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
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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
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YTD SOBO Budget
February 2017
LMUDA
$ Over % of Jan - Feb YTD $ Over % of Annual
SOBO Feb 17 Budget Budget Budget 17 Budget Budget Budget Budget Notes

Variance due to October invoice
Clean and Safe 0.00 68,969.41 -68,969.41 0.0% 73,903.03 137,938.82 -64,035.79 53.58% 827,633.00 not yet paid.

Misc SOBO expenses 29.31 833.34 -804.03 3.52% 1,283.33 1,666.68 -383.35 77.0% 10,000.00
Program Coordinator 2,655.56 2,735.84 -80.28 97.07% 5,064.81 5,471.68 -406.87 92.56% 32,830.00
PROW Maintenance 0.00 2,458.34 -2,458.34 0.0% 27.10 4,916.68 -4,889.58 0.55% 29,500.00 See attached
Watering 0.00 416.66 -416.66 0.0% 136.10 833.32 -697.22 16.33% 5,000.00
Total SOBO 2,684.87 75,413.59 -72,728.72 3.56% 80,414.37 150,827.18 -70,412.81 53.32% 904,963.00

DOA
$ Over Jan - Feb $ Over % of Annual
SOBO Feb 17 Budget Budget % of Budget 17 YTD Budget Budget Budget Budget Notes

Variance due to October invoice
Clean and Safe 0.00 56,429.59 -56,429.59 0.0% 60,466.12 112,859.18 -52,393.06 53.58% 677,155.00 not yet paid.

Misc SOBO expenses 29.31 750.00 -720.69 3.91% 1,174.20 1,500.00 -325.80 78.28% 9,000.00
Program Coordinator 2,172.73 2,238.41 -65.68 97.07% 3,846.96 4,476.82 -629.86 85.93% 26,861.00
PROW Maintenance 0.00 2,208.34 -2,208.34 0.0% 180.85 4,416.68 -4,235.83 4.1% 26,500.00 See attached
Watering 0.00 416.66 -416.66 0.0% 111.35 833.32 -721.97 13.36% 5,000.00
Total SOBO 2,202.04 62,043.00 -59,840.96 3.55% 65,779.48 124,086.00 -58,306.52 53.01% 744,516.00
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DOA
2017 Current
Annual YTD Remaining
Projects Budget Actual Funds Notes
Hanging Plants (Maintenance) $1,500.00 $0.00 $1,500.00
Median Maintenance $5,000.00 $0.00 $5,000.00
Ground Planter Maintenance $4,500.00 $27.10 $4,472.90
Utility Box Wraps $2,500.00 $0.00 $2,500.00 Maintenance only
Big Splash $2,000.00 $0.00 $2,000.00
Latham Square Maintenance $2,500.00 $0.00 $2,500.00
Cigarette Butt Program $1,000.00 $0.00 $1,000.00
CCTV System $2,000.00 $153.75 $1,846.25 1 year of Comcast service approx. $2000.00
Homeless Service Outreach $2,000.00 $0.00 $2,000.00
Misc. $3,500.00 0 3500
Total $26,500.00 $180.85 $26,319.15
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LMUDA
2017 Current
Annual YTD Remaining
Projects Budget Actual Funds Notes
Hanging Plants (Traditional) $1,500.00 $0.00 $1,500.00
Median Maintenance $5,000.00 $0.00 $5,000.00
Ground Planter Maintenance $6,500.00 $27.10 $6,472.90
Big Splash $2,500.00 $0.00 $2,500.00
Utility Box Wraps (maintenance) $2,500.00 $0.00 $2,500.00 Maintenance only
Franklin Square Beautification $2,500.00 $0.00 $2,500.00
Cigarette Butt Program $1,000.00 $0.00 $1,000.00
CCTV System $2,500.00 $0.00 $2,500.00 1 year of Comcast service approx. $2000.00
Homeless Service Outreach $2,000.00 $0.00 $2,000.00
Misc. $3,500.00 $0.00 $3,500.00
Total $29,500.00 $27.10 $29,472.90
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CUSTOMER INFORMATION

Customer Name: Uptown Downtown Oakland 1st Quarter review Date:
nd
Primary Contact: Steve Snider 2 Quarter review Date:
Additional
Contact: Andrew Jones 3rd Quarter review Date:
BBB Operation
Manager: Ted Tarver 4th Quarter review Date:
Date written: 10/31/2016 Operations Manager Signature:

Regional VP Signature:

STRATEGIC
WORK PLAN

Confidential Page 1 of 7
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1ST GOAL-

Goal – Continue the startup of a cleaning program based on Block by Block’s model of cleaning.

Plan of Action Status

Continue management of the cleaning program to maximize cleaning in the
CBD.
 Train the team to have a head on a swivel approach to cleaning. Not just focus
on cleaning the sidewalk of trash but to evaluate the area in which they are
working.
 Have a 24 hour response to graffiti tags.
 Utilize the overnight crew to pressure wash and get the big graffiti tags removed
 Remove all stickers that are posted on signs etc. in the CBD
 Have the overnight crew utilize the ATLV to remove the bulk of trash so the
day shift can focus on the detail work.

Staff training and development.
 Continue to train and encourage the ambassadors to have ownership of their
zone.
 Have ambassadors monitor the trash cans in the district no more than half full to
allow the public to assist in keeping the CBD clean by having a place to deposit
their trash thus minimizing the cleaning needed to be done by the ambassador.
 Acknowledge the work of the team members and continue to explain why their
work is so important to the city they work in
 Create an all hands on deck approach to cleaning where safety ambassadors are
assisting in cleaning as they patrol.
 Maximize use of power equipment to assist in cleaning by training all staff on
their use.

Examples of Measuring Success Status

1. Seeing a decrease trash and graffiti in the CBD.
2. Utilizing block audits to evaluate the level of cleaning accomplished.
3. Having multiple staff able to utilize the power equipment.

1.

Quarterly Activity Summary
Confidential Page 2 of 7
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Q1: ` Staff hiring has been problematic but we are keeping the streets clean.

Q2: Block by Block hired a General Manager to manage the program and work on hiring to reduce
employee turnover.

Q3: Continued to restructure the program to reemphasis the safety component of the program.

Q4: The cleaning team has been revamped to maximize the capabilities of the staff. A new overnight
crew with a strong team leader has had a significant impact on the deployment of the team. By having
an emphasis on early start times for the cleaning crew we are seeing a much cleaner CBD.

This box is reserved for OM/RVP to provide additional updates or adjustments to Goal #1
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Confidential Page 3 of 7
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2ND GOAL-

Goal: SMART training

Plan of Action Status

Training on SMART
 Continue with constant training on SMART for the team and go over as a group
what trends are being seen from the data.
 Have the team know that the SMART shows what they are doing on a daily
basis to stakeholders.
 Train the team to look at data to locate trends that may be occurring.
 Utilize the SMART to document actions they may not result in an immediate
conclusion such as daily contacts with homeless who are loitering and cannot be
legally moved. It allows the team to show they are trying to solve the issue for
the business.

Examples of Measuring Success Status

1. Providing the client with data showcasing that the job is getting done especially with
graffiti tags even if they reoccur constantly.
2. Management follow up on business contacts shown by the ambassador to grade the
level of contact
3. Utilizing the data from SMART to show how it confirms the success of Goal #1 by
shifting staff resources to maximize their productivity.

Quarterly Activity Summary

Q1: SMART has had some data issues but the team is trained to use it.

Q2: SMART continues to have some data retention issues.

Q3: SMART continues to have some data retention issues.

Q4: SMART continues to be upgraded but data is being retained
Confidential Page 4 of 7
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This box is reserved for OM/RVP to provide additional updates or adjustments to Goal #2

Confidential Page 5 of 7
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3RD GOAL-

Goal Have the entire team engage in outreach to address the homeless and mentally ill in the CBD.

Plan of Action Status

Have all staff trained to engage the homeless and mentally ill in the CBD while using
multiple agencies to assist.

 Work with the Alameda County TRUST clinic to identify and engage
individuals who are in need of outreach services.
 Build up the partnership with the TRUST clinic by having ambassadors escort
their staff to individuals who are in need.
 Do group training for the entire team on mentally ill engagement and
bringing in outside agencies to provide supplemental training.
 Have the team utilize SMART to track engagement with the homeless
and mentally ill to show stakeholders work is being done.

Quarterly Activity Summary

Q1: Team has been trained on the Block by Block model of homeless outreach

Q2: The TRUST clinic has provided training to the team on mental health
aspects of the program

Q3: An ambassador trained as an outreach worker left the program. We had
a major success in removing Samuel Vega from the streets by partnering with
the TRUST clinic to get him into permanent housing.

Q4: Levan Turner has been trained as a homeless outreach worker and we
have partnered with other homeless services to assist individuals.

Examples of Measuring Success Status

1. Having the TRUST clinic provide success stories of individuals who have
been assisted by the ambassadors.
Confidential Page 6 of 7
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2. Evaluate SMART tracking for contacts of homeless and mentally ill and documenting
the end result.

Quarterly Activity Summary

Q1:

Q2:

Q3:

Q4:

This box is reserved for OM/RVP to provide additional updates or adjustments to Goal #3

Confidential Page 7 of 7