Bloomberg Associates

March 14, 2016

Hi Libby,
So good to meet with you in Oakland, I wanted to follow-up on our conversation after meeting
with my team last week.
Although a few of our teams have been able to start working immediately (i.e. Transportation,
Municipal Integrity, Public Partnerships), we understand and are sensitive to your concerns about
the bandwidth of your senior staff to engage with their respective Bloomberg Associate Disciplines.
As you know, having city counterparts that can provide their time and expertise to work with our
teams will be essential to our mutual success. Above all, our mission is to help Oakland achieve
your key priorities and ensure that the agencies we work with are in alignment with your goals.
In addition to the insights you gave me regarding rebuilding trust in the workforce, with the public,
and creating a desire for Oakland to look beyond itself for help, it is our understanding that your
publicly stated priorities are:

Holistic community safety

Vibrant sustainable infrastructure
Equitable jobs and housing
Responsive trustworthy government
Strategic initiatives (Oakland Promise, Kiva Zip, Cadet Program)

We suggest conducting a rapid assessment with a select group of key senior staff to ensure that
the BA Discipline projects that have been proposed to date align with the priorities you have set for
your Administration.
This assessment would offer an opportunity to develop metrics and targets in each of the five
priority areas an effort that many City staffers expressed an interest in during our initial
conversations. And, would enhance the Citys ability to track progress, prioritize resources and
demonstrate impact over time, while enabling Bloomberg Associates to focus our work on
initiatives that will yield actionable and measurable results.
Principals Jay Carson and Adam Freed, both of whom have extensive experience in this kind of
initiative, could quickly complete the assessment. To kick this off, they would need a point person
to work with on your staff, who would ideally serve as the overall project liaison that we discussed
last week. I feel that this exercise would greatly accelerate and support our overall engagement.
Lets discuss at your earliest convenience.
All the best,
George Fertitta
CEO
CC:
Jay Carson
Adam Freed

Scope of Work Proposal

Oakland

PRIVILEGED AND CONFIDENTIAL MATERIALS

Bloomberg Associates

Table of Contents

TRANSPORTATION

SOCIAL SERVICES

SUSTAINABILITY

CULTURAL ASSETS MANAGEMENT

12

PUBLIC-PRIVATE PARTNERSHIPS

15

MARKETING, COMMUNICATIONS, MEDIA AND TECHNOLOGY

18

MUNICIPAL INTEGRITY

24

URBAN PLANNING

27

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Transportation

Bloomberg Associates Discipline Team:
Janette Sadik-Khan (Principal)
Andy Wiley-Schwartz
Seth Solomonow
Nick Mosquera

Oakland Project Lead(s):

Matt Nichols
Christine Daniel

Top Priorities:

Advise City leadership on the reorganization of existing departments to create a

new Department of Transportation (DOT)

Recruit a world-class director for the new DOT

Develop a strategic action plan for the new DOT

Compile a list of pedestrian- and cyclist-friendly street designs that can be

implemented within one year of the creation of the DOT

Develop a Mayors Fund for City Improvement that includes a strategic funding
plan with a focus on the Department of Transportation

Specific Deliverables:
1. Develop and launch strategic planning process

Develop employee and stakeholder engagement processes through workshops

and facilitated meetings to identify core issues and opportunities

Build matrix of issues/opportunities/ benchmarks/goals/partners

Develop priority actions for new department based on workshop feedback

process

With funding from Mayors Fund, work with consultant to produce, design and
print strategic plan report

Launch strategic plan with Mayor Schaaf and new Director of Transportation

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Transportation

2. Recruit new Director of Transportation

Consult with the City Administrators Office, the Human Resources Department,
and the Mayors Office on the position description, employment package and
staffing needs

Research priorities of regional transportation departments, transit departments,

advocates, and other key stakeholders to inform the Departments operational
and outreach requirements

Research national leaders in the transportation field and vet potential candidates

Conduct telephone and in-person interviews with shortlisted candidates

Preview short list with the City/Mayor and recommend a small number of
candidates for interview/decision by Mayor and the City Administrator

3. Develop quick-implementation projects for Oakland DOT

Consult with the Mayors office, Public Works and local advocates to develop a
short-list of pedestrian- and cyclist-friendly street designs that could be
implemented in less than one year in diverse neighborhoods

Review existing street design plans within Public Works to determine which shortlisted projects could be rapidly implemented once the DOT is online

Assess project-development capacity of existing Public Works employees and

expected DOT staff

Provide targeted assessments of specific, approved projects chosen for

implementation

4. Advise on and help develop Mayors Fund for City Improvement

Build partnership with BA staff that developed and ran Mayors Fund for NYC

Advise with City stakeholders on an appropriate process to develop fund

Help identify projects and development criteria for the fund

Assist with fund launch and startup campaign to include strategic plan for DOT

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Transportation

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Transportation, we have collectively identified the following:
Oakland Programmatic Milestones

Reorganize existing departments to create a new Transportation department

Select a new Director of Transportation
Develop a strategic plan for the Department of Transportation
Develop a Mayors Fund for City Improvement

Long-Term Metrics

Track the annual budget of the new DOT

Track the amount of public and private funding secured for Transportation
projects developed during the BA engagement
Track the amount of grant funding opportunities for the new Department

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Transportation

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Commitment of staff (in-house or consultant) to coordinate meetings and

interviews, and help facilitate meetings

Regularly scheduled video conferences or conference calls to provide an

update on project status and emerging issues

Direct access to senior leadership and staff for the duration of the project

Access to relevant data, research, and departmental staff

Scope of Work Proposal

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Social Services

Bloomberg Associates Discipline Team:
Linda Gibbs (Principal)
Tamiru Mammo
Clara Cezar de Andrade
Niiobli Armah IV

Oakland Project Lead(s):

Peggy Moore

Top Priorities:

Assist local governments who have accepted the White House My Brothers
Keeper (MBK) Community Challenge produce their Local Action Plan

Ensure the Local Action Plan reflects evidence-based initiatives that address
racial disparities among boys and men of color

Help local government departments facilitate dialogues across departments and

with key stakeholders

Specific Deliverables:
1. Work with the Mayors office to produce the Local Action Plan. This process includes
but is not limited to:

An inventory of existing programs and policies

A disparity report with indicators of the current status of outcomes for young men
and boys

Specific recommendations for the following Milestone areas outlined by the White
House:
o
o
o
o
o
o

All children enter school cognitively, physically, socially, and emotionally

prepared
All children read at grade level by third grade
All young people graduate from high school
All young people complete post-secondary education or training
All youth no longer in school are employed
All young people are safe from violent crime

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Social Services

2. Work with the Mayors office to release the Local Action Plan. This process includes
but is not limited to:

Communications and design related support for final document and release
events as well as implementation strategy consultation

3. Document findings and outcomes from workgroup meetings with local government
departments and key informant interviews with local stakeholders

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Social Services, we have collectively identified the following:
Oakland Programmatic Milestones

Release of MBK Location Action Plan

Hiring of MBK coordinator Mayors office/JPA
Implementation of core recommendations from report:
o
o
o

Data: establishment of comprehensive data tracking and management

system
Sustainable, Impactful Collaboration: creation of mechanisms to share
knowledge and leverage opportunities through shared accountability
Systems Change: shared framework for thinking about, and expressing,
race and its impact on young men of color

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Social Services

Long-Term Metrics
The following are the leading indicators for each of the milestones within the Oakland
Local Action Plan that we will track during our engagement:

Percentage of boys of color entering kindergarten ready to learn as measured

by Desired Results Development Plan (DRDP) (Milestone 1)
Percentage of Oakland Students reading at or above grade level by the end of
the third grade. Note: OUSDs goal is to increase this from 42% (2010-2011) to 85%
by the year 2020 (Milestone 2)
Percentage of Long-Term English Language Learners (six or more years in US
schools) reclassified as fluent. Note: OUSDs goal is to reach 50% by 2020
(Milestone 2)
Cohort graduation rate. Note: OUSDs goal is to reach 85% by 2020 (Milestone 3)
Percentage of high school students in Linked Learning Pathways. Note: OUSDs
goal is 80% overall and 100% for rising sophomores by 2020 (Milestone 3)
Percentage of African-American and Latino males with no out-of-school
suspension during the year. Note: OUSDs goal is 97% by 2020 (Milestone 3)
Percentage of young men of color who have graduated college five years after
high school. Note: the Oakland Promises goal is to triple the number of OUSD
college graduates between 2015 and 2025 (Milestone 4)
Percentage of African-American, Latino, Special Education, English Language
Learner (ELL), and Foster Youth students who meet the California College
admission requirements for a 4-Year university or college. Note: OUSD goal is 60%
by 2020 (Milestone 4)
Percentage of young men of color ages 16-24 employed (Milestone 5)
Number of young men of color who are victims of violent crime (Milestone 6)
Recidivism rate for young men of color (Milestone 6)
Number of young men of color incarcerated (Milestone 6)

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Direct, regular contact with senior leadership staff and key external stakeholders

Access to data from local government departments regarding health,

education, workforce development, and criminal justice outcomes for young
boys and men

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Sustainability

Bloomberg Associates Discipline Team:
Adam Freed (Principal)
Jacob Koch

Oakland Project Lead(s):

Dan Hamilton
Christine Daniel

Top Priorities:

Analyze the Citys GHG emissions data and potential mitigation actions to
develop a GHG cost abatement curve to identify the largest opportunities for
GHG reductions to guide future updates to the ECAP

Support the Citys desire to implement deep energy savings in its existing building
stock, including exploring the feasibility and development of several buildingoriented GHG reduction programs, including adopting an energy benchmarking
ordinance and launching a carbon reduction challenge program for targeted
building types

Develop quantitative sustainability goals and metrics (as part of the ECAP update
process) that could be integrated into a performance dashboard to help the City
prioritize future investments and policy actions, measure its progress toward
longer-term goals, and communicate with the public

Explore methods to measure street-level air quality and variability between

neighborhoods

Specific Deliverables:
1. Analyze the Citys GHG emissions data and potential mitigation actions to develop
a GHG cost abatement curve

Cost abatement curve quantifying the potential depth and breadth of GHG
reductions from targeted actions

Prioritized list of actions to reduce Oaklands GHG emissions, taking into account
ease of implementation and alignment with other City priorities, among other
factors

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Sustainability

2. Explore the feasibility and development of building-oriented GHG reduction
programs

Survey of existing energy benchmarking programs in other cities, highlighting

relevant practices and features for Oakland

Survey of existing building-based carbon challenge programs in other cities,

highlighting relevant practices and features for Oakland

Recommendations for design of benchmarking and/or carbon challenge

program(s)

Development of rollout and implementation strategy(ies)

3. Develop quantitative sustainability goals and metrics (in support of updates to the
ECAP)

Catalog and evaluate existing goals and metrics in Oaklands ECAP and other
relevant City policies and programs

Global survey of sustainability goals and metrics from leading cities

Recommendations for quantitative sustainability goals and metrics for Oakland to

enhance communications, measure performance, and help prioritize future
actions

Recommendations to institute ongoing metric tracking that can fit within existing
City performance tracking structures

4. Explore methods to measure street-level air quality and variability between

neighborhoods

Evaluation of available air quality monitoring data in Oakland and identification

of potential partnership opportunities

Additional deliverables possible, pending outcome of conversations with data

owners

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Sustainability

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Sustainability, we have collectively identified the following:
Oakland Programmatic Milestones

Develop a GHG cost abatement curve

Develop an energy benchmarking strategy
Introduce and adopt a Benchmarking Ordinance (if applicable)
Launch a building-oriented Carbon Reduction Challenge program
Adopt quantitative sustainability goals metrics

Long-Term Metrics

Measure citywide GHG emissions using both core and consumption methods
Measure per capita GHG emissions
Measure buildings-related GHG emissions
Track the decrease in GHG emissions through challenge program(s)
Measure the energy consumption in buildings covered by benchmarking
ordinance (if enacted)
Count the number of buildings and total sq. ft. of space benchmarking
energy use
Measure citywide concentrations of targeted air pollutants (depending on
scope of air quality work, if any)

10

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Sustainability

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Commitment of staff (in-house or consultant) to coordinate meetings and

interviews, and help facilitate meetings

Regularly scheduled video conferences or conference calls to provide an

update on project status and emerging issues

Direct access to senior leadership and staff for the duration of the project

Access to relevant data, research, and departmental staff

11

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Cultural Assets Management

Bloomberg Associates Discipline Team:
Kate Levin (Principal)
Tracey Knuckles

Oakland Project Lead(s):

Kelley Kahn

Top Priorities:

Build a greater infrastructure for arts and culture citywide, including a robust
strategy for preventing displacement and promoting affordability for artists and
creative industries

Increase the capacity and scope of impact of Oakland's Cultural Arts Unit,
including identifying stable funding sources to maintain dedicated and
adequate staff for the Units work program

Specific Deliverables:
1. Strategic Plan: Undertake an accelerated strategic planning process with the
following objectives:

Informing the strategic repositioning of the Cultural Arts Unit within City
government to broaden engagement and leverage additional resources,
including a focus on the Units role and responsibilities relative to other City
departments and city-owned cultural facilities such as the Malonga Casquelourd
Center for the Arts and Oakland Asian Cultural Center

Assessing collaborative opportunities with public art, cultural funding program

grantees/local arts organizations, and city planning, economic development,
marketing, parks and recreation departments and tourism bureau

Advising on the search for the new Cultural Arts Manager and once appointed,
assist in the pursuit of priorities outlined in the strategic plan

Identifying implementation steps and potential funding sources to support the

recommendations from the Mayors Artist Housing and Workspace Task Force on
strategies to stem artist displacement

Evaluating and making recommendations about the potential need, purview

and organizational structure of an Arts Commission, including the necessary
staffing to support such a Commission

Consider strategies to streamline and accelerate contracting and procurement

for Cultural Arts Unit projects and grantees

Identify approaches to improve interaction with the City Council and strategic
engagement of advisory committee(s) around priorities for arts and culture

12

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Cultural Assets Management

Evaluating current and prospective funding sources within and outside of City
government that are reliable, consistent and adequate to staff the Units work
program

2. Cultural Plan: Work with the Cultural Arts Unit to develop ideas and work scope for its
Cultural Plan as supported by the NEA Art Works grant and help identify additional
funding sources to support the work
3. Public Art: Work with Bloomberg Associates Urban Planning Team to identify
strategies and funding to create large-scale, creative, signature public arts projects
in key areas in Oakland
4. Arts & Marketing Strategy: With Bloomberg Associates Tourism and Marketing
practice, advise on enhancing Oaklands identity as a vibrant, diverse creative
community
5. Cultural Districts: Advise on the potential for cultural district(s), including standards
and criteria in areas such as the recently adopted Downtown Black Arts Movement
and Business district, KONO/ Uptown Arts district, East Oakland San Antonio, and
around the Oakland Museum - to preserve extant cultural assets and contributing
communities
6. Identify a portfolio of land use, zoning, and financial tools to help create and retain
affordable art spaces, particularly in cultural districts
7. Calvin Simmons Theater: Provide guidance on governance models, programming,
and community engagement strategies for the Calvin Simmons Theater

13

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Cultural Assets Management

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Cultural Assets Management, we have collectively identified the
following for our client:
Oakland Programmatic Milestones

Select new Cultural Arts Manager

Create land use policies and incentives for development and retention of
creative workspace and other cultural uses
Launch a coordinated tourism and marketing strategy on arts and culture
Launch work on a Cultural Plan and secure additional funds

Long-Term Metrics

Measure increase in applications for Cultural Arts funding

Measure the number of units/square footage of creative workspace
developed or retained in Oakland

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Direct, regular contact with senior leadership including the opportunity to

direct/comment on strategic policies and initiatives prior to dissemination to other
departments and/or the public

Access to all applications, data, research and stakeholder lists with respect to
funding, public art, and policy goals and directives for the Cultural Arts Units

An overview of Oakland nonprofit cultural organizations both private and in cityowned facilities
14

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Public Private Partnerships

Bloomberg Associates Discipline Team:
Kate Levin (Principal)
Megan Sheekey
Tracey Knuckles

Oakland Project Lead(s):

Jose Corona
Tomiquia Moss

Top Priorities:

Establish a nonprofit vehicle to facilitate public-private partnerships for the City of

Oakland

Raise awareness for priority needs and innovative programs serving Oaklanders,
especially among the philanthropic community

Specific Deliverables:
1. Help to create a structure for a new nonprofit vehicle to facilitate public-private
partnerships
2. Research potential conduits and fiscal sponsors for consideration
3. Advise on policies, guidelines and best practices, including selection of initiatives
for funding, tracking allocated monies, and monitoring progress toward
deliverables
4. Assist leadership with start-up needs, including organizational goals, staffing
decisions, proposal processes and priority projects for fundraising
5. Counsel on communications, including alignment with the Citys overall strategy,
and outreach to donors, residents, project partners, and other key stakeholders,
with particularly sensitivity to the need for transparency
o

Effectively and accurately communicate this initiative to stakeholders:

citizens, donors, government employees, and the press

15

Bloomberg Associates
Scope of Work: Public-Private Partnerships

(as of July 13, 2016)

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Public-Private Partnerships, we have collectively identified the following:
Oakland Programmatic Milestones

Develop a nonprofit vehicle (through fiscal sponsor) to support unique publicprivate partnerships for the City of Oakland
Recruit board of advisors and develop staffing structure, so projects are
delivered according to government needs and donor expectations
Establish policies and procedures for day-to-day operations
Develop a slate of compelling projects in close coordination with City
departments that are fully aligned with the Mayors vision
Identify donors and project partners to enable privately-funded public
programs
Deliver projects that strengthen the Oakland city government, leverage
public resources, and serve the needs of residents

Long-Term Metrics

Track the amount of contributions raised (cash and in-kind)

Increase the number of programs/services launched with private support
Document public resources leveraged in conjunction with public-private
programs
Evaluate programmatic outcomes to ensure effective, efficient use of
resources and determine future investment

16

Bloomberg Associates
Scope of Work: Public-Private Partnerships

(as of July 13, 2016)

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Direct, regular contact with senior leadership, including legal counsel, and the
opportunity to direct/comment on strategic policies and initiatives regarding
public-private partnership efforts

An overview of the Citys history with facilitating and/or accepting private funds

17

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

Bloomberg Associates Discipline Team:
Marketing
George Fertitta (Principal)
Ernesto Freire
Margo Yates Martinez

Oakland Project Lead(s):

Marketing
Natalie Alvanez
Mark Sawicki

Communications
Jay Carson (Principal)
Ernesto Freire

Communications
Erica Terry Derryck
Karen Boyd
Harry Hamilton

Media and Technology

Katherine Oliver (Principal)
Todd Asher
Shaina Horowitz

Media and Technology

Mai-Ling Garcia
Jose Corona
Karen Boyd
Marisa Raya

* Both parties mutually agreed to generate this multi-discipline SoW due to overlap of project goals, staff and resources.
Project leads for each deliverable have been identified below.

Top Priorities:

Develop Citywide communications protocols and best practices to enhance the

ability of the Mayors Office and the City Administrators Office to be more
proactive in receiving and disseminating important information to internal and
external stakeholders

Increase public access and build on existing digital initiatives to foster greater
inclusion, bridge the digital/analog divide, and find opportunities to improve City
services

Audit existing City data portals and develop strategies to enhance data
collection and incorporate metrics into communications messaging

Explore opportunities to facilitate improved coordination and support between

marketing, cultural arts, communication, tourism, and economic development,
and potentially recommend new processes and resources that would enhance
communications functions

Develop a holistic marketing strategy to promote Oaklands assets/opportunities

that integrates the Citys communications plan, economic development
strategy, and Visit Oaklands promotional efforts under one well-coordinated,
cohesive approach

Create marketing and/or communications platforms that help raise awareness

and build economic support for neighborhoods outside of the traditional tourism
corridor
18

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

In coordination with the Bloomberg Cultural Assets Management team, create a

marketing and communication plan specific to arts and culture that includes the
Citys efforts to support and stabilize cultural assets and the arts community

Specific Deliverables:
1. Review PIO/Department reporting and recommend new administration-wide
communications processes

New recommendations will assist Oakland Communications staff in being fully

briefed on all Department activities/press opportunities with advance notice

Position Oakland Communications staff to proactively respond and/prepare

before any public-facing announcements

BA Leads: Jay Carson, Ernesto Freire

Oakland Leads: Erica Terry Derryck, Karen Boyd, Harry Hamilton
2. Conduct assessment of communications and media channels available for City use
and develop strategic plan to maximize impact and reach

Audit and catalog all internal and external channels

Make recommendations for content and delivery improvements

Identify civic website best practices and share related examples with particular
focus on enhancing the Citys communications programs

BA Leads: Ernesto Freire, Todd Asher, Shaina Horowitz

Oakland Leads: Karen Boyd, Erica Terry Derryck, Harry Hamilton, Mai-Ling Garcia
3. PIO and staff training seminars on communications and social media best practices

Launch of ENGAGE social media training session, expanded to include

communications 101 tutorialincluding on-camera training and message
development and deliveryfor appropriate PIO officers and other Department
staff

Review of Citys existing Social Media Council and administrative protocols and
exploration of opportunities for improvement based on BAs Social Media
Advisory and Research Taskforce (SMART) model; identify opportunities to
enhance administration-wide protocols and develop new digital strategies

BA Leads: Katherine Oliver, Todd Asher, Shaina Horowitz, Ernesto Freire

Oakland Leads: Mai-Ling Garcia, Michael Hunt, Karen Boyd

19

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

4. Assist in creating a Techquity Roadmap and explore incentives for social enterprises

Help the City develop a Techquity Roadmap for Oakland companies that
provides examples, resources, and encouragement for companies to improve
diversity in their businesses. This should include greater visibility of training/hiring
pipelines to increase diversity, increase their procurement from Oakland suppliers,
and support and engagement with community-based organizations and schools

Advise on marketing strategies for Techquity, including a Techquity Pledge,

ways to highlight the companies, business owners and practices that are leading
the way, and the Citys ability to support, promote and attract diverse tech
company founders

Explore policy interventions (i.e. tax and fee waivers, city recognitions or other
incentives) to define, recognize, and support social enterprises and companies
that have a significant positive impact on disadvantaged communities

BA Leads: Katherine Oliver, Todd Asher, Shaina Horowitz

Oakland Leads: Jose Corona, Mai-Ling Garcia, Marisa Raya
5. Develop marketing and promotional opportunities to support neighborhoods
beyond the City center, and economic development efforts

Create collateral materials that highlights activities and unique aspects of

Oakland neighborhoods that can be used for promotional initiatives

Explore developing a local pride/vibrancy program through communications

tools (i.e. Neighborhood x Neighborhood campaign model), leveraging outdoor
media/advertising, and Made in Oakland messaging

Explore development of industry-vibrancy campaign (Made in Oakland-model)

to support the makers movement and regional efforts to support local
manufacturing and retail

Work with Economic Development to create an Investing in Oakland

recruitment brochure that outlines key incentives and opportunities

BA Leads: Katherine Oliver, Todd Asher, Shaina Horowitz, Ernesto Freire

Oakland Leads: Erica Terry-Derryck, Natalie Alvanez, Mark Sawicki, Karen Boyd
6. Assist as needed with the search and selection of the Economic Development
Marketing Manager position

Share insights and provide recommendations during the current search process

Explore opportunities for collaboration between the Economic Development

Marketing Manager, Visit Oakland, and the Citys culture management team

BA Leads: George Fertitta, Ernesto Freire, Margo Yates Martinez

20

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

Oakland Leads: Natalie Alvanez, Mark Sawicki, Karen Boyd
7. Assist Visit Oakland in the development of an industry economic impact study

Provide language and criteria to be included in the RFP

Assist in evaluation of RFP proposals and final selection

BA Leads: George Fertitta, Ernesto Freire, Margo Yates Martinez

Oakland Leads: Natalie Alvanez, Mark Sawicki
8. Conduct thorough analysis of Oaklands sports tourism landscape on behalf of Visit
Oakland to identify strengths, weaknesses, and opportunities both domestically and
internationally

Create strategic plan for hosting sports events that drive tourism and spur
economic impact based upon analysis findings; particular focus will be given to
identifying events that align with interests of Citys residents, have support from
local business leaders and Oakland-area influencers, and address hotel need
periods

Review structure of current events to maximize participation by regional and outof-state travelers to drive overnight stays and new spending

Aid in the creation of an incentive package for local attractions and dining
options that could be provided to local hotels conducting sports-focused sales

BA Leads: Mike Hopper, George Fertitta, Ernesto Freire, Margo Yates Martinez
Oakland Leads: Natalie Alvanez
9. Provide insights and guidance to help identify roles, responsibilities, and potential
partner organizations and/or vendors to help realize the Digital Front Door project

Supporting staff is needed in the areas of web content writing, front-end

development, user experience/interface, and visual design

BA Leads: Katherine Oliver, Todd Asher, Shaina Horowitz

Oakland Leads: Mai-Ling Garcia, Harry Hamilton, Karen Boyd
10. Provide reviews and recommendations of digital tools the City is considering or
could potentially use to augment community engagement program
BA Leads: Ernesto Freire, Todd Asher, Shaina Horowitz
Oakland Leads: Kiran Jain, Karen Boyd, Mai-Ling Garcia

21

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
For this multi-discipline Scope of Work, we have collectively identified the following:
Oakland Programmatic Milestones

Implementation of new communications rules of engagement

Launch of ENGAGE training session
Publication of Techquity Manifesto
Creation of Invest in Oakland recruitment brochure
Creation of neighborhood collateral materials
Assist in the hire of an Economic Development Marketing Manager
Launch of neighborhood-centric marketing, communications campaign(s)
Host communications training sessions for appropriate City personnel
Develop an Administration-wide strategic plan to improve and maximize use
of City communication resources and channels
Securing of new sponsors and underwriters for Visit Oakland

Long-Term Metrics

Measure the increase in City employees subscribed and/or receiving City

communications
Track the increase in engagement on City-controlled social media channels
(i.e. likes, comments, tweets, retweets)
Track increase in number of visitors, subscribers, and open/click rates for
external communications (i.e. website, social media channels)
Track the # of new small businesses opened
Track the increase in sales and business receipts
Measure the increase in consumer spending for promoted neighborhoods
Measure the increase in visitor spending and economic impact
Track the % increase in leisure and hospitality jobs
Track % increase in workforce diversity in tech community

22

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Marketing, Communications, Media and Technology

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Commitment of staff (in-house or consultant) to coordinate meetings and

interviews, and help facilitate meetings

Regularly scheduled video conferences or conference calls to provide an

update on project status and emerging issues

Direct access to senior leadership and staff for the duration of the project

Access to relevant data, research, and departmental staff

23

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Municipal Integrity

Bloomberg Associates Discipline Team:

Rose Gil Hearn (Principal)
Jaime Lavin
Spencer Nelson

Oakland Project Lead(s):

Mai-Ling Garcia
Deborah Barnes

Top Priorities:

Expand and improve Oaklands open data framework

Strengthen civil society and government engagement with Oaklands online

resources

Specific Deliverables:
1. Inventory Oaklands existing public and non-public datasets
2. Gather best practices for open data portals in other cities
3. Identify high priority datasets
4. Create a roadmap for equitable and measurable community outreach and
engagement with civil society
5. Advise on administrative policies governing data management and publication
6. Support implementation of the Open Contracting Data Standard within
Oaklands procurement systems (on hold until 2017)
7. Improve the Public Ethics Commissions website to enhance user experience and
better leverage its existing content (completed)

24

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Municipal Integrity

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In Municipal Integritys area, we have collectively identified the following:
Oakland Programmatic Milestones

Develop a coherent system for managing, maintaining and publishing data

on a public platform
Create a plan for engagement with civil society, especially the civic tech
community
Make Oakland the first US city to fully implement the Open Contracting Data
Standard (OCDS)

Long-Term Metrics

Track the number of dataset views

Track the number published datasets
Monitor the number of automatically updating datasets
Track the number of departments publishing data
Track the number of departments with automatically updating datasets
Track the number of published contracts meeting OCDS standards
Track the number of bidders viewing City bidding opportunities
Track the number of bids submitted for City contracts
Monitor the decreases in year-over-year costs for City contracts

25

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Municipal Integrity

Resource Requirements
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Commitment of staff (in-house or consultant) to coordinate meetings and

interviews, and help facilitate meetings

Regularly scheduled video conferences or conference calls to provide an

update on project status and emerging issues

Direct access to senior leadership and staff for the duration of the project

Access to relevant data, research, and departmental staff

Scope of Work Proposal

26

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Urban Planning

Bloomberg Associates Discipline Team:
Amanda Burden (Principal)
Robin Reid
Alice Shay
Clara Cezar de Andrade

Oakland Project Lead(s):

Rachel Flynn
Christina Feracanne

Top Priority:

Collaborate with the City of Oakland to help catalyze the transformation of

Broadway and Webster Street I-880 underpasses into exciting, attractive, safe,
and authentically Oakland gateways that better connect Downtown and
Chinatown with Jack London Square.

Establish the Broadway and Webster underpasses as models for the

transformation of the many other underpasses created by I-880 and I-980
throughout Oakland.

Specific Deliverables:
1. Facilitate the projects Kick-off Meeting which will convene key staff and
stakeholders for the first time to align on a timeline, milestones and
roles/responsibilities and next steps. Participants will serve as members of a
Stewardship Committee that will review an RFP and will play important roles to
advance the project.
2. Craft a Request for Proposals (RFP) to solicit a multi-disciplinary Design Team that
will deliver detailed designs and potentially construction drawings for the
Broadway and Webster Street underpasses as well as a conceptual design
strategy for the other I-880 underpasses. BA will work with the City to shepherd
the RFP through the selection of the Design Team.
3. Develop a presentation, narrative and other materials to help the City win
project supporters and secure funding for implementation of the new designs for
the underpasses.

Metrics
Bloomberg Associates is committed to measuring the impact and the success of both
our client cities and the residents they serve. At the outset of our engagement, we will
work with our City counterparts to establish:
a) Programmatic milestones
b) Long-term metrics to track the impact of our work
27

Bloomberg Associates

(as of July 13, 2016)

Scope of Work: Urban Planning

By identifying specific milestones and metrics, we can define clear outcomes for the
next year while setting the stage to measure the impact of our work over time.
In the area of Urban Planning, we have collectively identified the following:
Oakland Programmatic Milestones

Convene the Stewardship Committee and facilitate the projects Kick-Off

Meeting
Develop and issue the RFP
Develop a presentation, narrative and other materials to build support for the
project and attract funding for implementation.

Long-Term Metrics

Increase the number of bicyclists and pedestrians passing through at all hours
Improve the opinion of the underpasses by residents and nearby businesses
Increase the number of patrons in near-by stores and restaurants
Reduce the amount of trash under the underpasses and in the vicinity of them
Increase light levels under the underpasses and in the vicinity of them
Track the project- implementation funding secured over the life of the projects

Resource Requirements:
In order to facilitate the objectives of the Scope of Work, the City shall provide the
Associates team with:

Commitment of staff (in-house or consultant) to coordinate meetings and

interviews, and help facilitate meetings

Regularly scheduled video conferences or conference calls to provide an

update on project status and emerging issues

Direct access to senior leadership and staff for the duration of the project

Access to relevant data, research, and departmental staff

28