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result through a new financing mechanism and organization to achieve equivalent urban business district goals. Our strategy for the Downtown San Leandro would be as follows: 1. Commence working with all of the key players for a property /business owners and stakeholders Downtown CBD /PBID Steering Committee (just after the contract has been awarded); 2. Create a new San Leandro Downtown PBID or Community Benefit District (CBD), Steering Committee to oversee a mail survey to all property owners in the Downtown ascertaining their conceptual support for the creation of a special benefits district in the Downtown; 3. Use the survey to reveal the levels of survey support and /or opposition to the creation of this new financing mechanism district; 4. If there is demonstrable support for the new PBID or CBD, propose to the City Manager and the City Attorney that a new enabling ordinance be adopted based upon the Streets and Highway Code sections 22500 and 36600, Prop 218 and the Charter City authority of the City of San Leandro; 5. Write a "management district plan" under the new enabling ordinance and work with the San Leandro Downtown Stakeholders group to adopt the plan in some form and submit to an assessment engineer for review and approval; 6. Circulate petitions in support of the plan as per the management plan and submit the petitions to the City Manager to trigger an assessment ballot proceeding for the new Special Benefits' District ; 7. Work with the stakeholders to prepare for the balloting and communicate to all interested parties, in support or opposition, to the proposed new special benefits district; 8. Work with the City on preparing the rolls for the balloting response; 9. When the district has been approved, ensure that the proper data has been submitted to the County in time for the FY 2013 -4 property tax billing; 10. If needed, work with the Downtown Stakeholders group to create a new CBD district management corporation which will oversee the new special benefits district under contract with the City; 11. If needed, work with the Stakeholders and City on the transfer of funds to the new district management corporation; 12. If needed, advise the new district management corporation during its first year of operation on issues such as Board selection, Committee structure, policy development, creation of a brand for the Downtown, creating dynamic public rights of way, marketing and special events. 2