Oklahoma City, Oklahoma
Downtown Oklahoma City (2018) | Oklahoma City, Oklahoma
The Downtown Oklahoma City Partnership and Business Improvement District have been P.U.M.A. clients for two decades. P.U.M.A. first helped to create OKC’s downtown BID in 1999 and subsequently assisted with its renewal in 2008. In response to the City’s physical and economic transformation, P.U.M.A. was reengaged in 2018 to assist the Downtown Oklahoma City Partnership with a strategic planning effort. The new plan, in accordance with emerging trends identified by P.U.M.A., realigned the Partnership’s priorities and defined its role in community-building and incubating the next generation of downtown leadership.
Uptown Dallas Strategic Plan (2017) | Dallas, Texas
In 2017, Uptown Dallas, Inc. (UDI) contracted with Progressive Urban Management Associates (P.U.M.A.) to develop a strategic plan for UDI and the Uptown Public Improvement District (UPID). It reflects the evolving and maturing organization and sets a course for the future. The strategic planning process leveraged input from Uptown stakeholders in the form of interviews, focus groups, and an online survey. Through this process, P.U.M.A. identified and provided priority action items to address the seven top concerns in the district: safety and security; district competition and evolution; marketing and communication; placemaking and urban design; UDI’s role in the MATA trolley; pedestrian environment; and parking.
New Haven, Connecticut
Town Green Special Services District Strategic Plan (2017) | New Haven, Connecticut
New Haven’s Town Green Special Services District (TGSSD) commissioned P.U.M.A. in 2017 to re-evaluate its Economic Prosperity Initiative (EPI). Downtown New Haven’s market realities changed in important ways since P.U.M.A. last worked with TGSSD in 2010. Our study found that EPI should adapt to these new realities and move beyond the original ‘retail recruitment’ charge. Improving Downtown’s overall pedestrian experience through activation and safety was identified as a key element of the plan framework. Moreover, improved coordination and consensus-building among the major private, public, and nonprofit institutions was desired. One of the major recommendations was for Town Green to lead the call to action for a shared downtown vision. Through staffing adjustments, committee reinvigoration, and creative reallocation of funds, TGSSD has a roadmap to more fully invest in public space activation and civic advocacy.
Old Pasadena, California
Old Pasadena Strategic Plan 2017 | Old Pasadena, California
P.U.M.A. was engaged by the Old Pasadena Management District to develop a strategic plan. P.U.M.A.’s team evaluated current and future market dynamics, sought community-wide goals for the district, and developed internal organizational recommendations. The resulting strategic plan centered around five major conclusions: 1) Old Pasadena needs to add a new dimension to its destination appeal to remain competitive; 2) The district can strengthen its niche by capitalizing on its unique network of alleys and parks; 3) A new focus on place-making and activation is needed within the district’s unique public spaces; 4) Retail recruitment and retention efforts should target one-of-a-kind local and national retail concepts; and 5) The district should continue planned improvements and technology to make parking easier to find, convenient and predictable.
P3 Strategic Plan 2017 | Parker, Colorado
The Town of Parker engaged P.U.M.A. to develop a strategic plan for Partnering for Parker’s Progress (P3), the municipality’s urban renewal authority. Through an eight-month planning process, P.U.M.A. developed context-sensitive recommendations that fit Parker’s community character and the organization’s objectives. The plan established a clear vision and recommendations for the organization as a whole and identified unique activities and projects for each of Parker’s three urban renewal districts.
Highlights of the strategic plan include:
- An investment filter that adds transparency and consistency to decision making.
- An action plan that lays out specific activities and undertakings by each district.
- Staffing recommendations to maximize the impact and capacity of P3.
Silver Cliff/Westcliffe, Colorado
C.A.R.T. Strategic Plan 2017 | Silver Cliff/Westcliffe, Colorado
The rural towns of Silver Cliff and Westcliffe, with a combined population of 1,200, abut a sweeping view of the Sangre de Cristo mountain range. Through the Colorado Department of Local Affairs (DOLA) Main Street program, P.U.M.A. was hired to develop a strategic action plan to guide priorities and improvements to the ‘Cliffs Commercial District over the next three to five years. Working with the ‘Cliffs Action Revitalization Team (C.A.R.T.), P.U.M.A. gathered data, collected community input, and ultimately reinvented the organization’s vision and mission statements. Based on this new framework, a detailed action plan was created to assist C.A.R.T. in accomplishing its goals. P.U.M.A. provided recommendations for strengthening existing businesses, showcasing the area’s local assets and expanding opportunities for low-impact tourism.
Golden Triangle Business Improvement District Strategic Plan (2017) | Washington, D.C.
P.U.M.A. worked with the Golden Triangle Business Improvement District (BID) staff and board leadership to craft a new strategic plan to guide the organization for the next seven years. The strategic plan was developed with significant stakeholder outreach that included one-on-one meetings, focus groups, online surveys and a series of leadership workshops. The plan built on an existing framework to recommend strategies to bolster the BID’s core operations, maintain its competitiveness among DC markets and amplify its brand as an inviting and vibrant destination.
Sioux City, Iowa
Downtown Sioux City Organizational Strategic Plan (2016) | Sioux City, Iowa
P.U.M.A. prepared an organizational strategic plan to guide Downtown Partners through the next five- to seven-year development cycle. The strategic planning process included extensive stakeholder outreach through roundtable discussions, one-on-one meetings and an online survey that resulted in more than 600 responses. The process also included an assessment of market conditions and identification of opportunities arising from P.U.M.A. Global Trends Report. The resulting strategic plan provided a program, committee and budget framework focused on strengthening downtown’s economy, environment and community.
DID Strategic Plan (2015) | Minneapolis, Minnesota
Five years after establishing its Downtown Improvement District (DID), the DID retained P.U.M.A. to spearhead a formal evaluation of the district. We reviewed state legislation, researched comparable districts and looked at the organization’s structure, assessment methodology, governance and operations. Our evaluation found that while the underlying structure of the district was sound, the DID needed to adapt to market changes in downtown, including substantial new development and several large civic projects. The evaluation recommended short-term changes to DID governance, treatment of residential properties and consideration of assessment applications to the Nicollet Mall, the central spine of downtown. P.U.M.A. was subsequently retained to draft a strategic plan to guide the district through the next five to seven years.
Town Strategic Plan (2014) | Pa’ia, Hawaii
P.U.M.A. was engaged to produce a strategic plan to guide the evolution of both Pa’ia Town and the Pa’ia Town Association. The town had found itself at a crossroads. Its distinctive character, sense of place and unique independent retail mix was confronting the pressures brought upon by commercial success, including higher rents, traffic congestion and lack of parking. P.U.M.A. created a new strategy for Pa’ia that would protect its authenticity while remaining competitive in the marketplace as a destination for residents and visitors. The strategic plan recommended core values, specific program areas and budget, and a new organizational structure.
Strategic Plan (2013) | Miami, Florida
With new funding challenges and the desire by the board of directors to develop a stronger, more independent organization, the Downtown Miami Partnership hired P.U.M.A. to assist in creating a new strategic plan and vision for the organization. We performed an external and internal assessment by meeting with individual stakeholders, facilitating roundtable groups and meeting with individual members of the Downtown Miami Partnership and Downtown Development Authority boards. P.U.M.A. reviewed and assessed internal documents, such as budgets, bylaws and program descriptions. Additionally, the Partnership board members participated in a P.U.M.A.-led board workshop to discuss preliminary findings, possible emphasis areas and alternate resources.
Cherry Creek Area Business Alliance Strategic Plan (2012) | Denver, Colorado
P.U.M.A. was contracted to help Cherry Creek North BID, Cherry Creek Shopping Center and other business community stakeholders develop a unified advocacy voice for the district. While these stakeholders may be competitors, they recognized the need to champion the positive economic benefits the area brings to the region. P.U.M.A. worked with a leadership task force to develop the Cherry Creek Area Business Alliance (CCABA), a 501c(4) advocacy organization whose mission is “to speak with a strong and cohesive voice that represents the collective interests of its member businesses and ensure that the entire Cherry Creek area continues to thrive as an economic generator and community asset.” We facilitated the task force to clarify common goals and identified an appropriate legal structure, boundaries, membership levels and benefits, bylaws and fundraising requirements. CCABA has since emerged as an influential voice in planning for the future of the area.