Exhibit 1 - WABA’s Annual Assessment Report 2025-26
In 2026, WABA will build on our theme—carrying consistent messaging across all platforms while strengthening partnerships, growing Webster Park as a community destination, and advocating for a safer, cleaner, more vibrant West Alameda business district. 1) Communications & Messaging
Goal
Maintain consistent “A District Designed to Discover” storytelling that highlights collaboration, local business, and community impact.
Key Actions
• Align event promotion, partner spotlights, and district updates under the 2026 theme • Cross-promote partners and events through WABA channels (email, social, website, and district signage where applicable)
• Incorporate consistent district-friendly language
• Capture and share outcomes: attendance, partner participation, merchant impact, and community stories
Deliverables
• Unifi ed 2026 messaging language for posts, newsletters, and event promotions • Monthly/bi-monthly content rhythm featuring businesses, community partners, and upcoming activations
2) Support & Partner on Established “Events on Webster” Goal
Grow attendance, visibility, and merchant participation for signature, West End–distinct events on Webster Street. WABA currently supports seven partner-led activations unique to the district—together drawing 25,000+ attendees—and will continue to expand their reach, strengthen cross-promotion, and increase the benefi t to Webster Street merchants.
West Alameda Business Association
2026 Work Plan
Theme: A District to Discover
WABA Role
• Marketing support and district-wide amplifi cation
• Financial support (through sponsorship funds raised to support events) • Coordinate as needed on logistics, permitting, and community alignment 3) Grow Events in Webster Park
Goal
Expand Webster Park into a reliable home for inclusive, community-driven programming that supports local commerce and celebrates West Alameda culture.
Encouraged Program Types:
Live music and acoustic concerts; vintage and makers markets; chalk walks and kid art days; theatre perfor- mances; outdoor yoga and wellness; poetry, storytelling, and open mics; pet parades and mini movie nights; Pride pop-ups and Día de los Muertos activations; solstice celebrations; zine fests and record swaps; plant pop- ups; cultural dance nights; silent discos; art installations; and tabletop game meet-ups.
Large-Scale Webster Street Event
During 2026, WABA will research and develop an RFP to solicit experienced event producers to design and deliver a large-scale signature event on Webster Street (Taylor to Haight) with the potential to draw thousands to the district.
This effort is intended to launch mid-construction during the Oakland-Alameda Access Project, creating a posi- tive, destination-worthy reason for island residents (and regional visitors) to come out, shop, dine, and gather in the West End.
4) Networking & Partnership Development
Goal
Strengthen collaboration among merchants and nonprofi ts to support shared community and commerce outcomes.
Key Actions
• Develop a committee of West End Business Leaders, to plan, organize and present quarterly networking meetings for businesses, nonprofi t and community partners • Use meetings to build cross-promotions, identify shared needs, and coordinate joint programming • Track partnership outcomes (introductions, collaborations, sponsorships, shared campaigns) Deliverables
• Four quarterly networking gatherings with notes and next steps • A running partnership pipeline of collaborators and event/program leads 5) Advocacy & District Improvements
Goal
Represent district needs and advance improvements that support safety, access, beautifi cation, and business vitality.
A) Oakland-Alameda Access Project
Key Actions
• Monitor updates, share information with district stakeholders, and advocate for access/business considerations
• Participate in meetings/communications as needed to ensure WABA voice is included B) Urban Canopy & Public Health Partnership
Urban Canopy, Streetscape & Public Realm Improvements
Partner: 100K Trees Foundation — Planting Our Future initiative Key Actions
• Support urban tree planting to increase canopy in under-treed and underserved West End areas • Amplify public health education and community participation tied to planting efforts • Establish an exploratory Streetscape Master Plan Committee to identify priority corridors, near-term wins, and long-term public realm goals (shade, seating, lighting, wayfi nding, cleanliness, curb appeal) • Partner with the City and foundation partners to identify funding sources for long-term urban landscape renewal projects (grants, sponsorships, capital planning), and connect these improvements to economic developmentoutcomes—because welcoming, well-designed public spaces help people feel safe, stay longer, and support local businesses
C) Safety & Operations
Key Actions
• Continue coordination with law enforcement on safety issues, double parking enforcement, and business concerns
• Continue coordination with Public Works on street cleaning, beautifi cation, and long-term planning priorities, aligning day-to-day maintenance with longer-range streetscape goals D) Parking & EV Charging
Key Actions
• Advocate for practical parking solutions and clear communication around changes • Support planning and implementation of electric charging stations in the district E) Economic Development & Small Business Support
Key Actions
• Partner on programs that promote small business and build on successful collaborations • Advocate for funding and support for façade improvements and infrastructure upgrades • Strengthen communication and coordination with Planning, Building & Safety, and Finance 6) Social Media & Content Strategy
Goal
Strengthen WABA’s digital presence with consistent district storytelling, higher-impact collaborations, and clear calls-to-action that convert awareness into participation (events, newsletter sign-ups, memberships, website visits).
A) District Member Content Readiness
Key Actions
• Build/maintain a District Member Media Kit intake (contact + photo request + collab permission) • Make “collab-ready” guidance simple and repeatable for busy businesses (what to post, what to tag, what to send WABA)
B) Tools & Templates to Keep Us Consistent
Key Action (ongoing)
• Implement and share WABA’s Style Guide and Best Practices Doc with members and partners to maintain consistent district messaging, encourage collaboration, and educate businesses on how to use these tools to promote their business across WABA channels and their own platforms.
Additional Key Actions
• Add Style Guide + templates into Canva and CapCut so content creation stays on-brand and fast • Establish a basic “WABA post structure” so content feels cohesive across platforms C) Collaboration System + What We Learned in 2025
Create a Collaboration Tracker and Track
• Partner/business, deliverables, post dates, reach/engagement, attendance impact, and follow-up opportunities.
Key Actions
• Use the tracker to identify repeat “high-performing” partners and build recurring collabs • Create a lightweight collab menu: Spotlight Reel, Partner Giveaway, Event Preview, Day-Of Stories, Post-Event Recap
D) Content Capture & On-the-Ground Rhythm
Key Actions
• Twice per month: capture photos and short videos, coordinate easy collabs with business owners • Prioritize “West End lifestyle” content: people & pets, candid moments, storefront energy, park life • Continue West is Best Reel Spotlight and highlight parks and public spaces E) Planning Ahead: Calendar + Pre-Built Assets
Key Actions
• Maintain a calendar of holidays and key district moments so WABA can pre-create Canva templates and copy
• Build a quarterly batch workfl ow: create templates/captions in advance, then customize per business and event
F) Website + Content Library
Key Actions
• Update the WABA website with photos and videos from events (a living portfolio of district energy) G) Clear Calls-to-Action
Regularly invite people to:
• Bring your event to Webster Park
• Sign up for the newsletter
• Become a WABA member
• Follow WABA on Instagram
• Visit the WABA website for updates and event listings H) Community Storytelling Series (Collabs)
Key Actions
• Monthly West End History post in collaboration with Alameda Post + History Museum • Spotlight series: West End Pets (short videos/photos featuring local legends and “shop dogs”) • Collabs & fundraisers for nonprofi ts (connect activations to community impact and shared values) 2026 Success Measures
(Simple, Trackable)
• Increased event participation and stronger merchant
tie-ins (specials, collaborations, cross-promos)
• More frequent, consistent programming in Webster Park (with repeatable series emerging)
• Stronger business/nonprofi t collaboration via quarterly networking + resulting partnerships
• Visible progress/ongoing coordination on safety,
cleaning, beautifi ation,access, parking, and EV infrastructure Sustained, consistent storytelling
across all channels
WEST ALAMEDA BUSINESS ASSOCIATION
YEAR END REPORT
Executive Summary
Who We Are
The West Alameda Business Association (WABA) champions the economic success and cultural vitality of the Webster Street corridor and surrounding neighborhoods. We serve as a convener, advocate, and resource hub for local businesses—helping foster a vibrant, inclusive, and welcoming district.
In 2025, WABA strengthened West Alameda through district-wide activations, direct business support, strategic partnerships with the City and community organizations, and ongoing advocacy for a cleaner, safer, more connected commercial corridor. Our work emphasized relationship-building, stronger visibility for local businesses, clearer communications, improved digital tools, and place-making that supports long-term economic resilience.
Webster 150 Street Banner Project
Challenge
Celebrate a major milestone while strengthening district identity and year-round visibility—without relying on one event or one paid campaign.
Approach
Turn the street into the celebration. WABA installed a cohesive banner series that made Webster Street feel “alive” all year, using bold color, West End–inspired imagery, and expressive typography.
Result
The banners functioned as both place-making and marketing—brightening the corridor, reinforcing brand consistency, and generating daily impressions. As a repeatable model, banners extend the life of campaigns and encourage organic sharing through everyday foot traffic. 2025
An Impactful Year
Activations
Drove regional visitation and strong time-in-district
Marketing
Raised baseline performance and delivered major spikes
Partnerships
• Connected merchants
• City partners
• Community organizations
• Sponsors
Advocacy & place-making
Improved the day-to-day district experience
Fiscal health
Maintained the mandated reserve and invested for
measurable impact
The “outing” effect (what the data tells us)
Challenge
Move beyond “attendance” to understand whether activations create meaningful district activity that supports multiple businesses.
Approach
Use Placer.ai indicators—dwell time, visitor origins, and repeat visitation—to assess depth of engagement, not just volume.
Result
Average dwell times of 77–87 minutes typically signal “outing” behavior: strolling plus multiple stops across food, retail, and services. Visitor origins show a strong local core with regional reach—about 40% from Alameda (94501), with Oakland as a consistent secondary market and a broader East Bay mix beyond these communities. Finally, the Farmers Market’s frequency operates as a weekly “heartbeat,” reinforcing habit-based visitation while seasonal peaks amplify destination visibility.
Signature Activations & District Impact.
The District’s Largest Activations–(Placer.ai & Economic Lift) In 2025, WABA’s largest activations functioned as both community experiences and economic drivers—bringing regional visitors into the district and supporting longer stays.
Year-round draw
(Tue & Thur)
Sustained foot
traffic with significant
out-of-market visitation
Strong repeat
visitation
(1.8 days in market)
A reliable weekly reason
to visit, supporting retail,
food, and services
Benchmark based
estimates
Witchfest + Yule
Combined
$0.8M–$1.3M
estimated direct spending
(out-of-market visitors)
Farmers Market
Multi-million dollars in
direct shopper spending
over the season
(benchmark-based)
Seasonal and
regional draw
Strong out-of-market
visitation
Extended
time-in-district
(77–87 minutes
on average)
Reinforced West
Alameda as a destination
for seasonal experiences
and business discovery
Farmers Market Witchfest & Yule Economic Lift
Howl-O-Ween Pet Parade
Challenge
Cut through the noise on a limited budget.
Approach
Create a low-barrier, high-delight event designed for photos, families, and easy participation—built for sharing.
Result
The parade became a district-wide megaphone. By centering families, pets, and joyful participation, Howl-O-Ween sparked contagious sharing and neighborhood pride—extending impact well beyond the parade route. It remains a repeatable model: high joy, high visibility, strong connection to local businesses.
Additional Activations & Community Moments
These programs strengthened district identity, supported daytime visitation, and created high-share community moments.
Webster Wellness Walk
Recurring health &
foot-traffic touchpoint.
Howl-O-Ween Pet Parade
Family/pet participation &
high social sharing.
Small Business Saturday
Concentrated shop-local
moment for merchants.
Webster 150 visibility moments
Banners and signage reinforcing
district identity.
Communications & Marketing
What changed in 2025
Staffing
WABA formally engaged AJ
Leighton Creative as our
marketing and design arm,
and Heidi Bennett as Social
Media Specialist.
Content model
We shifted to collaboration-first
publishing. Merchants, creators,
and partners co-published
content and shared to their own
networks (distributed reach).
1 2 Days of Alameda
Challenge
Drive island-wide holiday shopping momentum that translates into measurable action—while keeping participation simple for merchants and engaging for shoppers.
Approach
Partnered with the City of Alameda and Downtown Alameda Business Association on a theme-driven campaign (Nov. 29–Dec. 10). Daily themes highlighted business categories. A simple ticket mechanism encouraged discovery: shoppers collected tickets at participating businesses and entered to win one of 1 2 giveaway bundles featuring local gifts and experiences.
Result
The campaign delivered both scale and trackable engagement—1 1 2 participating businesses and 2,000 tickets redeemed—with strong island-wide visibility through coordinated storytelling. As a repeatable model, it shows how clear themes + low-barrier participation + built-in incentives can drive discovery, repeat visits, and tangible support for local business.
Newsletters
Event announcements, weekend
guides, merchant spotlights,
district updates, partner resources,
and seasonal shop-local pushes.
Webster 150 banners
Year-long identity and
visibility initiative.
1 2 Days of Alameda
A holiday “shop local” campaign
that kept Webster Street top-of-
mind throughout December with
daily reasons to visit (features,
specials, gift ideas, community
moments) across social and
newsletter content.
Website (Phase Two)
Improved access to district
resources (directory, maps,
resource pages, event listings).
Marketing & Communications Deliverables
Partnership Posts That Became a District Megaphone
Challenge
Grow reach without relying on paid media—while keeping content authentic, useful, and community-forward.
Approach
Use partner-powered storytelling: co-created posts with trusted organizations and recognizable community voices—so the message travels through accounts people already follow, value, and share.
Result
Partner posts consistently delivered out-sized reach because they offered real community value (joy, wellness, access, and local pride), not “marketing.” Baseline at start: 200–900 views per post. New baseline: Spring/Summer 2K–6K+ views as typical performance. Peak performance: 6 1.7K views.
Conclusion: WABA doesn’t just “post content”—it activates a distribution network. Partnerships functioned like a district megaphone, raising the baseline from hundreds to thousands of views and creating predictable spikes without paid spend. The strategy is scalable: keep building partner-led storytelling around high-value community moments, and the district’s reach—and real-world turnout—keeps compounding.
Business Support & Member Engagement
What we set out to do.
Provide consistent, practical support to member businesses through communication, one–on–one assistance and promotion.
What we accomplished
• Promoted businesses through newsletters, social content, and district-wide “what’s happening” posts. • Increased visibility through collaboration posts and co-publishing. • Supported onboarding and connection-making across the district. • Served as a practical problem-solving and referral hub for day-to-day challenges.
High-performing examples
• Kitten Yoga with FAAS/Svastha — 1 2.5K views.
• Calafia EBT “come get a meal” reel with Calafia/Alameda Post — 16.7K views. • Alameda Post Neptune Market new owners feature — 2 1.7K views.
Peak visibility moments (holiday season):
• Yule Midwinter Market — 6 1.7K views.
• Coven of Stitches Giving Tree carousel — 9,339 views. • Friends of the Alameda Animal Shelter sponsored adoptions week — 8,263 views.
Repeatable pattern
When WABA amplifies authentic, community-forward stories with the right partners, the community extends district visibility far beyond our own channels.
Oakland Alameda Access
Project & Construction Overlap
Challenge
Overlapping infrastructure projects are creating a “stacking effect” that threatens access, visibility, and day-to-day commerce—especially as the OAAP enters a multi-year construction window.
Approach
WABA raised early concerns and stayed engaged in planning. We advocated for clear construction communications, pushed for public forums, and shared practical updates for businesses and residents. In parallel, we began shifting marketing and partnership investments to prepare for access and travel-pattern changes.
Result
WABA consistently advocates for district businesses with the City and project partners.
In 2026, WABA will work with the City, Caltrans, and Alameda County Transportation Commission to expand visibility strategies that keep local businesses top-of-mind during construction—and partner with the City to mitigate overlapping projects, minimizing impacts to access, parking, and daily operations.
District Improvements, Partnerships,
Advocacy & Place-Making
District enhancements & place-making
• Activated public space (Webster Park, banners, seasonal identity moments). • Coordinated beautification and maintenance to improve daily district experience. • Delivered programming that reinforced pride, vibrancy, and a welcoming public realm.
Advocacy & civic engagement
• Represented member interests in City meetings and planning conversation. • Elevated core concerns: parking, cleaning, safety, vacancies, and construction impacts. • Advanced practical solutions through ongoing coordination.
Strategic partnerships
• Ongoing coordination with City departments and key stakeholders. • Joint initiatives supporting events, communications, and district improvements. • Sponsor and in-kind partner contributions that extended impact.
Financial Overview
WABA’s investments prioritized visibility, partnerships, and programming that generate economic activity far beyond the organization’s operating budget.
Alignment
Investments directly supported
sustained visibility gains, event
performance, and broader
economic development benefits.
Primary Revenue Sources
BID funds, Economic Development
grants, Associate Member fees,
and limited sponsorship support.
Major Expense Categories
Marketing, communications,
and partnership support
(including vendor/contract
services where applicable).
Fiscal Health
Maintained the mandated
$75,000 reserve.
“Replenish Marketplace chose Webster Street because of
its rich history and the district’s diverse, vibrant mix of residents and businesses. We love that people walk, bike, and take the bus to the West End—and that this community shows up for its local businesses with real loyalty.”
Laria & Stephen Pippen
Owners
Replenish Marketplace
Cleanliness & Maintenance Vendor Transition
(AIM to Please)
Challenge
Cleanliness and maintenance ranked among top concerns in WABA’s business survey, but WABA does not control the maintenance budget. The City manages contracts on a 3–5 year cycle. After years of inconsistent service, the district needed a reset.
Approach
WABA partnered with the Downtown Alameda Business Association and the City’s Public Works Department to help identify and select a new vendor during the City process. AIM to Please—a minority-owned, San Francisco–based firm—was awarded the contract with clear expectations for responsiveness and on-the-ground communication.
Result
Conditions improved because issues were addressed in real time instead of piling up. AIM to Please is visible, approachable, and relationship-driven—resulting in a cleaner, better-cared-for district and a repeatable model for how WABA can drive operational improvements through collaboration, even without direct budget control.
OPENINGS
10 CLOSURES
5 OCCUPANCY TREND
Stable
Acknowledgments
WABA thanks the Alameda City Council, City Manager’s Office, Economic Development and Community Services, Alameda Police, Public Works, Planning, and Finance for their ongoing support of the business community. This work is only possible through strong collaboration between the City, local businesses, and community partners—and we’re grateful for the leadership and staff who help move this district forward.
As we move into 2026, WABA understands that strong districts require sustained partnership, clear communication, and shared commitment—and we look forward to continuing this work together.
www.westalamedabusiness.com
@westalamedabusiness
Statement of Financial Position
West Alameda Business Association
As of December 31, 2025
Cash Basis Monday, February 09, 2026 01:05 AM GMTZ 1/2
DISTRIBUTION ACCOUNT TOTAL
Assets
Current Assets
Bank Accounts
DEACTIVATE? Beacon Bank - Operating Checking(7241) 0.00 Edward Jones - Checking (9718) 41,287.51
Edward Jones - Money Market (7911) 86,834.17
Edward Jones - Money Market(8018) 5,769.63
Petty Cash 300.00
Total for Bank Accounts $134,191.31
Accounts Receivable
Accounts Receivable 0.00
Total for Accounts Receivable $0.00
Other Current Assets
Undeposited Funds 0.00
Total for Other Current Assets $0.00
Total for Current Assets $134,191.31
Fixed Assets
Accumulated Depreciation -3,339.00
Furniture and Equipment
Computer equipment 3,705.50
Total for Furniture and Equipment $3,705.50
Total for Fixed Assets $366.50
Other Assets
Rent Deposit 1,000.00
Total for Other Assets $1,000.00
Total for Assets $135,557.81
Liabilities and Equity
Liabilities
Current Liabilities
Accounts Payable $541.63
Credit Cards $408.12
Other Current Liabilities $1,897.09
Total for Current Liabilities $2,846.84
Long-term Liabilities
Grant - Sewald 10,000.00
Total for Long-term Liabilities $10,000.00
Total for Liabilities $12,846.84
Equity
Opening Bal Equity 76,786.80
Unrestricted Net Assets 6,560.33
Net Income 39,363.84
Total for Equity $122,710.97
Statement of Financial Position
West Alameda Business Association
As of December 31, 2025
Cash Basis Monday, February 09, 2026 01:05 AM GMTZ 2/2
DISTRIBUTION ACCOUNT TOTAL
Total for Liabilities and Equity $135,557.81