HomeMy WebLinkAboutCC 2026-02-24_11c Study Session Efforts to Redevelop East Grand AveItem 11.c.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Director of Community Development
BY: Andrew Perez, Planning Manager
SUBJECT: Study Session on Efforts to Redevelop East Grand Avenue
DATE: February 24, 2026
RECOMMENDATION:
Receive public comment and provide direction to staff regarding next steps for the project.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The FY 2025-27 Biennial Budget allocates $250,000 to the development of an East Grand
Economic Development Plan. These funds may be used for an economic development
consultant to assist Community Development staff with the project.
BACKGROUND:
On February 10, 20251, the City Council held a Goal Setting Workshop focused on
priorities for the FY 2025-27 Budget. The City Council established five (5) major City goals
for staff to prioritize for the FY 2025-27 budget cycle. One of the major goals is the
redevelopment of E. Grand Avenue, specifically between Halcyon Road and Elm Street.
The E. Grand Avenue (Halcyon to Elm) Economic Development Plan (EDP) was identified
as a Capital Improvement Program (CIP) project in the adopted budget, and a preliminary
work plan was provided to Council on May 27, 20252 and is shown in Table 1.
Table 1: Economic Development Plan Work Tasks
Task Action Target to Complete
Scope of Work & RFP Define scope through research of
other communities
1Q FY 2025-26
Kick-off & Public Outreach Project initiation
Public outreach
1Q FY 2025-26
Ongoing
1https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=019b4a74-6804-43bb-aca8-
3dea71b7bd11&lang=English&Agenda=Agenda&Item=8&Tab=attachments
2https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=2ab110a5-a61e-423b-9c39-
5cd101fa6826&lang=English&Agenda=Agenda&Item=60&Tab=attachments
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Item 11.c.
City Council
Study Session on Efforts to Redevelop East Grand Avenue
February 24, 2026
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Task Action Target to Complete
CEQA Environmental review 3Q FY 2025-26
Draft Plan Administrative Draft Plan 4Q FY 2025-26
Final Draft & Hearings Final Draft
Planning Commission Hearing
City Council Hearing
1Q FY 2026-27
2Q FY 2026-27
2Q FY 2026-27
A Request for Proposals (RFP) to retain a consultant has been developed to allow the
City Council to weigh in and provide direction on the objectives and vision for the corridor.
The RFP is attached as Attachment 1 for reference. The dates are removed , and it is
watermarked “draft” to make it clear that this RFP is being provided for discussion
purposes during the study session.
Previous Efforts
The E. Grand Avenue corridor has been the focus of previous planning efforts. Most
recently, an effort called the “East Grand Avenue Master Plan” was initiated in 2017 and
include some initial research, evaluation, and studies, and was essentially a conceptual
parking and streetscape plan heavily focused on parking supply and demand. This effort
stalled around 2019/2020 due to a number of factors, including staff turnover, differing
opinions on how to address parking, as well as the onset of the COVID pand emic. The
current effort to enhance and revitalize the corridor is intended to partially revive that
original stalled effort, but go much further as a transformational tool that ties together land
use, zoning, streetscape strategies, and economic developm ent programs.
ANALYSIS OF ISSUES:
The EDP is one of several projects aimed at enhancing and revitalizing the corridor. Each
of the projects has specific objectives, and when combined, further the Council’s goal of
a revitalized E. Grand Avenue. While the three components below present a broader
strategy for the whole corridor from Oak Park Boulevard to Highway 101, the EDP was
highlighted by the Council’s priorities as being focused on the stretch of corridor between
Halcyon and Elm Streets. Each component is described below:
General Plan Update and Development Code Update
The General Plan lays the groundwork for the redevelopment of the corridor by
establishing a vision for development of private property. The General Plan update
identifies the E. Grand Avenue corridor, between the western city border and US 101, as
a focus area emphasizing infill and redevelopment that provides abundant housing and
economic opportunities. A new land use designation is proposed to allow for residential
density up to 36 dwelling units per acre (from 25 dwelling units per acre) and also
additional allowances for more intense non-residential development. After the adoption
of the General Plan, the development standards will be updated to implement the policies
and implementation programs that affect the scale and massing of the built environment
within the corridor.
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E. Grand Overlay District and Objective Design Standards
The City’s General Plan consultant is also contracted to develop an E. Grand Avenue
Corridor Overlay District. Overlay districts are a zoning tool for implementing targeted
regulations to achieve a particular objective, such as historic preservation, natural
resource protection, or, in this case, economic development. The regulations for the
overlay district will establish a purpose and intent statement for the area, identify preferred
land uses and corresponding permit requirements, development standards, and objective
design standards. Objective design standards are clear, measurable, verifiable, and
quantifiable regulations that govern the physical appearance, architectural features, site
layout, and other design elements of development projects . These standards are intended
to facilitate high-quality site planning and building design and accelerate mixed-use and
multi-family housing production through the clear communication of design objectives and
efficient permitting process for qualifying residential and mixed-use development projects.
While this remains scoped within the General Plan update, the EDP is an opportunity to
accelerate the timeline for implementation of this overlay district with design standards.
E. Grand Streetscape Project
The E. Grand Avenue Streetscape Project is another CIP identified in the FY 2025-27
biennial budget. This portion of the overall vision continues and implements the previous
2017 efforts, as it is primarily focused on the physical improvements to the corridor. The
project’s purpose is to provide for safe mobility and accessibility for all users, including
bicyclists, pedestrians, transit vehicles, trucks, and motorists, consistent with the Active
Transportation Plan and in conjunction with the EDP. In addition to safety, the streetscape
project will enhance the public right-of-way through physical improvements, including
landscaping, lighting, hardscape, street furnishings, and public art. Making E. Grand
Avenue more attractive and safer for all forms of transportation, especially pedestrians
and bicyclists, will incentivize development and increase economic vitality by increasing
foot traffic to existing and new businesses.
Collectively, the General Plan update, E. Grand Overlay District, and E. Grand
Streetscape Project will allow for a revitalized built environment within the mixed-use
corridor.
E. Grand Avenue EDP
The primary goal of EDP is to make recommendations that prioritize a cohesive vision for
economic development, including multi-modal transportation and higher density
development, and identify commercial opportunities for under-utilized and vacant mixed-
use properties. The contents of the EDP will include an evaluation of the corridor’s
economic potential, identify market challenges, and responsibly seek to encourage and
incentivize the type of development that will support existing businesses, improve the
City’s economic resiliency, and seek growth that has a holistic economic benefit.
Compared to the previous effort in 2017, which primarily focused on operational efficiency
with regard to parking demand and supply, this is an economic development plan that is
focused on corridor and market transformation.
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February 24, 2026
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At the heart of the EDP will be comprised of three components:
1) A focused market analysis that builds on the citywide market analysis that was
completed as a part of the General Plan update;
2) Stakeholder and community engagement; and
3) Recommendations for attaining the vision for the corridor
Market Analysis
The market analysis prepared for the General Plan identifies the City’s strengths and
competitiveness within the region in various economic sectors. The refined analysis would
build off that by focusing on the corridor and its growth opportunities. The analysis will
examine undervalued community assets that quantitative data may miss, such as
community coalitions, networks, and other civic structures; arts and culture, community
history and collective memory; social ties; entrepreneurial spirit; and community
aspirations that may influence the economic potential of the corridor. The analysis would
also evaluate the economic impacts of existing, proposed, and reduced parking,
pedestrian accessibility, bicycle and rolling accessibility, landscaping, public art, and other
streetscape improvements.
Public and Stakeholder Outreach
In addition to the data ascertained from the market analysis, feedback from stakeholders
and the general public will largely inform the EDP’s recommendations. Staff anticipates
that the stakeholder and community engagement plan including various methods and
formats to solicit thoughtful participation and input from various individuals and groups
including business owners, business development organizations (small business
development centers, chamber of commerce, district management associations,
community development financial institutions, foundations, other nonprofits), anchor
institutions, real estate brokers, developers, and property owners. This engagement effort
would identify the stakeholders’ vision and aspirations for the area, challenges
businesses and property owners are currently facing in this area, and be designed to
better understand the unique needs of businesses and property owners. Public input
would be compared to the consultant team’s findings, identify areas that may require
further study, and invite ideas on the vision plan process and potential strategies for
revitalization.
Recommendations and Implementation Strategies
The market analysis and public engagement components of the project will identify
strategies and recommendations to attain the vision for the project area. The plan must
include a clear definition of the corridor’s economic identify. Recommendations will
include those related to small business and entrepreneurship ecosystems , place-
based/neighborhood commercial revitalization, parking requirements, special projects,
night-time culture and arts/culture/entertainment opportunities, marketing and
communications, real estate development and reuse, strategic partnerships, and
placemaking as tools for economic development. The strategies and action items will
include short, medium-, and long-term time horizons, feasibility, and cost assessments,
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February 24, 2026
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as well as an assessment of resources required for implementation , including data,
software, tools, memberships, policies, partnerships, and funding.
For instance, the EDP should be a guidance document that helps answer questi ons such
as:
What type of business are desired? Any uses the City wants to discourage?
Does the City prioritize local/independent business, national/regional tenants, a
mix of both?
What is the City’s role? Formation of a business district, expedite processing,
facilitate land conglomeration, street closures for community events?
What type of street can this be? Neighborhood-serving commercial, regional
destination, mixed-use corridor, employment hub?
What programs are desirable and feasible? For example:
o Wayfinding and signage
o Outdoor dining
o Entertainment venues
o Shop/buy local programs
o Façade improvement program
o Road diet conversions
o Public plaza creation
o Public art strategy specific to corridor
o Storefront activation program (filling vacant, ground-floor spaces with
temporary, pop-up, or permanent businesses, art installations, or
community services)
Staff envisions the EDP to be a catalyst for redevelopment that has a multi-year action
plan for implementation of some of these suggested programs, as well as a specific role
in the City’s CIP. As stated earlier, the EDP is also an opportunity to accelerate the E.
Grand Overlay Corridor and objective design standards that are currently part of the
General Plan update.
Council Questions
Staff has included as series of questions/prompts for the City Council to consider as part
of this study session, and to guide the discussion:
1. Are the stated goals/objectives reflective of the City Council’s vision for the
corridor? Should any goals/objectives be added?
Redevelopment of the E. Grand Avenue corridor
Improve economic and civic vibrancy
A focus on attracting mixed-use commercial and multi-family residential
Investing in streetscape improvements
Establishing a unique sense of place
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Item 11.c.
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February 24, 2026
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2. Does the corridor need a branding strategy/identity? For instance, is it an
entertainment/dining district, arts district, family-friendly area, small business
incubator, or a combination of these and others?
3. Are there specific topics or areas that the plan prioritizes, such as parking,
streetscape, improving walkability, adding housing, supporting small businesses,
displacement of businesses, signage, etc.)?
4. Does the public outreach effort fit the goals (i.e. stakeholder meetings with
businesses, chamber of commerce, developers, owners, community groups,
general public)
5. Is an economic development plan the correct tool to meet the goals/objectives?
Next Steps
The General Plan update is nearing completion, which establishes the high -level vision
for the built environment within the corridor. Policies to encourage vibrant mixed-use
corridors, walkable development, and community placemaking are proposed in the Land
Use Element and also help establish that vision. The EDP’s recommendations and
strategies to revitalize the corridor would inform and reconcile both the development code
update and streetscape project to help achieve the vision of a vibrant E . Grand Ave.
Council comments will help clarify the EDP’s goals and objectives. This information will
be used to refine the RFP and identify the timing of its release to solicit a consultant to
assist with the development of the EDP.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Provide direction regarding the goals and objectives of the Economic Development
Plan and timing of project initiation; or
2. Provide other direction to staff.
ADVANTAGES:
The EDP will establish a strategy to revitalize the section of E. Grand Avenue between
Elm Street and Halcyon Road that aligns with both the community’s and Council’s vision
for the area and the City’s General Plan.
DISADVANTAGES:
The primary risks of economic development efforts involve economic displacement and
operational complexity. For instance, unintentionally pricing out existing small businesses
due to increased interest in the planning area. Additionally, coordinating four updates as
part of an overall strategy for E. Grand Avenue puts a strain on City personnel.
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Item 11.c.
City Council
Study Session on Efforts to Redevelop East Grand Avenue
February 24, 2026
Page 7
ENVIRONMENTAL REVIEW:
The study session is exempt from the California Environmental Quality Act (“CEQA”)
pursuant to State CEQA Guidelines sections 15060(c)(2) and 15061(b)(3) because it will
not result in a direct or reasonably foreseeable physical change in the environment; and
the activity is covered by the general rule that CEQA applies only to projects which have
the potential for causing a significant effect on the environment. The study session will
inform the timing and scope of the EDP, which is not an authorization for any development
or construction. Thus, it can be seen with certainty that there is no possibility that the
activity may have a significant effect on the environment, the activity is not s ubject to
CEQA.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
ATTACHMENTS:
1. Draft Request for Proposals
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CITY OF ARROYO GRANDE
NOTICE FOR REQUEST FOR PROPOSALS
Regarding Economic Development Strategic Planning Services
for the East Grand Avenue Corridor
PROJECT OVERVIEW
The City of Arroyo Grande Community Development Department is seeking proposals from
qualified professional consulting firms to assist with the development of an Economic
Development Strategic Plan (the “Strategic Plan”) for the E. Grand Avenue corridor (“Corridor”).
The Corridor consists of all privately owned properties with frontage on E. Grand Avenue
between Elm Street and Halcyon Road.
E Grand Avenue Corridor
The Strategic Plan is aimed to establish an economic baseline, market context, and a clear vision
to revitalize development within the Corridor, with a heavy emphasis on the area between Elm
Street and Halcyon Road, to achieve overarching economic goals and objectives and to guide the
City’s priorities, programs, and services for the foreseeable future. The Strategic Plan should:
•Define a framework that furthers a diversity of development types, including retail and
service commercial, office, multi-family residential, and compatible uses;
•Identify opportunities for adaptive reuse of existing buildings; and
•Promote development patterns and functional urban design amenities that encourage
pedestrian activity
ATTACHMENT 1
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The information below provides a project description and an outline of the proposal submittal
requirements, selection process, budgets, and scope of work.
This Request for Proposals (RFP) is being distributed on _______________ and the deadline to
submit a proposal is ______________, by 5:00 pm PST.
PROJECT DESCRIPTION
The City is seeking to collaborate with an experienced and enthusiastic Consultant to establish a
vision and stakeholder-informed strategies to guide development that will reinvigorate the
Corridor’s economic potential. The Consultant will work with staff, community stakeholders,
businesses, City Council, and other applicable boards, commissions, and committees to develop
a comprehensive, robust and innovative Economic Development Strategic Plan that will:
• Evaluate the Corridor’s economic potential in light of the citywide tax base to expand the
economic opportunities of its businesses and residents;
• Improve the economic and civic vibrancy within the Corridor;
• Identify responses to market failure, responsibly develop common goods, and responsibly
seek to encourage and incentivize the type of development that will support existing
businesses, improve the City’s economic resiliency, and seek growth that has a holistic
economic benefit; and
• Recommend goals, objectives, policies, and programs that prioritize a cohesive vision and
identify commercial opportunities for under-utilized and vacant commercial properties
within the Corridor that aligns with the City’s Economic Development element of the
General Plan.
SCOPE OF WORK
The City, on behalf of the Community Development Department, is hereby soliciting competitive
proposals for the development of the Economic Development Strategic Plan. The proposer shall
perform the certain services necessary to achieve the following scope. Consultants are strongly
recommended to suggest refinements and innovative methods that ultimately achieve the scope
of work. The City has budgeted $250,000 for the development of the Strategic Plan. A detailed
outline of the services to be provided have been defined below:
TASK 1: PROJECT MANAGEMENT
The consulting team will schedule a kickoff meeting with City staff to discuss refinements to the
scope of services and schedule. The schedule will address all major stages of the project. The
consulting team will facilitate regular progress meetings with City staff in person or via video
conference, to ensure that the project is on time, on budget, and that any issues are quickly
resolved. The consulting team will coordinate with City staff to ensure that the project remains
on schedule and within budget. The team will regularly coordinate with staff, including via calls
and emails, to communicate status of deliverables and budget, progress, and any information
needed from City staff. Project management shall include attendance at a minimum of two public
hearings.
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TASK 2: BACKGROUND EXAMINATION, MARKET ANALYSIS AND BASELINE RESEARCH
This task will include visiting the project site and surroundings to observe and photo document
environmental and land use conditions and reviewing the regulatory setting for the project area
(including relevant ordinances and zoning provisions, City of Arroyo Grande General Plan, etc.).
Consultant will perform the necessary research, and shall be well versed in, the City’s history and
current context to successfully inform the strategic planning process, including but limited to, the
following aspects:
• Literature review of existing plans and program materials, City departmental plans, such
as the draft Economic Development Element of the General Plan, the General Plan
Existing Conditions and Trends Workbook, regional economic development strategic
plans and other relevant documents.
• A refined market analysis specific to the corridor that considers the following
components, among others:
o Market position analysis of the City’s strengths and competitiveness within the
region.
o Cluster scan and analysis of regional growth industries.
o Business density, retail mix, ownership patterns, small business, and industry
composition.
o Job typologies and workforce characteristics, employer density, wage rates and
patterns.
o Gap analysis of city tools, programs, and incentives.
o Analysis of retail/commercial supply conditions e.g., inventory, vacancies, lease
rates, industry leakage and surplus.
o Indicators of financial vulnerability and if/how they are concentrated in specific
geographies and/or populations.
o Additional local and/or regional data e.g., planning/zoning, land use, parcel data,
transportation networks, etc. that may influence opportunities and challenges in
promoting economic equity and growth within the City.
• Examination of undervalued community assets that data may miss e.g., community
coalitions, networks, and other civic structures; arts and culture, community history and
collective memory; social ties; entrepreneurial spirit; community aspirations.
• Examination of economic impacts of existing, proposed, and reduced parking, pedestrian
accessibility, bicycle and rolling accessibility, landscaping, public art and other streetscape
improvements.
• Coordinate with the E. Grand Avenue/Branch Street Corridor Streetscape Plan workplan
to ensure consistency between the two documents.
TASK 3: STAKEHOLDER AND COMMUNITY ENGAGEMENT
The Consultant will engage stakeholders including the City Council, Planning Commission, City
staff, businesses, and stakeholders. The Consultant will be expected to conduct in-person
outreach with a hybrid virtual option for those unable to attend. The engagement effort should
include, but is not limited to, the following:
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• Work closely with the Community Development Department to form a core advisory
group to guide the strategic planning process; facilitate discussion and the development
of a strategic vision, guiding principles, goals, and objectives.
• Develop and execute a stakeholder and community engagement plan proposing various
methods and formats to solicit thoughtful participation and input from various individuals
and groups including business owners, business development organizations (small
business development centers, chambers of commerce, district management
associations, community development financial institutions, foundations, other
nonprofits), anchor institutions, real estate brokers, developers, property owners, elected
officials, City staff.
• Utilize in-person and digital methods, interviews, focus groups, surveys, informal
discussions, events, storytelling, mapping exercises, and others; determine the best
methods for meaningful participation from each stakeholder group.
• In addition to promoting participation and gathering input, the consultant will leverage
engagement opportunities to engender a culture of partnership, accountability, and
knowledge sharing, socializing these values and planting the seeds for successful future
collaborations and implementation of the agreed-upon strategies.
• Design engagement activities and materials that are culturally competent and accessible
to various diverse community stakeholders.
• Facilitate discussion among stakeholders to identify economic development strengths,
weaknesses, opportunities, and challenges, identifying trends by stakeholder type and
those shared across groups.
• The outreach and engagement effort should consider the stakeholder vision and
aspirations for the Corridor area, solicit feedback from businesses and property owners
on the challenges currently facing this area, better understand the unique needs of
businesses and property owners, compare feedback to the Consultant Team’s findings
and identify areas that may require further study, and invite ideas on the vision plan
process and potential strategies for revitalization
TASK 4: STRATEGIC PLAN DELIVERABLES
The consultant will synthesize information from the background scan, market analysis, baseline
research, advisory group and community engagement activities and the knowledge from its
project team to deliver a streamlined strategic plan document that includes, but is not limited to,
the below listed items. The consultant will also develop a communication plan including
recommendations for publishing, distributing, and leveraging the plan to reinforce the strategies
and actions within.
• Executive summary, acknowledgments, history and context, vision, exploration of the
Corridor, vacant and underutilized commercial properties, guiding principles, goals, and
objectives.
• Summary of market analysis for the Corridor with strong narrative descriptions and visual
representations of key findings including maps, charts, tables, images, and other graphics.
• Summary of community engagement activities and participants, with key findings specific
to each stakeholder type and similarities across stakeholders.
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• Strategy recommendations. Though the planning and engagement process will bring to
light priorities and areas of focus, recommended strategies should generally include those
related to small business and entrepreneurship ecosystems; place based/neighborhood
commercial revitalization; parking requirements; special projects; night-time culture and
arts/culture/entertainment opportunities; marketing and communications; real estate
development and reuse, strategic partnerships; and placemaking as tools for economic
development. Consultants will work with the division and advisory group to develop high
level strategies as well as recommendations for tools and actionable items to carry out
the strategies. This will ensure the plan is not one that “sits on a shelf,” but one that has
a strong vision as well as practical, implementable actions. The strategies and action items
should include short, medium- and long-term time horizons, feasibility, and cost
assessments, as well as an assessment of resources required for implementation including
data, software, tools, memberships, policies, partnerships, funding, etc. Preliminary areas
of focus include:
o Entrepreneurial ecosystem mapping and building. Understand the existing
support network, mapping the roles of various stakeholders, identifying
redundancies and efficiencies, and building strategic partnerships.
o Economic resilience. Develop strategies to prepare for, withstand and recover
from economic shocks of various kinds.
o Creative funding and financing. Identify funding streams and opportunities to
support implementation.
• Evaluation framework including performance metrics, methods, and tools for effectively
measuring and evaluating success.
• Relevant appendices and/or standalone documents, graphics, tools, backup data.
• Other components in which the consultant, division and advisory group identify as
essential to a stronger plan document.
PROPOSAL CONTENTS
Each response to this RFP shall consist of the following:
1. Cover letter describing specific qualifications related to requested services
2. Project team, including organization chart and staff resumes
3. Qualifications and examples of relevant projects, including references
4. Hourly billing rate.
5. Management Plan: proposers must develop and submit a plan demonstrating how
they will manage the project tasks described in the Role of Consultant section of this
RFP. If City staff resources are to be utilized to assist in preparation of the Plan, the
management plan should specify the anticipated amount of time and level of
expertise that will be needed. The proposer shall also address quality control, project
specific criteria, risks that have been identified by the RFP and additional risks that the
team has identified and state how those risks will be mitigated. As part of the
management plan, proposers shall include a proposed project schedule and other
information in sufficient detail for the City to determine if the timelines are
reasonable. If possible, include an expedited project schedule and associated costs to
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expedite the project. The management plan should be concise yet contain sufficient
information for evaluation by the City.
PRELIMINARY PROJECT SCHEDULE
The following is the anticipated schedule of events for the selection of a consultant:
RFP Released
Proposal Submittal Deadline
Selection Interviews
Notification of Selection
REQUEST FOR PROPOSAL DOCUMENTS
The Request for Proposal (RFP) documents, including the submittal requirements and the
selection criteria and schedule, are available in electronic format on the City’s website at
http://www.arroyogrande.org. The City reserves the right to reject any or all submittals or to
waive any formality or technicality in any submittal in the interest of the organization.
CONTACT INFORMATION
Except as authorized by the City representative or as otherwise stated in the RFP, communication
during the selection process shall be directed to the specified City representative. In order to
maintain fair and equitable treatment of everyone, proposers shall not unduly contact or offer
gifts or gratuities to any official or employee of the City in an effort to influence the selection
process or in a manner that gives the appearance of influencing the selection process. This
prohibition applies before the RFP is issued, through selection, as the project is developed, and
extends through the award of a contract. Failure to comply with this requirement may result in
a disqualification in the selection process.
All communications regarding this project shall be directed to:
Andrew Perez, Planning Manager
City of Arroyo Grande
300 East Branch Street
Arroyo Grande, CA 93420
(805) 473-5425
aperez@arroyogrande.org
QUESTIONS AND REQUESTS FOR CLARIFICATIONS
Proposers may submit questions or formal requests for clarification on the RFP in writing until 72
hours prior to the submittal date via email at the contact address noted above.
SUBMITTAL DUE DATE AND TIMES
Three (3) hard copies and one (1) electronic copy in PDF format of all required submittals must
be delivered to the City, 300 East Branch Street, Arroyo Grande, California, no later than _______.
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Submittals received after the specified time will not be accepted. Please allow adequate time for
delivery. If using a courier service, the submitting firm is responsible for ensuring that delivery
will be made directly to the required location. PDF documents must have permissions enabled
for comments and printing.
TERMS OF CONTRACT AND SELECTION.
Evaluation of the proposals will be performed by City staff who will assess the qualifications,
experience and ability to perform the work of each consultant based on the criteria listed above.
An oral interview with one or more of firms may be requested after written proposals have been
received and reviewed by the City. At the time of the interview, representatives of the consulting
firm shall be prepared to clarify and elaborate on the details set forth in the firm’s proposal.
The City will make selection decisions on the basis of relevant experience, knowledge of Arroyo
Grande, past performance, presentation skills, availability, billing rate, and the best alignment of
specific skills and experience with specific project needs.
FINAL SCOPE OF WORK
The Final Scope of Work document shall be negotiated and executed prior to the start of work.
Should the City and consultant be unable to come to a negotiated agreement, the contract may
be negotiated and awarded to the second highest scoring proposal.
FORM OF AGREEMENT
At the conclusion of negotiations, the selected consultant will be required to enter into a
Consultant Services Agreement.
LICENSURE
The consultant shall comply with and require any subconsultants to comply with the license laws
of the State of California.
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