lmu board meeting december 2, 2015 agenda packet

8/20/2019 LMU Board Meeting December 2, 2015 Agenda Packet

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BROWN ACT:

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

posted at least 72 hours prior to a regular meeting. The Corporation posts agendas with the City at 1 Frank H. Ogawa Plaz

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

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

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

to the meeting.

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

388 19th Street

Oakland, California 94612Phone 510.452.4529 Fax 510.452.4530 [email protected] www.lakemerritt-uptown.org



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

388 19th Street Oakland, California 94612

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

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LakeMerritt/UptownDistrictAssociatio

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6



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t h e c l o u d .

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f o r C a l t r a n s c l a i m . W i t h i n a n n u a l b u d g e t .

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1 2 . 7 5

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5 , 3 3 3 . 9 2

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5 8 . 7 9 %

5 8 , 5 1 3 . 6 0

6 4 , 8 6 0 . 2 8

- 6 , 3 4 6 . 6 8

9 0 . 2 2 %

7 0 , 1 9 4 . 2 0

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A n n u a l B r e a k f a s t M e e t i n g

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5 , 5 0 0 . 0 0 C o s t s i n c u r r r e d t o p r o d u c e S e p t . 1 6 t h a m b a s s a d o r e v e n t .

3 , 8 7 8 . 0 0

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5 , 0 0 0 . 0 0 F u l f i l l m e n t o f 2 0 1 5 B S h u t t l e s p o n s o r s h i p l e s s a m o u n t

p l e d g

e d t o a m b a s s a d o r s f o r d i s t r i b u t i o n a s s i s t a n c e .

T o t a l O R G / S p e c i a l P r o j e c t s

3 , 8 7 8 . 0 0

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P e r s o n n e l & R e l a t e d

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C o n f e r e n c e i n S a n t a M o n i c a a n d I D A c o n f e r e n c e .

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1 2 , 4 9 4 . 1 6

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1 3 7 , 0 3 7 . 7 7

1 3 7 , 4 3 5 . 8 4

- 3 9 8 . 0 7

9 9 . 7 1 %

1 4 9 , 9 3 0 . 0 0

1 9 , 2 3 4 . 5 5

1 7 , 8 2 8 . 0 8

1 , 4 0 6 . 4 7

1 0 7 . 8 9 %

2 0 5 , 4 6 9 . 4 8

2 1 2 , 7 9 6 . 1 2

- 7 , 3 2 6 . 6 4

9 6 . 5 6 %

2 3 0 , 6 2 4 . 2 0

T O T A L O R G A N I Z A T I O N

D I S I P r o j e c t s

T o t a l D I S I P r o j e c t s

T r a i n i n g & P r o f . D e v e l o p .

S h u t t l e

O R G A N I Z A T I O N

D I S T R I C T I D E N T I T Y ( D I S I )

M a r k e t i n g

C B D S p o n s o r e d E v e n t s

P u b l i c R e l a t i o n s

T O T A L ( D I S I )

C o n s u l t i n g & L e g a l E x p e n s e s

P a g e 1 o f 2

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9 / 2 7 / 1 5

C a s h B a s i s

LakeMerrittUptownDistrictAssociation

N o v e m b e r 2 0 1 5 E x p e n s e s

C u r r . A c t u a l

C u r r . B u d g e t

C u r r . V a r i a n c e

P e r c e n t

Y T D A c t u a l

Y T D B u d g e t

Y T D V a r i a n c e

P e r c e n t

A n n . B u d g e t

V a r i a n c e E x p l a n a t i o n

2 , 3 4 9 . 6 6

2 , 3 4 9 . 6 7

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1 0 0 . 0 %

2 5 , 8 4 6 . 2 6

2 5 , 8 4 6 . 3 3

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1 0 0 . 0 %

2 8 , 1 9 6 . 0 0

M a i n t e n a n c e

2 4 , 6 1 3 . 6 8

2 2 , 8 8 7 . 5 9

1 , 7 2 6 . 0 9

1 0 7 . 5 4 %

3 4 3 , 4 8 9 . 3 7

2 5 1 , 7 6 3 . 4 1

9 1 , 7 2 5 . 9 6

1 3 6 . 4 3 %

2 7 4 , 6 5 1 . 0 0 V a r i a

n c e d u e t o e m p h a s i s o n m a i n t e n a n c e i s s u e s

d u r i n g t h e r o l l o u t o f c o m b i n e d s e r v i c e s u n d e r B B B .

M i s c S O B O e x p e n s e s

3 , 3 4 6 . 6 0

3 , 2 1 6 . 8 1

1 2 9 . 7 9

1 0 4 . 0 4 %

1 3 , 2 6 5 . 1 3

3 5 , 3 8 4 . 9 1

- 2 2 , 1 1 9 . 7 8

3 7 . 4 9 %

3 8 , 6 0 1 . 7 2

P R O W M a i n t e n a n c e

2 , 3 3 2 . 4 0

5 , 4 5 7 . 5 0

- 3 , 1 2 5 . 1 0

4 2 . 7 4 %

2 0 , 0 9 4 . 9 7

6 0 , 0 3 2 . 5 7

- 3 9 , 9 3 7 . 6 0

3 3 . 4 7 %

6 5 , 4 9 0 . 0 7

S e c u r i t y

3 0 , 4 1 2 . 1 5

4 2 , 5 2 7 . 9 8

- 1 2 , 1 1 5 . 8 3

7 1 . 5 1 %

3 6 3 , 5 8 0 . 1 7

4 6 7 , 8 0 7 . 7 4

- 1 0 4 , 2 2 7 . 5 7

7 7 . 7 2 %

5 1 0 , 3 3 5 . 7 2 C o m b i n e d Y T D e x p e n s e s f o r s e c u r i t y a n d m a i n t e n a n c e

w i t h i n

a n n u a l b u d g e t .

0 . 0 0

1 , 9 1 6 . 6 7

- 1 , 9 1 6 . 6 7

0 . 0 %

1 , 0 7 2 . 0 0

2 1 , 0 8 3 . 3 3

- 2 0 , 0 1 1 . 3 3

5 . 0 9 %

2 3 , 0 0 0 . 0 0 W a t e

r i n g c h a r g e s c a p t u r e d i n B l o c k b y B l o c k c o n t r a c t .

6 3 , 0 5 4 . 4 9

7 8 , 3 5 6 . 2 2

- 1 5 , 3 0 1 . 7 3

8 0 . 4 7 %

7 6 7 , 3 4 7 . 9 0

8 6 1 , 9 1 8 . 2 9

- 9 4 , 5 7 0 . 3 9

8 9 . 0 3 %

9 4 0 , 2 7 4 . 5 1

8 6 , 0 6 9 . 0 4

1 0 2 , 1 8 9 . 0 6

- 1 6 , 1 2 0 . 0 2

8 4 . 2 3 %

1 , 0 2 0 , 5 0 5 . 5 4

1 , 1 4 0 , 7 6 6 . 7 7

- 1 2 0 , 2 6 1 . 2 3

8 9 . 4 6 %

1 , 2 4 2 , 9 5 5 . 8 3

T O T A L E X P E N S E

W a t e r i n g

L a n d s c a p i n g S t a f f P e r s o n

S O B O

T O T A L S O B O

P a g e 2 o f 2

8



Proposed 2016 Meeting Schedule

Month Meeting Date and time

J anuary ORG J anuary 11, 2016 - 9:00 a.m.

J oint Board J anuary 20, 2016 - 9:00 a.m.

February SOBO February 17, 2016 - 12:00 p.m.

DISI Febuary 25, 2016 - 11:00 a.m.

Policy and Planning TBDMarch LMU Board March 2, 2016 - 8:30 a.m.

DOA Board March 2, 2016 - 1:00 p.m.

pril SOBO April 20, 2016 - 12:00 p.m.

May LMU Board May 4, 2016 - 8:30 a.m.

DOA Board May 4, 2016 - 1:00 p.m.

DISI May 26, 2016 - 11:00 a.m.

Policy and Planning TBD

J une Annual Event TBD

J uly SOBO J uly 20, 2016 - 12:00 p.m.

ugust LMU Board August 3, 2016 - 8:30 a.m.

DOA Board August 3, 2016 - 1:00 p.m.

DISI August 25, 2016 - 11:00 a.m.


September SOBO September 21, 2016 - 12:00 p.m.

October LMU Board October 5, 2016 - 8:30 a.m.

DOA Board October 5, 2016 - 1:00 a.m.

November SOBO November 16, 2016 - 12:00 p.m.

DISI **November 17, 2016 - 11:00 a.m.


December LMU Board December 7, 2016 - 8:30 a.m.

DOA Board December 7, 2016 - 1:00 p.m.

** Adjusted for the holidays.

All committee dates are to be approved at the first committee meeting of the year.

The schedules are consistent with the 2016 schedule

9



2016-2018 PROPOSED

MANAGEMENT CONTRACT

AMENDMENT

Salary Increase for Executive Director,

Program Director, Operations Director and

Administrative Coordinator

10



Oakland Venue Management • Management Contract Amendment • 11/19/15

Page 1 of 16

TABLE OF CONTENTS 2016-2018 PROPOSED MANAGEMENT CONTRACT AMENDMENT 2

UPDATED JOB TITLES AND DESCRIPTIONS 4

COST SUMMARY 6

ANNUAL BREAKDOWN 7

EXHIBIT A: STAFFING DETAILS 8

EXHIBIT B: COMPENSATION REPORTS 13

11




Page 2 of 16

2016-2018 PROPOSED MANAGEMENT CONTRACT AMENDMENT Salary Increase for Executive Director, Program Director, Operations Director

and Administrative Coordinator

Oakland Venue Management recommends a contract amendment to accommodate a salary increase to

$85,000 for the Executive Director, $80,000 for the Program Director and $75,000 for the Operations

Director of the Lake Merritt Uptown (LMUDA) and Downtown Oakland Associations (DOA). We haveconsulted a number of local BID/CBD organizations of comparable size (see below) and reviewed

compensation surveys for non-profits in Oakland (see Exhibit B) to arrive at our proposed salaries. These

proposed salaries remain at the low end of the surveyed responses, but begin to align the districts with

regional salary norms; it is recommended that the salary allocations for the positions be brought tomarket rate over the course of several years. To achieve this, it is recommended that we include a CPI-

linked cost-of-living increase going forward after 2016. Beyond the need to align the districts withregional industry standards, please consider that there has not been a significant increase to the cost of

the management contract since 2011 even as our experience and strength of relationships within thecommunity have grown. We have grown into our positions over the course of seven years and during that

time have become the face of the organizations and leaders in our field both locally and regionally.

It is also recommended that the supporting administrative role, currently compensated at an hourlywage of $17.50/hour be increased to $20.00/hour. This increase recognizes the current responsibilities

and demands of the role, which are integral to the day-to-day administrative and operational functions

of the organizations. This increase acknowledges the current local employment environment, which is

highly competitive for employers, and Oakland’s recently adopted minimum wage policy. We are alsorecommending that this becomes a full time position to accommodate the increasing administrative

responsibilities, and the additional marketing and media management required by district projects

generally.

For the first time since OVM took over the management role for both districts we are requesting that we

receive a management fee as part of our annual contract. As a company, dedicated to providing the

district with talented and well-managed embedded employees, we have begun to absorb additiona

costs that have made this contract one that costs our company money, and puts additional strain our HR

department. We are proposing that we adopt a more traditional property management business mode

that establishes a management fee based on the total budget that OVM manages on behalf of thedistricts. We are proposing a 1% management fee of all assessment and non-assessment revenues unde

our fiduciary oversight. This fee will be used to help offset our costs in the following ways:

Accounting: A portion of this line item will cover an accountant and or bookkeeper to perform

accounting functions such as billing, QuickBooks and accounts maintenance, etc.

12




Page 3 of 16

Human Resources: This will cover costs related our in house staff that oversee and support all

HR related functions.

Parking/Travel: Costs to commute to and from district specific events and meetings, etc.

Profit: As a company we need to generate a modest level of income to cover reasonable legal,

accounting and professional services related to the operation of this contract.

If the contract amendment allowing compensation adjustment is approved, it is recommended that the

monies be drawn from the Organization budget category, specifically the Staff and Personnel line item,

with the exception of the District Horticulturalist, which is a SOBO specific cost. As the 2016 operating

budget is developed (to be reviewed at the January 2016 Joint Organization Committee Meeting andapproved at the January Joint Board meeting) the salary line items will reflect the new billing rates

without disrupting overall expenditure within each category beginning in 2016.

COMPARABLE POSITIONS AND THEIR SALARIES (FROM 990 TAX FORMS OF THESE ORGS)

BIDs/CBDs/Similar Non-Profits Leadership Positions with Similar Job DescriptionsTemescal Executive Director: 25-35 Hours/week, $66,000 Pro-Rated: $75,400-$105,600- 2015

Top of Broadway Executive Director: $75/hour or $156,000/year- 2015

Hotel Council Executive Director: $191,000/year - 2014Telegraph Hill Neighborhood Center - ED $174,826/year – 2013

Union Square Executive Director: $150,985/year - 2013

Yerba Buena Center for the Arts - MD: $150,475/year – 2013Downtown Berkeley Association CEO: $140,000/year - 2015Yerba Buena Executive Director: $139,241/year - 2013

Yerba Buena Arts and Events - ED: $134,149/year - 2013

Building Owners and Managers’ Association (BOMA) SF - ED $117,629/year - 2013

Bicycle Coalition - ED $112,037/year - 2013Fisherman’s Wharf CBD Executive Director- $112,800/year - 2012

Average: 146,917/year

PRIVATE SECTOR SIMILAR ROLE

Chief Marketing Officer, Chamber of Commerce: $120,000/yearCushman & Wakefield Property management base salary: $91,000/year

Titan Management Property Manager: (Average) $119,000/yearAverage: 110,000/year

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UPDATED JOB TITLES AND DESCRIPTIONSExecutive Director: The Executive Director is the driving force behind the implementation of all District

projects and programs and will be the primary point of contact for board members, district stakeholdersthe City of Oakland, and the general community. The person executes the preparation, coordination andimplementation of all DOA/LMUDA program activities; oversees the daily business and operations of the

PBID in accordance with the policies set by the District Management Plan and the Board of Directors;

implements the Strategic Plan for District Management and provides information and guidance to the

board in formulating objectives and decisions of general policy to fulfill DOA/LMUDA’s vision of a safeclean, and thriving district.

Program Director: The Program Director assists in the execution, preparation and implementation of all

program activities; manages bid processes for contractors for all aspects of the daily operation, oversees

the maintenance and security ambassador program, plans and implements all aspects of DOA/LMUDAbeautification programs, works with City of Oakland staff to complete specific projects, obtains permits

assists in the facilitation of Board/SOBO meetings, meets with stakeholders or special interest groups to

further DOA/LMUDA’s goals and objectives, regularly communicates with city staff including PWA, OPDand the office of work force development to establish rapport and plans for ongoing collaboration and

mutual support of district related projects, works closely with the Joint Board of Directors, the Executive

Director and the Operation Director on the creation of a detailed strategic plan, leads research projects

and gives critical feed back on the district’s most pressing issues related to maintenance, securitybeautification, public rights of way improvements and public space development.

Operations Director: Operations Director is responsible for conducting the daily business and operationsof DOA/LMUDA in accordance with the policies set by the District Management Plan and by the JointBoard of Directors; responsible for DOA/LMUDA’s financial management, maintenance of corporate

documents and files, scheduling and preparation for all board and committee meetings, communication

with city staff regarding collection of assessment revenue, status of disbursement agreement(s) and

other compliance issues; assists in the general administration and coordination of DOA/LMUDAincluding board and stakeholder relations, planning and program development, budgeting and financial

functions; assists in the guidance and supervision of the Administrative Coordinator, consultants, interns

and volunteers.

Administrative Coordinator : The Administrative Coordinator’s responsibility is to ensure the smooth

operation of the DOA/LMUDA offices. He/she reports directly to the Operations Director and performs a

supporting role in all aspects of the operations of the district and its programs. The Administrative

Coordinator is responsible for supporting Operations Director in the day-to-day financial management ofthe organization in addition to performing diversified clerical duties in a professional manner.

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District Horticulturalist: The District Horticulturalist is responsible for the cultivation and care of all

DOA/LMUDA related landscaping projects, budget creation for each project and graphic design for

permitting and proposal purposes. The District Horticulturalist will work directly under Program Director

when planning and executing all projects for the district(s). Additional responsibilities will includemanaging a database that documents all maintenance performed on projects, budgets for all projects

and any other relevant information for operating a successful and dynamic beautification program within

our districts.

15




Page 6 of 16

COST SUMMARY

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HORTICULTURALIST!"##$%&

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ANNUAL BREAKDOWN.ABCDCAE FABD

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2??@5?@@788

Monthly Billable Rate for Downtown Oakland Association of $16,835.81•

Executive Director $ 4,263.47•

Program Director $ 3,978.70

•

Operations Director $ 3,651.58•

Admin Coordinator $ 2,182.25

• Horticulturalist $ 1,674.23

• Management Fee

1 $ 959.67

• Bonus

2 TBD

Monthly Billable Rate for Lake Merritt Uptown Association of $17,570.84• Executive Director $ 4,263.47

• Program Director $ 3,978.70

• Operations Director $ 3,651.58

• Admin Coordinator $ 2,182.25

•

Horticulturalist $ 2,409.25•

Management Fee $1,211.48•

Bonus TBD

1 Management fee is based on Salary compensation only.2 Bonuses will be based on performance and will not be billed to client until December billing cycle.

17




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EXHIBIT A: STAFFING DETAILS

EXECUTIVE DIRECTOR

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PROGRAM DIRECTOR

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Page 10 of 16

OPERATIONS DIRECTOR

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Page 11 of 16

ADMIN COORDINATOR

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Page 12 of 16

HORTICULTURALIST

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22




Page 13 of 16

EXHIBIT B: COMPENSATION REPORTS

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Page 14 of 16

PROGRAM DIRECTOR

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Page 15 of 16

OPERATIONS DIRECTOR

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Page 16 of 16

ADMINISTRATIVE COORDINATOR

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26



Downtown Oakland Association and the Lake Merritt/Uptown Association

Bidding Policy and Procedures

1.

Purpose

The purpose of this policy is to ensure that goods and services purchased by the Downtown Oakland Association

and/or the Lake Merritt/Uptown Association (each, a Community Benefit District or “CBD”) are obtained in acost-effective manner and in compliance with applicable regulations and the Disbursement Agreement with theCity of Oakland dated February 10, 2009, as amended or renewed from time to time.

2.

Precedence

In the event of any conflict between this bidding policy and the Disbursement Agreement, as amended, the then-applicable terms and conditions of the Disbursement Agreement shall control. This bidding policy is also subjectto any applicable bylaw or policy of the CBDs, including any conflict of interest policy.

3.

Standard Bidding Procedures

All contracts that receive funds pursuant to the Disbursement Agreement and are worth over $5,000 in anycalendar year (“Major Contracts”) are subject to Standard Bidding Procedures. Standard Bidding Proceduresinclude:

a.

Advertisement. The appropriate CBD shall advertise the RFP on its website for at least 10 calendardays before the due date for bids, have copies of RFPs available at its administrative offices, and provide a copy of the RFP to the City of Oakland for its possible referral of the contractingopportunity to local Oakland vendors or consultants. The appropriate CBD will make reasonableefforts to advertise Standard Bidding RFPs on other websites, such as industry association websites,to seek qualified applicants. The RFP will provide a clear and accurate description of the service orgood desired, including the range of acceptable standards or minimum acceptable standards.

b.

Qualifications. The CBD shall determine the necessary qualifications for a successful bid, andevaluate and weigh bids based on those criteria. This may include consideration of the quality of the performance to be provided by the bidder; the ability, capacity and skill of the bidder; the ability ofthe bidder to perform promptly; the character, integrity, reputation, judgment, experience and

efficiency of the bidder; the environmental impact of the proposed service or good; the quality of bidder’s performance on previous contracts with the CBD; and the ability of the bidder to providefuture services. The CBD may waive informalities or minor irregularities in any Standard Bids.

c.

Requirement to Bid Contracts. All Major Contracts must be put to bid every three years. The CBDmay choose to waive this requirement and/or extend existing contracts beyond the 3-year limit withBoard approval, which approval shall be obtained annually for every year extended beyond the 3-year limit. Such Board approval must be accompanied by written justification for the extension,including why the extension maximizes value to the CBD.

4.

Alternative Procedures

The CBDs may use Alternative Procedures for any contract not subject to the Standard Bidding Procedures, above.

Alternative Procedures may include an informal cost/price analysis; selecting a vendor offering the bestcombination of quality, service and price for the specific need; and verbal or written bids, or price lists onwebsites or catalogues. Reasonable efforts shall be made to ensure fair and competitive pricing.

5.

Non-Competitive Vendor Selection

Notwithstanding the previous sections, a CBD may choose not to competitively bid a contract where there isinsufficient time to conduct a competitive source selection due to the extreme urgency of the requirement, inwhich case the CBD shall only contract for the goods or services subject to that extreme urgency. The CBD shall provide a detailed narrative justification for any non-competitive vendor selection.

27



6.

Records.

Records regarding the Standard Bidding and Alternative Procedures shall be kept as required for all records of theCBDs, in accordance with the requirements of the Disbursement Agreement.

28



February 26, 2015

Board of Directors

Downtown Oakland Association and Lake Merritt/Uptown Association

Re: Recommendation to Waive Three Year Bidding Requirement for Oakland Venue Management

Dear Board Members:

The Bidding Policy and Procedures for the Downtown Oakland and Lake Merritt/Upton Associations

require that Major Contracts be put to bid every three years. The contract with Oakland Venue

Management (OVM) for District Management Services is a Major Contract which expired on December

31, 2014. The Bidding Policy and Procedures provide that existing contracts may be extended beyond the

three year limit with Board approval, and that such Board approval must be accompanied by a written

justification for the extension.

I am recommending that the Boards approve a one year extension of the OVM contract. I have been a

Board Member and Co-Chair of the SOBO Committee for DOA since the inception of the districts in

2008. In this role I have worked closely with Steve Snider and Andrew Jones from day one (at that time

in their roles with New City America) in the selection of the Safety and Cleaning ambassador service providers and implementation of those programs in downtown and uptown Oakland. While our program

was not the first CBD/BID in Oakland it was the first of its size, scale and ambition. As such we were

plowing new ground, if you will, particularly with respect to partnering with the City of Oakland in the

areas of effective interface with OPD and Public Works. In the past six years a tremendous amount of

effort, passion and skill on the part of the OVM team (Steve Snider, Andrew Jones, Tori Decker, and

Fiona Simms) has been poured into implementing the vision of our CBD’s. The results are remarkable.

OVM staff has built deep and credible relationships with all relevant departments within the City of

Oakland. In spite of the shifting sands of staff reductions and frequent personnel reassignment within the

Oakland Police Department and other City departments OVM staff has established a great level of

credibility and trust with those groups. I feel there is synergy in the interactions with the City where

initially there was tension, if not friction. This is a credit to the relationship building skills and focus of

the OVM team, and their relentless desire to make the City of Oakland, starting with our districts, a better place to work, live, and visit.

I feel that this group, OVM staff, does an outstanding job of stretching the budgets of the CBD’s, getting

a great bang for our buck. They accomplish this through tireless (or should I say tiring?) work, great

passion and a collective skillset that is quite broad for just four people. We have seen those skillsets

develop over the past six years as they, and we as board members, have created the strong foundation that

is in place today.

I feel, without reservation, that the Board should extend the OVM contract through 2015. We are

currently transitioning our Safety/Cleaning programs to a single service provider, Block by Block. OVM

is best equipped to see this implementation through successfully. They possess a thorough yet nuanced

understanding of the needs of the districts and stakeholders. By extending the OVM contract for oneyear we can best leverage the many relationships and programs in place to take the districts to yet a

higher level in 2015.

Sincerely,

Martin Ward

Board Member, Downtown Oakland Association

29



2440 Camino Ramon, Suite 280 San Ramon, CA 94583 (925) 930-9848 www.gallen.com

Gallen.Neilly September/October/November ‘15 Activity Report

To: The Lake Merritt/Uptown & Downtown Oakland District AssociationsFr: Tim Gallen, Andrew Neilly, Nancy Amaral

Here is our summary report of September/October/November activity undertaken by Gallen.Neilly on behalf of the Lake Merritt/Uptown & Downtown Oakland Districts.

Projects COMPLETED

Media Inquiries/Pitches:

Goal: To collaborate with incoming new & existing businesses to maximize impressions of business growth within the CBDs:

• Press release drafted/distributed: “Lake Merritt/Uptown & Downtown Oakland Record 592,000 Square Feet of NewLeases in Third Quarter” on November 10, 2015

o The Registry “Oakland Records 592,000 Square Feet of New Leases in Third Quarter” ran on 11/10/15: http://news.theregistrysf.com/oakland-records-592000-square-feet-of-new-leases-in-third-quarter/

o Summary posted to Oakland Focus Blog 11/10/15: http://oaklandfocus.blogspot.com/2015/11/downtownuptown-oakland-cbds-record-over.html received 46 page views

o Summary posted to the Oakland Business Blog, received 10 page viewso Received a request from Bisnow for photos of properties mentioned in the release for a write-up. Coordinated

with members of the Broker Focus Group to obtain photos and send to the reporter… awaiting clip.o Received a request from Globest.com for an exclusive quote from Deborah Boyer re: new businesses within

the CBDs. Crafted quote, received Deborah’s approval and provided the quote to Globest.com. Awaiting clip.o Provided release/Registry Clip to Visit Oakland for their “Oakland Daily News” circulation

• Oakland Business Blog: http://oaklandbusiness.blogspot.com/ was developed by Gallen.Neilly and is updated 1-2 timesper week with positive business stories within the CBDs. Recent blogs include:

o 11/10/15: Lake Merritt/Uptown & Downtown Oakland Record Over 592,000 sf of New Transactions in the ThirdQuarter

o 11/5/15: Qulture Collective, A Queer Community Space, Now Open o 10/29/15: Repair Revolution in Oakland o 10/19/15: Recent Oakland Food News o 10/13/15: Moves from San Francisco to Oakland o 10/8/15: Want to Move Your Business to Oakland? o 9/30/15: The Town Kitchen: Great Food. Great Jobs. Stronger Community.

• Business Profiles: Gallen.Neilly is continuing to reach out to business owners within the CBDs to interview & createbusiness profile stories on them. These business profiles are being used to pitch to the media, send to Hank Masler atthe Oakland Chamber for the Oakland Business Review and to be included in the Oakland Business Blog.

o Qulture Collective profile/media clipping collaboration was posted to the blog (see above) and Tweeted,Facebooked, etc.

o The Town Kitchen business profile was posted to the blog and then Tweeted on the Gallen.Neilly Twitter & theLake Merritt/Uptown Twitter & Facebook… and also retweeted by The Town Kitchen. (Tweets were sent to over6,100 followers)

Goal: To promote ‘Oakland Central’ campaign:

• Press release drafted/distributed: “Oakland Central Presents the Heart of Oakland to the World” on September 9, 2015o Summary posted to Oakland Business Blog: http://oaklandbusiness.blogspot.com/ 9/21/15

! Received 45 page views on the Oakland Business Blog! Tweeted to Gallen.Neilly’s 440 followers (includes media), Uptown’s 4,772 followers & Downtown’s

5,387 followers! Summary posted to Oakland Focus Blog 9/29/15: oaklandfocus.blogspot.com! Various Patch.com summary posts throughout September:

• Alameda: http://patch.com/california/alameda/oakland-central-campaign-present-heart-

30

http://news.theregistrysf.com/oakland-records-592000-square-feet-of-new-leases-in-third-quarter/




http://oaklandfocus.blogspot.com/2015/11/downtownuptown-oakland-cbds-record-over.html




http://oaklandbusiness.blogspot.com/

http://oaklandbusiness.blogspot.com/2015/11/lake-merrittuptown-downtown-oakland.html




http://oaklandbusiness.blogspot.com/2015/11/qulture-collective-queer-community.html

http://oaklandbusiness.blogspot.com/2015/10/repair-revolution-in-oakland.html

http://oaklandbusiness.blogspot.com/2015/10/recent-oakland-food-news.html

http://oaklandbusiness.blogspot.com/2015/10/moves-from-san-francisco-to-oakland.html

http://oaklandbusiness.blogspot.com/2015/10/want-to-move-your-business-to-oakland.html

http://oaklandbusiness.blogspot.com/2015/09/the-town-kitchen-great-food-great-jobs.html


http://patch.com/california/alameda/oakland-central-campaign-present-heart-oakland-world-0



http://oaklandbusiness.blogspot.com/2015/09/the-town-kitchen-great-food-great-jobs.html

http://oaklandbusiness.blogspot.com/2015/10/want-to-move-your-business-to-oakland.html

http://oaklandbusiness.blogspot.com/2015/10/moves-from-san-francisco-to-oakland.html

http://oaklandbusiness.blogspot.com/2015/10/recent-oakland-food-news.html

http://oaklandbusiness.blogspot.com/2015/10/repair-revolution-in-oakland.html

http://oaklandbusiness.blogspot.com/2015/11/qulture-collective-queer-community.html







2440 Camino Ramon, Suite 280 San Ramon, CA 94583 (925) 930-9848 www.gallen.com

oakland-world-0 • Albany: http://patch.com/california/albany/oakland-central-campaign-present-heart-oakland-

world-0 • Berkeley: http://patch.com/california/berkeley/oakland-central-campaign-present-heart-

oakland-world-0 • Piedmont: http://patch.com/california/piedmont/oakland-central-campaign-present-heart-

oakland-world-0 • Rockridge: http://patch.com/california/rockridge/oakland-central-campaign-present-heart-

oakland-world-0

Goal: To report positive news:• Gallen.Neilly arranged for an interview with Deborah Boyer and Market Place/NPR on November 17, 2015 in Oakland to

discuss tech companies moving to Oakland. (News businesses within the CBDs press releases were used asbackground for the pitch.)

• Gallen.Neilly pitched KRON 4 on supporting the Plaid Friday/Oakland Shop Local campaign again this year. KRON 4agreed to record another PSA in exchange for their logo to be included on the map and website/social media as asponsor. (Awaiting a copy of the final map from Plaid Friday group.)

• Gallen.Neilly communicated with Susan Safipour of Diablo Magazine regarding our CBD Broker Focus Group and howwe can be a resource to her re: collecting stats on new Uptown/Downtown Oakland businesses.

• Additionally communicated with Diablo Magazine regarding their upcoming Visitors Guide (which they are working on withVisit Oakland). Discussed how Oakland Central may also be a great resource to Diablo Magazine and let Visit Oakland

know that we are available to collaborate.• Gallen.Neilly pitched food & hospitality reporter Annie Sciacca of The San Francisco Business Times on The Port

Kitchens at Kaiser Center in Uptown. Annie took us up on the pitch and visited the Port Kitchens on September 17. Sheinterviewed Mark Dessert of The Port Kitchens, as well as a few other smaller Oakland-based caterers that use thekitchen & Andrea Kirkpatrick. A San Francisco Business Times photographer was also present.

• Gallen.Neilly also provided Annie with further info on the CBD’s Oakland Central campaign, to see if she could weave anydetails into her Port Kitchen story.

• Gallen.Neilly wrote and submitted three pieces to Hank Masler for the Uptown/Downtown CBD section of the OaklandBusiness Review (back cover of the publication):

o November 2015: “Plaid Friday Set for November 27” o October 2015: “In Oakland’s Downtown Business Improvement Districts, It’s Easy Being Green” o September 2015: “Upcoming Cigarette Waste Brigade”

• Gallen.Neilly responded to a request from Roland Li of the San Francisco Business Times on September 23, re: Uber(too early for us to comment)… but we worked with Keira Williams from the City to provide some other info to Cory (tokeep up the positive/supportive relationship we have with him.)

Other:• Gallen.Neilly to a request from The Registry for a CBD-specific quote regarding new businesses moving to Downtown.

Crafted a quote from Steve Snider, received Steve’s edits & the provided it to the reporter. Clip resulted: http://news.theregistrysf.com/sierra-club-move-to-lake-merritt-punctuates-san-francisco-to-oaktown-relocation-trend/

• Gallen.Neilly also responded to KQED’s request for comment on Uber’s move (again, too early for us to comment.)• Gallen.Neilly responded to a request from Oakland North on September 14 re: information regarding Oakland’s new

minimum wage increase (after 6 months of implementation)… we spoke to the reporter and explained what the CBDs doand that it may be better for him to speak to someone at the Chamber of Commerce.

• Gallen.Neilly worked with Steve Snider & SFGate on September 9 regarding an article honoring Peter Van Kleef.(SFGate also spelled Steve’s name incorrectly, so we contacted them to have in corrected ASAP.)

• Gallen.Neilly had our regular monthly call with CBD staff on September 2 re: current projects & upcoming things to have

on our PR radar.• weekly basis - Social Media (Twitter, Facebook, LinkedIn Oakland ‘Groups’ page)• CBD Monthly E-blast: Gathered content ideas each month for E-Blast’s that are distributed to the CBD’s lists. (Ongoing)

Projects UNDERWAY

Media Inquiries/Pitches:

31


http://patch.com/california/albany/oakland-central-campaign-present-heart-oakland-world-0




http://patch.com/california/berkeley/oakland-central-campaign-present-heart-oakland-world-0




http://patch.com/california/piedmont/oakland-central-campaign-present-heart-oakland-world-0




http://patch.com/california/rockridge/oakland-central-campaign-present-heart-oakland-world-0




http://issuu.com/oaklandchamber/docs/nov_2015_obr/1

http://issuu.com/oaklandchamber/docs/oct_obr

http://issuu.com/oaklandchamber/docs/sept2015_obr

http://news.theregistrysf.com/sierra-club-move-to-lake-merritt-punctuates-san-francisco-to-oaktown-relocation-trend/





http://issuu.com/oaklandchamber/docs/sept2015_obr

http://issuu.com/oaklandchamber/docs/oct_obr

http://issuu.com/oaklandchamber/docs/nov_2015_obr/1








• Working with CBD staff re: ‘Top 5’ within the CBDs lists (for possible features with Bisnow)• Continuing to include the Oakland Central branding campaign through our PR messaging and discuss with reporters as

opportunities arise.• Business Profile Pitches: Gallen.Neilly will be working throughout 2015/2016, to highlight businesses, businesses owners,

offices and office workers within the CBDs… Emphasis on these profiles will be to promote thriving businesses, show thatOakland is a SOLID place to do businesses, economy is thriving in Oakland & that Oakland would be a great place forothers to move their office/business to.

• Oakland Business Blog: Gallen.Neilly will continue to feed the blog with both written & curated stories and pitch the blogto the media and others continuously.

Other:

• Next Broker Focus meeting to be coordinated sometime in January 2016. • Compiling an ongoing database of ‘new businesses’ within the CBDs, which includes specifics for quick reference. *If you

know of new businesses that have moved in to the CBDs, please let us know… it is our goal to have an ongoingextensive list ready and available for media reference, as well as for other projects.

o To view the ongoing list, please visit: https://www.dropbox.com/s/cyskwbfgg1ab44p/2015%20CBD%20Bus

%20Adds.docx?dl=0 • Also collecting a database of positive ‘approved’ quotes for future use from CBD business owners.

•

District ‘Tweet-of-the-Week’ ongoing.

32

https://www.dropbox.com/s/cyskwbfgg1ab44p/2015%2520CBD%2520Bus%2520Adds.docx?dl=0





lmu board meeting december 2, 2015 agenda packet

Documents