REQUEST FOR PROPOSALS WORTHINGTON STREET DISTRICT PLANNING PROJECT Springfield, Massachusetts October 3, 2013 DevelopSpringfield Corporation is accepting proposals from qualified firms for the preparation of a redevelopment plan for a sub-district of Downtown Springfield, Massachusetts that was severely impacted by a gas explosion in late 2012. 1. ABOUT SPRINGFIELD With a population of 153,000, Springfield is the largest city in western Massachusetts and its economic center. It is home to three four-year colleges: Springfield College, Western New England College and American International College, and the two-year Springfield Technical Community College. It is also the location of Baystate Medical Center, which is both the largest employer in western Massachusetts and the Western Campus of Tufts University Medical School. With an economy largely fueled by healthcare, education and financial services, the Greater Springfield area also boasts a number of professional and business services, manufacturing and biotech firms. The City of Springfield is the headquarters of Massachusetts Mutual Life Insurance Company (MassMutual), a Fortune 100 company and City s second largest employer. Other Springfield-headquartered companies include Merriam-Webster Inc., Smith & Wesson Corp., and Big Y Supermarkets and Peter Pan Bus Lines. Springfield is notable for many firsts: It is the birthplace of Theodor Seuss Geisel, better known as Dr. Seuss, and the game of Basketball. It is home to the Naismith Memorial Basketball Hall of Fame. The City played a significant role as a manufacturing and transportation center, with the Indian Motocycle Company s gas-powered motorcycle and the American-made automobile both developed here. Springfield also has five world-class museums, including the George Walter Vincent Smith Museum with its 150 examples of cloisonné, one of the largest collections outside of China. Springfield also is known as "The City of Homes" because of its abundance of historic and contemporary housing. 2. DEVELOPSPRINGFIELD DevelopSpringfield was formed in 2008 as a nonprofit, 501(c)(3) corporation to advance development and redevelopment projects, to stimulate and support economic growth, and to expedite the revitalization process within the City of Springfield. The organization has an 18-
member board of directors including representatives from the City, state, and local business community. Our mission is to help create conditions that encourage private development, with a bricks-andmortar focus with an eye toward understanding and meeting Springfield s unique and diverse redevelopment needs. DevelopSpringfield brings to the development process a noteworthy measure of flexibility and a clear commitment to demonstrating that development in Springfield can make economic sense. Our services target economic and community redevelopment and focus on the following activities: Building, developing, preserving and managing quality development projects that diversify Springfield s economic base. Improving abandoned or undeveloped land or blighted areas to accommodate new development, and redeveloping underused or decadent buildings. Working in partnership with the City to optimize its physical assets in order to achieve maximum economic growth and expansion. Developing and implementing creative revitalization strategies that have a high probability of success in the context of prevailing market conditions and broader community needs. Facilitating land assembly and development to support sound residential, commercial and industrial development opportunities. Offering technical and financing assistance in order to encourage private investment and nurture economic development. Working with public and private entities and community groups to initiate and realize effective, sustainable and fiscally responsible development and redevelopment projects that revitalize neighborhoods, generate capital investment, retain and create jobs, and advance economic growth. 2. BACKGROUND On November 23, 2013, at 5:20 PM, after a substantial utility and public safety response to a reported gas leak in the area, a two-story brick building housing the Scores Gentleman s Club exploded, injuring 18 people including 12 city public safety employees who had responded to the scene. The blast was felt as far away as 10 miles, and caused structural damage to several immediate buildings in the blocks surrounding the blast area and effected buildings throughout the downtown business district with broken glass and lost business, as this happened on the Friday after Thanksgiving, traditionally a busy weekend for downtown bars and restaurants. Many residents were left homeless, as the blast directly impacted the McIntosh condominium building, a six-story, 43-unit condominium building that suffered severe façade damage and dozens of broken windows. The building remains under scaffolding to this date. Several other nearby industrial and commercial uses were also heavily damaged including auto uses, storage uses, warehousing, retail, and non-profit and churches.
The Worthington Street area contains a highly diverse mix of land uses including former industrial and warehousing buildings, large multi-family residential properties, retail uses, auto-service establishments, bars, restaurants and adult entertainment establishments. Prior to the explosion, the area also contained several vacant buildings and lots. 3. OBJECTIVES The blast has left a scarred site and immediate damaged buildings that remain in various states of demolition and repair as insurance and legal settlements continue to be addressed. DevelopSpringfield, in working with its partners at the City of Springfield and the Springfield Redevelopment Authority, is issuing this request for services to examine redevelopment potential in the district, both for the immediate blast parcels and the surrounding district. A map is attached of the proposed project site area. The area around the site is surrounded by potential assets that should be examined for potential connections as the city looks to weave and grow this neighborhood into the larger neighborhood and surrounding assets. Those assets include: Union Station Vacant since 1979, this historic train station has kicked off a $48 million phase of redevelopment that will reopen the terminal space, develop new retail and office space, and create new structured parking. Springfield Museums - is comprised of five world-class museums; the Michele & Donald D'Amour Museum of Fine Arts., the George Walter Vincent Smith Art Museum, the Springfield Science Museum, the Connecticut Valley Historical Museum and the Museum of Springfield History. The Museums Association is also home to the Dr. Seuss National Memorial Sculpture Garden, a series of full scale bronze sculptures honoring the birthplace of Theodor Geisel, a.k.a. Dr. Seuss. MassMutual Center Home to the AHL s Springfield Falcons, NBA-D s Springfield Armor, and concerts and special events. The Arena can hold up to 8,514 for concerts and the convention center is the largest in Western Massachusetts at 100,000 square feet. Downtown Residential The blast is directly adjacent to the earlier mentioned McIntosh Condominiums, as we as other large residential populations at 122 Chestnut, Kimball Condominiums, Armory Square, Chestnut Towers, and the historic Elliot Street and Mattoon Street areas. Downtown Entertainment Symphony Hall is home to the Springfield Symphony as well as special events including concerts, musicals, and the Springfield Public Forum speaker series. City Stage is a smaller downtown theatre that plays host to smaller theatrical performances as well as comedy events. Downtown Bars & Restaurants Adjacent to the Blast Area is the entertainment district, formally known as the Club Quarter. The area is popular on weekend nights as well as on Thursday nights when the city is host to the Stearns Square Concert Series. Stearns Square is public park located at the center of the entertainment district that was the original home to The Puritan bronze statue a world renowned piece by August Saint-Gaudens that currently stands at Merrick Park at the Springfield Central Library. Also close to the blast zone are
several longtime as well as new restaurants including the 350 Grille, Adolfo s, The Fort, Hot Table, and Theodore s. Downtown Office Population Downtown Springfield is a center for employment in the region and has several major employers particularly in the financial services, health care, and legal services. The downtown daytime employment population is estimated to be in the 15,000 person range. Recent Redevelopment Projects MassDevelopment has completed a significant renovation of 1550 Main Street, converting the former federal building into an office complex including the Springfield School Department headquarters as well as IT services for Baystate Health. Just across the street, The Dennis Group purchased and renovated 1537 Main Street and have relocated their engineering offices there and attracted the local NPR radio station NEPR currently in Amherst to the ground floor. NEPR is currently completing their renovation with the relocation happening in 2015. Other projects in that end of Main Street include a new German Bier Garten opening in September, 2013 as well as a planned renovation of the historic Paramount Theatre. 4. SCOPE OF SERVICES The designated consultant(s) will be expected to complete the following tasks: 4.1. MARKET ANALYSIS. The consultant will prepare an analysis of the commercial market along the blast area and surrounding blocks. This should examine the market for retail, industrial, commercial, and residential. Consultants will have access and should incorporate findings from the September, 2013 Zimmerman/Volk analysis of downtown market rate housing in Springfield. This overall market analysis for the district will assess and define the realistic potential for retail, service, office and residential development within the target area and focus on the formulation of market-based recommendations for targeted redevelopment sites. The analysis will compare the supply of and demand for various commercial uses, by type, for the following categories: retail, service businesses, restaurants, entertainment opportunities and office space. It will examine the area s demographic and economic trends, consumer data and attitudes, buying power, real estate conditions, current building uses, existing business mix, and vacancy and lease rates. The analysis will consider the market potential presented by the large volume of traffic that moves in and near the district each day, as well as the captive residential market in the adjacent neighborhoods. It will assess the leakage of commercial activity to other areas of the City and region and identify unmet demand for specific goods and services. This analysis will identify underserved market segments and recommend unique market opportunities and will examine reuse potential of currently underutilized properties. This analysis also will assess the feasibility of market-rate housing development, particularly in mixed-use settings throughout the district. It will compare the current and potential supply of and demand for housing in the market area, utilizing the Zimmerman/Volk report. It also will identify and evaluate demographic characteristics and market and development trends, as well as constraints and opportunities.
4.2 EXISTING CONDITIONS. The consultant(s) will prepare an analysis of existing conditions in the district as follows: 4.2.1 Data Collection and Assessment of Existing Conditions. This task involves the identification of pertinent existing data and the collection of additional data necessary for preparation of the redevelopment program. Available data sources should be used to identify and assess existing conditions, such as land use, zoning, traffic and transportation, public and private parking, utilities, property tax status and assessments and property condition and occupancy, and to identify pertinent conditions affecting redevelopment. This information will be presented in tabular, narrative and graphic formats. 4.2.2 Maps. This task involves the preparation of reproducible maps for the district and immediately adjacent properties (redevelopment area) at a scale acceptable to the City s Planning & Economic Development Department. Both hard and digital copies of these maps must be submitted. The hard-copy versions should include both a presentationquality map and report-sized/hand-out versions at a reduced scale. These maps will use the most recent GIS mapping information and aerial photography or another reproducible mapping system. The following maps will be submitted: 4.2.2.1. Base Map. A base map of the redevelopment area showing all streets, property lines and building outlines. Some updating of existing data will be required to address existing conditions (to reflect building construction and demolition). 4.2.2.2. Existing-Conditions Map. A separate version of the base map, indicating the condition of buildings in the redevelopment area. Information for this map is available from the City, but should be updated and validated by the consultant. 4.2.2.3. Land Use Map. A separate version of the base map, indicating the existing land use in the redevelopment area. Information for this map is available from the City. 4.2.2.4. Zoning Maps. A separate version of the base map, indicating the existing zoning in the redevelopment area as well as any proposed zoning ordinance modifications affecting the district. Information for this map is available from the City. 4.2.2.5. Streetscape Enhancement Map. A separate version of the base map, indicating the roadway enhancement improvements proposed in the district. This map should be sufficient to illustrate major modifications to the district including street alignment changes and new features and amenities, such as crosswalk enhancements. Information for this map is available from the City. 4.2.3 Focus Groups. The consultant will conduct no less than five focus group sessions designed to solicit input on the future of the district with participants including but not
limited to residents, restaurants/bars, office employees, and the boards of the Business Improvement District and DevelopSpringfield. DevelopSpringfield will assist the consultant in arranging these sessions, and the University of Massachusetts-Amherst through its architecture and landscape architecture disciplines will also be a key partner in executing and contributing to these sessions. The consultant may propose using surveys and/or social media to supplement focus group input. The consultant will consider the input generated from these sessions in formulating work products. 4.3 REDEVELOPMENT PROGRAM. Based on the findings of the Market Analysis and Assessment of Existing Conditions (see above), the consultant should identify a recommended redevelopment strategy including identification of priority redevelopment sites within the district. Some target sites are expected to contain a single property; others may comprise multiple parcels. Properties that are currently vacant, underutilized or blighted should be considered, as should larger sites that contain existing uses that are viable and that will contribute to a redevelopment program. The redevelopment of these targeted sites would be expected to have a significant impact on the vitality of the overall district, creating new employment opportunities as well as potentially new retail, commercial space, and housing. After identifying the targeted sites, the consultant should prepare a site level concept redevelopment plans for each site. These redevelopment plans should reflect the current physical conditions of each site and propose a strategic initiative that will attract private investment to the site while preserving those uses, if any, that are compatible with the redevelopment program. Overall, this program should be designed to establish the district as a significant economic asset, to strengthen its adjoining neighborhoods, businesses, and institutions and to create an attractive experience that complements the downtown and its surroundings. Physical and market conditions vary considerably from the immediate blast zone to the center of downtown commerce to the various neighborhoods in the city. These differences present opportunities for distinctive trade areas that could include transit oriented development (TOD) retail, artist housing, entertainment, restaurant concentrations, office developments, and mixed-use developments that include market rate housing. The goal is to create a diverse vibrant pedestrian environment that incorporates a unique blend of residential, retail, office, dining and entertainment venues which complement each other and reflect an overall theme. Additionally, the consultant should recommend development that will create, expand and capitalize on strategic connections that link the corridor to specific destinations, such as Union Station. In addition, the Redevelopment Program should identify parking, lighting, streetscape, landscaping, park and other public improvements that will support and enhance the district, 4.4 CONCEPTUAL REDEVELOPMENT PLANS. As noted above, the consultant will prepare conceptual redevelopment plans for each of the priority development sites. These plans will consist of the following elements:
4.4.1 Development Alternatives. The consultant will prepare up to two conceptual alternatives that illustrate potential redevelopment scenarios for each priority development site. These alternatives should consider applicable zoning, impacts of proposed zoning modifications, possible trade area themes, site constraints and opportunities, physical condition, ownership and site assembly considerations, market factors, financial viability, infrastructure availability, anticipated streetscape enhancements and economic impacts. The relative advantages and disadvantages of each alternative will be identified. A conceptual sketch/diagram illustrating each development alternative will be prepared according to the technical specification for maps (see above). 4.4.2 Preferred Alternative. After review and discussion, the client will select a preferred redevelopment alternative for each priority development site. 4.4.3 Financing Plan. The consultant will prepare a preliminary financing plan for each preferred redevelopment alternative. This plan will summarize the recommended development program (i.e., number of housing units, square footage of commercial space, etc.); indicate the estimated project development costs (using generally available construction cost benchmarks); identify possible sources of equity and debt (suggesting specific sources of funding to be pursued, including local, state and federal incentive financing); and indicate revenue assumptions and the basis for them (i.e., prevailing market rents, housing sales prices, etc.). A sources-and-uses-of funds document, and, if applicable, an operating pro-forma of income and expenses will be provided for each alternative. The financing plan will be sufficient to demonstrate the preliminary financial feasibility of each preferred redevelopment scenario, and/or to identify any remaining financing gap. 4.4.4 Implementation Plan. The consultant will prepare a plan of the major action steps necessary to implement each preferred redevelopment alternative. This plan should identify the specific implementation tasks to be undertaken and should identify the most appropriate vehicle(s) and establish a timetable for completion of each task. 4.5 WORTHINGTON STREET AREA PLAN DOCUMENT: The consultant will prepare an integrated concept plan that incorporates and consolidates the conceptual redevelopment alternatives into a single comprehensive redevelopment program for the district. This program will have the following elements: 4.5.1 Graphic Presentation. A modified version of the base map that illustrates the district plan by indicating the preferred redevelopment alternative and the contemplated streetscape enhancements for each of the priority development sites. 4.5.2 Economic and Fiscal Impacts. A summary of the economic and fiscal impacts of the individual redevelopment alternatives. This summary will consider projected real estate tax revenues, retail sales impacts (including sales tax), job creation (permanent and construction), wages, public costs (including public service and infrastructure), private investment, and spending effects.
4.5.3 Program Implementation. A summary of the public, non-profit and private-sector actions that will be necessary to implement the plan as a whole (as opposed to the sitelevel implementation steps). This summary should consider the role that existing organizations might play in the implementation of the redevelopment program and should identify appropriate public initiatives that should be undertaken to support the program (i.e., zoning, design review, etc.). 4.6 DELIVERABLES. Deliverables will include one digital copy of the program report, including all maps and conceptual redevelopment plans in Microsoft Word and PDF formats, and one hard copy of the program report, together with all graphics. The consultant will be required to make two presentations to a steering committee comprised of stakeholders and DevelopSpringfield Board of Directors. The first presentation will include the market analysis, the existing conditions analysis, a summary of output from focus groups, and the conceptual redevelopment alternatives for each priority development site. A second presentation of the draft plan will take place after the selection of the preferred redevelopment alternatives and the completion of the other task items. The final report may require some modification of the draft, depending on the input from DevelopSpringfield. 4.7 BUDGET. A fixed price contract will be entered into between DevelopSpringfield and the selected consultant based upon the scope of work defined. The anticipated cost range for this work is $150,000 to $175,000. The consultant should identify and all additional cost items or supplemental duties, which may or may not be included in this RFP. 4.8 PROPOSAL SUBMISSION REQUIREMENTS. The consultant is required to submit six (6) copies of the proposal. At a minimum, the proposal must: Provide the name, address, phone number, fax number, and email address of the lead consulting firm and all subcontractors that will perform work on this project. Provide a narrative or other statement explaining the qualifications of the lead consultant and all subcontractors. Provide a written description of the prospective approach to the project. Convey in detail the proposed objectives and methodologies to be utilized to accomplish the services and the proposed scope of work, and delineate individual tasks and the schedule for their completion. Identify all key personnel to be assigned to the project (including personnel of the lead consultant and subcontractors) detailing each staff member's anticipated role and responsibilities. Identify the project manager who will be responsible for the project on a day-to-day basis and who will have ultimate responsibility for the timely delivery of quality work products. Provide a list of comparable redevelopment planning projects recently completed by the lead firm and any subcontractors. Provide the name and telephone numbers of persons who can be contacted as references regarding the past performance of the lead firm and subcontractors on
similar projects. Indicate any projects undertaken by the lead firm and its subcontractors as a team. Provide an estimate of the total fixed fee for providing the professional services contemplated for the completion of the project, broken down by major work products. This fee must be inclusive of all costs and expenses related to the preparation and delivery of the work products. The negotiated contract will be a Cost-Not-To-Exceed contract. Questions on the RFP may be directed to: DevelopSpringfield Attention: Jay Minkarah 1182 Main Street Springfield, MA 01103 Telephone: 413-209-8808 Email: jminkarah@developspringfield.com Proposals must be received by DevelopSpringfield no later than 4 p.m. on October 18, 2013. All proposals must be addressed to: DevelopSpringfield 1182 Main Street Springfield, MA 01103 4.9 EVALUATION AND SELECTION PROCESS. 4.9.1 Review Process. Proposals will be reviewed and evaluated based on the selection criteria set forth below and other factors deemed appropriate. From these evaluations DevelopSpringfield may decide to create a short list of leading candidates will be developed for the purpose of conducting interviews. Interviews of selected firms will be undertaken by DevelopSpringfield. Consultant teams will be asked to give an oral presentation and respond to questions. Key members of the consulting firm that will be directly responsible for the work must participate. If required, these interviews will be scheduled to take place during the week of November 4, 2013. DevelopSpringfield reserves the right to reject any or all proposals. 4.9.2 Selection Criteria. Criteria used in the evaluation of the proposals will include, but are not limited to, the following: Quality, completeness, and clarity of proposal. Project approach, organization and management. Degree of creativity and innovation contained in proposal. Experience and qualifications of the respondent, including all subcontractors. Project experience of a similar nature and scope. Review of references.
Ability to perform the tasks in a timely fashion. Price. 4.10 TIMETABLE. RFP Issued: October 3, 2013 Proposals Due: October 18, 2013 Technical Review/Selection of Firms: Week of October 21, 2013 Interviews/Presentations Scheduled With Proposed Finalists: Week of November 4, 2013 if any Selection of Consultant: Week of November 11, 2013 or sooner Execution of Contract: Week of November 18, 2013 or sooner Project Commencement: Immediately following contract execution The duration of this project is anticipated to be approximately six months from the date of the signed contract between DevelopSpringfield and the successful consultant. Further, DevelopSpringfield and the successful consultant will establish target dates to ensure the timely completion of certain elements of the draft report.