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HomeMy WebLinkAboutRFP - P815 DOWNTOWN STRATEGIC PLAN (2)Administrative Services Purchasing Division REQUEST FOR PROPOSAL PROPOSAL NUMBER P-815 DOWNTOWN STRATEGIC PLAN PROPOSAL DATE: 3:00 p.m. (our clock) January 18, 2002 215 North Mason Street • 2nd Floor • P.O. Box 580 • Fort Collins, CO 80522-0580 • (970) 221-6775 • FAX (970) 221-6707 Appendix A Scope of Services Comprehensive Downtown Parking Plan Overview The successful consulting team will work with the City, the Downtown Development Association (DDA), the Downtown Business Association (DBA), and others to produce comprehensive strategic parking and parking management plans for the downtown area in the City of Fort Collins, Colorado. II. Phase One - Comprehensive Downtown Parking Plan Components: Strategic Plan This phase will produce the strategic element of the Comprehensive Downtown Parking Plan. It will include A) a values clarification and goal setting process, B) the development of an existing conditions report, and C) alternatives development with an adopted preferred alternative for parking in downtown Fort Collins. A. Complete a Values Clarification and Goal Setting Process This process should define the primary policy goals and objectives for parking in downtown Fort Collins. This effort will answer the question of what role(s) parking plays in downtown Fort Collins, and how parking supports the overall objectives and recommendations of the DSP. This task will require policy adoption by the City, the Downtown Development Association, and the Downtown Business Association. Policy level adoption will be achieved prior to the development of alternatives and the parking plan's components found in Phase Two. B. Development of an Existing Conditions Report. This report, at a minimum, will include: I. The City, the Downtown Development Association, the Downtown Business Association, and the consulting team will define the study area consistent with the broader Downtown Strategic Plan. 2. A review and analysis of all existing plans, regulations, codes, and practices that effect the quantity and quality parking, determine parking policy, and the function and management of parking in the downtown area. 3. An assessment and analysis of the quantity, quality, types, and location of parking in the downtown area. This effort will include identifying parking inventories and an assessment of parking turnover rates and duration patterns by location. 4. An assessment of current parking demand including a logical segmentation of the downtown into "demand" categories, i.e. the demand on College and Mountain is not the same as Peterson and Olive, nor are the requirements for capacity. 5. An assessment of the current management practices of the parking supply in downtown Fort Collins. 6. An assessment of the current enforcement practices of the parking supply in downtown Fort Collins. 7. An assessment of the current staffing levels and structure for the Parking Division. 8. A peer review of comparable cities (a minimum of six). C. Alternatives Development 1. A minimum of three alternative parking/multi-modal scenarios will be developed including a null alternative. 2. Each alternative will include parking demand projections for the downtown district based on the City's travel demand forecasting model (TransCad platform). 3. Each alternative will include analysis of its performance at five, ten, and twenty years. 4. The alternatives development phase will include an extensive public and decision -making process using the same groups identified in II. A. 2. above. 5. A process to develop and refine a preferred alternative. 6. The preferred alternative development phase will also include an extensive public and decision -making process using the same groups identified in II. A. 2. above. 7. Adoption of a preferred alternative by the City Council and the boards of the Downtown Development Authority and the Downtown Business Association III. Phase Two - Comprehensive Downtown Parking Plan Components: Parking Management, Operating, Financial, and Implementation Plans Once a strategic parking plan is developed and adopted the consulting team will prepare management, operating, financial, and implementation plans for Parking Services. These plans will focus the City's, the DDA's, the DBA's, and the community's efforts to provide the most efficient and effective set of services, practices, and capital improvement programs that implement the adopted product of the strategic planning process. These documents should be viewed as staff - level documents and will not require adoption by policymakers. A. Management & Operating Plans The management plan will provide management with the tools necessary to manage the overall parking program and services in downtown Fort Collins. The plan should include, but not be limited to: a) Assess and recommend refinements to existing management practices making them consistent with and supportive of the goals and objectives identified in section II. A. above and effective for the implementation and management of the preferred alternative identified in section II. C. above. b) Review and assess the City's codes and regulations for their impacts on achieving the goals and objectives identified in section II. A. above and write recommended changes. c) Develop new parking program regulations, procedures, policies, and plans for review and implementation by City staff. d) Identify opportunities and resources for the improvement of customer relations activities, e.g., brochures, public information, etc. e) Review and recommend improvements to parking signage for clarity and understanding. 2. The operating plan will provide Parking Services with the necessary information to employ efficient and effective operating methods designed to fulfill the goals and objectives for parking in the downtown area. The plan should include, but not be limited to: a) Examine the various functions served by the division and assess the appropriateness of each. b) Prepare a functional analysis for Parking Services including at a minimum, operations, maintenance, enforcement, and administration. c) Assess and recommend refinements to existing divisional staffing levels. d) Assess and recommend refinements to existing divisional staffing structure. e) Assess and recommend improvements to existing divisional staff training programs. f) Assess and recommend improvements to existing divisional staff scheduling methods. B. Financial Plan & Capital Improvement Program Based on the 5, 10, and 20-year analysis for the adopted alternative from the work performed in section II C. above, develop a financial plan that includes: a) Financial projections for operating expenses broken into categories consistent with City budget practices and at a minimum for each of the target years identified above. b) Financial projections for capital expenses broken into categories consistent with City budget practices and at a minimum for each of the target years identified above. c) Financial projections for operating revenues broken into categories consistent with City budget practices and at a minimum for each of the target years identified above. d) Financial projections for capital revenues by source broken into categories consistent with City budget practices and at a minimum for each of the target years identified above. Based on the 5, 10, and 20-year analysis for the adopted alternative from the work performed in section II C. above, develop a capital improvement program that includes: a) An annual capital improvement schedule that identifies each major capital improvement b) A descriptive list of each major capital improvement and its function in the downtown parking system. c) Conceptual drawings of all proposed major capital improvements. d) An inventory and schedule of all minor capital improvements scheduled by year of implementation. This should incorporate and expand on Parking Services existing equipment replacement plan. C. Implementation Plan 1. Combine all the previous components into a formal single implementation document with ample detail describing implementation steps over the first five years. The document will also include long- range implementation steps presented in a less specific context. 2. The document will be designed to be useful to a variety of users, e.g., management, supervisory staff, and operational staff. In addition to the detail of the implementation steps for the various sub -components, the implementation plan will include a clear presentation of the adopted elements of the strategic planning process. Appendix B Scope of Services Truck and Freight Delivery/Mobility Issues Analysis and Public Process I. Overview The successful consulting team will work with the City Transportation Services staff and others to produce a comprehensive analysis and public outreach process regarding truck and freight delivery/mobility issues as they relate specifically to the Downtown Strategic Plan. II. Phase One - Finalize Project Design A. The consulting team will meet with the City's Project Manager to refine the scope of services, budget, timeline, and deliverables. III. Phase Two — Review of Relevant Previous Work and Preparation of Problem Statement A. The project team will review previous relevant work, to help identify and analyze issues related to truck mobility and freight delivery issues in the downtown area. Examples of previous work include but are not limited to: 1. City of Fort Collins Downtown Plan (1989) 2. Downtown Civic Center Master Plan (1996) 3. Civic Center Projects Transportation Impacts Study (1998) 4. Mason Street Multi -Modal Transportation Corridor Study (1999) 5. Downtown River Corridor Implementation Program (2000) 6. Truck by-pass and routing studies(1950-2001) (Contact Timothy Wilder, Project Manager to review these studies.) B. The project team will identify issues related to truck mobility and freight delivery in the downtown area. A problem statement and plan for analysis will be developed. Potential issues to be examined include but are not limited to: 1. Operational issues such as delivery access points and delivery schedules 2. Mobility issues and circulation patterns for trucks and freight haulers in the downtown area 3. Safety issues for trucks and freight haulers in regards to motor vehicles, transit vehicles, bicyclists, and pedestrians as they relate to a downtown urban environment IV. Phase Three — Analysis of Truck Mobility and Freight Delivery Issues in the Downtown Area A. The project team will conduct a thorough analysis culminating in a final report that will include: 1. A recommendation of strategies, enforcement policies and operational changes that will promote efficient freight commerce in the downtown area, while maximizing safety and mobility for trucks, passenger vehicles, transit vehicles, bicyclists, and pedestrians. 2. A recommended series of next steps to implement these recommendations 3. A technical section that documents the methods and findings made over the entire period of the study effort. A. Public Process 1. During the course of the development of the analysis and recommendations found in section A above, the consulting team will develop and implement a public process that involves all potentially affected interests. 2. Proposals will define the process, identify the scope of the public outreach effort, and how it's integrated into the larger Downtown Strategic Plan. 2 Appendix C Scope of Services District Level Transportation Circulation/Impact Studies Downtown Strategic Plan Overview The importance of comprehensive and coordinated transportation planning is critical to the City of Fort Collins in order to provide a balanced transportation system. The application of sound design principles for new streets, preserving street capacities in existing areas, ensuring smooth traffic flow, accommodating all transportation modes, and increased safety are goals the City must attain. In order for the City to evaluate the impacts of any proposed changes related to the Downtown Strategic Plan on the City's transportation system, Transportation Impact Studies shall be developed for the project area. II. Transportation Impact Study (TIS) Guidelines & Resources These Transportation Circulation/Impact Studies shall be prepared in accordance with the adopted City Transportation Impact Study guidelines found in the Larimer County Urban Area Street Standards and incorporate those and the following City plans, regulations, and standards: 1. Master Street Plan 2. Multimodal Transportation Level of Service Manual 3. Bicycle Program Plan 4. Pedestrian Plan 5. Transfort Strategic Plan 6. Transit Design Standards 7. Mason Street Transportation Corridor Master Plan 8. Downtown Civic Center Master Plan 9. Access Management Plans for US 287 & SH14 III. Project Meetings A. Criteria Evaluation A criteria evaluation meeting shall be held with City Transportation staff to determine the base assumptions to be utilized in the analysis including: 1. Study area boundaries 2. Traffic projection growth rates 3. Time periods for study 4. Study intersections 5. Trip generation rates 6. Trip adjustment factors 7. Trip distribution 8. Mode split assumptions 9. Committed roadway improvements 10. Areas requiring special study (for example, the one-way couplet issue for Mason & Howes streets and other areas with restricted turning movements). V. Project Extent The District -wide Transportation /Circulation Impact Studies will be performed based on up to three initial land use alternatives and one draft final land use alternative prior to the selection of a preferred land use alternative. A District - wide Transportation Circulation/Impact Study will then be performed based on the draft final preferred land use alternative. Note: Up to two individual conceptual level transportation impact studies will also need to be performed during the course of the Downtown Strategic Plan. These studies will address the transportation impacts of potential significant individual land uses considered for the downtown area, e.g., major convention center complex. VI. District -wide Transportation Impact Study Report A. The District -wide Transportation Impact Study shall address the following areas: 1. Project Description — various Downtown Strategic Plan alternatives 2. Existing Conditions (all modes) 3. Future Background Traffic Projections 4. Project Traffic — based upon the various alternatives 5. Total Traffic Projections 6. Area Circulation and Design Evaluation 7. Transportation Impact Analysis (all modes) 8. Mitigation Measures (any mode as necessary) 9. Neighborhood Transportation Impact Analysis (as necessary)\ 10. Conclusions B. Of special note: The pedestrian analysis needs to address handicapped access issues in accordance with the City and ADA requirements to ensure connectivity throughout the downtown area for all ability levels. REVIEW AND ASSESSMENT Professional firms will be evaluated on the following criteria. These criteria will be the basis for review of the written proposals and interview session. The rating scale shall be from 1 to 5, with 1 being a poor rating, 3 being an average rating, and 5 being an outstanding rating. WEIGHTING QUALIFICATION STANDARD FACTOR 2.0 Scope of Proposal Does the proposal show an understanding of the project objective, methodology to be used and results that are desired from the project? 2.0 Assigned Personnel Do the persons who will be working on the project have the necessary skills? Are sufficient people of the requisite skills assigned to the project? 1.0 Availability Can the work be completed in the necessary time? Can the target start and completion dates be met? Are other qualified personnel available to assist in meeting the project schedule if required? Is the project team available to attend meetings as required by the Scope of Work? 1.0 Motivation Is the firm interested and are they capable of doing the work in the required time frame? 2.0 Cost and Do the proposed cost and work hours compare Work Hours favorably with the project Manager's estimate? Are the work hours presented reasonable for the effort required in each project task or phase? 2.0 Firm Capability Does the firm have the support capabilities the assigned personnel require? Has the firm done previous projects of this type and scope? 2/9/00 Reference evaluation (Top Ranked Firm) The project Manager will check references using the following criteria. The evaluation rankings will be labeled Satisfactory/Unsatisfactory. QUALIFICATION STANDARD Overall Performance Would you hire this Professional again? Did they show the skills required by this project? Timetable Was the original Scope of Work completed within the specified time? Were interim deadlines met in a timely manner? Completeness Was the Professional responsive to client needs; did the Professional anticipate problems? Were problems solved quickly and effectively? Budget Was the original Scope of Work completed within the project budget? Job Knowledge a) If a study, did it meet the Scope of Work? b) If Professional administered a construction contract, was the project functional upon completion and did it operate properly? Were problems corrected quickly and effectively? 2/9ioo TABLE OF CONTENTS Request for Proposal Page 1 Introduction Page 1 Background Page 1-3 Geographic Area Page 3 Scope of Services Page 4-5 Expected Products Page 5 Schedule Page 5 Budget Page 5 Appendices A-C Page 1 Appendix A Scope of Services Pages 1-4 Comprehensive Downtown Parking Plan Appendix B Scope of Services Pages 1-2 Truck and Freight Deliver/Mobility Issues Analysis and Public Process Appendix C Scope of Services Pages 1-2 District Level Transportation Circulation/Impact Studies Downtown Strategic Plan Review and Assessment Pages 1-2 Professional Services Agreement (sample) Pages 1-6 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT made and entered into the day and year set forth below, by and between THE CITY OF FORT COLLINS, COLORADO, a Municipal Corporation, hereinafter referred to as the "City" and , [insert either a corporation, a partnership or an individual, doing business WITNESSETH: hereinafter referred to as "Professional'. In consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows: 1. Scope of Services. The Professional agrees to provide services in accordance with the scope of services attached hereto as Exhibit "A", consisting of ( ) page[s], and incorporated herein by this reference. 2. The Work Schedule. [Optional] The services to be performed pursuant to this Agreement shall be performed in accordance with the Work Schedule attached hereto as Exhibit "B", consisting of ( ) page[s], and incorporated herein by this reference. 3. Time of Commencement and Completion of Services. The services to be performed pursuant to this Agreement shall be initiated within ( ) days following execution of this Agreement. Services shall be completed no later than . Time is of the essence. Any extensions of the time limit set forth above must be agreed upon in writing by the parties hereto. 4. Early Termination by City. Notwithstanding the time periods contained herein, the City may terminate this Agreement at any time without cause by providing written notice of termination to the Professional. Such notice shall be delivered at least fifteen (15) days prior to the termination date contained in said notice unless otherwise agreed in writing by the parties. All notices provided under this Agreement shall be effective when mailed, postage prepaid and sent to the following addresses: PSA 05101 Professional: City: With Copy to: In the event of any such early termination by the City, the Professional shall be paid for services rendered prior to the date of termination, subject only to the satisfactory performance of the Professional's obligations under this Agreement. Such payment shall be the Professional's sole right and remedy for such termination. 5. Design, Project Indemnity and Insurance Responsibility. The Professional shall be responsible for the professional quality, technical accuracy, timely completion and the coordination of all services rendered by the Professional, including but not limited to designs, plans, reports, specifications, and drawings and shall, without additional compensation, promptly remedy and correct any errors, omissions, or other deficiencies. The Professional shall indemnify, save and hold harmless the City, its officers and employees in accordance with Colorado law, from all damages whatsoever claimed by third parties against the City; and for the City's costs and reasonable attorneys fees, arising directly or indirectly out of the Professional's negligent performance of any of the services furnished under this Agreement. The Professional shall maintain commercial general liability insurance in the amount of $500,000 combined single limits, and errors and omissions insurance in the amount of 6. Compensation. [Use this paragraph or Option 1 below.] In consideration of the services to be performed pursuant to this Agreement, the City agrees to pay Professional a fixed fee in the amount of ($ ) plus reimbursable direct costs. All such fees and costs shall not exceed ($ ). Monthly partial payments based upon the Professional's billings and itemized statements are permissible. The amounts of all such partial payments shall be based upon the Professional's City -verified progress in completing the services to be performed pursuant hereto and upon the City's approval of the Professional's PSA 05101 2 actual reimbursable expenses. Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings, and other services rendered by the Professional shall become the sole property of the City. 6. Compensation. [Option 1] In consideration of the services to be performed pursuant to this Agreement, the City agrees to pay Professional on a time and reimbursable direct cost basis according to the following schedule: Hourly billing rates: Reimbursable direct costs: with maximum compensation (for both Professional's time and reimbursable direct costs) not to exceed ($ ). Monthly partial payments based upon the Professional's billings and itemized statements of reimbursable direct costs are permissible. The amounts of all such partial payments shall be based upon the Professional's City -verified progress in completing the services to be performed pursuant hereto and upon the City's approval of the Professional's reimbursable direct costs. Final payment shall be made following acceptance of the work by the City. Upon final payment, all designs, plans, reports, specifications, drawings and other services rendered by the Professional shall become the sole property of the City. 7. City Representative. The City will designate, prior to commencement of work, its project representative who shall make, within the scope of his or her authority, all necessary and proper decisions with reference to the project. All requests for contract interpretations, change orders, and other clarification or instruction shall be directed to the City Representative. 8. Project Drawings. [Optional] Upon conclusion of the project and before final payment, the Professional shall provide the City with reproducible drawings of the project containing accurate information on the project as constructed. Drawings shall be of archival quality, prepared on stable mylar base material using a non -fading process to prove for long storage and high quality reproduction. PSA 05101 3 9. Monthly Report. Commencing thirty (30) days after the date of execution of this Agreement and every thirty (30) days thereafter, Professional is required to provide the City Representative with a written report of the status of the work with respect to the Scope of Services, Work Schedule, and other material information. Failure to provide any required monthly report may, at the option of the City, suspend the processing of any partial payment request. 10. Independent Contractor. The services to be performed by Professional are those of an independent contractor and not of an employee of the City of Fort Collins. The City shall not be responsible for withholding any portion of Professional's compensation hereunder for the payment of FICA, Workers' Compensation, other taxes or benefits or for any other purpose. 11. Personal Services. It is understood that the City enters into this Agreement based on the special abilities of the Professional and that this Agreement shall be considered as an agreement for personal services. Accordingly, the Professional shall neither assign any responsibilities nor delegate any duties arising under this Agreement without the prior written consent of the City. 12. Acceptance Not Waiver. The City's approval of drawings, designs, plans, specifications, reports, and incidental work or materials furnished hereunder shall not in any way relieve the Professional of responsibility for the quality or technical accuracy of the work. The City's approval or acceptance of, or payment for, any of the services shall not be construed to operate as a waiver of any rights or benefits provided to the City under this Agreement. 13. Default. Each and every term and condition hereof shall be deemed to be a material element of this Agreement. In the event either party should fail or refuse to perform according to the terms of this agreement, such party may be declared in default. 14. Remedies. In the event a party has been declared in default, such defaulting party shall be allowed a period of ten (10) days within which to cure said default. In the event the default remains uncorrected, the party declaring default may elect to (a) terminate the PSA 05101 4 Agreement and seek damages; (b) treat the Agreement as continuing and require specific performance; or (c) avail himself of any other remedy at law or equity. If the non -defaulting party commences legal or equitable actions against the defaulting party, the defaulting party shall be liable to the non -defaulting party for the non -defaulting party's reasonable attorney fees and costs incurred because of the default. 15. Binding Effect. This writing, together with the exhibits hereto, constitutes the entire agreement between the parties and shall be binding upon said parties, their officers, employees, agents and assigns and shall inure to the benefit of the respective survivors, heirs, personal representatives, successors and assigns of said parties. 16. Law/Severability. The laws of the State of Colorado shall govern the construction, interpretation, execution and enforcement of this Agreement. In the event any provision of this Agreement shall be held invalid or unenforceable by any court of competent jurisdiction, such holding shall not invalidate or render unenforceable any other provision of this Agreement. PSA 05101 5 17. Special Provisions. [Optional] Special provisions or conditions relating to the services to be performed pursuant to this Agreement are set forth in Exhibit "_", consisting of ( ) page[s], attached hereto and incorporated herein by this reference. THE CITY OF FORT COLLINS, COLORADO By: John F. Fischbach City Manager By: James B. O'Neill II, CPPO, FNIGP Director of Purchasing & Risk Management DATE: ATTEST: City Clerk APPROVED AS TO FORM: Assistant City Attorney [Insert Professional's name] or [Insert Partnership Name] or [Insert individual's name] Doing business as _[insert name of business] in Title: CORPORATE PRESIDENT OR VICE PRESIDENT Date: ATTEST: Corporate Secretary (Corporate Seal) PSA 05101 0 REQUEST FOR PROPOSAL PROPOSAL NUMBER P-815 DOWNTOWN STRATEGIC PLAN The City of Fort Collins is seeking proposals from Consulting firms or teams (Contractor) to provide consulting services in the preparation of a Downtown Strategic Plan. The successful firm or team will possess the necessary skills to address all of the tasks, issues, and products required by the scope of services, and be motivated to work with staff, citizens, and elected officials on a multi -disciplinary planning effort. Written proposals, seven (7) will be received at the City of Fort Collins' Purchasing Division, 215 North Mason St., 2nd floor, Fort Collins, Colorado 80524. Proposals will be received before 3:00 p.m. (our clock), January 18, 2002. Proposal No. P-815. If delivered, they are to be sent to 215 North Mason Street, 2nd Floor, Fort Collins, Colorado 80524. If mailed, the address is P.O. Box 580, Fort Collins, 80522-0580. Questions concerning the scope of the project should be directed to Project Manager, Timothy Wilder, (970) 221-6756. Questions regarding proposals submittal or process should be directed to James B. O'Neill II, CPPO, FNIGP, Director of Purchasing and Risk Management, (970) 221-6775. A copy of the Proposal may be obtained as follows: 1. Call the Purchasing Fax -line, 970-416-2033 and follow the verbal instruction to request document #30815 2. Download the Proposal/Bid from the Purchasing Webpage, www.fcqov.com/purchasing. 3. Come by Purchasing at 215 North Mason St., 2nd floor, Fort Collins, and request a copy of the Bid. Sales Prohibited/Conflict of Interest: No officer, employee, or member of City Council, shall have a financial interest in the sale to the City of any real or personal property, equipment, material, supplies or services where such officer or employee exercises directly or indirectly any decision -making authority concerning such sale or any supervisory authority over the services to be rendered. This rule also applies to subcontracts with the City. Soliciting or accepting any gift, gratuity favor, entertainment, kickback or any items of monetary value from any person who has or is seeking to do business with the City of Fort Collins is prohibited. Collusive or sham proposals: Any proposal deemed to be collusive or a sham proposal will be rejected and reported to authorities as such. Your authorized signature of this proposal assures that such proposal is genuine and is not a collusive or sham proposal. The City of Fort Collins reserves the right to reject any and all proposals and to waive any irregularities or informalities. incerely, ^n ;Jjape�s B. O'Neill II,CPPOFNIGP tor of Purchasing & Risk Management Introduction Consulting firms or teams (Contractor) are invited to submit a proposal to provide consulting services in the preparation of a Downtown Strategic Plan. The successful firm or team will possess the necessary skills to address all of the tasks, issues, and products required by the scope of services, and be motivated to work with staff, citizens, and elected officials on a multi -disciplinary planning effort. The Contractor will be required to demonstrate superior capabilities in the following professional disciplines: • Market analysis • Retail analysis and planning • Parking analysis and planning • Transportation planning and engineering • Urban planning and design • Infrastructure analysis • Public participation and communication The successful Contractor will bring national experience and perspective in dealing with the types of questions and issues addressed by the Plan. However, the work of the Contractor will be original to this Plan — that is, it will be a tailored, highly perceptive response to the local questions and issues. In addition, the successful Contractor will be expected to work with Technical Planning Team composed of professional staff from key City departments and responsible representatives from key agencies. Background Existing plans and programs for downtown Fort Collins contain a sound body of planning information, policy guidance, and implementation mechanisms for the preservation and betterment of downtown. In particular, the Downtown Plan (1989) the Civic Center Master Plan (1996) City Plan (1997) and the Land Use Code (1997), along with several other related documents, provide a foundation for this strategic planning project. Contact Timothy Wilder, Project Manager to review these studies. The Downtown Strategic Plan project will explore and respond to a selected number of particular, local issues within the framework of the existing plans. Updates, adjustments, and consolidation of the Downtown Plan and Civic Center Master Plan are expected to result from the process as well. A number of questions and issues have been emerging over the years which now need more specific, updated attention. The following description is intended to provide a flavor of the questions and issues, organized around topic areas: Downtown Market • What must Fort Collins' downtown be like, to achieve the vision and goals for it to remain the vital heart of the city? Given that it is a focal point for governmental activities, a financial center, a cultural center, a setting for community events and festivals, a historical attraction, a retail center, a dining and entertainment center, and a place to live, what is the appropriate or ideal mix of these characteristics? What role can/should Fort Collins' downtown play in the in the city, region, state, and nation? • What are the strengths, weaknesses, opportunities, and threats of the downtown markets, including the housing, retail, finance, real estate, office, entertainment, and government markets? • Who will use Fort Collins' downtown, considering demographics, citizen attitudes and perceptions, and visitor perceptions and interests? What will continue to bring people downtown? Do residents have fears or security concerns? What are the direct and indirect impacts and benefits of existing downtown events, concerts and festivals? • How much and what type of retail shopping is viable? What is the appropriate or necessary tenant mix? What anchor uses are needed? Besides the unique specialty shopping that downtown offers, can downtown provide for shopping that its residents need, e.g. grocery stores, hardware, drug stores, videos, etc., with the comfort and security of national brand names on the goods they buy? • How much and what kind of housing should the City promote and realistically expect? Is there a critical interaction between such housing and the retail mix? • What role can/should tourism and conferences play? • Are there any new, special opportunities, such as first class hotel/convention facility, special attractions or exhibits, major department stores, major residential buildings, etc.? How much? Where? Parking and Transportation • How should parking be provided and managed to best support the overall Plan? What is the role(s) parking plays in Downtown Fort Collins? How much parking is needed, where, and with what kind of system(s) for revenue and enforcement? What is the proper balance between providing parking and alternative transportation options? • Using the City's Transportation Impact Study (TIS) requirements, what would be the transportation system impacts of any special new land uses examined by this study (e.g., hotel/convention facility, special attractions, etc.)? Contact Timothy Wilder, Project Manager to review this study • Also utilizing TIS requirements, how should cars, bikes, transit, pedestrians, delivery trucks, and service vehicles get into and through downtown, considering the cumulative effects of: 1) all existing development to date; 2) existing plans such as 2 the Bicycle Program Plan, North College/Jefferson plans, Mason Street Transportation Corridor, and Transfort Strategic Plan; and 3) likely future uses and traffic projections? Planning and Urban Design What urban design improvements, if any, would be productive and worthwhile, e.g. gateway treatments; completing gaps in sidewalks/streetscape such as on East Mountain Avenue; signage; storefront design; a new public attraction such as renovation of Oak Street Plaza; new plazas, parks, or crosswalks in the Civic Center Spine area; or other features? What does this look like (provide some renderings and ideas)? What are the costs, benefits, and funding priorities for any urban design improvements identified through the strategic planning process? Infrastructure Analysis Are there types of infrastructure not currently present that are needed for downtown to remain healthy and competitive, and attract desired development? What is the condition of existing sidewalks, streets, curbs, sewer and water, telecommunications, lighting, etc.? What needs to be done, how much does it cost, what are priorities, and who pays? Implementation and Administration What are the roles of the respective stakeholders in the Strategic Plan? What are current roles? How well are they working? How supportive is the local political environment? What is the future role of the Downtown Development Authority? What new form of downtown leadership do we need, if any? What financial incentives or gap financing mechanisms should the City provide for desired development? How much does it cost and who pays? Are there changes the City should make to impact fees, review procedures, or development regulations to foster appropriate redevelopment? How can/should the efforts of affected interests be coordinated toward a "vision"? (e.g. river, historic preservation, business, Local Development Corporation, Chamber of Commerce, Downtown Business Association, Downtown Development Authority, City staff.) What can/should businesses be doing? (e.g. marketing and promotion, merchandising, physical maintenance.) What is the role of lenders? Geographic Area This project will use the study area from the 1989 Downtown Plan. It is generally bounded on the north by Vine Drive, on the east by Riverside Drive, on the south by Mulberry Street, and on the west by Whitcomb Street. Scope of Services The Contractor shall describe its proposed methodology in the proposal, indicating the steps, methods, and time frame for completion of the tasks outlined below. The Contractor is encouraged to suggest creative approaches as to how these tasks will be completed. Task 1: Project Start-Uo Staff will form a Technical Planning Team composed of professional staff from key City departments and responsible representatives from key agencies. The Contractor will be responsible for identifying any background information required by the project, and coordinating the delivery or development of the information. Task 2: Public Participation and Communication Process Staff will establish a Steering Committee composed of key stakeholders and interested citizens to provide guidance to the project. The Contractor will assist the staff team in developing an effective public outreach program. The public process will be managed for the Plan as a whole. However, each of the topic areas will probably have public participation needs specific to those efforts. The successful Contractor will address the various levels of planning work and assist staff in coordinating the public participation process among them. In addition, the Contractor will assist the staff team in presenting project information to the Steering Committee and may also present at public meetings. Task 3: Define Issues The Technical Planning Team, working in conjunction with the Contractor, with guidance from the Steering Committee, will clearly define the issues to be addressed. Known questions and issues will be used as a starting point. As part of this step, the Contractor will establish document format and reporting requirements to ensure consistency among various team members working on different issues. As part of this step, a three-day, on -site workshop coordinated by the Gibbs Planning Group, an expert in retail planning, will be held to provide a general review of existing retail and make recommendations in response to the findings. This workshop is being contracted entirely separately. It is noted here only to inform prospective Contractors that the workshop results will be a consideration to take into account. Task 4: Issue Analysis The Contractor will conduct a professional analysis of each issue including a concise description of all factors relevant to the issue, existing policies and programs influencing the issue; and a statement of assumed consequences of failure to respond. Respective members of the Technical Planning Team will lead and support the Contractor in information gathering and mapping as needed to facilitate the Contractor's generation of products. 4 Task 5: Exploration of Strategies The Contractor will lead a systematic exploration of strategies for resolving issues. This step will result in recommended strategies to guide detailed planning, management, and operational decisions over a multiyear period. This will include some detailed exploration of special opportunity sites and uses such as the triangle block bounded by College, Pine, and Jefferson; the block containing the Trolley Barn; and possible siting of a hotel/convention center. Task 6: Preparation of Action Plans The Action Plans will recommend specific programs, budgets, policies, roles, agreements, and assignments for different agencies and stakeholders. Contractors, technical team members, and the steering committee will collaborate in identifying, evaluating, and deciding on various courses of action to resolve each issue. Expected Products • Market and Retail Analysis Report • Comprehensive Parking Plan • Reports to be incorporated into an updated Downtown Plan covering the following issue areas: — A Transportation Impact Study of new land uses recommended by the study — Infrastructure analysis — Implementation and administration — Other reports, findings, graphics and maps on project results. • A Transportation Impact Study for cumulative impacts of existing development with an emphasis on freight access • A Freight Delivery and Mobility Study • Updated Downtown Plan (prepared by staff) Schedule The desired completion date is 12 - 18 months from the date of execution of the contract to prepare the products, estimated to commence on or about February 2002. Budget The Contractor shall identify in their proposals a schedule and a budget with separate items identified including, at a minimum, the products listed above. Appendices A-C Fort Collins Downtown Strategic Plan Transportation Elements Overview There are three elements to the transportation planning efforts associated with the Downtown Strategic Plan. They include 1) A Comprehensive Downtown Parking Plan, 2) a Truck and Freight Mobility Analysis, and 3) a district level Transportation Impact Study. All three will be developed in a coordinated, iterative process to mutually support the overall recommendations of the Downtown Strategic Plan Transportation Element Costing A. Proposals will identify the individual cost associated with each transportation element and the composite cost of completing all elements. Each of the individual transportation planning elements that support the Downtown Strategic Plan are listed separately below.