Downtown Strategic Plans
Utilizing our prior experience working as practitioners in the field, we support downtown management organizations in developing tactical strategic plans to guide their evolution, blending local aspirations with national best practices. Selected project examples are featured below.
Tulsa, Oklahoma
Downtown Tulsa Strategic Plan (2019-2020): P.U.M.A. was hired by the City of Tulsa to bring the downtown BID, which was managed by a City department, in line with national best practices. The strategic planning process, which received input from nearly 4,000 stakeholders, laid the groundwork for a new state-of-the-art downtown management organization. The nonprofit, Downtown Tulsa Partnership, will provide maximum accountability, diversified revenue, and a unified champion for downtown.
Chapel Hill, North Carolina
Downtown Chapel Hill Strategic Plan (2020): The Chapel Hill Downtown Partnership (CHDP) hired P.U.M.A. to create a new organizational strategic plan to guide its evolution over the next five to seven years. The strategic plan provides the CHDP with a clear vision and mission, goals and objectives, achievable tactics, and a new organizational structure capable of delivering on the expectations set forth in the plan. The plan also offers a five-year roadmap for growing the CHDP’s budget.
Santa Cruz, California
Downtown Santa Cruz Strategic Plan (2020): P.U.M.A. was hired by the City of Santa Cruz to evaluate two downtown management entities, the Downtown Association of Santa Cruz and the Downtown Management Corporation. P.U.M.A. developed recommendations and scenarios to address current conditions in downtown. Following an evaluation of alternatives, a preferred scenario was selected, which was to dissolve the two entities and create one new property-based business improvement district.
Hollywood, California
Hollywood Strategic Plan (2019): The renewal and expansion of the Hollywood Entertainment District (HED) prompted strategic planning to align the priorities of the organization with the area’s evolving landscape and most pressing needs. P.U.M.A. assisted in engaging over 900 stakeholders and identifying top priorities over the next five years. The outcome was a strategic plan that provides an updated vision and mission, measurable goals and objectives, and a refreshed organizational structure.
Durham, North Carolina
Strategic Plan (2019): P.U.M.A. worked with Downtown Durham Inc. to create a new strategic plan. The plan was informed by input from over 1,000 stakeholders and included a detailed downtown market assessment and best practice research from other downtown management organizations. The plan offered clear vision and mission statements, measurable goals and objectives, and a new organizational structure focused on economic development, cleanliness, safety and enhancement of public space and more.
Nassau, Bahamas
Downtown Nassau Commission Business Plan (2018): P.U.M.A. was selected by the Downtown Nassau Commission (DNC) to create a business plan for a new downtown management organization. Building off work we completed in 2009, the 2018 plan defined organizational goals and structures plus an implementable work program, which included six core goal areas: clean and safe; advocacy and leadership; arts and heritage; streetscape and aesthetics; business support and marketing; and parking and vehicle management.
Oklahoma City, Oklahoma
Downtown Oklahoma City (2018): The Downtown Oklahoma City Partnership and Business Improvement District have been P.U.M.A. clients for two decades. We helped to create OKC’s downtown BID in 1999, then its renewal in 2008. In response to the City’s physical and economic transformation, P.U.M.A. was reengaged in 2018 to assist with strategic planning. The new plan realigned their priorities, and defined its role in community-building and incubating the next generation of downtown leadership.
Dallas, Texas
Uptown Dallas Strategic Plan (2017): Uptown Dallas, Inc. (UDI) hired P.U.M.A. to develop a strategic plan for UDI and the Uptown Public Improvement District (UPID). The process leveraged input from Uptown stakeholders by way of interviews, focus groups, and an online survey. P.U.M.A. identified and provided priority action items to address the top concerns in the district, resulting in a plan that reflects the evolving and maturing organization and sets a course for the future.
Pasadena, California
Old Pasadena Strategic Plan 2017: P.U.M.A. evaluated current and future market dynamics, sought community-wide goals, and developed internal organizational recommendations. The resulting strategic plan centered around five major conclusions: adding appeal to remain competitive; capitalizing on its unique network of alleys and parks; initiating a new focus on place-making and activation of public spaces; targeting retail efforts on one-of-a-kind concepts; and continuing to make parking easier.
Parker, Colorado
P3 Strategic Plan (2017): P.U.M.A. was engaged to develop a strategic plan for Partnering for Parker’s Progress (P3), the town’s urban renewal authority. Through an 8-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 Parker’s three urban renewal districts.
Washington, DC
Golden Triangle Business Improvement District Strategic Plan (2017): P.U.M.A. worked with the BID to craft a new strategic plan to guide the organization for the next seven years. Significant stakeholder outreach was employed, including one-on-one meetings, focus groups, online surveys and leadership workshops. The plan recommended 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): P.U.M.A. prepared an organizational strategic plan to guide Downtown Partners through the next 5- to 7-year development cycle. The process included extensive stakeholder outreach, assessment of market conditions and identified opportunities arising from P.U.M.A.’s Global Trends Report. The resulting strategic plan provided a program, committee and budget framework focused on strengthening downtown’s economy, environment and community.
Norfolk, Virginia
Downtown Strategic Plan (2015): P.U.M.A. worked with the Downtown Norfolk Council (DNC) to develop a plan that considered current market dynamics and community goals for downtown. Outreach efforts identified initiatives in three areas: “Always Active,” “Innovation Hub,” and “Pedestrians First.” The plan identified improvements, policies, and funding options to guide the DNC. P.U.M.A. prepared an internal document showing organizational adjustments and funding filters to optimize implementation.
Minneapolis, Minnesota
DID Strategic Plan (2015): Five years after establishing its downtown improvement district (DID), P.U.M.A. was retained to formally evaluate it. We reviewed state legislation, researched comparable districts, and looked at the organization’s structure, assessment methodology, governance and operations. We found that while the structure was sound, the DID needed to adapt to market changes. P.U.M.A. was subsequently retained to draft a strategic plan to guide the DID through the next 5-7 years.
Miami, Florida
Strategic Plan (2013): With new funding challenges and a desire to develop a stronger, more independent organization, the Downtown Miami Partnership hired P.U.M.A. to assist in creating a new plan and vision. External and internal assessments were performed by meeting with stakeholders, facilitating roundtables and talking with board members. We reviewed and assessed internal documents, and led a board workshop to discuss preliminary findings, possible emphasis areas and alternate resources.
Denver, Colorado
Cherry Creek Area Business Alliance Strategic Plan (2012): P.U.M.A. was contracted to help Cherry Creek North BID, Cherry Creek Shopping Center and other commercial stakeholders develop a unified advocacy voice for the district. While some were 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.