoring of facilities ● City Staff inspection roles and management of resources applied to clean and safe activities
30 Downtown Parking Facility Maintenance Matrix (cont.) ● Funding of interdepartmental efforts to provide for basic and enhanced security and cleanliness measures,
● Periodic evaluation of effectiveness of anti-littering, graffiti, and human soiling countermeasures to adapt to changing conditions, and
● Regular collaboration and meeting with DTSM and Public Works – Promenade Maintenance partners to solution more effective and joint cleanliness and safety countermeasures.
The role of the parking contractor, SP Plus, Inc. in accomplishing basic clean and safe measures is significant and completed over three daily work shifts. The following tables describe specific tasks accomplished by SP+.
On succeeding pages are found the activities that SP Plus performs to assist with Clean and Safe Initiatives.
Parking Structure Maintenance Schedule
The following duties are performed in Parking Structures during the stated shifts.
Duties and shifts are subject to change based on need. All shifts document maintenance issues for reporting and responding to calls routed through the dispatch center, such as biohazards, lost items, broken glass, or other messes needing immediate attention. Large graffiti or graffiti placed in hard-to-reach areas that require aerial lifts or extendable ladders are out of the scope of DTSM, Inc. services.
Structures 4 & 5
● Close all restrooms for deep cleaning, floor-to-ceiling Structures 4, 5, 9, & 10
● Clean restrooms (empty trash, clean toilets/urinals, clean sinks, counters, mirrors, and replenish toiletries as needed)
● Structures 9 and 10: receive daytime porter service after 9 a.m. and upon request.
Structures 1, 2, 4, 5, 6, 9, & 10
● Clean restrooms daily (empty trash, clean toilets/urinals, clean sinks, counters, mirrors, replenish toiletries as needed, sweep/mop as needed ● Pull all trash (2/3rds full), replace bags on every level of the parking structures, and wipe down cans
31 ● Wipe down all structure interior signage, permanent and temporary, and fire and electrical boxes
● Remove or paint over small graffiti areas
● Conduct pan and broom service as needed
● Clean and disinfect areas of feces and urine as needed ● Elevators: Sweep, mop and clean interior surfaces. Biohazard cleanup as needed.
● Structures 9 and 10 receive daytime scheduled porter service, small graffiti removal, and spot cleaning before 9 p.m. and upon request.
Downtown Parking Structures 1, 2, 4, 5, 6, 9 & 10:
Service Description Frequency
Public Elevators:
Usability Inspection
Preventive
Maintenance
Major Repairs
Up-time Reports
Daily inspection of all publicly
accessible elevators OTIS conducts
monthly inspections/ minor repairs
As-needed safety, electronic, &
mechanical repairs Administrative
reporting of elevator availability
Once daily, 7 days a week
Monthly
As needed
Once a month
Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6)
Service Description Frequency
Fire Alarm Testing Scheduling of routine testing
functions, subcontracts with Allen
Alarm and OTIS
Four times annually
Fire Alarm Repairs SP+ subcontracts with ADT and
Redhawk to conduct on the spot
repairs
As needed
Public Restrooms –
Plumbing Issues
SP+ porters and subcontractors
on-call to repair and replace stuck
plumbing
As needed
32 Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6) Cont.
Service Description Frequency
Public Restrooms –
fixture replacements
SP+ porters replace broken sinks,
urinals, toilets, mirrors, hand dryers,
and doors
Inspection once daily, 7 days/week. •
Fixture replacement as needed
PS 6 Emergency
Generator
Annual inspection and testing of
emergency diesel/electric generator
Annual inspection by subcontractor
Lighting Inspect stairwell, lobby, and drive
aisle lighting, replace damaged or
failed bulbs
Inspect daily/ 7 days/week
Replace as needed in batches,
weekly
Graffiti
Countermeasures
SP+ collaboration with DTSM/ PW-PM,
performs final paint top coat
Inspection once daily, 7 days/week. •
As needed final top-coat paint
applied after PW or DTSM graffiti
removal.
Clarifiers Inspect and clean out sumps,
clarifiers
PS 1 monthly,
Sanitary
Sewer Inspections
Inspect and clean sewers as
preventive maintenance
As needed
Storm Drain Cleaning Inspect and clean out storm drains in parking facilities
As needed or at least annually
Storm Drain Repairs Toxic spills, water accidents, pipe and catchment replacements
As-needed in collaboration with PW
- Facilities Maintenance Division
Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10 Service Description Frequency
Safety Signage and
Guidance Signage
SP+ inspects daily and cleans or
replaces damaged signs
Inspection once daily, 7 days/week
Sign replacement as-needed in
batch
Curb Painting,
Pavement
delineation
Refresh curb paint and apply
pavement stencils.
Refresh paint one parking structure
per month, ongoing all year.
33 Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10), Cont.
Service Description Frequency
Plastic Flex Points,
rubber-clad bollards
Inspect and replace lane posts in
structures and downtown surface
lots
Inspect Weekly
Replace in batches as needed
Mirrors Parking structure Exit mirrors at alleys
and streets
Inspect once daily, 7 days/ week
Replace/ adjust as needed
Handrails, stair treads,
barricades
Inspection, light cleaning, repaint
metal handrails or replace stair
treads as needed
Inspect once daily, 7 days/week
Repaint as needed
Replace treads/flooring as needed
Pavement/ Concrete
Repairs
Inspect and monitor, arrange with
subcontractor for minor repairs.
Consult with Public Works as
necessary for extensive repairs
Inspect and report minor damage
once daily, 7 days per week
Assign subcontractor to conduct
minor repairs in batches as needed
Lane striping, parking
stalls, directional
arrows
Inspect and monitor wear of lane
striping, parking stencils, arrows, and
related pavement markings
Inspect weekly
Assign subcontractor to refresh
pavement markings every two years
Conduct spot repainting as needed
Parking Structure Access and Revenue Control Systems (PARCS) Ken Edwards Center; Main Library; Civic Center, PS 1, 2, 4, 5, 6, 7, 8, 9 & 10 Service Description Frequency
Ticket and Pre-paid
Scanning Kiosks and
Pay-on-Foot
Machines
Inspect, replace stock, repair
damaged customer interfaces, and
conduct preventive maintenance.
Inspect once daily, 7 days/week
Replace ticket stock and money trays
as needed,
Conduct repairs as needed
Entry & Exit Gate arms Inspect and replace as need, daily Inspect safe and proper operation of gate arms
Replace as needed
Ken Edwards Center
Parking Structure
Inspect and monitor PARCS
machines Inspect gate arms
Once daily, 7 days/week
Replace as needed
Main Library
Parking Structure
Inspect coin, cash, and credit card
readers, change dispensers
Inspect gate arms
Once daily, 7 days a week
Replace as needed
34 Ken Edwards Center; Main Library; Civic Center, PS 1, 2, 4, 5, 6, 7, 8, 9 & 10 Cont.
Service Description Frequency
Civic Center
Parking Structure
Inspect coin, cash, and credit card
readers, change dispensers
Conduct incidental pan & broom
clean up Inspect Lighting, fire alarms,
elevators
Once daily, 7 days a week
Cash and ticket
pullers
Inspect coin, cash, and credit card
readers, change dispensers
Once daily, 7 days/week
Replace/ repair as needed
Customer Interface,
Communication
equipment
Inspect voice, speaker, and pin-hole
camera communication system
Once daily, 7 days/week
35