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5
10:27 AM Downtown Oakland Association
01/03/17
Cash Basis February 2017 Expenses
Curr. Actual Curr.Bud. Curr. Var. Percent YTD Actual YTD Bud. YTD Var. Percent Ann. Budget Variance Explanation

EXPENSES
DISTRICT IDENTITY (DISI)
Marketing 1,669.76 3,750.00 -2,080.24 45% 1,669.76 7,500.00 -5,830.24 22.26% 45,000.00
Misc. 0.00 41.66 -41.66 0.0% 0.00 83.32 -83.32 0.0% 500.00
Total DISI Projects 1,669.76 3,791.66 -2,121.90 44.04% 1,669.76 7,583.32 -5,913.56 22.02% 45,500.00
Special Events
Arts & Culture 0.00 416.66 -416.66 0.0% 0.00 833.32 -833.32 0.0% 5,000.00 Event to be held the weekend of August 19th.
CBD Sponsored Events 0.00 416.66 -416.66 0% 0.00 833.32 -833.32 0.0% 5,000.00 Favorable TV due to timing.
Total Special Events 0.00 833.32 -833.32 0.0% 0.00 1,666.64 -1,666.64 0.0% 10,000.00
TOTAL DISI 1,669.76 4,624.98 -2,955.22 36% 1,669.76 9,249.96 -7,580.20 18.05% 55,500.00
ORGANIZATION
Non-Personnel Expenses
Accounting Expenses 0.00 250.00 -250.00 0% 0.00 500.00 -500.00 0.0% 3,000.00
Computer Service & Support 0.00 83.34 -83.34 0% 110.35 166.68 -56.33 66.21% 1,000.00
Consulting & Legal Expenses 0.00 125.00 -125.00 0% 0.00 250.00 -250.00 0.0% 1,500.00
Fees & Permits 0.00 166.66 -166.66 0% 15.00 333.32 -318.32 4.5% 2,000.00
Insurance -Directors & Officers 1,260.00 0.00 1,260.00 100% 1,260.00 1,300.00 -40.00 96.92% 1,300.00 Paid in full.
Favorable TV due to timing - negotiated lower premium nad had
Insurance -General Liability 1,516.75 6,067.00 -4,550.25 25% 1,516.75 6,067.00 -4,550.25 25.0% 6,067.00 to pay minimum due on policy to keep active.
Misc. 0.00 125.00 -125.00 0% 33.68 250.00 -216.32 13.47% 1,500.00
Favorable TV due to timing - rent increase for 1924 Franklin St.
Rent 3,549.00 3,928.50 -379.50 90% 7,163.57 7,857.00 -693.43 91.17% 47,142.00 has not been triggered.
Office Furniture & Equipment 34.88 166.66 -131.78 21% 185.98 333.32 -147.34 55.8% 2,000.00
Postage, Shipping & Delivery 13.50 41.66 -28.16 32% 13.50 83.32 -69.82 16.2% 500.00
Printing & Copying 179.15 250.00 -70.85 72% 392.73 500.00 -107.27 78.55% 3,000.00
Supplies 288.73 250.00 38.73 115% 405.59 500.00 -94.41 81.12% 3,000.00
Telephone & Telecommunications 76.87 125.00 -48.13 61% 153.74 250.00 -96.26 61.5% 1,500.00
Total Non-Personnel Expenses 6,918.88 11,578.82 -4,659.94 60% 11,250.89 18,390.64 -7,139.75 61.18% 73,509.00
ORG/Special Projects
Annual Breakfast Meeting 0.00 416.66 -416.66 0% 0.00 833.32 -833.32 0.0% 5,000.00
Total ORG/Special Projects 0.00 416.66 -416.66 0% 0.00 833.32 -833.32 0.0% 5,000.00
Personnel & Related
Staff Personnel 16,841.27 17,047.00 -205.73 99% 31,876.94 34,094.00 -2,217.06 93.5% 204,564.00
Training & Prof. Develop. 168.07 333.34 -165.27 50% 168.07 666.68 -498.61 25.21% 4,000.00
Total Personnel & Related 17,009.34 17,380.34 -371.00 98% 32,045.01 34,760.68 -2,715.67 92.19% 208,564.00
TOTAL ORGANIZATION 23,928.22 29,375.82 -5,447.60 81% 43,295.90 53,984.64 -10,688.74 80.2% 287,073.00
SOBO
Unfavorable TV due to December billing paid in January -2016
Clean and Safe 57,672.82 56,429.59 1,243.23 102% 118,138.94 112,859.18 5,279.76 104.68% 677,155.00 scheduled hours greater than 2017.
Misc. SOBO Expenses 310.05 750.00 -439.95 41% 1,454.94 1,500.00 -45.06 97.0% 9,000.00
Favorable TV due to percentage of the projected end of year
Program Coordinator 2,172.73 2,238.41 -65.68 97% 3,846.96 4,476.82 -629.86 85.93% 26,861.00 bonus included in monthly allocation.
PROW Maintenance 205.74 2,208.34 -2,002.60 9% 386.59 4,416.68 -4,030.09 8.75% 26,500.00 Favorable TV due to timing.
Watering 0.00 416.66 -416.66 0% 111.35 833.32 -721.97 13.36% 5,000.00 Favorable TV due to weather.
Total SOBO 60,361.34 62,043.00 -1,681.66 97% 123,938.78 124,086.00 -147.22 99.88% 744,516.00
TOTAL EXPENSE 85,959.32 96,043.80 -10,084.48 89.50% 168,904.44 187,320.60 -18,416.16 90.17% 1,087,089.00
6
Downtown Oakland Association
YTD Cash Summary- February 2017

Cash Available YTD Budget Actual Annual Budget Perm/Temp Variance Comments

Prior Year Reserve and Assessment Income $648,683.50 $590,996.84 $1,148,317.00

Less Reserve $61,228.00 $61,228.00 $61,228.00
Total Cash Available $587,455.50 $529,768.84 $1,087,089.00
Expenses

DISI $9,249.96 $1,669.76 $55,500.00

ORG $53,984.64 $43,295.90 $287,073.00

SOBO $124,086.00 $123,938.78 $744,516.00
Total Expenses $187,320.60 $168,904.44 $1,087,089.00
Cash Remaining $400,134.90 $360,864.40 $0.00
7
8

PROPOSAL FOR

Dow nt o w n Oa k l a n d & la k e m errit-upt own d is tri ct
a ssociat ion s

pb i d r e n ewal servi ces

PROGRESSIVE URBAN MANAGEMENT ASSOCIATES

1201 E. COLFAX AVE, SUITE 201 | DENVER, CO 80218
303.997.8754 | WWW.PUMAWORLDHQ.COM

WITH KRISTIN LOWELL INC.

JANUARY 11, 2017

Experience

Napa County Flood Control Maintenance and Watershed
9

2 PBID RENEWAL PROPOSAL
10

December 9, 2016
January 11, 2017
Cole E. Judge
Director
Tori Deckerof Research
International Downtown Association
Operations Director
th
910 17 Street NW, Suite 1050
Downtown Oakland Association
Washington,
388 19th Street DC 20006
Oakland, CA 94612
Dear Cole:
Dear Tori:
On behalf of Progressive Urban Management Associates (P.U.M.A.), I am pleased to
submit
On behalftheofattached
Progressiveproposal
UrbaninManagement
response to the International
Associates Downtown
(P.U.M.A.) Association’s
and Kristin Lowell
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Inc., I am pleased to submit this consulting proposal to assist the Downtown Oakland Standardized
Calculations
and and Analysis District
Lake Merritt-Uptown project.Associations refresh their strategic plans and renew
their downtown PBIDs.
P.U.M.A. is a national real estate economics and planning consultancy offering
P.U.M.A.
management, is a Denver-based
marketing and real estate economics
financial expertise toand planning
advance consultancy
downtown offering
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make the wecase
haveonhelped to createisorthe
why P.U.M.A. renew 30 PBID/
perfect fit to
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work with IDA staff, it’s Research Committee and the sponsoring downtown
management organizations to complete this project. With more than 50 years of
For the Downtown
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team experienced Lake Merritt-Uptown
steeped in the downtownAssociations,
management wefield,
are proposing
we also bring
to team with California-based engineering and legal partners to bring up-to-date
a clear understanding of the importance, application and value of this project to each best
practices
Americanand maximize the likelihood for success. The attached proposal provides
downtown.
detailed information on our team, approach, budget, timetable and references.
We are grateful to have the opportunity to submit our qualifications for this ground-
Thank
breakingyouproject.
for the opportunity
Please contact to submit thisprovide
me if I can overviewanyofadditional
our firm’s approach
information.and
qualifications for your consideration. Please contact me at 303-997-8754 or brad@
pumaworldhq.com
Sincerely, if I can provide any additional information.

Sincerely,

Brad Segal
President

Direct: 303-997-8754
Brad Segal
Email: brad@pumaworldhq.com
President

LETTER OF INTENT 3
11

• The P.U. M .A . T e a m

• Proje c t a p p r oach

• E stimate d cos t s

• Proje c t t i m e li ne

• Prior exp e r i e nce

4 PBID RENEWAL PROPOSAL
12

About P.U.M.A.
Progressive Urban Management Associates (P.U.M.A) is a Denver-based real estate economics and planning
consultancy offering management, marketing and financial expertise to advance downtown and community
development. Strategic planning, property-based business improvement district (PBID) formation and renewal for
downtowns and urban districts are specialties of the firm. In the past 23 years, P.U.M.A. has assisted more than 250
clients in 35 states, Canada and the Caribbean. In California, we have helped to create or renew 30 PBID/CBDs. A firm
profile is attached and additional information is available at our website at www.pumaworldhq.com.

To assist the Downtown Oakland and Lake Merritt-Uptown District Associations to renew their PBIDs our team
would include experienced practitioners and consultants from P.U.M.A. and California-based resources for required
engineering and legal work.

THE P.U.M.A. TEAM 5
13

The proposed team
M. Bradley Segal, president of P.U.M.A. and project manager for the
renewal of the downtown Oakland PBIDs, has nearly 30 years of experience in the
downtown and community development field. Prior to establishing P.U.M.A., Brad
served as the senior director of the Downtown Denver Partnership, managing its
economic development and marketing programs. With a diversified organizational
structure and an annual operating budget of more than $10 million, the Downtown
Denver Partnership is a pioneer in the “holding company” approach to downtown
management -- a model that has been replicated in major cities throughout
the U.S. Acknowledged as a national expert in downtown trends, development
and management, Brad recently completed his fourth term on the board of the
International Downtown Association. A Cal grad, Brad is also very familiar with the
East Bay and is a past resident of Oakland. For the project, Brad will facilitate board
leadership meetings, public presentations and develop both the Downtown Oakland
Strategic Plan and the PBID Management Plan.

Yvette freeman, senior strategist at P.U.M.A., brings 15 years of experience in
community development and PBID management as a practitioner. Most recently,
Yvette was the manager of the special services district in Silver Spring, Maryland,
where she directed the day-to-day operations of a downtown PBID. Prior to her work
in Maryland, Yvette was the PBID manager for the Downtown Denver Partnership
where she supervised the daily operations of the 16th Street Mall. While at the
Partnership, Yvette also worked with Brad to implement community development
initiatives in Denver neighborhoods. Yvette will provide primary staff support and
creative input for the strategic planning component of our recommended scope of
services.

kristin lowell, of Sacramento-based Kristin Lowell, Inc. will serve as the
certified engineer for the project providing assistance in database verification,
evaluation of the PBID Management Plan and assessment methodology, preparation
of an engineer’s report and general guidance as the PBID process evolves. Kristin has
worked with Brad on more than 30 PBID/CBD assignments in California. Kristin will
provide primary staff support and creative input for the PBID renewal component of
our recommended scope of services.

Erin lyng, senior associate with P.U.M.A., will provide survey and project support
for the P.U.M.A. team, a role she has fulfilled for several of our recent downtown
strategic planning projects. Erin has been with the P.U.M.A. team for more than
three years and holds a Masters in Regional and Urban Planning degree from the

Tom Webber, of Oakland-based Goldfarb and Lipman, and a former city attorney
for the City of Oakland, can provide legal counsel as needed for the PBID renewal
project including legal review of the Management Plan.

6 PBID RENEWAL PROPOSAL
14

Team organization & Involvement
DOWNTOWN ASSOCIATION CLIENT TEAM

PROJECT MANAGER

Brad Segal,
P.U.M.A President

STRATEGIC PLAN SUPPORT TEAM PBID RENEWAL SUPPORT TEAM

Yvette Freeman Erin Lyng, Kristin Lowell, Tom Webber,
P.U.M.A. Senior P.U.M.A. Senior Engineering, KLI Attorney, Goldfarb
Strategist Associate Finance + Lipman

THE P.U.M.A. TEAM 7
15

M. BRADLEY SEGAL
President
Real Estate Economics | Strategic Planning | Leadership Facilitation | Community Engagement |
Community Development Finance | Creative Problem-Solving

Expertise
Progressive Urban Management Associates, Inc., Denver, Colo. – 1993 to present
• Global trends and their effect on center city development • Community-based economic development strategies
• Business Improvement District (BID) feasibility, formation • Tailored approaches to create healthy places
and renewal • Participatory community outreach techniques
• Market-based downtown planning • Retreat facilitation for public/private management organizations
• Strategic planning for organizations involved in downtown
and community development

Representative projects include:
Building consensus and forming business improvement districts in Santa Monica, Calif.;Cleveland, Ohio; Oklahoma City, Okla.;
San Antonio, Texas; and Boulder, Colo.
Directing the public process and developing market-based downtown plans in Grand Rapids, Mich.; Rochester, Minn.;Wailuku,
Hawaii; Covington, Ky.; and Greeley, Colo.
Creating strategic plans to guide center city public/private partnerships in Colorado Springs, Colo.; Seattle,Wash.; Long Beach,
Calif.; Columbia, Mo.; and Nassau, Bahamas.
Designing and implementing community-based economic development strategies for New Haven, Conn.; San Diego, Calif.;
Portland, Ore.; Milwaukee,Wis.; and Denver, Colo.
Facilitating strategic planning retreats for public/private management organizations in Hollywood, Calif.; Denver, Colo.;
Springfield, Mo.; Phoenix, Ariz.; and Washington D.C.

Past Experience
Downtown Denver Partnership, Inc., Denver, Colo. – 1987-1993
Senior Director Designed and managed business development and marketing programs to attract jobs and investment to
downtown Denver. Highlights included directing the Lower Downtown Business Support Office, which is credited with helping
to revitalize Denver’s premier urban historic district, and being part of the management team that re-engineered the Downtown
Denver Partnership’s operations, structure and organizational culture.
Port Morris Local Development Corporation, South Bronx, N.Y. – 1984-1985
Associate Director Formed and managed a local development corporation to pursue industrial revitalization and represent 450
businesses.
City of Martinez, Calif. – 1979-1983
Coordinator of Housing and Economic Development Directed the commercial revitalization of a 10-block Main Street area.

Recognitions, Affiliations & Publications
Honors:
International Downtown Association President’s Award for sustained leadership and generosity in producing the P.U.M.A. Global
Trends Report, 2014
Recognized by the International Downtown Association for work performed as a volunteer for Historic Denver for formation of
the Downtown Denver Historic District, 2001
Named Entrepreneur of the Year for the Rocky Mountain region in the category of Supporter of Entrepreneurship, sponsored by
Inc. Magazine, Ernst & Young and Merrill Lynch, 1992

Professional Affiliations include:
Downtown Colorado Inc, Board Member (2000-2009) and President (2007-2008)
International Downtown Association, Board Member (1998-2004) and (2010-present)
PROGRESSIVE URBAN National Main Street Center
MANAGEMENT ASSOCIATES

Featured Speaker: Frequent workshop presenter and panelist in conferences sponsored by the International Downtown
Association, National Main Street Center, American Planning Association, California Downtown Association and Downtown
Colorado, Inc.

Lecturer: Along with P.U.M.A. senior vice president Anna Jones, develop content and teach economic development and urban
revitalization courses at the University of Colorado Denver Graduate School of Architecture and Planning (2012-present)

Expert Witness: Expert Witness testimony in support of community planning and development approach
to congressional redistricting, State of Colorado, October 2011

Education
MBA, Columbia University, New York
BA, Urban Analysis, University of California at Berkeley

8 PBID RENEWAL PROPOSAL
16

YVETTE J. FREEMAN
Senior Strategist
BID Management | Operations | Community Development | Facilitation

Expertise
Yvette has more than 15 years of experience managing the day-to-day operations of business improvement districts (BID’s) and
community development initiatives. She joined Progressive Urban Management Associates to assist with strategic planning and
other projects in early 2015. At P.U.M.A., Yvette provides project management, strategic planning, community outreach and
project support.

Representative projects include:
• Coordinated Transportation Management Associations (TMA’s) for the City of Denver to develop greater efficiencies and
organizational structure for the program.
• Provided project support and creative input to develop a strategic plan for the downtown BID in Minneapolis, MN.
• Worked with the City of Denver to improve inter-departmental communications and coordination to implement the City’s
Transit Oriented Development plan.
• Joined the Colorado Fresh Food Financing Fund team to provide technical assistance for new and prospective borrowers.
• Supports the Healthy Places Initiative sponsored by the Colorado Health Foundation to help communities sustain ongoing
infrastructure improvements and programming that promote active living.

Experience
Operations Manager, Block by Block, Downtown Denver BID, Denver, CO, 2014
Managed nearly 70 “clean and safe ambassadors” for downtown Denver’s 24/7/365 BID program, established higher performance
standards and enhanced efficiencies for the operation, oversaw final close out and transitioned operations to the BID’s newly
selected contractor.

Chief of Operations, Silver Spring Urban District, Montgomery County, MD, 2008-2014
Managed $2.8 million budget and 40 union employees, introduced operational strategies and “clean and safe” standards in re-
sponse to downtown Silver Spring’s rapidly changing demands; partnered with Montgomery County Department of Corrections
and Rehabilitation to establish an award winning initiative for minor offenders to provide weekend cleaning services in down-
town Silver Spring, MD; collaborated with government agencies and property owners to expand Washington DC’s bike sharing
program.

Operations Manager, Downtown Denver Business Improvement District, Denver, CO 1994-2000
Managed various contractors and a $1 million budget, established and refined requirements to maintain a high standard of
cleanliness for Downtown Denver’s 16th St. Mall and BID; oversaw the 16th St. Mall vending program; advised property owners
and worked collaboratively with the police, other public and private agencies including non-profits serving the homeless popu-
lation, and “at-risk” youth to assure a clean and safe downtown; initiated and managed all aspects of a light refurbishment for
Denver’s 16th St. Mall; collaborated with property owners, city staff and designers for a $3 million streetscape improvement
project in downtown Denver.

Associate Director, Downtown Denver Partnership, Denver, CO 1989-1994
Co-managed the locally and nationally recognized Business Support Office program to spur economic development in Five Points
and Lower Downtown by assisting entrepreneurs to develop business plans, marketing strategies and loan packages. Planned
and facilitated business workshops. Conducted outreach and supported 500-plus downtown business by coordinating targeted
marketing programs.

PROGRESSIVE URBAN
MANAGEMENT ASSOCIATES Affiliations & Community Involvement
Former Board/Executive Committee Member for Chinook Fund, a unique partnership of activists, donors, and social change
organizations committed to the transformation of society into one that promotes social justice and freedom from oppression.
Former member of the Grant Making Committee tasked with evaluating grant proposals from Colorado’s progressive community
based organizations.
Participant in the Lundy Leadership Challenge, an intensive three-year community building initiative established to increase
collaborative leadership capacity in Colorado’s (GLBT) community after Colorado’s passage of Amendment 2.

Education
Bachelor of Science, Human Development and Family Studies, Colorado State University, Ft. Collins, CO
Certificate in Women’s Interdisciplinary Studies, Colorado State University, Ft. Collins, CO

THE P.U.M.A. TEAM 9
17

ERIN LYNG
Associate
Healthy Communities | Downtown Planning | Market Research | Communications | GIS

Expertise
Erin Lyng is an associate with Progressive Urban Management Associates, providing market research, communications, and
project assistance to P.U.M.A’s healthy community, economic development and downtown strategic planning initiatives.

Representative projects include:
• Prepared market research and analysis for downtown planning efforts in Norfolk, Virginia and Colorado Springs, Colo.
• Provided statewide marketing support for the Colorado Fresh Food Financing Fund, a public-private fund that
finances grocery stores and other forms of healthy food retail in underserved communities.
• Researched case studies to assist in the evaluation of transit alternatives for the East Colfax corridor in Denver and
Aurora, Colo.
• Developed, facilitated and analyzed surveys for strategic planning projects in Indianapolis, Ind., Cherry Creek North/
Denver, Colo., and Colorado Springs, Colo., to inform downtown and district priority setting over the next five years.
• Collected property data and created maps for Business Improvement District (BID) feasibility and formation efforts.

Past Experience
Program Coordinator, Resource Media, San Francisco, California, 2011-2012
Supported client media campaigns by providing original story research, drafting press materials, and producing case studies.
Built and maintained custom media lists, pitched reporters, compiled and analyzed media coverage.

Volunteer, Working Solutions, San Francisco, California, 2011
Developed borrower success stories to help market this community development financial institution.

Communications Associate, Governor’s Energy Office, Denver, Colorado, 2010
Managed statewide communications for the Weatherization Assistance Program, including oversight of the program’s
marketing budget, distribution of promotional materials and directing the call center. Coordinated outreach efforts with
11 local weatherization agencies located throughout Colorado.

Media Supervisor, Carat, Boston,Massachusetts, 2006-2009
Recommended digital paid-media strategies for clients, negotiated contracts with online publishers, and optimized
campaigns to deliver top performance within budget.

Other Experience
Sustainable Tourism Planning in Turkey – May - June 2015
Erin spent 4 weeks in Turkey with a team of 12 planners. Provided recommendations to the municipality of Datça regarding
sustainable tourism initiatives for the region, with a specific focus on agritourism.

PROGRESSIVE URBAN Affiliations
MANAGEMENT ASSOCIATES
Professional Affiliations:
American Planning Association, Emerging Planning Professionals
Urban Land Institute
Downtown Colorado Inc.
Downtown Denver Partnership

Education
MA, Urban and Regional Planning, University of Colorado at Denver, awarded “2015 Outstanding Graduate”
BA, Economics and German, Boston College, Chestnut Hill, Massachusetts
Ludwig Maximilian Universität, Munich, Germany (summer study)

10 PBID RENEWAL PROPOSAL
18

Kristin Lowell
President
In her 25 years of experience, Kristin Lowell has helped public agencies fund over $700 million to finance
capital improvement projects, fund the maintenance and operation, and monitor the revenue stream for
several projects. Ms. Lowell has vast knowledge and grasp of the details necessary for a variety of
financing programs from gathering property database information to keeping track of development after a
financing plan is adopted. Ms. Lowell is a recognized expert in public finance formations to fund capital
improvement projects and operations and maintenance activities. Ms. Lowell has lectured for U.C. Davis,
U.C.L.A. and Georgetown University on current practices on district formations and Proposition 218.

A sampling of the projects Ms. Lowell has been involved with includes:

 Business Improvement Districts. These Districts fund improvements and activities such as
enhanced safety, maintenance, economic development and marketing campaigns to
underutilized commercial and business corridors. Ms. Lowell has helped over 30 communities
form one of these Districts including; Sacramento, Los Angeles, Berkeley, San Diego, Long
Beach, San Francisco, Visalia, Stockton, Oakland, and Hollywood.
 The County of Marin imposed a storm drainage fee to help fund flood control projects to
alleviate the perpetual flooding problems in the Ross Valley Watershed area. We initially
formed the fee district and every year we update the fee based on the current year’s project
budget and property database. The fee is imposed on approximately 16,000 parcels and is
based on the land use of the parcel and its percentage of impervious area. The higher the
imperviousness the higher the fee. We determined the imperviousness for the parcels and
calculated the appropriate fee.
 MST Recycled Water Community Facilities District funded the construction of a water pipeline
for recycled water. Its purpose is for the sole use of vineyard and golf course irrigation. The
CFD special tax was based on each parcel’s estimated irrigated acreage. The construction
cost for this project was $15 million and amortized for 20 years.
 The Town of Truckee streetscape improvements CFD funds the annual maintenance cost of
the sidewalk and streetscape improvements that the Town of Truckee constructed. They used
the CFD model instead of a PBID because of the flexibility within the CFD financial model. The
special tax rate structure was based on both the building size and square feet of sidewalk
frontage. Annually this district raises approximately $70,000 from the CFD special tax.
 Twelve Bridges Assessment District. This assessment district provides public financing of
capital improvements for a 5,700 acre planned development community in western Placer
County. The assessment district raised revenues of over $57 million to finance: roads,
including an interchange; water lines, tanks and wells; a new sewage treatment and disposal
plant and an expansion of the old sewage treatment plant. The project area consisted of
residential, commercial, public and golf course parcels.
 Napa County Flood Control Maintenance and Watershed Management Programs. This flood
protection benefit assessment district annually raises funds that allow the county flood control
district to maintain the Napa River and its tributaries. Ms. Lowell's responsibilities included
compiling a property database of over 44,000 parcels, dividing these parcels into appropriate
flood drainage areas, analyzing the benefit that each parcel receives from the flood
maintenance programs, and allocating the flood project costs to each parcel based on the
benefit that each parcel receives.

EDUCATION
University of California, Davis - Bachelor of Arts, 1987

THE P.U.M.A. TEAM 11
19

• The P.U. M .A . T e a m

• Proje c t a p p r oach

• E stimate d cos t s

• Proje c t t i m e li ne

• Prior exp e r i e nce

12 PBID RENEWAL PROPOSAL
20

Project approach
Our consulting approach would aim to assist Downtown Oakland stakeholders to design and renew PBIDs tailored
to each district’s unique needs and real estate dynamics. Specific project objectives include:

• Assess the dynamics of Downtown Oakland’s economic, political and planning environment, including significant

market changes that have occurred over the past five years and those that can be reasonably expected through
the next five to ten years.

• Determine how the PBIDs should best be positioned and organized to respond to current challenges and

opportunities.

• Affirm program priorities for the PBIDs and develop a holistic district management plan and engineer’s report

to ensure that initiatives strengthen and unify overall district management efforts.

• Engage a variety of Downtown Oakland stakeholders (i.e. property owners, businesses, residents, civic leaders,

etc.) in a participatory process to renew the PBIDs.

To provide input, direction and an overall “sense of reality”, it is recommended that a Project Steering Committee
be formed to work with the consultant team through the duration of the project. A 10 to 20-member Steering
Committee is recommended, including representatives from the Downtown Oakland and Lake Merritt boards and
City officials.

We recommend that the Downtown Oakland Association designate a project liaison to work with the consultant
team. Tasks for the project liaison include maintaining a comprehensive property database, arranging logistics for
consultant meetings and site visits and managing the campaign to renew the PBIDs, including petition assignments,
community relations and project timetable.

The two phases of our process can be summarized as follows:

PHASE 1: STRATEGIC PLAN

BOARD WORKSHOP #1: The first board workshop (either individually with Downtown Oakland and Lake Merritt or
together) would set expectations for the strategic planning and PBID renewal processes. The interactive workshop
may discuss current challenges and opportunities in downtown Oakland, explore national trends in downtown
management and innovations experienced by comparable PBIDs, and establish initial parameters for the strategic
plan and PBID renewal, including objectives, service area boundaries, work program options and other operational
issues.

EXTERNAL ASSESSMENT: The strategic planning process begins with an external assessment intended to understand
the myriad economic and political forces that are currently shaping downtown Oakland. This step will also aim
to engage a variety of downtown stakeholders, including business and civic leaders and property and business
owners into the development of the plan. The assessment will include:

PROJECT APPROACH 13
21

• Review the status of development projects and any downtown planning studies or market reports completed

in the past five years.

• One-on-one visits with leaders from key organizations, agencies, and businesses that affect downtown.

• Up to five facilitated “roundtables” with downtown stakeholders to discuss district opportunities and challenges,

and identify priorities for improvement and potential (or future) projects.

• An online survey for downtown property and business owners designed to identify areas of strength and

weakness and develop priorities for downtown improvements.

INTERNAL ASSESSMENT: An internal assessment will evaluate the DOA/LMUDA’s ability to effectively address
challenges and capitalize on opportunities affecting downtown. The assessment will include a comprehensive
review of the programs, financing tools, budgets and the PBIDs, including:

• A meeting with the DOA/LMUDA Executive Committee to discuss internal organizational issues, including the

identification of strengths, weaknesses and priorities for improvement.

• Meetings with staff to review operational objectives and performance measures.

• A review of organizational documents, including by-laws, recent meeting minutes, etc.

• Review current organizational documents, including budgets, work programs, annual reports and financial

audits for the PBIDs.

Following the completion of the preceding steps, the consultant will prepare a strategic plan “working paper” with
findings from the external and internal assessments plus recommendations for the DOA/LMUDA and the PBIDs,
including:

• Areas of program and project emphasis for the next 18 months to five years, including short term

recommendations (next 18 months) and mid-term recommendations (up to five years).

• Recommended adjustments to the PBIDs structure to meet strategic plan objectives, including boundaries,

work program, budget and assessment methodology.

• Organizational adjustments to accommodate areas of emphasis, including anticipated impacts on staffing and

structure.

• Evaluation of revenue enhancement and diversification options.

• Collaboration opportunities with other civic organizations, agencies and private entities to leverage limited

resources and energies.

• Identification of benchmarks to track and measure success.

• Other suggested steps to strengthen the DOA/LMUDA’s influence in advancing the development and

management of downtown Oakland.

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WORKSHOP #2 AND FINAL STRATEGIC PLAN: The working paper would be distributed to the DOA/LMUDA board of
directors in advance of a second board workshop. Selected participants from the Step 2 interviews would also
receive the working paper and their comments would be incorporated prior to the workshop. The workshop
would aim to gain consensus on implementation recommendations and establish priorities for moving forward.
The working paper would be refined into a final DOA/LMUDA Strategic Plan report following the retreat,
including a summary Management Plan Outline that can serve as a springboard to the PBID renewal process.

PHASE 2: PBID RENEWAL

Based upon the input received from the Phase I Strategic Plan, we will draft an initial PBID Management Plan for
the districts. The Management Plan, which is developed in compliance with California PBID law, Oakland CBD law
and Proposition 218, will describe the proposed PBIDs’ rationale and objectives, boundaries, service plan, budget,
assessment methodology and governance structure. Our engineering and legal team will initially review the draft
plan.

The draft Management Plan will be reviewed by the district Project Steering Committee followed by a round of
one-on-one and small group meetings to present the draft plan to district stakeholders. After the stakeholder
review of the draft plan, the consultant team, staff and the Project Steering Committee will move forward with the
legal steps for renewing the PBIDs.

To prepare for petition, the consultant team will finalize the Management Plan, prepare an Engineer’s Report
and develop petition materials, including a petition form, instructions and a newsletter summary. The petition will
provide an estimated amount of assessment based upon selected property characteristics.

Managing a property owner petition drive is the first of several legal steps to renew the PBIDs. Under Oakland’s
CBD law, property owners representing more than 30% of the assessments to be paid must sign petitions; however,
we will aim to work with the Downtown Oakland and Lake Merritt-Uptown District Associations to obtain consent
from owners representing more than 50% of the assessments. This goal will help to solidify sustainable support for
the districts and will aid in implementation following completion of the legal process.

The consultant team will coach the Project Steering Committee on a peer-to-peer approach for securing petitions,
and we can be available as-needed throughout the process. Once petitions have been secured, our engineer and
legal counsel can help PBID proponents through the remaining legal steps, including a City Council public hearing
and a Proposition 218 mail ballot procedure.

PROJECT APPROACH 15
23

• The P.U. M .A . T e a m

• Proje c t a p p r oach

• E stimate d cos t s

• Proje c t t i m e li ne

• Prior exp e r i e nce

16 PBID RENEWAL PROPOSAL
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Estimated project costs
Our team anticipates that the project can be completed within the suggested six month time period. Consulting costs
to complete the Strategic Plan and PBID Renewal are estimated to cost approximately $79,950, including consulting
fees, engineering, legal and travel. A detailed cost breakout is provided below.

SEGAL FREEMAN LYNG LOWELL
Hrs Rate Hrs Rate Hrs Rate Hrs Rate TOTAL
PHASE 1: STRATEGIC PLAN
Board Workshop #1 10 200 10 150 3,500
External Assessment 25 200 25 150 40 85 12,150
Internal Assessment 10 200 20 150 5,000
Workshop #2 and Final Strategic Plan 30 200 30 150 25 85 13,050
Travel: 7 visits @ $750 each 5,250
Sub-Total: Strategic Plan 75 200 85 150 70 90 38,950
PHASE 2: PBID RENEWAL
Draft Management Plans 30 200 10 150 7,500
Plan Review Workshops 30 200 25 150 9,750
Engineer’s Reports 50 150 7,500
Final Plan & Petition Preparations 5 200 10 150 4,000
Campaign Coaching 10 200 10 150 3,500
Proposition 218 Ballots 20 150 3,000
City Council Hearings 10 150 1,500
Travel: Segal 1 @ $750; Lowell 3 @ $500 2,250
Legal/Project Contingency 2,000
Sub-Total: PBID Renewal 75 200 145 150 41,000

TOTAL PROJECT 150 200 85 150 70 85 145 150 79,950

In addition to consulting costs, the Downtown Oakland Association will need to anticipate its own organizational
investment in project coordination and management.

ESTIMATED COSTS 17
25

• The P.U. M .A . T e a m

• Proje c t a p p r oach

• E stimate d cos t s

• Proje c t t i m e li ne

• Prior exp e r i e nce

18 PBID RENEWAL PROPOSAL
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Project Timeline

3/17 4/17 5/17 6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18

PHASE 1: STRATEGIC PLAN
Board Workshop #1
External Assessment
Internal Assessment
Workshop #2 and Final Plan
PHASE 2: PBID RENEWAL
Draft Management Plan
Plan Review Workshops
Final Plan & Petition Preparation
Petition Campaign
218 Ballots
City Council Hearing

PROJECT TIMELINE 19
27

• The P.U. M .A . T e a m

• Proje c t a p p r oach

• E stimate d cos t s

• Proje c t t i m e li ne

• Prior exp e r i e nce

20 PBID RENEWAL PROPOSAL
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Prior experience & references
P.U.M.A. offers national experience in strategic planning, organizational development and property-based business
improvement districts (PBIDs). We have recently completed strategic planning, PBID formation and renewal projects
in downtowns and urban districts in the following California cities:

• BERKELEY, CA (Downtown PBID Formation, Strategic Plan and PBID Renewal)

• SAN JOSE, CA (Downtown PBID Formation and PBID Renewal)

• SAN FRANCISCO, CA (Middle Polk CBD Formation/in process)

• OAKLAND, CA (Citywide PBID/CBD Program Evaluation)

• OLD PASADENA, CA (PBID Renewal)

• SANTA MONICA, CA (Strategic Plan, PBID Formation and Expansion)

• LONG BEACH, CA (Downtown PBID Renewals; Organizational Strategic Plans)

• SAN DIEGO, CA (Downtown Strategic Plan and PBID Formation)

• SACRAMENTO, CA (Downtown PBID Formation and Renewal)

• FRESNO, CA (Downtown PBID Formation)

Selected project references include:

DOWNTOWN BERKELEY ASSOCIATION

Contact: John Caner (510) 549-2230 email: jcaner@downtownberkeley.com

In 2011, the P.U.M.A. team worked with the Downtown Berkeley Association to
create a $1.2 million downtown PBID that finances clean, safe and marketing
services. Navigating through a complex political and economic landscape,
the PBID is a critical public/private partnership that includes the University
of California, City of Berkeley and downtown property and business owners.
Following the completion of a strategic plan, P.U.M.A. worked with the
Downtown Berkeley Association last year to successfully renew the district and
increase its budget to $1.5 million.

DOWNTOWN SANTA MONICA INC

Contact: Kathleen Rawson (310) 393-8355, kathleen@downtownsm.com

The P.U.M.A. team has had an ongoing relationship with California’s premier
downtown retail and pedestrian district since 2007. We helped to create
downtown Santa Monica’s first PBID in 2008 after a 12-month community
consensus process that helped to repair significant rifts between property
owners and local government. The PBID, adjusted through local charter
powers to carry a 20 year term, provides more than $3.5 million annually to
provide enhanced cleaning, safety and marketing services to the Third Street
Promenade and surrounding downtown area. The PBID features a unique
partnership with the city that leverages property owner assessments for clean
and safe services. Last year we worked with Downtown Santa Monica Inc. to
expand the PBID in advance of new regional light rail service.

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SAN JOSE DOWNTOWN ASSOCIATION:

Contact: Scott Knies (408) 279-1775 email: sknies@sjdowntown.com

The P.U.M.A. team completed work in 2012 for the San Jose Downtown
Association to renew the downtown PBID. The $2.2 million budget supports
enhanced clean, safe and image enhancement initiatives and introduces a new
economic development initiative. The ten year renewal included a 10% increase
in assessment rates. The downtown San Jose PBID included the state’s first
Engineer’s Report that responded to the need to quantify both special and
general benefit. P.U.M.A. also worked with the San Jose Downtown Association
to create the first downtown PBID in 2007.

OLD PASADENA MANAGEMENT DISTRICT:

Contact: Steve Mulheim (626) 356-9725 email: steve@oldpasadena.org

The P.U.M.A. team completed the successful renewal of the Old Pasadena
Management District in 2015. The $1.3 million assessment district is matched
with more than $400,000 in city funds. The process included outreach with
property owners to gain consensus on renewal and negotiations with the city
to redefine a base level services agreement that had not been updated in more
than 15 years.

CITY OF OAKLAND:

Contact: Aliza Gallo (510) 238-7405 email: agallo@oaklandnet.com

P.U.M.A. prepared an evaluation of Oakland’s citywide PBID/CBD program,
offering recommendations for improvements within the city and individual
districts.

SAN FRANCISCO – DISCOVER POLK CBD (IN PROCESS)

Contact: Suzanne Markel-Fox (610) 413-0422 email: suzanne@discoverpolk.
org

The P.U.M.A. team is currently working with district stakeholders to create a
community benefit district (CBD) in San Francisco’s Middle Polk district bounded
by California and Filbert Streets.

Additional project profiles and references are available at www.
pumaworldhq.com.

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Experience

Business Improvement Districts
30+ California Cities
Throughout California we have assisted over 30 cities and business
districts to form property based Business Improvement Districts
("BIDs"). These BIDs fund supplemental public services, such as;
enhanced safety, maintenance, economic development and
marketing campaigns in designated commercial areas. Typically
commercial property values are higher for parcels that are within a
BID as studies show that property values increase at a faster rate
than comparable properties in the same neighborhood but outside
of the BID. Some of the cities we have helped establish BIDs are;
San Francisco, Sacramento, Los Angeles, Berkeley, San Diego,
Visalia, Stockton, Oakland, Hollywood, and numerous others.

Los Angeles Streetcar Feasibility
Los Angeles, California
Ms. Lowell was part of the Los Angeles Streetcar Feasibility team
that initially looked at available financing options that would
generate a private sector revenue source to pay for a portion of the
proposed downtown streetcar. In addition, the team gauged the
successful stakeholder support for moving forward with a financing
district.

Brickelltown Community Facilities District
Town of Truckee, California
The Town of Truckee streetscape improvements CFD funds the
annual maintenance cost of the sidewalk and streetscape
improvements that the Town of Truckee constructed. The public
services to be funded by CFD consist of maintenance, repair, and
upkeep of all sidewalk, landscape, streetscape, street furniture,
irrigation, and pedestrian lighting infrastructure located within
public rights-of-way. After a year of extensive property owner
outreach and communication and workshops the CFD passed with
an 89% approval. They used the CFD model instead of a PBID
because of the flexibility within the CFD financial model. The
special tax rate structure was based on both the building size and
square feet of sidewalk frontage. Annually this district raises
approximately $70,000 from the CFD special tax. The budget for the
CFD formation was approximately $16,000.

Project Dates: 2013-2014
Contact Person: Jessica Thompson; (530) 582-7700

PRIOR EXPERIENCE 23
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Advantages of the P.U.M.A. Team
Finally, we want to list the following advantages that the P.U.M.A. team offers to lead the Downtown Oakland and
Lake Merritt-Uptown District Associations to a successful PBID renewal outcome:

• Track Record: P.U.M.A. offers an unparalleled track record of success in forming and renewing more than 70

PBIDs/CBDs nationwide and 30 in California.
• Holistic Outlook: We understand that the PBID is part of a comprehensive long-term economic vitality strategy

for the district. As real estate economists, we can place the PBID in an appropriate market context.
• Experience as Practitioners: We are consultants with experience in managing PBIDs/CBDs in complex urban

markets. We have a unique understanding of the economic and political dynamics of a business district, and we
have managed the type of programs that are envisioned.
• National Outlook, Local Sensibilities: We bring national best practices and reach and California-based legal

and engineering support.

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PRIOR EXPERIENCE 25
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26 PBID RENEWAL PROPOSAL
Experience

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