lmu board meeting march 6, 2014 agenda packet

8/12/2019 LMU Board Meeting March 6, 2014 Agenda Packet

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BROWNACT:Government Code 54950(The Brown Act) requires that a brief description of each item to be transacted or discussed be poste

at least 72 hours prior to a regular meeting. The Corporation posts agendas with the City at 1 Frank H. Ogawa Plaza, #10

Action may not be taken on items not posted on the agenda . Copies of the agenda are available from the La

Merritt/Uptown District Association at 388 19th Street, Oakland, CA 94612. Meeting facilities are accessible to persons w

disabilities. If you require special assistance to participate in the meeting, notify our office at 510 238-1122 at least 48 hours pr

to the meeting.

L A K E M E R R I T T / U P T O W N C O M M U N I T Y B E N E F I T D I S T R I C T

388 19th Street Oakland, California 94612

Phone 510.452.4529Fax 510.452.4530 [email protected] www.lakemerritt-uptown.org

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L A K E M E R R I T T / U P T O W N C O M M U N I T Y B E N E F I T D I S T R I C T

388 19th Street Oakland, California 94612

Phone 510.452.4529 Fax 510.452.4530 [email protected] www.lakemerritt-uptown.org

Lake Merritt/Uptown District Association Board of Directors MeetingMinutes of December 5, 2013 - 8:30 a.m.Kaiser Center 2nd floor Conference Room, 300 Lakeside DrivePresent: Deborah Boyer, Chris Curtis, Robert Wilkins, Andrea Kirkpatrick, Mike Brown,

Lorie Alemania, Laurie Cooperman-Rosen (by phone), Steven Douglas,Michelle Lane, Lucinda Alipio, Don Rogers, CJ Hirschfield

Absent: Indrajit Obeysekere, Nola Montgomery, Aliza Gallo, Mike Huaco, CourtneyBelanger, Ben Weinstein

Staff: Steve Snider/District Manager, Andrew Jones/District Services Coordinator,Tori Decker/Office and Operations Manger, Fiona Simms/AdministrativeAssistant

PR Consultants: Nancy Amaral/Gallen.NeillyGuests: Ke Norman/Nailphoria Day SpaDiscussions held and decisions made by the Board of Directors

SUBJECT D ISCUSSION CTIONCall to Order The meeting was called to order at 8:37 a.m. No action required.Public comment andannouncements CJ announced the Fairy Winterland celebration.Chris mentioned the Great Wall holiday show

on December First Friday. Michelle announcedthe Block Gallery video art walk in Old Oaklandwhich will run through January. Steve

mentioned the upcoming 2.Oakland event andKe announced that Nailphoria Day Spa has

moved to a new location in the Uptown on 17th

Street.

No action required.

Approval of the minutes ofOctober 3, 2013 The minutes of October 3, 2013 meeting werepresented for review. Chris moved andMichelle seconded themotion to approve theminutes of October 3,2013 as presented.The motion wasapprovedunanimously.Financial Report Tori presented the year-to-date cash available

summary and the detailed expense report for

CJ moved andDeborah seconded the

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review. She noted that the districts havereceived a total of $1,355,867.22, which less the

reserve and hardship reimbursements of$85,882.04 leaves $1,269,985.18 cash available.Tori stated that the DISI expenses to date total

$60,757.98, ORG expenses total $192,080.73,

and SOBO expenses total $676,888.47. Thecash remaining equals $340,258.00 andincludes assessment income over the budgeted

amount.

motion to approve thefinancial reports.Themotion was approvedunanimously.

2014 meeting schedule The proposed 2014 meeting schedule waspresented to the board for review.

Michelle moved andAndrea seconded themotion to approve the2014 meetingschedule. The motionwas approvedunanimously.Approval of office networkupgrade to cloud filestorage

Fiona noted that currently all digital files are

stored on the office managers computer, whichpresents a security risk. Since it would be costprohibitive and would require a large amount of

staff time to purchase, install, and maintain a fileserver for the office staff recommends that the

districts take advantage of Microsoft 365software, subscriptions for which are offered

free to non-profit corporations. This softwarewould store all files in the cloud and wouldallow staff to remotely access not only office

files but also Microsoft web applications.Though the product is free, there would be an

upfront cost of $4,000 for initial set-up and

staff training. The cost would be split evenlybetween the two districts.

Chris moved andAndrea seconded themotion to approve theallocation of 2,000for the office upgrade.The motion wasapprovedunanimously.

SOBO Updates Andrew explained that we currently have 3 BigBelly solar trash compactors installed in the

Uptown and staff would like to request $35,560from the unanticipated assessment collection

over the annual budget. There was discussion ofwhere the compactors should be placed, the

technology that the compactors provide andhow we use it. The board recommended thatwe increase the number of the purchase to 10

with the locations to be determined by the

district staff.

Andrew reported that the Ambassador program

is running well. He noted that the Block byBlock executive team held a meeting with staff

to discuss priorities and goals for the comingyear including the development of a homelessoutreach program, the implementation of the

SMART System, and using the SMART system

Deborah moved andRobert seconded themotion to approve thepurchase of 10additional Big Bellytrash compactors. Themotion was approvedunanimously.

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to create a district watch program.The hanging plants have been removed and

shipped to Oregon to be replanted. They willreturn and be installed next April.

Andrew explained that staff is waiting to hear

the decision on the Franklin Square minorencroachment permit before we begin workingon the Harrison Street median in an effort to

consolidate those items into one masterencroachment permit amendment.

Andrew lastly noted that in the coming year thefocus of the S.O.B.O. committee will be to

maintain the projects currently in place.

DISI Updatesa. Gallen.NeillyAssociates ReportSteve reviewed the DISI budget planning

meeting.

Steve updated the board on the success ofPlaid Friday and noted that there were 45+Oakland business and more than 30 pop-up

vendors involved in the event. Latham Squarewas activated with vendors, music and live art

and 10 bars hosted pop-up retail vendors duringthe night. He noted that many businesses have

reported increased sales.

Nancy reviewed the highlights of the

Gallen.Neilly & Associates report and listed therecent press releases and clips about the

districts.

Other Chris announced that Pet Food Express issponsoring CatVidFest2 on the Great Wall ofOakland.

Adjournment to executivesession The meeting was adjourned to executivesession at 9:31 a.m.***CLOSED SESSION***

Discussion of additionalpersonnel compensation Deborah advised the board that the ORGcommittee had reviewed the established goalsfor OVM, Peralta, and Block by Block and notedthat overall goals were achieved and sometimes

exceeded, justifying bonus compensation forexceptional performance. After brief discussion,Michelle moved and Andrea seconded the

motion to allocate additional compensationfrom LMUDA as follows:

OVM: $7,000

Block by Block: $3,000Peralta: $1,250

Each ambassador: $75 gift card

Michelle moved andAndrea seconded themotion to allocateadditionalcompensation toOakland VenueManagement in theamount of 7,000, toPeralta ServiceCorporation in theamount of 1,250, toBlock by Block in theamount of 3,000,and 75 in the form of

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a gift card to eachAmbassador.Adjournment The meeting was adjourned at 9:42 a.m.

Minutes taken by: Fiona Simms, Administrative Assistant

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Lake Merritt/Upown District Association

YTD Cash Summary-February 2014

YTD Budget Actual Annual Budget

Cash Available

$638,431.25 $651,081.67 $1,190,980.46

Unallocated Carry Forward $135,763.48 $135,763.48 $135,763.48

Less Reserve $73,344.70 $73,344.70 $73,344.70

Total Cash Available $700,850.03 $713,500.45 $1,253,399.24

Expenses

DISI $9,916.68 $4,314.04 $63,500.00

ORG $36,363.28 $32,511.32 $206,954.76

SOBO $141,196.78 $126,929.30 $847,181.00

Total Expenses $187,476.74 $163,754.66 $1,117,635.76

Cash Remaining $513,373.29 $549,745.79 $135,763.48

Please See Attached

Prior Year Reserve andAssessment Income

Please See Attached

Please See Attached

Please See Attached

Notes


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10:19 AM

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Cash Basis

Lake Merritt Uptown District Association

February 2014 Expenses

C ur r. A ct ua l C ur r. B ud ge t C ur r. V ar ia nc e P er ce nt Y TD A ct ua l Y TD B ud ge t YT D V ar ia nc e P er ce nt A nn ua l B ud ge t V ar ia nc e E xp la na ti on

EXPENSES

Banner Program 0.00 291.66 -291.66 0.0% 0.00 583.32 -583.32 0.0% 3,500.00

17.50 875.00 -857.50 2.0% 35.00 1,750.00 -1,715.00 2.0% 10,500.00

0.00 500.00 -500.00 0.0% 0.00 1,000.00 -1,000.00 0.0% 6,000.00

Misc 255.38 125.00 130.38 204.3% 255.38 250.00 5.38 102.15% 1,500.00 Includes payments to DISI Startegic Planning facilitator

Public Relations 1,273.65 1,250.00 23.65 101.89% 2,523.65 2,500.00 23.65 100.95% 15,000.00

Public Space Development 0.00 333.34 -333.34 0.0% 0.00 666.68 -666.68 0.0% 4,000.00

1, 546.53 3, 375. 00 - 1, 828.47 45.82% 2, 814.03 6,750. 00 - 3, 935.97 41.69% 40,500.00

Special Events

Arts & Culture 0.00 833.34 -833.34 0.0% 0.00 1,666.68 -1,666.68 0.0% 10,000.00

1, 50 0. 00 7 50 .00 75 0. 00 2 00. 0% 1, 50 0. 00 1 ,5 00 .00 0 .0 0 1 00. 0% 9, 000 .00 I nc lud es s po ns or shi p of EB BC Bi ke t o W or k D ay

Holiday Event 0.00 0.00 0.00 0.0% 0.00 0.00 0.00 0.0% 4,000.00

Total Special Events 1,500.00 1,583.34 -83.34 94.74% 1,500.00 3,166.68 -1,666.68 47.37% 23,000.00

3, 046.53 4, 958. 34 - 1, 911.81 61.44% 4, 314.03 9,916. 68 - 5, 602.65 43. 5% 63,500.00

Non-personnel expenses

Accounting Expenses 0.00 541.66 -541.66 0.0% 0.00 1,083.32 -1,083.32 0.0% 6,500.00

Computer Service & Support 25.00 166.66 -141.66 15.0% 100.00 333.32 -233.32 30.0% 2,000.00

0.00 208.34 -208.34 0.0% 0.00 416.68 -416.68 0.0% 2,500.00

Fees & Permits 0.00 166.66 -166.66 0.0% 20.00 333.32 -313.32 6.0% 2,000.00

Insurance

Directors & Officers 0.00 0.00 0.00 0.0% 1,237.00 1,258.00 -21.00 98.33% 1,258.00 Paid in full

General Liability 0.00 0.00 0.00 0.0% 2,916.00 2,987.00 -71.00 97.62% 2,987.00 Paid in full

Total Insurance 0.00 0.00 0.00 0.0% 4,153.00 4,245.00 -92.00 97.83% 4,245.00

Misc 0.00 41.66 -41.66 0.0% 7.00 83.32 -76.32 8.4% 500.00

Occupancy expenses

Rent , par king , ot her oc cupanc y 1, 701.97 1,757. 84 - 55.87 96.82% 3, 403.94 3,515. 68 - 111. 74 96.82% 21,094. 00

Total Occupancy expenses 1,701.97 1,757.84 -55.87 96.82% 3,403.94 3,515.68 -111.74 96.82% 21,094.00

Office furniture & equipment 0.00 125.00 -125.00 0.0% 107.52 250.00 -142.48 43.01% 1,500.00

Postage, shipping, delivery 13.84 41.66 -27.82 33.22% 13.84 83.32 -69.48 16.61% 500.00

Printing & copying 0.00 250.00 -250.00 0.0% 0.00 500.00 -500.00 0.0% 3,000.00

Supplies 209.14 291.66 -82.52 71.71% 665.03 583.32 81.71 114.01% 3,500.00 Includes purchase of ink for printer

Telephone & telecommunications 166.27 208.34 -42.07 79.81% 333.02 416.68 -83.66 79.92% 2,500.00

Total Non-personnel expenses 2, 116.22 3, 799. 48 - 1, 683.26 55. 7% 8, 803.35 11,843. 96 - 3, 040.61 74.33% 49,839.00

ORG/Special Projects

Annual Breakfast Meeting 0.00 0.00 0.00 0.0% 0.00 0.00 0.00 0.0% 5,000.00

0.00 83.34 -83.34 0.0% 0.00 166.68 -166.68 0.0% 1,000.00

0.00 0.00 0.00 0.0% 0.00 0.00 0.00 0.0% 5,000.00

Total ORG/Special Projects 0.00 83.34 -83.34 0.0% 0.00 166.68 -166.68 0.0% 11,000.00

Personnel & Related

1,273.65 1,250.00 23.65 101.89% 2,523.65 2,500.00 23.65 100.95% 15,000.00

Staff Personnel 10,592.16 1 0,592.98 -0.82 99.99% 21,184.32 21,185.96 (1.64) 99.99% 127,115.76

0.00 333.34 -333.34 0.0% 0.00 666.68 -666.68 0.0% 4,000.00

Total Personnel & Related 11, 865.81 12, 176. 32 - 310.51 97.45% 23, 707.97 24,352. 64 - 644.67 97.35% 146, 115. 76

DISI Projects

Total DISI Projects

Training & Prof. Develop.

Shuttle

ORGANIZATION

DISTRICT IDENTITY (DISI)

Marketing

Merchant/Retail Support

CBD Sponsored Events

Public Relations

TOTAL (DISI)

Business Attraction and Retention

Consulting & Legal Expenses

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Cash Basis

Lake Merritt Uptown District Association

February 2014 Expenses

C ur r. A ct ua l C ur r. B ud ge t C ur r. V ar ia nc e P er ce nt Y TD A ct ua l Y TD B ud ge t YT D V ar ia nc e P er ce nt A nn ua l B ud ge t V ar ia nc e E xp la na ti on

1 3, 98 2. 03 1 6, 059 .14 - 2, 07 7. 11 8 7. 07 % 3 2, 51 1. 32 3 6, 363 .28 - 3, 851 .9 6 8 9. 41% 206,954.76

1,917.00 1,916.66 0.34 100.02% 1,917.00 3,833.32 -1,916.32 50.01% 23,000.00

Maintenance 22,659.13 22,660.00 -0.87 100.0% 4 4,659.13 45,320.00 -660.87 98.54% 271,920.00

Misc SOBO expenses 55.33 166.66 -111.33 33.2% 55.33 333.32 -277.99 16.6% 2,000.00

PROW Maintenance 1,778.77 3,333.34 -1,554.57 53.36% 2,792.72 6,666.68 -3,873.96 41.89% 40,000.00

Residential Beautification 0.00 166.66 -166.66 0.0% 0.00 333.32 -333.32 0.0% 2,000.00

Security 39,554.95 40,438.41 -883.46 97.82% 7 7,505.12 80,876.82 -3,371.70 95.83% 485,261.00

0.00 1,916.66 -1,916.66 0.0% 0.00 3,833.32 -3,833.32 0.0% 23,000.00

6 5, 96 5. 18 7 0, 598 .39 - 4, 63 3. 21 9 3. 44 % 1 26, 92 9. 30 14 1, 196 .78 - 14, 267 .4 8 8 9. 9% 847,181.00

8 2, 99 3. 74 9 1, 61 5. 87 - 8, 62 2. 13 9 0. 59 % 1 63 ,7 54 .6 5 3 23 ,2 40 .2 2 - 15 9, 48 5. 57 5 0. 66 % 1,253,399.24TOTAL EXPENSE

TOTAL ORGANIZATION

Watering

Landscaping Staff Person

SOBO

TOTAL SOBO

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2014 Broadway Shuttle Funding Sources:

$290K MTC Lifeline Transit$176K Alameda County Vehicle Registration Tax$132K Jack London Square (funded $100k for first 3 years, increased funding in 2013)$100K BAAQMD (grant application pending, $100K is estimate)$36K CBDs (requested amount up from $32K for first 4 years)$15K Forest City (funded $10k for first 3 years, increased funding in 2013)$10K SF Bay Ferry

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Pricing and Deployment for creating a more Specialized Staff

2013 Pricing

Safety Ambassadors 327.00

Senior Ambassadors 200.00

Team Leader 80.00

Operations Manager 40.00

Weekly Total 647.00

Annual 33,644.00

Employees 16.18

SCHEDULE

PRICINGSafety

Ambassadors

Team

Leader

Operations

Manager

Pay Rate 14.60$ 16.50$ 33.47$

FICA 1.12$ 1.26$ 2.56$

WC 0.64$ 0.73$ 1.47$

Liability 0.37$ 0.42$ 0.85$

Unemployment 0.88$ 0.99$ 2.01$

Subtotal 17.61$ 19.90$ 40.36$

Weekly Hours 546.00 61.00 40.00

Annual Hours 28,392.00 3,172.00 2,080.00

Annual Billing 499,914.98$ 63,119.63$ 83,958.83$

Overhead 1.88$ 1.88$ 1.88$

Benefits 1.88$ 1.88$ 1.88$

Profit 1.95$ 1.95$ 1.95$

Bill Rate 23.32$ 25.62$ 46.08$

Weekly Hours 546.00 61.00 40.00

Annual Hours 28,392.00 3,172.00 2,080.00

Annual Billing 662,229.30$ 81,253.65$ 95,849.26$

ANNUAL BILLING 839,332.22$

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Proposed Pricing and Deployment

Wages based on average hourly rates for current Tier 1 Ambassadors and provides for wage

increases for Tier 2, Team Leaders and Operations Manager.

Pricing accounts no significant decrease of total hours compared to 2013. The hours

associated with the Admin Assistant will allow hours equal to that amount for the

Operations manager to spend in the field.

PRICINGAdmin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2Team Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 24.00 326.00 176.00 80.00 40.00

Annual Hours 1,248.00 16,952.00 9,152.00 4,160.00 2,080.00

Annual Billing 19,820.86$ 295,121.18$ 178,895.97$ 86,398.62$ 87,603.38$

Overhead 2.24$ 2.24$ 2.24$ 2.24$ 2.24$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.17$ 23.70$ 25.83$ 27.05$ 48.40$

Weekly Hours 24.00 326.00 176.00 80.00 40.00

Annual Hours 1,248.00 16,952.00 9,152.00 4,160.00 2,080.00

Annual Billing 27,665.69$ 401,680.09$ 236,424.71$ 112,548.05$ 100,678.09$


Downtown Oakland / Lake Merritt CBD Safety

Dollar Amt Hrs Per Year Weekly hrs

Downtown Oakland 25,370.88$ 524.16 10.08

Lake Merritt 28,953.60$ 723.84 13.92

54,324.48$ 1248.00 24.00

27,669.08$

26,655.40$

Cost of Admin Assistant

Gained Position $ Value

Field Hrs gained by Operations Mgr

Totals

Based upon conversations we have engagedin regarding the desire to take the account

into a data driven (work smarter, not harder)

approach, adjustments have been made to

the current deployment. Included in those

adjustments is the additional admin position,

wage increases for tenured employees, and a

Longevity Bonus for those employees as well.

Admin / Data Entry 24.00

Safety Amb Tier 1 326.00


Team Leader 80.00


Weekly Total 646.00

Annual 33,592.00

Employees 16.15

SCHEDULE

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Cost Breakdown by District

DOWNTOWN OAKLANDPRICING

Admin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2

Team

Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 10.08 147.00 76.00 33.60 16.80

Annual Hours 524.16 7,644.00 3,952.00 1,747.20 873.60

Annual Billing 8,324.76 133,076.12 77,250.53 36,287.42 36,793.42

Overhead 2.14$ 2.14$ 2.14$ 2.14$ 2.14$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.07203$ 23.59916$ 25.73713$ 26.95883$ 48.30694$

Weekly Hours 10.08 147.00 76.00 33.60 16.80

Annual Hours 524.16 7,644.00 3,952.00 1,747.20 873.60

Annual Billing 11,569.28$ 180,391.95$ 101,713.14$ 47,102.47$ 42,200.94$





Team Leader 33.60

Operations Manager 16.80Weekly Total 283.48

Annual 14,740.96

SCHEDULE

Annual Cost

Position 2014 2013 Hours +/- 2014 2013 2014

Safety Ambassador N/A 241 23.32$

Tier 1 Ambassador 147.00 na 23.60$ 180,391.95$

Tier 2 Ambassador 76.00 25.74$ 101,713.14$

Team Lead 33.60 26.14 7.46 26.96$ 25.62$ 47,102.47$

Operations Mgr 75% in field 16.80 17.14 12.60 48.31$ 46.08$ 42,200.94$

Admin 10.08 22.07$ 11,569.28$2014 2013 On-Street +/-

382,977.78$

Downtown Oakland With Longevity BonusHours Billrate

(18.00)

TOTALTotal Hours 283.48 284.28 2.06

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LAKE MERRITT UPTOWN

PRICINGAdmin / Data

Entry

Safety Amb

Tier 1

Safety Amb

Tier 2

Team

Leader

Operations

Manager

Pay Rate 13.00$ 14.25$ 16.00$ 17.00$ 34.47$

FICA 0.99$ 1.09$ 1.22$ 1.30$ 2.64$

WC 0.78$ 0.85$ 0.96$ 1.01$ 2.06$

Liability 0.33$ 0.36$ 0.41$ 0.43$ 0.88$

Unemployment 0.78$ 0.86$ 0.96$ 1.02$ 2.07$

Subtotal 15.88$ 17.41$ 19.55$ 20.77$ 42.12$

Weekly Hours 13.92 179.00 100.00 46.40 23.20

Annual Hours 723.84 9,308.00 5,200.00 2,412.80 1,206.40

Annual Billing 11,496.10 162,045.07 101,645.44 50,111.20 50,809.96

Overhead 2.31$ 2.31$ 2.31$ 2.31$ 2.31$

Benefits 2.00$ 2.00$ 2.00$ 2.00$ 2.00$

Profit 2.05$ 2.05$ 2.05$ 2.05$ 2.05$

Bill Rate 22.243079$ 23.770204$ 25.908179$ 27.129879$ 48.477987$

Weekly Hours 13.92 179.00 100.00 46.40 23.20

Annual Hours 723.84 9,308.00 5,200.00 2,412.80 1,206.40

Annual Billing 16,100.43$ 221,253.06$ 134,722.53$ 65,458.97$ 58,483.84$


Lake Merritt Uptown Security




Team Leader 46.40


Weekly Total 362.52

Annual 18,851.04

Employees 9.06

SCHEDULE

Annual Cost

Position 2014 2013 Hours +/- 2014 2013 2014

Safety Ambassador N/A 305 23.32$

Tier 1 Ambassador 179.00 na 23.77$ 221,253.06$

Tier 2 Ambassador 100.00 25.91$ 134,722.53$

Team Lead 46.40 34.86 11.54 27.13$ 25.62$ 65,458.97$Operations Mgr 75% in field 23.20 22.86 17.40 48.48$ 46.08$ 58,483.84$

Admin 13.92 22.24$ 16,100.43$

2014 2013 On-Street +/-

496,018.84$

Lake Merrit Uptown With Longevity BonusHours Billrate

(26.00)

Total Hours 362.52 362.72 2.94TOTAL

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Pricing includes Longevity Bonus structure which has been put into overhead costs in

the amount of $9,984 which is split between the two programs based on hours

allocations to be utilized for 6.4 employees who currently meet the qualifiers for the

bonus.

Position Summaries

Admin Data Entry

Inclusion of a 24 hour per week Admin/ Data Entry position to assist the program in assuring

that all paperwork and filing is maintained, Smart System is updated and back office workload is

accomplished. This will allow Operations Manager to dedicate more of their time to on-street

functions of the CBDs. (This position would not require a guard card)

Safety Ambassador Tier 1

Entry level Safety position with compensation starting at historical rate of 13.50 per hour and

follows a wage matrix that tops out at $14.50 per hour after 2 years (wages do not disrupt

current compensation rates). The wages will be capped for this position until the level of a Tier 2Ambassador is reached by performance and desire to take on additional responsibilities.


Lake Merritt 5,705.86$ 220.46 4.24


9,984.00$ 400.65 7.70

Cost of Longevity Bonus in Dist Hours

Totals

Position 0-90 Days After 90 Days 1 Year 2 Years 3 Years 4 Years

Admin / Data Entry 12.50$ 13.00$ TBD TBD TBD TBD


Lake Merritt 11,569.28$ 488.26 9.39


27,669.71$ 1167.74 22.46

Cost of Admin Asst. in Dist Hours

Totals

Position 0-90 Days After 90 Days 1 Year 2 Years 3 Years 4 Years

Safety Amb Tier 1 13.50$ 14.00$ 14.50$ Capped Until performance dictates increase

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Operations Manager

As we enter into a more data-driven and community involved program it is important for the

Operations Manager to devote much of his time to new initiatives while assuring that all current

programs and policies are being adhered to.

The Operations Managers current salary is budgeted at $69,617.00 and we would propose a

3.0% increase which will take him to $71,700.00

Deployment

The objective for an update to the deployment was to assure that we have a Seasoned

Ambassadoror Team Leader scheduled for every shift. Based on this objective the below

deployment allows for a Tier 2 and above to be present for every shift in both districts.

Position HoursPrimary

AssignmentSun Mon Tues Wed Thurs Fri Sat Total

Admin / Data Entry 8am-5:30pm Office 8 8 8 24

Oakland Tier 2 Per Schedule Per Schedule 8 12 16 16 16 8 76

Oakland Tier 1 Per Schedule Per Schedule 24 24 22 29 32 16 147

Lake Merritt Tier 2 Per Schedule Per Schedule 16 20 16 16 16 16 100

Lake Merritt Tier 1 Per Schedule Per Schedule 24 20 24 55 40 16 179

Team Leader Varies Both Districts 0.0 13.3 13.3 13.3 13.3 13.3 13.3 80

Operations Supervisor Varies Both Districts 8 8 8 8 8 40

93.3 97.3 107.3 145.3 133.3 69.3Total Scheduled Weekly Hours 646

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8

Breakdown by CBD


AssignmentSun Mon Tues Wed Thurs Fri Sat Total Wkly Hrs

Oakland

76Safety Ambassadors Lake

Merritt/Uptown Tier 2

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 4 8 8 8 8 36

76Safety Ambassadors Lake


147

Safety Ambassadors Lake


12:30-9pm Bike / Foot 8 8 8 8 8 40

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 7 8 8 23

12:30-9pm Bike / Foot 8 8 6 6 8 8 44

Team Leader Varies 5.6 5.6 5.6 5.6 5.6 5.6 33.6

Operations Manager Varies Both Dist 3.36 3.36 3.36 3.36 3.36 16.8

147



Oakland Hours


Safety Ambassador 223

Team Leader 33.60


TOTAL 283.48

FTEs 7.09

Lake Merritt Hours


Safety Ambassador 279

Team Leader 46.40


TOTAL 362.52

FTEs 9.06


AssignmentSun Mon Tues Wed Thurs Fri Sat Total Wkly Hrs



100

Lake Merrit

7am - 3:30pm Bike / Foot 8 8 8 8 8 40

12:30-9pm Bike / Foot 8 8 8 8 324 8 8 8 28



100



179

12:30-9pm Bike / Foot 8 8 16

7am - 3:30pm Bike / Foot 8 8 16

12:30-9pm Bike / Foot 8 4 8 8 8 36

4pm- 12:30am Bike / Foot 8 8 8 24

7am - 3:30pm Bike / Foot 8 8 8 7 31

12:30-9pm Bike / Foot 8 8 8 8 32

4pm- 12:30am Bike / Foot 8 8 8 24

Team Leader Varies Both Dist 7.73 7.73 7.73 7.73 7.73 7.73 46.40

Operations Manager Varies Both Dist 4.64 4.64 4.64 4.64 4.64 23.2



179

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9

Longevity / Performance Bonus

Concerns were expressed regarding how we can assure those high quality employees stay with

the ambassador program and are rewarded for their hard work and loyalty. Block by Block

shares those concerns, and it is something that we face in every program we provide services to.

It is with this in mind that we propose the adoption of a bonus structure Pilot Program that is

designed to benefit qualified employees with a financial reward at the end of the year.

Qualifications

Must have been continuously employed with Block by Blocks Lake Merritt / DowntownOakland Safety Program for a period of at 2 years.

Must remain employed with Block by Blocks Lake Merritt / Downtown Oakland SafetyProgram throughout 2014 as of January 1, 2015.

Must have reached through performance the level of a Tier 2 Ambassador or TeamLeader.

If the employees anniversary date falls within 2014, they will qualify for a partial bonuscommencing from their 2nd anniversary date until January 1, 2015

Bonuses are not accrued and will be forfeited upon resignation, termination, orcancellation of the bonus program.

Must not have acquired greater than 4 attendance points throughout 2014 Must not receive a disciplinary Corrective Action Notice due to performance, or poor

behavior that rises to the level of a Final Warning throughout 2014.

Annual Hours P/H $ allocation Total $'s Total Employees Annual Bonus

9152.00 0.75$ 6,864.00$ 4.40 1,560.00$

4160.00 0.75$ 3,120.00$ 2.00 1,560.00$

9,984.00$

Team Leader

Total Included in Overhead Costs

Performance/Longevity Bonus

Safety Amb Tier 2

Tier 2 to Team Leader, and

employed greater than two

(2) years

Average

hours per

week

Longevity and

Performance

Bonus

Team Leader 35+ 1,560.00$

Fulltime Ambassador's 35+ 1,560.00$

Part-time Ambassador 24-34 $750.00

Part-time Ambassador 8 to 23 $375.00

Part-time Ambassador under 8 hours $0.00Those whose 2 year anniversary falls within the bonus

period will receive a bonus commensurate with their average

weekly hours beginning the month following their

anniversary date.

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2 4 OVM Goals

Goal:Explore new creative fundraising models

Identify board members that can assist in obtaining grants and sponsorships

Partner with PSC for workforce development grants

Partner with BBB for crime prevention grants

Develop sponsorship program for enhanced ambassador services and beautificationprogram (e.g., sponsor a hanging basket, or additional ambassador hours)

Explore crowd funding opportunities

Goal: Create Homelessness support program Work with BBB on strategy Create informational handout for city, county and regional support groups

Establish working relationships with local support services

Expand ambassador training to facilitate support services

Participate in the U.S. Department of Housing and Urban Development (HUD) Point in time(PIT) count if possible

Goal: Create a CBD specific community watch program (CWP) Work with community, stakeholders, OPD neighborhood coordinators, and BBB

Create community watch handbook to train volunteer block captains Setup and refine the communication system for the CWP

Register up to 30 block captains to participate in the program

Goal: Create criteria for evaluating sponsorships/partnerships Utilize the strategic plan to identify whether projects are valuable and align with our

priorities

Goal: Facilitate public space development and median improvements Participate in the redesign and rollout of phase 2 of Latham Square

Complete the landscaping of the 27th streets median

Successfully manage the maintenance of all our medians and public spaces in the districts

Move Franklin Square under our Master Encroachment Permit, landscape, maintain andmanage the area, install new furniture

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Goal: Market business clusters Work with Gallen.Neilly & Associates to create cluster specific one sheets for three distinct

markets: press, stakeholders, and brokers

Cultivate and build productive partnerships with new Chamber leadership, Visit Oakland,Broker Focus Group, 2.Oakland, and similar groups

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Confidential Page 1 of 7

CUSTOMER INFORMATION

Customer Name:Downtown Oakland

Lake Merritt Uptown CBDs 1st

Quarter review Date:

Primary Contact: Steve Snider 2nd


Additional

Contact: Andrew Jones 3rd


BBB Operation

Manager: Ted Tarver 4th


Date written: 8 January 2014 Operations Manager Signature:

General Manager Signature:

STRATEGICWORK PLAN

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1ST

GOAL-

Recruitment, Retention & Staff Development to Mirror the Abilities and Successes of Tenured Staff

Plan of Action

Status

Utilize tenured staff to provide mentorship and assistance to new employees

through a phased training system which will be delivered by senior team

members and monitored by Supervision

Develop three phased, six week training materials to be used by tenured staff

in the training of new Ambassadors that is reflective of the past experiences,

and the needs of the districts.

Research and recruit from entities and forums outside the current norm to

find potential ambassadors that come to us with a higher level of knowledge

and abilities.

Develop on-going training materials with the assistance of the CBD staff, BBB

corporate and local entities and agencies which are specific to the challenges

and opportunities in Lake Merritt and Downtown Oakland.

Develop account specific and ongoing testing which emphasizes district and

situational knowledge.

Develop a job satisfaction survey through Survey Monkey (or like survey

service) to bench-mark current views of the Ambassador team about their

work environment and positions.

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Examples of Measuring the Goal

Status

1. Increase in Ambassador knowledge measured through the utilization of account

specific testing on district and situational knowledge.

2. Decrease in turnover rate which is currently at 64%

3. Increase in employee morale and job satisfaction measured by providing

ambassadors with quarterly job satisfaction surveys through Survey Monkey.

Quarterly Activity Summary

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2ND

GOAL-

Assist in the CBD Management in the Creation of a Homelessness Support Program

Plan of Action

Status

Assist in the creation of an informational handout for city, county and regional

support groups by enlisting BBBs homeless task-force director.

Play a lead role in the development of working relationships with local support

services, and develop a common ground approach to the issues of

homelessness in the CBDs

Develop and/or modify current BBB written materials, and obtain information

from local support groups to provide specific training to the Ambassador team.

Enlist guest instructors from members of local support service groups to

maintain their buy-in and to help strengthen their relationships with the CBDs

and Ambassador team.

Utilize the SMART System to track the progress of outreach to specificindividuals.

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Status

1. Monitor number of homeless contacts specific to the individual. Assess whether

they have been transitioned into services.

2. Meet with service agencies several times to see if their client goals are being

met by utilization of the Safety Ambassadors team in a supporting role.

3. Provide on-going testing of the Ambassador team to ensure knowledge of

homeless services offered and the approach the CBDs want them to take

when dealing with homeless issues.


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3RD

GOAL-

Assist the CBD management in the implementation of a community watch program (CWP) with community

stakeholders, OPD neighborhood services coordinators.

Plan of Action

Status

Take an instrumental role in the recruitment of business block captains through

the distribution of written materials and the recognition of interested parties.

Develop talking points for the ambassadors to use when approached by, or

when approaching interested stakeholders.

Attend initial community watch meetings, and provide through the

collaboration of the CBD staff written materials to be used at those meetings in

an ongoing basis.

Work through BBB corporate and CBD management in the development of a

communication system to be utilized by the CWPs.

Enlist the involvement by OPD in the support of the program by developing and

using current relationships in the department.

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Status

1. This goal will be measured by the number of block captains recruited and

the number of CWP groups formed.

2. Feedback from the CWPs on the success of their meetings, and the materials

provide to them by the CBD.

3. Tracking of incidents reported by the CWPs, and the responsiveness of those

agencies responsible for providing the requested services.

4. Increase in quality of life crimes committed in areas that have formed a CWP.


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Peralta Service Corporation a subsidy of the Unity Council

The Downtown Oakland Association/Lake Merritt Uptown

District Association

PSC CBD Goals for 2014

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Peralta Service Corporation a subsidy of the Unity Council

Goal-

Being more efficient in delivery of Graffiti & Power washing Services throughout the CBD District:

Strategy-

Purchasing a portable Paint-Spraying & power washing Unit that can be rolled around on wheels to abate

Graffiti (large & small tagging) which will save on cost & time.

Goal-

PSc will provide expanded training to PSC Maintenance Staff for greater efficiency. The training will be

provided for by internal and external resources.

Strategy-

A. More Customer Service Training- The training would be provided by The Unity Council Workforce

Development Staff

B. More Safety Training (Once a Week) - The training would be provided by Cleansource Inc.

C. More in the Field one on one Eye For Detail Training- The training would be provide by PSC General

Manager and Operations Manager.

D. To have a Trained Professional come in and train each worker how to properly pick-up syringes in the

field of work and how to place them in the proper containers.

E. How to remove Blood and other Toxins from the sidewalks, workers will be certified after training.

Goal-

Collaborate with City agencies to reduce cost for a savings to the district, for those funds to be allocated

to other improvements in the district.

Strategy-

A. To work in collaboration with PWA Staff /CBD Staff/PSC Staff to acquire 2 dumpsters one for illegally

dumped items and one for regular trash.

I

The need for the dumpsters to save a tremendous amount of cost to PSC/CBD paying out over $20,000 a year

in Dump Fees.

B. Continue to report, discuss, and collaborate with City Agencies about the Major Maintenance Issues

affecting the District and the City.

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Goal-

New Tree-Well, median & Landscaping Projects throughout the District.

Strategy-

Work with PSC Horticulturists /CBD Management and staff to identify special project needs throughout

District.

Proposed Landscaping Projects 2014Timeline

1. 80 Grand- February 2014, 3 Days for completion2. Tree well meshing- March 2014 30 Days 1-2 Weeks for completion3. Franklin SquareMid March 2014, 2 Weeks for completion4. 21st & Webster- May 2014, 1 Week for completion5. Project 4(Trash Receptacles & Snuffers)- May 2014, 1-4 Weeks for completion6. Project 8(Broadway East @ 19th)-June 2014, 1 Day for completion7. Project 10- (Broadway East 20th-21st- June 2014, 1 Week for completion8. Project 1(Tree Braces)- July 2014-also depending on city permits. 1-2 Weeks for installation2014 Completed Projects

1. Project 3- Change of palette for BART planters- completed2. Project 9- Broadway West Planters- completed

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lmu board meeting march 6, 2014 agenda packet

Documents