Joint Organization Committee Meeting February 25, 2014 9:00 a.m.

. Kaiser Center-300 Lakeside Drive, 2nd Floor Conference Room Agenda

1. Introductions

2. Public comment and announcements 3. Approval of minutes of the January 6, 2014 meeting

Action Item

4. Review of draft of letter informing stakeholders of assessment increase 5. Consideration of allocation of Unallocated Carry Forward funds to increase reserve (LMUDA only) Action Item 6. Consideration of allocation of Unallocated Carry Forward funds to sponsor Free B Shuttle at requested level (DOA & LMUDA) Action Item 7. Consideration of SOBO Committee request for Unallocated Carry Forward funds to expand Safety Ambassador Services (DOA & LMUDA) Action Item 8. Approval of 2014 Contractor Goals 9. Other 10. Next Joint Org Meeting: TBD

Action Item

BROWN ACT: Government Code 54950 (The Brown Act) requires that a brief description of each item to be transacted or discussed be posted at least 72 hours prior to a regular meeting. The Corporation posts agendas with the City at 1 Frank H. Ogawa Plaza, #101. Action may not be taken on items not posted on the agenda. Copies of the agenda are available from the Downtown Oakland Association at 388 19th Street, Oakland, CA 94612. Meeting facilities are accessible to persons with disabilities. If you require special assistance to participate in the meeting, notify our office at 510 238-1122 at least 48 hours prior to the meeting. 388 19th Street Oakland, California 94612 DOA Phone 510.238.1122 LMUDA Phone 510.452.4529 Fax 510.452.4530 info@downtownoakland.org www.downtownoakland.org info@lakemerritt-uptown.org www.lakemerritt-uptown.org

Joint Organization Committee Meeting January 6, 2014 9:00 a.m. Kaiser Center 2 nd Floor Conference Room, 300 Lakeside Drive
Present: Deborah Boyer, Michelle Lane, Sara May (by phone), Chris Curtis, Martin Ward (by phone) Indrajit Obeysekere, Jesse Nelson, Robert Wilkins Steve Snider/District Manager, Andrew Jones/District Services Coordinator, Victoria Decker/Office Manager, Fiona Simms/Administrative Assistant

Absent: Staff:

Discussions held and decisions made by the Joint Organization Committee

Subject
Introductions Public comment and announcements Approval of the minutes of the July 31, 2013 meeting

Discussion
The meeting was called to order at 9:07 a.m. There were no public comments or announcements made. The minutes of July 31, 2013 meeting were presented to the committee for review.

Action

Review of yearend financial report

Tori reviewed the DOA 2013 yearend financial report. She noted that the districts received a total of $1,033,182.20, which less the reserve and hardship reimbursements of $48,000.00 leaves $985,182.20 cash available. Tori stated that the DISI expenses total $66,185.54, ORG expenses total $218,664.15, and SOBO expenses total $625,505.16. The total cash remaining and carry forward for 2014 is $74,827.35. Tori reviewed the LMU 2013 yearend financial report. She noted that the districts received a total of $1,355,867.22, which less the reserve and hardship reimbursements of $85,882.04 leaves $1,129,985.18 cash available. Tori stated that the DISI expenses total $64,796.46, ORG expenses total $219,824.04, and SOBO expenses total $849,601.20. The total cash remaining and carry forward for 2014 is $135,763.48 Tori reminded the committee that the 2014 annual budget was approved in October in order to meet the requirements of the City of
th

Deborah moved and Michelle seconded the motion to approve the minutes of July 31, 2013 as presented. The motion was approved unanimously. No action taken.

Review and approval of 2014 Annual Budget

Michelle moved and Martin seconded the motion to approve the

Oakland, CA 94612

Downtown Oakland and Lake Merritt/Uptown District Associations 388 19 Street DOA Phone 510.238.1122 LMUDA Phone 510.452.4529 Fax 510.452.4530 info@downtownoakland.org www.downtownoakland.org info@lakemerritt-uptown.org www.lakemerritt-uptown.org

Oakland. This updated budget reflects the carry forward from 2013. The DOA and LMU proposed 2014 annual budgets were presented. Tori noted that the DOA carry forward of $118,641.18 includes the 2013 reserve of $43,813.83, $40,937.51 of additional assessment income, and an expense category underspend of $33,889.84. The LMU carry forward of $221,645.52 includes the 2013 reserve of $85,882.04, $94,399.08 of unspent additional assessment income, and an expense category underspend of $41,364.40. The under spend in the Security line item for both districts is directly attributable to the conscious effort on behalf of BBB to be more diligent in its hiring practices both to ensure retention and attract high caliber candidates. Additionally, the underspend in the Watering line item can be attributed to Peralta Service Corporation providing watering services in 2013 at no expense to the districts.. All expense category allocations remain unchanged. The line item Unallocated Carry Forward has been added. Chris noted that the Strategic plan lacks a time frame for the completion of the stated goals. Staff requested that the committee send detailed feedback. The next Joint ORG meeting was scheduled for th February 25 at 9:00 a.m. The meeting was adjourned at 9:54 a.m.

DOA 2014 annual budget. The motion was approved unanimously. Deborah moved and Chris seconded the motion to approve the LMU 2014 Annual Budget

Review of Strategic Plan

Other Adjournment

Minutes taken by: Fiona Simms, Administrative Assistant

Dear Valued Property Owner, Since 2009, The Lake Merritt-Uptown District Association ("District") has been responsible for providing property owners in the District with special benefits, including sidewalk maintenance, beautification and ambassador services. The District provides these on your behalf to further economic development and promote business attraction. Your assessments continue to provide for the regular sweeping and cleaning of sidewalks, the prompt removal of graffiti and experienced safety ambassadors on the street six days per week providing hospitality and serving as additional eyes and ears for OPD. The assessments have also been disbursed for enhanced landscaping and beautification, including the landscaping of medians along Broadway, and branding of the District through new projects such as our retail shopping guide. The City Council Resolution 81478 dated July 15, 2008 and the City of Oaklands Management District Plan provide that the Board of Directors has the option to increase assessments annually up to 5% from the previous years assessment. The Board of Directors of the Lake Merritt-Uptown District Association worked with staff to evaluate budget projections, prioritize services and reduce expenses. After thorough evaluation and deliberation, the Board found that additional funding is necessary to provide consistent service levels for FY 2014-1015. Therefore, our Annual Report that was filed with the City of Oakland will include the implementation of a 2.9% increase to take effect in the next tax year. Our priority is doing what is best for the property owners in the Lake Merritt-Uptown District Association. As always, we value your feedback. Please do not hesitate to contact our office with any questions. The Board of Directors thanks you for your leadership, vision, and dedication in partnering with the Lake Merritt-Uptown District Association toward the continued improvement of the District. We look forward to continuing to work hard on your behalf in the future. Sincerely,

Deborah Boyer President Lake Merritt-Uptown District Association

Dear Valued Property Owner, Since 2009, Downtown Oakland Association ("District") has been responsible for providing property owners in the District with special benefits, including sidewalk maintenance, beautification and ambassador services. The District provides these on your behalf to further economic development and promote business attraction. Your assessments continue to provide for the regular sweeping and cleaning of sidewalks, the prompt removal of graffiti and experienced safety ambassadors on the street six days per week providing hospitality and serving as additional eyes and ears for OPD. The assessments have also been disbursed for enhanced landscaping and beautification, including the landscaping of medians along Broadway, and branding of the District through new projects such as our retail shopping guide. The City Council Resolution 81478 dated July 15, 2008 and the City of Oaklands Management District Plan provide that the Board of Directors has the option to increase assessments annually up to 5% from the previous years assessment. The Board of Directors of the Downtown Oakland Association worked with staff to evaluate budget projections, prioritize services and reduce expenses. After thorough evaluation and deliberation, the Board found that additional funding is necessary to provide consistent service levels for FY 2014-1015. Therefore, our Annual Report that was filed with the City of Oakland will include the implementation of a 5% increase to take effect in the next tax year. Our priority is doing what is best for the property owners in the Downtown Oakland Association. As always, we value your feedback. Please do not hesitate to contact our office with any questions. The Board of Directors thanks you for your leadership, vision, and dedication in partnering with the Downtown Oakland Association toward the continued improvement of the District. We look forward to continuing to work hard on your behalf in the future. Sincerely,

Michelle Lane President Downtown Oakland Association

LMUDA Proposed 2014 Annual Budget with Actual Carry Forward

2014
Annual Budget Ordinary Income/Expense Income Assessment Revenue Total FY13-14 Assessment Billed Prior Year Bal - Carry Forward Assessment Revenue - 94% Collection Total Assessment Revenue (Reserve) 1,175,636.62 221,645.52 1,105,098.42 1,326,743.94 -73,344.70

Total Income

1,253,399.24

Expense DISTRICT IDENTITY (DISI) DISI Projects Marketing Banner Program Misc Public Relations Public Space Development Merchant/Retail Support Total DISI Projects 10,500.00 3,500.00 1,500.00 15,000.00 4,000.00 6,000.00 40,500.00

Special Events Arts & Culture CBD Sponsored Events Holiday Event Total Special Events 10,000.00 9,000.00 4,000.00 23,000.00

Total DISTRICT IDENTITY (DISI)

63,500.00

ORGANIZATION Non-Personnel Expenses Accounting Expenses Computer Service & Support Consulting & Legal Expenses Fees & Permits Insurance Directors & Officers General Liability 1,258.00 2,987.00 6,500.00 2,000.00 2,500.00 2,000.00

LMUDA Proposed 2014 Annual Budget with Actual Carry Forward

Total Insurance Misc Occupancy expenses Rent Total Occupancy expenses Office furniture & equipment Postage, shipping, delivery Printing & copying Supplies Telephone & telecommunications Total Non-personnel expenses ORG/Special Projects Annual Breakfast Meeting Business Attraction & Retention Shuttle Total ORG/Special Projects Personnel & Related Public Relations Staff Personnel Training & Prof. Development Total Personnel & Related Total ORGANIZATION

4,245.00 500.00

21,094.00 21,094.00 1,500.00 500.00 3,000.00 3,500.00 2,500.00 49,839.00

5,000.00 1,000.00 5,000.00 11,000.00

15,000.00 127,115.76 4,000.00 146,115.76 206,954.76

SOBO Maintenance Landscaping Staff Person Misc SOBO expenses PROW Maintenance Residential Beautification Security Watering Total SOBO 271,920.00 23,000.00 2,000.00 40,000.00 2,000.00 485,261.00 23,000.00 847,181.00

Total Expense

1,117,635.76

Unallocated Carry Forward

135,763.48

DOA Proposed 2014 Annual Budget with Actual Carry Forward

2014
Proposed Annual Budget Ordinary Income/Expense Income Assessment Revenue Total FY13-14 Assessment Billed Prior Year Bal - Carry Forward Assessment Revenue - 94% Collection Total Assessment Revenue (Reserve) Total Income Expense DISTRICT IDENTITY (DISI) DISI Projects Marketing Banner Program Misc Public Relations Public Space Development Merchant/Retail Support Total DISI Projects 10,500.00 3,500.00 1,500.00 15,000.00 2,000.00 3,000.00 35,500.00 980,953.72 118,641.18 922,096.49 1,040,737.67 -40,000.00 1,000,737.67

Special Events Arts & Culture CBD Sponsored Events Holiday event Total Special Events 10,000.00 9,000.00 4,000.00 23,000.00

Total DISTRICT IDENTITY (DISI)

58,500.00

ORGANIZATION Non-Personnel Expenses Accounting Expenses Computer Service & Support Consulting & Legal Expenses (2014) Fees & Permits Insurance Directors & Officers General Liability Misc Occupancy expenses Rent 21,094.00 1,215.00 2,448.00 500.00 6,500.00 2,000.00 2,500.00 2,000.00

DOA Proposed 2014 Annual Budget with Actual Carry Forward

Office furniture & equipment Postage, shipping, delivery Printing & copying Supplies Telephone & telecommunications Total Non-Personnel Expenses ORG/Special Projects Annual Breakfast Meeting Business Attraction & Retention Shuttle Total ORG/Special Projects Personnel & Related Public Relations Staff Personnel Training & Prof. Development Total Personnel & Related

1,500.00 500.00 3,000.00 3,500.00 2,500.00 49,257.00

5,000.00 1,000.00 5,000.00 11,000.00

15,000.00 127,135.49 4,000.00 146,135.49

Total ORGANIZATION SOBO PROW Maintenance Maintenance Landscaping Staff Person (2014) Misc SOBO expenses Security Watering Total SOBO Total Expense

206,392.49

40,000.00 216,000.00 19,000.00 4,339.00 368,204.00 17,661.00 665,204.00 930,096.49

Unallocated Carry Forward

70,641.18

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

AGREEMENT BETWEEN THE CITY OF OAKLAND AND THE DOWNTOWN OAKLAND AND LAKE MERRITT/UPTOWN DISTRICT ASSOCIATIONS FOR THE BROADWAY SHUTTLE

This Agreement is entered into by and among the City of Oakland, a municipal corporation (City), the Downtown Oakland Association, and the Lake Merritt/Uptown District Association (together, the CBDs), as of the ___ day of January, 2014. SECTION I RECITALS 1. 2. 3. 4. 5. On August 25, 2010, the City and the CBDs entered into an agreement whereby the CBDs became a $32,000 sponsor of Year 1 of the City of Oakland Free Broadway Shuttle. On August 10, 2011, the City and the CBDs entered into an agreement whereby the CBDs became a $32,000 sponsor of Year 2 of the City of Oakland Free Broadway Shuttle. On May 14, 2012, the City and the CBDs entered into an agreement whereby the CBDs became a $32,000 sponsor of Year 3 of the City of Oakland Free Broadway Shuttle. On May 19, 2013, the City and the CBDs entered into an agreement whereby the CBDs became a $32,000 sponsor of Year 3 of the City of Oakland Free Broadway Shuttle. The Broadway Shuttle improves the vitality of the Downtown, Lake Merritt and Uptown districts by improving accessibility into and within these districts, and promoting the growth of local restaurants and other businesses. The Broadway Shuttle makes office tenant spaces more attractive for prospective companies by connecting BART, Jack London Amtrak and the Ferry stations to office buildings, places of business and other destinations. After four years of service, the City and the CBDs wish to support the Broadway Shuttle Daytime Operations (Monday-Friday 7am-7pm) for a fifth year. Under a Transit Services Agreement with the City, AC Transit operates the Broadway Shuttle at frequencies of approximately 11-minutes during peak hours and approximately 16-minutes during off-peak hours (peak and off-peak hours defined below). The City will continue to make every attempt to continue operating the shuttle on Friday and Saturday nights, and will attempt to extend the weekday service by three hours, from an end time of 7pm to 10pm.

6.

7. 8.

9.

Agreement between City of Oakland and Downtown Oakland & Lake Merritt/Uptown District Associations Page 1

NOW, THEREFORE, for good and valuable consideration, the parties hereby agree as follows:

SECTION II PARTY OBLIGATIONS 1. 2. 3. The term of this Agreement is one (1) year, from January 1, 2014 to December 31, 2014. The Broadway Shuttle (hereafter the Shuttle) service shall remain in effect until at least December 31, 2014. The CBDs together shall pay the City $36,000 on or earlier than February 15, 2014 to support the operations and administration of the Shuttle service. This payment shall be directed to: Attention: Zach Seal City of Oakland 250 Frank H Ogawa Plaza, Suite #3315 Oakland, CA 94612 4. Service peak hours shall be defined as: 7:00am-9:00am; 11:00am-1:00pm; and 5:00pm7:00pm. The service currently includes 19 total stops, including 13 within the Downtown Oakland and Lake Merritt/Uptown District Association boundaries. No modifications to the Shuttle route, service hours or frequency shall be made without prior notice and without input from the CBDs. The City reserves the right to terminate its AC Transit Transit Services Agreement (TSA) if the Shuttle service is not meeting the Citys expectations for customer service and/or performance. However, if the AC Transit TSA is terminated, the City shall make reasonable attempts to secure a new TSA with a different operator prior to the conclusion of AC Transits service in order to ensure that there is no interruption in Shuttle service. In the event that the City terminates its AC Transit TSA and enters into a new TSA with a different operator to provide the Shuttle service within the term of this Agreement, the CBDs funding obligation under this Agreement shall remain in effect. If the AC Transit TSA is terminated prior to the end of the term of this Agreement, and the City does not enter into a new TSA with a different operator to provide Shuttle service within the term of this Agreement, the City shall refund to the CBDs any unused and unobligated portion of the CBDs payments made under this Agreement. The City shall make every reasonable attempt to prominently place each of the two CBD logos on all Shuttle marketing and promotional materials, including brochure, posters and website; place the CBDs logos on the exterior of the shuttle vehicles; and mention the CBDs as a Shuttle sponsor in press releases.

5.

6.

7.

8.

Agreement between City of Oakland and Downtown Oakland & Lake Merritt/Uptown District Associations Page 2

9.

Upon request from the CBDs, the City shall share quarterly ridership data summaries for the Shuttle using Automated Passenger Counter with infrared technology. Ridership data can include trip data broken down by hour, days of the week and Shuttle stop.

10. Upon request from the CBDs, the City shall share quarterly on-time performance data summaries for the Shuttle using the Automated Vehicle Location (AVL) system. Reports shall include the number of occurrences that buses depart a timed stop more than one minute early, and arrive at a timed stop more five minutes late. 11. This Agreement may be changed, modified or extended by written agreement of all parties. 12. The City shall indemnify, defend, and hold harmless the CBDs, their directors, officers, employees, and agents against any and all suits, claims or actions of any sort or nature, including but not limited to injuries to or death of any persons, or for loss of or damage to any property (including costs of attorneys fees) arising out of the Citys performance under this Agreement, or the Citys failure to comply with any of its obligations contained herein, except any such injury, loss or damage caused by the sole negligence or willful misconduct of the CBDs. The City further agrees to defend any and all such actions, suits or claims and pay all charges of attorneys and all other costs and expenses arising therefrom or incurred in connection therewith; and if any judgment be rendered against the CBDs or any of the other individuals enumerated above in any such action, the City at its expense shall satisfy and discharge the same. The City shall also indemnify, defend, and hold harmless the CBDs, their directors, officers, employees, and agents against any and all suits, claims or actions arising out of the AC Transits performance with respect to the Broadway Shuttle if and to the extent that the City is indemnified for such actions by AC Transit. This indemnity shall survive the termination of the Agreement. 13. All of the terms, provisions and conditions of the Agreement hereunder shall be binding upon and inure to the parties hereto and their respective successors, assigns and legal representatives. Notwithstanding the preceding sentence, no party shall assign or transfer its interest in this Agreement without the written consent of the other parties. 14. This Agreement contains the entire agreement of the parties with respect to matters addressed herein, and supersede any prior negotiations. All prior or contemporaneous agreements, understandings, representations, and statements are merged into this Agreement and are of no further force or effect. Every provision of this Agreement is intended to be severable. If any provision of this Agreement is held invalid, illegal, or unenforceable by a court of competent jurisdiction, the validity, legality, and enforceability of the remaining provisions shall not be affected or impaired. 15. This Agreement may be signed in multiple counterparts, which, when signed by all parties, will constitute a binding agreement.

Agreement between City of Oakland and Downtown Oakland & Lake Merritt/Uptown District Associations Page 3

IN WITNESS WHEREOF, the parties have executed this Agreement on the date first set forth above. FOR CBDs FOR THE CITY

Deborah Boyer, President, Lake Merritt/Uptown District Association

Deanna Santana, City Administrator

Fred Blackwell, Assistant City Administrator Michelle Lane, President, Downtown Oakland Association Approved as to form and legality:

Deputy City Attorney

Agreement between City of Oakland and Downtown Oakland & Lake Merritt/Uptown District Associations Page 4

Pricing and Deployment for creating a more Specialized Staff

2013 Pricing
Safety Ambassadors Team Leader Operations Manager

PRICING

Pay Rate FICA WC Liability Unemployment Subtotal Weekly Hours Annual Hours Annual Billing Overhead Benefits Profit Bill Rate Weekly Hours Annual Hours Annual Billing ANNUAL BILLING

$ $ $ $ $ $

14.60 1.12 0.64 0.37 0.88 17.61 546.00 28,392.00

$ $ $ $ $ $

16.50 1.26 0.73 0.42 0.99 19.90 61.00 3,172.00

$ $ $ $ $ $

33.47 2.56 1.47 0.85 2.01 40.36 40.00 2,080.00

$ 499,914.98 $ $ $ $ 1.88 1.88 1.95 23.32 546.00 28,392.00 $ 662,229.30

$ $ $ $ $

63,119.63 1.88 1.88 1.95 25.62 61.00 3,172.00

$ $ $ $ $

83,958.83 1.88 1.88 1.95 46.08 40.00 2,080.00

SCHEDULE

Safety Ambassadors Senior Ambassadors Team Leader Operations Manager Weekly Total Annual Employees

327.00 200.00 80.00 40.00 647.00 33,644.00 16.18

81,253.65

95,849.26

$ 839,332.22

Proposed Pricing and Deployment

Downtown Oakland / Lake Merritt CBD Safety
Admin / Data Entry Safety Amb Tier 1 Safety Amb Tier 2 Operations Manager PRICING Team Leader

Pay Rate FICA WC Liability Unemployment Subtotal Weekly Hours Annual Hours Annual Billing Overhead Benefits Profit Bill Rate Weekly Hours Annual Hours Annual Billing ANNUAL BILLING

$ $ $ $ $ $

13.00 0.99 0.78 0.33 0.78 15.88 24.00 1,248.00

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 326.00 16,952.00

$ $ $ $ $ $

16.00 1.22 0.96 0.41 0.96 19.55 176.00 9,152.00

$ $ $ $ $ $

17.00 1.30 1.01 0.43 1.02 20.77 80.00 4,160.00

$ $ $ $ $ $

34.47 2.64 2.06 0.88 2.07 42.12 40.00 2,080.00

$ $ $ $ $

19,820.86 2.24 2.00 2.05 22.17 24.00 1,248.00

$ 295,121.18 $ $ $ $ 2.24 2.00 2.05 23.70 326.00 16,952.00 $ 401,680.09

$ 178,895.97 $ $ $ $ 2.24 2.00 2.05 25.83 176.00 9,152.00 $ 236,424.71

$ $ $ $ $

86,398.62 2.24 2.00 2.05 27.05 80.00 4,160.00

$ $ $ $ $

87,603.38 2.24 2.00 2.05 48.40 40.00 2,080.00

27,665.69

$ 112,548.05

$ 100,678.09 $ 878,996.62

Wages based on average hourly rates for current Tier 1 Ambassadors and provides for wage increases for Tier 2, Team Leaders and Operations Manager.

Based upon conversations we have engaged in 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.

SCHEDULE

Admin / Data Entry Safety Amb Safety Amb Team Leader Operations Manager Weekly Total Annual Employees Tier 1 Tier 2

24.00 326.00 176.00 80.00 40.00 646.00 33,592.00 16.15

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.
Field Hrs gained by Operations Mgr Downtown Oakland Lake Merritt Totals Cost of Admin Assistant Gained Position $ Value Dollar Amt Hrs Per Year Weekly hrs $ 25,370.88 524.16 10.08 $ 28,953.60 723.84 13.92 $ 54,324.48 1248.00 24.00 $ 27,669.08 $ 26,655.40

Cost Breakdown by District

DOWNTOWN OAKLAND
PRICING Admin / Data Entry Safety Amb Tier 1 Safety Amb Tier 2 Team Leader Operations Manager

Pay Rate FICA WC Liability Unemployment Subtotal Weekly Hours Annual Hours Annual Billing Overhead Benefits Profit Bill Rate Weekly Hours Annual Hours Annual Billing ANNUAL BILLING

$ $ $ $ $ $

13.00 0.99 0.78 0.33 0.78 15.88 10.08 524.16 8,324.76

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 147.00 7,644.00 133,076.12

$ $ $ $ $ $

16.00 1.22 0.96 0.41 0.96 19.55 76.00 3,952.00 77,250.53

$ $ $ $ $ $

17.00 1.30 1.01 0.43 1.02 20.77 33.60 1,747.20 36,287.42

$ $ $ $ $ $

34.47 2.64 2.06 0.88 2.07 42.12 16.80 873.60 36,793.42

$ $ $ $

2.14 2.00 2.05 22.07203 10.08 524.16

$ $ $ $

2.14 2.00 2.05 23.59916 147.00 7,644.00

$ $ $ $

2.14 2.00 2.05 25.73713 76.00 3,952.00

$ $ $ $

2.14 2.00 2.05 26.95883 33.60 1,747.20

$ $ $ $

2.14 2.00 2.05 48.30694 16.80 873.60

SCHEDULE

Admin / Data Entry Safety Amb Safety Amb Team Tier 1 Tier 2 Leader

10.08 147.00 76.00 33.60 16.80 283.48 14,740.96

Operations Manager Weekly Total Annual

11,569.28

$ 180,391.95

$ 101,713.14

47,102.47

42,200.94

$ 382,977.78

Downtown Oakland With Longevity Bonus

Position Safety Ambassador Tier 1 Ambassador Tier 2 Ambassador Team Lead Operations Mgr 75% in field Admin Total Hours Hours 2014 N/A 2013 241 Hours +/$ $ $ $ $ Billrate 2014 $ 23.60 25.74 26.96 $ 48.31 $ 22.07 2013 23.32 $ $ $ $ $ Annual Cost 2014 180,391.95 101,713.14 47,102.47 42,200.94 11,569.28 382,977.78

147.00 na (18.00) 76.00 33.60 26.14 7.46 16.80 17.14 12.60 10.08 2014 2013 On-Street +/283.48 284.28 2.06

25.62 46.08

TOTAL $

LAKE MERRITT UPTOWN

Lake Merritt Uptown Security
PRICING Admin / Data Entry Safety Amb Tier 1 Safety Amb Tier 2 Team Leader Operations Manager

Pay Rate FICA WC Liability Unemployment Subtotal Weekly Hours Annual Hours Annual Billing Overhead Benefits Profit Bill Rate Weekly Hours Annual Hours Annual Billing ANNUAL BILLING

$ $ $ $ $ $

13.00 0.99 0.78 0.33 0.78 15.88 13.92 723.84 11,496.10

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 179.00 9,308.00 162,045.07

$ $ $ $ $ $

16.00 1.22 0.96 0.41 0.96 19.55 100.00 5,200.00 101,645.44

$ $ $ $ $ $

17.00 1.30 1.01 0.43 1.02 20.77 46.40 2,412.80 50,111.20

$ $ $ $ $ $

34.47 2.64 2.06 0.88 2.07 42.12 23.20 1,206.40 50,809.96

$ $ $ $

2.31 2.00 2.05 22.243079 13.92 723.84

$ $ $

2.31 2.00 2.05

$ $ $

2.31 2.00 2.05

$ $ $

2.31 2.00 2.05

$ $ $

2.31 2.00 2.05

Safety Amb

SCHEDULE

Admin / Data Entry Tier 1 Tier 2 Leader Safety Amb Team

13.92 179.00 100.00 46.40 23.20 362.52 18,851.04 9.06

$ 23.770204 179.00 9,308.00 $ 221,253.06

$ 25.908179 100.00 5,200.00 $ 134,722.53

$ 27.129879 46.40 2,412.80 $ 65,458.97

$ 48.477987 23.20 1,206.40 $ 58,483.84 $ 496,018.84

Operations Manager Weekly Total Annual Employees

16,100.43

Lake Merrit Uptown With Longevity Bonus

Position Safety Ambassador Tier 1 Ambassador Tier 2 Ambassador Team Lead Operations Mgr 75% in field Admin Total Hours Hours 2014 N/A 2013 305 Hours +/$ $ $ $ $ Billrate 2014 $ 23.77 25.91 27.13 $ 48.48 $ 22.24 2013 23.32 $ $ $ $ $ Annual Cost 2014 221,253.06 134,722.53 65,458.97 58,483.84 16,100.43 496,018.84

179.00 na (26.00) 100.00 46.40 34.86 11.54 23.20 22.86 17.40 13.92 2014 2013 On-Street +/362.52 362.72 2.94

25.62 46.08

TOTAL $

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.
Cost of Longevity Bonus in Dist Hours Lake Merritt Downtown Oakland Totals Dollar Amt Hrs Per Year Weekly hrs $ 5,705.86 220.46 4.24 $ 4,278.14 180.18 3.47 $ 9,984.00 400.65 7.70

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)
Position 0-90 Days $ 12.50 After 90 Days $ 13.00 1 Year TBD 2 Years TBD 3 Years TBD 4 Years TBD

Admin / Data Entry

Cost of Admin Asst. in Dist Hours Lake Merritt Downtown Oakland Totals

Dollar Amt Hrs Per Year Weekly hrs $ 11,569.28 488.26 9.39 $ 16,100.43 679.48 13.07 $ 27,669.71 1167.74 22.46

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 2 Ambassador is reached by performance and desire to take on additional responsibilities.
Position 0-90 Days After 90 Days 13.50 $ 14.00 1 Year $ 14.50 2 Years 3 Years 4 Years

Safety Amb

Tier 1

C apped Until performance dictates increase

Safety Ambassador Tier 2 This position is for highly experienced Safety Ambassadors and will be filled by those who have at least 2 years on the job and display the characteristics and work ethic to merit an increase in pay and responsibilities. All those currently on staff with 2+ years experience are currently being compensated at $15.00 per hour. Upon adoption of this model, compensation will increase to $16.00 per hour and future ambassadors that reach the status of Tier 2 will start at $15.50 per hour. The longevity bonus is based on
Position

Must have two years experience and/or a work and performance level to merit a promotion into this category. Responsible for the mentoring of all Tier 1 Ambassadors Takes the lead on all calls for service Provides concise written reports on activities engaged in while working within the CBDs Assists the Operations Supervisor and Team Leader in delivering training pieces Maintains a consistent lead by example work ethic and attendance record.
0-90 Days After 90 Days 1 Year $ 15.50 2 Years $ 16.00 3 Years 4 Years

Safety Amb

Tier 2

Based on perforamance

Qualifies For Longevity Bonus

Team Leader Current schedule consists of 61 Team Leader hours split between both districts. During a review of the program, it was determined that we have not historically received the value that we will look for in the future from this position. We propose increasing the allocated hours from 61 hours per week to 80 and requiring a higher level of participation from the employees that are selected to fill this position. Those currently working as team leaders are being paid at a rate of $16.00 per hour. Upon adoption of this compensation model the hourly rate will be increased to $16.50 per hour with the qualification for a Longevity bonus.
Position

Must have at Least 2 years of experience as a Tier 2 Ambassador, or 3+ years of management experience in a related field. Will be charged with overseeing on-street performance of Tier 1 & 2 Ambassadors. Will deliver work assignments Coordinate, and present training pieces and assure understanding. Assist in interviewing and the vetting of potential candidates Will assure that Smart System protocols are being utilized in the field by spot checking entries. Will assist the Operations Manager and Operations Supervisor in any and all assigned tasks. In addition to predominately supporting the staff at street level, the additional duties for this position would be, but not limited to the oversight of the below duties and tasks: Scheduling
0-90 Days After 90 Days 1 Year $ 17.00 2 Years 3 Years 4 Years Upon Hire or Promotion
Qualifies For Longevity Bonus

Team Leader

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 Ambassador or 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 Admin / Data Entry Oakland Tier 2 Oakland Tier 1 Lake Merritt Tier 2 Lake Merritt Tier 1 Team Leader Operations Supervisor Total Scheduled Weekly Hours Hours 8am-5:30pm Per Schedule Per Schedule Per Schedule Per Schedule Varies Varies Primary Assignment Office Per Schedule Per Schedule Per Schedule Per Schedule Both Districts Both Districts 0.0 8 24 16 24 13.3 8 93.3 12 24 20 20 13.3 8 Sun Mon Tues Wed Thurs 8 16 22 16 24 13.3 8 8 16 29 16 55 13.3 8 Fri 8 16 32 16 40 13.3 8 8 16 16 16 13.3 Sat Total 24 76 147 100 179 80 40 646

97.3 107.3 145.3 133.3 69.3

Breakdown by CBD
Oakland

Position Safety Ambassadors Lake Merritt/Uptown Tier 2

Hours 7am - 3:30pm 12:30-9pm 12:30-9pm 7am - 3:30pm 12:30-9pm 12:30-9pm Varies Varies

Primary Assignment Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Both Dist

Sun Mon Tues Wed Thurs 8 8 8 8 5.6 3.36 8 4 8 8 8 5.6 3.36 8 8 8 8 6 5.6 3.36 8 8 8 8 7 6 5.6 3.36

Fri 8 8 8 8 8 8 5.6 3.36

Sat

Total Wkly Hrs 40

76

36 40 40

Safety Ambassadors Lake Merritt/Uptown Tier 1

7 14

8 8 5.6

23 44 33.6 16.8

Team Leader Operations Manager

Oakland Admin / Data Entry Safety Ambassador Team Leader Operations Manager TOTAL FTEs

Hours 10.08 223 33.60 16.80 283.48 7.09

Lake Merrit Position Hours 7am - 3:30pm Safety Ambassadors Lake Merritt/Uptown Tier 2 12:30-9pm 12:30-9pm 7am - 3:30pm 12:30-9pm Safety Ambassadors Lake Merritt/Uptown Tier 1 4pm- 12:30am 7am - 3:30pm 12:30-9pm 4pm- 12:30am Team Leader Operations Manager Varies Varies Primary Assignment Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Bike / Foot Both Dist Both Dist 7.73 4.64 7.73 4.64 7.73 4.64 8 8 8 8 8 8 8 4 8 Sun Mon Tues Wed Thurs 8 8 8 8 4 8 8 8 8 8 8 8 7 8 8 7.73 4.64 8 7.73 4.64 8 7.73 8 8 8 8 8 8 8 Fri 8 8 8 Sat Total Wkly Hrs 40 32 28 16 16 36 24 31 32 24 46.40 23.2

0 10 9 17

Lake Merritt Admin / Data Entry Safety Ambassador Team Leader Operations Manager TOTAL FTEs

Hours 13.92 279 46.40 23.20 362.52 9.06

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 / Downtown Oakland Safety Program for a period of at 2 years. Must remain employed with Block by Blocks Lake Merritt / Downtown Oakland Safety Program throughout 2014 as of January 1, 2015. Must have reached through performance the level of a Tier 2 Ambassador or Team Leader. If the employees anniversary date falls within 2014, they will qualify for a partial bonus commencing from their 2nd anniversary date until January 1, 2015 Bonuses are not accrued and will be forfeited upon resignation, termination, or cancellation 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.
Performance/Longevity Bonus Safety Amb Tier 2 Team Leader Annual Hours P/H $ allocation 0.75 0.75 Total $'s $ $ $ 6,864.00 3,120.00 9,984.00 Total Employees Annual Bonus 1,560.00 1,560.00

9152.00 $ 4160.00 $

4.40 $ 2.00 $

Total Included in Overhead Costs

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 $0.00 Those 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.

Tier 2 to Team Leader, and employed greater than two (2) years

Average hours per week

2014 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 beautification program (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 and manage the area, install new furniture

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

CUSTOMER INFORMATION
Customer Name: Primary Contact: Additional Contact: BBB Operation Manager: Date written: Downtown Oakland Lake Merritt Uptown CBDs Steve Snider Andrew Jones Ted Tarver 8 January 2014 1 Quarter review 2 Quarter review 3 Quarter review 4 Quarter review Operations Manager Signature: General Manager Signature:
th rd nd st

Date: Date: Date: Date:

STRATEGIC WORK PLAN

Confidential Page 1 of 7

1ST GOAL-

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

Status Plan of Action 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.

Confidential

Page 2 of 7

Status Examples of Measuring the Goal 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

Confidential

Page 3 of 7

2ND GOAL-

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

Status Plan of Action

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 specific individuals.

Confidential

Page 4 of 7

Status Examples of Measuring the Goal

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.

Quarterly Activity Summary

Confidential

Page 5 of 7

3RD GOAL-

Assist the CBD management in the implementation of a community watch program (CWP) with community stakeholders, OPD neighborhood services coordinators.

Status Plan of Action 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.

Confidential

Page 6 of 7

Status Examples of Measuring the Goal 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.

Quarterly Activity Summary

Confidential

Page 7 of 7

The Downtown Oakland Association/Lake Merritt Uptown District Association

PSC CBD Goals for 2014

Peralta Service Corporation a subsidy of the Unity Council

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

StrategyPurchasing 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.

GoalPSc will provide expanded training to PSC Maintenance Staff for greater efficiency. The training will be provided for by internal and external resources.

StrategyA. 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.

GoalCollaborate with City agencies to reduce cost for a savings to the district, for those funds to be allocated to other improvements in the district.

StrategyA. 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.

Peralta Service Corporation a subsidy of the Unity Council

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

StrategyWork with PSC Horticulturists /CBD Management and staff to identify special project needs throughout District.

Proposed Landscaping Projects 2014Timeline 1. 2. 3. 4. 5. 6. 7. 8. 80 Grand- February 2014, 3 Days for completion Tree well meshing- March 2014 30 Days 1-2 Weeks for completion Franklin Square Mid March 2014, 2 Weeks for completion 21st & Webster- May 2014, 1 Week for completion Project 4 (Trash Receptacles & Snuffers)- May 2014, 1-4 Weeks for completion Project 8 (Broadway East @ 19th)-June 2014, 1 Day for completion Project 10- (Broadway East 20th-21st- June 2014, 1 Week for completion Project 1 (Tree Braces)- July 2014-also depending on city permits. 1-2 Weeks for installation

2014 Completed Projects 1. Project 3- Change of palette for BART planters- completed 2. Project 9- Broadway West Planters- completed

Peralta Service Corporation a subsidy of the Unity Council