|
Request For Proposal (Rfp)Community Consultation, Needs Assessment, And Costing Study For Indoor Recreation Infrastructuretown Of Cardston, Albertaissue Date: March 25, 20261. Introductionthe Town Of Cardston Is Seeking Proposals From Qualified Consulting Firms To Conduct A Comprehensive Community Consultation, Needs Assessment, Capital Cost Estimate, And Operational Cost Model For Potential Indoor Recreation Infrastructure. This Work Supports Council’S 2026–2029 Strategic Plan, Which Identifies Indoor Recreation Infrastructure As An Executive Mandate And A Year 1 Priority.The Purpose Of This Study Is To Provide Council With The Information Necessary To Determine The Feasibility, Scale, Design, And Financial Implications Of A Future Indoor Recreation Facility.2. Backgroundthe Town’S 2026–2029 Strategic Plan Directs Administration To Begin Due Diligence On Indoor Recreation Infrastructure. Key Requirements Include:-The Project Concept (Not Actual Construction, Just Planning) Must Materialize Within The 2026–2029 Council Term-The Operational Model Must Be Business-Oriented And Financially Sustainable-The Design And Scale Must Be Dictated By Clearly Defined Service Offerings And Scheduling Needs-Public Engagement Must Specifically Address The Needs And Concerns Of Older Residents-Partnerships, Including P3 Models, Must Be Evaluatedthe Town Is Seeking An External Consultant To Complete The Technical, Financial, And Engagement Components Of This Due Diligence.3. Project Objectivesthe Successful Proponent Will Deliver A Comprehensive Analysis That Enables Council To Make An Informed Decision Regarding:-Community Need And Demand For Indoor Recreation Services-Preferred Service Offerings And Facility Program Requirements-Operating Pro Forma, Including Revenue Projections And Lifecycle Costs-Partnership And Funding Opportunities, Including P3 Models-Community Support, With Targeted Engagement Of Older Residents-Analysis Of Proposed Operational Impact To The Town’S Existing Budget-Provide A Recommended Implementation Roadmap, Including Governance Model, Procurement Approach And Key Milestones4. Scope Of Work4.1 Community Engagement-Develop And Execute A Multi-Channel Engagement Plan.Oidentify Unmet Demand For Recreation Services Not Currently Provided By The Town (See 4.2)Oassess Community Preferences, Including Willingness To Pay For Proposed Services (See 4.2)-Include Targeted Strategies For Older Residents, Families, And Key User Groups.-Conduct Surveys, Focus Groups, Stakeholder Interviews, And Public Sessions.-Summarize Findings With Clear Themes, Priorities, And Levels Of Support.-Proponents May Propose Alternative Engagement Scope Levels, Provided Costs Are Clearly Identified.4.2 Needs Assessment And Service Demand Analysis-Assess Current Recreation Assets In Cardston And The Region.-Identify Service Gaps, Unmet Demand, And Forecast Future Demographic Needs.-Benchmark Comparable Communities And Facilities.-Assess Regional Competition And Potential User Capture From Surrounding Communities.-Recommend Service Offerings And Programming Requirements.4.3 Facility Concept Development-Facility Development Can Be Limited To Optimal Size Of Facility. No Design Or Drawings Required At This Time. (The Town Is Not Seeking Architectural Design Or Detailed Engineering At This Stage)-Multi-Site Solutions May Also Be Considered.-Provide Conceptual Space For Programs And Functional Layouts.-Align Concepts With Operational Sustainability And Community Demand. (Operational Sustainability For Purposes Of This Study Refers To Minimizing Required Annual Municipal Subsidy Through Cost Recovery, Optimized Staffing, Efficient Programming, And Alternative Revenue Sources)4.4 Capital Cost Estimates-Provide Class D (30 – 40% Variance) Capital Cost Estimates For Each Concept.-Identify Key Site Requirements And Constraints (E.G. Land Size, Servicing Needs, Location Considerations)-Include Site Servicing, Construction, Contingencies, And Soft Costs. (Town May Provide Supporting Information Where Available)-Identify Cost Drivers And Value-Engineering Opportunities.4.5 Operational Cost Model-Develop A 10-Year Operating Pro Forma For Each Concept.-Integrate The Pro Forma Into Town Budget’S Budget Framework. (Town Can Assist With This Item)-Include Staffing, Utilities, Maintenance, Lifecycle Costs, And Revenue Projections.-Evaluate Business-Oriented Operating Models (Where Applicable), Including:-Municipal Operation-Non-Profit Or Society Operation-P3 Or Private Partnership Models-Hybrid Models4.6 Funding And Partnership Analysis-Identify Potential Provincial, Federal, And Grant Funding Streams.-Evaluate P3 Feasibility And Partnership Opportunities (If Any).-Provide Recommendations For Financing Strategies.4.7 Final Report And Presentation-Provide A Comprehensive Decision-Ready Report Summarizing All Findings.-Present Findings To Council In A Public Meeting.-Provide An Executive Summary Suitable For Public Distribution.5. Deliverables-Engagement Plan-Community Engagement Summary Report-Needs Assessment And Service Demand Report-Capital Cost Estimates-Operating Pro Forma (10-Year)-Funding And Partnership Analysis-Final Integrated Report-Facilitate At Least One Workshop Session With Council To Review Findings
|
