Tag Archives: Business Attraction & Marketing

RMA – Redevelopment Management Associates to Provide Consulting Services for City of Greenacres

 

GREENACRES, Fla. /Florida Newswire/ — Redevelopment Management Associates (RMA) today announced it has been hired by the City of Greenacres to develop a vision for the City and create a strategic action plan. RMA will guide the 8th largest municipality in Palm Beach County towards future economic growth by implementing the firm’s proven strategies which have reinvented numerous cities throughout the state. The first public input meeting will be held Saturday, October 13, 2018 from 10 a.m. – 2 p.m., at the Greenacres Community Center.

City of Greenacres
“We are honored to be working with the City of Greenacres to develop a vision, plan, brand and message for their community,” said Sharon McCormick, Greenacres’ project director and RMA’s Director of Business Attraction & Marketing. “This will be an extensive program which will tap into RMA’s multi-disciplinary approach and is designed to engage the residents and stakeholders in creating the future of the community.”

The RMA process for Greenacres will begin with a market analysis, followed by public and stakeholder input meetings leading to a community vision. Next, the team will develop a realistic, achievable strategic action plan for the city’s short-term and long-term goals. During the discovery process, resident and business surveys will be conducted. Additionally, RMA, with city leaders, staff and the community, will uncover and develop the city’s current identity and aspirational brand, which will advance the communications message for the future economic growth in Greenacres.

The first public input meeting on October 13, 2018 is open to all residents, business owners, civic/community leaders and stakeholders. The community center is located at 501 Swain Blvd. For more information: https://greenacresfl.gov/.

About Greenacres:

Greenacres is the 8th largest municipality of 39 in Palm Beach County. There are over 40,000 residents and over 1,000 businesses. With a land area of approximately six square miles, Greenacres is located in the central part of Palm Beach County and was originally incorporated in 1926.

The City is home to 9 public schools, 11 parks with a combined area of over 93 acres and the City’s Community Center is host to a variety of youth, adult and senior classes and activities. Additionally, the City has been recognized as one of the “100 Best Communities for Young People” in the nation by America’s Promise-The Alliance for Youth, the nation’s largest alliance dedicated to children and youth.

About RMA:

Founded in 2009 by Kim Briesemeister and Chris Brown, RMA is comprised of a phenomenal team of redevelopment experts passionate about building better communities. RMA is the most experienced full-service economic redevelopment consulting and management firm, headquartered in the state of Florida, specializing in revitalizing core areas and corridors for cities, counties and special districts nationwide. The co-founders are also the authors of one of the definitive books about city redevelopment, “Reinventing Your City: 8 Steps to Turn Your City Around.”

For more information: http://www.rma.us.com/.

Understanding Culture’s Role in Enhancing Your City’s Identity

By Sharon McCormick, Director of Business Attraction & Marketing

In Celebrating Hispanic Heritage month, let’s start with a few stats.

Enhancing Your City’s Identity

The Hispanic Heritage statistics provided above are crucial for developing an effective marketing strategy and for programming social offerings that will enhance your city’s brand and reach multi-cultural audiences.

While experiential marketing is one of the latest buzz words, when it comes to city and place branding, a person’s experience has always been how the place’s brand truly became known. In our work helping cities reinvent themselves, we see it every day. What people – residents, visitors, businesses, developers, investors – think and say about a city is what that city becomes known for. Our favorite definition of “brand” is Al Reis’s, “your brand is the singular thought you hold in the mind of a prospect.” That being said, it’s critical that if you want to be known for “something,” you (the city) have to be deliberate about how you project yourself to your audiences. From every touch point in city hall, to all public spaces and city run facilities, and even to your businesses and neighborhoods. What do you want people to “feel” or “think about” when they enter your city?

Here are 3 ideas to consider when developing a strong identity for your city through experiential marketing:

  1. Are the entry points to your city clearly marked and does the entry signage and landscaping represent what a visitor can expect to experience in and around your city? Will they see a well thought out entry and feel the pride and care you have for your city (even if you have some areas that need to be upgraded or redeveloped, you have only one chance to make a “first” impression). Consider developing a Beautification Committee or Foundation to focus on the physical beauty of entryways and corridors.
  2. Does everyone (even those with a problem or complaint) feel welcome when they enter your city hall or each time they enter a city department? Consider customer service training specifically designed for government employees. Also, check out National Welcoming Week 2018 from September 14th to 23rd. During this annual series of events, communities bring together immigrants, refugees, and native-born residents to raise awareness of the benefits of welcoming everyone. In 2017, there were more than 700 events around the country.
  3. How easy is it for people to find out about events and happenings in your city? Consider adding or updating an event calendar to your city’s website, creating Facebook event pages for special events and adding all of your events and local partner organization’s events to Eventbrite. Check out the City of Pompano Beach’s event calendar for a good example of this, or visit https://www.eventbrite.com/rally/ for emerging tech-based ideas to broaden your event message reach.

From aesthetics, to customer service and a welcoming atmosphere, to special events and social offerings, cities have the opportunity to provide unforgettable experiences at a myriad of touch points. People remember experiences; they remember how they feel.

Cape Coral Bimini Basin

Agency

City of Cape Coral, Florida

Services Provided

Redevelopment Strategic Planning
Community Outreach & Engagement
Real Estate Analysis
Business & Developer Attraction Strategies
Public Realm Connectivity
Repositioning the Downtown

Performance Period

January 2017 – Present

Cape Coral Project Management & Community Engagement | Bimini Basin

Issue

Located in the South Cape area of Cape Coral, Bimini Basin is adjacent to the city’s downtown. This waterfront enclave was first developed in the early 1960’s, however, very little new construction has occurred since. Over the years, the area became blighted, and some of the multi-family developments have aged and become havens for crime and poverty.

The City recently updated the zoning to a mixed-use designation with the goal of making Bimini Basin a waterfront destination to compliment the city’s downtown. RMA was selected to assist the Client with Project Management services including extensive community engagement, and to propose strategies for the redevelopment of the Bimini Basin area.

Strategy

RMA’s robust analysis of market conditions and engagement with the local community and stakeholders set the framework for the implementation plan. The plan recommends a realistic and comprehensive strategy for attracting and nurturing new private development that is consistent with the context and character of the community. Implementation of the Bimini Basin plan focuses on 5 key areas; connectivity, activity and vibrancy, aesthetics, quality of life, and private investment. Recommendations were made based on current and future market area demand, neighborhood compatibility, financing capacity, and infrastructure viability. The tasks are to:

  • Preserve access to the waterfront, public spaces, quality of life and community character.
  • Enhance water quality, aesthetics, walkability, the waterfront, and mixed-use development.
  • Expose younger residents to the area and create downtown vibrancy with events and activities.
  • Develop a marketing and branding program to connect the downtown to Bimini Basin.
  • Invest in connectivity, parking, and infrastructure.
  • Invest in the gateway opportunity through branding, marketing and signage to highlight the dynamics of the Basin.
  • Capitalize on development opportunity, market opportunity, and waterfront access, and encourage private development through modification of density regulations.
    • Outcome

      The community was extremely engaged throughout the entire process and public comment received from the plan was overwhelmingly positive. The City created new land development regulations that include RMA’s recommendations related to height, density and design. In addition, the City has already applied for, and was awarded, a grant from the Fish and Wildlife Commission to develop a mooring field ordinance to address water quality in the basin. Boats are currently mooring in the basin and now the City has the resources to positively impact the water quality. With these steps the City is now ready to implement a developer recruitment program to attract general private investment to the area to increase the tax base.

Pompano Beach Brand Strategy | Old Town

Agency

Pompano Beach Community Redevelopment Agency

Services Provided

Business Attraction & Marketing

Address

100 W. Atlantic Boulevard
Pompano Beach, FL 33062

Performance Period

2009 – Present

Pompano Beach Brand Strategy | Old Town

Issue

Pompano Beach lacked a true ‘downtown’ – a central business/commercial area. Pompano Beach’s economic future depended on developing a downtown area to attract private investment; in particular, the redevelopment of the blighted and derelict historic downtown center. When RMA began managing the CRA districts in Pompano Beach, it quickly became clear that the city had an absence of cultural facilities or targeted cultural art uses. Arts and cultural activities had been statistically identified as consistent sources of economic growth. No new development had taken place in decades and two key historic buildings were rapidly falling into decay, likely headed for demolition; the Bailey Hotel, built in 1923, in the Old Pompano commercial district and the Ali Building, built in the 1930’s, on Dr. Martin Luther King, Jr. Blvd. The vision of a Creative Arts and Downtown Innovation District was in the CRA Master Plan; however, no progress had been made toward that vision as the city lacked a cultural brand/identity and the two historic properties were privately owned. The process of acquiring and renovating the historic buildings into two cultural, public real estate assets would become the catalyst for the redevelopment of the entire downtown area and the creation of the cultural brand.

Strategy

RMA’s strategy was to use cultural assets to improve the community’s competitive edge, create the foundation for defining a sense of place, attract new and visiting populations, and contribute to the development of a skilled workforce. Simultaneously, at RMA’s recommendation, the City planned to create a cultural civic campus across the street from the historic district, creating a cluster of cultural activity.

While construction was underway on the streetscape and other infrastructure improvements in the historic area, RMA managed the acquisition process for both historic buildings. The next step was to seek approval from the CRA Board for complete renovation of the buildings while maintaining the historic architectural elements that made them unique. The concept for the Bailey Hotel (Bailey Contemporary Arts – BaCA) was to convert the hotel rooms on the upper floor to artist studios, and use the ground floor for gallery space and a coffee house. Artists were invited to submit applications with a combination of art mediums being sought including visual art, clay, pottery, music and other forms. The Ali building was renovated as a cultural arts performance venue reflecting the African American heritage of the area.

Once the cultural assets were established, RMA began the process of branding the historic downtown area as “Old Town” and utilized the brand as a cohesive approach to redevelopment. The cultural arts branding concept used a mosaic bench in Amsterdam as inspiration. Pulling together the assets and missions of the pioneer arts centers, Ali and BaCA, overlapping values were identified. The cultural centers would essentially bring together many different ideas into one cohesive message for the area: Diversity, Art, History and Community. RMA visually defined this as “a combination of diverse elements forming a coherent whole” – the definition of a mosaic.

With this concept in mind, and an actual photo of a mosaic bench taken in Amsterdam during the research process, the mosaic tiles were turned into a versatile design element to be used across all branded collateral. Color palettes were defined to delineate each area, and to apply to corresponding events, tying everything that is unique about each of the area’s assets into one cohesive brand strategy. The new brand and messaging strategy was then used to promote classes, activities, events and exhibits via a myriad of communication outlets.

A signature monthly event that was established as a business attraction tool is the Old Town Untapped Craft Beer & Arts festival. The event was strategically designed to familiarize attendees with the reinvented Downtown and to using the area in a new way. The event includes a biergarten, food trucks, live music, vendors, and artists at work/ open access to the BaCA art gallery. In just one-year, Old Town Untapped has grown from 250 to over 5000 attendees! The vendors have grown from 15 to 50, food trucks from 4 to 12+, and art gallery visitors from 50-100 to over 500. Since the event is also an activator for the area, a targeted campaign ‘Untap Your Potential’ was created and launched, including installation of signage in all the vacant commercial spaces. This has resulted in a dramatic increase in interest in the spaces and new businesses are already open (Blooming Bean Coffee Co. and Odd Breed Brewery) or permitted to open soon (a restaurant).

The brand standard represented the current cultural arts buildings and the recurring events and programs held in the area also brought a great deal of press and newsworthy attention to the City of Pompano Beach.

Outcome

  • The renovation of historical buildings into cultural arts venues were the catalyst for changing perceptions about the blighted downtown area
  • There is now a cohesive and solid cultural arts brand in Pompano Beach and all marketing efforts are consistent, yet still unique and distinguishable by color/design/location/target audience, etc.
  • It is estimated that over 65,000 people have visited Pompano’s Old Town district and BaCA and Ali cultural facilities in the past one year and the numbers are continually increasing
  • Approximately 250 classes, programs and events are hosted annually in Old Town, BaCA and Ali
  • All the studio space in BaCA is leased to working artists and these artists participate in sharing the brand message and furthering the City and CRA goals
  • New businesses have located in the branded downtown area and several more have leased spaces and are under renovation, scheduled to open during 2018 and 2019
  • Developers have invested in the area and new multi-family residential buildings are under construction
  • The cultural arts brand in Pompano Beach is now strong enough to support the creation of a new city Cultural Arts department, including establishing a Pompano Beach Cultural Arts Director position

North Miami Strategic Marketing Plan Creation & Implementation

Agency

North Miami Community Redevelopment Agency (NMCRA)

Services Provided

Business Attraction & Marketing

Address

776 NE 125th Street
North Miami, FL 33161

Performance Period

2016 – Present

North Miami Strategic Marketing Plan Creation & Implementation

Issue

Downtown North Miami lacked a unified image and was suffering from the absence of a clearly defined identity, brand and message. In addition, the North Miami Community Redevelopment Agency (NMCRA) did not have any specific marketing, branding and public relations programs for the Downtown, making it difficult to reposition the district, attract new targeted business, retain current businesses and improve the quality of place. With the amendment to the CRA plan in 2015 (conducted by RMA), there were several initiatives outlined that required comprehensive marketing strategies to achieve the desired goals. Current data and analysis presented a clear picture that North Miami was primed and ready for a bright, strategically positioned future. The NMCRA hired RMA to create and implement a strategic marketing plan that focused on the process of branding and positioning the downtown based on market potential, existing downtown assets, and stakeholder input.

Strategy

In order to make Downtown North Miami more vibrant and exciting, additional new businesses needed to be attracted to the area and visitors needed to feel welcomed and engaged. The strategic marketing plan that RMA created focuses on activities to attract new target businesses to the district, attract developers and investors, engage the current customer base and attract new visitors by promoting incentive and security programs, launching advertising, public relations and digital media campaigns and developing special events that support the downtown brand and grow business. The physical environment is also being addressed through streetscape and façade improvements and these improvement projects and timelines will be shared with residents and businesses. The NMCRA and RMA identified and actively engaged stakeholders in the process and achieved consensus on major elements.

Outcome

  • A City of North Miami Commissioner stated that it was the first time ever that a strategic plan was “doable” and the goals written were achievable.
  • The Marketing Plan contained a step-by-step tactical action plan that set the priorities for Downtown North Miami in a realistic way that was readily implementable.
  • The Downtown NoMi Strategic Marketing Plan won the Florida Redevelopment Association’s 2017 Roy F. Kenzie award for Planning Studies.
  • A downtown logo and tagline (To NoMi is to Love Me) were adopted that illustrated the underlying themes of a rich, diverse, cultural experience and vision for the Downtown.
  • A Brand Standards Manual was adopted to inspire and outline the brand and define the photographic style and primary message.
  • Since the plan is so well-defined and clear, the NMCRA could independently begin immediately implementing certain objectives, while other initiatives are being implemented jointly by the NMCRA and RMA. Initial projects include a Downtown NoMi walkers guide, new CRA and Downtown NoMi lifestyle branded light pole banners – utilizing photographs of real downtown people, places and things.

CRA Update, Feasibility Analysis, Public-Private Partnerships (P3), & Strategic Marketing Plan Creation

Agency

North Miami Community Redevelopment Agency (NMCRA)

Services Provided

Drafted CRA Plan Amendment and updates
Negotiations with County for CRA extension
Market analysis
Real estate feasibility analysis for P3 projects
Community outreach and stakeholder input
Subsequent Services
Marketing & Branding Plan

Performance Period

2016-Present

CRA Update, Feasibility Analysis, Public-Private Partnerships (P3), & Strategic Marketing Plan Creation

Issue

Downtown North Miami lacked a unified image and was suffering from the absence of a clearly defined identity, brand and message. This in turn made it difficult to attract new businesses or become a magnet for private investment and economic growth. In addition, the North Miami Community Redevelopment Agency (NMCRA) did not have any specific marketing, branding or public relations programs for the Downtown, making it difficult to reposition the district, attract new targeted business, retain current businesses and improve the quality of place. The CRA Plan needed updating, however, the lifespan of the Agency was an issue and an extension was needed to provide adequate time to address the quality of life and economic issues the city was facing. RMA was engaged by the North Miami CRA to update the Community Redevelopment Plan and to guide the new CRA Plan through the adoption process at the City, and Miami-Dade County. Of importance, RMA was to negotiate the terms of a new Interlocal Agreement with Miami-Dade County, including an extension of the life of the CRA through 2046.

Strategy

RMA began with a feasibility analysis for the proposed Downtown area and reviewed potential sites for Public-Private Partnership (P3) projects to determine which concepts were financially feasible, based on the current real estate market conditions, for inclusion in the updated CRA Plan. RMA conducted public outreach, held targeted one-on-one meetings, had extensive communication with the elected officials, and developed a realistic, achievable, economic development driven plan for the North Miami CRA. Using Economic Development, Downtown Revitalization, Cultural Arts, and Targeted Industry strategies, the plan focused on driving tax base enhancement and growth in Tax Increment. This is turn would support the public realm initiatives including Public Improvements and Infrastructure, Housing, Residential Development and Quality of Life, Transportation, Transit and Parking, and Redevelopment Support Activities. The NMCRA and RMA identified and actively engaged stakeholders in the process and achieved consensus on major elements.

Outcome

RMA secured a 29 years extension of the CRA by effectively negotiating with Miami-Dade County officials and staff. Almost immediately, there was a significant increase in private sector interest in the CRA area followed by multiple real estate transactions and business attraction efforts with new restaurants and food establishments. RMA recommended that, with the CRA now fully armed with 29 more years of redevelopment activity, a fresh new approach to re-branding and marketing was needed and proceeded to develop a marketing and implementation plan that multiplied the previous effect of the CRA Plan amendment.

Margate Strategic Planning, Marketing, Branding & Public Relations

Agency

Margate Community Redevelopment Agency

Services Provided

Strategic Plan
Branding
Marketing
Business Attraction
Public Relations
Special Events

Performance Period

2014-2017

Margate Strategic Planning, Marketing, Branding & Public Relations

Issue

The City of Margate, known to most as simply a “bedroom community”, lacked a defined image which made it difficult to attract business to the city or to connect the community in a meaningful way. In addition to the lack of a clearly defined identity, brand and message, there was no strategy or strategic plan for marketing the City’s assets and opportunities. Margate did have innate assets however and a sense of community pride and cohesiveness. Without defining what makes a city unique, it can easily become invisible in a world of cities. The City of Margate Community Redevelopment Agency (MCRA) hired RMA to create and implement a comprehensive plan and campaign that would produce an identity and brand that was representative of the entire City.

Strategy

RMA had already worked with the City on a visionary downtown master plan that was adopted and being implemented. With the goals of establishing an identity, job creation, advancing the economic well-being of the community, and generating a better quality of life for all residents; RMA performed an economic analysis to better define the existing conditions and drivers that made the city unique. Then RMA drafted a strategic marketing plan that focused on the city’s potential, enhancing a positive community image among local and regional residents, and spurring visitor and developer interest in the city as a whole. The MCRA and RMA identified and engaged stakeholders in the process and achieved consensus on major elements.

Outcome

  • A logo and tagline were adopted that illustrate the community pride and underlying themes that residents feel about the City of Margate.
  • A Brand Standards Manual was adopted to inspire and outline the brand and define the photographic style and primary message.
  • The new brand and message was featured on Miami’s Channel 10 News as a major headline in a story about south Florida city brands.
  • A brand launch event entitled “Celebrate Margate” was held to unveil the new logo, engage the community and build excitement about the future of Margate and was attended by thousands of residents and visitors. Additionally, a seasonal event, Margate under the Moon, was launched and draws approximately 5000 people monthly to the future downtown site giving residents and visitors a “taste” of what the future holds in the new downtown.
  • A comprehensive marketing promotional package was developed showcasing the visionary master plan and promoting the newly uncovered uniqueness of the area.
  • The comprehensive strategy included not only outreach to the development community and a business-centric social media strategy, but also a focus on visually creating a sense of place through the installation of branded light pole banners and development of business building seminars and special events.
  • The Margate CRA Annual Report won the 2016 Roy F. Kenzie Award for Best Annual Report and a 2017 Florida Redevelopment Association Best Promotion in a Redevelopment Area award for the Margate Under the Moon event.
  • RMA’s efforts firmly established Margate as a City engaged in the development of its existing and future assets. The social media campaign had a 2,142% increase in fans in a four month period, showcasing the interest in the City of Margate since the inception of the comprehensive branding campaign.

Florida League of Cities (FLC) University Summits

Agency

Florida League of Cities

Services Provided

Education Training – Florida League of Cities (FLC) University Summits: Tools That Work for Economic Development

Location

Tallahassee
Sarasota
Davie
Winter Park

Performance Period

2015

FLC University Summits: Tools That Work for Economic Development

Overview

Effective economic development requires leadership. Policy decisions, implementation strategy and economic reality ideally come together to achieve a community’s economic development goals. Led by Kevin Crowder, along with Sharon McCormick, this program provided real-world guidance on the fundamentals and tools of realistic economic development that elected officials can use to guide strategies for sustainable economic development in their communities.

RMA was engaged by the Florida League of Cities to teach this segment (Tools That Work for Economic Development) of the 2015 FLC University Regional Summit Series. The Summit was held in four locations throughout Florida (Tallahassee, Sarasota, Davie, and Winter Park), and was attended by over 250 municipal officials.

The curriculum developed by RMA for this class was based on RMA’s BusinessFlareTM approach to economic development, and included individual sessions on:

  • What Drives Economic Development
  • Managing and Funding Economic Development
  • Real Estate and Public-Private Partnerships (P3)
  • Business Retention vs. Business Recruitment
  • Branding for Business
  • Measuring Economic Development

Outcome

The curriculum was very well received, with 87% of attendees at the Winter Park summit rating it as excellent, 53% of attendees reporting that many points made during the class are useful in their work, and 47% reporting that ALL of the information presented is useful in their work.

“I truly believe RMA’s BusinessFlareTM approach is the right approach to make the Pompano Beach CRA’s new commerce park a reality, by blending the right balance of economic development and redevelopment strategies.”

– Lamar Fisher, Mayor, City of Pompano Beach, FL

Delray Beach CRA Management

Agency

Delray Beach Community Redevelopment Agency

Services Provided

Government Management
Business Attraction & Marketing
Economic Development
Real Estate
Urban Design & Planning

Address

100 NW 1st Avenue
Delray Beach, FL 33444

Performance Period

Chris Brown (1991-2000) Diane Colonna (2000-2015)

City of Delray Beach CRA Management

Overview

Chris Brown managed the highly successful Delray Beach CRA from 1991-2000 and set the basis for enormous success in both retail redevelopment and urban housing. Upon his arrival, Mr. Brown identified specific redevelopment strategies for the CRA district and then drew upon the skill sets of a financial analyst, comptroller, housing and land acquisition coordinator, economic development coordinator and a West Atlantic community coordinator to implement the programming for the Agency.

Mr. Brown, as Executive Director of the CRA, wrote four updates to the CRA Redevelopment Plan. The first plan amendment, adopted in 1993, was critical because the initial Plan of 1985 was wholly inadequate. Subsequent plans included new programs resulting in highly active and aggressive CRA redevelopment activities.

Ensuring that the appropriate and most effective plans and programs were in place were key aspects of the Agency that led to the revitalization of the district. The programs focused on workforce and urban infill housing, parking, downtown marketing, land acquisition, mixed-use development, business loan program, façade grants, street beautification, community policing and cultural facilities. Largely due to his efforts, the TIF grew from $300,000 in 1991 to over $3 million in 2000.

Ms. Colonna assumed the reigns in 2000 and continued to build on the momentum. Major strides were made during her tenure during which the largest increase in property values was realized. Delray Beach has become a model for redevelopment in the state and nationwide due to their effective management skillsets.

West Palm Beach Strategy Development, Business Attraction, Marketing & Communications Plan

Agency

West Palm Beach Community Redevelopment Agency

Services Provided

Business Attraction & Marketing
Economic Development
Urban Design & Planning
Government Management

Performance Period

2005 – 2010 (Kim Briesemeister and
Sharon McCormick)

2014 – Present (RMA)

West Palm Beach Strategy Development, Business Attraction, Marketing & Communications Plan

Issue

In 2006 the Northwood area of West Palm Beach was a blighted, tired business district bordered by an industrial warehouse area, referred to simply as “Northwood Business District”. When RMA Director of Marketing, Sharon McCormick reviewed the options, it was clear that if business attraction efforts were to work a complete rebranding was needed, as well as a comprehensive strategic approach to redevelopment and marketing of the areas.

Strategy

After conducting a market assessment and analysis, it was verified that a combination of branding, marketing, events and business attraction efforts were needed, but first the “perception” of the area had to change. A strategic marketing plan was drafted that outlined a comprehensive targeted approach including: branding to address the current perception and image of the area; the condition of buildings; the existing merchandise mix and the opportunity gap analysis; parking; and increasing the customer base through campaigns, wayfinding signage and special events.

In 2014, the West Palm Beach CRA also retained RMA to develop a “vision” for the North End of West Palm Beach that encompasses three mixed-use districts (Currie Park, Northwood Village and the Broadway Corridor), as well as an Industrial District and the Pleasant City neighborhood. RMA organized and conducted a 7-day design workshop within the community that engaged hundreds of residents, business owners and stakeholders within the North End. The goal of the design workshop was to create a vision and an implementation strategy for the redevelopment of the North End that had faced years of stagnation due to shortcomings in the current zoning regulations and economic downturns. The vision adopted for the North End was incorporated into the comprehensive marketing and communications plan.

Outcome

  • Over 100 new businesses have located to Northwood Village and over $3 million in renovations have been completed on over 35 buildings, one at a time – many utilizing CRA Business Incentives.
  • Northwood Village is now a destination spot with Hangout Spots, Trendy Shops, Stylish Wares, Delicious Fare, and Unique Finds, and has been featured in Southern Living, the New York Times, Palm Beach Illustrated, and countless other local, regional and national publications.
  • An active Arts & Cultural scene in Northwood Village includes the Center for Creative Education and over 10 art galleries (when RMA team members branded the area as an arts district, it was an aspirational brand – there were no art galleries).
  • Thousands of visitors frequent the district monthly to enjoy the “Northwood Village Mural Project”, the monthly Art Walk guided tour and an Art & Wine Promenade featuring “Art Battle” with local artists painting live for the voting spectators.
  • The West Palm Beach CRA, with Sharon McCormick as Marketing Director, won the prestigious international Maxi Award for Marketing & Public Relations from the International Council of Shopping Centers (ICSC) for the branding and repositioning of Northwood Village.
  • In 2009 the CRA won the FRA Roy F. Kenzie Awards for Cultural Enhancement for the Art & Wine Promenade and for Creative Organizational Development & Funding for the unique Merchant Assistance Program. According to FRA, 2009 was the first year that any city or agency won 2 awards in any one year.
  • Northwood Village is now described by the prestigious magazine, Palm Beach Illustrated, as “Historically Hip”. It was once a run-down, discarded commercial district that is now a trendy, edgy hot spot in West Palm Beach.
  • The development community responded to the North End Vision with 20 property transactions worth over $9M in private investment in Northwood Village within one year.
  • Today, investors are implementing the North End Vision developed by the RMA team and are currently planning the Currie Corridor Development.