Académique Documents
Professionnel Documents
Culture Documents
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4
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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
PROPOSAL FOR
Experience
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
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and and Analysis District
Lake Merritt-Uptown project.Associations refresh their strategic plans and renew
their downtown PBIDs.
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marketing and real estate economics
financial expertise toand planning
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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
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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
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.
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.
PROJECT MANAGER
Brad Segal,
P.U.M.A President
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
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.
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
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.
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.
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
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.
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.
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.
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)
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
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
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.
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/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.
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.
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.
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.
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
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
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
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
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.
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.
PRIOR EXPERIENCE 21
29
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.
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:
Experience
PRIOR EXPERIENCE 23
31
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.
PRIOR EXPERIENCE 25
33