Request for Qualifications

Long Range Plan Downtown Rogers, AR

City of Rogers

Rogers, AR

Posted: 08/26/2013
Submittal Deadline: 09/27/2013


Request for Qualifications- Downtown Rogers Future Growth Plan

Up to this point, a detailed plan to shape and build Downtown Rogers has not been undertaken or instituted. Even without such a plan, the area has experienced growth and has prospered under other localized plans and previous successful initiatives. These plans and initiatives, and the hard work of concerned downtown advocates have helped to foster the success that is experiencing today. However, the time has come to re-think Downtown Rogers. It is time to take inventory of all that it is, all that it has to offer, and all that it could be, and from that, cast a vision for what it should become in the next 30 years. Additionally, a comprehensive, strategy needs to be developed and executed to make those visions a reality.

Expectations for the Plan
It is expected that the breadth and depth desired for this plan will require a dynamic, multi-disciplinary team capable of providing bold, creative and systematic, executable recommendations that build on Downtown Rogers’ rich history, capitalize on current momentum and maximize its future potential. The plan will bring the diverse group of stakeholders together to build a vision for the area’s future and commit to strategies that will achieve cross-sector success. The plan will be an inspiring document that, through its implementation, will create a business community that is a model sustainable urban center – a strong economic hub, a vibrant neighborhood and a modern, dynamic destination. The objectives and strategies built into the plan should bring in a new generation of talent while strengthening and revitalizing the existing Downtown successes as well. The plan will capitalize on the city’s history and its inherent assets, while identifying and developing hidden treasure to draw new markets. Implementation of the plan will create a sustainable environment that grows the tax base, and attracts and retains workforce talent and commercial enterprises, young professionals, families and empty-nesters, developers, new businesses and retailers, and entertainment venues. This action-oriented plan will guide redevelopment through the following key components:

Planning Area
The scope of this plan will include the Downtown Rogers area, and surrounding areas that are conducive to and/or necessary for re-development in keeping with the strategic redevelopment master plan. The downtown area is surrounded by historic neighborhoods. The connections between these neighborhoods and Downtown Rogers will be recognized by the plan, and recommendations for maximizing the neighborhoods’ relationships to Downtown will be made. The Downtown Rogers Preliminary Study Area includes the part of Rogers south of Locust, north of Oak, East of 5th Street and west of Lake Atalanta. However, it is anticipated that the Study will more accurately define the Geographic parameters of the Plan.

Community Engagement
Input from current stakeholders, and future interested parties including potential shoppers, developers, and residents will be available through a transparent participatory process, including but not limited to open forums, questionnaires, interviews, and focused group discussions. This will be crucial to the success of this plan.

Comparative Analysis of the Competition
The completed plan will incorporate best practices in economic development and downtown revitalization, but should also provide an assessment of regional competitors for retail, office, residential and destination tenants to find the sweet spots that others are missing. This analysis should include assessments of assistance and incentives offered; parking availability, cost and structures available here and in the market; promotional and marketing efforts; and cross-sector performance. The plan will describe lessons to be learned from this assessment as well as identify niches that can be filled by the “New Old Downtown Rogers”.

Market Driven Recommendations
While public sector involvement remains a critical component of Downtown’s revitalization, the private sector remains a major player for future efforts as well. The plan will assess current market conditions and existing stakeholders and will provide development options for ambitious projects on sites identified for such opportunities. The plan will also identify ways to jump-start private sector investment through the development of incentives that will maximize return on public and private investment alike. These projects and incentives must be based on realistic market capture rates and sound market research.

Analysis of Downtown Rogers
The success of the revitalization of Downtown Rogers is dependent on understanding what Downtown Rogers is, and what it has to offer. This will be identified in the context of above activities to re-tool, adapt, and adjust to become a destination that will thrive in the future market, in a way unlike any other, focusing on the strengths and opportunities that makes Downtown Rogers what it is, and will continue to be.

Long-Range Vision
While the majority of this plan’s focus is expected to be on detailed, action-oriented strategies to achieve the goals developed by the planning process, the plan should include and be guided by a long-range vision for Downtown Rogers. This vision will be the focal point on the horizon that will keep the plan on track for the next 30 years.

Clear and Concise Objectives and Strategies
After the long-range vision has been established, and after markets are evaluated, niches are discovered and opportunities have been determined, clear and concise objectives and strategies will be developed. The plan is expected to have both breadth and depth in order to set a vision to strive for, as well as clearly defined objectives and strategies that will help Downtown’s stakeholders reach that vision. The strategies outlined in the final plan must go beyond generalized suggestions. These detailed strategies will have a significant level of buy-in from the community, generated through the engagement process, and will be presented in an understandable and results-measured manner enabling the objectives to be executed swiftly, efficiently, and with measurable goals.

Implementation Plan
The implementation plan is a critical component of the final product. It will outline prioritized strategies that define the roles and responsibilities of all stakeholders. The plan will be results oriented and detail a step-by-step framework for execution of the strategies and realization of defined benchmarks/goals. This element will also define any ongoing development role for the consultant team in execution. The plan will also contain a budget for the various strategies with funding sources noted.

Fiscal Responsibilities
This plan will be a bold, aggressive and creative roadmap to achieve dramatic and transformational results in Downtown Rogers while proposing an executable, action-oriented strategy for implementation. It, therefore, must strategically plan for efficient use of limited public resources and maximize leveraging of private investment. The plan will develop a funding approach for the proposed objectives, projects and strategies through analysis of existing tools and development resources and recommendations for the type and structure of future financing tools and development incentives.

Desired Components of the Revitalization Plan

1. Assessment of future NWA trends, identifying opportunities, and challenges, and how we can capitalize on these opportunities and overcome these challenges to win in the following areas:
a. Housing
b. Office Space
c. Retail
d. Entertainment
e. Transportation
f. Lifestyles
g. Recreation
h. Dining

2. SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis for Downtown Rogers

3. Strategic Implementation Plan
A. Financials, including a detailed budget for the plan and a strategy to fund the implementation. Included in the plan will be a thorough discussion regarding assistance options: tax incentives, project financing, grants, etc.
B. Development Projects: infrastructure, commercial, residential and public space
C. Marketing and Promotion Strategies: place making, attraction, identity
D. Quality of Life Strategies: safety, maintenance, arts, entertainment and events
E. Labor & Talent Objectives: target market attraction, retention, development

Submittal Requirements

All responses to the RFQ shall include the following information:
• Profile of multi-disciplinary team, including indication of the lead firm, the role of each firm on the team, and an organizational chart
• Information on each firm of multi-disciplinary team, including the name of the firm, year established, and a brief resume for the firm’s principals
• Description of multi-disciplinary teams qualifications for the development of a downtown revitalization tactical plan.
• Description of relevant experience on similar projects for each firm on the team
• Names and contact information for specific staff members who are anticipated to be assigned to the project by each firm, their role in the project, and a detailed resume listing their individual work experience in this role on similar projects.
• A minimum of three (3) professional references for whom a similar project has been completed within the last 10 (ten) years
• General description of recommended approaches, processes and deliverables for the tactical plan based on the sections described above, including a recommended general timeline for the completion of the consultant team’s recommended deliverables.

The Submittals will be evaluated based on:
1. The specialized experience and technical competence of the firm with respect to the type of professional services required.
2. The capacity and capability of the firm to perform the work in question, including specialized services, within the time limitations fixed for the completion of the project;
3. The past record of performance of the firm with respect to such factors as control of costs, quality of work, and ability to meet schedule and deadlines; and
4. The firm’s proximity and familiarity with the area in which the project is located.

All information submitted becomes property of the City of Rogers. The City reserves the right to issue and/or request supplemental information or guidelines relating to the RFQ as well as make modifications to the RFQ during the proposal preparation period. Once submitted, the consultant team (including specific staff assigned to the project) may not be changed without written notice to and consent of the City. All costs incurred in the preparation of the submittal and participation in the selection process is the sole responsibility of the consultant team.

To the fullest extent permitted by law, the consultant, its agents and assigns shall insure, defend, indemnify, and save harmless the City of Rogers and its assigns, its officers, employees and agents, from and against all claims, actions, causes of action, injuries, damages, losses, liabilities, and expenses (including, without limitation, reasonable attorney’s fees and court costs) or other liabilities of any kind and character which arise out of or result from work under this engagement. This indemnification shall survive the expiration or earlier termination of this engagement. Respondents should submit one (1) digital copy (PDF), one (1) printed original and fifteen (15) printed copies of the submittal by 4p.m.CST, September 27, 2013 to:

City of Rogers
Planning Department
301 West Chestnut
Rogers, AR 72756
Attn: Steve Glass