Professional Documents
Culture Documents
. City Center 5-Star Conference Center - 500 12th Street, Suite 105 Agenda
1. Call to order and introductions, Michelle Lane
2. Public comment and announcements 3. Approval of the minutes of December 4, 2014 4. Financial Report
5. Consideration of allocation of $12,036.88 from Unallocated Carry Forward funds to increase reserve as recommended by the ORG Committee Action Item 6. Consideration of allocation of $13,000 from Unallocated Carry Forward funds to sponsor Free B Shuttle as recommended by the ORG Committee Action Item 7. Consideration of allocation of $14,773.78 from Unallocated Carry Forward funds to expand Safety Ambassador Services as recommended by the ORG and SOBO Committees Action Item 8. SOBO Updates 9. DISI Updates a. Gallen.Neilly Update 10. Other 11. Next meeting date: May 7, 2014 12. Adjournment
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.
DOWNTOWN
OAKLAND
ASSOCIATION
388 19th Street Oakland, California 94612 Phone 510.238.1122 Fax 510.452.4530 info@downtownoakland.org www.downtownoakland.org
Downtown Oakland Association Board of Directors Meeting Minutes of Wednesday, December 4, 2013 1:00 p.m. City Center 5 Star Conference Center - 500 12th Street, Suite 105 Present: Michelle Lane, Sara May, Jesse Nelson, Martin Ward, Karissa Obeso-Govan, Drew McGowan, Anagha Dandekar-Clifford, Kirsten Melton, Jabari Gray, David Weltin Absent: Nora Vigil, Bill Doak, Keira Williams, Joseph Gallardo, Damian Fink Staff: Steve Snider/District Manager, Andrew Jones/District Services Coordinator, Victoria Decker/Office Manager, Fiona Simms/Administrative Assistant
PR Consultants: Nancy Amaral/Gallen.Neilly & Associates, Tim Gallen/Gallen.Neilly & Associates Guests: Smith Kitporka/CBRE, Monika Picardo/CBRE, Carrie Morris/Ellis Partners, Nicole Hankton/Oakland Marriott
SUBJECT
Call to order Public comment and announcements Approval of the minutes of October 2, 2013
DISCUSSION
The meeting was called to order at 1:03 p.m. Steve announced that there is a 2.Oak event tomorrow. Karissa noted that the City Center Tree lighting is scheduled for this Friday. The minutes of October 2, 2013 meeting were presented for review.
ACTION?
No action taken. No action taken.
Sara moved and Martin seconded the motion to approve the minutes of October 2, 2013 as presented. The motion was approved unanimously. Anagha and David abstained from the vote. Jesse moved and Drew seconded the motion to approve the financial report as presented. The motion was approved
Financial report
Tori presented the year-to-date cash available summary and the detailed expense report for review. She noted that the districts have received a total of $1,033,182.20, which less the reserve and hardship reimbursements of $48,000 leaves $985,182.20 cash available. Tori stated that the DISI expenses to date total $64,547.06, ORG expenses total $190,946.19, DOWNTOWN OAKLAND ASSOCIATION
388 19th Street Oakland, California 94612 Phone 510.238.1122 Fax 510.452.4530 info@downtownoakland.org www.downtownoakland.org
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and SOBO expenses total $557,494.76. The cash remaining equals $172,194.19 and includes assessment income over the budgeted amount. 2014 meeting schedule The proposed 2014 meeting schedule was presented to the board for review. unanimously.
Martin moved and Anagha seconded the motion to approve the 2014 meeting schedule. The motion was approved unanimously. Martin moved and Michelle seconded the motion to approve the allocation of $2,000 for the office upgrade. The motion was approved unanimously.
Fiona noted that currently all digital files are stored on the office managers computer, which presents a security risk. Since it would be cost prohibitive and would require a large amount of staff time to purchase, install, and maintain a file server for the office, staff recommends that the districts take advantage of Microsoft 365 software, subscriptions for which are offered free to non-profit corporations. This software would store all files in the cloud and would allow 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 evenly between the two districts. Martin explained that Youth Radio has requested hardship twice in the past, but did not submit a request for the past two years. The documentation submitted was incomplete and did not demonstrate financial hardship. He also noted that the 2012/2013 tax year in question ended 5 months ago. For these reason, the ORG committee has recommended that the board deny the 2012/2013 Youth Radio hardship reimbursement request.
David moved and Sara seconded the motion to deny the hardship reimbursement request from Youth Radio for the 2012/2013 tax year. The motion was approved unanimously. No action taken.
SOBO Updates
Andrew explained the Latham Square pilot project and the districts involvement. Sara asked if there have been any issues with the space so far. Andrew responded that there have been few occurrences of illegal activity and all have been at night. The space has been kept active through music performances, vendors and other programming. Andrew reported that the Ambassador program is running well. He noted that the Block by Block executive team held a meeting with staff to discuss priorities and goals for the coming year including the development of a homeless outreach program, the implementation of the SMART System, and using the SMART system to create a district watch program. The hanging plants have been removed and shipped to Oregon to be replanted. They will return and be installed next April. Andrew also updated the board on the CCTV system, which has already aided the police
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department in 6 cases. There are currently 3 buildings in the districts have camera systems installed. Andrew lastly noted that in the coming year the focus of the S.O.B.O. committee will be to maintain the projects currently in place. DISI Updates a. Gallen.Neilly public relations report Steve reviewed the DISI budget planning meeting. Steve updated the board on the success of Plaid Friday and noted that there were 45+ Oakland business and more than 30 pop-up vendors involved in the event. Latham Square was activated with vendors, music and live art and 10 bars hosted popup retail vendors during the night. He noted that many businesses have reported increased sales. Nancy reviewed the highlights of the Gallen.Neilly & Associates report and listed the recent press releases and clips about the districts. Other Adjournment into executive session Discussion of additional personnel compensation No others items were discussed. The public meeting was adjourned at 2:01 p.m. ***CLOSED SESSION*** Michelle explained that this year the teams were asked to reach specific goals. There was a motion to approve the 2013 staff bonuses from DOA, as follows: Oakland Venue Management: $7,000 Rick Williams of Peralta Services: $1,250 Ted Tarver of Block by Block: $3,000 Ambassadors: not to exceed $2,250 Jessie moved and Sara seconded the motion to allocate additional compensation to Oakland Venue Management in the amount of $7,000, to Peralta Service Corporation in the amount of $1,250, to Block by Block in the amount of $3,000, and an amount not to exceed $2,250 to be distributed to the Ambassadors. No action taken. No action taken.
Adjournment
YTD Budget Cash Available Prior Year Reserve and Assessment Income Unallocated Carry Forward Less Reserve $509,048.24 $70,641.18 $40,000.00
Actual
Annual Budget
Notes
$539,689.42
$521,400.99
$1,000,737.67
Expenses DISI ORG SOBO Total Expenses $9,750.02 $35,784.60 $110,867.36 $156,401.98 $4,314.03 $31,883.71 $105,785.10 $141,982.84 $58,500.00 Please see attached $206,392.49 Please See Attached $665,204.00 Please see attached $930,096.49 Please see attached
Cash Remaining
$383,287.44
$379,418.15
$70,641.18
EXPENSES DISTRICT IDENTITY (DISI) DISI Projects Banner Program Marketing Merchant/Retail Support Misc. Public Relations Public Space Development Total DISI Projects Special Events Arts & Culture CBD Sponsored Events Holiday Event Total Special Events TOTAL DISI ORGANIZATION Non-Personnel Expenses Accounting Expenses Computer Service & Support Consulting & Legal Expenses Fees & Permits Insurance Directors & Officers General Liability Total Insurance Misc. Occupancy 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. Develop. Total Personnel & Related TOTAL ORGANIZATION 0.00 17.50 0.00 255.38 1,273.65 0.00 1,546.53 0.00 1,500.00 0.00 1,500.00 3,046.53 291.67 875.00 250.00 125.00 1,250.00 166.66 2,958.33 833.34 750.00 333.34 1,916.68 4,875.01 -291.67 -857.50 -250.00 130.38 23.65 -166.66 -1,411.80 -833.34 750.00 -333.34 -416.68 -1,828.48 0.0% 2.0% 0.0% 204.3% 101.89% 0.0% 52.28% 0.0% 200% 0.0% 78.26% 62% 0.00 35.00 0.00 255.38 2,523.65 0.00 2,814.03 0.00 1,500.00 0.00 1,500.00 4,314.03 583.34 1,750.00 500.00 250.00 2,500.00 333.32 5,916.66 1,666.68 1,500.00 666.68 3,833.36 9,750.02 -583.34 -1,715.00 -500.00 5.38 23.65 -333.32 -3,102.63 -1,666.68 0.00 -666.68 -2,333.36 -5,435.99 0.0% 2.0% 0.0% 102.15% 100.95% 0.0% 47.56% 0.0% 100.0% 0.0% 39.13% 44.25% 3,500.00 10,500.00 3,000.00 1,500.00 Includes payments to DISI Startegic Planning facilitator 15,000.00 2,000.00 35,500.00 10,000.00 9,000.00 Includes sponsorship of EBBC Bike to Work Day 4,000.00 23,000.00 58,500.00
0.00 25.00 0.00 0.00 0.00 2,448.00 2,448.00 0.00 1,701.97 1,701.97 0.00 13.84 0.00 186.53 166.27 4,541.61 0.00 0.00 0.00 0.00 1,273.65 10,592.16 0.00 11,865.81 16,407.42
541.67 166.66 208.34 166.66 0.00 0.00 0.00 41.66 1,757.84 1,757.84 125.00 41.66 250.00 291.66 208.34 3,799.49 0.00 83.34 0.00 83.34 1,250.00 10,594.63 333.34 12,177.97 16,060.80
-541.67 -141.66 -208.34 -166.66 0.00 2,448.00 2,448.00 -41.66 -55.87 -55.87 -125.00 -27.82 -250.00 -105.13 -42.07 742.12 0.00 -83.34 0.00 -83.34 23.65 -2.47 -333.34 -312.16 346.62
0% 15% 0% 0% 0% 100% 100% 0% 97% 97% 0% 33% 0% 64% 80% 120% 0% 0% 0% 0% 102% 100% 0% 97% 102%
0.00 100.00 0.00 0.00 1,120.00 2,448.00 3,568.00 7.00 3,403.94 3,403.94 107.52 13.84 0.00 642.42 333.02 8,175.74 0.00 0.00 0.00 0.00 2,523.65 21,184.32 0.00 23,707.97 31,883.71
1,083.34 333.32 416.68 333.32 1,215.00 2,448.00 3,663.00 83.32 3,515.68 3,515.68 250.00 83.32 500.00 583.32 416.68 11,261.98 0.00 166.68 0.00 166.68 2,500.00 21,189.26 666.68 24,355.94 35,784.60
-1,083.34 -233.32 -416.68 -333.32 -95.00 0.00 -95.00 -76.32 -111.74 -111.74 -142.48 -69.48 -500.00 59.10 -83.66 -3,086.24 0.00 -166.68 0.00 -166.68 23.65 -4.94 -666.68 -647.97 -3,900.89
0.0% 30.0% 0.0% 0.0% 92.18% 100.0% 97.41% 8.4% 96.82% 96.82% 43.01% 16.61% 0.0% 110.13% 79.92% 72.6% 0.0% 0.0% 0.0% 0.0% 100.95% 99.98% 0.0% 97.34% 89.1%
6,500.00 2,000.00 2,500.00 2,000.00 1,215.00 Paid in full 2,448.00 Paid in full 3,663.00 500.00 21,094.00 21,094.00 1,500.00 500.00 3,000.00 3,500.00 Includes purchase of ink for printer 2,500.00 49,257.00 5,000.00 1,000.00 5,000.00 11,000.00 15,000.00 127,135.49 4,000.00 146,135.49 206,392.49
SOBO Landscaping Staff Person Maintenance Misc. SOBO Expenses PROW Maintenance Security Watering Total SOBO TOTAL EXPENSE
19,000.00 216,000.00 4,339.00 40,000.00 Includes costs associated with art deco clock repair, CCTV data storage and expansion of ambassador storage 368,204.00 17,661.00 665,204.00 1,000,737.67
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
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
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $
$ $ $ $ $
Safety Ambassadors Senior Ambassadors Team Leader Operations Manager Weekly Total Annual Employees
81,253.65
95,849.26
$ 839,332.22
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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
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $
$ $ $ $ $
$ $ $ $ $
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
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
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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
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
SCHEDULE
Admin / Data Entry Safety Amb Safety Amb Team Tier 1 Tier 2 Leader
11,569.28
$ 180,391.95
$ 101,713.14
47,102.47
42,200.94
$ 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 $
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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
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $ $ $
$ $ $ $
$ $ $
$ $ $
$ $ $
$ $ $
SCHEDULE
16,100.43
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 $
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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.
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
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
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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
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
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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 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
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Breakdown by CBD
Oakland
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
Sat
76
36 40 40
7 14
8 8 5.6
23 44 33.6 16.8
Oakland Admin / Data Entry Safety Ambassador Team Leader Operations Manager TOTAL FTEs
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
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9152.00 $ 4160.00 $
4.40 $ 2.00 $
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
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priorities
19
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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
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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
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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.
Confidential
Page 3 of 7
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2ND GOAL-
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
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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.
Confidential
Page 5 of 7
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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.
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
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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.
Confidential
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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.
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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