RFP Final 1.19.22.pdf

Economic Development Strategic Planning RFP# C25102-00001694-CS1058-22 Page 1 of 48

MARION COUNTY

REQUEST FOR PROPOSALS

Economic Development Strategic Planning

CS1058-22

OREGON BUYS #:C25102-00001694

Release Date: January 19, 2022

Proposals Due Date: 4:00 p.m. on February 8, 2022

Refer Questions to:

Krista Ulm Phone number: (503) 373-4447 KUlm@co.marion.or.us

Submit Proposals to:

PO_Contracts@co.marion.or.us

Electronic copies of this RFP and attachments, if any, can be obtained from the Oregon Buys website https://oregonbuys.gov and search either of the numbers listed above within Bid Solicitations.

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Table of Contents

1. Introduction

2. Background

3. Contract Term

4. Schedule of Events

5. Scope of Work

6. Pre-Proposal Conference

7. Instructions to Proposers

8. Contract Form

9. Evaluation

10. Award Notice and Acceptance Period

11. Protest and Appeals

12. Terms and Conditions

13. Attachments and Exhibits

14. Proposal Submission Checklist for Proposers

RFP# C25102-00001694-CS1058-22 Page 3 of 48

1. INTRODUCTION

Marion County Community Services Department (County) is currently seeking proposals from qualified professional firms, herein referred to as the consultant, to provide an Economic Development Strategic Plan (EDSP) and follow up reporting and communication measures. The EDSP will identify strategies, with action items, for the County as a whole, as well as its specific regions. The EDSP will build upon each area’s economic asset base, in order to expand existing industry and business sectors, identify new targeted industries, support workforce, livability and living wages, and overcome challenges that hinder the development of key areas which are integral to the County’s economic future. The strategies developed should address both needs and impediments of existing businesses and residents, while defining methods for attracting and growing new businesses and supporting the development of Marion County’s communities. The County’s goal is to sustain, expand and diversify its economy in order to provide a high quality of life for all residents.

In addition to the drafting and subsequent adoption of the EDSP, an implementation plan, and reporting strategy and templates, together with metrics to measure the success of these initiatives shall also be developed.

2. BACKGROUND

Located in the heart of the Mid-Willamette Valley, Marion County has a population of 347,818, making it Oregon’s fifth largest by population. Marion County stretches from the Willamette River to the Cascade Mountains and encompasses nearly 1,200 square miles. Marion County has 20 cities, including Oregon’s capital, Salem. The Marion County government organization is headed by an elected Board of Commissioners and has 16 departments, of which seven departments are headed by elected officials.

Marion County hosts a diverse range of industries, including agriculture, food processing, government, lumber, manufacturing and tourism. The County holds many distinctive communities with thriving downtowns and main streets including Salem, Keizer, Silverton, Mt.

Angel, Aumsville and many more. To support these communities and their industries, Marion County Economic Development currently partners with the Strategic Economic Development Corporation (SEDCOR), a local nonprofit specializing in Economic Development, for its work in Business Retention & Expansion and Marketing.

The Mid-Willamette valley is striving to cultivate as a hub for tourism, with opportunities for recreation, relaxation and enjoyment. The area hosts world-class wineries and breweries, waterfall hikes, colorful history and culture, and farm-to-table food. The area has many points of interest including the Oregon State Capital, Oregon Garden, Silver Falls State Park, Detroit Dam and the North Santiam River, Mt. Angel Abbey, Willamette University, Gilbert House Children Museum, and many others. Marion County Economic Development currently partners with Travel Salem and Oregon Garden to support its work in tourism promotion and marketing.

Marion County’s Economic Development Program (EDP) is hosted in the Community Services Department. The EDP develops policies and procedures that guide the department in its administration of Oregon Lottery Fund allocations, which specify funds to go towards programs and projects that create jobs, support workforce, and further economic development.

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The EDP seeks to establish a new five-year strategic plan in order to provide direction for the program over the coming years. This strategic plan will be utilized to refine and identify program mission, goals, and priority projects and activities for the planning period. The initiatives contained will strive to be ambitious while considering staffing levels. Initiatives will be based on data of economic trends and support from elected officials, stakeholders, and the general community. The EDP annual budget is developed based on the adopted strategic plan. In effect, the strategic plan provides a road map for work to be initiated during the planning timeline.

In 2017-2018, the EDP initiated its first strategic plan that guided efforts for the years 2018- 2022. This plan defined values, goals, and objectives that established a long-range vision to guide future investments. The current plan details five economic development goals including:

1. Build Organizational Capacity

2. Strategically Use Land

3. Create Business Opportunities

4. Enhance Natural Resource Innovation

5. Foster a Great Place

Although a step in a positive direction, the 2018-2022 EDSP was underutilized due to its lack of flexibility in responding to emergencies, changes in economic development needs, as well as changes in political interests and existing staffing levels. In addition, the 2018-2022 EDSP did not contain a procedure for reporting and communication, making it difficult to effectively use the plan as a guiding document for the department. Marion County seeks to ensure the 2023- 2027 EDSP is flexible and allows for varying program directions and projects, while providing a guide and direction for the program over the planning period.

As an example of the need for flexibility, over the past few years, the County has worked to assist communities in recovering from many different challenges, including the COVID-19 pandemic, subsequent pandemic workforce concerns, and the 2020 Santiam Canyon wildfires that devastated the communities and tourism in this rural scenic area.

Given recent economic challenges, the County has recognized the need to broaden its economic development focus by building on our strengths, addressing areas of economic focus, and promoting target industries and small business development. Therefore, Marion County requires a strategy for addressing the economic development needs in other key areas, to ensure continued and enhanced economic health, tax base expansion, quality job creation, and support for County services.

In addition to the primary objective of the creation of the EDSP, the County may choose to utilize the contractor’s services to support periodic reviews and evaluations of the strategy, as well as communication on outcomes of the objectives it contains. This would serve as an additional service via relevant subsequent tasks under this agreement, and is subject to further County authorizations and budget appropriations.

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3. CONTRACT TERM

The Contract is anticipated to start in April 2022. The Contract term shall be for 1 year 3 months. The parties may agree to extend the term of the Contract to complete subsequent tasks up to a maximum of 8 years in total.

4. SCHEDULE OF EVENTS

EVENT DATE

Questions and Clarifications due to Krista Ulm (kulm@co.marion.or.us) no later than 5:00 p.m. (PST)

January 26, 2022

Answers to questions posted on OregonBuys website January 28, 2022

RFP Protests Period Ends 7 calendar days prior to RFP Closing

Proposals are due no later than 4:00 p.m. (PST) at the email address listed on the cover page of the RFP. Late submittals will not be accepted.

February 8, 2022

OregonBuys Posting of Proposals Received March 8, 2022

OregonBuys Notice of Intent to Award (approximate) March 1, 2022

Notice of Intent to Award Protest Ends 7 days from Notice of Intent to Award

Contract Execution (approximate) April 1st

The County reserves the right, at its sole discretion, to adjust this schedule as it deems necessary.

5. SCOPE OF WORK

The Scope of Work for the establishment of the ESDP, shall generally consist of:

Phase 1: Trend Analysis and Preparation Task 1: Data Gathering Task 2: Economic Development Profile Report Task 3: Community Outreach Strategy Task 4: County Board of Commissioners Kick-Off work session

Phase 2: Community Outreach & Issues Identification / Prioritization

Task 1: Community Outreach Completion & Report Task 2: Economic Development Issues Identification & Prioritization Task 3: County Board of Commissioners Priorities Work Session

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Phase 3: Strategy Drafting, Review & Adoption Task 1: Drafting the Economic Development Strategy Task 2: Drafting the Economic Development Strategy Implementation Plan Task 3: Stakeholder Review & Feedback Task 4: County Board of Commissioners Strategy Work Session Task 5: County Board of Commissioners Strategy Adoption

Phase 4: ESDP Communication, Reporting & Reviews

Task 1: Strategic Plan Communication Strategy & Tools Task 2: Strategic Plan Reporting & Templates Task 3: Strategic Plan Reviews & Updates

Below is a more detailed overview of the scope of work for the project. Proposers responding to this RFP must be capable of performing the following tasks and services:

Phase 1: Trend Analysis & Preparation

This phase will consist of four tasks:

Task 1: Data Gathering Task 2: Creation of an Economic Development Profile Report Task 3: Creation of a Community Outreach Strategy Task 4: County Board of Commissioners Kick-Off Work Session

Task 1: Data Gathering

In preparing the EDSP, other relevant County, City, and Regional plans and initiatives shall be reviewed and compiled. These plans / initiatives include, but are not limited to the following:

Marion County:

o Marion County 2020 Strategic Plan (or another timelier document) o Marion County Comprehensive Plan & Rural Community Plans o 2018-2022 Marion County Economic Development Strategy

Statewide & Regional Partners:

o Oregon Business Plan o Business Oregon Strategic Plan 2018-2022 o Mid-Willamette Valley Regional Comprehensive Economic Development

Strategy (CEDS) o SEDCOR Projects & Initiatives o Local Chambers of Commerce Business Plans (as available) o Travel Oregon

2021-2023 Strategic Plan; and 2021-2025 Transformational Strategic Plan o Travel Salem COVID-19 Recovery Plan;

2021-2022 Business Plan; and 2020-2025 Strategic Plan

RFP# C25102-00001694-CS1058-22 Page 7 of 48 o Willamette Workforce Partnership Workforce Innovation & Opportunity Act Local Plan

Vision, Goals, Comprehensive Plans and/or Economic Development Strategies for each of the 20 Marion County cities and specific regions (such as the Santiam Canyon) (as available)

Role of County Staff: County staff will compile a list of all plan documents including online links (if available) and/or electronic files. In addition, County staff will provide online links and/or electronic files of example economic development strategies and plans that provide an illustration of style and content sought for the EDSP.

Role of Contractor: Contractor shall review and evaluate plan documents throughout project and utilize plan documents (with appropriate references as applicable) throughout all project deliverables. In addition, contractor shall research community and economic development strategies that have plans proven meaningful and effective in similar environments and communities.

Task 1 Deliverable: Compilation of a list of relevant county, city and regional plans and initiatives including online links and/or electronic files.

Task 2: Economic Development Profile Report

The objective of this task is to gather certain ‘baseline’ data to better understand the existing economics associated with Marion County and its various geographic regions (potentially to include: North Marion, Salem / Keizer Metro, Mid-Marion, and Santiam Canyon). The work product compiled from information gathered and analyzed would be an Economic Development Profile Report. This report will help lay the foundation for creating a realistic vision and strategic direction for economic success unique to the County and each of its regions, utilizing goals and metrics defined in the plan.

The Economic Development Profile Report shall at a minimum include the following types of data:

Economic Conditions: Unemployment, types and sizes of firms / industries, wages, new business starts, retail sales, housing prices, types of imports and exports, number of businesses closed.

Population Characteristics: Population size and growth, age, education level Labor Force Characteristics: Labor force participation, occupations, skills, commuter characteristics, productivity.

Physical Conditions: Land use, zoning, land values, condition of buildings, vacancy rates, building activity, condition and capacity of infrastructure and environmental conditions (i.e. water and wastewater infrastructure, transportation systems, air and water quality, etc.)

Business Climate: Business taxes and regulations, level of quality municipal and local government services, workforce training, access to and cost of capital, and public and private infrastructure.

Knowledge Based Resources: Industry incubators, colleges and universities, and technical training schools

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Quality of Life: Housing availability, public services, education system, crime rate, community values, cultural and recreational activities, parks, and other natural amenities.

Task 2 Deliverable: Produce an Economic Development Profile Report containing a detailed analysis for the overall County, with specific discussions of each geographic region including:

An analysis of the economic trends and the impacts on Marion County for each geographic region’s future economic composition.

Identify the County’s and the Mid-Willamette Valley’s economic role within the greater area economy (Region, State, and National), how the shared economies interact, and how each business sector contributes to the local economy.

Assess strengths and weaknesses to the workforces by industry including development, skill set and education.

Assess strengths and weaknesses to the region’s quality of life metrics (housing cost, commuting, cost of living, etc.) and its relationship to workforce retention and attraction.

Identify industries by three digit North American Industry Classification Service (NAICS) in the County, and the needs of those industries including any potential supply chain gaps, that are:

o Dominant and expected to grow, o Dominant, but waning due to industry, economic, technological, or other trends or lack of infrastructure.

o Emerging and a good match; expected to grow.

o Currently non-existent, but for which a good match for the County and/or Mid-

Willamette Valley region exists.

Compile a list of comparative advantages and disadvantages to similar, competitive markets.

Evaluate how Marion County’s economic development strategy can be leveraged to attract federal and state funding.

Executive Summary of no more than two pages detailing the results of the Economic

Development Profile Report in a visually appealing manner for use in communication.

Task 3: Community Outreach Strategy

The objective of this task is to prepare a strategy for Community Outreach to better understand the needs of the Marion County communities, businesses, and citizens as it relates to the economy and economic development. The community outreach goal is to receive input prior to drafting the EDSP and feedback on the draft plan. The aim will be to meet stakeholders and citizens in a manner deemed best to allow for useful conversations, dialogue, and feedback based on each target audience. The Community Outreach Strategy will include the overall approach and generalized timeline for how the consultant, in conjunction with the Economic Development Team, intends to gather input from various stakeholders. The Community Outreach Strategy shall at a minimum include a plan to receive feedback from the following stakeholders:

Individual Marion County Board of Commissioners, Chief Administrative Officer, and pre-identified department heads.

Marion County Chambers of Commerce, businesses leaders, entrepreneurs, and business associations.

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Marion County economic development stakeholders, including but not limited to the Strategic Economic Development Corporation (SEDCOR), Business Oregon, Travel Salem, Willamette Workforce Partnership, Mid-Willamette Valley Council of Governments, Chemeketa Community College, as well as Willamette Education Service District and local school districts.

Each of Marion County’s 20 city governments, including elected officials and high-level staff, particularly staff responsible for economic development and related activities.

Marion County citizens, including strategies to include all ages, ethnicities, socioeconomic statuses, and geographic regions.

Methods of Community Outreach shall include innovative tools for both virtual and in person communication, including but not limited to:

In-person and virtual meetings or presentations at city council meetings, chambers of commerce, high schools, youth centers, community and local colleges, community centers, social clubs, neighborhood associations, etc.

Informational videos, social media, online advertisements, interactive surveys, telephone town hall(s), etc.

In person outreach at community gathering places, including but not limited to libraries, restaurants and retail establishments, schools, community centers, etc.

Task 3 Deliverable: Produce a report of the proposed Community Outreach Strategy containing a proposed strategy for community outreach initiatives, both for input into the Economic Development Strategy, as well as for review of the draft Economic Development Strategy. The Community Outreach Strategy shall include generalized timelines and proposed communication methods based on target audiences, with detail on how Marion County’s various populations (geographic and demographic) shall be included.

Task 4: Board of County Commissioners Kick-Off Work Session

The objective of this task is to facilitate a work session with the Marion County Board of Commissioners (Board) in order to:

1. Present the findings of the Economic Development Profile Report.

2. Present the Community Outreach Strategy and seek feedback from the Board prior to implementation.

3. Facilitate discussion with the Board on preliminary economic development priorities based on the Economic Development Profile Report.

Task 4 Deliverable: Facilitate work session, including preparation of the following:

Memorandum providing an overview of topics to be discussed during the work session, including a high-level overview of findings of the Economic Development Profile Report and the Community Outreach Strategy.

PowerPoint (or other software) presentation to guide the discussion.

NOTE: Marion County Economic Development Program team shall coordinate scheduling of the meeting and work with selected contractor to comply with county work session procedures.

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Phase 2: Community Outreach and Issues Identification / Prioritization

This phase will consist of three tasks:

Task 1: Community Outreach Completion and Report Task 2: Economic Development Issues Identification and Prioritization Task 3: County Board of Commissioners Priorities Work Session

Task 1: Community Outreach Completion and Report

The objective of this task is to perform the community outreach steps detailed in the Community Outreach Strategy and receive input from community and stakeholders prior to drafting the Economic Development Strategic Plan. When implementing the community outreach steps, every effort should be made to create a balance between developing an atmosphere that encourages open dialogue and an agenda structure that frames clear examination of the economic development issues within Marion County and the Mid-Willamette Valley region.

As a culmination of the community outreach steps, Consultant shall prepare a Community Outreach Report containing the following information at a minimum:

Overall summary of the results of the community outreach steps including:

o Topic categories discussed at each specific outreach step (meeting, survey, etc.), and a summary of priorities and concerns.

o Representation of cumulative priorities from all outreach steps performed.

Details of stakeholders engaged, including names, dates of meetings, survey responses, and other pertinent information.

Task 1 Deliverable(s): Deliverables may include surveys, flyers and other communication tools, social media posts, informational videos, or other community outreach mechanisms detailed in the Community Outreach Strategy. Consultant will be tasked with drafting a Community Outreach Report detailing the results of the Community Outreach as outlined above.

Task 2: Economic Development Issues Identification and Prioritization

Using the Economic Development Profile Report, and the results of the community outreach (Community Outreach Report), the Consultant, in conjunction with the County Economic Development team, will prepare an overview of economic development issues identified, based on geographic regions and for the County for both needs and issues. Report shall also contain recommendations for priorities based on Marion County’s ability to direct change in the focus areas and how the County’s focus on these areas may impact the economic future of the County and its regions. This analysis will be used for facilitating discussions with the County Board of Commissioners and for formulating goals, objectives, and strategies of the Economic Development Strategy.

Task 2 Deliverable: Produce an Economic Development Issues Identification and Prioritization Report containing a detailed analysis of issues and priorities for the overall County, with specific discussions of each geographic region.

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Task 3: Board of County Commissioners Priorities Work Session

The objective of this task is to facilitate a work session with the Marion County Board of Commissioners in order to:

1. Present an overview of the Community Outreach Report and efforts.

2. Facilitate discussion with the Board of Commissioners on the role of the County

Economic Development Program, core values, and Commissioner’s priorities for the program based on recommendations from the Economic Development Issues Identification and Prioritization Report.

Discussions will facilitate the development of a comprehensive program mission statement that guides and reinforces County-wide economic development policies and initiatives, as well as the creation of the Economic Development Strategic Plan.

Task 3 Deliverable: Facilitate work session including preparation of the following:

Memorandum prepared in advance of the Board of County Commissioners Work Session providing an overview of topics to be discussed during the work session, including a high-level overview of findings of the Community Outreach Report and Economic Development Issues Identification and Prioritization report.

PowerPoint (or other software) presentation to guide the discussion.

Phase 3: Strategy Drafting, Review and Adoption

This phase will consist of five tasks:

Task 1: Drafting the Economic Development Strategy Task 2: Drafting the Economic Development Strategy Implementation Plan Task 3: Stakeholder Review and Feedback Task 4: County Board of Commissioners Strategy Work Session Task 5: County Board of Commissioners Strategy Adoption

Task 1: Drafting the Economic Development Strategy

Utilizing the results of the Economic Development Issues Identification and Prioritization and County Board of Commissioners direction, the Consultant will prepare a draft of the Economic Development Strategic Plan that will identify the EDSP mission, goals, objectives, and high-level tasks for the 2023-2027 time period.

The plan shall be in a format that is visually dynamic, with use of color coding, and an understanding for the use of the document both as a whole and in sections. The document shall be easy to read, and utilize charts, infographics, and pictures to demonstrate the message as often as possible. The final document shall be prepared in a manner to allow for optimum use of the document in both paper and virtual settings, with virtual settings allowing for an interactive PDF and/or virtual e-book style, utilizing interactivity with imbedded videos, hyperlinks, and other tools where possible.

The Economic Development Strategy shall include the following:

EDP mission.

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Program goals delineated in a simple manner that inspires action and direction.

Objectives and strategies for how the goals will be achieved, including a generalized timeline for how strategies can be achieved over the five-year planning period.

Information obtained during the prior phases and tasks including the Economic

Development Profile Report, Community Outreach Report, and Economic Development Issues Identification and Prioritization, either within the document or as an appendix.

Executive Summary of the findings of the Economic Development Strategy for use in standalone communication and as an introduction to the Economic Development Strategy including:

o Mission and goals infographic(s) representing the Economic Development Strategic Plan mission and goals in a visually dynamic manner; and o Overview of strategies and timeline for projects over the course of the planning term in a generalized visual way.

A summary of the relevant city, county, and regional plans and initiatives referenced during the preparation of the EDSP.

Strategy for planned reviews and updates of the Economic Development Strategy throughout the planning timeline, and recommendations for steps to refresh and refine the strategy throughout and at the end of the strategy timeline.

Task 1 Deliverable: Draft Economic Development Strategy.

Task 2: Drafting Economic Development Strategy Implementation Plan

Utilizing the goals, objectives and strategies of the EDSP, work with the EDP Team to develop an Economic Development Strategy Implementation Plan for use within the department for preparing annual budgets and staff time allocations. The EDSP Implementation Plan shall include, but not be limited by, the following:

For each of the objectives and strategies referenced in the ESDP, the following shall be included:

o Quantifiable action steps needed to achieve the objectives and strategies.

o Estimated program year from beginning to completion.

o Role clarification for lead organization and/or Marion County.

o Financial or other required resources needed to complete the action step.

o Deliverables; and o Communication metrics to demonstrate progress.

Task 2 Deliverable: Draft EDSP Implementation Plan.

Task 3: Stakeholder Review and Feedback

The objective of this task is to allow an opportunity for stakeholders and interested citizens to review and offer feedback on the draft EDSP. The steps for stakeholder review shall be detailed in the Community Outreach Strategy (see Phase 1 Task 3).

As a culmination of the community outreach steps, Consultant shall prepare a Community Outreach Report containing the following information at a minimum:

Overall summary of the results of the stakeholder review steps including:

o Recommended strategy amendments, content questions, and other feedback.

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Details of stakeholders engaged, including names, dates of meetings, survey responses, and other pertinent information.

Task 3 Deliverable: Community Outreach Report detailing the stakeholders engaged, including names, feedback received, and other pertinent information.

Task 4: Board of County Commissioners Strategy Work Session

The objective of this task is to facilitate a work session with the Marion County Board of Commissioners in order to present the draft the Economic Development Strategy, discuss stakeholder review and receive feedback from the Board. EDP team shall coordinate scheduling of the meeting and work with selected contractor to comply with county work session procedures.

Task 4 Deliverable: Facilitate work session including preparation of the following:

Memorandum providing an overview of the Economic Development Strategy, including the steps that went into its creation of the strategy, as well as the mission, goals, and strategies contained.

Task 5: Board of County Commissioners Economic Development Strategy Adoption

The objective of this task is to facilitate adoption of the Economic Development Strategy with the Marion County Board of Commissioners.

Task 5 Deliverable: Present final Economic Development Strategy at a Board Session including preparation of the following:

Phase 4: Economic Development Strategic Plan Communication and Reporting

This phase will consist of three tasks:

Task 1: Strategic Plan Communication Strategy and Tools Task 2: Strategic Plan Reporting and Templates Task 3: Strategic Plan Reviews and Updates

Task 1: Strategic Plan Communication Strategy and Tools

The objective of this task is to prepare a strategic plan communication strategy and pertinent communication tools to assist Marion County in communicating the results of the Economic Development Strategy to various external audiences. The goal is to ensure stakeholders and citizens understand the efforts Marion County is taking to support the regional economy.

The Strategic Plan Communication Strategy will include an overall approach, with recommended outreach measures and timelines, for how the EDP can maintain communication with outside

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Some examples of communications tools include, but are not limited to:

Template presentation for use in various public settings, including city council meetings, chamber of commerce meetings, high schools, youth centers, community and local colleges, etc.

Marion County Economic Development mission and goals promotion designs for use in marketing flyers, postcards, business cards, social media, and other similar mechanisms.

Short informational video(s) to describe Marion County’s EDP and its mission and goals.

Narrative(s) and visuals to update the Marion County website.

Task 1 Deliverable: Produce a report of the proposed Strategic Plan Communication Strategy containing a proposed approach for program communication initiatives. The Communication Strategy shall include recommended timelines and communication methods based on target audiences, with detail on how Marion County’s various populations (geographic and demographic) shall be included.

In support of the Strategic Plan Communication Strategy, a deliverable of this task shall also include template communication tools and narratives for each recommendation within the Communication Strategy.

County Option to Exercise Subsequent Tasks: To support the County in its communication on the EDSP, the County reserves the right to utilize contractor services to support its furthering of the Strategic Plan and exercise relevant subsequent tasks under this agreement. This option is subject to further County authorizations and budget appropriations.

Task 2: Strategic Plan Reporting and Templates

The task objective is to prepare templates for progress reporting on the strategic plan to the Marion County Board of Commissioners and interested citizens. The goal is to ensure the Marion County Board of Commissioners receives the information needed to understand progress toward identified goals. The templates shall include a standardized format for reporting during the strategic plan timeframe, with opportunities for plug-and-play narrative updates for project and program updates, including appropriate metrics. Templates shall be for:

monthly or quarterly reports.

annual report discussing the prior years activities and intended activities for the upcoming year; and final, end-of-plan report.

Role of County Staff: County staff will provide digital copies of current and prior reporting template examples for reference by Contractor.

Task 2 Deliverables: Produce three (3) report templates for use in communication to the Marion County Board of Commissioners and interested citizens throughout the planning timeline, including the following:

Monthly or quarterly reports allowing for detailed program and project-level updates.

Annual year-end report in a simplified visually dynamic style

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Final end-of-plan report, including metrics representing changes and progress over the five-year planning timeline

County Option to Exercise Subsequent Tasks: To support the County in its communication on the EDSP, the County reserves the right to utilize selected contractor services to support its furthering of the Strategic Plan and exercise relevant subsequent tasks. This option is subject to further County authorizations and budget appropriations.

Task 3: Strategic Plan Reviews and Updates

The objective of this task is to prepare a Strategic Plan Review, Update Strategy, and pertinent tools to assist Marion County in its periodic review, and update of the Strategic Plan throughout the strategic plan timeframe. The goal is to ensure the Marion County EDP has the information and tools needed to facilitate discussions with the County Board of Commissioners on the results and purpose of the strategic plan, in addition to facilitate Board of Commissioner’s program feedback.

The Strategic Plan Review and Update Strategy will include an overall approach with recommended measures and timelines for how the EDP can facilitate discussions and potential amendments to the EDSP in a systematic way during the strategic plan timeframe.

Communication Tools will include, at a minimum:

Template presentation for use in future Board of Commissioners work sessions to discuss the:

o Overview of the EDSP including:

data analysis contained, and community outreach performed.

o Strategy for amendments given current economic development trends and needs;

and o Facilitation of Board of Commissioners feedback on priorities and direction.

Task 3 Deliverables: Produce a report of the proposed Strategic Plan Review and Update Strategy containing a proposed approach for Strategic Plan Reviews and updates. The Strategic Plan Review and Update Strategy shall include recommended timelines and strategies for the facilitation of updates to the Strategic Plan during its planning timeframe.

In support of the Strategic Plan Review and Update Strategy, a deliverable of this task shall also include template tools to support periodic review and updates to the strategy, including a PowerPoint presentation (or other software) to facilitate Board of Commissioner discussion and feedback.

County Option to Exercise Subsequent Tasks: To support the County in its implementation of the EDSP, the County reserves the right to utilize selected contractor services to support its furthering of the Strategic Plan and exercise relevant subsequent tasks. This option is subject to further County authorizations and budget appropriations.

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6. PRE-PROPOSAL CONFERENCE

There will be no pre-proposal conference for this RFP.

7. INSTRUCTIONS TO PROPOSERS

Proposals are due at the County no later than the time and date set forth in the Section 4:

Schedule of Events. Proposals will be considered time-stamped and received by the County when they are received in the email inbox listed on the cover page. Email subject line shall be clearly marked with the RFP number:

C25102-00001694-CS1058-22 Economic Development Strategic Planning

Proposers must include their name and address and contact information in the body of the email.

It is the Proposer’s responsibility to ensure that proposals are received prior to the stated submission deadline and email address. Pursuant to MCPCR 20-0460, The county shall not consider late offers, withdrawals or modifications, except as permitted in sections 20-0470 or 20- 0261.

The proposal must include information responsive to items (a) through (h) set forth below. The proposal may not exceed a total of 25 single-sided, 8.5” x 11” numbered pages. Proposals shall be Microsoft 2003 compatible or searchable Adobe format and shall not be more than 50MB.

The cover letter, resumes and other required documents are excluded from the total page count.

Resumes must be included in an appendix to the proposal. Proposers must complete and submit Attachment 1: Proposal Form.

Proposers must include the following as part of their proposal:

a. Cover Letter. The proposal must be submitted with a cover letter describing the proposer’s interest and commitment to the proposed project. The letter must include the name, title, address, and telephone number of the individual to whom correspondence and other contacts should be directed during the selection process. The person authorized by the proposer to negotiate a contract with the County must sign the cover letter.

b. Approach and Management Plan. Describe the approach and management plan for providing the services. Include an organizational chart showing the proposed relationships among proposer staff, County staff, and any other parties that may have a significant role in the delivery of this program.

c. Qualifications and Experience. Provide the qualifications and experience of the key team member(s) who will work on the project. Emphasize the specific qualifications and experience from projects similar to this project for the key team members. Key team members are expected to be committed for the duration of the project. Replacement of key team members will not be permitted without prior consultation with and approval of the County.

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d. Staffing Plan. Provide a staffing plan and an estimate of the total hours, detailed by position, required for the project tasks as outlined. Discuss the workload for all key team members and their capacity to perform the requested services for the project, according to your proposed schedule.

e. Work Plan and Schedule. Describe how you will perform each task of the project, identify deliverables for each task and provide a schedule. The work plan should be in sufficient detail to demonstrate a clear understanding of the project. Discuss the approach for completing the requested services for the project deadlines. The schedule should show the expected sequence of tasks and include durations for the performance of each task, milestones, submittal dates, and review periods for each submittal. The project is expected to commence no later than March 14, 2022 and all public meetings, draft and final documents fully completed by May 31, 2023.

f. Cost Proposal. The Cost Proposal shall include: (a) the total dollar amount requested to complete the project, both overall and estimated based on fiscal year and tasks, (b) any other resources, including in-kind, that will support the proposed project, (c) the number of anticipated hours and rate of the project manager and key team members inclusive of all services, expenses and fees (i.e., Payroll expenses – hours/rate/title, Admin, Overhead, etc.).

The estimated level of hours for other staff can be summarized in general categories.

Proposer must submit Cost Proposal using Attachment 4: Cost Proposal Submission Form.

g. Cost Control. Provide information on how you will control project costs to ensure all work is completed within the negotiated budget for the project. Include the name and title of the individual responsible for cost control.

h. References. Provide at least three (3) references (names, email addresses and current phone numbers) from recent projects similar in scope and size. Include a brief description of each project associated with the reference, and the role of the respective team member(s) who would be assigned to the project. Proposer must submit references using Attachment 3:

Reference Form.

i. Additional Relevant Information. The proposer may submit additional relevant information that may be helpful in the selection process (not to exceed the equivalent of two (2) single-sided pages). Additional relevant information counts towards the 25-page proposal maximum.

8. CONTRACT FORM

By submitting a proposal, proposer agrees to comply with the requirements of the RFP, including the terms and conditions of the Sample Contract for Services (Exhibit 1). Proposer shall review the attached Contract for Services and note exceptions. Unless proposer notes exceptions in its proposal, the County intends to enter into a Contract for Services with the successful proposer substantially in the form set forth in Contract for Services (Exhibit 1). It may be possible to negotiate some provisions of the final Contract for Services; however, many provisions cannot be changed. Proposer is cautioned that the County believes modifications to the standard

RFP# C25102-00001694-CS1058-22 Page 18 of 48 provisions constitute increased risk and increased cost to the County. Therefore, the County will consider the scope of requested exceptions in the evaluation of proposals.

Any proposal that is conditioned upon the County’s acceptance of any other terms and conditions may be rejected. Any subsequent negotiated changes are subject to prior approval of the County’s Legal Counsel.

In the event that the parties do not reach mutually agreeable terms, the County may terminate negotiations and commence negotiations with the next highest-ranking proposer.

9. EVALUATION

a. Minimum Responsiveness. In order to be responsive, each proposal will be reviewed for minimum responsiveness. Failure to meet minimum responsiveness may result in rejection of the proposal. Each proposal must comply with Section 7: Instructions to Proposers and include the following to be considered minimally responsive:

[ ] Cover Letter [ ] Approach and Management Plan [ ] Qualifications and Experience [ ] Staffing Plan [ ] Work Plan and Schedule [ ] Cost Control [ ] Attachment 1: Proposal Form [ ] Attachment 2: Trade Secret Form [ ] Attachment 3: Reference Form [ ] Attachment 4: Cost Proposal Submission Form

b. Evaluation Committee. A County Evaluation Committee (CEC) will evaluate all responsive proposals. The CEC will be composed of County staff and other parties that may have relevant expertise or experience. The CEC will score and recommend proposals in accordance with the evaluation criteria set forth in this RFP. Evaluation of the proposals shall be within the sole judgment and discretion of the CEC.

c. Categories. The evaluation criteria and their respective weights are as follows:

CATEGORIES MAXIMUM POINTS POSSIBLE

General Qualifications and Experience 35

Scope of Work/Program Description 35

Cost Proposal 10

Total Points Possible 80

Interview/Presentation/Demonstration (optional) 20

Grand Total 100

RFP# C25102-00001694-CS1058-22 Page 19 of 48

d. Interviews. Proposers may need to attend an interview, either in person or virtually. The project manager and any key team members should attend the interview. The determination as to the need for interviews, evaluation criteria, the location, order and schedule of the interviews is at the sole discretion of the County. The interview panel may include representatives from the County and other agencies, but the specific composition of the panel will not be revealed prior to the interviews. The proposer must bear all presentation costs incurred to attend.

e. Best Value. The County will select the proposal that presents the best value and is most advantageous to the County and the public. Accordingly, the County may not necessarily award the proposer with the lowest price proposal if doing so would not be in the overall best interest of the County. The County reserves the right to expand or reduce the proposed scope of work during the contract negotiations based on budget constraints and to award to a single or multiple proposers.

10. AWARD NOTICE AND ACCEPTANCE PERIOD

a. After the evaluation of proposals and final consideration of all available pertinent information, the County will either reject all proposals or issue a written notice of intent to award the contract. The notice shall identify the apparent best evaluated proposal and the notice shall be provided to all proposers submitting a timely proposal. The notice shall not create any rights, interests, or claims of entitlement in the apparent best evaluated proposer.

b. The apparent best evaluated proposer should be prepared to enter into a contract with the County which shall be substantially the same as the Contract for Services in Exhibit 1 to this RFP. Notwithstanding, the County reserves the right to add terms and conditions, deemed to be in the best interest of the County, during final contract negotiations.

c. If a proposer fails to promptly sign and return the contract drawn pursuant to this RFP and final contract negotiations, the County may cancel the award and award the contract to the next best evaluated proposer.

11. PROTEST AND APPEALS

A proposer may protest the award of a contract or the intent to award a contract, whichever comes first, if the conditions set forth in ORS 279B.410(1) are satisfied. The protest must be submitted via email to the Contracts and Procurement Manager at cschlag@marion.or.us within seven (7) days after issuance of the notice of intent to award the contract. Please mark the email subject line “Protest for C25102-00001694-CS-1058-22 Economic Development Strategic Planning”.

All letters of protest shall clearly identity the reasons and basis for the protest. The Contracts and Procurement Manager will issue a written disposition in a timely manner as set forth in ORS 279B.410(4), which shall include the reason for the action taken and the process for appealing

RFP# C25102-00001694-CS1058-22 Page 20 of 48 the decision. A proposer must file a written protest with the County and exhaust all administrative remedies before seeking judicial review of the County’s contract award decision.

12. TERMS AND CONDITIONS

a. The Marion County Public Contracting Rules, found at http://www.co.marion.or.us/FIN/Pages/contracts.aspx, govern this RFP.

b. RFP Amendment, Cancellation and Right of Rejection.

i. The County reserves the unilateral right to amend this RFP in writing at any time by posting the addendum on the OregonBuys website. The County may extend the deadline for submission of proposals by written addendum. Proposers are responsible to view the website periodically for any addendum to the RFP. Proposers shall respond to the final written RFP, its exhibits and attachments, and all addenda. The County also reserves the right, in its sole discretion, to reject any and all proposals or to cancel or reissue the RFP.

ii. The County reserves the right, in its sole discretion, to waive minor informalities in proposals provided such action is in the best interest of the County. Where the County waives minor informalities in proposals, such waiver does not modify the RFP requirements or excuse the applicant from full compliance with the RFP.

Notwithstanding any minor variance, the County may hold any proposal to strict compliance with the RFP.

c. Confidentiality. The County will retain a master copy of each proposal to this RFP, which becomes public record after the notice of intent to award unless the proposal or specific parts of the proposal can be shown to be exempt by law under ORS Chapter 192. If a proposer believes that any portion of its proposal contains any information that is a trade secret under ORS 192.311-431 or otherwise is exempt from disclosure under the Oregon Public Records Law, that proposer shall complete and submit the Attachment 2: Trade Secret Form and a fully redacted version of its proposal.

Proposer is cautioned that cost information generally is not considered a trade secret under Oregon Public Records Law and identifying the proposal as confidential, in whole or in part, as exempt from disclosure is not acceptable. County advises each proposer to consult with its own legal counsel regarding disclosure issues. If proposer fails to identify the portions of the proposal that proposer claims are exempt from disclosure, proposer has waived any future claim of non-disclosure of that information.

d. Proposer Responsible for Incurred Costs. The County shall not be liable for any expenses incurred by proposer in both preparing and submitting its proposal or contract negotiation process, if any.

e. Cooperative Purchasing. Pursuant to ORS 279A.205 thru 279A.215, other public agencies within the State of Oregon may use the purchase agreement resulting from this Request for Proposals unless the Proposer expressly notes in their proposal that the prices quoted are

RFP# C25102-00001694-CS1058-22 Page 21 of 48 available to the County only. The condition of such use by other agencies is that any such agency must make and pursue contact, purchase order, delivery arrangements, and all contractual remedies directly with the successful Proposer; the County accepts no responsibility for performance by either the successful Proposer or such other agency using this agreement. With such condition, the County consents to such use by any other public agency within the State of Oregon.

13. ATTACHMENTS AND EXHIBITS

Attachment 1: Proposal Form

Attachment 2: Trade Secret Form

Attachment 3: Reference Form

Attachment 4: Cost Proposal Submission Form

Exhibit 1: County Contract for Services

14.