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BIDs, DDAs & Other Districts
For more than 30 years, we have worked across the country to create more than 90 business improvement districts (BIDs), downtown development authorities (DDA), and other districts that collectively generate more than $100 million annually to maintain, market, and activate downtowns and other commercial areas. Selected project examples are featured below.
Lafayette, Colorado
Old Town Tomorrow - LURA Transition Plan (2024): P.U.M.A., along with Studio Seed, worked with the Lafayette Urban Renewal Authority (LURA) to evaluate potential financing tools when their existing Old Town district neared its expiration. Through broad community input, a downtown development authority (DDA) was identified as the preferred mechanism. P.U.M.A. created a Plan of Development as a guide, and a grassroots campaign resulted in the formation of the DDA by a wide margin.
Denver, Colorado
DDDA Expansion and Plan of Development (2024): P.U.M.A. worked with City staff to update the Denver Downtown Development Authority (DDDA) Plan of Development and expand the district to the entire central business district. The original DDDA was formed to support the rehabilitation of Union Station, which was completed in 2014. Over 81% of eligible voters approved the expansion, which will generate more than $500 million over the district’s term to support public and private investment in downtown.
Asheville, North Carolina
Downtown Asheville BID Formation (2024): P.U.M.A. was retained by the Asheville Area Chamber of Commerce to create a business improvement district (BID) for Downtown Asheville. P.U.M.A. conducted stakeholder outreach, developed an operational plan, provided estimates for a clean and safe program, and worked with City staff to determine baseline services and guide the community through the formation process. The BID was approved in June 2024.
Frederick, Maryland
Ambassador Program Funding Evaluation (2023): The Downtown Frederick Partnership sought PU.M.A.’s assistance in helping to identify sustainable, long-term funding for its new Ambassador Program. P.U.M.A. conducted stakeholder outreach to understand the merits and ambitions of the program, and best practice research on comparable programs in other downtowns regionally. With this intel in mind, the report identified 13 different funding options, detailed pros and cons for each, and rated each option using a four-pronged evaluation tool.
Spokane, Washington
Downtown Spokane BID Management Plan (2023): P.U.M.A. worked with the Downtown Spokane Partnership on two parallel processes to complete both a BID management plan and a new organizational strategic plan. The BID management plan offers suggested changes to BID services and its work program, three distinct options for BID assessment methodology moving forward that address longstanding challenges, expansion recommendations, and governance recommendations.
Norfolk, Nebraska
BID Feasibility & Downtown Management Plan (2023): P.U.M.A. was hired by the City of Norfolk to create a management plan and explore options for creating a new special assessment district in downtown Norfolk. Over the last 10 years, downtown has emerged as an economic hub, cultural anchor, and regional destination. The plan seeks to ensure this momentum is sustained by identifying opportunities to streamline the management and financing of improvements in downtown Norfolk.
Asheville, North Carolina
Asheville BID Feasibility Report (2023): P.U.M.A. was retained by the Asheville Chamber of Commerce in early 2023 to evaluate the feasibility of creating business improvement districts (BIDs) throughout Asheville. Three districts were evaluated – Downtown, the River Arts District, and West Asheville. The process consisted of district field work, stakeholder outreach in each area, property database development and analysis, and the creation of a feasibility report that gave each district a “BID-readiness” score. The report recommended that Downtown was BID-ready, while the other two districts were not at the time. In late 2023, Downtown moved forward towards the next step in BID formation with a goal to form by mid-2024.
Parker, Colorado
Parker BID Formation (2023): In partnership with Downtown Colorado, Inc., Parker’s Downtown Business Alliance hired P.U.M.A. to evaluate the feasibility and lead the formation of a business improvement district (BID). P.U.M.A. conducted analysis of potential BID boundaries and desired services, provided education on BIDs, and guided outreach among local business and property owners. The resulting BID and associated mill levy were approved in 2023 with an initial operating budget of $110,000.
Traverse City, Michigan
Traverse City Downtown Development Authority (2022): The P.U.M.A. team, in partnership with Traverse City-based Parallel Solutions, worked with the Traverse City Downtown Development Authority (DDA) to answer two key questions: what is next for Downtown Traverse City, and what is next for the DDA. The final report includes observations and recommendations regarding priorities for future physical public improvements, future services, a governance model to support the future vision for downtown, and financing tools. Learn about the process on the Traverse City DDA’s Moving Downtown Forward webpage.
Littleton, Colorado
Downtown Development Authority Formation (2022): P.U.M.A. provided guidance to the City of Littleton and a team of downtown and community leaders in their effort to create a downtown development authority (DDA). The process included extensive downtown stakeholder and community outreach, the creation of a Plan of Development to guide the DDA, and a successful campaign to win affected property owner, business, and resident support for establishing the DDA, creating tax increment financing authority, and a mill levy to fund district operations.
Long Beach, California
Downtown Long Beach Alliance (2022): Downtown Long Beach Alliance hired P.U.M.A. to refresh its mission, goals and objectives, organizational culture, and operations, resulting in “Downtown Long Beach Alliance Strategic Plan: Roadmap to Recovery, Resilience, and Inclusion.” The plan informed the subsequent business improvement district renewal effort, which raised rates by more than 35% and was approved by more than 80% of ratepayers.
Atlanta, Georgia
Field Operations Assessment and Implementation Strategy (2022): P.U.M.A. was hired by the Atlanta Downtown Improvement District to help address evolving clean and safe challenges in the downtown. Stakeholder feedback as well as findings from extensive fieldwork and an internal operations assessment were analyzed to inform recommendations, which included refreshing the clean and safe field operations and creating a more integrated approach for management of all maintenance, public safety, and social impact services.
San Jose, California
Downtown PBID Renewal (2022): Informed by the pandemic stabilization plan created with P.U.M.A. in 2020, the San Jose Downtown Association continued to work with P.U.M.A. to undertake strategic planning to guide the subsequent renewal of the Downtown property-based business improvement district. Downtown San Jose stakeholder groups were surveyed for input to craft the PBID renewal plan that builds on clean and safe services and adds new approaches in social impact, economic development, beautification, placemaking, and communications. The new PBID renewal plan, which expanded district boundaries, consolidated two benefit zones into one and increased the district budget by nearly 40%, was approved by property owners in a landslide vote of 88%.
Grand Rapids, Michigan
Downtown DID Reauthorization (2021): P.U.M.A. provided guidance to Downtown Grand Rapids, Inc. in the renewal of its downtown improvement district (DID). In concert with DID board and staff leadership, P.U.M.A. evaluated rates, assessment methods, boundaries, and snowmelt procedures. Ultimately, the renewal moved forward with support from the downtown Grand Rapids community.
Long Beach, California
Long Beach State of BIDs (2021): P.U.M.A. was hired by the Long Beach Council of Business Associations (COBA) to conduct research on the nearly dozen BIDs that exist in the City of Long Beach. The report, designed with graphic standards to communicate to a variety of constituencies, will be used as a tool to inform elected officials, civic leaders, BID managers, and the public at-large about the vital role BIDs play in delivering clean & safe services, spurring economic activity, and advocating on behalf of ratepayers. The report highlights collective impact metrics, profiles individual BIDs, and offers recommendations related to collaboration with the City of Long Beach, financial and technical resources, data collection and reporting, and collective action.
Englewood, Colorado
Englewood Downtown Matters Plan (2020): P.U.M.A. was part of a multi-disciplinary team to create the Englewood Downtown Matters Plan, which is intended to serve as the plan of development for a proposed downtown development authority (DDA). Throughout the planning process, P.U.M.A. worked to create a collective vision for downtown and key program and project priorities to guide investment for the next 5-10 years and beyond. The planning process took place during the COVID-19 pandemic, and also included an 18-month economic recovery action plan.
Chattanooga, Tennessee
Business Improvement District (2019): P.U.M.A. was hired by the River City Company to work with property owners, businesses, residents, and local officials to develop a plan for a downtown BID. The project included site visits, best practice research and public outreach. After BID approval in 2019, P.U.M.A. assisted in hiring a manager and contracting for clean and safe services. The BID provides safety ambassadors and beautification efforts, like litter pickup and pressure washing.
Burlington, Vermont
Downtown Improvement District (2019): P.U.M.A. was hired to assist the Burlington Business Association, the City of Burlington and business district stakeholders to create a downtown improvement district (DID). P.U.M.A.’s resulting plan recommended replacing the two existing districts with a nonprofit business improvement district (BID) and suggested that the new district have an expanded scope that included safety, cleanliness, marketing, economic development and mobility initiatives.
Santa Monica, California
Santa Monica Pier BID Feasibility (2018): The Santa Monica Pier attracts millions of visitors and is an economic anchor for the city and region. However, its success has strained management, and stakeholders were concerned that the Pier experience could erode without more resources for clean and safe services. P.U.M.A. was contracted to deliver recommendations for improvement and to protect its vitality over the next 5-10 years. New programs and revenue sources were recommended, including a BID.
Evansville, Indiana
Economic Improvement District (EID) Formation (2018): P.U.M.A. was engaged by the Southwest Indiana Chamber’s Downtown Alliance to help form an economic improvement district (EID) in downtown Evansville. Prior to its formation, Evansville was one of the largest U.S. cities without an improvement district. With an initial budget of over $600,000, one of the largest in the state, the EID focuses primarily on safety and beautification programs, business recruitment strategies and marketing.
Lincoln, Nebraska
Downtown BID Renewals (2016, 2006, 1999): P.U.M.A. was retained to counsel the Downtown Lincoln Association (DLA) for renewal of its management business improvement districts (BIDs) in 1999, 2006 and 2016. In each BID renewal cycle, P.U.M.A. took stock of local market and real estate dynamics and facilitated an inclusive outreach process to solicit priorities from affected stakeholders. The 2016 renewal established a management and marketing framework to improve downtown for the next 10 years.
Berkeley, California
Downtown Business Improvement District Renewal & Organizational Strategic Plan (2015): P.U.M.A. prepared a strategic plan to help the organization adapt to changes in the market and prepare for BID renewal. Robust public outreach included roundtable discussions, public meetings and board workshops. Recommendations included a new operating construct, organizational diversification ideas and an outline for BID renewal. We have worked with Downtown Berkeley since the BID was formed in 2010.
Santa Monica, California
PBID Formation and Expansion (2008-2015): P.U.M.A. has worked with downtown Santa Monica since 2007 when we led a strategic planning process that resulted in an overhaul of how downtown is maintained, marketed and managed. We helped the community overcome long-standing divisions that resulted in the formation of a property-based business improvement district (PBID) that generates nearly $4 million. We also worked with Downtown Santa Monica, Inc. on expansion of the PBID.
Arvada, Colorado
Olde Town Arvada Business Improvement District (2014): P.U.M.A. worked with Olde Town to create a business improvement district (BID) focused on marketing and events, streetscape enhancements and maintenance. We conducted the initial feasibility analysis and petition drive, leading to the election. Our inclusive process led to a successful election in which the BID was approved by 78% of voters. The City of Arvada matched the BID assessment, establishing a strong public-private partnership.
Denver, Colorado
The Fax Mayfair Business Improvement District (2014): P.U.M.A. assisted the Fax Partnership form its business improvement district (BID) along Colfax Ave. The effort included comprehensive business/property owner outreach, and developing a work plan, budget and assessment models. After the BID passed with 96% voter support, P.U.M.A. developed a work plan, assessment method, and budget with extensive input from property owners, city agencies, and neighborhood stakeholders.
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