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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

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2 PBID RENEWAL PROPOSAL

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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.) Associations
and Kristin Lowell
RFQ seeking assistance to advance and complete the Value of Downtowns
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
and community
management,
development. marketing
In the pastand financial
23 years, expertise
P.U.M.A. hasto advance
assisted downtown
more than 250 and community
clients in 35
development. Strategic
states, the District planning,
of Columbia, property-based
Canada business improvement
and the Caribbean, including each district
of the
(PBID) formation
downtowns that and
haverenewal for downtowns
committed to support and urban of
the Value districts are specialties
Downtowns project. 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 the attached proposal, weInwillCalifornia,
make the wecase
haveonhelped to createisorthe
why P.U.M.A. renew 30 PBID/
perfect fit to
CBDs.
work with IDA staff, its Research Committee and the sponsoring downtown
management organizations to complete this project. With more than 50 years of
For the Downtown
combined Oakland and
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 firms 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
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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

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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 engineers 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.

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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

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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 Denvers premier urban historic district, and being part of the management team that re-engineered the Downtown
Denver Partnerships 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 Presidents 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

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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 (BIDs) 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 (TMAs) 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 Citys
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 Denvers 24/7/365 BID program, established higher performance
standards and enhanced efficiencies for the operation, oversaw final close out and transitioned operations to the BIDs 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 Springs 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 DCs 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 Denvers 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
Denvers 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 Colorados progressive community
based organizations.
Participant in the Lundy Leadership Challenge, an intensive three-year community building initiative established to increase
collaborative leadership capacity in Colorados (GLBT) community after Colorados passage of Amendment 2.

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

THE P.U.M.A. TEAM 9

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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.As 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, Governors Energy Office, Denver, Colorado, 2010

Managed statewide communications for the Weatherization Assistance Program, including oversight of the programs
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 Datca 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 Universitt, Munich, Germany (summer study)

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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 years 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 parcels 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

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

Assess the dynamics of Downtown Oaklands 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 engineers 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
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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/LMUDAs 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/LMUDAs 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 Engineers 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 Oaklands
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.

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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
Engineers 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.

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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

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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 Californias premier
downtown retail and pedestrian district since 2007. We helped to create
downtown Santa Monicas 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 states first
Engineers 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 Oaklands 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 Franciscos 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

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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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26 PBID RENEWAL PROPOSAL

Experience
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January 25, 2017

TO: Tori Decker, Operations Director

Selection Committee, Downtown Oakland/Lake Merritt-Uptown Associations

FROM: Brad Segal

RE: Supplemental Information to P.U.M.A. Consulting Proposal

Per your correspondence of January 20, below is clarification of questions arising from our
proposal response to the RFP seeking PBID Renewal Services for the Downtown Oakland and
Lake Merritt-Uptown District Associations:

1) Please estimate the total number of hours, weekly or monthly, that you would ask
each member of the proposed steering committee to commit to.

The estimated time commitment will vary during the two phases of the project. During
the strategic planning phase, we see the steering committee as the clearinghouse of
ideas and reality check as we develop the plan. We anticipate meeting with the group
in a series of two to three workshops, each having a duration of two to three hours.
Other tasks may include helping recruit stakeholders to meetings and/or helping the
team to distribute the proposed online survey. Overall, the time commitment is
estimated at about five hours per month.

The estimated time commitment increases during the second phase of the project as we
move on to PBID renewal. Our expectation is that the steering committee will evolve
into the property owner advocate group that will act as a sales team to help gather
petitions, ballots and general support for PBID renewal. During the heat of the petition
campaign, time commitments may increase to five to 10 hours per week, as steering
committee members assist staff to identify and meet with key property owners.

2.) Can you give some detail around which critical components comprise the
comprehensive database?

Our assumption is that Downtown Oakland Association staff has access to and may have
been maintaining both the Downtown and Lake Merritt/Uptown CBD databases since
the districts were formed. During renewal, the databases need to be updated to make
sure that the most current information is included. Key database fields include:

Property ownership and contact information;

Property use classifications (i.e. commercial, residential, parking, non-profit, etc.)
Property characteristics (i.e. lot and building square footage, linear frontage, etc.)

Our team will provide sample databases from other CBDs/PBIDs, plus our engineer is
budgeted in the PBID renewal phase of the process to work with staff to help facilitate
the update.
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3.) Please elaborate on how we should anticipate our own organizational investment in
project coordination and management, and should we budget for this?

For the strategic planning portion of the project, our clients usually absorb the time and
effort required for project coordination among existing staff members. It will be
important for us to have a senior staff person designated as the client project manager
to help organize the process and provide strategic input as we move forward. In
addition, there will be administrative needs related to our site visit itineraries, including
inviting individuals to meetings, arranging meeting rooms, taking minutes of public
meetings, distributing the online survey, etc.

For the PBID renewal portion, some of these functions will still be in play. Downtown
Oakland may want to consider additional investment in database management and
maintenance, if needed. This is usually undertaken by an existing staff person,
sometimes augmented by an intern or contract database manager. Our engineer will
work with Downtown Oakland to help provide general parameters for the database,
verify data and perform calculations related to the assessment methodology, but we do
seek assistance to obtain, enter and maintain property data.

Downtown Oakland may want to consider additional costs for the education phase of
PBID renewal, including the design and production of renewal fact sheets and/or
newsletters. We will provide templates and examples from other communities.

Overall, we would recommend that Downtown Oakland allocate a project contingency

fund to cover any of preceding or other unforeseen costs. A contingency of up to
$15,000 should be adequate and is unlikely to be tapped.

4.) Please speak to your successes around changing and/or increasing assessments during
a renewal and any challenges you have faced.

In general, we have had success in increasing assessment amounts in renewal and find a
rule of thumb resistance barrier beyond 10%; however, there are many factors that go
into these type of adjustments.

First, we need to respect the underlying real estate economics of the district. If rents
and values have increased more rapidly than assessment rates, then the economic
argument for upward adjustments and impact on real estate can be easier to absorb.

Next, we need to evaluate the costs of district services and whether assessment
increases have kept up. In the Bay Area, labor costs have skyrocketed, placing pressure
on clean and safe services in particular. It is important that CBDs/PBIDs also exercise
annual adjustments so that were not catching up for years of neglect during renewal.

Finally, we would look at other factors that are impacting the CBD/PBID management
plan. Are we growing the boundaries of the district? Are new services being added?

Overall, property owners are not wildly enthusiastic about significant increases in
assessments, but with an understanding of the real estate economics and a strong
rationale for adjustments, often the most thrifty can be swayed.
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5.) Speak to your successes in the inclusion of state and federal properties during district
renewal and expansion.

In a word, mixed. In California, we have had some success including state-owned

properties and we would look at precedents from other districts. We helped to form and
renew the district in downtown Sacramento, and they have been a great resource when
we have encountered state-owned property. There is less success with quasi-
governmental entities, such as Cal Trans.

For federal properties, we have explored financial participation in PBIDs nationally on a

region-by-region basis. Some regions have some success in getting federal properties to
contract with PBIDs for services none to our knowledge have actually paid an
assessment. Overall, the feds have been participating less and it is unlikely that the
federal appetite for good neighbor participation will grow under the new
administration. We would discourage expansion that includes large federal properties
due to this ongoing uncertainty.