Request for Proposals issued by Colorado Springs Downtown Development Authority Introduction Colorado Springs Downtown Development Authority (DDA), along with project partners, seeks a multidisciplinary consultant team to conduct a significant tactical update ( Plan Update ) to the existing Imagine Downtown Master Plan for Downtown Colorado Springs. The Amended and Restated Plan is anticipated to be presented for adoption as the revised Master Plan for Downtown Colorado Springs. Background In 1992, Colorado Springs City Council adopted the Downtown Action Plan as the official master plan for the greater downtown area. In 2005-2006, Downtown Partnership, in conjunction with the City, undertook a planning process called Imagine Downtown. In 2006, a primary goal which emerged from the Imagine Downtown Plan was accomplished: voter approval for the creation and funding of a Downtown Development Authority. In 2007, City Council approved the Imagine Downtown Plan as the official Plan of Development for the DDA (required by Colorado law). All programs of the DDA must be in support of this plan. The Imagine Downtown Master Plan, adopted as a land use master plan in 2009, engaged more than 400 stakeholders in informational sessions, work groups and focus groups, eventually determining a vision for downtown and a broad set of more than 20 goals. Downtown is underway in its renaissance, with the announcement of several major projects in recent years including the United States Olympic Museum in southwest downtown, as well as several projects on the east end of downtown which include a campus for technology and innovation and a Public Market. While many significant individual projects have come to fruition since adoption of the Imagine Downtown Master Plan, development in downtown Colorado Springs has lagged that of comparable markets. DDA seeks an update to the plan to identify tactics, recommended policy changes, or partnership possibilities and revenue structuring to fully accomplish the plan s vision. In February 2015, the Board of Directors of the DDA authorized a tactical update to the Imagine Downtown Master Plan, incorporating planning efforts under way or completed by other civic and regional entities. Plan area The Imagine Downtown Master Plan District is depicted in Attachment A. While the Plan Update should address this district, keen attention should be paid to the larger Legacy Loop trail system, depicted in Attachment B, particularly as relates to transit and connectivity. Finally, the core of Downtown is shown in Attachment C, depicting the Greater Downtown Colorado Springs Business Improvement District and the Downtown Development Authority. Page 1 of 14
Consultant services DDA seeks proposals from firms with significant expertise and experience in developing downtown plans, land use policy, market studies, and assembling a comprehensive team that can execute each of the project components. The selected firm will review the existing Imagine Downtown Master Plan document and recommend appropriate tactical additions, refinements and revisions which achieve the desired outcomes of the Imagine Downtown Plan. Scope of work The Plan Update will create a strategic blueprint that provides specific, tactical recommendations to lead to full realization of the Imagine Downtown Master Plan. As noted below in Phasing, the selected team will be charged with implementing Phase 2 and Phase 3. The selected team is encouraged to make recommendations on partner firms for Phase 1 and Phase 4 market studies (housing, retail, office, hospitality); ultimate decision on market study and design plan firms will rest with the DDA and is not directly within the scope of this RFP. Overview of market studies is provided in Appendix E. The Plan Update specifically must address and visualize the built environment, public spaces, land uses and market opportunities as it relates to the scope of this work. It will build on previous plans with the ultimate goal of serving as an essential resource to assist anyone property owners, business owners, government agencies, nonprofits, the general public in creating a vibrant downtown. The plan seeks to guide private development, investment in public infrastructure and public spaces, public-private initiatives, and transit/transportation initiatives to envision and achieve a thriving downtown that has been desired for years. What this plan is not This Master Plan Update is not a visioning exercise. Rather, the plan utilizes downtown and communitywide visioning initiatives already undertaken in recent years. Nor is this plan an all-encompassing guide for the work of Downtown Partnership and its affiliates. In particular, the plan does not address other work of a vibrant downtown, including consumer marketing, cleaning, public safety, programming such as festivals and events, etc., except as those issues relate to land use, the built environment, public spaces, etc. Phasing Phase 1 Market Studies (Not in Scope) Downtown Housing Market Study To be completed Q2 2015 Downtown Retail Market Study To be completed Q3 2015 Phase 2 Tactical Master Plan Update To be completed within 120-180 days Amended and Restated Imagine Downtown Master Plan with revised chapters, new visuals and designs, new strategies and implementation plans on Land Use Page 2 of 14
Framework and Districts; Parks, Trails, Waterways and Public Art; Transportation and Mobility; and other Market Opportunities. Phase 3 White Paper Recommendations To be completed Q4 2015 White Paper recommendations on how to accomplish new and restated goals as outlined in the Phase 2 Plan Update. Analysis of local policies, systems and funding source opportunities. Form Based Code and code scrub recommendations, and design plan for Streetscapes, Gateways, and District. Phase 4 Market Studies and Design Plan (Not in Scope) Downtown Office Market Study to be completed Q1 2016 Downtown Hospitality Market Study to be completed Q2 2016 Resources to inform the plan The Plan Update will integrate information and recommendations from several completed and in-progress studies by city and regional agencies, as well as Phase I market studies where applicable and available. At times, the Plan Update may make recommendations that differ from these existing studies. Resources to inform the plan are noted in Appendix D. Additionally, a Colorado Springs consultant will be on retainer through the Downtown Development Authority for production elements of the Plan Update. The local consultant is in place to assist with printing and production, provide local expertise and conduct field observation. Plan Update Consultant will be required to work with the local consultant, though both will be separately selected and contracted through the Downtown Development Authority. Tactical plan scope of work Phase 2: Revise the existing Imagine Downtown Master Plan to include the following critical elements. New chapters should be added where none exist, new maps and visual framework should be designed and integrated, new information should be presented where appropriate. Irrelevant or dated information should be removed from the revised plan. The scope for this portion includes the following. Land Use Framework and Districts o Facilitate targeted stakeholder engagement as needed. o Recommend specific modifications or additions to the chapter Land Use Framework. o Ensure the framework is consistent with the downtown Form Based Code, inclusive of code recommendations. o Create a land use map depicting current conditions. o Identify and map gateways and landmarks. o Identify and assess neighborhood context for immediate and nearby downtown neighborhoods and emerging districts. Page 3 of 14
o o o o o o o Assess and map Downtown Creative District assets. Review and recommend modifications or additions to the matrix of street elements including streetscape, pedestrian circulation, parking, signage, and form. Identify and map potential development sites, building footprints and heights. Recommend specific modifications or additions to the chapter The Master Plan Districts. Update the District Boundary Map to ensure nomenclature and boundaries are reflective of the downtown community through stakeholder engagement. Review through stakeholder groups whether new emerging districts should be noted. Develop a cohesive vision of design for the identified districts and their interconnections. Parks, Trails, Waterways and Public Art o Facilitate targeted stakeholder engagement as needed. o Write a new chapter devoted to downtown parks, trail access, waterways, and public spaces. o Analyze and incorporate the City of Colorado Springs Parks, Recreation, Trails and Open Space Master Plan into the new chapter. Recommend specific policies and actions for implementation of the new chapter. o Assess the Pikes Peak Greenway, also known as the Legacy Loop and referenced as the Park Ring in the Imagine Downtown Master Plan, as an element to the new chapter. o Assess public cultural assets such as the City Auditorium and Pioneers Museum as elements to the new chapter. o Assess public art, fountains, and use of street medians as elements to the new chapter. Transportation and Mobility o Facilitate targeted stakeholder engagement as needed. o Write a new chapter focusing on the vision and strategies for mobility and transportation, specifically focusing on non-motorized forms of transportation as well as transit and circulation needs. o Incorporate existing Street Corridors section from the Imagine Downtown Master Plan. o Analyze and incorporate the Pikes Peak Area Council of Governments Pikes Peak Regional Transportation Plan, also known as the 2040 Moving Forward plan, with specific reference to the Transit and Non-Motorized Transportation plans, into the new chapter. o Analyze and incorporate the City of Colorado Springs Bicycle Master Plan into the new chapter. Page 4 of 14
o Integrate recommendations from the Phase III Streetscapes, Gateways, District Design and Implementation Plan into the chapter. Market Opportunities o Identify existing cultural and economic market strengths which encourage new investment. o Using new maps and market analysis in the Land Use Framework, and informed by projects currently in early development or planning stages, identify potential catalyst development sites and projects, and recommended actions for prioritizing supportive conditions. o Utilizing the Phase I market assessments, summarize where the residential and retail markets are today and provide strategies for market growth. o Provide a framework to add information through minor amendment for the Phase III market studies on Office and Hospitality, noting any known existing conditions. Implementation o Re-write the implementation plan as a final chapter to the master plan based on new findings. o Identify primary master plan goals and outline new strategies with action details. o Identify new investment strategies, incentives and development strategies. o Identify roles and priorities needed to execute priorities of the master plan, including city and county departments, partner civic and economic development organizations, as well as DDA, the BID, Downtown Partnership, and Community Ventures. Phase 2 Deliverable Schedule: Plan Update first draft: internal review July 15 2015 Plan Update second draft - external review August 15 2015 Public open house mid- August 2015 led by consultant team Plan Update final draft review period: September 1-Septmber 15 Plan ready for submittal to city agencies September 20 2015 Phase 3: Develop a White Paper of specific recommendations on how to accomplish new and restated goals as outlined in the Phase 2 Plan Update. This includes recommendations for policy improvements to level the playing field for downtown development, identification of underutilized sources of funding and opportunities for new partnerships. This document will be separate from the master plan and designed as recommendations on execution for the DDA and partner organizations, and therefore should be more specific to execution strategies and cognizant of political will. Page 5 of 14
Implementation Strategy o Provide deeper insight and execution strategies for the new and restated goals as outlined in the Phase 2 Plan Update. o Provide recommendations for using and maintaining the Plan Update as a living document, including organizational changes or policy adoption for the DDA. Streetscapes, Gateways, District Design o Assess the current downtown street infrastructure, streetscape design, street and walkway maintenance, lighting, and other infrastructure elements. o Design streetscape features and propose new treatments which take into account long-term sustainability and maintenance costs. o Design gateway features for locations as identified in the Imagine Downtown Master Plan o Identify construction and maintenance costs for new streetscape designs. o Incorporate downtown cycling project implementation plan into the new chapter. o Incorporate pedestrian and wayfinding plan into new chapter, and address ADA accessibility in the public realm. o Create a walkability map depicting existing conditions. Provide recommendations to enhance walkability. o Create a bikeability map depicting existing conditions. Provide recommendations to enhance cycling infrastructure. o Recommend alternate modes, specific policies, and actions for implementation of the new chapter. Policy and Code o Analyze the downtown Form Based Code and its impact on the downtown landscape, including but not limited to: conditional uses, signage, height and parking restrictions, public spaces and general roadside/streetscape design. o Make recommendations for specific Form Based Code land use policy or standard changes, including but not limited to Areas of limitation or market deficiencies relating to the current code. Recommendations on additional overlay districts, integration of performance based zoning, or other zoning tools to encourage development. o Analyze and make recommendations for parking services. Perform an inventory and assessment of the current city parking meters and hours of operation, current garages and garage rates. Page 6 of 14
Analyze impact and possibilities regarding county parking garages and private parking services. Develop a model to predict revenue impact for adding and subtracting meters, in order to allow for changing infrastructure such as new bike lanes. o Review and make recommendations regarding the city s Parks and School fee ordinances. o Review the recommendations of the Utilities Policy Advisory Committee and the city s Infill and Redevelopment Steering Committee and note any additional recommendations not already stated through existing efforts. Market Opportunities o Develop recommendations of potential new or improved programs to incentivize urban development. o Detail new transportation opportunities and potential funding mechanisms, including bike share, transit locations, circulators and other ways of connecting people to downtown. o Identify missing links in data collections used for measurement of the growth of downtown. o Identify new strategies of attracting retailers and restaurants to grow the downtown core and create a greater destination for shopping and dining. Phase 3 Deliverable Schedule: White Paper first draft: October 15 2015 White Paper second draft: December 1 2015 White Paper final draft review period: January 1-January 15 2016 Final White Paper accepted by DDA: February 9 2016 Submittal requirements Proposal should include the information in the format outlined below and be limited to no more than 20 pages. Short-listed firms may be required to make an in-person or Skype presentation to the selection committee. A page shall be defined as 8-1.2 x 11, single sided with a minimum font of 11. 3 hard copies and 1 electronic copy must be submitted by 5 p.m. MT May 1, 2015. Submittal elements: Organizational background and history: Provide a brief history and overview of your company, proposed project team and its organization structure, with special emphasis on how this project will fit within that structure, and where the services and personnel conducting the services will be based. Statement of qualifications: Submit a description on a companywide basis of your firm s background, and qualifications to provide services. Specific qualifications should include expertise in developing downtown plans, land use policy, market studies, and familiarity with Form-based Code, and/or design concept renderings for illustration purpose. Please include sample materials Page 7 of 14
from final products of similar nature, which can be submitted as separate electronic appendices. Professional references: Provide the names and locations of a least three locations at which the firm has conducted similar work, along with specific individuals whom we may contact for references. Personnel: The quality of personnel is extremely important in the decisionmaking process for awarding this contract. Include a brief CV of each project team member, and identify specific areas of expertise team members poses related to the nature of this project. If candidates have not yet been identified, submit a description of the basic qualifications that such a person should have. Approach and timeline: A brief narrative of how you propose to accomplish the project, to include timeline. Fee schedule: Provide a fee estimate for each major project component, as well as an hourly fee schedule for all identified key personnel and an estimated travel and subsistence budget. Award Proposals submitted which do not meet the requirements of this request will be considered non-responsive and will not receive further consideration. Follow-up calls for missing or incomplete information will not be made. Evaluation criteria The following criteria listed in order of importance will be used in the evaluation of the Statement of Qualifications. Qualifications, to include direct downtown master plan experience Proposed project team References Fee schedule Proposed project approach Selection committee A selection committee which will include DDA staff and board members, City of Colorado Springs staff, and Downtown Partnership staff and board members, and other community representatives will screen submittals. Proposals will be ranked according to evaluation criteria. The committee may develop a short list of qualified Consultants who may be required to submit a more detailed proposal and/or participate in an oral presentation/interview whichever is determined to be in the committee s best interest. Selection deadline: Consultant will be selected not later than June 1, 2015. Page 8 of 14
Award of contract Due to the tight time frame required, the selection committee reserves the right to award a contract based on the initial proposals to the highest rated firm after initial proposals are evaluated. All proposals, drafts, and final documents may be made publicly available through the Downtown Partnership website at www.downtowncs.com. Documents will remain property of the DDA. Imagine Downtown Master Plan, the Imagine Downtown Plan of Development and other publications are available on-line at www.downtowncs.com/publications Deadline: 5 p.m. MT Friday May 1, 2015 Submit to Sarah Harris, Director of Business Development & Economic Vitality Downtown Development Authority 111 South Tejon. Suite 404 Colorado Springs, CO 80903 Sarah@downtowncs.com Questions : Contact Sarah Harris at 719-886-0088 or sarah@downtowncs.com Page 9 of 14
APPENDIX A Imagine Downtown District Map Page 10 of 14
City of Colorado Springs 21 The Imagine Downtown Master Plan
APPENDIX B Legacy Loop Map Page 11 of 14
APPENDIX C Downtown Development Authority and Business Improvement District Map Page 12 of 14
I-25 CACHE LA POUDRE ST. PIKES PEAK GREENWAY TRAIL TEJON ST. DALE ST. MONUMENT ST. WILLAMETTE AVE. ST. VRAIN ST. WAHSATCH AVE. Business Improvement District Downtown Development Authority BOULDER ST. I-25 142 CASCADE AVE. PIKES PEAK AVE. COLORADO AVE PLATTE AVE E. BIJOU ST. E. KIOWA ST. NEVADA AVE. WEBER ST. WEBER ST. CORONA ST. CORONA ST. COLORADO AVE PIKES PEAK AVE. PROSPECT ST. PIKES PEAK GREENWAY TRAIL CIMINO DR. SIERRA MADRE ST. SAHWATCH ST. CASCADE AVE. TEJON ST. VERMIJO AVE. COSTILLA ST. CUCHARRAS ST. WAHSATCH AVE. 141 CIMARRON ST. CIMARRON ST. SIERRA MADRE ST. SAHWATCH ST. CASCADE AVE. RIO GRANDE ST. LAS ANIMAS ST. MORENO AVE. NEVADA AVE. FOUNTAIN BLVD. Updated April 2015
APPENDIX D Resources to inform the Master Plan Update Completed 2015 Regional Nonmotorized Transportation Plan 2014 Progressive Urban Management report, Strategic Direction for Next Investment Cycle 2012 Urban Land Institute study of Downtown Colorado Springs 2014 City of Colorado Springs Parks Master Plan Downtown Colorado Springs Form Based Code 2040 Transportation Plan In progress Southwest Downtown Urban Renewal Master Plan Shooks Run Drainage Basin Planning Study Shooks Run Corridor Study Legacy Loop project plan Downtown Transit Center Relocation Study Bike Share Feasibility Study Utilities Policy Advisory Committee (UPAC) Colorado Springs Infill and Redevelopment Task Force Cimarron/I-25 Interchange Working Group (2017 completion) Page 13 of 14
APPENDIX E Market Studies Scope Summaries Residential market study Market overview and current condition assessment Residential supply conditions for efficiency, 1 bedroom and 2 bedroom types, by Rental and For Sale products. Capacity analysis for new residential development and conversions. Perform prospective resident survey assessment to identify qualitative needs. Demand conditions for efficiency, 1 bedroom and 2 bedroom types, by Rental and For Sale products based on Incentives and tool assessment Downtown housing strategy roadmap Recommended plan for ongoing measurement Retail market study Market overview and current condition assessment Retail supply conditions for A, B and C class types. Retail demand conditions for A, B and C class types. Identification of retail anchors, and shopping districts Downtown retail strategy roadmap Recommended plan for ongoing measurement Office market study Market overview and current condition assessment Office supply conditions for A, B and C class types, by traditional, executive/virtual, and co-working products. Capacity and size analysis for new office development. Perform a workforce survey for identification existing workforce traits. Office demand conditions for A, B and C class types, by traditional, executive/virtual, and co-working products. Incentives and tool assessment Downtown office strategy roadmap Recommended plan for ongoing measurement Hospitality market study Market overview and current condition assessment Hotel supply conditions for Economy and Business products. Capacity analysis for new hospitality development Hotel demand conditions for Economy and Business products. Identification of cultural assets and marketing to visitors. Downtown hospitality strategy roadmap Recommended plan for ongoing measurement Page 14 of 14