ORG Special Meeting November 23, 2015 Agenda Packet
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Transcript of 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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Oakland Venue Management • Management Contract Amendment • 11/19/15
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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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Oakland Venue Management • Management Contract Amendment • 11/19/15
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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Oakland Venue Management • Management Contract Amendment • 11/19/15
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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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Oakland Venue Management • Management Contract Amendment • 11/19/15
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.
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EXHIBIT A: STAFFING DETAILS
EXECUTIVE DIRECTOR
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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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Oakland Venue Management • Management Contract Amendment • 11/19/15
Page 13 of 16
EXHIBIT B: COMPENSATION REPORTS
EXECUTIVE DIRECTOR
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Oakland Venue Management • Management Contract Amendment • 11/19/15
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PROGRAM DIRECTOR
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Oakland Venue Management • Management Contract Amendment • 11/19/15
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OPERATIONS DIRECTOR
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Oakland Venue Management • Management Contract Amendment • 11/19/15
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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