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HomeMy WebLinkAbout06/20/2000, C9 - DOWNTOWN STRATEGIC PLAN REQUEST FOR PROPOSALS Council (4_2Q-o0 j agenda Repo�tt �9 CITY OF SAN LUIS OBISPO FROM: Deborah Holley,Downtown Association Administrator SUBJECT: DOWNTOWN STRATEGIC PLAN REQUEST FOR PROPOSALS CAO RECOMMENDATION 1. Approve Downtown Strategic Plan Request for Proposals. 2. Authorize the CAO to approve, and the Downtown Association Administrator to award the contract if the proposal is within the allocated budget of$25,000. DISCUSSION One of the recommendations arising out of the fiscal impact report prepared as a requirement of the Market Place development process was that the Downtown Association prepare a strategic operating plan. As part of the 1999-2001 Financial Plan, $25,000 was budgeted-for that purpose. The Downtown Association, its Economic Activities Committee and City staff have worked together to develop a Request for Proposals (RFP) for consulting services to assist with the development of the Strategic Plan. The RFP identifies a number of short and long term objectives to be addressed by the Plan that will help maintain and strengthen the economic vitality of the Downtown. Specifically, the RFP asks that the plan: • Describe critical issues and challenges facing the Downtown both short and long term. • Identify the current status of the Downtown: its assets and liabilities. • Set forth constraints in addressing the critical issues (organizational, financial physical,etc.) • Recommend strategic responses to address critical issues and achieve the Downtown's full potential. • Set forth the"who,how,when and how much"of the recommended implementation plan. It is anticipated that the Specific Plan should be completed by the end of the calendar year. FISCAL IMPACT $25,000 for consulting costs was allocated as part of the 1999-01 Financial Plan and has been place in the Downtown Association's budget. ATTACHMENTS 1. Description of Work 2. Bidders List Complete RFP is available for review in the Council Reading File C9-1 Specification No. 90154 Notice Requesting Proposals for SAN LUIS OBISPO DOWNTOWN STRATEGIC PLAN The SLO Downtown Association and City of San Luis Obispo(City) are requesting sealed proposals for a consultant to prepare a Strategic Operating Plan pursuant to Specification No 90154 All proposals must be received by the SLO Downtown Association by 28 July 2000, 9:00 AM when they will be opened publicly in the SLO Downtown Association offices, 1108 Garden St. Suite 209, San Luis Obispo, CA 93401. Proposals received after said time will not be considered. To guard against premature opening, each proposal shall be submitted to the SLO Downtown Association in a sealed envelope plainly marked with the proposal title, specification number, proposer's name, and time and date of the proposal opening. Proposals shall be submitted using the forms provided in the specification package. Specification packages and additional information may be obtained by contacting Deborah Holley, Administrator, SLO Downtown Association,805/541-0286. ® The City of San Luis Obispo is committed to including disabled persons in all of our services,programs and activities. Telecommunications Device forte Deaf(805)781-7410. C9-2 I-Z Specification No. 90154 TABLE OF CONTENTS A. Description of Work 1 B. General Terms and Conditions 5 Proposal Requirements Contract Award and Execution Contract Performance C. Special Terms and Conditions 10 Contract Term Estimated Quantities Proposal Content Proposal Evaluation and Selection Proposal Review and Award Schedule Unrestrictive Brand Names Start and Completion of Work Accuracy of Specifications D. Agreement 13 E. Insurance Requirements 15 F. Proposal Submittal Forms 17 Proposal Submittal Summary References C9-3 L- 3 Section A DESCRIPTION OF WORK Purpose The San Luis Obispo Downtown Association and the City of San Luis Obispo (City) seek to contract with a qualified consultant to assist in preparing a Strategic Operating Plan (hereafter referred to as Strategic Plan) for the Downtown area. The Strategic Plan should identify short and long term objectives that will help maintain and strengthen the economic vitality of the Downtown,especially in light of increased competition from other areas in the City and the region. Background Downtown San Luis Obispo(SLO) is a geographically defined area of about 32 square blocks within which approximately 550 businesses are established. Income from this area provides approximately 20 percent of the City's sales tax revenue amounting to$1.5 million annually. Downtown SLO is enjoying a high level of success and is not seeking a revitalization or rehabilitation program, but rather desires to implement an effective means of maintaining and further enhancing economic viability. Achieving these goals and developing a Strategic Plan are supported by the City Council and City staff as well as the Downtown Association Board of Directors and the Downtown Association Economic Activities Committee. Formation of the Association The Downtown Association is a Business Improvement District(BID) formed by City ordinance in 1975. The Downtown Association includes all businesses within the geographical area described above(except those businesses that are exempt) and is an advisory body to the City Council. The Board of Directors is comprised of eleven elected representatives of the membership,either business owners or managers. Businesses in the district are subject to assessment in an amount equal to business tax paid to the City. Association Goals Main goals of the Downtown Association include working with the City on parking issues and solutions,promoting Downtown trade activities and public events and developing beautification and economic development programs. The Downtown Association is also a National Main Street program,winner of the 1999 Great American Main Street Award and a veteran California Main Street program. Result of Recent Fiscal Impact Analysis In 1999,a fiscal impact report was prepared for the City by an outside consultant regarding the impact of a proposed regional retail development outside of the Downtown. Because the 1-4 Downtown is highly regarded as an essential commercial,cultural and historic area, the City's Land Use Element Policy 3.1.3. states: Before approving an expansion plan (in the Madonna Road retail area), the City should consider an evaluation of how much it would transfer sales from existing retail areas in the City and whether the proposed uses could be developed in existing retail areas. This was deemed necessary for two reasons: one, to provide data about the economic impact this project could potentially have on the community's commercial center and two, to assist the Downtown in positioning itself in light of added retail development in the City. In the report, it was recommended that the Downtown should devise a Strategic Plan in order to competitively position itself effectively and maintain its strong retail base. This recommendation was put forth in a document that is available upon request. Major Downtown Project Under Consideration A more recent Downtown development proposal is currently under negotiation. Called Palm Street/Court Street/Chinese Historic District,this is a two-block retail, office and residential center that will transform the face of Downtown. It will be necessary to track the negotiations and if the project receives approvals then consideration must be given to the impact and influence such development will play in the overall plan for Downtown. The proposal for this project is also available upon request. Framework for Strategic Plan Downtown currently has a physical conceptual plan for future development; this Strategic Plan should complement the physical plan but should not be a physical planning document. Rather, the Strategic Plan should be a recommendation offering a short and long-range set of objectives and goals for assuring the Downtown's economic strength(referred to as restructuring by the Main Street program);marketing of the area;enhancing attractiveness through streetscapes, art and cleanliness programs; promotions; relationships with other City and community organizations and internal operations such as board training programs, staff education programs, membership relations and image enhancement. The overall goal of the Strategic Plan is to define the potential for Downtown and develop a plan to maximize that potential. In doing this,it should cover three to five years for operations with longer-range implications that identify benchmarks and take advantage of existing resources. A method of measuring progress toward desired goals is also desired. The final product should be the result of examination and research of current available data, meetings with several Downtown Association Board members and staff,City Council members and City staff, at least one "Town Hall"or focus group meeting where public input is encouraged �-5 and considered and on-sites visits by the consultant. In addition,candidates should demonstrate knowledge of the Main Street Four Point Approach to Downtown revitalization as well as the economic,environmental and political climate of the local area; this information will be vital in offering a final recommendation that is attainable and realistic. Further, it is expected that a "cookie-cutter" plan will not be offered but rather an individually tailored plan that can be implemented. In general, the main steps in developing the Strategic Plan should: • Describe critical issues and challenges facing the Downtown both short and long term. • Identify the current status of the Downtown: its assets and liabilities. • Set forth constraints in addressing the critical issues (organizational, financial, physical,etc.) • Recommend strategic responses to address critical issues and achieve the Downtown's full potential. • Set forth the who, how, when and how much of the recommended implementation plan. Strategic Plan Objectives • Focus on the economic and market factors that will have the greatest influence on allowing Downtown to maintain and improve its position as unique and distinct within the greater marketplace addressing such items as: • Defining Market deficits—what niches can the Downtown develop or fill • Being active in business attraction and retention • Analyzing design/beautification opportunities • Improving membership satisfaction • Marketing the Downtown more effectively • Educating members about on-line presence • Illustrating the potential impact of e-commerce • Capitalizing on visitors/tourists to the City • Understanding and mitigating the impact of outside market forces • Recommend specific action items and the necessary budget support to proceed with the immediate implementation of strategies,including: • Presenting strategies chronologically from short term to long term. • Working within the existing budget,but include methods for additional funding development. • Incorporating the current two-year operating program. • Providing proven success strategies. • Basing process on a high degree of membership input • Addressing office space in the Downtown. r -c, • Striving for balance between day and evening use of the Downtown. • Providing mechanisms that will increase visits to Downtown. • Establish and empower Downtown leadership by defining roles and responsibilities for Downtown management,maintenance, marketing, promotions, business retention and attraction and security. • Identify the critical components associated with creating successful Downtown and mixed- use business districts. • Identify potential funding sources for revitalization projects. • Identify partnership opportunities for projects. • Seek and encourage public input and participation from Downtown stakeholders (including City officials) and the general public. Special effort must be made in recruiting participation from Downtown Association members in the process.The strategic plan must have broad- based participation in order to be accurate and of interest to the stakeholders. The consultant will be looked to to provide innovative methods of assuring member participation on an on- going basis in Downtown Association activities and economic efforts. • Attend City Council meeting when results of the Strategic Plan are presented for approval. Time Frame The written Strategic Plan should be completed within 120 days of execution of contract. Following receipt of the Strategic Plan, approval will be required by the SLO Downtown Association Board of Directors and the City Council. Budget The budget for consultant services is$25,000. ,4 4acklrnen4 Z BIDDERS LIST SLO DOWNTOWN ASSOCIATION STRATEGIC OPERATING PLAN Colin Pearce Doug Loescher Mainstreet Marketing National Trust for Historic Preservation 3425 Palm St. 1785 Massachusetts Ave.NW San Diego CA 92104 Washington,D C 20036 619/563-9090 Phone No. 202/588-6219 Fax 619/563-3550 Fax No. 202/588-6050 Kristin Lowell Bruce Liedstrand California BID Network Communities by Design 1528 Eureka Road Suite 100 112 Bentley Square Roseville CA 95661 Mountain View CA 94040 916n86-0685 650/428-1700 John A. Lambeth Keith Kjelstrom Downtown Resources State Coordinator,California Main St. 1025 9d' St. Suite 212 California Trade and Commerce Agency Sacramento, CA 95814 801 K St. Suite 1700 916/325-0604 Sacramento CA 95814 Fax 916/325-2312 916/322-3536 Fax 916/322-7214 Jeff Eichenfield Jeffrey Eichenfield&Associates 1563 Solano Ave#491 Berkeley, CA 94707 510/558-7130 Fax 510/528-6958 Kent Burnes and Lani Lott Burnes Consulting 20537 Wolf Creek Road Grass Valley CA 95949 530/346-7704 Fax 530/346-7704 NOTE:Not to be included with Bidder's Package when mailed or handed out. This should be included as an attachment to the Council Agenda Report or CAO Report C9-8 NI�JING AGENDA DATE 2D rrEM # MEMO • June 20, 2000 To: Council Collea From: Ken Schwartz Copies: JohnDunn, Deborah Holley, Jeff Jorgensen Re: Agenda item C-9,Downtown Strategic Plan Request for Proposals I propose two minor changes in the language of the proposed Description of Work. I have discussed these changes with Deborah Holley and she sees no problems. 1. Page C-9 under Framework for Strategic Plan, change the first two lines to read: The City has adopted a plan to guide the physical development of downtown entitled, "A Conceptual Physical Plan for the City's Center." This Strategic Plan should complement that physical plan. It should not be a physical planning document,but rather the Strategic Plan should . . . . . . Rationale: Emphasis is given to the fact that we have an adopted physical plan and that the consultant is expected to devote his/her time to a strategic plan 2. Page C-10 Second paragraph, change lead-in sentence to read: The principle steps in developing the Strategic Plan should, as a minim Rationale: The Main Steps are presented in a cookbook format suggesting that it is complete in itself with no room for the consultant to think out of the box. This change would make it clear that the consultant is expected to elaborate should s/he have additional ideas. 2tOUNCIL ❑CDD DIR RTAO ❑FIN D::l CKCAO ❑FIRE C';'- I p'ATTORNEY ❑PV1 D:1 CKLERKIORIG ❑P.OUrC C;:? ❑tjGMT TEAM _ ❑REC DI1 Ri �Jnlr� ❑UTIL DIR p�l�A7r�� I ❑PERS DIR p .40 I ter RECEIVED JUN 2 0 2000 SLO CITY COL`IVC:iL