PUMA Proposal - City of Reno

Transcription

proposal for / CITY OF RENO DOWNTOWN ACTION PLAN Zz Prepared by: PROGRESSIVE URBAN MANAGEMENT ASSOCIATES 1201 Colfax Avenue, Suite 201 | Denver, Colorado 80218 303.997.8754 | www.pumaworldhq.com in association with: Economic and Planning Systems (EPS) February 26, 2016 February 22, 2016
City of Reno
Office of the City Clerk
Attention: Purchasing Division
1 East First Street
P.O. Box 1900
Reno, NV 89505
RE: RFP – Professional Consulting Services for Downtown Action Plan
Progressive Urban Management Associates (P.U.M.A.) is pleased to submit the attached RFP
response to complete a Reno Downtown Action Plan.
To capitalize on a window of market opportunity for downtowns that is unprecedented in our
lifetimes, we have assembled a team that includes expertise in the areas of market-based
planning, real estate economics, urban design, land use regulations, community development
finance, downtown management and community outreach. By blending these disciplines, we
aim to meet the goals of creating a visionary Downtown Action Plan that will be transformative,
pragmatic and unique to Reno. Our team includes the following firms and expertise:
Firm/Location
Progressive Urban Management
Associates, Inc. (P.U.M.A.)
Denver, CO
www.pumaworldhq.com
Economic & Planning Systems
Denver, CO
www.epsys.com
Role
• Project Management
• Market-Based Planning
• Development Finance & Implementation
• Downtown Management & BIDs
• Community Engagement
• Real Estate Economics & Market Analysis
• Zoning & Land Use Regulations
• Connection to Reno Master Plan Update
Our suggested approach will result in a Downtown Vision, Framework and Action Plan. This
robust approach to the planning process creates a product that can guide public/private
investment decisions for the next ten years and beyond. Our approach is rooted in an
understanding of local real estate economics and market fundamentals, which drive decisions on
design, public realm and infrastructure to support Reno’s best chances for success.
As president of P.U.M.A., and principal-in-charge of the Reno Downtown Action Plan, I will be
the primary contact person and will be authorized to make presentations on behalf of our firm
and sub-consultants. Thank you for your consideration.
Brad Segal, President
Progressive Urban Management Associates
1201 East Colfax Avenue, Suite 201, Denver, CO 80218
Tel: 303-997-8754
Email: [email protected]
Project Understanding & Proposed Approach
PROJECT UNDERSTANDING & PROPOSED APPROACH
Goal:
Develop a market-based vision and investment framework with specific implementation tactics through a
process that brings alignment and consensus among diverse stakeholders to support a public/private
downtown improvement agenda.
Approach:
Building upon past planning efforts and an understanding of downtown market dynamics, the Reno Downtown
Action Plan will aim to create a collective vision for downtown and identify a detailed tactical plan for
implementation with recommendations for priorities, key projects, sequencing, organizing and financing. The
Downtown Action Plan will forge an enduring public/private partnership to guide investment in downtown
Reno for the next five to ten years and beyond.
Process:
An eight-month process is proposed that would be sponsored by the City of Reno in concert with its civic
partners. To develop improvement priorities, targeted community outreach will be employed to reach
business, neighborhood, resident and civic constituents throughout the community with an emphasis on
involvement from downtown stakeholders.
We propose to work with an Action Plan Advisory Committee to guide the process under the framework of
foundational constructs of the downtown planning process. The Advisory Committee would provide primary
oversight of the process, offer creative input and a “reality check” as alternatives are developed. The Advisory
Committee would ideally include influencers in downtown, including City officials, civic partners, residents and
key property and business owners.
Working Groups inviting local Reno leaders and experts in their fields would be organized corresponding to
foundational constructs supporting the Action Plan. The intent of the working groups is to incorporate the
variety of issues that are relevant to downtown, engage a broad cross-section of Reno’s civic leadership, plus
augment initial reconnaissance into Reno’s challenges, opportunities and priorities. Based upon the
information provided within the Downtown Action Plan RFP, the recommended construct for the working
groups could include the following:
•
•
•
•
•
Vibrant Economy (including office, retail, entertainment, education, hospitality and regulatory
environment)
Public Realm & Urban Design (including parks and open space, connectivity, preservation & urban design)
Transportation Solutions (including balanced mobility for pedestrians, bikes, vehicles and transit, parking
management, etc.)
Downtown Experience (including marketing, branding, events, arts and culture, safety and social services)
Housing and Livability (including market-rate, workforce and affordable housing and amenities that create
a livable downtown, such as education and active recreation)
The working groups will define priorities for downtown improvements during the first half of the Action Plan
process. During the second half of the process, following a synthesis of priorities and during the creation of an
overall master investment action plan for downtown, the working groups would convene as one. This process
1
would result in one cohesive group of business, resident and civic leaders that are unified in their efforts to
advance the top priorities and prepared to provide implementation leadership upon plan completion.
Step 1: Preparation (Months 1 and 2)
The client and consultant teams prepare for the formal launch of the project. Activities include identifying
Advisory Committee and Working Group participants, determining a set of foundational constructs to guide the
creation of the Action Plan, reviewing past plans and studies, compiling background materials and updated
community data and establishing project logistics.
P.U.M.A. and EPS will immediately begin to compile background information and identify data sources for the
market opportunity analysis and gain an understanding of existing land use districts. We will seek assistance
from the client team to help develop an inventory that provides an overview of all plans and studies that are
relevant to the Downtown Action Plan. We will also refine a base map that includes the Downtown Action Plan
study area. P.U.M.A. and EPS will review the existing zoning and land use policies.
Step 2: Outreach & Market Opportunity Assessment (Months 3 and 4)
Market Opportunity Assessment (EPS lead, P.U.M.A. support): To balance community aspirations with
market reality, we will compile downtown’s key economic indicators and opportunities in a variety of segments,
including office, retail, residential, hospitality, etc. We will rely primarily on compiling secondary data from
existing economic agencies, real estate professionals, census and other widely accessed sources that can be
easily updated and monitored over time. Our local market research, influenced by P.U.M.A.’s Global Trends
information, will result in the identification of likely development types and potential within the next five to ten
year investment cycle. We will also compile qualitative market information from a series of interviews with key
individuals and land owners involved in real estate and development, building on market research recently
completed by EPS as part of the City’s Master Plan project.
Working Groups (P.U.M.A. lead, EPS support): An initial series of workshops with each of the Working Groups
are proposed to identify challenges and opportunities, develop priorities and gain “ownership” in the Action
Plan process from a variety of constituencies. We envision a two-hour workshop format that would be
repeated for each of up to five Working Groups. Participants would be provided with background on recent
planning efforts and would be asked to brainstorm on improvements and set priorities. Improvements and
priorities from each of the Working Groups would then be compiled and analyzed.
Online Survey (P.U.M.A.): To augment the working group meetings, an online survey is proposed. The survey
would be distributed to a wide variety of downtown and community stakeholders, including employees,
residents, property and business owners. We have routinely gained from 1,000 to 5,000 additional inputs from
online surveys in similar planning efforts. Social media through the City and partner organization networks can
also be utilized to maximize community engagement in the process and survey.
Step 3: Synthesis (Months 5 & 6)
Following the completion of outreach and market reconnaissance, the consultant team would conduct a twoday team charrette (consultant team, City and other key influencers) to compile a draft Action Plan outline that
includes vision, physical framework, opportunity sites and action plan components. The outline would then be
reviewed by the Advisory Committee and the working groups (at this point in the process, they are envisioned
as a single group as opposed to five distinct groups) to synthesize the primary inputs into the process. The
2
review sessions include a priority-setting exercise to determine which actions should be viewed as
“transformative” – initiatives that are the most critical and that can shape downtown’s long term future if
implemented within the next five to ten years. The complete planning package is beginning to take shape, with
outlines for the following components:
•
•
•
•
•
Vision elements and core values for the future of downtown Reno
Framework that provides an illustrative mapping of key concepts and improvements
Identification of development opportunity sites
Consistency/continuity with the City of Reno Master Plan and University of Nevada Master Plan
Action plan that identifies both 1) strategic program initiatives and 2) transformative projects
Step 4: Vision, Framework & Action Plan (Months 7 and 8)
An Action Plan document emerges during the final phase of the project. As policy, program and investment
priorities emerge during this phase, the consultant team will evaluate the organizational structure of the
downtown community and its civic partners and assess its capability to carry out transformative initiatives.
Organizational recommendations regarding the allocation of energy and resources will begin to take shape.
The complete planning package would provide the following components:
•
•
•
•
•
•
•
•
Final vision elements for the future of downtown Reno
Final Framework that provides illustrative mapping of key concepts and improvements
Identification of key opportunity sites, including the development of financial models for up to three key
sites that illustrate how private/public approaches can be utilized moving forward.
Identification of impediments to investment in downtown, listing recommended changes relating to
policies, regulations, and processes, which in turn have the potential to unlock development potential.
Action plan that identifies final 1) strategic program initiatives and 2) transformative projects and
investments that become the foundation for a 5 to 10-year work plan for the City and civic partners.
“Quick Wins”, or highly visible and relatively inexpensive improvements, that can be implemented over a
short-term horizon (i.e. next 18 months).
Recommendations for aligning the City, relevant civic organizations and private sector partners with the
implementation priorities of the Action Plan, including staffing, budgeting, resource development,
corporate and management structure.
We will evaluate the feasibility for creating a self-sustaining downtown management organization to
champion the Action Plan, including whether the fundamentals for supporting a business improvement
district (BID) or similar funding mechanism are present in Reno.
Based upon the Advisory Committee and working group responses to the draft plan components, a final Action
Plan would be prepared by the consultant team. For each transformative initiative, detail would be provided for
project sequencing, roles of responsibilities of the City and other civic partners, estimated costs and financing
options and benchmarks to measure success. A final site visit by the consultant team would be conducted to
review detailed recommendations with the Advisory Committee and affected organizations.
3
Team Qualifications, Organization & Staffing
TEAM QUALIFICATIONS, ORGANIZATION AND STAFFING
The lead firm for this project is Denver-based Progressive Urban Management Associates, Inc. (P.U.M.A.).
P.U.M.A., incorporated in 1989, is a real estate economics and planning firm that specializes in downtown and
community development. We bring experience serving more than 200 clients in 35 states, Canada and the
Caribbean. Our services include:
•
•
•
•
•
Market-based planning for downtowns
Community-based economic development strategies
Participatory community engagement processes
Strategic planning for downtown and community development organizations
Innovative community financing techniques, including business improvement districts
In recent years, we have led market-based downtown action planning processes in a diverse portfolio of client
cities including Berkeley, Boulder, Cedar Rapids, Cleveland, Covington, Denver, Fort Collins, Grand Rapids,
Indianapolis, Las Vegas, Lincoln, Long Beach, Milwaukee, Norfolk, Phoenix, Rapid City, Sacramento, Santa
Monica, San Diego, San Jose, Seattle and Sioux Falls. For this project, we later highlight relevant projects and
references from Las Vegas, Santa Monica, Rapid City, Cleveland and Denver.
We will be joined in the project by Denver-based Economic and Planning Systems (EPS), a land use
economics firm that prepares real estate market and feasibility analysis for a diversity of development projects
and land use planning programs. EPS’s services provide a realistic assessment of real estate market trends to
determine the potential market support for a given project or land use plan. EPS’s feasibility analysis evaluates
the potential financial returns and feasibility of a real estate project, drawing upon our market research of
product types, absorption, and pricing. As a central part of its consulting practice, EPS has been involved in all
aspects of urban revitalization and redevelopment of distressed or transitioning areas.
EPS is currently working with Clarion Associates to prepare an update to the citywide Reno Master Plan. EPS
can provide a direct link to the city’s larger planning process, plus leverage knowledge and resources that can
be applied to the Downtown Reno Action Plan.
The two firms have worked together periodically over the past 20 years on a variety of community and
downtown development assignments. Denver firm principals Brad Segal (PUMA) and Dan Guimond (EPS) have
been involved in civic affairs in the Denver area since the 1980s. J.J. Folsom (PUMA) and the both Andrew
Knudtson (EPS) and Matt Prosser (EPS) have also worked together on several planning projects.
Personnel summaries for the Downtown Reno team follow.
Progressive Urban Management Associates, Inc.
•
Brad Segal, president of P.U.M.A. and Principal-In-Charge, will lead all components of the project,
including stakeholder outreach, plan development and facilitation of workshops and other public forums.
Brad brings 30 years of experience in the downtown management field as both a consultant and
practitioner. He is one of the nation’s leading authorities on downtown trends and issues, strategic
planning for organizations involved in downtown and community development, and creating and renewing
1
business improvement districts. Prior to forming P.U.M.A., he served as the senior director of the
Downtown Denver Partnership, one of the nation’s premier downtown management organizations.
•
J.J. Folsom, AICP, vice president, will be the Project Manager for the Reno Downtown Action Plan,
providing ongoing communications and logistical coordination with the client team. J.J. leads placemaking planning and design services at P.U.M.A. to create healthy places and more livable downtowns. A
seasoned urban designer and transportation planner, J.J. brings 20 years of experience that includes transit
oriented development, downtown planning, community outreach, streetscape design, complete streets
and alternative transportation projects. Prior to joining P.U.M.A., J.J. opened the Denver office for MIG
and was a project manager for the Denver urban design firm of Civitas. In these prior capacities, J.J. has
worked with P.U.M.A. on a variety of downtown planning projects prior to joining our team. J.J. is also a
proud Reno native and looks forward to the opportunity to help improve the downtown of his hometown.
•
Yvette Freeman, senior strategist at P.U.M.A., brings 15 years of experience in community development
and BID management as a practitioner. Most recently, Yvette was the manager of the special services
district in Silver Spring, Maryland, where she directed the day-to-day operations of a downtown BID. Prior
to her work in Maryland, Yvette was the BID manager for the Downtown Denver Partnership where she
supervised the daily operations of the 16th Street Mall. While at the Partnership, Yvette also worked with
Brad to implement community development initiatives in Denver neighborhoods. For Reno, Yvette will
lead efforts related to the downtown “experience”, including safety, social services and public space
programming.
•
Daniel Makela, associate with P.U.M.A., will provide project support, including research for the market
opportunity assessment, administration of a proposed online survey and formatting of the Action Plan
document. Daniel holds a Masters in Community Planning degree from the University of Cincinnati and
was formerly a senior project manager for the Downtown Louisville Partnership in Louisville, Kentucky.
P.U.M.A. Existing Project Commitments: The projected allocation of hours for each team member is
provided within the project budget exhibit. The projected hours as represented in the budget exhibit are
anticipated to be delivered for the Reno Downtown Action Plan and balanced with the following major project
commitments currently being undertaken by the P.U.M.A. team.
Description: Active Projects
Duration
P.U.M.A. Project
Manager
Colorado Health Foundation Healthy Places Initiative:
Denver, Arvada & Lamar
Colorado Housing & Finance Authority Fresh Food
Financing Fund
City of Fort Collins Downtown Master Plan
Downtown Las Vegas BID Feasibility
Downtown Rapid City Master Plan
Downtown Evansville Master Plan
Downtown Colorado Springs Master Plan Update
Downtown Milwaukee Market Assessment
Littleton Mineral Station Development Plan
Denver Cherry Creek North Retail Strategies
Through Summer 2016
Anna Jones
Through Summer 2016
Erica Heller
Through Spring 2016
Through Spring 2016
Through Summer 2016
Through Summer 2016
Through Summer 2016
Through Spring 2016
Through Summer 2016
Through Fall 2016
J.J. Folsom
Brad Segal
J.J. Folsom
Anna Jones
Erica Heller
Brad Segal
J.J. Folsom
Brad Segal
2
•
Andrew Knudtsen, a Managing Principal with EPS, is a planner and economist with 20 years of experience
addressing real estate development opportunities, with areas of expertise in market assessment, feasibility
analysis, and public financing strategies. His experience includes working with developers and public
agencies to define development potentials for downtown redevelopment and aging corridors. He has
worked on a number of downtown redevelopment strategies and town center development proposals,
developing a specialty in mountain resort communities. Recent relevant projects include the Downtown
360 Plan in Dallas, TX; the Golden Triangle Neighborhood Plan in Denver, CO; and the Urban Core
Development Plan in West Bench, Salt Lake County, UT. Andrew is currently working on the Reno NV
Comprehensive Plan.
•
Matt Prosser, Vice President with EPS, has a broad base of experience and education in planning, urban
design, and real estate with 10 years of consulting experience. He has worked on several redevelopment
and infill market and feasibility analyses. He has worked on a range of market and development feasibility
studies for TOD and other infill locations including: Downtown Market Study, Loveland, CO; Olde Town
TOD Market Demand and Public Finance Study, Arvada, CO; Midtown Corridor Redevelopment Study, Fort
Collins, CO; Golden Triangle Neighborhood Plan, Denver, CO. Matt has knowledge of land use and
entitlement planning, real estate development and finance, and Geographic Information Systems (GIS). He
is currently working on the Reno NV Comprehensive Plan.
A team organizational chart and individual resumes follow.
3
Team Organization
TEAM ORGANIZATION
City of Reno
Action Plan Advisory Committee
P.U.M.A.
CONSULTANT LEAD
Brad Segal
Principal-in-Charge
Lead Strategist, Implementation, Outreach
J.J. Folsom
Project Manager, Reno Native Son
Urban Design, Transportation, Outreach
Yvette Freeman
Organizational Structure,
Downtown Experience
Daniel Makela
Market Research
EPS
Andrew Knudsen
Matt Prosser
Market Opportunity Assessment
Development Opportunity Sites
Connection to
Reno Master Plan Update
1
M. BRADLEY SEgAL
President
Real Estate Economics | Strategic Planning | Leadership Facilitation | Community Engagement |
Community Development Finance | Creative Problem-Solving
Expertise
Progressive Urban Management Associates, Inc., Denver, Colo. – 1993 to present
Founder and president, Brad Segal
has more than 30 years of downtown
management and community
development experience as both
a practitioner and consultant. A
self-proclaimed "urban therapist,"
Brad is one of the nation's leading
authorities on downtown trends
and issues, reinventing downtown
management organizations and
forming business improvement
districts to finance them and
•
•
•
•
•
•
•
•
Global trends and their effect on center city development
Business Improvement District (BID) feasibility, formation and renewal
Market-based downtown planning
Strategic planning for organizations involved in downtown and community development
Community-based economic development strategies
Tailored approaches to create healthy places
Participatory community outreach techniques
Retreat facilitation for public/private management organizations
Representative projects include:
Building consensus and forming business improvement districts in Santa Monica, Calif.;
Cleveland, Ohio; Oklahoma City, Okla.; San Antonio, Texas; and Boulder, Colo.
Directing the public process and developing market-based downtown plans in Grand
Rapids, Mich.; Rochester, Minn.; Wailuku, Hawaii; Covington, Ky.; and Greeley, Colo.
Creating strategic plans to guide center city public/private partnerships in Colorado
Springs, Colo.; Seattle, Wash.; Long Beach, Calif.; Columbia, Mo.; and Nassau, Bahamas.
Designing and implementing community-based economic development strategies for
New Haven, Conn.; San Diego, Calif.; Portland, Ore.; Milwaukee, Wis.; and Denver, Colo.
Facilitating strategic planning retreats for public/private management organizations in
Hollywood, Calif.; Denver, Colo.; Springfield, Mo.; Phoenix, Ariz.; and Washington D.C.
Past Experience
pioneering efforts to create
healthy communities.
Downtown Denver Partnership, Inc., Denver, Colo. – 1987-1993
Senior Director Designed and managed business development and marketing programs
to attract jobs and investment to downtown Denver. Highlights included directing the Lower
Downtown Business Support Office, which is credited with helping to revitalize Denver’s
premier urban historic district, and being part of the management team that re-engineered
the Downtown Denver Partnership’s operations, structure and organizational culture.
Program areas included:
• Managing business support offices in the Lower Downtown and Five Points neighborhoods
• Creating and administering innovative community lending programs
• Developing new approaches to office retention and recruitment
• Managing business improvement district programs and assisting with BID renewal
Progressive Urban Management Associates, Inc., Denver, Colo. – 1985-1989
President The first incarnation of P.U.M.A. provided program management, business counseling
and resource development for Denver area community development organizations and
Colorado American Indian tribes.
Port Morris Local Development Corporation, South Bronx, N.Y. – 1984-1985
Associate Director Formed and managed a local development corporation to pursue
industrial revitalization and represent 450 businesses.
City of Martinez, Calif. – 1979-1983
Coordinator of Housing and Economic Development Directed the commercial revitalization
of a 10-block Main Street area. Coordinated research, policy formation and implementation
of an affordable housing program cited by the International City Management Association
as one of 15 national models for housing development reform.
Recognition, Affiliations, Publications
Honors:
International Downtown Association awards for projects in Grand Rapids, Mich. (Downtown
Framework Plan), Denver, Colo. (Downtown Denver Area Plan); Lincoln, Neb. (Downtown
Investment Strategy); and Sacramento, Calif. (Downtown Management Plan & Business
Improvement District)
Recognized by the International Downtown Association for work performed as a volunteer
for Historic Denver for formation of the Downtown Denver Historic District, 2001
Acknowledged as one of the Denver area’s Forty Under 40 for commitment to professional
excellence and contributions to community by the Denver Business Journal, 1997
Named Entrepreneur of the Year for the Rocky Mountain region in the category of Supporter
of Entrepreneurship, sponsored by Inc. Magazine, Ernst & Young and Merrill Lynch, 1992
Professional Affiliations:
American Planning Association
Downtown Colorado Inc, Board Member (2000-2009) and President (2007-2008)
Downtown Denver Partnership, Inc.
International City Management Association
International Downtown Association, Board Member (1998-2004) and (2010-present)
National Main Street Center
Urban Land Institute
Featured Speaker:
Frequent workshop presenter and panelist in conferences sponsored by the International
Downtown Association, National Main Street Center, American Planning Association,
California Downtown Association and Downtown Colorado, Inc.
Annual meeting keynote speaker for downtown organizations in Dallas, Texas; Madison,
Wis.; Phoenix, Ariz.; New Haven, Conn.; Memphis, Tenn.; and Seattle, Wash.
International Cities, Town Centres & Communities Society, in Geelong, Australia
International Federation for Housing and Planning, in Gothenburg, Sweden
Lecturer:
Along with P.U.M.A. vice president Anna Jones, develop content and teach economic
development and urban revitalization courses at the University of Colorado Denver
Graduate School of Architecture and Planning (2012-present)
Expert Witness:
Expert Witness testimony in support of community planning and development approach
to congressional redistricting, State of Colorado, October 2011
Selected Publications:
Top Ten Global Trends Affecting Downtown and How to Respond at Home, 2007 and 2011.
2014 revision developed in collaboration with the University of Colorado Denver School
of Architecture and Planning.
The ABC’s of Creating BIDs, published by the International Downtown Association,
September 2002
Ten Keys to Creating a Competitive Downtown, co-authored with Arnold Ray, published in
Colorado Municipalities, June 2002
A New Generation of Downtown Management Organizations, published in Urban Land,
April 1998
Frequent contributor to the Downtown Idea Exchange and the Denver Business Journal
Education
MBA, Columbia University, New York
BA, Urban Analysis, University of California at Berkeley
J.J. FOLSOM, AICP
Vice President
Transit Oriented Design | Placemaking | Multimodal Transportation | Healthy Communities
Expertise
J.J. Folsom has extensive experience with transit oriented design, urban design, downtown planning, complete streets
and alternative transportation projects. He leads placemaking planning and design services for P.U.M.A. to create
healthy places and more livable downtowns. He participates in and leads community outreach processes, including
facilitating one-on-one and group interviews and discussions. In addition, he conducts quantitative and qualitative
best practice research and participates in strategic planning projects providing creative input into processes and
recommendations.
J.J. Folsom is a vice president
with 20 years of experience
focused on creating visionary,
realistic and successful
solutions for transit oriented
developments, mixed use
healthy communities,
urban infill and downtown
regeneration and multimodal
transportation projects across
the country.
• Technical assistance for the Colorado Health Foundation Healthy Communities Initiative to develop strategies
for integrating health into the built environment in the communities of: Lamar, Southeast Arvada, and Westwood
Neighborhood, Denver | provide community outreach assistance
• Fort Collins Downtown Plan Project Manager
• Missoula, MT Street Corridor Planning and Urban Design | Project Manager and lead Urban Designer
Past Experience
Senior Associate, MIG, Denver, CO - 2012 - 2014
• Led the urban design, public process, and project management for transit oriented design and implementation on
four RTD FastTracks rail stations in metro Denver that included:
o 72nd and Colorado Blvd on the North Metro line in Commerce City
o Lucent Blvd. and C-470 for the Southwest Line extension in Douglas County
o Sheridan Station on the West Line in the Cities of Lakewood and Denver
o Federal and Clear Creek Station on the Gold Line in Adams County
• Managed the 2014 Denver TOD Strategic Plan update in which he analyzed 42 rail stations throughout Denver
that led to the prioritization of the top eight stations for infrastructure funding to help spur private development.
• Designed over a dozen concepts for major downtown streets, trails, plazas, and transit improvements for the City
of Rifle, Colorado TOD Strategic Plan.
• Responsibilities for all projects included project management, interviewing stakeholders, community meeting
facilitation, conceptual design, council and commission presentations and writing and design for project reports.
Project Manager/Associate, Civitas, Denver, CO- 2001 - 2011
Provided conceptual design and planning for over 25 jurisdictions concentrating on neighborhoods and downtowns
throughout the United States. Led all aspects of design including urban design, planning, infill redevelopment, parks,
multiuse trails, transit-oriented development, transportation planning, and complete streets. Prepared for and led
community, planning commission, and city council presentations.
Transportation Planner, Charlier Associates, Boulder, CO - 1996 - 2001
Assisted with multimodal transportation planning and urban design in over a dozen cities and towns throughout the
intermountain west. Prepared designs for streets and trails, Transportation Demand Management Plans (TDM’s) as
well as shared parking studies for existing and proposed mixed use developments.
Presentations and Affiliations
Workshop and Panel Speaker:
Rocky Mountain Land Institute 2015 | Urban TODs
Adjunct Studio Professor | CU Denver Urban Design Studio Spring 2015
Downtown Denver Partnership | Economic Benefits of Bicycle Infrastructure 2014
Urban Land Institute Technical Advisory Panels | Sheridan Station 2013 and Federal Boulevard 2015
Downtown Colorado Inc. Downtown Bicycle Tour leader 2013
PROGRESSIVE URBAN
MANAGEMENT ASSOCIATES
Professional Affiliations
Board Member: Downtown Colorado, Inc. | 2015 – current
American Institute of Certified Planners (AICP)
Urban Land Institute (Colorado Chapter TOD subcommittee 2013- current)
International Downtown Association
Personal Interests
Avid cyclist, outdoor enthusiast, family camping and outdoor activities
Education
Master of Urban and Regional Planning, Magna Cum Laude, University of Colorado, Denver
Bachelor of Landscape Architecture, Magna Cum Laude, University of Arizona
YVETTE J. FREEMAN
Senior Strategist
BID Management | Operations | Business Development | Facilitation
Expertise
Yvette has nearly 15 years of experience managing BID’s. She joined Progressive Urban Management Associates as a consultant
in early 2015. With P.U.M.A. she assisted in the strategic plan for the Minneapolis Downtown Improvement District, and worked
with the City of Denver to support Transit Oriented Development. She is currently coordinating Transportation Management
Associates (TMA) to develop greater efficiencies and an organization structure for the City of Denver.
• Completed comprehensive assessment and detailed recommendations to address issues of cleanliness and safety at Denver Botanic Gardens.
• Initiated and managed all aspects of the implementation of light refurbishment for Denver’s 16th St. Mall, increased ambient
light levels, decreased power costs and lowered maintenance requirements.
• Collaborated with property owners, city staff and designers for $3 million streetscape improvement project in downtown Denver, recommended streetscape elements, monitored construction and developed maintenance
standards. • Partnered with Montgomery County Department of Corrections and Rehabilitation to establish an award winning initiative for minor offenders to provide weekend cleaning services in downtown Silver Spring, MD.
• Collaborated with government agencies and property owners to expand Washington DC’s bike sharing program.
Relevant Experience
Operations Manager, Block by Block, Downtown Denver BID, Denver, CO, 2014
Managed nearly 70 “clean and safe ambassadors” as part of downtown Denver’s BID program, established higher performance
standards and enhanced efficiencies for the operation.
Chief of Operations, Silver Spring Urban District, Montgomery County, MD, 2008-2014
Managed $2.8 million budget and 40 union employees, innovated “clean and safe” standards in response to downtown Silver
Spring’s rapidly changing demands, lead administrator for landscape contract shared amongst several Montgomery County
departments, designed and implemented a successful snow removal strategy for the Central Business District.
Operations Manager, Downtown Denver Business Improvement District, Denver, CO 1994-2000
Managed numerous contractors and a $1 million annual budget, established and refined detailed maintenance requirements for
maintaining Denver’s 16th St. Mall’s granite surface, trash and graffiti removal, snow removal, electrical, plumbing and landscape
care to maintain a consistently high standard of cleanliness for the Downtown Denver BID, negotiated all maintenance and repair
contracts annually, oversaw 16th St. Mall vending program, advised property owners and worked collaboratively with the police,
other public and private agencies including non-profits serving the homeless population, and “at-risk” youth.
Associate Director, Downtown Denver Partnership, Denver, CO 1989-1994
Co-managed the locally and nationally recognized Business Support Office program to spur economic development in Five Points
and Lower Downtown by assisting entrepreneurs in developing business plans, marketing strategies and loan packages. Planned
and facilitated business workshops. Conducted outreach and supported 500-plus downtown business by coordinating targeted
marketing programs.
Affiliations & Community Involvement
PROGRESSIVE URBAN
Board/Executive Committee Member for Chinook Fund, a unique partnership of activists, donors, and social change
organizations committed to the transformation of society into one that promotes social justice and freedom from oppression.
Member of the Grant Making Committee tasked with evaluating grant proposals from Colorado’s community based
organizations. 2002 – 2009
Participant in the Lundy Leadership Challenge, an intensive three-year pilot community building initiative established to increase
collaborative leadership capacity in Colorado’s gay, lesbian bisexual and transgender (GLBT) community, after Colorado’s
passage of Amendment 2. 1998-2001
Education
Bachelor of Science, Human Development and Family Studies, Colorado State University, Ft. Collins, CO
Certificate in Women’s Interdisciplinary Studies, Colorado State University, Ft. Collins, CO
DANIEL MAKELA
Associate
Downtown Planning | Market Research | Data Analysis | Land Use Regulations | GIS
Expertise
Daniel Makela has experience with downtown planning, urban revitalization, and public policy development and
implementation. As an associate with Progressive Urban Management Associates, Daniel provides market research,
quantitative and qualitative analysis, and project support for P.U.M.A.’s economic development and downtown planning
efforts. Prior to joining P.U.M.A., he worked in the public sector and for a downtown management organization.
Past Experience
Senior Project Manager, Louisville Downtown Partnership, Louisville, Kentucky, 2015
Worked as a senior member of the planning team for Downtown Louisville. Represented the Partnership on various
citywide efforts, such as Downtown mobility planning. Led and managed a wide array of Downtown improvement projects,
including the creation of new zoning overlay districts, tactical urbanism events, and a Downtown housing strategy.
Project Manager, Mayor’s Innovation Delivery Team, Louisville, Kentucky, 2012-2015
Worked on a small team dedicated to bringing innovation to Louisville Metro Government. Managed various projects
designed to improve customer service within the City Planning Department. Conducted detailed quantitative and
qualitative analysis to identify new solutions, set targets for those solutions, and track progress during implementation.
Managed the delivery of a regional infrastructure report, written by a 50-person committee for the Mayors of Louisville and
Lexington, KY. Completed advanced project management training.
Economic Development Officer, Economic Development Department, Louisville, Kentucky, 2010-2012
Worked with the City’s Commercial and Industrial Redevelopment Division on long-range economic development and
planning initiatives. Implemented various redevelopment plans focused on the revitalization of West Louisville.
Administered a brownfields assessment grant from the U.S. Environmental Protection Agency. Served as a liaison between
Louisville Metro Government and area business associations.
Research Assistant, Economic Center for Education and Research, Cincinnati, Ohio, 2008-2010
Worked with a research team on various community development projects. Assisted in the production of market
assessments, economic cluster analyses, and workforce analyses. Conducted research, analysis, and report writing in
support of these studies.
Other Experience
Bloomberg Innovation Delivery Fellowship, Wagner Graduate School of Public Service, New York University, 2012-2014
Urban Design Career Discovery Program, Harvard Graduate School of Design, 2007
Affiliations
Next City Vanguard Member
International Downtown Association
Downtown Colorado Inc.
PROGRESSIVE URBAN
Publications and Presentations
“How to Make Big Changes to your Planning Department” – Ohio-Kentucky-Indiana Regional Planning Conference, 2014
“Innovation in City Government” Forums – Louisville, KY and New York, NY, 2013
“Art and Culture: The Transformation of Louisville’s East Market District” – University of Cincinnati, 2010
Education
Master of Community Planning, University of Cincinnati, Ohio
BS, Economics, Centre College, Danville, Kentucky
Andrew Knudtsen AICP, CCIM
Managing Principal
Education
ABOUT
Bachelors of Environmental
Design, Magna Cum Laude
Univ. of Colorado, 1987
Andrew Knudtsen, a Managing Principal with EPS, is a planner and economist with
20 years of experience addressing real estate development opportunities, with
areas of expertise in market assessment, feasibility analysis, and public financing
strategies. His experience includes working with developers and public agencies to
define development potentials for downtown redevelopment and aging corridors. He
has worked on a number of downtown redevelopment strategies and town center
development proposals, developing a specialty in mountain resort communities.
Previous Employment
2012-current
Managing Principal, Economic &
Planning Systems, Inc.
2001-2012
Associate to Principal
SELECTED PROJECT MANAGEMENT EXPERIENCE
1998-2001
Principal
The Housing Collaborative , LLC
Evaluated market potential by segment and documented degree of market pressure
by 16 subareas in the core and periphery of the downtown area. Identified the
highest points of leverage for Downtown Dallas Inc (DDI) and the City, regarding
infrastructure investment, policy changes, and catalytic sites. Using a broad range
of metrics, applied a data screen to each district to document the degree of success
achieved by each. Triaged districts to recognize the high performers and to focus
investments on underperforming submarkets.
1990-1998
Special Projects Planner, Town
of Vail
1988-1990
Planning Associate
City of Boulder
Affiliations
CCIM – Certified Commercial
Investment Manager
ULI – Member of the Explorers
Committee
AICP – American Institute of
Certified Planners
State of Colorado Governor’s
Blue Ribbon Affordable Housing
Panel
Downtown 360 Plan, Dallas, TX
Golden Triangle Neighborhood Plan, Denver, CO
Provided economic analysis of the Golden Triangle, a submarket immediately
adjacent to Downtown Denver that is home to the city judicial branch, several
major museums, office towers, hotels, and dense residential developments.
Conducted a detailed evaluation of market demand by use type. Focused on usage
patterns to identify and elevate N/S and E/W corridors for bike/ped connectivity.
Identified ways to catalyze surface parking lots with a joint development program
that would incorporate parking lot owners into future projects and improve the
urban design and streetscape character of the urban neighborhood.
Urban Core Development Plan, West Bench, Salt Lake County, UT
”Urban-Suburbia”, Urban Land,
October 2008.
Provided market forecast for future downtown, urban nodes within the 25 mile,
75,000 acre West Bench development plan. Estimated supportable retail floor area,
based on expenditure projections and capture rates from future households and
defined scale of downtown settings. Worked with urban designers to define mix of
residential and commercial uses within the corridors and nodes of the master plan.
Presentations
Downtown Policy Incentive Analysis, Portland, OR
Publication
Rail-Volution “Value Capture for
the Rest of US” Seattle, WA
Appraisal Institute “Transit
Oriented Development: Value
Capture and Market
Positioning” San Diego, CA
“Quantifying Sustainability”
Washington, D.C.
Sonoran Institute Summit “Real
Estate Premiums and
Sustainable Development
Trends” Bozeman, MT
Evaluated the current incentive program for downtown Portland and documented
degree of effectiveness by program. Constructed development pro forma, based on
market research and interviews with local developers and brokers. Loaded pro
forma model to test options under consideration by the City. Quantified the market
value of different incentives, such as bonus floor area, to quantify the value that
could be monetized by developers. Calibrated policy to provide sufficient financial
incentive to enable the City to achieve its public policy goals related to open spaces,
the public realm, and affordable housing.
Downtown Louisville Redevelopment Plan, Louisville, CO
Working with the Louisville Redevelopment Commission, provided a plan to utilize
Tax Increment Financing proceeds to catalyze development sites in the historic
downtown area, as well as the adjacent neighborhood abutting Highway 42.
Economic & Planning Systems, Inc.
The Economics of Land Use
730 17th Street, Suite 630  Denver, CO 80202
303.623.3557  [email protected]  www.epsys.com
Andrew Knudtsen 2
Identified development sites and public realm improvements and developed financial model to test
various scenarios for revenue generation, gap closure, and public investments.
Downtown Redevelopment Analysis, Grand Junction, CO
Conducted market analysis for redevelopment in the downtown and immediate vicinity. Evaluated
demand for higher density product and advised community regarding mixed use development
potentials.
Fiscal and Economic Impact Analysis, Town of Vail, CO
Constructed fiscal and economic model of the community to evaluate impacts from new base portal.
Identified key economic drivers and recommended ways the Town could leverage the drivers to
generate greater benefit to existing stakeholders.
Downtown Rifle Redevelopment Strategy, Rifle, CO
Defined development potential for downtown Rifle over 15-year planning horizon. Evaluated feasibility
of catalytic projects. Identified public financing mechanisms, and the corresponding increment of
proceeds available for debt service. Provided implementation plan.
Local and Visitor Expenditure Analysis, Telluride, CO
Evaluated the composition of visitor, local, and part-time resident expenditure. Recommended land use
regulations to enable Town to achieve balance among sectors of the community.
Economic Development Plan, Glenwood Springs, CO
Economic development strategy to strengthen existing economic sectors, diversify employment
opportunities, and improve Town fiscal conditions by generating greater sales tax levels.
Downtown Eagle Retail Demand, Eagle, CO
Market assessment used to define development potentials for mixed-use catalytic projects based on
capture of primary and secondary markets.
MaƩ Prosser
Vice President
Education
ABOUT
Master of Urban & Regional
Planning, University of
Colorado at Denver, 2008
Matt Prosser has a broad base of experience and education in planning, urban
design, and real estate with 10 years of consulting experience. He has worked on
several redevelopment and infill market and feasibility analyses. He also has
background knowledge of land use and entitlement planning, real estate
development and finance, and Geographic Information Systems (GIS).
Bachelor of Environmental
Design, University of
Colorado at Boulder, 2005
SELECTED PROJECT EXPERIENCE
Previous Employment
Downtown Market Study, Loveland, CO
2016-Current
Vice President
Analyzed urban housing and mixed use development demand for the downtown
Loveland. The analysis determined housing types in demand in downtown and
studied the feasibility of developing these types of projects in Loveland.
2013-2016
Senior Associate
2010-2013
Associate
Economic & Planning
Systems, Inc.
2007-2010
Research Analyst II
Economic & Planning
Systems, Inc.
2005-2007
Planner I
Tetra Tech RMC
2004
Infrastructure Planning
Intern
City and County of Denver
Affiliations
American Planning
Association
Olde Town TOD Market Demand and Public Finance Study, Arvada, CO
Assisted the City of Arvada in determining the market potentials for a variety of
land uses surrounding a proposed commuter rail station in downtown Arvada. The
analysis forecasted market demand for residential, retail, and office uses, and
prescribed a variety of development scenarios that could be accommodated in the
station area. A second phase of the project identified potential infrastructure costs
and public financing tools for their potential at the station area.
Reno Master Plan Update Phase 1, Reno, NV
Analyzed the City’s economic and housing conditions to identify major issues that
need to be addressed in the second phase of the Master Plan update. Built a fiscal
impact analysis model to assess the impact of different land uses on the City, as
well as the impact of development in different locations of the City and the impact
of development form. Currently, assisting City with Phase 2 of the Master Plan
update.
Downtown Rifle Redevelopment Strategy, Rifle, CO
Defined development potential for downtown Rifle over 15-year planning horizon.
Evaluated feasibility of catalytic projects. Identified public financing mechanisms,
including a reset for the Urban Renewal Authority and the corresponding increment
of proceeds available for debt service.
Midtown Corridor Redevelopment Study, Fort Collins, CO
Analyzed the demand and feasibility for the redevelopment or repositioning a
declining regional mall and several commercial parcels along the main corridor of
Fort Collins. Demand and feasibility for retail, residential and office uses was
analyzed. Study findings were used to create a redevelopment strategy for the
City’s key commercial projects.
Golden Triangle Neighborhood Plan, Denver, CO
Provided economic analysis of the Golden Triangle, a neighborhood immediately
adjacent to Downtown Denver. The area is home to large, public uses such as city
and federal courts and several major museums. The growing number of large
residential development projects are pushing out the arts, retail and innovative
office uses in the neighborhood. EPS conducted a detailed evaluation of market
demand by use type. Identified ways to catalyze development that supports the
innovation, creative and arts activities within the neighborhood. Recommended
The Economics of Land Use
730 17th Street, Suite 630  Denver, CO 80202
303.623.3557  [email protected]  www.epsys.com
Matt Prosser 2
neighborhood organizational structure and financing tools to create a revenue stream for investing in
infrastructure to support the existing businesses and residents.
Denver Retail Plan, Denver, CO
Developed a citywide retail strategy to guide economic development policies and actions. City retail
sales data and national case studies were used to identify the City’s retail strengths and weaknesses
and identify retail policies and incentives the City should use.
Oklahoma City Retail Plan, Oklahoma City, OK
Developed a citywide retail plan as part of the City’s comprehensive plan effort. City retail sales data
and an inventory of retail centers were used to identify the City’s retail nodes and corridors. Developed
set of policy recommendations for each retail typology and location in the City.
Reno Downtown Action Plan: Project Timeline & Process Design
(Prepared by P.U.M.A., February 22, 2016)
Months 1 & 2
Preparation
Action Plan Advisory Committee
Role: General oversight, charged with providing reality
check on evolving concepts, community leadership in
process, resolution of disputes and weaving the
component parts of the vision together.
Working Groups
Role: Building understanding of the downtown market
and broaden creative input into the planning process.
Working groups align with implementation.
Identify and invite
Advisory Committee
members
Identify and invite
Working Group
members
Online Survey
Role: Broad-based and inclusive community input into
development of plan concepts and priorities
Project Management Team
Role: Project logistics, contract management and
creative input into plan development and process. City
staff and key partners.
Project Deliverables
Logistical Expectations from Client Team
Ongoing
communications with
consultants and client
leadership
Final scope of service
and timetable;
Site orientation, exiting
conditions and base
maps
Compile background
information, arrange
itinerary and logistics
for consultant site
visits; Identify Advisory
and Working Group
participants.
Months 3 & 4
Outreach & Market
Assessment
Months 5 & 6
Synthesis
Months 7 & 8
Action Plan
Help promote outreach
process, evaluate
outreach & market
research results
Creative input into
planning concepts as
they evolve
Creative input into final
plan concepts,
ownership of
implementation
Identify downtown
issues, opportunities,
improvements &
priorities
Creative input into
planning and
development concepts
as they evolve
Identify downtown
issues, opportunities,
improvements &
priorities
Ongoing
communications with
leadership
Ongoing
communications with
leadership
Ongoing
communications with
leadership
Draft Action Plan
organized around
overall vision,
framework and
implementation
Arrange itinerary and
logistics for site visits.
Final Plan, organized
around overall vision,
framework and
implementation;
Summaries from
outreach; Initial
impressions and
concepts; Market
assessment.
logistics for site visits;
Venue and logistics for
Working Groups,
Arrange distribution
channels for surveys
logistics for site visits.
Reno Downtown Action Plan
P.U.M.A. PROJECTS & REFERENCES
Las Vegas, Nevada
Downtown BID Feasibility (in process)
P.U.M.A. is currently working in Las Vegas as part of a
team developing a new Downtown Master Plan. Our role
is to determine the feasibility for establishing a business
improvement district (BID) that can fund a new downtown
management organization, circulator shuttle and clean
and safe program. The feasibility analysis has included
extensive stakeholder outreach, review of the Nevada BID
statute, plan development and assessment modeling. The
P.U.M.A. team will be presenting draft BID concepts to
downtown stakeholders in March.
Brenda Hughes, Senior Economic Development Specialist, City of Las Vegas
702.229.2564 [email protected]
Santa Monica, California
Downtown Management Framework (2007), BID (2008) and BID Expansion (2015)
P.U.M.A. led a strategic planning process that resulted
in a complete overhaul on how downtown Santa
Monica is maintained, marketed and managed.
Anchored by the Third Street Promenade, downtown
Santa Monica is one of the most vibrant business
districts in the nation. P.U.M.A. was retained to
develop a new management approach and Action Plan
to respond to increasing competitive pressures and
ongoing concerns with homelessness, cleanliness and
parking management. The project was particularly
challenging given long-standing acrimony between
property owners and the City of Santa Monica.
The process included outreach with more than 200 stakeholders, including property owners, businesses, civic
leaders and elected officials. Extensive research was completed to determine existing service levels from the
City, and best practices from throughout the nation. P.U.M.A. was subsequently hired to develop an operating
plan for a new $3.6 million business improvement district (BID). The new BID was launched in January 2009.
Last year, P.U.M.A. worked with Downtown Santa Monica Inc. to implement both the expansion of the BID and
a reconfiguration of services in advance of new light rail service that is expected to begin in 2016.
Kathleen Rawson, Executive Director, Downtown Santa Monica, Inc.
Step Up Downtown Vision & Tactical Plan (2014)
Cleveland, Ohio
P.U.M.A. has enjoyed an ongoing relationship with the
Downtown Cleveland Alliance (DCA) over the past ten years,
including a series of strategic planning engagements and help in
forming and later renewing the downtown Cleveland BID.
In 2014, P.U.M.A. teamed with the Kent State University
Cleveland Urban Design Collaborative to complete the “Step Up
Downtown” vision and tactical plan for DCA. “Step Up” provides
a road map for DCA through the next investment cycle and
prepared the organization for its upcoming BID renewal process,
offering recommendations for improving the downtown’s
economy, environment and experience. The strategic plan
included a robust public outreach process and a market analysis
that looks at downtown’s investment opportunities within the
context of global trends shaping American cities.
View the Step Up Plan at:
www.stepupdowntown.org
Joe Marinucci, President & CEO, Downtown Cleveland Alliance
Downtown Rapid City Master Plan (in process)
Rapid City, South Dakota
P.U.M.A. is currently leading the effort to complete a
downtown master plan for Rapid City. Based upon an
assessment of market opportunities and influenced by
P.U.M.A.’s Global Trends analysis, key planning concepts
include creating housing, connecting key destinations
and integrating the nearby School of Mines campus
through physical linkages, programming and economic
development. To date, the planning process has
engaged hundreds of downtown stakeholders, including
Open House events that attracted more than 250
residents. Nearly 1,500 residents have also responded to
an online survey. The Plan will be completed during the
spring of 2016.
Sarah Hanzel, Long Range Planner
City of Rapid City, (605) 394-4120 [email protected]
View the project website: www.rcdowntownplan.com
Downtown Denver Development & Management | 1987 through Today
P.U.M.A. president Brad Segal has been involved in the
revitalization of Downtown Denver for nearly 30 years as
both a practitioner and consultant.
In 1987, Brad Segal was hired by the Downtown Denver
Partnership to manage a revitalization program in Lower
Downtown. The program was credited as the economic
development stimulus that, combined with infrastructure
improvements and historic designation, led to Lower
Downtown’s emergence as one of the most vibrant mixeduse urban districts in the nation. In addition to his work in
Lower Downtown, Brad was part of the management team
that created the business improvement district in 1992.
In 2007, P.U.M.A. was part of the team that created the Downtown Denver Area Plan. To create a new 20year vision for Denver, P.U.M.A. served as the project’s primary local sub-contractor, providing economic
analysis, implementation expertise, and assistance in the community outreach process. Working with the
Denver project team and the International Downtown Association, P.U.M.A. created an unprecedented body of
research, examining ten key global trends that are affecting American downtowns, and their likely impact on
Downtown Denver. The trend analysis provided the economic foundation and justification for subsequent land
use, planning and investment priority elements of the plan. The Denver Plan vision is supported by a set of five
values, “Prosperous, Walkable, Diverse, Distinctive and Green”.
We have subsequently updated the Global Trends analysis and applied its findings to our downtown strategic
planning work throughout the nation. In 2014, P.U.M.A.’s Global Trends Report was awarded the prestigious
President’s Award from the International Downtown Association in recognition for its contribution to the
downtown management field.
Other notable Downtown Denver assignments have included a Retail Market Demand Study (2005) that
focused on identifying the retail potential that could be generated by in-place markets and a Parking
Perception Survey (2009) that looked at barriers and opportunities to parking from a variety of consumer
markets. We are currently part of a team that is developing a Downtown Denver Parks and Public Spaces
Plan (2015) with the role of determining the economic development benefits from new investments in
downtown parks.
Downtown Denver References:
1987 to present
Bill Mosher, former President & CEO
Downtown Denver Partnership
Current Managing Partner
for Trammell Crow Denver
2005 to present
John Desmond, Vice President
Downtown Denver Partnership
303.534.6161
[email protected]
U.S. Business Improvement Districts (1994 to present)
Progressive Urban Management Associates (P.U.M.A.) is
America’s leading place management consultancy with a
specialty in the creation and renewal of business improvement
districts (BIDs). Since 1994, the firm has created more than 65
BIDs that collectively are generating more than $80 million
annually to help maintain, secure, market and manage
downtowns and business districts. P.U.M.A. has helped to
create BIDs in complex urban markets, including:
•
•
•
•
•
•
•
•
•
•
•
We literally wrote the book on BIDs – Brad
Segal, president of P.U.M.A., is the author of
“ABCs for Creating BIDs” published by the
International Downtown Association.
Atlanta
Cleveland
Denver
Long Beach
Los Angeles
Sacramento
San Antonio
San Jose
San Diego
Santa Monica
Seattle
There are several steps involved in BID creation, including:
•
Community outreach: BID formation requires extensive outreach with key stakeholders, including
affected property owners, businesses and government officials. A variety of techniques are utilized,
including one-on-one meetings, focus groups, online surveys and community forums.
•
Real estate economics: Crafting the best place management solution requires a keen understanding of
underlying real estate dynamics. Key indicators include values, lease rates and trends.
•
Government relations: To forge a strong public/private partnership, BID formation requires clarity to
determine appropriate roles, including the establishment of a verifiable base level of services.
•
Plan development: A business plan is created for a BID, including detailed rationale, boundaries, work
program, budgets, assessment method, governance and relationship to existing organizations.
•
Campaign: In the U.S., BID formation requires the support of affective property and business owners by
petition and/or vote. Successful campaigns are driven by peer-to-peer communications and overall
ownership in the BID plan by affected property and business owners.
Progressive Urban Management Associates (P.U.M.A.) is a national leader in advancing downtown and
community development. We advise clients on a wide range of management, marketing, financial and
implementation tactics that help communities and organizations create and sustain thriving places.
CONSULTING SERVICES
Economic Development
Strategies
Strategic Planning
Creating Healthy
Communities
Community Development
Tools
P.U.M.A.’s economic development
strategies merge an understanding of the marketplace with organizational development to create
realistic action plans and the tools
to implement them.
P.U.M.A. helps create, grow and
refocus organizations that advance
downtown and commercial corridor revitalization, community
health and development and
other civic agendas.
P.U.M.A. makes the economic case
and develops strategies to implement active living and fresh food
access initiatives.
Changing economies require innovative public/private financing
approaches to advance projects
and programs.
BID Creation, Expansion
and Renewal:
P.U.M.A. is acknowledged as an
international leader in business
improvement districts (BIDs), bringing experience from throughout
North America and a track record
of success to BID development,
start-up and operations. We facilitate a participatory process with
property owners, merchants, residents and other stakeholders to
determine priorities and develop
Neighborhood-Based Economic
Fresh Food Access:
an overall management game
Development:
P.U.M.A. brings an economic and
Community Engagement:
plan. The result is a BID crafted to
We tailor neighborhood economic P.U.M.A. designs and facilitates a
community development perspec- fit local legislation, markets and
development strategies to capital- variety of engagement techniques tive to the challenge of eliminating other realities.
ize on local market opportunities. that are tailored to fit each project “food deserts”. We work with comIn addition to extensive community and community. Options include
munities to increase access to fresh Community Development
Financing:
outreach, the process may include one-on-one and roundtable discus- food and serve as the marketing
We have worked with a variety of
a market analysis, resident survey sions, online and social network
and technical assistance provider
and/or development feasibility
applications, and a variety of inter- for the Colorado Fresh Food Financ- community development financing
tools and special districts, including
analysis. Implementation tactics
ing Fund.
active public forums. Leadership
downtown development authorities
are designed to best fit the unique retreats and workshops gain conand tax increment financing. To help
economic, political and budgetary sensus and alignment for strategic
attract and direct investment, we
characteristics of communities.
plans, providing the vision and
have helped form community defocus necessary for success.
velopment corporations, multi-bank
loan programs and other grassroots
approaches.
Downtown Action Plans:
Market-based downtown action
plans evaluate trends, demographics,
community priorities, stakeholder
perspectives and place-making opportunities to create a distinctive
niche and positioning strategy for
downtown. Recommendations are
developed for public/private partnerships to mobilize leadership
and capital for implementation.
Strategic Plans:
P.U.M.A.’s approach identifies
business centers within community
development organizations and
seeks operational solutions to improve effectiveness, accountability
and fiscal sustainability. We engage
our clients in building consensus
among board members, staff and
constituents, resulting in a seamless
transition from plan to implementation.
Healthy Places:
P.U.M.A. is the technical assistance
provider for the Colorado Healthy
Places Initiative, a pioneering effort
designed to encourage active living
and improve health outcomes
through changes to the built environment. We employ our marketbased philosophy to develop and
execute plans that will create
healthier communities.
EPS RELEVANT EXPERIENCE
Real Estate Market and Feasibility Analysis
EPS prepares real estate market and feasibility analysis for a diversity of real estate development
projects and land use planning programs. Our services provide a realistic assessment of real
estate market trends to determine the potential market support for a given project or land use
plan. EPS’s feasibility analysis evaluates the potential financial returns and feasibility of a real
estate project, drawing upon our market research of product types, absorption, and pricing.
This market and feasibility information is used in a wide variety of applications, such as individual
project feasibility assessment, development project design and programming, property disposition
strategies, downtown revitalization and redevelopment efforts, specific and comprehensive land
use planning, and economic analysis of impact fees and other public finance programs. The
firm’s market analysis efforts range from evaluations of existing market information to detailed
project-specific market forecasts that utilize consumer surveys and other primary research. Pro
forma cash flow models test feasibility under a range of project alternatives, financing,
partnership options, disposition strategies, and measures of financial return.
Downtown Revitalization and Redevelopment
As a central part of its consulting practice, EPS has been involved in all aspects of urban
revitalization and redevelopment of distressed or transitioning areas. Numerous projects have
been completed for cities or other jurisdictions, redevelopment agencies, developers, and
property owners involved in efforts designed to promote economic development, improve public
infrastructure and amenities, and attract new residents and customers. This work has provided
a broad understanding of all issues affecting redevelopment and revitalization, including
financing, business retention and attraction, coalition building, and marketing. Our project
experience has been organized into the topic areas summarized below. Selected projects are
described on the following pages.

Revitalization Plans—EPS collaborates with urban designers and planners in formulating
effective revitalization strategies for redevelopment, infill development, and transit-oriented
development sites. The revitalization of declining urban areas requires the strategic
combination of marketing and business development, the amelioration of physical constraints
(e.g., blight) to create a vital mix of commercial, civic, and residential uses, and
determination of appropriate levels of agency financial participation.

Project Feasibility—EPS prepares real estate market and financial feasibility analysis for
mixed-use, retail, office, housing, lodging, or entertainment projects. Market analysis efforts
range from evaluations of existing market information to detailed project-specific market
forecasts that utilize consumer surveys and other primary research. Pro forma cash flow
models are utilized to test feasibility of project alternatives, financing, and partnership
options, disposition strategies, and measures of financial return.
1
Relevant Experience

Public/Private Financing—EPS evaluates the optimal levels of public financial support to
attract developer interest or to complete the financing program for a proposed project.
Project experience includes identifying and forecasting potential funding sources; allocating
capital costs among participating entities; public finance negotiations, including drafting
development agreements; and formulating assessment rates, special tax formulas, and fee
ordinances.

Developer Negotiations—EPS prepares feasibility studies and economic analyses to
support real estate and infrastructure negotiations involving public and private participants.
These negotiations have resulted in development agreements, owner participation
agreements, and participation and disposition agreements.

Redevelopment-Supported Housing Projects—EPS prepares implementation strategies
for housing projects, collaborating with redevelopment agency staff, housing specialists, and
housing developers.
Project Profiles
Dallas Downtown Area Plan
Dallas, Texas
Changing market conditions and the
completion of several major infrastructure
and public realm projects in Downtown
Dallas created a need to update the City’s
Downtown 360 Plan. Klyde Warren Park,
which capped the Woodall Rogers Freeway,
removing the barrier between the Main
Street Central Business District area and
Uptown. Growth in ridership on Dallas
Area Rapid Transit (DART) light rail has
created a need for a second downtown
light rail route (“D2”), a high speed rail link to Houston and Austin is in the planning stages, and
the CityMap study could improve regional freeway connectivity and improve connections across
the barriers that freeways have created. Following national trends in the rapid growth of downtown
housing, and rising housing prices, Dallas is experiencing unprecedented growth in housing and
housing costs in its downtown. While the DFW region is among the top 5 MSAs in the U.S. for
employment growth, there are still major disparities in the Downtown area in terms of market
conditions and quality of life. The 360 Plan Update is refreshing City policies and strategies to
leverage the benefits of the major infrastructure projects, and to address weaknesses in quality
of life, urban form, greenspace access, and connectivity among neighborhoods.
As a subconsultant to an urban design and planning firm, EPS is conducting a market and
economic assessment of Downtown Dallas and the surrounding 15 neighborhoods and districts.
The analysis will identify areas of strength and weakness by market segment (residential, office,
retail) and identify policies and strategies to strengthen districts that are lagging. A framework
for prioritizing public investment according to need and private market momentum (areas that
can now succeed on their own) is being developed to provide an objective data-driven basis to
inform decisions.
2
Relevant Experience
Contact
Kourtny Garrett, Executive Vice President, Bank of America Plaza, (214) 744-1270
[email protected]
Reno Master Plan Update
Reno, Nevada
Reno is the third largest city in Nevada settled on the eastern edge of the Sierra Nevada
mountain range. The city is a major tourism destination due the presence of casino gambling and
its proximity to recreation opportunities in and around Lake Tahoe. The city also serves as the
regional hub for goods and services in northern Nevada. The major economic drivers in Reno
include tourism, retail and services, and gaming and have generated steady growth for the city
throughout its history but are now presenting economic and housing challenges for the
community. Casino gaming has been declining since the late 1990’s and gaming revenues in the
region have fallen by 35 percent. The Reno area was severely impacted by the national economic
recession in 2008 and 2009. Recently, the region has been attracting investment from large
companies, such as Tesla, Amazon, and Apple, which has created new opportunities for Reno,
but also bring new impacts to address.
EPS, in collaboration with Clarion Associates, was retained to
provide an update to the City’s Master Plan, previously
completed in 1998. A comprehensive community profile was
completed to serve as the technical background document
needed to assess current economic and market conditions
and to identify the major issues that need to be addressed
in the plan update. As part of the process, EPS provided the
City with an assessment of its economic base, the housing
conditions and a baseline fiscal impact model. The model
identified fiscal impacts calibrated by land use, geographic
location within the City, and development form (i.e density).
EPS is currently working on the second phase of the Master
Plan update. EPS will build on its housing assessment to
forecast demand for housing by various income levels, age,
and consumer groups. The baseline fiscal model will also be
used to measure the impact of potential growth scenarios
for different parts of the City. Lastly, EPS will be providing a strategic implementation strategy to
address major issues identified in Phase 1 and guide the City on how to achieve its vision and
goals.
Contact
Maureen McKissick, Assistant to the City Manager, City Manager’s Office, City of Reno
(775) 334-2253 [email protected]
3
Relevant Experience
Core to Shore Redevelopment Plan
Oklahoma City, Oklahoma
EPS was economic consultant on a
multidisciplinary team to prepare a
redevelopment plan for the I-40 Study
Area adjacent to downtown Oklahoma
City. The existing elevated section of I-40
in the downtown area is being demolished,
relocated eight blocks south towards the
river, and replaced with a pedestrianfriendly parkway. The City was interested
in evaluating the opportunity for
redevelopment of the underutilized land
area that will have barrier-free access to
the downtown core.
EPS conducted market studies for the full range of potential land uses. Similar redevelopment
projects in other cities were investigated for comparability and lessons learned. The analysis
identified a diverse high density residential neighborhood surrounding a major new park as a
development amenity and the primary development opportunity. A number of sites were
designated along the boulevard, replacing the elevated highway for downtown expansion needs
that include a new convention site, headquarters hotel, and a retail town center project. The
comparables analysis identified a redevelopment plan and vision, key infrastructure investments,
and political leadership as the three essentials to implementation.
Contact
Catherine O’Connor, President, The Alliance for Economic Development of Oklahoma City, Inc.
(405) 604-6780, [email protected]
4
Relevant Experience
Project Budget
Prepared by Progressive Urban Management Associates Inc. (Feb 22, 2016)
Step 1:
Preparation
P.U.M.A. Personnel
Segal
Folsom
Freeman
Makela
PUMA Travel:
$800 per site visit per person (10)
TOTAL
Step 2:
Outreach & Analysis
Hrs
30
35
Rate
200
150
Total
6,000
5,250
15
85
2
800
Step 3:
Synthesis
Step 4:
Action Plan
TOTAL
1,275
Hrs
30
40
30
30
Rate
200
150
135
85
Total
6,000
6,000
4,050
2,550
Hrs
30
45
30
30
Rate
200
150
135
85
Total
6,000
6,750
4,050
2,550
Hrs
40
40
20
25
Rate
200
150
135
85
Total
8,000
6,000
2,700
2,125
26,000
24,000
10,800
8,500
1,600
3
800
2,400
3
800
2,400
2
800
1,600
8,000
2,500
10,000
5,000
5,000
22,500
16,625
31,000
26,750
25,425
99,800
.1 I 'I·\
c
'
1
"
0
)--~\
\j..
'
,
I
CITY OF RENO
Purchasing Division
P.O. Box 1900
Reno, NV 89505
(775) 326-6658
(n5) 334-2409 fax
[email protected]
Date· February 1, 2016
RFP 030121
REQUEST FOR PROPOSALS
Sealed proposals will be received until J.00 pm local
bme (Reno) al the Reno City Clerk's Office. 1 ust
F"ITTit Street, Reno, NV 89501 on
March 1, 2016
Marcie Wood. Purchasing Techntcian
In accordance wrth Nevada Revised StattJte 332.
the Crty of Reno. Nevada is currently accepting sealed Proposals for
Professional ConsultantServlces, Oowntown Action Plan
Technical questJons regarding this sollC!lallon may be d1rected to Bill Thomas at [email protected] copied
to [email protected] All communlCalJOns regard'lllQ this RFP must be ~ubmnted 1n wntmg Yla &-ma>l, fax, Of
wn1ten correspondenc:e to Marcie Wood, Purcha$ing Technlcian
This Reques1 f« Pr0p0sal is made pet
N RS Chapter 332 The anucipated <:ontrad is by Its nature a contract not adapted to award by compelibve
bid purnu.ant to NRS 332.115 and award of any contract is wllhln the discret10rl of the govem109 body
Per lhe attached Terms, Cond1t1ons, and Requirements
Ctty ~_j~~!!!!f::=._
Stale
Co
Telephone
_ _~
Zip Code
'Eb"'2.\t
__.3:;.;6=..?> _"\...;.!"-'---..;:;
J ~
'""""tl
'-'---
Sognalure
Print Name
Print T1Ue
I~
SUBMIT ONE ( 1) ORIGINAL, THREE (3)
COPIES, ANO ONE (1) ELECTRONIC COPY OF
PROPOSAL
Page 2 of20
_
RFP II 030121
PROFESSIONAL CONSULTANT SERVICES FOR DOWNTOWN ACTION PLAN
ATTACHMENT A
TERMS AND CONDITIONS COMPLIANCE
I have react understand, and agree to comply with the Terms and Conditions as specified in the
Request ror Proposal
Any excep~ust be documented.
ves _.L No_
Excep1ions;
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
Page 16 of 20
RFP # 030121
ATTACHMENT B
AFFADAVlT OF NON-COLLUSION
I.
µ. , !)' . ~
~QgeSC
-
(name
or
party sign1'1!1--t'1is
(t1lle) do depose and say
affida~
and , ~~I form).
1n;1 ~.g ~ ~fire· of
firm) has not, either directly or lndl~tly, entered 1n1.o agreement, partfclpaled In any collusion, or
Olharwlse taken any action In restrain! of free cornpeblion wtth this conlract
Page 17 of 20
RFP # 030121
ATTACHMENT C
DEBARMENT AND/OR SUSPENSION
Federal Mandatory Submittal
As required by Executive Order No 125 49, Del:>annenl and Suspension, and Implemented al 34
CFR Part 85, the proposer certifies thl!l it and Its principals ;m~ not presently debarred,
suspended, proposed for debarment, declared melfg1ble, or voluntarily exclude from transactions
with any Federal Department or Ageney
"Z--U-/
Date
,ffA .
8 . s:e..~
Print Name
f'/t-r:St~
Trtle
REMAINDgR OF PAGE INTENTIONALLY LEFT BLANK
Page 18'<lf20
RFP#030121
ATIACHMENT D
Acceptance of RFP Requirements
Please acknowledge the reqwreme."'llS listed wi1hin RFP 030121 and any exceptions below.
Slgnatul'll
Name
Title
Company Name
Date
?~114 J.,s,,w !/~ ~/ (;a__
2 , zz - 1(.,,
Exceptions to the RFP Mandatory Requirements, if' any:
Page 19 of 20

PUMA Proposal - City of Reno

Transcription

Similar documents

Ripley`s `14 Aquarium Slime Brochure.indd

Spotlight City - AmeriTel Inns

Eric Brush, General Manager

15 Monumental things you MUST do in Downtown Indy

NYO_Discover_Downtow..

Laurel Ranch-Area Map

Tenant Information Package

residential density in downtown charlottesville, va

Denver Pavilions

Chamber Exclusive Business Opportunities pdf link