Select a Project Category:

Strategic & Organizational Planning, Executive Search

Sioux City, IA

"Downtown Organizational Strategic Plan" (2016);
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 with more than 600 responses. The process also included an assessment of market conditions and the identification of opportunities arising from P.U.M.A. Global Trends Report. The resulting strategic plan provides a program, committee and budget framework that focuses on strengthening downtown's economy, environment and community.

Prepared for Downtown Partners Sioux City;
Ragen Cote, Executive Director (712) 252.0014

Minneapolis, MN

"Downtown Improvement District Evaluation" (2014)
"DID Strategic Plan" (2015);
Five years after establishing its Downtown Improvement District, the DID retained P.U.M.A. to undertake a formal evaluation of the district. P.U.M.A. reviewed state legislation, researched comparable districts, and looked at the DID's structure, assessment methodology, governance and operations. The evaluation found that while the underlying structure of the district is sound, the DID needs to adapt to market changes in downtown that includes 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 conduct a formal strategic plan for the DID to form recommendations for guiding the district through the next five to seven year investment cycle.

Prepared for the Minneapolis Downtown Improvement District;
Kathryn Reali, Chief Operating Officer (612) 338-3807

Pa'ia, HI

"Pa'ia Town Strategic Plan" (2014);
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 of Pa'ia finds itself at a crossroads. Its distinctive character, sense of place and unique independent retail mix is 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 also remaining competitive in the marketplace as a destination for residents and visitors. The Strategic Plan recommends core values, specific program areas and budget, and a new organizational structure.

Prepared for Pa'ia Town Association and County of Maui;
Erin Wade, AICP, County of Maui (808) 270-5517

Chatsworth, CA

"Chatsworth Strategic Plan" (2013);
In October 2012, the Chatsworth Business Improvement District (BID) selected P.U.M.A. to facilitate a strategic planning process for the BID along the Devonshire Corridor. The Chatsworth BID Strategic Plan includes the following:

  • Areas of program emphasis including short term recommendations (next 18 months) and mid- term recommendations (up to five years).
  • Organizational adjustments to accommodate areas of emphasis, including anticipated impacts on staffing, budgets and organizational structure.
  • Specific recommendations for the BID, including boundaries and rate structure
  • Collaboration opportunities with other civic organizations, agencies and private entities to leverage limited resources and energies.
  • Other suggested steps to strengthen the BID's influence in advancing the development and management of the Devonshire Corridor.

Prepared for the Chatsworth Business Improvement District;
Rana Ghadban, BID Administrator (818) 341-2428

Miami, FL

"Miami Strategic Plan" (2013);
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, in April 2013. P.U.M.A.'s objectives for the project included:

  • Identifying areas of program emphasis for both near term (next 18 months) and long term (up to five years).
  • Identifying and recommending any organizational adjustments, including staffing, budgeting and organizational structure
  • Evaluating and identifying revenue enhancements and options
  • Identifying opportunities with other civic organizations, agencies and private entities to leverage resources

In order to meet the above objectives, P.U.M.A. 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. The consultants reviewed and assessed internal documents such as budgets, by-laws 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.

Prepared for the Downtown Miami Partnership;
Eddie Padilla, Executive Director (305) 379-7070

Denver, CO

"Cherry Creek Area Business Alliance Strategic Plan" (2012);
In 2012, P.U.M.A. was contracted to help the Cherry Creek North Business Improvement District (CCN BID), the Cherry Creek Mall, and other business community stakeholders come together to develop a unified advocacy voice for the district. These stakeholders, while in past circumstances may have been competitive, recognized the need to champion the positive economic benefits the area brings to the City of Denver and the State of Colorado. 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." P.U.M.A. facilitated this group of business leaders to clarify common goals, and identified an appropriate legal structure, boundaries, membership levels and benefits, bylaws, and fundraising requirements. Importantly, the Strategic Plan sets out specific work areas for CCABA that complement, rather than duplicate, CCN BID efforts. CCABA has since emerged as an influential voice in planning for the future of the area.

Prepared for Cherry Creek North BID; Julie Underdahl, Executive Director (303) 534-4399

Long Beach, CA

"Executive Search" (2012)
Building on more than 25 years of experience and relationships, P.U.M.A has developed a new specialty in executive search services for downtown management and community development organizations. Our emerging niche is for executive directors in small-and mid-size markets, downtown economic development positions and larger organizations seeking to replace program managers. We have assisted with search efforts for downtown agencies in New Haven, Long Beach and Orlando.

Prepared for Downtown Long Beach Associates;
Kraig Kojian, President and CEO (562) 436-4259

Long Beach, CA
New Haven, CT
Orlando, FL

"Executive Search" (2012)
Building on more than 25 years of experience and relationships, P.U.M.A has developed a new specialty in executive search services for downtown management and community development organizations. Our emerging niche is for executive directors in small-and mid-size markets, downtown economic development positions and larger organizations seeking to replace program managers. We have assisted with search efforts for downtown agencies in New Haven, Long Beach and Orlando.

Prepared for Downtown Long Beach Associates;
Kraig Kojian, President and CEO (562) 436-4259
Prepared for Town Green Special Services District;
Greg Pepe, Chair, Board of Commissioners (203) 401-4245
Prepared for Orlando Downtown Development Board/Community Redevelopment Agency;
Thomas Chatmon, Jr., Executive Director (407) 246-3361

New Haven, CT

"Executive Search" (2012);
Building on more than 25 years of experience and relationships, P.U.M.A has developed a new specialty in executive search services for downtown management and community development organizations. Our emerging niche is for executive directors in small-and mid-size markets, downtown economic development positions and larger organizations seeking to replace program managers. We have assisted with search efforts for downtown agencies in New Haven, Long Beach and Orlando.

Prepared for Town Green Special Services District;
Greg Pepe, Chair, Board of Commissioners (203) 401-4245

Orlando, FL

"Executive Search" (2012)
Building on more than 25 years of experience and relationships, P.U.M.A has developed a new specialty in executive search services for downtown management and community development organizations. Our emerging niche is for executive directors in small-and mid-size markets, downtown economic development positions and larger organizations seeking to replace program managers. We have assisted with search efforts for downtown agencies in New Haven, Long Beach and Orlando.

Prepared for Orlando Downtown Development Board/Community Redevelopment Agency;
Thomas Chatmon, Jr., Executive Director (407) 246-3361

San Diego, CA

"Downtown San Diego Partnership Organizational Blueprint" (2012);
Like many California downtown's, San Diego's remarkable resurgence over the past 30 years was guided by its redevelopment agency, the Center City Development Corporation (CCDC). CCDC gained a national reputation for its role in transforming a gritty Navy town into a multidimensional hub for jobs, retail, entertainment and living. Meanwhile, its private sector partner, the Downtown San Diego Partnership (DSDP), had been a loyal, yet largely subordinate partner. With the legislative demise of California redevelopment agencies, including CCDC, a new approach was sought to build on the DSDP's existing strengths and lead downtown planning, development and prosperity into the future.

P.U.M.A. was retained to present DSDP with organizational options and develop its new blueprint. Input was sought from a variety of downtown stakeholders representing neighborhoods, businesses, property owners and civic leaders. Best practices were researched, including state-of-the-art downtown management models in Denver, Seattle, Cincinnati, Memphis and Los Angeles.

The resulting organizational blueprint creates an innovative private/public partnership holding company that connects several tools critical to the future of downtown San Diego and offers a glimpse of future options that can be employed in other California downtowns. Six affiliates are organized under one unified holding company, including membership, property-based business improvement district, homeless services, parks and open space foundation, mobility and transportation and community development components.

Prepared for the Downtown San Diego Partnership;
Kris Mitchell,President & CEO (619) 234-3444

Long Beach, CA

"Downtown Development Corporation" (2011);
"Strategic Plan Update" (2010);
A priority from the strategic plan update that P.U.M.A. completed for the Downtown Long Beach Associates (DLBA) was to investigate the formation of a new non-profit downtown development corporation (DDC). P.U.M.A. was subsequently retained to complete a business plan for creating a Long Beach DDC. The DDC was approved by the DLBA board in early 2011, and will be organized as a 501(c)3 non-profit affiliate to mobilize capital for small businesses and be a developer for institutional assets, including properties that are currently owned by te Long Beach Redevelopment Authority.

Prepared for the Downtown Long Beach Associates and the Long Beach Redevelopment Authority;
Kraig Kojian, President and CEO of DLBA (562) 436-4259

Columbia, MO

"Downtown CID Creation" (2009);
"Downtown Strategic Plan" (2008);
Anchored by major educational institutions Columbia has successfully navigated through many past challenges to the vitality of its downtown. However recent years have brought significant change with increasing competition from both outside and within Columbia. The Columbia Special Business District realized that their focus should change from simply maintaining downtown to growing it. In early 2007 they contracted with P.U.M.A. to aid in the strategic restructuring of their downtown organization to help them accomplish this task. Recommendations focused on re-positioning the organization to serve a stronger economic development function in downtown through retention and recruitment initiatives and more comprehensive marketing and communications tactics. To support this a shift in the structure and operations of the two organizations concurrently working on downtown issues was recommended as was the development of a new funding district which will provide resources to implement the recommended initiatives. P.U.M.A. was subsequently retained to develop a management plan for the creation of the CID that provides sustainable funding for the organization and assist in the creation of that district.

Prepared for the Downtown Columbia Special Business District;
Carrie Gartner, Director (573) 442-6816

Santa Monica, CA

"PBID Management Plan" (2008);
"Downtown Management Framework" (2007);
P.U.M.A. led the consulting team to re-engineer the Bayside District Corporation the organization that markets and manages the Third Street Promenade and downtown Santa Monica. The Downtown Management Framework a strategic plan for the future of downtown Santa Monica was completed through a process that included a review of existing conditions best practices and an extensive stakeholder outreach process leading to recommendations for new services methods of financing and program governance. A new PBID was formed to finance $3.6 million in supplemental services. P.U.M.A. also led the process to develop the Management Plan for the PBID including additional outreach assessment modeling and negotiations with several city departments.

Prepared for the Bayside District Corporation and the city of Santa Monica;
Kathleen Rawson, Executive Director (310) 393-8355

Visalia, CA

"Downtown Visalia Strategic Plan" (2007);
P.U.M.A. worked with the Downtown Visalia Alliance to complete a strategic plan that will bring cohesion to an existing marketing organization and a business improvement district. While both organizations share staff they had distinct corporate identities and operating practices. The strategic planning process included extensive constituent outreach including focus group discussions and a stakeholder survey to develop programmatic priorities. P.U.M.A.'s recommendations included suggestions that both groups should be unified under a new holding company structure. The plan also included recommendations to guide the renewal and potential expansion of the downtown business improvement district. P.U.M.A. was subsequently retained to assist with the PBID renewal in 2009.

Prepared for the Downtown Visalia Alliance;
Elaine Martell, Interim Director (559) 732-7737

Cedar Rapids, IA

"Downtown Cedar Rapids Strategic Plan: Organizational Blueprint and SSMID Business Plan" (June 2006);
P.U.M.A. worked with downtown property owners businesses and civic leaders to develop a new organizational blueprint and to help renew the self-supported municipal improvement district (SSMID).The existing 20 year-old SSMID has helped to finance extensive streetscaping and improvements. After its renewal the SSMID refocused to support marketing and economic development activities to attract new businesses and vitality. The blueprint for the Downtown District envisaged a downtown holding company that connected the renewed SSMID and a new community development corporation.

Prepared for the Cedar Rapids Downtown District;
Doug Neumann, President/CEO (319) 398-0449

Denver, CO

"Cherry Creek North Business Improvement District Strategic Plan" (September 2004);
Responding to changing market and political dynamics the BID contracted with P.U.M.A. to complete a strategic plan to provide an operating road map for both the district and the BID for the next three to five years. The planning process included stakeholder outreach a direct mail survey a market snapshot and a survey of comparable national BIDs with upscale retail districts. The strategic plan includes recommendations and short- and long-term sequencing using benchmarks.

Prepared for the Cherry Creek North Business Improvement District;
Julie Bender, President (303) 394-2904

Birmingham, AL

"Downtown Birmingham Development Activation Strategy" (January 2004);
P.U.M.A. created a blueprint for a downtown redevelopment authority.The process included a survey of best practices from comparable markets and meetings with business and civic leaders to develop a consensus-based approach.The blueprint included recommendations to create a downtown community development corporation and a new holding company structure to better connect downtown organizations.

Prepared for Operation New Birmingham;
Michael Calvert, President (205) 324-8797

Springfield, MO

"Downtown Strategic Plan Update" (2003);
"Business Plan for the Downtown Springfield CID" (1999);
"Center City Springfield Organizational & Capital Development Plan" (1996);
Business plan to create a new public/private community development corporation to advance the revitalization of Springfield's Center City. Nine lending institutions invested equity in the corporate finance projects. P.U.M.A. was later retained to assist in the creation of a community improvement district and most recently retained to facilitate an update of the downtown strategic plan.

Prepared for the City of Springfield and Urban Districts Alliance;
Mary Lilly-Smith, City of Springfield (417) 864-1094

Denver, CO

"Business Plan for Historic Denver Inc." (May 2002);
Business plan for one of the nation's premier historic preservation advocacy organizations.?The plan examined HDI as a collection of business centers providing a variety of recommendations including revenue enhancement staff redeployment and operations of a museum property.Individual discussions were held with all board members and the plan was completed and ratified at a board of directors planning retreat.

Prepared for Historic Denver Inc.;
Annie Levinsky, President (303) 534-5288

Denver, CO

"Denver Indian Center Five-Year Strategic Plan" (2000);
Business plan to stabilize and guide the growth of the Denver Indian Center a community development organization providing basic human services early childhood education employment and training to assist American Indians in the metro Denver area.

Prepared for the Denver Indian Center and the City of Denver;
Jodi Adkins, Program Manager City of Denver (720) 913-1526