ECONOMIC DEVELOPMENT STRATEGIC PLAN UPDATE STATEMENT OF WORK

Transcription

1 ECONOMIC DEVELOPMENT STRATEGIC PLAN UPDATE STATEMENT OF WORK Decide DeKalb and DeKalb County (the County) are soliciting proposals from qualified firms to provide a five-year update to their Economic Development Strategic Plan. The estimated budget for this project is not to exceed $200,000. The main point of contact for this RFP is Dorian DeBarr; his contact information is below. Please reference this RFP as 2023 DeKalb Strategic Plan in the subject line of all s. Dorian DeBarr VP, Finance and Administration Decide DeKalb Development Authority ddebarr@decidedekalb.com Key dates to remember: Thursday, May 03, 2018: written questions due to Dorian DeBarr by 5:00p EST Tuesday, May 08, 2018: responses posted at Decide DeKalb by 5:00p EST Friday, May 11, 2018: proposals are due to Dorian DeBarr by 5:00p EST Monday, June 15, 2018: projected start date Friday, November 09, 2018: projected completion date Proposals due on Friday, May 11, 2018 are preferred to be submitted in a PDF no hard copies, please. I. INTRODUCTION In 2014, DeKalb County engaged a consulting firm to help manage a collaborative and inclusive process to create a five-year economic development strategic plan (Strategic Plan). Since the adoption of the plan in August 2014, Decide DeKalb has partnered with DeKalb County government, DeKalb County Schools, the DeKalb Chamber of Commerce, and other community and institutional partners to implement many of the recommendations included in the Strategic Plan. As the life of the Strategic Plan was intended to be five years ending in 2018, Decide DeKalb and the County are now interested in obtaining the services of an experienced vendor to develop a comprehensive update of the Strategic Plan. 1

2 II. BACKGROUND A. DeKalb County, in the Atlanta-Sandy Springs-Roswell MSA in Georgia, is home to 13 municipalities, which includes the eastern portion of the City of Atlanta. DeKalb s municipalities are a source of economic strength and cultural diversity that present extensive economic development opportunities. B. Some of DeKalb County s assets (see map below): 1. Proximity and accessibility to major highways Interstate 85, Interstate 20, Interstate 285, and Interstate Home of the Centers for Disease Control and Prevention 3. Institutions of higher education Emory University, Agnes Scott College, Oglethorpe University, and Mercer University 4. Regional technical colleges such as Georgia Piedmont Technical College and Georgia Perimeter College 5. Presence of several industrial parks and access to major interstate highways via commercial corridors 6. Large and continuous green space areas and sustainable resources and practices 2

3 C. Fast facts (US Census Bureau, July 2016): 1. Population is an estimated 740, Total area is 271 square miles 3. Demographics a. White alone 35.7 percent b. Black/African-American alone 55.3 percent c. American Indian/Alaska Native alone 0.5 percent d. Asian alone 6.4 percent e. Native Hawaiian/Other Pacific Islander alone 0.1 percent f. Two or more races 2.1 percent g. Hispanic/Latino 8.5 percent h. White alone, not Hispanic/Latino 29.1 percent 4. Education a. High School graduate or equivalent (persons age 25 and over) 88.6 percent b. Bachelor s degree or higher (persons age 25 and over) 41.7 percent 5. Fourth most populous county in Georgia 6. Second most affluent county with a majority Black/African-American population in the United States D. To remain competitive in the metro region, the US, and worldwide, DeKalb County recognizes the need to update its Strategic Plan with the objective of reassessing its core assets, strengths, and opportunities; reevaluating the competitive environment at the local, regional, national, and international levels; and reexamining the County s potential with its urban density characteristics. E. The County seeks to identify and better utilize its core competitive advantages to sustain its current businesses, mitigate any potential deficits that might impede its economic development growth, to attract new businesses and residents, and to formulate policy interventions necessary to support these objectives. III. STATEMENT OF WORK (SOW) This statement of work requires the selected vendor to produce three (3) deliverables: A. Baseline analysis B. Target industry analysis C. Strategic recommendations 3

4 Each deliverable should begin with an executive summary and will need to be reviewed and approved by Decide DeKalb before any payment will be made. The selected vendor will be required to conduct interviews, hold several meetings, and give presentations to community leaders, business leaders, elected and appointed officials, and other key stakeholders to effectively gather input and create the three deliverables. The selected vendor will be required to come to DeKalb County to host these meetings unless the County explicitly waives this requirement. The selected vendor should include any anticipated travel, lodging, and other costs associated with hosting these meetings and giving presentations in DeKalb as part of their overall, fixed-cost proposal. A. Baseline analysis The successful responder shall conduct a current-state analysis of the economic environment in DeKalb County and shall be responsible for the collection of data and the review and analysis of new and existing data. Analysis should be conducted with much consideration given to the eventual development and implementation of the Strategic Plan. Decide DeKalb has prepared, and will make available to the selected service provider, the county s economic development strategic plan, a collection of recent county and regional studies, Tax Allocation District (TAD) plans, Livable Centers Initiatives, comprehensive plans, the DeKalb Industrial Land Study by Georgia Tech, and economic development strategic plans from the metro Atlanta area. The successful responder shall employ a range of tools, such as comprehensive data gathering; data mapping and data analysis; SWOT and gap analysis; stakeholder interviews; analysis of existing economic development policies; regional, national, and international industry studies from academic institutions, trade associations, the Atlanta Regional Commission and other sources; Livable Centers Initiatives; comprehensive plans; economic development strategic plans from the metro Atlanta area; and other tools when analyzing each of the following: 1. Community SWOT analysis and determine the community vision for DeKalb County through: a. Hosting group and individual meetings with key stakeholders in the business community, political leaders, local and regional civic organizations, and neighborhood association representatives. b. Conducting a countywide, statistically sound survey using a method of your choice. c. Conducting and moderating three (3) advertised town hall meetings open to the public. 4

5 2. Market assessment a. Evaluate intangible drivers of economic development, such as primary and secondary education and quality of life. Benchmark performance against competitor jurisdictions. b. Assess the business climate in DeKalb County, including the following factors: i. Tax structure ii. Policies and regulations iii. Cost of living iv. Entrepreneurship v. Business growth and decline by sector vi. Retail leakage and consumer profile c. Assess the impact of Community Improvement Districts (CIDs) and overlay districts on business attraction, retention, and expansion efforts. d. Assess the impact of our cultural and ethnic diversity for promoting arts, entertainment, and culture. 3. Public property and infrastructure a. Collect and review data on selected county-owned properties and analyze opportunities to leverage the County s assets to promote economic development opportunities. b. Review and analyze data associated with existing MARTA (the local, regional transit authority) public transit stations, review regional and local transit plans, and interview MARTA officials as needed. c. Assess the impact of the County s planned SPLOST program and ongoing water/sewer capital infrastructure investments. 4. Workforce analysis a. Examine population trends, census data, and workforce data to assess baseline skills, technical proficiency, training needs, and potential talent pipelines for existing and prospective economic development clusters. b. Update DeKalb businesses by North American Industry Classification System (NAICS) codes according to the number and size of firms in each of the proposed target industries. c. Develop workforce gap analysis. 5. Opportunities for collaboration and competitive case studies a. Identify counties and municipalities similar to DeKalb County to benchmark best practices for economic development and redevelopment projects. 5

6 b. Identify regional and global counties that are direct or potential competitors. c. Review strategic plans for selected peer competitors in local and global jurisdictions. d. Compare/contrast assets and infrastructure between DeKalb County and competitors. e. Provide reviews and recommendations of selected adaptive re-use of large closed retail or other facilities in DeKalb County based on assessment and best practice examples in the region and across the US. f. Review and provide recommendations for redevelopment opportunities along commercial corridors, such as Memorial Drive and Candler Road and specific intersections. g. Review and provide recommendations for multi-family housing units that are no longer sustainable or feasible to maintain, unable to regain the value that existed in the 1970s when they were built, and are past their economic lifespan, e.g., Brandon Hill and Oak Tree Villas (formerly known as Kensington Station). B. Target industry analysis 1. Industry cluster identification and definitions DeKalb County s existing Strategic Plan identified six industries and related niches on which DeKalb County should primarily focus its recruitment, marketing, and incentives efforts. The selected vendor will be responsible for updating the list of existing and emerging industry clusters based on the following criteria: a. Determine the baseline for major and emerging industry clusters. When evaluating emerging industry clusters, the selected vendor should consider recent growth and opportunities in the arts, film, and entertainment industries, especially considering our highly competitive state-level incentives. b. Determine the location advantages and disadvantages of DeKalb County. Locate the growth trajectories of each major and emerging cluster. Identify which national counties are key competitors for each major and emerging industry cluster, as well as emerging competitors and national leaders. c. Interview DeKalb Chamber of Commerce and trade association leaders, business owners, and informed researchers to discuss cluster strengths and challenges. 6

7 d. Perform a NAICS analysis of metro Atlanta businesses. Review and show the distribution of firms in key industry clusters for DeKalb, such as research and development, manufacturing, distribution, end-users, etc. e. Map NAICS codes of emerging and growing industry clusters in the Atlanta MSA, and cross reference those NAICS codes with the NAICS codes that are most common in DeKalb County. f. Analyze the existing industry base in terms of number of jobs and firms, size of firms, revenue, and wages for each cluster. g. Determine workforce requirements, current pipeline sources, and training programs for clusters. h. Determine collaboration and market expansion opportunities to connect local clusters to national and global clusters. i. Evaluate the County s tax structure s competitive advantages and disadvantages for major and emerging industry clusters. j. Conduct site visits to three (3) identified industrial areas in the county and provide specific recommendations for enhancements to retain and attract businesses. 2. Supply chain and logistics industry analysis a. Investigate the cross-industry utilization and the retrofit of potential older facilities, i.e., can other industries use these older buildings, or can these buildings be retrofitted for other uses. b. Identify location requirements of the existing and emerging supply chain industry. c. Investigate logistical, material, and component requirements. C. Strategic recommendations 1. Evaluate implementation of existing recommendations a. Review recommendations provided in the current County s Strategic Plan and assess efforts made by the County and its partners to implement those recommendations. b. Identify opportunities to effectively implement any outstanding recommendations. 2. Provide an updated five-year economic development strategic plan The selected vendor will utilize data gathered through the baseline analysis, the target industry analysis, knowledge of regional, national, and international best practices, and other information to provide the County with updated strategic 7

8 recommendations. Most of the updated Strategic Plan should be comprised of new recommendations provided by the selected vendor. When formulating recommendations, the selected vendor should focus on low-cost, high-impact strategies. At a minimum, the updated strategic plan should cover the following: a. Assess the County s toolkit i. Develop comparative analysis of regional and global tool kit compositions. ii. Examine the financing and incentive tools of Decide DeKalb Development Authority and DeKalb County. iii. Examine opportunities offered by the Urban Redevelopment Agency on collection and investment of tax increment financing revenue. iv. Evaluate opportunities to enhance the viability of County s TAD program. v. Recommend new solutions and specific steps to broaden the County s toolkit. vi. Assess the DeKalb Regional Land Bank authority and provide recommendations to strengthen its viability and better utilize the land bank based on best practices. b. Policy analysis and development i. Review current policies and recommend potential changes or new supporting policies to incentivize economic growth and development. ii. Recommend changes to the County s tax structure and depreciation schedule that will support growth and economic development, specifically in major and emerging clusters, without substantially impacting County tax revenues. iii. Policy recommendations should be accompanied by examples of at least one jurisdiction that has effectively implemented the policy. c. Company retention and expansion program - successful responder shall: i. Review financing tools and potential partnerships for business attraction, retention, and expansion. ii. Provide best practices and examples for implementation. d. Employee attraction and retention i. Recommend tools, policies, and other mechanisms to incentivize individuals to live, work, and play in DeKalb County. ii. Any employment fields specifically identified for attraction should be consistent with the clusters targeted by the strategic plan. 8

9 e. Develop outreach and marketing approach i. Successful responder shall (1) suggest approaches for marketing and branding opportunities and (2) identify and suggest engagement of partners, activities, and resources. ii. Successful responder will suggest a compelling value proposition for DeKalb County to attract businesses regionally, nationally, and internationally. iii. Determine how best to engage DeKalb s cities to market their unique resources to attract investments in economic development in partnership with Decide DeKalb and the County. f. Execution of strategies successful responder shall: i. Identify key drivers within the County and Decide DeKalb to implement the updated plan recommendations. ii. Identify marketing channels (website, direct marketing, corporate identity, etc.). iii. Propose selected marketing missions, trade shows, conferences, and tours. D. Managing the strategic planning process with steering committee and stakeholder engagement In addition to the community engagement outlined in the baseline analysis section, the selected vendor will be responsible for the following presentations and engagement: 1. The County and Decide DeKalb will establish a project steering committee composed of business leaders and representatives from local and regional civic organizations to oversee the strategic planning process. The selected vendor will present the results of all three deliverables to the steering committee and incorporate feedback, as necessary, before finalizing the deliverable. 2. The selected vendor will be required to present a draft of each deliverable (three total) to the Decide DeKalb Development Authority Board, the County Board of Commissioners, and administration executives and incorporate feedback, as necessary, before finalizing the deliverable. 3. The selected vendor may be required to hold individual meetings with county commissioners, or other elected or appointed officials, to discuss one or more of the project deliverables before they are finalized. 4. Identify the provider s online process or tool for project management, public communication, and community awareness and engagement. 9

10 IV. COMPLETION SCHEDULES The services to be performed under the contract resulting from this RFP shall commence within ten (10) calendar days after receipt of written Notice to Proceed. The initial term of the contract will be twenty-one (21) weeks. The successful responder will receive 30 percent of total payment upon approval of the Baseline Analysis, 20 percent upon approval of the Target Industry Analysis, 40 percent upon approval and presentation of the updated Strategic Plan, and 10 percent after the final approved document is delivered with 50 copies, as outlined in this scope of work. Proposals due on Friday, May 11, 2018 are preferred to be submitted in a PDF. Please address all questions about this RFP is Dorian DeBarr; his contact information is below. Please reference this RFP as 2023 DeKalb Strategic Plan in the subject line in all s. Dorian DeBarr VP, Finance and Administration Decide DeKalb Development Authority ddebarr@decidedekalb.com Key dates to remember: Thursday, May 03, 2018: written questions due to Dorian De Barr by 5:00p EST Tuesday, May 08, 2018: responses posted at Decide DeKalb by 5:00p EST Friday, May 11, 2018: proposals are due to Dorian DeBarr by 5:00p EST Monday, June 15, 2018: projected start date Friday, November 09, 2018: projected completion date V. PROPOSAL FORMAT Respondents are required to submit their technical proposals in the following format (NOTE: Do not include any costs in this section.) A. Format for the technical proposal: 1. Double-sided on standard Letter size paper (8½ x 11 ) point font size in Times New Roman, Calibri, or Arial 10

11 page limit 50 double-sided pages and various sections have page limits, which are identified herein Standard Tabloid size paper (11 x 17 ) is allowed for purposes of organizational charts, experience matrices, etc., and are not included within the page limits. Brevity and specificity are encouraged. Concise presentation of pertinent information and organization of the submittal is imperative. DeKalb County prefers a well-planned, straightforward business presentation with brief explanations. B. Content of the technical proposal shall be organized as follows, with a total page limit of 100 pages, excluding appendices. 1. Letter of transmittal 2. Business information 3. Executive summary 4. Program management approach 5. Experience and qualifications of respondent(s) 6. Experience and qualifications of respondent s key staff 7. Experience and performance on programs of similar scope and size 8. Appendices 1. Letter of transmittal two (2) page maximum Letter transmitting the technical proposal information to include, but not be limited to, identification of the team member and a designated point of contact, including name, address, telephone number, and address. All correspondence regarding the proposal will be directed to this person. 2. Business information The respondents shall include, but not be limited to, the following information: a. Statement declaring the type of business relationship the respondent will use (i.e., single prime firm, joint venture, etc.) b. The legal form and ownership of business c. Headquarters and other office addresses, telephone, and company website URL d. Size of organization, including the number of employees in the State of Georgia and the United States e. Names, titles, and other reporting relationships of key employees in the State of Georgia and the United States 11

12 f. Are you a DeKalb County firm? Yes/No. If yes, please state, the address of your office(s) g. Provide a history of lawsuits filed by and against the respondent within the last ten (10) years. Identify any lawsuit that involved the performance of services similar to the requested services and involving program management work activities 3. Executive summary five (5) page maximum Provide a well-organized summary of the significant points of the technical proposal. This will offer the County evidence of the respondent s communication skills. Consider this a key component of the overall proposal. 4. Program management approach The respondent shall describe their approach (1) to managing all the activities required by the RFP and (2) to achieving the program goals and objectives as set in the RFP. This section shall include, but not be limited to the following information: a. Proposed timeline to accomplish the tasks outlined in the scope of work within the initial contract term; b. Delineation of roles assigned to the team members and all sub-consultants; c. Organization chart for the respondent s team members, sub-consultants, and key staff, including at least the task manager level and other key staff the respondent deems important; d. Summary of the resources necessary to accomplish the program; e. Approach for coordination and communication with Decide DeKalb and County staff; f. Systems and methods to be used to support the respondent s efforts; g. Approach to managing each of the tasks identified in Section III of the RFP; h. Other information as the respondent deems relevant. 5. Experience and qualifications of respondent(s) Respondent(s) shall describe the experience, capabilities, and other qualifications of their firm, including but not limited to the following information: a. Describe the experience the respondent(s) state whether it is proposing as a prime or joint venture from the past ten (10) years and by type of projects and tasks, per Section III of the RFP. b. Submit an experience matrix for the respondent s firm describe the work the firm(s) have performed in the past ten (10) years by type of projects and tasks, per Section III of the RFP. 12

13 6. Experience and qualifications of respondent s key staff a. Respondent(s) shall identify and provide qualifications and experience information for all key staff, down to the task manager level (tasks identified per Section III of the RFP) and other key staff that the respondent deems important. b. Provide an experience matrix that summarizes the involvement of the identified key staff on programs listed in the respondent s team s experience matrix (see above). 7. Experience and performance on projects of a similar nature a. Provide the respondent s experience and performance on similar programs including client references for at least three (3) but no more than 5 (five) projects that the respondent believes to be relevant. b. Provide the name of the project, the owner, the location(s), and owner's reference including name, involvement, position, address, , and telephone number. Please be sure the contact information is accurate, even if the references are no longer with the organization. c. Provide a description of the projects listed and the work/roles performed by the respondent s team members. d. Provide major program milestones and summary of schedule versus actual completion dates with explanation for any significant schedule deviation. e. Provide summary of planned costs versus actual costs at completion with explanation for any significant cost deviations. Please be sure your reference can verify this information. 13