Annual Report to NYC Department of Small Business Services Fiscal Year 2013

Transcription

1 Annual Report to NYC Department of Small Business Services Fiscal Year 2013 Court Livingston Schermerhorn Business Improvement District C/O Downtown Brooklyn Partnership 1MetroTech Center North, Suite 1003 Brooklyn, NY 11201

2 Table of Contents I. Section I: Review of Fiscal Year 2013 Activities... 3 A. Neighborhood Needs Assessment... 3 B. FY2013 Goals... 8 C. Review of Activities Data D. BID Snapshot II. Looking Ahead: Fiscal Year 2013 Goals A. Fiscal Year 2013 Goals III. Contracts IV. Organizational Information A. Organizational Changes B. Board of Directors V. Additional Materials Page 2 of 15

3 I. Section I: Review of Fiscal Year 2013 Activities A. Neighborhood Needs Assessment 1. Are major tenants moving in and/or out of your neighborhood? Tenants that moved into the district in FY2013 include: Tenant Address Opening Date icrave 115 Court Jul-12 Bed Stuy Fish Fry 195 Hoyt Aug-12 Sophies Cuban Cuisine 27 Smith Sep-12 Planet Fitness 251 Livingston Oct Cent Fresh Pizza 255 Livingston Oct-12 Shuk 129 Livingston Nov-12 Edible Arrangements 224 Livingston Dec-12 Pizzeta 90 Livingston Feb-13 Family and Union Dentist Office 304 Livingston Feb-13 Instant Refund Tax Center 301 Livingston Mar-13 Frozen Peaks 115 Court Mar-13 Le Touch Unisex Salon 310 Livingston May-13 Family Foot Care 66 Court May-13 Community Counseling and Mediation 285 Livingston May-13 Adja Professional Hair Braiding 228 Livingston, 2nd Floor May-13 The number of new businesses that opened in FY2013 in the district represents a 70% increase as compared to last year. As predicted in the FY2012 report, we believe this continued growth in new businesses locating in the district indicates there is momentum building for commercial attraction in the CLS BID and Downtown Brooklyn. Tenants that moved out of the district in FY 2013 and the current status of the space is catalogued below. The majority of the spaces that were vacated during the previous fiscal year has been leased or is part of a renovation or development project. This trend further emphasizes the economic growth the district is experiencing. Tenant Address Closure Date Status of Space Fulany Fashion 301 Livingston Jul-12 Leased to new store Nail Salon 368 Livingston Sep-12 Leased, not open yet Pulse Cncpt 360 Livingston Oct-12 Not Leased Jung's Fish and Vegetables 297 Livingston Oct-12 Undergoing renovations B Lunch 129 Livingston Nov-12 Leased to new store Prestige Salon 310 Livingston Jan-13 Leased to new store Jakes Wayback Burger 125 Livingston Feb-13 Development site Popeyes 290 Livingston Mar-13 Development site GGMC 66 Boerum Place Apr-13 Development site Page 3 of 15

4 Seattle's Best 253 Livingston May-13 Not Leased Wendy's 191 Livingston Jun-13 Development site Park Nail Spa 210 State Street Jul-13 Not Leased 2. What capital projects (if any) has your BID been managing and/or planning? What impact (short and long term) will these capital projects have on the district? The following are new developments or infrastructure/capital projects in the CLS BID in FY2011: a) CityBenches The CLS BID worked with the Department of Transportation to add additional sites for 7 new City Benches to be installed, in addition to the 13 benches that were installed last fiscal year. All benches were installed as part of the NYC Department of Transportation s plan to install 1,000 new benches in all five boroughs. b) Hoyt Plaza The Department of Transportation is converting the corner of Hoyt and Schermerhorn Streets at the entrance to the Hoyt-Schermerhorn subway station into a public plaza. Construction on the plaza began in August 2012 and the 3,000 square foot public space was completed in January In addition, the construction includes traffic calming neck downs on four corners near the plaza. The BID installed benches and plantings in the plaza. However, the adjacent property is undergoing demolition in order to construct a new mixed-use property. Due to that construction and the accompanying scaffolding, all planned plantings were not installed. c) Grove Place The BID became interested in addressing aesthetic and sanitation issues in an alley behind Livingston Street properties. Upon exploration, the alley was determined to be privately owned, but by default shared by all property owners that abut the alley. This ownership model left the alley extremely poorly cared for. The BID stepped in as the steward for the space and added the alley to the daily sweeping routine for the sanitation crew and monthly extermination services. Additionally, the BID secured a contractor to unclog a catch basin in the back of the alley that had been clogged with kitchen grease for several years. These improvements led the space to be a viable public space for events. d) Public Art The BID collaborated with artist groups to install two new public art projects. Groundswell, a non-profit arts group that employs youth in artist fellowships, expanded a pre-existing mural on the back of the Brooklyn Detention Complex on State Street. Additionally, the Brooklyn Emerging Artists in Theater (BEAT) Festival installed a mural inside Grove Place. Page 4 of 15

5 3. Are there other new developments or infrastructure/capital projects in your district that your BID is not directly managing or planning? What impact (short and long term) will these other capital projects have on the district? The CLS BID is experiencing significant develop from the private market. Below is a list of private development projects under construction or in the planning phase during fiscal year a) 210 Joralemon St/Municipal Building Construction on the project began in early 2012 and is wrapping up construction this month. New tenants will include Yoga Works and Sephora. The project will help connect the Fulton Street retail corridor to retail on Court Street. b) Steiner Companies The Hub In February 2012, Steiner Companies announced plans for a 52-story rental apartment tower containing 720 units plus 50,000 square feet of retail space at its base plus underground parking at 333 Schermerhorn Street on the corner of Schermerhorn Street and Flatbush Avenue. The project will include 144 units of affordable housing and an array of amenities for residents such as a fitness center and 24 hour concierge. Construction on the project is imminent and the development is expected to be completed by late c) TF Cornerstone Livingston Street In summer 2013, TF Cornerstone purchased 300 Livingston Street, a former municipal parking garage with ground floor retail. TF Cornerstone plans to build 660 new residential units, 20% of which will be affordable, ground floor retail, and a new space for Brooklyn Community Services, a local non-profit group. d) Benenson Livingston Street In March 2013, NYC Human Resources Administration relocated from 210 Livingston Street to Vanderbilt Avenue. The property owner, Benenson Capital Partners, now plans to redevelop the commercial building into a mixed use property with 20% affordable housing units and ground floor retail. The project hopes to start construction in late Page 5 of 15

6 e) Holiday Inn Schermerhorn Street After completing the planning and approvals processes, construction began on a new Holiday Inn at 300 Schermerhorn Street in October The hotel, with amenities including a swimming pool, is expected to be completed in 18 months. f) Other sites: 8-16 Nevins, 71 Smith Two other properties, 8 16 Nevins Street and 71 Smith Street, were sold this fiscal year and the new owners are still developing plans for the projects. 4. In what settings or ways did your BID formally represent your district and/or the stakeholders of your district? What were the results of that representation? Staff formally represented the CLS BID at the below meetings and events: Annual Brooklyn North BID Briefing with the NYPD Community Board 2 meetings regarding Citi Bike, a new business liquor license, DBP s application to NYS for grant funding, and various events Department of Buildings regarding several challenges for individual property owners Brooklyn Book Festival Atlantic Antic Department of City Planning hearing regarding the Bossert Hotel on Montague Street 5. What additional investments did you bring into your district via your BID s work? The BID s façade improvement program encouraged participating businesses to invest in their signage. This year, the program brought about $9,000 in business owner investment to the area. Additionally, the BID has implemented a sponsorship initiative in collaboration with the Downtown Brooklyn Partnership to secure sponsorship for streetscape improvements, banners, and events. This fiscal year the BID secured approximately $7,000 in revenue. Lastly, the BID secured a grant from New York City Department of Small Business Services in the amount of $20,000 to support the Eastern Gateway Revitalization project that provides matching grants to property owners to renovate historically vacant upper floor spaces. 6. What other problems or needs exist in your district? What is the BID doing to meet these needs? Page 6 of 15

7 a) Limited nighttime activity Downtown Brooklyn has historically been viewed as a 9 5 community. However, in the past five years, 125,000 new residents have moved to the community. The retail and streetscape environments have not caught up to the residential population in the neighborhood. Thus, restaurants and bars are underrepresented in the retail mix. Additionally, residents and visitors report the neighborhood feels dark and isolated at night. The BID is working to attract bars and restaurants to the neighborhood and educate property owners on the need for these types of businesses. Additionally, we are working with business owners to replace solid gates with open link gates and install façade lighting to make the neighborhood feel more welcoming at night. b) Under-utilized upper floors Downtown Brooklyn has a number of historically vacant or underutilized upper floors, and Livingston Street is no exception. The Downtown Brooklyn Partnership and the CLS BID are working to incentivize renovating and opening those upper floors for commercial use in several ways. First, we are conducting outreach to property owners about increasing demand for office space in Downtown Brooklyn. Information about the market helps them understand that this space may be a source of revenue. Next, the Partnership secured $200,000 from New York State and $20,000 from New York City Department of Small Business Services to provide matching grants to property owners that renovate vacant upper floor spaces. The Partnership is currently working with three properties in the CLS district on the matching grant program. Next, the Partnership received a grant from New York City Economic Development Corporation to implement the Master Lessee program, in which is will rent space from the property owner, renovate it, and sublease it to small tenants that do not have the bandwidth to undertake the renovation. The Partnership is exploring leasing a few spaces in the CLS district. c) Excessive sidewalk vending along commercial corridors Court and Joralemon Streets are regularly inundated with sidewalk vendors selling jewelry, food, books, and other products. Their stands are often disorganized and interfere with the beautification efforts the Court Livingston Schermerhorn BID implements in the district. Moreover, vendors often set up directly outside a business that vends similar products, drawing customers from the bricks and mortar businesses. The BID has received complaints from business owners, property owners, and residents regarding vendors. Some of these vendors are abiding by the vendor regulations, but many do not have the appropriate license to set up on certain blocks, locate on subway grates or directly adjacent to street furniture, including fire hydrants. The BID has worked with the NYPD 84 th Precinct to enforce vending regulations within the district and has submitted a list of proposed additions to restricted streets in Downtown Brooklyn to the Department of Small Business Services. The Department of Small Business Services support in approving these blocks as restricted streets will help NYPD strengthen its enforcement efforts. The BID will continue its collaboration with NYPD to enforce illegal vending in the district. B. Review of Accomplishments Page 7 of 15

8 B. FY2013 Goals 1. Which goals were met? Which did you not meet? If you did not meet those goals, why not? Describe the status of these goals and the activities you undertook from July 1, 2012 to June 30, 2013 to reach each of these goals. What outcomes did you achieve? Page 8 of 15 a) Provide excellent supplemental sanitation and maintenance services: The CLS BID was successful in providing supplemental sanitation services. We contract with Atlantic Maintenance for supplemental sanitation services. In fiscal year 2013, Atlantic Maintenance provided 378 man hours of supplemental sanitation services per week, bagged a total of 1.18 million pounds of waste, and removed over 550 incidents of graffiti, and 80% increase from last fiscal year. The CLS BID s street and sidewalk cleanliness ratings for all four quarters of FY2013 were higher than 95%. This fiscal year CLS BID s contractor, Atlantic Maintenance, increased its ability to remove graffiti and stickers by equipping its daily staff members with tools to undertake this work. Previously, the contractor hired a separate crew that provided this service monthly. b) Continue small business assistance efforts: Every business in the district received invitations to more than a dozen programs and events that could support their business such as NYC Department of Small Business Services workshops, programs offered through the Brooklyn Navy Yard, events hosted by the Brooklyn Borough President s office, and workshops sponsored by the Downtown Brooklyn Partnership/CLS BID. The BID was also particularly effective in supporting the NYC Department of Transportation in conducting outreach regarding new bicycle delivery regulations. Next, the BID provided marketing support to every business in the district by creating a directory of businesses on the Downtown Brooklyn website that lists every business in the area. For the roughly 50% of businesses in the district that do not have websites, the listing on our website is their sole source of a web presences. This directory is one effort to address the limited web presence of small businesses that was identified as a challenge in the fiscal year 2012 report. In addition to the directory, each month the Downtown Brooklyn Partnership highlights specific businesses by collaborating with the business to offer a deal. Every business has been invited to join the deals section over the course of the year, and 25 different CLS BID businesses have participated over the course of the year. Additionally, the BID, in collaboration with the Downtown Brooklyn Partnership, created printed coupon books for Back to School 2012 and Holidays 2012 and distributed over 10,000 coupon books during both shopping seasons. Roughly 20 CLS BID businesses participated in the coupon books. The BID covered the full design and printing costs for these books. Additionally, the BID provided intensive individual support to 10 businesses this year. Examples of intensive support included connecting Brooklyn Martial Arts to the NYC Business Solutions Center for assistance in becoming MWBE certified. CLS staff worked closely with the Business Solutions Center

9 representative to ensure the business owner completed and submitted the required paperwork. City certification was achieved in July. CLS staff connected C s World of Beauty to one-on-one financing support from the Business Solutions Center. This referral led the business owner to explore more programs offered by the Business Solutions Center related to business and financial management. Another example is the BID s façade improvement program which provides free design services and matching grants for businesses that replace signs, awnings, storefronts, and gates. Lastly, the BID co-sponsored an event in Grove Alley, a dead-end alley that abuts the district. The evening event drew over 1,000 people during nighttime hours. The BID conducted outreach to encourage the businesses to remain open late during the event in order to benefit from the increase in foot traffic. Additionally, businesses that typically do remain open late indicated that they experienced an increase in sales of as much as 20% as compared to the previous week during the same time period. c) Continue to market and promote the district: The CLS BID collaborates with the Fulton Mall Improvement Association, MetroTech BID and the Downtown Brooklyn Partnership to market Downtown Brooklyn. In FY2013, the Downtown Brooklyn Partnership launched a new website that encompasses the CLS BID website. The site features a new logo and branding meant to capture Downtown Brooklyn s dynamic position as a business, cultural, educational, and retail destination, as well as an enhanced mobile version that serves as a wayfinding tool and event/business directory application. In order to keep the site content fresh and compelling, we have entered into a partnership with the Northside Media Group, which manages The L Magazine and Brooklyn Magazine. Northside provide daily content for the site, which includes blog posts about events, new businesses, or other news about the area. In addition to the website, the BID has dramatically increased its use of web and social media to market the district. By developing more compelling and useful information on our web and social media platforms, the number of followers, likes, and visitors to our website has increased exponentially from the previous fiscal year, as revealed in the impacts chart. Again, the BID implemented Back to School and Holiday marketing campaigns. As discussed above, the campaigns included coordinating and printing 10,000 coupon books which all businesses had the opportunity to participate in. Additionally, over the holiday season the BID, in collaboration with the Downtown Brooklyn Partnership, Fulton Mall and MetroTech BIDs, sponsored a holiday trolley which traversed a loop from the New York Transit Museum in the CLS district to the Barclays Center. More than 550 unique passengers rode the trolley. d) Continue to create inviting pedestrian spaces: Hoyt Plaza, the result of several years of advocacy for public plaza at the Hoyt Schermerhorn station, was completed in January The BID coordinated with the Department of Transportation in order to install bike racks and benches and installed landscaping in March. However, the building located adjacent to the public space is about to undergo demolition and the public space is covered with Page 9 of 15

10 scaffolding. Thus, the complete plan for landscaping was not implemented. The BID hopes to realize the full plaza project once the construction on the adjacent lot is complete. The second public space revitalization project the BID undertook was the Grove Alley project. As described above, Grove Alley is a dead-end alley that runs behind the Livingston Street retail strip. Technically, a private space, the alley receives no city services. And, businesses had used the street to store trash and park for decades. Thus, the alley was in horrible condition. The BID implemented daily sweeping and weekly extermination services for several months. Now the alley receives monthly extermination. Additionally, the BID collaborated with business owners to establish more sanitary trash storage protocol and installed temporary lights in the alley for two events. The plans to continue to revitalize the alley continue. e) Implement Downtown Brooklyn Strategic Plan: The Downtown Brooklyn Strategic Plan was issued in June 2012 and identifies strategies for the Partnership and the three BIDs to address connectivity, diversification, opportunity, community, and culture in Downtown Brooklyn. The BID has made progress on these goals through several previously mentioned projects, as described below. Connectivity: the opening of Hoyt Plaza, support for the implementation of CitiBike Diversification: projects to bring vacant commercial space back to the market, such as Eastern Gateway, efforts to track vacancies and share information with prospective businesses Opportunity: Support for small businesses Community: Efforts to address illegal vendors, supplemental sanitation services Culture: Public art projects, Grove Alley events 2. Did you undertake any other activities in Fiscal Year 2013 that led to major accomplishments that were not identified in your Fiscal Year 2012 Annual Report goals? If so, please describe any significant accomplishments or activities that your organization undertook. This year, the Downtown Brooklyn Partnership conducted a thorough planning process related to developing a strategy to support the growth of the tech sector in Brooklyn. The Brooklyn Tech Triangle strategic plan builds on the Downtown Brooklyn Partnership s strategic plan from 2012 and determines broader policy and placemaking initiatives that can support economic growth in Downtown Brooklyn, including in the CLS BID. Some of those strategies include improving Columbus Park, the primary green space in the CLS BID that is currently under-utilized. The Partnership is now seeking funding to implement improvements to the park. The Partnership and the BID also worked on a project to better connect college students and businesses in the area. The Collegetown Cash initiative allows students to load money on their student IDs, like a prepaid debit card and use their student ID at participating businesses. One local college has joined the program and three additional schools are likely to join for the spring semester. Seven businesses are now participating, Page 10 of 15

11 3. If there are goals that are no longer appropriate for your organization, please provide a rationale as to why those goals are no longer appropriate. All five goals remain relevant for the upcoming fiscal year. C. Review of Activities Data Please see the attached spreadsheet. D. BID Snapshot Please see attached events and activities photos. Please see attached residential survey questionnaire and memo reporting on survey results. II. Looking Ahead: Fiscal Year 2014 Goals A. Fiscal Year 2014 Goals 1. Provide excellent supplemental sanitation and maintenance services: Maintaining a clean district that is both litter and graffiti free remains a top goal for the CLS BID. Benefit to the neighborhood: A clean district with no litter and no graffiti will help attract residents, shoppers, businesses, and investment to the district. It will also help improve perceptions of safety by conveying to the public that this district is cared for by its stakeholders. Milestones: Number of graffiti incidents removed; weight of trash removed per week; hours sanitation crew worked. Timeline: On-going Ways the City can help achieve goal: DSNY often skips collection on a particular block that is primarily commercial, but does have some residential units. Consistent collection on that block would alleviate an on-going sanitation issue. Additionally, street vendors create a sense of clutter and often contribute to street litter in the district. Improved enforcement of street vending regulations by the city would help to address this challenge. 2. Continue small business assistance efforts: Helping small businesses retain and attract shoppers by improving store appearance and business operations is a top goal. This can be achieved through storefront improvement grants, window display Page 11 of 15

12 grants, energy efficiency audits and other one-on-one support tailored to specific businesses needs. Moreover, helping businesses reduce costs and access resources and incentives is critical to supporting the business community. Benefit to the neighborhood: Small businesses that upgrade storefronts with new and code compliant signage, attractive awnings, and open link security gates, will make the district more attractive and will enhance the sense of security for residents, workers and visitors in the neighborhood. Moreover providing technical assistance to help businesses bring more customers to their store or access resources will help small businesses thrive. Milestones: Number of sign, awning, window display, and security gate grants administered; number of businesses participating in the energy efficiency audits; number of individual support services and outcome of those services. Timeline: Ongoing Ways the City can help achieve goal: SBS can continue their efforts to host best practice seminars. These forums are informative and useful. SBS Business Solutions Center can continue to offer effective workshops at convenient times (typically early morning or after 5pm) that our businesses can attend. In addition, small grants to make operational improvements, like the grant now available through SBS to implement new technology, can help small businesses upgrade their management and operations systems to reduce costs or increase revenue. 3. Continue to market and promote the district: In FY 2014, the CLS BID will work to market and promote the approximately 200 business in the district through our website, online media, events, and networking. We will work to promote the district as a vital multi-experience area that features diverse, authentic, and eclectic shops and restaurants. In addition, a goal is to foster a festive, special atmosphere during the holiday season. Benefit to the neighborhood: Promoting the businesses attracts shoppers to the district, which helps economic conditions. Milestones: Number of events produced, number of special marketing initiatives such as coupon books or sponsorships, redemption of coupons, number of e-newsletter recipients, number of Facebook Fans, number of brochures distributed. Timeline: Ongoing Ways the City can help achieve goal: This is primarily the responsibility of the BID and the Partnership. However, as with the previous goal, best practice seminars are very useful in developing new marketing and promotion ideas. Page 12 of 15

13 4. Continue to create inviting pedestrian spaces: For FY 2014, a goal is to help improve pedestrian spaces so they are more inviting and comfortable for people to gather. The CLS BID will continue to maintain landscaping in public spaces. It will also work with the Downtown Brooklyn Partnership s urban design consultant to reimagine several under-utilized spaces, advocate for or implement improvements, and implement some engaging demonstration projects or public art projects in public spaces. Benefit to the neighborhood: Greening activities and improvements to the pedestrian environment provide opportunities for community building. Landscaping and other improvements to public spaces soften the streetscape and make the district a more welcoming and comfortable place to shop, work, live and play. Moreover, exciting demonstration projects attract attention and foot traffic to the area, promoting the brand of Downtown Brooklyn and bringing more traffic to local businesses. Milestones: Number of trees/gardens planted and maintained by the BID, number and characteristics of improvements to public spaces, information about demonstration projects. Timeline: Ongoing Ways the City can help achieve goal: The Department of Parks and Recreation can plant trees for the BID. The Department of Transportation can provide approvals for proposed changes and street furniture, lighting, or events and activities to improve or activate public spaces. 5. Implement the Downtown Brooklyn Partnership Strategic Plan: The Downtown Brooklyn Partnership Strategic Plan was ratified by the Court Livingston Schermerhorn BID in June The plan calls for the Court Livingston Schermerhorn BID to work in collaboration with the Downtown Brooklyn Partnership, the Fulton Mall Improvement Association, and the MetroTech BID to promote enhancements in connectivity, diversity, community, culture, and opportunity throughout Downtown Brooklyn. Much of the goals within the strategic plan echo the previous four goals for the CLS BID, however it encourages our work to connect to the surrounding community and capitalize on the assets in the community. Benefit to the neighborhood: The Downtown Brooklyn Partnership focuses on supporting and connecting all aspects of the community from cultural groups to college students to small businesses to residents. The goals and strategies outlined in the strategic plan are designed to ensure all stakeholders in Downtown Brooklyn benefit from the economic growth. Milestones: Improvements to public spaces, attraction of new commercial tenants in Downtown Brooklyn, level of collaboration with colleges and residents, workforce development referrals, support services provided to businesses. Timeline: Ongoing Page 13 of 15

14 Ways the City can help achieve goal: The City is a critical partner in the implementation of the Downtown Brooklyn Partnership s Strategic Plan. Investment in infrastructure, including transportation and digital communications can help the Downtown Brooklyn Partnership and CLS BID accomplish goals outlined in the strategic plan. Support with improving the look and feel of public spaces such as funding for streetscape improvements will further contribute to project success. Lastly, the City can continue to provide effective services to connect jobseekers to employment, a program we refer new businesses to in order to find staff. III. Contracts Please see information about contracts that are more than $25,000 with the following entities in the Contracts worksheet: Atlantic Maintenance Chelsea Garden Center Downtown Brooklyn Partnership Illuminations IV. Organizational Information A. Organizational Changes Since its inception, the CLS BID has been managed by the Downtown Brooklyn Partnership (DBP), through a formal management agreement. The Downtown Brooklyn Partnership has one full-time staff person dedicated to the CLS BID: Katie Lyon is the BID s Services Manager. Besides the Business Services Manager, the Downtown Brooklyn Partnership provides the BID with additional services, including financial and administrative oversight, marketing and PR, real estate assistance, and streetscape, transportation and workforce development planning. In August and September 2013, several new staff joined the Downtown Brooklyn Partnership and will support the CLS BID. First, Laurel Brown joined the Partnership as the Executive Director of Operations and Administration. Laurel will be the primary supervisor for the three BIDs, ensuring financial management, contract management, and delivery of core BID services are implemented in an effective manner. Shabazz Stuart joined the Partnership as a Services Manager. His role is to provide on-theground oversight for sanitation contractor for all three BIDs. Shabazz ensures that there is constant oversight on the provision of sanitation services. Lastly, Alan Washington joined the Partnership as the Director of Real Estate and Planning. Alan manages the Partnership s work related to tracking and marketing available spaces and planning and implementing policy and strategic interventions to promote economic development in Downtown Brooklyn. See attached organization chart. Page 14 of 15

15 B. Board of Directors Please find the list of Board of Directors who were elected at the June 2013 annual meeting on the included Board of Directors worksheet. V. Additional Materials Please see accompanying proof of comprehensive liability insurance coverage. Page 15 of 15

16 Court Livingston Schermerhorn BID Fiscal Year 2013 Business Improvement District Annual Report Tab 1. BID Programs and Services Impacts Template Instructions: Insert the appropriate number into the grey cells in the right-side column where applicable. The values that you enter into the spreadsheet should reflect the cumulative fiscal year data, unless otherwise noted. District Composition Number of block faces (a block face is one side of a street between two consecutive intersections; usually one side of a city block) 68 Number of retail businesses (establishments engaged in retailing merchandise and rendering services that operate in fixed point of sale locations located and are designed to attract walk-in customers. Please include full-service restaurants and limited service eating and drinking establishments) 191 Number of storefronts (at the end of the Fiscal Year) *This does not include second story retail spaces 190 Number of vacant storefronts (at the end of the Fiscal Year) 16 District storefront vacancy rate (Please do not type an amount, the percentage will be calculated automatically) 8.42% Number of registered BID members (at the end of the Fiscal Year) 76 Number of full-time BID staff (not including sanitation or security workers) 1 Number of part-time BID staff (not including sanitation or security workers) 0 Sanitation Number of block faces covered by sanitation (the number of block faces in your district serviced by your sanitation employees) 68 Percentage of Block Faces Covered by Sanitation (Please do not type an amount, the percentage will be calculated automatically) 100% Number of sanitation workers employed (either in-house or contracted; part time or full time) 8 Number of hours logged by sanitation workers (please calculate the total number of hours worked in the LAST 12 MONTHS by all sanitation employees and input the total. For Example: 1 sanitation worker, working 8 hour days, 5 days a week is the equivalent of 2,080 hours worked annually (5 days X 52 weeks X 8 hours per day) 19,656 Average Hours per employed sanitation worker (Please do not type an amount, the percentage will be calculated automatically) 2,457 Number of incidents of graffiti removed 560 Number of trash bags collected by your BID 47,551 Security Number of block faces patrolled by BID (security the number of block faces in your district that are staffed daily by your security/ public safety personnel) 0 Percentage of Block Faces Covered by Sanitation (Please do not type an amount, the percentage will be calculated automatically) 0 Number of security workers employed (either in-house or contracted; part time or full time) 0 Number of hours logged by security workers (please calculate the total number of hours worked in the LAST 12 MONTHS by all security/ public safety employees and input the total; ex: 1 security worker, working 8 hour a day, 5 days a week is the equivalent of 2,080 hours worked annually (5 days X 52 weeks X 8 hours per day)) N/A

17 Number of interactions with security/public safety personnel (including information requests) N/A Average Interactions per Security Officer Hour (Please do not type an amount, the percentage will be calculated automatically) N/A Streetscape/Beautification Number of plantings maintained by your BID 805 Number of new plantings (installed through a BID-sponsored program in the last 12 months) 8 Number of banners maintained by your BID 26 Number of new banners (installed through a BID-sponsored program) 26 Number of pieces of street furniture maintained by your BID 127 Number of new pieces of street furniture (installed through a BIDsponsored program) 9 Number of new pieces of public art (installed through a BID-sponsored program) 3 Number of Public Spaces managed/maintained by your BID (please identify those Spaces by name) 2 Promotion and Media Presence Number of district guides, brochures and coupon books distributed by your BID Number of public BID events held (sponsored or co-sponsored by the BID) 9 Number of attendees to public BID events (sponsored or co-sponsored by the BID; cumulative of all events throughout the Fiscal Year) 2567 Number of unique visitors to your BID's website in the last 12 months Number of current addresses in your distribution list 2920 Number of Twitter Followers 1820 Number of Facebook Likes 982 Number of "Follows" on all other Social Media Platforms (Please add your followers/subsrcibers from all other platforms. Those platforms may include: Tumblr, Pinterest, Google+, LinkedIn, blogs, and other non- modes of mass communication you use) n/a Community Investment What additional investments have you been able to secure for the district by leveraging your existing resources? (This may include grants received, investments from non-bid sources that were attracted using BID funds, private investments directly attracted using BID funds, etc) What was the grand total of the above investments? Feedback from District Surveys How many completed surveys were returned to the BID? 162 On what day did you release your survey? (Please type your date in this format: "09/20/2013") 4/30/2013 Other Data Your BID is Tracking (please explain) Number of new stores that opened during FY 17 Number of stores that closed during FY 11 Number of new development sites in district 4 Number of small businesses that receiced one-on-one or group based support 20 Number of enewsletters issued 28

18 Organization Chart Current as of September 2013 DBP Blue MTB Yellow FMIA Green CLS - Orange Board of Directors DBP, FM, MTB & CLS Tucker Reed President Elizabeth Rominiecki Office Manager Laurel Brown Executive Director of Operations + Administration Alan Washington Director of Real Estate + Planning Vivian Liao Director of Marketing + Strategic Partnership Isaac Esterman Director of Project Implementation Public Safety Department Angela Johnson Controller + Director of Finance Ryan Grew Deputy Director of Operations/MTB Services Manager Kathryn Lyon Deputy Director of Planning/CLS Services Manager Luis Gutierrez Production + Marketing Manager Michael Whyte 80 Arts Building Manager Thomas Martin Public Safety Manager Peter Coyne Director of Public Safety Rheatis Brown Finance Manager Shabazz Stuart FM Services Manager & Operations Associate Malina Tran Marketing Associate/Special Assistant 80 Arts Staff Thomas Joyce Public Safety Supervisor Roscoe Smalls Assistant Director of Public Safety Public Safety Officers