Downtown Oakland Association and Lake Merritt/Uptown District Association Joint (S.O.B.O.

) Sidewalk Operations Beautification Order Committee February 6th, 2014 - 12:00 p.m. The Leamington Building-1814 Franklin St., 9th Floor Conference Room Agenda 1. Introductions
2. Public comment and announcements 3. Approval of the minutes of the December 18, 2013 meeting 4. District Services Manager Updates-Andrew Jones

Action Item

5. Review of BBB Cost Comparison and Matrix 6. Review of Service Provider Goals for 2014 7. Allocation of Funds to Repair Art Deco Clock-17th & Broadway Action Item 8. Other 9. 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. 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

Downtown Oakland Association and Lake Merritt/Uptown District Association Joint (S.O.B.O.) Sidewalk Operations Beautification Order Committee December 18, 2013 - 11:30 a.m. The Leamington, 1814 Franklin Street, Suite 903

Present: Absent: Staff:

Michelle Lane; Martin Ward; Lorie Alemania; Nola Montgomery, Joe Gallardo, David Weltin, Aliza Gallo Steve Snider/District Manager, Victoria Decker/Office Manager, Fiona Simms/Administrative Assistant

Discussions held and decisions made by the SOBO Committee

Subject
Introductions Public Comment and Announcements Approval of the minutes of October 16, 2013

Discussion
The meeting was called to order at 11:37 a.m. Michelle announced that two new businesses are set to open in Old Oakland-Manifesta and SOBU. The minutes of October 16, 2013 were presented to the committee for review.

Action?

2014 Meeting Schedule

Staff Updates

Staff suggested that the committee continue meeting on the third Wednesday of every other month. Michelle noted that more board member participation is needed in the SOBO committee and perhaps a mention could be made at the next board meeting. Andrew noted that there is a City Council meeting scheduled to determine the design of the permanent public space at Latham Square. There was discussion of the various options for the permanent design and the concerns that have come up. Andrew also noted that the hanging plant baskets were recently taken down and sent to Oregon for winter planting. There was discussion of community relations in the Valdez Triangle. Staff explained that they are working on the development of a community/merchant watch program. The Valdez Triangle community is motivated and organized. Their goal is to have 30 block

Martin moved and Michelle seconded the motion to approve the minutes of October 16, 2013 with the addition of Aliza Gallo and David Weltin to the attendee list. The motion was approved unanimously. No action taken.

No action taken.

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

Discussion of Block by Block employee compensation structure

2014 Priorities discussion

2014 Draft SOBO budget review

Other Adjournment

captains and 300 participants by the end of 2014. They are working with Block by Block on this project and using the SMART system to facilitate the organization of this project. There was much discussion of the proposed pay structure including the need for additional administrative support for Ted and additional homeless outreach and support. They discussed the impact the changes would have on the hours spent in the field. They requested that staff obtain a cost matrix for the new structure for further clarification. Andrew listed the following SOBO priorities for the coming year: - Pursue grants around issues of safety and cleanliness - Develop position on public space development - Create homelessness support structure and program - Strengthen our positions with the Public Works Agency and the Oakland Police Department Staff presented a breakdown of the PROW Maintenance line item and the year to date SOBO financial report. They also noted that there was a greater than anticipated underspend in the Security line item. Many Ambassadors left the program and staff has worked with the Block by Block executive team to refine the hiring process. In this time staffing hours were reduced resulting in the aforementioned underspend. Martin and Michelle proposed that the carry forward should be put into an Unallocated Carry Forward line item from which any committee could request funds for projects that their budgets cannot absorb. No other items were discussed. The meeting was adjourned at 1:02 p.m.

No action taken.

No action taken.

No action taken.

Minutes taken by: Fiona Simms, Administrative Assistant

Pricing and Deployment for creating a more Specialized Staff

2013 Accepted 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
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 24.00 1,248.00

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 304.00 15,808.00

$ $ $ $ $ $

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 2.28 2.00 2.06 22.22 24.00 1,248.00

$ 275,205.03 $ $ $ $ 2.28 2.00 2.06 23.74 304.00 15,808.00 $ 375,332.42

$ 178,895.97 $ $ $ $ 2.28 2.00 2.06 25.88 176.00 9,152.00 $ 236,864.47

$ $ $ $ $

86,398.62 2.28 2.00 2.06 27.10 80.00 4,160.00

$ $ $ $ $

87,603.38 2.28 2.00 2.06 48.45 40.00 2,080.00

27,725.66

$ 112,747.94

$ 100,778.03 $ 853,448.52

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

24.00 304.00 176.00 80.00 40.00 624.00 32,448.00 15.60

Pricing accounts for a decrease of 23 total hours compared to 2013 and a total of 600 hours dedicated to the field. 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 $ 25,910.03 534.77 10.28 $ 28,529.28 713.23 13.72 $ 54,439.31 1248.00 24.00 $ 27,725.82 $ 26,713.50

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 10.28 534.77 8,493.24

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 132.00 6,864.00 119,496.92

$ $ $ $ $ $

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 34.28 1,782.56 37,021.81

$ $ $ $ $ $

34.47 2.64 2.06 0.88 2.07 42.12 17.14 891.28 37,538.05

SCHEDULE

$ $ $ $

2.26 2.00 2.06 22.20 10.28 534.77

$ $ $ $

2.26 2.00 2.06 23.72 132.00 6,864.00

$ $ $ $

2.26 2.00 2.06 25.86 76.00 3,952.00

$ $ $ $

2.26 2.00 2.06 27.08 34.28 1,782.56

$ $ $ $

2.26 2.00 2.06 48.43 17.14 891.28

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

10.26 132.00 76.00 34.20 17.10 269.56 14,017.12 6.74

Operations Manager Weekly Total Annual Employees

11,869.98

$ 162,838.95

$ 102,205.04

48,277.60

43,165.94

$ 368,357.52

LAKE MERRITT UPTOWN

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 13.72 713.23 11,327.62

$ $ $ $ $ $

14.25 1.09 0.85 0.36 0.86 17.41 172.00 8,944.00 155,708.11

$ $ $ $ $ $

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 45.72 2,377.44 49,376.81

$ $ $ $ $ $

34.47 2.64 2.06 0.88 2.07 42.12 22.86 1,188.72 50,065.33

$ $ $ $

2.29 2.00 2.06 22.23 13.72 713.23

$ $ $ $

2.29 2.00 2.06 23.76 172.00 8,944.00

$ $ $ $

2.29 2.00 2.06 25.90 100.00 5,200.00

$ $ $ $

2.29 2.00 2.06 27.12 45.72 2,377.44

$ $ $ $

2.29 2.00 2.06 48.47 22.86 1,188.72

SCHEDULE

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

13.74 172.00 100.00 45.80 22.90 354.44 18,430.88 8.86

Operations Manager Weekly Total Annual Employees

15,855.84

$ 212,492.39

$ 134,659.55

64,470.87

57,612.36

$ 485,091.00

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 $ 11,869.98 499.93 9.61 $ 15,855.84 667.81 12.84 $ 27,725.82 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 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


Position

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. 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 Recruitment

Position

0-90 Days

After 90 Days

1 Year $ 17.00

2 Years

3 Years

4 Years

Team Leader

Upon Hire or Promotion

Qualifies For Longevity Bonus

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 8 24 16 24 8 12 24 20 20 8 Sun Mon Tues Wed Thurs 8 16 16 16 24 8 8 16 20 16 48 8 Fri 8 16 32 16 40 8 8 16 16 16 Sat Total 24 76 132 100 172 80 40 624

0.00 13.33 13.33 13.33 13.33 13.33 13.33 93.33 97.33 101.3 129.3 133.3 69.33

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 5.7 3.42 8 4 8 8 8 5.7 3.42 5.7 3.42 8 8 8 8 8 8 8 8 4 5.7 3.42

Fri 8 8 8 8 8 8 5.7 3.42

Sat

Total Wkly Hrs 40

76

36 40 40

Safety Ambassadors Lake Merritt/Uptown Tier 1

2 13

8 8 5.7

16 36 34.2 17.1

Team Leader Operations Manager

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

Hours 10.28 208 34.28 17.14 269.70 6.74

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 7.63 4.58 7.63 4.58 7.63 4.58 8 8 8 8 8 8 8 8 7.63 4.58 8 7.63 4.58 8 7.63 8 4 8 Sun Mon Tues Wed Thurs 8 8 8 8 4 8 8 8 8 8 8 8 8 8 8 8 8 8 8 Fri 8 8 8 Sat Total Wkly Hrs 40 32 28 16 16 36 24 24 32 24 45.80 22.9

0 10 2 17

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

Hours 13.72 272 45.72 22.86 354.30 8.86

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

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