org special meeting november 23, 2015 agenda packet

8/20/2019 ORG Special Meeting November 23, 2015 Agenda Packet

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2016-2018 PROPOSED

MANAGEMENT CONTRACT

AMENDMENT

Salary Increase for Executive Director,

Program Director, Operations Director and

Administrative Coordinator

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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

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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.

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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.

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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.

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EXHIBIT A: STAFFING DETAILS

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PROGRAM DIRECTOR

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OPERATIONS DIRECTOR

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ADMIN COORDINATOR

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HORTICULTURALIST

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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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DOA 2016 Proposed Annual Budget

November 2015

2016

Proposed

Annual

Budget

Ordinary Income/Expense

Income

Assessment Revenue

(Reserve) -25,391.00

Reduced by 50% over

previous year.

Prior Year Bal - Carry Forward 151,635.84

Includes $71,782.94 of

estimated expense

category underspend.

Assessment Revenue - 94% Collection 968,362.30

Total Income 1,094,607.14

Expense

DISTRICT IDENTITY (DISI)

DISI Projects

Marketing 42,500.00Misc 1,000.00

Public Relations 0.00 Removes PR from DISI

Total DISI Projects 43,500.00

Special Events

Arts & Culture 5,000.00

CBD Sponsored Events 5,000.00

Total Special Events 10,000.00

Total DISTRICT IDENTITY (DISI) 53,500.00

ORGANIZATION

Non-Personnel Expenses

Accounting Expenses 3,000.00Computer Service & Support 500.00

Consulting & Legal Expenses 2,000.00

Fees & Permits 2,000.00

Insurance

Directors & Officers 1,300.00

General Liability 3,530.00

Misc 2,500.00

Occupancy expenses

Rent 38,500.00 Awaiting lease from

LCB. Lease will be for

388 19th only and for1924 Franklin plus 3%

CPI increase.

Office furniture & equipment 1,500.00

Postage, shipping, delivery 500.00

Printing & copying 3,000.00

Supplies 3,500.00

Telephone & telecommunications 1,500.00

Total Non-Personnel Expenses 63,330.00

ORG/Special Projects

Annual Event 5,500.00

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DOA 2016 Proposed Annual Budget

November 2015

2016

Proposed

Annual

Budget

Shuttle 5,000.00

Total ORG/Special Projects 10,500.00

Personnel & Related

2,500.00 TBD

Staff Personnel 195,408.54

Training & Prof. Development 4,000.00

Total Personnel & Related 201,908.54

Total ORGANIZATION 275,738.54

SOBO

Landscaping Staff Person 20,893.99

Clean and Safe 659,940.00

Misc SOBO expenses 9,000.00

PROW Maintenance 38,050.00

Watering 15,000.00

Total SOBO 742,883.99

Total Expense 1,072,122.53

22,484.61Difference Income/Expense

Public Relations

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LMUDA 2016 Proposed Annual Budget

November 2015

2016

Proposed

Annual

Budget

Ordinary Income/Expense

Income

Assessment Revenue

(Reserve) -63,287.00

Prior Year Bal - Carry Forward 223,763.65

$72,247.87 of

estimated

expense

category

underspend.

Assessment Revenue - 94% Collection 1,137,146.95

Total Income 1,297,623.60

Expense

DISTRICT IDENTITY (DISI)

DISI Projects

Marketing 42,500.00

Misc. 1,000.00

Public Relations 0.00

Removes PR

from DISI.

Total DISI Projects 43,500.00

Special Events

Arts & Culture 5,000.00

CBD Sponsored Events 5,000.00

Holiday Event 0.00

Total Special Events 10,000.00

Total DISTRICT IDENTITY (DISI) 53,500.00

ORGANIZATION

Non-Personnel Expenses Accounting Expenses 3,000.00

Computer Service & Support 500.00

Consulting & Legal Expenses 2,000.00

Fees & Permits 2,000.00

Insurance

Directors & Officers 1,300.00

General Liability 4,887.00

Misc. 2,500.00

38,500.00

Awaiting leasefrom LCB. Will

be for 388 19th

Street only and

1924 Franklin

plus 3% CPI

increase.

Office furniture & equipment 1,500.00

Postage, shipping, delivery 500.00

Printing & copying 3,000.00

Supplies 3,500.00

Rent

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LMUDA 2016 Proposed Annual Budget

November 2015

2016

Proposed

Annual

Budget

Telephone & telecommunications 1,500.00

Total Non-personnel expenses 64,687.00

ORG/Special Projects

Annual Event 5,500.00Shuttle 5,000.00

Total ORG/Special Projects 10,500.00

Personnel & Related

Public Relations 2,500.00 TBD

Staff Personnel 200,097.62

Training & Prof. Development 4,000.00

Total Personnel & Related 206,597.62

Total ORGANIZATION 281,784.62

SOBO

Landscaping Staff Person 30,066.97

Clean and Safe 844,847.62

Misc. SOBO expenses 12,000.00

PROW Maintenance 55,250.00

Watering 20,000.00

Total SOBO 962,164.59

Total Expense 1,297,449.21

Difference Income/Expense 174.39

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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.

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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.

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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

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org special meeting november 23, 2015 agenda packet

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