HomeMy WebLinkAbout065850 - General - Contract - Civic Solutions Partnership, LLC65850
City Secretary Contract No.
FORT WORTH®
VENDOR SERVICES AGREEMENT
OFFICIAL RECORD
CITY SECRETARY
FT. WORTH, TX
This VENDOR SERVICES AGREEMENT ("Agreement") is made and entered into by and
between the CITY OF FORT WORTH ("City"), a Texas home rule municipal corporation, and Civic
Solutions Partnership, LLC ("Vendor"), each individually referred to as a "party" and collectively
referred to as the "parties."
1. Scope of Services. Vendor shall develop an Economic Development Strategic Plan for the
City of Fort Worth, including the creation of all documents, presentations, reports, action plans, and key
performance metrics ("Services"), as set forth in more detail in Exhibit "A," attached hereto and
incorporated herein for all purposes.
2. Term. This Agreement begins on the date signed by the Assistant City Manager
("Effective Date") and expires one year from that date ("Expiration Date"), unless terminated earlier in
accordance with this Agreement ("Initial Term"). The Agreement may be extended for a period up to 90
days.
3. Compensation. City will pay Vendor in accordance with the provisions of this Agreement,
including Exhibit "B," which is attached hereto and incorporated herein for all purposes. Total
compensation under this Agreement will not exceed Two Hundred and Eight -Four Thousand Dollars
($284,000.00). Vendor will not perform any additional services or bill for expenses incurred for City not
specified by this Agreement unless City requests and approves in writing the additional costs for such
services. City will not be liable for any additional expenses of Vendor not specified by this Agreement
unless City first approves such expenses in writing.
3.1 Structure of Payments.
Vendor will issue monthly invoices for the amounts outlined in Exhibit "B".
Invoices will be submitted no later than the 15`x' day following the end of the month
and sent to the Economic Development Department at
iessica.rogers(a�fortworthtexas.gov or to 100 Fort Worth Trail, 14a' Floor, Fort
Worth, Texas 76102. Invoices are due and payable within 30 days of receipt.
ii. Vendor will provide the City with the monthly reporting documentation required
in Exhibit "A", which will generally be sufficient documentation to substantiate
invoices. If the City requires additional reasonable documentation, it will request
the same promptly after receiving the above -described information, and the
Vendor will provide such additional reasonable documentation to the extent the
same is available.
iii. On full and final completion of the Services, Vendor will submit a final invoice,
and City will pay any balance due within 30 days of receipt of such invoice.
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iv. In the event of a disputed or contested billing, only the portion being contested will
be withheld from payment, and the undisputed portion will be paid. City will
exercise reasonableness in contesting any bill or portion thereof. No interest will
accrue on any contested portion of the billing until the contest has been mutually
resolved.
v. For contested billings, the City shall make payment in full to Vendor within 60
days of the date the contested matter is resolved. If City fails to make such
payment, Vendor may, after giving seven days' written notice to City, suspend
services under this Agreement until paid in full, including interest calculated from
the date the billing contest was resolved. In the event of suspension of services,
Vendor will have no liability to City for delays or damages caused to City because
of such suspension of services.
4. Termination.
4.1. Written Notice. City or Vendor may terminate this Agreement at any time and for
any reason by providing the other party with 30 days' written notice of termination.
4.2 Non -appropriation of Funds. In the event no funds or insufficient funds are
appropriated by City in any fiscal period for any payments due hereunder, City will notify Vendor
of such occurrence and this Agreement will terminate on the last day of the fiscal period for which
appropriations were received without penalty or expense to City of any kind whatsoever, except as
to the portions of the payments herein agreed upon for which funds have been appropriated.
4.3 Duties and Obligations of the Parties. In the event that this Agreement is
terminated prior to the Expiration Date, City will pay Vendor for services actually rendered up to
the effective date of termination and Vendor will continue to provide City with services requested
by City and in accordance with this Agreement up to the effective date of termination. Upon
termination of this Agreement for any reason, Vendor will provide City with copies of all
completed or partially completed documents prepared under this Agreement. In the event Vendor
has received access to City Information or data as a requirement to perform services hereunder,
Vendor will return all City provided data to City in a machine-readable format or other format
deemed acceptable to City.
5. Disclosure of Conflicts and Confidential Information.
5.1 Disclosure of Conflicts. Vendor hereby warrants to City that Vendor has made full
disclosure in writing of any existing or potential conflicts of interest related to Vendor's services
under this Agreement. In the event that any conflicts of interest arise after the Effective Date of this
Agreement, Vendor hereby agrees immediately to make full disclosure to City in writing.
5.2 Confidential Information. Vendor, for itself and its officers, agents and employees,
agrees that it will treat all information provided to it by City ("City Information") as confidential
and will not disclose any such information to a third party without the prior written approval of
City.
5.3 Public Information Act. City is a government entity under the laws of the State of
Texas and all documents held or maintained by City are subject to disclosure under the Texas Public
Information Act. In the event there is a request for information marked Confidential or Proprietary,
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City will promptly notify Vendor. It will be the responsibility of Vendor to submit reasons objecting
to disclosure. A determination on whether such reasons are sufficient will not be decided by City,
but by the Office of the Attorney General of the State of Texas or by a court of competent
jurisdiction.
5.4 Unauthorized Access. Vendor must store and maintain City Information in a secure
manner and will not allow unauthorized users to access, modify, delete or otherwise corrupt City
Information in any way. Vendor must notify City immediately if the security or integrity of any
City Information has been compromised or is believed to have been compromised, in which event,
Vendor will, in good faith, use all commercially reasonable efforts to cooperate with City in
identifying what information has been accessed by unauthorized means and will fully cooperate
with City to protect such City Information from further unauthorized disclosure.
6. Right to Audit. Vendor agrees that City will, until the expiration of three (3) years after
final payment under this Agreement, or the fmal conclusion of any audit commenced during the said three
years, have access to and the right to examine at reasonable times any directly pertinent books, documents,
papers and records, including, but not limited to, all electronic records, of Vendor involving transactions
relating to this Agreement at no additional cost to City. Vendor agrees that City will have access during
normal working hours to all necessary Vendor facilities and will be provided adequate and appropriate work
space in order to conduct audits in compliance with the provisions of this section. City will give Vendor
reasonable advance notice of intended audits.
7. Independent Contractor. It is expressly understood and agreed that Vendor will operate
as an independent contractor as to all rights and privileges and work performed under this Agreement, and
not as agent, representative or employee of City. Subject to and in accordance with the conditions and
provisions of this Agreement, Vendor will have the exclusive right to control the details of its operations
and activities and be solely responsible for the acts and omissions of its officers, agents, servants,
employees, Vendors, and subcontractors. Vendor acknowledges that the doctrine of respondeat superior
will not apply as between City, its officers, agents, servants and employees, and Vendor, its officers, agents,
employees, servants, contractors, and subcontractors. Vendor further agrees that nothing herein will be
construed as the creation of a partnership or joint enterprise between City and Vendor. It is further
understood that City will in no way be considered a Co -employer or a Joint employer of Vendor or any
officers, agents, servants, employees, contractors, or subcontractors. Neither Vendor, nor any officers,
agents, servants, employees, contractors, or subcontractors of Vendor will be entitled to any employment
benefits from City. Vendor will be responsible and liable for any and all payment and reporting of taxes on
behalf of itself, and any of its officers, agents, servants, employees, contractors, or contractors.
Liability and Indemnification.
8.1 LIABILITY - VENDOR WILL BE LIABLE AND RESPONSIBLE FOR ANY
AND ALL PROPERTY LOSS, PROPERTY DAMAGE AND/OR PERSONAL INJURY,
INCLUDING DEATH, TO ANY AND ALL PERSONS, OF ANY KIND OR CHARACTER,
WHETHER REAL OR ASSERTED, TO THE EXTENT CAUSED BY THE NEGLIGENT
ACT(S) OR OMISSION(S), MALFEASANCE OR INTENTIONAL MISCONDUCT OF
VENDOR, ITS OFFICERS, AGENTS, SERVANTS, EMPLOYEES, CONTRACTORS, OR
SUBCONTRACTORS.
8.2 GENERAL INDEMNIFICATION - VENDOR HEREBY COVENANTS AND
AGREES TO INDEMNIFY, HOLD HARMLESS AND DEFEND CITY, ITS OFFICERS,
AGENTS, SERVANTS AND EMPLOYEES, FROM AND AGAINST ANYAND ALL CLAIMS
OR LAWSUITS OFANYKIND OR CHARACTER, WHETHER REAL OR ASSERTED, FOR
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EITHER PROPERTYDAMAGE OR LOSS (INCLUDING ALLEGED DAMAGE OR LOSS TO
VENDOR'S BUSINESS AND ANY RESULTING LOST PROFITS) AND/OR PERSONAL
INJURY, INCLUDING DEATH, TO ANY AND ALL PERSONS, ARISING OUT OF OR IN
CONNECTION WITH THIS AGREEMENT, TO THE EXTENT CAUSED BY THE
NEGLIGENT ACTS OR OMISSIONS OR MALFEASANCE OF VENDOR, ITS OFFICERS,
AGENTS, SERVANTS, EMPLOYEES, CONTRACTORS, OR SUBCONTRACTORS. THIS
INDEMNITY PROVISION (INCLUDING, WITHOUT LIMITATION, INDEMNITY FOR
COSTS, EXPENSES AND LEGAL FEES) IS SPECIFICALLY INTENDED TO OPERATE
AND BE APPLICABLE EVEN IF IT IS ALLEGED OR PROVED THAT ALL OR SOME OF
THE DAMAGES BEING SOUGHT WERE CAUSED AS A WHOLE OR IN PART BY ANY
ACT, OMISSION, NEGLIGENCE, GROSS NEGLIGENCE, BREACH OF CONTRACT,
INTENTIONAL CONDUCT, VIOLATION OF STATUTE OR COMMON LA W, BREACH OF
WARRANTY, PRODUCT DEFECT, STRICT PRODUCT LIABILITY, OR ANY OTHER
CONDUCT WHATSOEVER OF THE CITY.
8.3 INTELLECTUAL PROPERTY INDEMNIFICATION — Vendor agrees to
defend, settle, or pay, at its own cost and expense, any claim or action against City for
infringement of any patent, copyright, trade mark, trade secret, or similar property right
arising from City's use of the software and/or documentation in accordance with this
Agreement, it being understood that this agreement to defend, settle or pay will not apply if
City modifies or misuses the software and/or documentation. So long as Vendor bears the
cost and expense of payment for claims or actions against City pursuant to this section,
Vendor will have the right to conduct the defense of any such claim or action and all
negotiations for its settlement or compromise and to settle or compromise any such claim;
however, City will have the right to fully participate in any and all such settlement,
negotiations, or lawsuit as necessary to protect City's interest, and City agrees to cooperate
with Vendor in doing so. In the event City, for whatever reason, assumes the responsibility
for payment of costs and expenses for any claim or action brought against City for
infringement arising under this Agreement, City will have the sole right to conduct the
defense of any such claim or action and all negotiations for its settlement or compromise and
to settle or compromise any such claim; however, Vendor will fully participate and cooperate
with City in defense of such claim or action. City agrees to give Vendor timely written notice
of any such claim or action, with copies of all papers City may receive relating thereto.
Notwithstanding the foregoing, City's assumption of payment of costs or expenses will not
eliminate Vendor's duty to indemnify City under this Agreement. If the software and/or
documentation or any part thereof is held to infringe and the use thereof is enjoined or
restrained or, if as a result of a settlement or compromise, such use is materially adversely
restricted, Vendor will, at its own expense and as City's sole remedy, either: (a) procure for
City the right to continue to use the software and/or documentation; or (b) modify the
software and/or documentation to make it non -infringing, provided that such modification
does not materially adversely affect City's authorized use of the software and/or
documentation; or (c) replace the software and/or documentation with equally suitable,
compatible, and functionally equivalent non -infringing software and/or documentation at no
additional charge to City; or (d) if none of the foregoing alternatives is reasonably available
to Vendor terminate this Agreement, and refund all amounts paid to Vendor by City,
subsequent to which termination City may seek any and all remedies available to City under
law.
9. Assignment and Subcontracting.
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9.1 Assignment. Vendor will not assign or subcontract any of its duties, obligations
or rights under this Agreement without the prior written consent of City. If City grants consent to
an assignment, the assignee will execute a written agreement with City and Vendor under which
the assignee agrees to be bound by the duties and obligations of Vendor under this Agreement.
Vendor will be liable for all obligations of Vendor under this Agreement prior to the effective date
of the assignment.
9.2 Subcontract. If City grants consent to a subcontract, the subcontractor will execute
a written agreement with Vendor referencing this Agreement under which subcontractor agrees to
be bound by the duties and obligations of Vendor under this Agreement as such duties and
obligations may apply. Vendor must provide City with a fully executed copy of any such
subcontract.
10. Insurance. Vendor must provide City with certificate(s) of insurance documenting
policies of the following types and minimum coverage limits that are to be in effect prior to commencement
of any Services pursuant to this Agreement:
10.1 Coverage and Limits
(a) Commercial General Liability:
$1,000,000 - Each Occurrence
$2,000,000 - Aggregate
(b) Automobile Liability:
$1,000,000 - Each occurrence on a combined single limit basis
Coverage will be on any vehicle used by Vendor, or its employees, agents, or
representatives in the course of providing Services under this Agreement. "Any
vehicle" will be any vehicle owned, hired and non -owned.
(c) Worker's Compensation:
Statutory limits according to the Texas Workers' Compensation Act or any other
state workers' compensation laws where the Services are being performed
Employers' liability
$100,000 -
Bodily Injury by accident; each accident/occurrence
$100,000 -
Bodily Injury by disease; each employee
$500,000 -
Bodily Injury by disease; policy limit
(d) Professional Liability (Errors & Omissions):
$1,000,000 - Each Claim Limit
$1,000,000 - Aggregate Limit
Professional Liability coverage may be provided through an endorsement to the
Commercial General Liability (CGL) policy, or a separate policy specific to
Professional E&O. Either is acceptable if coverage meets all other requirements.
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Coverage must be claims -made, and maintained for the duration of the contractual
agreement and for two (2) years following completion of services provided. An
annual certificate of insurance must be submitted to City to evidence coverage.
10.2 General Requirements
(a) The commercial general liability and automobile liability policies must
name City as an additional insured thereon, as its interests may appear. The term
City includes its employees, officers, officials, agents, and volunteers in respect to
the contracted services.
(b) The workers' compensation policy must include a Waiver of Subrogation
(Right of Recovery) in favor of City.
(c) A minimum of Thirty (30) days' notice of cancellation or reduction in
limits of coverage must be provided to City. Ten (10) days' notice will be
acceptable in the event of non-payment of premium. Notice must be sent to the
Risk Manager, City of Fort Worth, 100 Fort Worth Trail, Fort Worth, Texas 76102,
with copies to the Fort Worth City Attorney at the same address.
(d) The insurers for all policies must be licensed and/or approved to do
business in the State of Texas. All insurers must have a minimum rating of A- VII
in the current A.M. Best Key Rating Guide, or have reasonably equivalent financial
strength and solvency to the satisfaction of Risk Management. If the rating is
below that required, written approval of Risk Management is required.
(e) Any failure on the part of City to request required insurance
documentation will not constitute a waiver of the insurance requirement.
(f) Certificates of Insurance evidencing that Vendor has obtained all required
insurance will be delivered to the City prior to Vendor proceeding with any work
pursuant to this Agreement.
11. Compliance with Laws, Ordinances, Rules and Regulations. Vendor agrees that in the
performance of its obligations hereunder, it will comply with all applicable federal, state and local laws,
ordinances, rules and regulations and that any work it produces in connection with this Agreement will also
comply with all applicable federal, state and local laws, ordinances, rules and regulations. If City notifies
Vendor of any violation of such laws, ordinances, rules or regulations, Vendor must immediately desist
from and correct the violation.
12. Non -Discrimination Covenant. Vendor, for itself, its personal representatives, assigns,
contractors, subcontractors, and successors in interest, as part of the consideration herein, agrees that in the
performance of Vendor's duties and obligations hereunder, it will not discriminate in the treatment or
employment of any individual or group of individuals on any basis prohibited by law. IF ANY CLAIM
ARISES FROM AN ALLEGED VIOLATION OF THIS NON-DISCRIMINATION COVENANT
BY VENDOR, ITS PERSONAL REPRESENTATIVES, ASSIGNS, CONTRACTORS,
SUBCONTRACTORS, OR SUCCESSORS IN INTEREST, VENDOR AGREES TO ASSUME
SUCH LIABILITY AND TO INDEMNIFY AND DEFEND CITY AND HOLD CITY HARMLESS
FROM SUCH CLAIM.
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13. Notices. Notices required pursuant to the provisions of this Agreement will be
conclusively determined to have been delivered when (1) hand -delivered to the other party, its agents,
employees, servants or representatives or (2) received by the other party by United States Mail, registered,
return receipt requested, addressed as follows:
To CITY:
City of Fort Worth
Attn: Assistant City Manager
100 Fort Worth Trail
Fort Worth, TX 76102
Facsimile: (817) 392-8654
With copy to Fort Worth City Attorney's Office at
same address
To VENDOR:
Civic Solutions Partnership, LLC
Laura Huffman, CEO and Principal
PO Box 27382
Austin, TX 78755
14. Solicitation of Employees. Neither City nor Vendor will, during the term of this
Agreement and additionally for a period of one year after its termination, solicit for employment or employ,
whether as employee or independent contractor, any person who is or has been employed by the other
during the term of this Agreement, without the prior written consent of the person's employer.
Notwithstanding the foregoing, this provision will not apply to an employee of either party who responds
to a general solicitation of advertisement of employment by either party.
15. Governmental Powers. It is understood and agreed that by execution of this Agreement,
City does not waive or surrender any of its governmental powers or immunities.
16. No Waiver. The failure of City or Vendor to insist upon the performance of any term or
provision of this Agreement or to exercise any right granted herein does not constitute a waiver of City's or
Vendor's respective right to insist upon appropriate performance or to assert any such right on any future
occasion.
17. Governing Law / Venue. This Agreement will be construed in accordance with the laws
of the State of Texas. If any action, whether real or asserted, at law or in equity, is brought pursuant to this
Agreement, venue for such action will lie in state courts located in Tarrant County, Texas or the United
States District Court for the Northern District of Texas, Fort Worth Division.
18. Severability. If any provision of this Agreement is held to be invalid, illegal or
unenforceable, the validity, legality and enforceability of the remaining provisions will not in any way be
affected or impaired.
19. Force Majeure. City and Vendor will exercise their best efforts to meet their respective
duties and obligations as set forth in this Agreement, but will not be held liable for any delay or omission
in performance due to force majeure or other causes beyond their reasonable control, including, but not
limited to, compliance with any government law, ordinance, or regulation; acts of God; acts of the public
enemy; fires; strikes; lockouts; natural disasters; wars; riots; epidemics or pandemics; government action
or inaction; orders of government; material or labor restrictions by any governmental authority;
transportation problems; restraints or prohibitions by any court, board, department, commission, or agency
of the United States or of any States; civil disturbances; other national or regional emergencies; or any other
similar cause not enumerated herein but which is beyond the reasonable control of the Party whose
performance is affected (collectively, "Force Majeure Event"). The performance of any such obligation is
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suspended during the period of, and only to the extent of, such prevention or hindrance, provided the
affected Party provides notice of the Force Majeure Event, and an explanation as to how it prevents or
hinders the Party's performance, as soon as reasonably possible after the occurrence of the Force Majeure
Event, with the reasonableness of such notice to be determined by the City in its sole discretion. The notice
required by this section must be addressed and delivered in accordance with Section 13 of this Agreement.
20. Headings not Controlling. Headings and titles used in this Agreement are for reference
purposes only, will not be deemed a part of this Agreement, and are not intended to define or limit the scope
of any provision of this Agreement.
21. Review of Counsel. The parties acknowledge that each party and its counsel have
reviewed and revised this Agreement and that the normal rules of construction to the effect that any
ambiguities are to be resolved against the drafting party will not be employed in the interpretation of this
Agreement or its Exhibits.
22. Amendments / Modifications / Extensions. No amendment, modification, or extension
of this Agreement will be binding upon a party hereto unless set forth in a written instrument, which is
executed by an authorized representative of each party.
23. Counterparts. This Agreement may be executed in one or more counterparts and each
counterpart will, for all purposes, be deemed an original, but all such counterparts will together constitute
one and the same instrument.
24. Warranty of Services. Vendor warrants that its services will be of a high quality and
conform to generally prevailing industry standards. City must give written notice of any breach of this
warranty within thirty (30) days from the date that the services are completed. In such event, at Vendor's
option, Vendor will either (a) use commercially reasonable efforts to re -perform the services in a manner
that conforms with the warranty, or (b) refund the fees paid by City to Vendor for the nonconforming
services.
25. Immigration Nationality Act. Vendor must verify the identity and employment eligibility
of its employees who perform work under this Agreement, including completing the Employment
Eligibility Verification Form (I-9). Upon request by City, Vendor will provide City with copies of all I-9
forms and supporting eligibility documentation for each employee who performs work under this
Agreement. Vendor must adhere to all Federal and State laws as well as establish appropriate procedures
and controls so that no services will be performed by any Vendor employee who is not legally eligible to
perform such services. VENDOR WILL INDEMNIFY CITY AND HOLD CITY HARMLESS FROM
ANY PENALTIES, LIABILITIES, OR LOSSES DUE TO VIOLATIONS OF THIS PARAGRAPH
BY VENDOR, VENDOR'S EMPLOYEES, CONTRACTORS, SUBCONTRACTORS, OR
AGENTS. City, upon written notice to Vendor, will have the right to immediately terminate this Agreement
for violations of this provision by Vendor.
26. Ownership of Work Product. City will be the sole and exclusive owner of all reports,
work papers, procedures, guides, and documentation that are created, published, displayed, or produced in
conjunction with the services provided under this Agreement (collectively, "Work Product"). Further, City
will be the sole and exclusive owner of all copyright, patent, trademark, trade secret and other proprietary
rights in and to the Work Product. Ownership of the Work Product will inure to the benefit of City from
the date of conception, creation or fixation of the Work Product in a tangible medium of expression
(whichever occurs first). Each copyrightable aspect of the Work Product will be considered a "work -made -
for -hire" within the meaning of the Copyright Act of 1976, as amended. If and to the extent such Work
Product, or any part thereof, is not considered a "work -made -for -hire" within the meaning of the Copyright
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Act of 1976, as amended, Vendor hereby expressly assigns to City all exclusive right, title and interest in
and to the Work Product, and all copies thereof, and in and to the copyright, patent, trademark, trade secret,
and all other proprietary rights therein, that City may have or obtain, without further consideration, free
from any claim, lien for balance due, or rights of retention thereto on the part of City.
27. Signature Authority. The person signing this Agreement hereby warrants that they have
the legal authority to execute this Agreement on behalf of the respective party, and that such binding
authority has been granted by proper order, resolution, ordinance or other authorization of the entity. This
Agreement and any amendment hereto, may be executed by any authorized representative of Vendor. Each
party is fully entitled to rely on these warranties and representations in entering into this Agreement or any
amendment hereto.
28. Change in Company Name or Ownership. Vendor must notify City's Purchasing
Manager, in writing, of a company name, ownership, or address change for the purpose of maintaining
updated City records. The president of Vendor or authorized official must sign the letter. A letter indicating
changes in a company name or ownership must be accompanied with supporting legal documentation such
as an updated W-9, documents filed with the state indicating such change, copy of the board of director's
resolution approving the action, or an executed merger or acquisition agreement. Failure to provide the
specified documentation so may adversely impact future invoice payments.
29. No Boycott of Israel. If Vendor has fewer than 10 employees or this Agreement is for
less than $100,000, this section does not apply. Vendor acknowledges that in accordance with Chapter
2271 of the Texas Government Code, the City is prohibited from entering into a contract with a company
for goods or services unless the contract contains a written verification from the company that it: (1) does
not boycott Israel; and (2) will not boycott Israel during the term of the contract. The terms "boycott Israel"
and "company" has the meanings ascribed to those terms in Section 2271 of the Texas Government Code.
By signing this Agreement, Vendor certifies that Vendor's signature provides written verification to
the City that Vendor: (1) does not boycott Israel; and (2) will not boycott Israel during the term of
the Agreement.
30. Prohibition on Boycotting Energy Companies. Vendor acknowledges that in
accordance with Chapter 2276 of the Texas Government Code, City is prohibited from entering into a
contract for goods or services that has a value of $100,000 or more that is to be paid wholly or partly from
public funds of the City with a company with 10 or more full-time employees unless the contract contains
a written verification from the company that it: (1) does not boycott energy companies; and (2) will not
boycott energy companies during the term of the contract. To the extent that Chapter 2276 of the
Government Code is applicable to this Agreement, by signing this Agreement, Vendor certifies that
Vendor's signature provides written verification to City that Vendor: (1) does not boycott energy
companies; and (2) will not boycott energy companies during the term of this Agreement.
31. Prohibition on Discrimination Against Firearm and Ammunition Industries. Vendor
acknowledges that except as otherwise provided by Chapter 2274 of the Texas Government Code, City is
prohibited from entering into a contract for goods or services that has a value of $100,000 or more that is
to be paid wholly or partly from public funds of the City with a company with 10 or more full-time
employees unless the contract contains a written verification from the company that it: (1) does not have a
practice, policy, guidance, or directive that discriminates against a firearm entity or firearm trade
association; and (2) will not discriminate during the term of the contract against a firearm entity or firearm
trade association. To the extent that Chapter 2274 of the Government Code is applicable to this
Agreement, by signing this Agreement, Vendor certifies that Vendor's signature provides written
verification to City that Vendor: (1) does not have a practice, policy, guidance, or directive that
discriminates against a firearm entity or firearm trade association; and (2) will not discriminate
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against a firearm entity or firearm trade association during the term of this Agreement.
32. Electronic Signatures. This Agreement may be executed by electronic signature, which
will be considered as an original signature for all purposes and have the same force and effect as an original
signature. For these purposes, "electronic signature" means electronically scanned and transmitted versions
(e.g. via pdf file or facsimile transmission) of an original signature, or signatures electronically inserted via
software such as Adobe Sign.
33. Entirety of Agreement. This Agreement contains the entire understanding and agreement
between City and Vendor, their assigns and successors in interest, as to the matters contained herein. Any
prior or contemporaneous oral or written agreement is hereby declared null and void to the extent in conflict
with any provision of this Agreement.
34. Small Business Ordinance Compliance. In accordance with the City's Small Business
Ordinance, Chapter 21 of the City Code, the City has established a Small Business Goal for the goods
and/or services being procured pursuant to this Agreement. Vendor will comply with the Small
Business Ordinance. The Small Business Utilization Form submitted by Vendor is attached hereto as
"Exhibit C" and is incorporated herein by reference. Failure to comply with the utilization commitment
listed in "Exhibit C" may result in the Vendor not being considered a responsible bidder on any future
bidding opportunities with the City of Fort Worth.
(signature page follows)
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ACCEPTED AND AGREED:
CITY OF FORT WORTH:
ba,ta aff
By:
Dana Burghdoff (Sep 21,'26 15:50: 2rCDT)
Name: Dana Burghdoff
Title: Assistant City Manager
Date: 09/21/2026
APPROVAL RECOMMENDED:
By:
Name:
Title:
Jess Rogers (Sep 21, 2026 14:22:48 CDT)
Jessica Rogers
Economic Development Director
ATTEST:
By:
Name
Title:
A ,lSa_ca,
Jannette S. Goodall
City Secretary
VENDOR:
Civic Solutions Partnership, LLC
By:
Name
Title:
La"I-a 1f" gran
Laura Huffman (Sep 1,202614:05:24 CDT)
Laura Huffman
CEO and Principal
CONTRACT COMPLIANCE MANAGER:
By signing I acknowledge that I am the person
responsible for the monitoring and administration of
this contract, including ensuring all performance and
reporting requirements.
By:
Name:
Title:
Jessi a ogers (Sep 21, 2026 14:22:48 CDT)
Jessica Rogers
Economic Development Director
APPROVED AS TO FORM AND LEGALITY:
By:
Name:
Title:
Amarna Muhammad
Assistant City Attorney
CONTRACT AUTHORIZATION:
M&C: M&C 26-0752; Approved 8/11/2026
Form 1295: 2026-1489881
OFFICIAL RECORD
CITY SECRETARY
FT. WORTH, TX
Vendor Services Agreement Page 11 of 11
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City Secretary Contract No.
EXHIBIT A
SCOPE OF SERVICES
Services shall be rendered in accordance with the Vendor's submitted bid response, which is
incorporated herein by reference for all purposes.
1. Project Overview and Objectives
a. General Overview
The Vendor has been selected to develop an Economic Development Strategic Plan for
the City of Fort Worth, including the creation of all documents, presentations, reports,
action plans, and key performance metrics. The strategic plan must include an assessment
of the current economic environment, market conditions and competitive landscape, a
strategic vision and goals for various economic development functions and programs,
policy recommendations related to the City of Fort Worth organization or associated
economic development partners, economic development programs and incentives, and a
short- (1-2 years), mid- (3-5 years), and long-term (5+ years) implementation and action
plan with metrics.
All components of the plan must be based on quantitative data from reputable sources,
analytical studies facilitated by the Consultant, and qualitative data gathered through
community engagement, market studies, case studies, and discussions with designated
stakeholders. Stakeholders for the purpose of developing the plan include, but are not
limited to, representatives from the City of Fort Worth, Fort Worth Economic
Development Partnership, Tarrant County, Fort Worth Chamber of Commerce, Fort
Worth Hispanic Chamber of Commerce, Fort Worth Metropolitan Black Chamber of
Commerce, Cultural District Alliance, East Fort Worth Business Association, Near
Southside, Inc., Fort Worth Stockyards, Inc., Downtown Fort Worth, Inc., Real Estate
Council of Greater Fort Worth, Commercial Real Estate for Women, Trinity Metro, Fort
Worth Film Commission, Workforce Solutions, business leaders from throughout the
community, school district leaders, and higher educational institutions.
The implementation plan must provide clear guidance on how projects, programs,
initiatives, and tasks will help the City achieve the strategic plan's vision and goals, and
must include trackable, measurable key performance indicators (KPIs) via the creation of
a performance dashboard and KPI framework. The result shall be specific enough to
execute, measurable enough to evaluate, and grounded in both field and institutional
knowledge.
b. Organizational Divisions
The Economic Development Strategic Plan shall address strategies and focus areas across
all economic -development -related activities and programs, including guidance for the
Civic Solutions Partnership LLC Scope of Services — Exhibit A
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City Secretary Contract No.
City's three primary Economic Development divisions: Small Business, Business
Attraction and Retention, and Revitalization.
c. Project Goals
Vendor shall develop an Economic Development Strategic Plan that achieves the
following goals:
• Improve the economic vitality and attractiveness of the City;
• Support efforts in building a stronger economic base and increase the City's
ability to compete for projects regionally, nationally, and internationally;
• Build on the City's existing strengths in advanced manufacturing, energy,
healthcare, aviation/aerospace, information technology, professional services, and
transportation and logistics;
• Identify new business opportunities or emerging industries and cultivate new
business sectors or clusters;
• Determine appropriate role for the City in broader economic development
activities and engagement with key partners;
• Promote an economic environment and development pattern, consistent with the
City's Comprehensive Plan, that will help attract highly skilled and educated
professionals;
• Align economic development efforts to leverage major infrastructure projects;
• Support efforts to attract new investment to the City, particularly in targeted
investment areas, and to maximize the impact of such investment on the City;
• Develop a framework for a sustainable revitalization program that aligns
community needs and encourages appropriate redevelopment and investment; and
• Develop a formal strategy, metrics, and tools related to measuring the success of
proposed and implemented economic development efforts.
2. Detailed Description of Services and Tasks
The Vendor shall complete all tasks outlined in the Bid Response, including performing all
required work, preparing all deliverables, and coordinating with City staff. During Phase 1 of the
engagement, City and Vendor shall develop a work plan, which, upon fmalization, is
incorporated herein for all purposes.
3. City Responsibilities
The City will provide timely access to relevant staff; contacts for meeting facilitation and
coordination; stakeholder connections; and all relevant information, data, plans, policies, or other
City materials necessary to support completion of the Vendor's Scope of Work.
Additionally, the City will:
• Designate a project manager and identify key personnel to be involved or informed
throughout the Strategic Plan development process.
• Facilitate the appointment of a Strategic Plan Steering Committee and provide relevant
contact information.
Civic Solutions Partnership LLC Scope of Services — Exhibit A
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City Secretary Contract No.
• Approve project methodologies, including data analysis, assumptions, and conclusions.
• Review and provide feedback on deliverables or reports according to agreed -upon
timelines.
• Approve a communications plan and assist with information dissemination.
• Publicize activities, as needed, through City channels.
• Facilitate reasonable access to City venues, virtual platforms, and resources.
4. Monthly Reporting
The Vendor shall provide the City's designated project manager with a monthly report, due the
last day of each month, that includes:
• A recap of completed meetings, tasks, deliverables, reports, and objectives from the prior
month;
• Status updates on ongoing meetings, tasks, deliverables, reports, and objectives;
• Plans for meetings, tasks, deliverables, reports, and objectives scheduled for the next 30
days;
• A list of resources, contacts, or information that is needed from the City; and
• Any planned communication or engagement needs for the upcoming 60 days.
5. Deliverables
In accordance with the Vendor's Bid Response and finalized Work Plan, the following
deliverables are to be provided as part of the Strategic Plan development:
a. Phase 1 (Months 1-2)
• Deliverables
o Project kickoff and strategic alignment
o Work plan and engagement calendar
o Steering committee formation and orientation
o Historical assessment, prior plan review, and policy audit
o In -market visit, steering committee launch, and leadership discovery
interviews
o Ongoing project management and coordination
o Fort Worth Operating System: Current state assessment
• Output
o Fort Worth Strategic Plan Launch and Alignment Briefing
b. Phase 2 (Months 2-5)
• Deliverables
o Peer city benchmarking and comparative analysis
o Industry cluster, sector opportunity, and emerging trends analysis
o Commercial real estate, land use, and corridor assessment
o Innovation districts maturity framework
o Revitalization target areas evaluation
o Workforce, occupation, and talent pipeline analysis
o Small business and entrepreneurship ecosystem analysis
Civic Solutions Partnership LLC Scope of Services — Exhibit A
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City Secretary Contract No.
o Fort Worth at One Million strategic position paper
• Output
o Fort Worth at One Million strategic position paper
c. Phase 3 (Months 4-7)
• Deliverables
o One-on-one leadership and council interviews
o Industry and sector roundtables
o Site selector and corporate real estate session
o Innovation district leadership sessions
o Partner ecosystem working sessions
o Revitalization labs
o Business and stakeholder survey instrument
o Engagement findings and market intelligence report
• Output
o Engagement findings and market intelligence report
d. Phase 4 (Months 6-9)
• Deliverables
o The Fort Worth Strategic Framework: Strategic priorities for the next
decade
o Strategic vision validation workshops
o City Council and elected leadership briefing
• Output
o The Fort Worth Strategic Framework: Strategic priorities for the next
decade
e. Phase 5 (Months 9-12)
• Deliverables
o The Fort Worth Economic Development Strategic Plan
o Implementation Roadmap and Year One Work Plan
o The Fort Worth Operating System: Implementation Architecture
o Performance dashboard and KPI framework
o Final plan design, council presentation, and communications and
activation toolkit
• Output
o Final Fort Worth Economic Development Strategic Plan
Civic Solutions Partnership LLC Scope of Services — Exhibit A
EXHIBIT A
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CREATION OF AN ECONOMIC
DEVELOPMENT STRATEGIC PLAN
FOR THE CITY OF FORT WORTH, TEXAS
Civic Solutions Partnership LLC
Laura Huffman Steven Pedigo
laura@civicsol.com steven@civicsol.com
+1 (512) 422-3948 +1 (617) 785-0807
civicsol.com
CIVICSOL
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01. COVER LETTER
May 7, 2026
Re: Economic Development Strategic Plan—RFP 26-0165
Dear Members of the Evaluation Panel,
Civic Solutions Partnership LLC (CivicSol) is pleased to submit this proposal for the City of
Fort Worth's Economic Development Strategic Plan. CivicSol is an Austin -based,
women -owned LLC small business specializing in economic development strategy,
workforce planning, and the institutional architecture that turns plans into sustained
results. The firm was formed in 2020 by Laura Huffman and Steven Pedigo. Our principals
bring nearly fifty years of combined experience in city leadership, economic development
strategy, and the public -private collaboration that drives major American cities forward.
What CivicSol brings to a project like Fort Worth's is a combination this field rarely
produces in a single firm. We operate at the top of the field in economic development
research, analysis, and strategy. Through our partnership with Lightcast, the nation's
leading labor market intelligence firm, the analytical work is grounded in the same data
the most sophisticated corporate site selectors use to make their decisions. We also
operate at the top of the field in implementation. Strategy is where most firms stop. Our
principal leadership includes direct, senior experience inside fast-growing American city
governments and major chambers of commerce —the kind of operating knowledge that
lets CivicSol carry strategy through to budget requests, Council actions, departmental
implementation, and the performance measurement that actually tells you whether the
plan worked. Our active North Texas portfolio —anchored by the Strategic Visioning
Process for the North Central Texas Council of Governments through 2050 —means we
arrive in Fort Worth with regional intelligence that few national firms can match.
CivicSol's current portfolio includes active engagements with the North Central Texas
Council of Governments, Greater Portland (Oregon), and several Texas communities.
Several existing engagements will conclude during the early months of this project, freeing
additional principal capacity as the Fort Worth engagement deepens. Both principals will
lead this engagement personally, supported by the integrated team described in Section
03, with the capacity to deliver the work at full depth within the RFP's 8 to 12 month
timeline.
We would welcome the opportunity to bring this work to Fort Worth.
Sincerely,
Steven Pedigo
Co -Founder, CivicSol
Laura Huffman
CEO + Co -Founder, CivicSol
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02. EXECUTIVE SUMMARY
Few American cities are doing what Fort Worth is doing. The City crossed one million
residents in 2023, sits among the eleven largest in the United States, and is now one of the
fastest -growing major cities in America. Since the Fort Worth Economic Development
Partnership formed in 2023, the City has attracted nearly $10 billion in capital investment
and 11,000 new jobs, anchored by Bell, Siemens, Wistron, Embraer, and two artificial
intelligence supercomputing sites. Site Selection magazine named FWEDP one of just
twenty 2025 Mac Conway Award honorees nationally. By every measure economic
developers care about, Fort Worth is winning. The question this Strategic Plan must
answer is what comes next.
The 2017 plan was developed for a smaller, more centralized economic development
model. Today, the City runs Small Business Development, Revitalization, and incentive
negotiation in-house; FWEDP runs outbound recruitment as a separately funded
organization with its own board; the Fort Worth, Hispanic, and Metropolitan Black
Chambers each lead distinct functions; and six district organizations represent specific
geographies from Near Southside Inc. to Downtown Fort Worth Inc. to the East Fort
Worth Business Association. At the same time, the scale and complexity of Fort Worth's
economic development landscape has expanded significantly:
Four innovation districts at different stages of maturity
Seven Revitalization Target Areas connecting neighborhood capacity to growth
A 2026 Bond Program directing capital to neighborhood infrastructure
FIFA World Cup investment and global visibility
None of these dynamics, at their current scale, shaped the 2017 framework.
The plan is not an update. It is a recalibration of how Fort Worth runs its economic
development apparatus across the City, FWEDP, the chambers, the district organizations,
and the regional partners whose decisions shape what is possible inside the city limits.
That recalibration has four obligations. A governance architecture that names how the
partner ecosystem runs the strategy together after adoption, because plans that do not
answer that question become binders on shelves within eighteen months. An industry
strategy honest about which clusters Fort Worth genuinely leads at national scale and
which it is presently competing for, because the difference will determine whether the
next decade builds advantage or extends a recruitment posture that gets harder to sustain
as the region gets more competitive. A revitalization framework that brings Stop Six,
Historic Northside, Polytechnic Heights, Las Vegas Trail, Como, Cobb Park, and Evans &
Rosedale into the same strategic conversation as recruitment, because growth that does
not reach the neighborhoods that built Fort Worth is growth the City's own values cannot
defend. A measurement and accountability system every partner can use, because what
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cannot be measured cannot be governed, and what cannot be governed cannot withstand
the political turbulence the next decade will bring.
CivicSol's approach delivers all four through a five -phase engagement mapped to the
RFP's three required phases of Assessment, Vision, and Implementation. Phase 01
grounds the work in an institutional diagnostic and partner alignment. Phase 02 builds the
analytical foundation, including the strategic position paper that anchors the engagement.
Phase 03 brings the people building, leading, and living in Fort Worth's economy into the
work through structured engagement at every layer. Phase 04 produces the validated
strategic framework and the partner role recommendations the RFP's eight focus areas
require. Phase 05 delivers the implementation road map, the operating system
architecture, and the performance infrastructure that determine whether the plan drives
the next decade. The result will be specific enough to execute, measurable enough to
evaluate, and grounded in the institutional realities that will determine whether Fort
Worth's next decade builds on what FWEDP has produced or runs into the friction of an
operating model designed for a smaller city.
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O5. DETAILED TECHNICAL PROPOSAL
CivicSol's approach is organized around five integrated phases that deliver every
component the RFP requires across its three required phases of Assessment, Vision, and
Implementation. Each phase carries its own analytical purpose, delivers specific outputs
that feed the phases that follow, and answers a core strategic question. The mapping
between CivicSol's five phases and the RFP's three phases is shown in each phase header
so the panel can trace responsiveness directly.
The engagement is principal -led from kickoff through City Council adoption, with Steven
Pedigo and Laura Huffman directing the work alongside the integrated team described in
Section 03. The Stakeholder Engagement Plan and twelve-month project schedule follow
the phase descriptions at the end of this section.
PHASE O1. LAUNCH AND GROUND THE WORK
Building the Foundation and Aligning Fort Worth's Economic Development Partners
Months 1- 2 1 Maps to RFP Phase One: Assessment
CORE STRATEGIC QUESTION
How does Fort Worth's distributed economic development apparatus currently function,
and what does the next plan need to address to align the City, FWEDP, the chambers, the
district organizations, and the regional partners around a shared strategic direction?
WHY THIS MATTERS
Fort Worth's economic development apparatus is more distributed than most major
American cities. Three chambers, six district organizations, FWEDP as a separately
funded recruitment entity, and a City Economic Development Department running Small
Business Development, Revitalization, and incentive negotiation all coordinate, formally
and informally, against a strategic plan that has not been substantively updated since
2017. A plan that begins before this system is mapped, before the leadership voices are
captured, and before the prior plan's accomplishments and gaps are honestly assessed will
produce recommendations the partner ecosystem rejects on contact. Phase 01 ensures
the engagement starts with an institutional understanding that matches Fort Worth's
actual complexity.
WHAT WE WILL DELIVER
1.1 PROJECT KICKOFF AND STRATEGIC ALIGNMENT
We will facilitate a structured kickoff session with City Economic Development
Department leadership and FWEDP to confirm project scope, milestones, decision points,
and communication protocols. The session will surface early hypotheses about Fort
Worth's competitive position, the strategic questions the plan must resolve, and the
institutional dynamics that will shape how recommendations land. Outputs include
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confirmed project objectives, a shared decision -making framework, and alignment on how
findings will be reviewed and validated across the engagement.
1.2 WORK PLAN AND ENGAGEMENT CALENDAR
We will develop a detailed, living work plan mapping every phase, task, stakeholder
touchpoint, and deliverable across the full twelve-month engagement. The calendar
identifies when key decisions require Steering Committee input, when findings will be
presented for validation, and when partner organizations will be engaged.
1.3 STEERING COMMITTEE FORMATION AND ORIENTATION
Working with the City and FWEDP, we will help identify and convene a Steering
Committee drawn from City leadership, FWEDP, the three chambers, district
organizations, anchor employers, civic leaders, and community voices. The Committee
validates findings at each phase milestone and builds the shared ownership that
accelerates adoption of the final plan. We will lead an inaugural orientation session to
confirm roles, establish meeting cadence, and review the work plan.
1.4 HISTORICAL ASSESSMENT, PRIOR PLAN REVIEW, AND POLICY AUDIT
We will conduct a structured review of the documents and decisions that have shaped
Fort Worth's economic development approach. This includes the 2017 Economic
Development Strategic Plan and its 2022 update; FWEDP performance data since the
organization's 2023 formation; the City's Comprehensive Plan and its alignment with
current economic development policy; the City's incentive policies and tools, including
Chapter 380 agreements, Tax Increment Reinvestment Zones (TIRZ), Public Improvement
Districts (PIDs), and Opportunity Zone activity; and the values, principles, formal and
informal practices, and organizational decisions that have defined Fort Worth's economic
development approach over time. The review produces a synthesis memo identifying
what has been accomplished, what still applies, and where the next plan must go further.
1.5 IN -MARKET VISIT, STEERING COMMITTEE LAUNCH, AND LEADERSHIP
DISCOVERY INTERVIEWS
Our principals will visit Fort Worth for a comprehensive in -market immersion before
analysis begins. The visit will include a full city tour covering the four Innovation Districts,
the Stockyards, the Cultural District, and the seven Revitalization Target Areas. We will
conduct 8 to 10 structured discovery interviews with Mayor Mattie Parker, FWEDP CEO
Robert Allen and Board Chair Mike Berry, City Economic Development Director Robert
Sturns, leadership at the Fort Worth Chamber, Hispanic Chamber, and Metropolitan Black
Chamber, and selected City Council members. The inaugural Steering Committee session
takes place during this visit. These conversations surface the institutional dynamics,
political context, and strategic priorities that data alone cannot reveal.
1.6 ONGOING PROJECT MANAGEMENT AND COORDINATION
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Throughout the engagement, we will maintain biweekly coordination calls with City and
FWEDP staff, a shared project tracker documenting milestones and deliverables, and
monthly progress summaries. All deliverables undergo internal peer review before
submission.
1.7 THE FORT WORTH OPERATING SYSTEM: CURRENT STATE ASSESSMENT
We will produce the first deliverable in the signature Fort Worth Operating System
framework, which runs through Phase 04 strategic recommendations and Phase 05
implementation architecture. The Current State Assessment is a structured diagnostic of
how Fort Worth's distributed economic development system currently coordinates to
deliver outcomes. The mapping covers the City of Fort Worth, FWEDP, the three
chambers of commerce, the six district organizations, and regional partners including
NCTCOG, Trinity Metro, Workforce Solutions Tarrant County, Tarrant County, and Fort
Worth Independent School District. The assessment maps mandates, funding sources,
performance indicators, and coordination mechanisms; identifies where the system is
producing results and where it is producing friction; and surfaces the institutional
questions the next plan must resolve. This diagnostic becomes the foundation for the
strategic recommendations on partner roles in Phase 04 and the operational
implementation architecture in Phase 05.
PHASE OUTPUT
Fort Worth Strategic Plan Launch and Alignment Briefing. A leadership -focused briefing
summarizing insights from the policy review, prior plan audit, leadership discovery
interviews, and the Operating System Current State Assessment. The briefing confirms
the analytical framework guiding the engagement, surfaces the strategic tensions the plan
must resolve, and establishes a shared foundation for the analytical work in Phase 02.
WHAT FORT WORTH GAINS
A defensible diagnostic of how Fort Worth's distributed economic development
apparatus currently functions
Early intelligence from leadership across the partner ecosystem
A confirmed Steering Committee, engagement architecture, and aligned analytical
framework
A clear understanding of what the 2017 plan accomplished, what still applies, and
where the next plan must go further
PHASE 02. DEFINE FORT WORTH'S COMPETITIVE POSITION
Industry, Place, Innovation, Workforce, and the Strategic Position of a Major American City
Months 2 - 5 I Maps to RFP Phase One: Assessment
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CORE STRATEGIC QUESTION
What is Fort Worth's true competitive position as a major American city, which clusters
and place -based assets does it genuinely lead at national scale, and what do the strategic
choices ahead require it to deliver in the next decade?
WHY THIS MATTERS
A strategic plan is only as defensible as the analysis underneath it. Fort Worth has
changed too quickly for the 2017 plan's data foundation to still apply. Recruitment
recommendations grounded in stale cluster data, revitalization frameworks that don't
reflect current Target Area conditions, or workforce strategy built on national rather than
Fort Worth labor signals will not survive contact with the people running the work. Phase
02 gives the City and FWEDP an analytical foundation rigorous enough to support hard
strategic choices and named enough, through Fort Worth at One Million and the
Innovation Districts Maturity Framework, that the plan's conclusions carry the weight of
intellectual ownership rather than borrowed authority.
WHAT WE WILL DELIVER
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We will benchmark Fort Worth against a carefully selected set of peer cities to
understand the City's position regionally, nationally, and internationally. The peer set will
include national peers at Fort Worth's scale and trajectory (Charlotte, Indianapolis,
Nashville, Tampa, Phoenix, Denver, San Antonio, and Jacksonville), regional context cities,
and international peers competing for foreign direct investment in Fort Worth's target
sectors. The analysis examines economic performance, demographic and socioeconomic
trends, quality of life indicators, fiscal performance, and the relative competitive position
of each city's innovation, revitalization, and small business ecosystems. The output is a
clear-eyed read on where Fort Worth leads, where peer cities are closing the gap, and
where structural advantages need to be protected or strengthened.
2.2 INDUSTRY CLUSTER, SECTOR OPPORTUNITY, AND EMERGING TRENDS
ANALYSIS
Through our partnership with Lightcast, the analysis is built on real-time job posting data,
occupational signals, supply chain mapping, and emerging -trends detection. This is the
same intelligence the most sophisticated corporate site selectors use to make their
decisions. The analysis examines Fort Worth's key sectors including aerospace and
advanced manufacturing, healthcare and life sciences, transportation and logistics,
energy, technology and innovation, financial and professional services, and the growing
film and creative economy. For each cluster, we will examine employment concentration,
wage levels, growth trajectories, supplier and value chain relationships, and corporate
innovation linkages within the Dallas -Fort Worth (DFW) region and nationally. The
analysis identifies which clusters Fort Worth genuinely leads at national scale, which it is
presently competing for, and which represent first -mover opportunity. The output is an
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Industry Cluster Opportunity Report that informs the Target Industry Strategy in Phase
04.
2.3 COMMERCIAL REAL ESTATE, LAND USE, AND CORRIDOR ASSESSMENT
We will assess Fort Worth's commercial geography, examining how the city's physical
development trajectory shapes economic development strategy through 2035. The
analysis reviews office, retail, and mixed -use inventory across Fort Worth's market with
attention to vacancy patterns, absorption trends, and the development pipeline.
Particular focus is given to Fort Worth's key commercial corridors including Camp Bowie,
Lancaster Avenue, Rosedale, the 1-30 and 1-35W edges, and the corridors connecting
downtown to the Stockyards, Cultural District, Near Southside, and East Fort Worth. The
assessment examines land use patterns, zoning alignment, and entitlement conditions
affecting where and how commercial development can be directed. Findings feed directly
into the place -based strategy and Innovation Districts work that follows.
2.4 THE INNOVATION DISTRICTS MATURITY FRAMEWORK
We will deliver a signature analytical framework treating innovation districts as systems
with measurable maturation across anchor institution depth, governance structure,
public -private partnership formalization, cluster development trajectory, real estate
absorption, talent pipeline alignment, and capital infrastructure. The framework is applied
to Fort Worth's four innovation districts at different stages of maturity —the Mobility
Innovation Zone at AllianceTexas, the Medical Innovation District in Near Southside, the
Switchyard Innovation District near downtown, and the Texas A&M-Fort Worth
Innovation District. Each is assessed against the framework and benchmarked against
peer -city innovation districts nationally. The output positions each Fort Worth district at a
specific maturity stage and produces evidence -based recommendations for what each
requires to reach the next.
2.5 REVITALIZATION TARGET AREAS EVALUATION
We will conduct a comprehensive evaluation of the City's seven named Revitalization
Target Areas: Stop Six, Historic Northside, Polytechnic Heights, Las Vegas Trail, Como,
Cobb Park, and Evans & Rosedale. Each area is assessed across demographic and
economic baseline, physical conditions and infrastructure, social and institutional assets,
and active investment programs including the 2026 Bond Program, the Main Street
America pilot, Opportunity Zone deployment, and CDFI investment. Each Target Area
produces a one -page profile comparable across the seven areas. Synthesis surfaces
patterns, integration opportunities with citywide economic strategy, and the analytical
foundation for the Revitalization Framework in Phase 04. The Target Areas evaluation
continues into Phase 03 through the Revitalization Labs.
2.6 WORKFORCE, OCCUPATION, AND TALENT PIPELINE ANALYSIS
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We will conduct a comprehensive workforce analysis combining labor shed dynamics,
occupational signals, and talent pipeline alignment. The analysis examines workforce
inflow and outflow patterns, occupational concentration and emerging skill demands
across Fort Worth's target sectors, and the alignment of resident skills with employer
needs. Forward -looking projections through 2035 account for the workforce implications
of artificial intelligence and automation and the talent pipeline impacts of demographic
and migration shifts. The analysis examines the institutional infrastructure supporting
workforce development including Tarrant County College, Texas Christian University
(TCU), the University of North Texas (UNT), Texas A&M-Fort Worth, Workforce Solutions
Tarrant County, and Fort Worth Independent School District. Major employer pipeline
assessment, retention pressure analysis, and Business Retention and Expansion (BRE)
priorities provide the foundation for the BRE Strategy in Phase 04.
2.7 SMALL BUSINESS AND ENTREPRENEURSHIP ECOSYSTEM ANALYSIS
We will conduct a comprehensive assessment of Fort Worth's small business and
entrepreneurship ecosystem, treating small business with the same analytical rigor
applied to industry recruitment and innovation district strategy. The assessment maps the
institutional ecosystem —the SBDP, three chambers, Lanzar Fort Worth, the Women's
Business Council, the Business Assistance Center, NCTRCA, Tarrant SBDC, and
community -based entrepreneurship programs —and examines formation, survival,
density, and sector concentration over the past decade with attention to geographic and
demographic distribution including the Revitalization Target Areas. It evaluates capital
access through CDFI presence, SBA lending performance, and bonding and procurement
readiness programs, and produces a focused performance assessment of the SBDP since
its August 2025 launch, including utilization data, prime versus subcontract distribution,
and industry concentration of contract awards.
2.8 FORT WORTH AT ONE MILLION: A STRATEGIC POSITION PAPER FOR
THE NEXT DECADE
We will deliver the signature Phase 02 synthesis report, integrating findings across all
preceding analytical work into a coherent strategic narrative about Fort Worth's
economic position, the strategic questions the plan must answer, and what the data says
about the choices ahead. The report closes with Fort Worth's Strategic Choices Through
2035, a forward -looking section examining the conditions under which Fort Worth's
current trajectory matures into sustained competitive advantage versus the conditions
under which momentum plateaus. The scenario framing surfaces which strategic choices
are scenario -resilient and gives the Phase 04 framework analytical material to build
against. Named to mark Fort Worth's 2023 crossing of one million residents as the
inflection point that makes this plan necessary, the report is the reference document the
Steering Committee, City Council, and partner organizations return to throughout the
engagement and beyond.
PHASE OUTPUT
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Fort Worth at One Million: A Strategic Position Paper for the Next Decade, paired with
the Innovation Districts Maturity Framework, the Industry Cluster Opportunity Report,
the Revitalization Target Areas Evaluation, and the Small Business and Entrepreneurship
Ecosystem Analysis. Together these constitute the analytical foundation for the
engagement and the strategy work that follows.
WHAT FORT WORTH GAINS
A defensible read on Fort Worth's competitive position relative to peer cities
nationally and internationally, with formal SWOT and benchmarking analysis
Industry intelligence at the level the most sophisticated corporate site selectors use
to make decisions
A maturity -based assessment of all four Innovation Districts with specific
recommendations for each
A rigorous evaluation of all seven Revitalization Target Areas with strategic
integration analysis
Workforce, small business, and entrepreneurship analysis calibrated to Fort Worth's
target sectors and SBDP first -year performance
A signature strategic position paper that anchors the engagement and serves as a
reference document for years to come
PHASE 03. LISTEN TO FORT WORTH
Stakeholder Engagement, Community Voice, and Market Intelligence
Months 4 - 7 I Maps to RFP Phase One: Assessment / Phase Two: Vision
CORE STRATEGIC QUESTION
What do the people building, leading, and living in Fort Worth's economy actually
experience, and how does that intelligence sharpen, complicate, or redirect the analytical
findings the next plan will be built on?
WHY THIS MATTERS
Analysis without engagement is half the picture. Engagement without analysis is the
wrong picture. Phase 03 produces the second pillar of the analytical foundation by
surfacing what the people building, leading, and living in Fort Worth's economy actually
experience. For Fort Worth specifically, where seven Revitalization Target Areas, three
chambers, six district organizations, and a regional partner ecosystem each carry distinct
knowledge the data cannot reach, engagement is not a courtesy. It is methodology. Phase
03 also operationalizes CivicSol's principle that economic development happens with a
community, not to it. The Revitalization Labs, the Partner Ecosystem Working Session, and
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the digital survey are designed so the plan emerging in Phase 04 reflects the Fort Worth
Fort Worth actually is.
WHAT WE WILL DELIVER
3.1 ONE-ON-ONE LEADERSHIP AND COUNCIL INTERVIEWS
We will conduct 12 to 15 structured, confidential interviews with Mayor Mattie Parker,
the City Manager, FWEDP CEO Robert Allen and Board Chair Mike Berry, City Economic
Development Director Robert Sturns, key City Council members, and selected partner
leadership. These are disciplined, private conversations designed to surface strategic
tensions, organizational priorities, and political dynamics that group settings rarely
produce. Findings are synthesized in aggregate to identify patterns across leadership
perspectives and inform the strategic framework work in Phase 04.
3.2 INDUSTRY AND SECTOR ROUNDTABLES
We will convene sector -focused roundtables organized around Fort Worth's priority
industries: Aerospace and Advanced Manufacturing (Lockheed Martin, Bell Textron,
Embraer, and supply chain partners); Healthcare and Life Sciences (Texas Health
Resources, Cook Children's, JPS Health, and Medical Innovation District anchors);
Logistics and Transportation (American Airlines, AllianceTexas tenants, and Mobility
Innovation Zone operators); Technology and Innovation (Switchyard tenants, Texas
A&M-Fort Worth research partners, and MIZ technology firms); and Film and Creative
Economy (the Fort Worth Film Commission, Bosque Ranch, and production partners).
Each session brings together 10 to 12 participants for a focused, facilitated conversation
built around specific competitive questions. Workforce institutions including Fort Worth
Independent School District and higher education partners are embedded directly in the
conversations alongside major employers, producing sector -specific talent intelligence
rather than generic workforce findings. Business Retention and Expansion priorities for
each cluster are explicitly addressed.
3.3 SITE SELECTOR AND CORPORATE REAL ESTATE SESSION
We will convene a session with 10 to 12 DFW-area site selectors, corporate real estate
brokers, and major developers actively steering deals toward Fort Worth and toward
competing markets. The conversation is structured around candid intelligence on Fort
Worth's competitive strengths and blind spots, what peer cities are doing differently, and
what specific changes to FWEDP's tools, the City's incentive policies, or the partner
ecosystem would make the most measurable difference in deal outcomes. Conducted
under informal protocols that encourage the candor these conversations require.
3.4 INNOVATION DISTRICT LEADERSHIP SESSIONS
We will convene sessions with leadership from each of the four Innovation Districts
assessed in Phase 02.4: Hillwood and MIZ tenants for the Mobility Innovation Zone;
hospital systems and TCU Burnett for the Medical Innovation District; development
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partners and emerging tenants for the Switchyard; and Texas A&M University System
leadership and early academic partners for Texas A&M-Fort Worth. Each session brings 6
to 8 participants together to examine the district's growth trajectory, governance
structure, anchor institution alignment, and strategic priorities for the next decade.
Findings inform the Place -Based and Innovation District Strategy in Phase 04.
3.5 PARTNER ECOSYSTEM WORKING SESSION
We will convene a single working session bringing together 25 to 30 leaders from across
the partner ecosystem mapped in Phase 01.7, including the three chambers, the six
district organizations, the small business support institutions assessed in Phase 02.7,
Commercial Real Estate for Women, Trinity Metro, and Fort Worth ISD leadership. The
session is structured in three thematic blocks: partner -to -partner coordination across the
ecosystem, how each organization sees its role in Fort Worth's next decade of economic
development, and where alignment can be strengthened to improve coordination and
shared outcomes. The session is designed to surface differences in perspective in a
constructive way, ensuring that the strategy reflects the full complexity of the ecosystem
while building toward clear, shared direction.
3.6 THE REVITALIZATION LABS
We will deliver a signature methodology applied to Fort Worth's Revitalization Target
Areas. Seven Revitalization Labs are convened in or near each of the named Target Areas
evaluated in Phase 02.5. Each Lab is a structured working session, not a community input
meeting. The Phase 02 Target Areas analytical findings are placed on the table;
community knowledge tests, sharpens, and complicates them; strategic recommendations
for the area are co -produced with residents, small businesses, faith leaders, district
organizations, and community institutions rather than extracted from them. The
Revitalization Labs Methodology draws on CivicSol's place -based work and the urban
policy lab tradition, adapted to Fort Worth's specific Target Area conditions and the City's
Revitalization Program. Each Lab produces a Lab Findings memo that feeds directly into
the Revitalization Framework in Phase 04.
3.7 BUSINESS AND COMMUNITY SURVEY INSTRUMENT
We will design and administer a structured digital survey reaching respondents across the
partner ecosystem, sector employers, district organization members, small businesses,
and community stakeholders. The survey complements the qualitative engagement with
quantitative data on perceptions of Fort Worth's economic competitive position, partner
organization performance, priority needs by sector and neighborhood, and validation of
strategic priorities emerging from Phase 02 analysis. Distribution leverages the partner
organizations' existing channels along with targeted outreach to ensure representative
response across geography, sector, and demographic groups. Survey findings are
integrated into the Engagement Findings and Market Intelligence Report.
3.8 ENGAGEMENT FINDINGS AND MARKET INTELLIGENCE REPORT
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We will synthesize all Phase 03 findings into a concise Engagement Findings and Market
Intelligence Report. The report does not simply document what was heard. It organizes
insights around the strategic questions the plan must answer, identifies where market
intelligence confirms or challenges the analytical findings from Phase 02, and surfaces the
most consequential opportunities and competitive vulnerabilities that stakeholder
conversations and survey data revealed. The report is presented to the Steering
Committee before Phase 04 begins.
PHASE OUTPUT
Fort Worth Engagement Findings and Market Intelligence Report, paired with the seven
Revitalization Lab Findings memos and the Business and Community Survey results.
Together these constitute the second pillar of the analytical foundation Phase 04 builds
from.
WHAT FORT WORTH GAINS
Direct intelligence from the leaders, employers, partners, and community members
shaping Fort Worth's economy
Phase 02 findings tested and complicated against on -the -ground reality and
quantitative survey data
Sector -specific insights and Innovation District governance intelligence directly from
each cluster's leadership
A clear-eyed read of how Fort Worth's distributed partner ecosystem currently
coordinates and where it does not
Co -produced strategic intelligence from each of the seven Revitalization Target
Areas, grounded in community knowledge
PHASE 04. CHART FORT WORTH'S PATH
Vision, Strategic Framework, and Partner Roles
Months 6 - 9 1 Maps to RFP Phase Two: Vision
CORE STRATEGIC QUESTION
What strategic priorities should guide Fort Worth's economic development efforts over
the next decade, and how should the City, FWEDP, the chambers, the district
organizations, and the regional partners divide responsibility to deliver them?
WHY THIS MATTERS
Fort Worth's plan has to do something specific that most strategic plans never have to do:
take a city already winning and answer the question of what comes next without breaking
what is working. The FWEDP's $10 billion in capital investment and 11,000 jobs since
C I v' C SO L CIVICSOL PROPOSAL 32
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2023 cannot be the ceiling. They have to be the foundation for a more sophisticated set of
strategic choices about which clusters Fort Worth leads versus participates in, how the
four innovation districts mature, how revitalization integrates with growth, and how the
partner ecosystem coordinates around shared priorities. Phase 04 produces a strategic
framework that builds on momentum without coasting on it.
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4.1 THE FORT WORTH STRATEGIC FRAMEWORK: STRATEGIC PRIORITIES
FOR THE NEXT DECADE
We will synthesize the Phase 02 analytical findings and Phase 03 engagement intelligence
into a draft Strategic Framework that gives the Steering Committee and stakeholder
validation participants something substantive to react to rather than a blank canvas to fill.
The framework articulates a vision statement that defines what Fort Worth is building
toward over the next decade, six strategic priorities that hold across the plausible futures
surfaced in the Phase 02 scenario work, a set of big bets representing catalytic initiatives
that could meaningfully shift Fort Worth's competitive trajectory if executed well, and
explicit partner roles for each priority.
The named strategy components within the framework are:
The Target Industry and Investment Strategy, recommending priority sectors for
active recruitment with specific targeting rationale grounded in the cluster and
emerging trends analysis
The Business Retention and Expansion Strategy, refined approaches and updated
performance expectations grounded in employer pipeline analysis and sector
roundtable intelligence
The Place -Based and Innovation District Strategy, integrating the four Innovation
Districts and the major commercial corridors into a coherent place -based
framework
The Revitalization Framework, integrating the seven Target Areas with citywide
economic strategy, including specific corridors, programmatic recommendations,
and Key Performance Indicators (KPIs)
The Small Business and Entrepreneurship Strategy, addressing the institutional
ecosystem, capital access, and the trajectory of the Small Business Development
Program
The Workforce and Talent Strategy, naming the City's role in workforce
development relative to partner organizations and the implications of the higher
education footprint
The Incentives and Tools Strategy, recommending changes to the City's incentive
policies including a clear strategy for using Opportunity Zones to foster
development and redevelopment in the Revitalization Target Areas and Innovation
District corridors
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The framework also delivers the second component of the Fort Worth Operating System
framework: Strategic Recommendations on partner roles and division of responsibility
across the City, FWEDP, the three chambers, the six district organizations, and the
regional partners. This is the strategic -level answer to the question RFP Section 4.5.1.4
explicitly asks the consultant to address.
4.2 STRATEGIC VISION VALIDATION WORKSHOPS
We will design and facilitate an invitation -based strategy session that brings a curated
group of business, innovation, real estate, civic, and community leaders together to
stress -test the draft Strategic Framework. The session is structured as a World Cafe with
rotating thematic stations organized around the six strategic priorities. Steering
Committee members anchor each station, helping facilitate the conversation and ensuring
findings connect back to the framework. Participants react to specific draft proposals,
identify what is missing or misweighted, and surface the on -the -ground realities that
should sharpen or redirect the strategy before it is finalized. The output is a validated and
refined set of strategic priorities that carry the genuine endorsement of Fort Worth's
most consequential business and civic voices.
4.3 CITY COUNCIL AND ELECTED LEADERSHIP BRIEFING
We will design and facilitate a formal structured briefing with City Council members
presenting the validated draft strategic direction after the Steering Committee and
validation workshop have refined it. The briefing presents the vision, the six strategic
priorities, the named strategy components, and the Operating System partner role
recommendations in a format designed for elected officials. It gives Council members a
genuine opportunity to provide input before Phase 05 finalizes the plan and documents
their perspectives in a way that directly informs the final document. The output is
confirmed political alignment and a clear record of Council input that Phase 05
incorporates into the strategy.
PHASE OUTPUT
The Fort Worth Strategic Framework: Six Strategic Priorities for the Next Decade,
including the named strategy components and the Operating System Strategic
Recommendations on partner roles. Validated through the Strategic Vision Validation
Workshop and confirmed through the City Council briefing.
WHAT FORT WORTH GAINS
A vision and strategic framework built from rigorous analysis, deep stakeholder
engagement, and the validation of Fort Worth's most consequential business and
civic voices
—* Six strategic priorities that hold across the plausible futures the city faces
— Named strategy components responding directly to all eight focus areas in the RFP
C I v' C SO L CIVICSOL PROPOSAL 34
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A strategic -level answer to the partner coordination question and an explicit
Opportunity Zones strategy
—> Confirmed political alignment with City Council before the final plan is built
PHASE 05. BUILD AND ACTIVATE THE FORT WORTH ECONOMIC
DEVELOPMENT STRATEGIC PLAN
Final Plan, Implementation Roadmap, Operating System Architecture, and Adoption
Months 9 - 12 1 Maps to RFP Phase Three: Implementation
CORE STRATEGIC QUESTION
How does Fort Worth translate the validated strategy into a complete, executable plan
with the implementation roadmap, governance architecture, performance infrastructure,
and adoption support that determine whether the plan drives the next decade of the city's
economic development?
WHY THIS MATTERS
The 2017 plan was adopted. The 2022 update was completed. Both contained substantive
recommendations. Previous plans established a strong foundation for Fort Worth's
growth. The next phase of the city's evolution requires a more structured implementation
approach —one that matches the scale, complexity, and multi -partner nature of Fort
Worth's economic development environment. Phase 05 is designed to provide that
structure. Phase 05 builds that machinery. The Implementation Roadmap, the Operating
System Implementation Architecture, and the Performance Dashboard are designed for a
Fort Worth where execution requires the City, FWEDP, three chambers, six district
organizations, and regional partners to coordinate around shared accountability, and
where political turbulence, leadership transitions, and economic shocks over the next
decade are inevitable rather than hypothetical.
WHAT WE WILL DELIVER
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We will develop the integrated final plan, a single cohesive document that translates the
validated framework from Phase 04 into specific, actionable recommendations across
every dimension of Fort Worth's economic development work. The plan carries all named
strategy components within one unified framework organized around Fort Worth's six
strategic priorities. Each priority section includes targeted strategies, specific initiatives,
and clear directional recommendations. The plan also includes economic impact
projections for each major recommended initiative, quantifying projected job creation,
wage growth, fiscal contribution, and municipal revenue impact using industry -standard
C I v' C SO L CIVICSOL PROPOSAL 35
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modeling tools. This analysis gives the City and FWEDP a financially defensible case for
every strategic investment.
5.2 IMPLEMENTATION ROADMAP AND YEAR ONE WORK PLAN
We will develop a comprehensive Implementation Road map that sequences every
strategic initiative across a five-year planning horizon, defining timing, lead ownership,
partner roles, and the staff and budget resources required for execution. The roadmap
distinguishes near -term initiatives that build early momentum (1-2 years) from
medium -term investments (3-5 years) and longer -term commitments (5+ years). For each
major initiative, the roadmap includes specific risk assessment and mitigation guidance,
identifying the political, financial, operational, and partnership risks that could derail
execution and naming proactive mitigation strategies. Resource allocation and funding
strategies are integrated throughout, identifying potential funding sources, partnerships,
and incentives. Within the roadmap, we will deliver a detailed Year One Work Plan that
identifies the specific actions the City and partners should take in the first twelve months
following adoption, including quick wins, foundational activities including staffing and
partnership decisions, and a quarterly checkpoint structure that keeps the City Council
informed and the partner ecosystem accountable from day one.
5.3 THE FORT WORTH OPERATING SYSTEM: IMPLEMENTATION
ARCHITECTURE
We will deliver the third and final component of the signature Fort Worth Operating
System framework. This is the operational machinery that makes the strategic plan run.
The Implementation Architecture includes a recommended coordinating structure that
brings the City, FWEDP, the three chambers, the six district organizations, and the
regional partners into a regular cadence of joint work; named decision rights for each
partner organization; meeting cadence and reporting structure; escalation paths when
coordination breaks down; and the public -facing reporting infrastructure that maintains
transparency. This is the direct response to RFP Section 4.6.1.3 (Organizational
Alignment) and Section 4.6.2.3 (Organizational roles and governance framework). The
architecture is the difference between a plan that becomes a binder on a shelf and a plan
that drives the next decade of Fort Worth's economic development.
5.4 PERFORMANCE DASHBOARD AND KPI FRAMEWORK
We will design a Performance Dashboard and KPI Framework that gives the City, FWEDP,
and the partner ecosystem the measurement infrastructure to track progress, report
results, and adapt the strategy as conditions evolve. The framework establishes clear,
measurable KPIs for each of the six strategic priorities and across all eight focus areas,
covering capital investment, job creation and retention, wage growth, business retention
outcomes, lead generation performance, talent pipeline health, Innovation District
maturation, Revitalization Target Area performance, small business ecosystem indicators,
and fiscal return. KPIs are designed to be tracked and reported at regular intervals, with
baseline values, three-year targets, and annual milestones that create a continuous
C I v' C SO L CIVICSOL PROPOSAL 36
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accountability structure between the City, FWEDP, and the partner ecosystem. The
dashboard will be designed for digital publication so the City and partners can share
results with Council, the business community, and the broader public.
5.5 FINAL PLAN DESIGN, COUNCIL PRESENTATION, AND
COMMUNICATIONS AND ACTIVATION TOOLKIT
We will produce a professionally designed Fort Worth Economic Development Strategic
Plan that integrates all strategic components, the Implementation Roadmap, the
Operating System Implementation Architecture, and the Performance Framework into a
single, visually compelling deliverable built for both adoption and activation. The
document is designed for multiple audiences: the City Council, the FWEDP Board, the
partner organizations, and the corporate audiences who will read the plan as a signal of
Fort Worth's competitive ambition. The engagement concludes with a formal City Council
presentation that walks leadership through final recommendations, confirms alignment,
and positions Fort Worth for immediate implementation. We will also prepare a
Communications and Activation Toolkit including an executive summary, a presentation
deck for partner and stakeholder briefings, messaging frameworks for different
audiences, and talking points that position the plan as evidence of Fort Worth's continued
leadership as one of the most consequential economic development environments in the
country.
PHASE OUTPUT
The Fort Worth Economic Development Strategic Plan, including the Implementation
Roadmap and Year One Work Plan, the Operating System Implementation Architecture,
the Performance Dashboard and KPI Framework, and the Communications and
Activation Toolkit. Adopted by City Council and ready for activation on day one.
WHAT FORT WORTH GAINS
A complete Economic Development Strategic Plan calibrated specifically to Fort
Worth's strategic moment
An Implementation Roadmap with risk assessment, resource allocation, and
quarterly accountability structure
The Fort Worth Operating System architecture naming how the City, FWEDP, three
chambers, six district organizations, and regional partners coordinate after adoption
A Performance Dashboard giving the City and partners the measurement
infrastructure to track progress and adapt
A Communications and Activation Toolkit positioning the plan for immediate public
rollout
A plan built not just to be adopted but to drive the next decade of Fort Worth's
continued ascent
C I v' C SO L CIVICSOL PROPOSAL 37
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STAKEHOLDER ENGAGEMENT PLAN
THE GUIDING PRINCIPLE
Economic development happens with a community, not to it. This is CivicSol's standing
commitment, and it is the principle that shapes every engagement decision in this plan.
Strategic plans that fail in implementation usually fail because they were built about a
community rather than with one. The engagement is designed to close that gap from the
first conversation.
REPRESENTATION AS A METHOD, NOT A METRIC
Intentional, representative engagement is the substance underneath the "with, not to"
principle. Without it, the principle is rhetoric. With it, it is a methodology that shapes the
participant list for every Lab, the distribution channels for the survey, the curation of the
Strategic Vision Validation Workshop, and the composition of the Steering Committee.
The commitment to representation runs across four dimensions:
Geography. Every City Council District is represented in citywide engagement. Every
named Revitalization Target Area receives its own Lab. The institutional partners across
all six district organizations are at the Partner Ecosystem Working Session.
Demographics. Race, ethnicity, age, income, language, and ability are reflected in the
engagement so the people in the room mirror the city the plan is for.
Sectors. The conversation includes not just the largest employers but the small
businesses, the emerging firms, the institutional anchors, and the workforce and
education partners across every priority cluster.
Institutional roles. Senior leaders are at the table, and so are the practitioners who
actually run the work. The plan needs both perspectives to land.
Representation targets are defined at the start of each engagement layer and tracked
throughout, ensuring that "who is in the room" remains an active design decision rather
than a default outcome.
THE FOUR ENGAGEMENT LAYERS
Fort Worth's plan requires four distinct engagement layers, each with its own logic,
format, and purpose. All four feed the same analytical foundation.
Layer One: Leadership and Council. Mayor Mattie Parker, FWEDP CEO Robert Allen and
Board Chair Mike Berry, City Economic Development Director Robert Sturns, key Council
members, and selected partner leadership. Produces strategic intelligence on political
dynamics and institutional priorities through 12 to 15 confidential interviews and a formal
Council briefing in Phase 04.
Layer Two: Institutional Partner Ecosystem. The three chambers, the Women's Business
Council, Lanzar Fort Worth, the Business Assistance Center, NCTRCA, Tarrant SBDC, the
six district organizations, Commercial Real Estate for Women, Trinity Metro, and Fort
C I v' C SO L CIVICSOL PROPOSAL 38
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Worth Independent School District. Produces partner -to -partner coordination
intelligence through the Partner Ecosystem Working Session, informing governance
recommendations in Phase 04 and Phase 05.
Layer Three: Industry and Market Intelligence. Sector employers, anchor institutions, site
selectors, corporate real estate brokers, major developers, Innovation District leadership,
and workforce and education partners. Produces market intelligence through five sector
roundtables, four Innovation District leadership sessions, and one site selector and
corporate real estate session.
Layer Four: Community Voice. Residents, small businesses, faith leaders, neighborhood
organizations, and community institutions across the seven Revitalization Target Areas.
Produces co -produced strategic intelligence through the seven Revitalization Labs.
THE ENGAGEMENT FOOTPRINT
The combined engagement reaches 500 to 700 stakeholder touchpoints: 20 to 25
individual leadership interviews; five industry and sector roundtables drawing 50 to 60
participants; a site selector and corporate real estate session with 10 to 12 participants;
four Innovation District leadership sessions with 24 to 32 participants; the Partner
Ecosystem Working Session with 25 to 30 participants; seven Revitalization Labs reaching
100 to 125 participants; one Strategic Vision Validation Workshop with 60 to 80
participants; one City Council and Elected Leadership Briefing; and one business and
community digital survey reaching 300 to 500 respondents.
EXECUTION COMMITMENTS
The principles that govern execution are explicit. Meeting times and locations are selected
with the community organizations who actually know when and where their members can
show up, with language access and bilingual support provided where needed, particularly
in the Revitalization Labs and the digital survey. Co -production rather than extraction is
the operating standard for the Labs: Phase 02 analytical findings go on the table;
community knowledge tests and sharpens them; strategic recommendations for each
Target Area are produced together. The feedback loop returns Phase 03 findings to
participants before Phase 04 strategy work begins, so the community sees how their input
shaped the direction of the plan. Engagement is run by a team with deep knowledge of
Fort Worth's neighborhoods, civic networks, and political landscape, not by outsiders
parachuting in for a meeting.
The result is a strategic plan whose recommendations are owned by the institutional
partners and communities that helped shape them, and an adoption process that arrives
at City Council with constituency support already built rather than fought for after the
fact. The engagement reflects Fort Worth's actual geography, demographics, sectors, and
institutional roles, not just the people who already have access to economic development
conversations, and produces a community that experiences the plan as something built
with them rather than delivered to them.
C I v' C SO L CIVICSOL PROPOSAL 39
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City Secretary Contract No.
EXHIBIT B
PAYMENT SCHEDULE
Monthly Installments
Payment Month
Amount
1
$
20,000.00
2
$
24,000.00
3
$
24,000.00
4
$
24,000.00
5
$
24,000.00
6
$
24,000.00
7
$
24,000.00
8
$
24,000.00
9
$
24,000.00
10
$
24,000.00
11
$
24,000.00
12
$
24,000.00
Total
$
284,000.00
Civic Solutions Partnership LLC Payment Schedule — Exhibit B
EXHIBIT C
FORT WORTH...
City of Fort Worth 65850
Small Business Utilization Form
The City of Fort Worth has set a Small Business Goal of 30% for this procurement. That goal may be met by self -
performance by a prime contractor that is a certified Small Business, utilization of one or more subcontractors that are certified Small
Businesses, or a combination of both.
BIDDER LEGAL NAME: Civic Solutions Partnership LLC
Bid Name: Bid Number:
Economic Development Strategic Plan 26-0165
Certifying Agency: North Central Texas Regional Certification Agency
City's Small Business Goal is 30% if Bidder would like to
commit to a higher percentage, please provide %
Are you a certified Small Business Enterprise
(SBE)?
N/A
Yes No
ALL BIDDERS MUST COMPLETE THIS FORM.
ALL SMALL BUSINESS FIRMS MUST BE CERTIFIED PRIOR TO SUBMITTING A BID SUBMISSION.
A Small Business means a business entity that is located in Tarrant, Wise, Johnson, Parker or Denton County and that holds
current certification as a small business from an organization approved by the City Manager for each corm odity and service code
listed. A copy of the current certification for each Small Business (including Bidder, if a Small Business seeking credit for
self -performance) must be submitted with the bid.
Failure to (i) complete this form in its entirety or (ii) submit a current valid certification for all Small Businesses to be used with
this Bid/Offer may result in zero points being awarded with respect to the Small Business Goal criteria during bid evaluation and
with the bid being awarded points based solely on the remaining best value criteria.
If the undersigned Bidder is awarded a contract for this procurement, the Bidder must execute a formal agreement with each Small
Business that Bidder uses as a subcontractor or supplier that is listed on this form.
Please list all subcontractors and suppliers being utilized to meet the Small Business Goal for this procurement.
Please list certified Small Business firm names as listed on their certification. including DBA names.
Contractors/Suppliers
Address
Contact information:
Types of
NAICS
$ Amount
Certifying Agency
Legal Name
Name/Phone/Email
Services
Code(s)
1200 Summit Ave.,
Kate Lattimore Norris, Ph.D.,
Graphic Design,
Stakeholder
NAICS 213112
North Central Texas
Pavlik & Associates, LP
Suite 770. Fort Worth,
817.343.9491,
Engagement,
NAICS 541430
NAICS 541820
$84,925
Regional Certification
TX 76102.
kate@pavlikandassociatescorn
Marketing, PR
NAICS 541910
Agency
Contractors/Suppliers
Address
Contact information:
Types of
NAICS
$ Amount
Certifying Agency
Legal Name
Name/Phone/Email
Services
Code(s)
Contractors/Suppliers
Address
Contact information:
Types of
NAICS
$ Amount
Certifying Agency
Legal Name
Name/Phone/Email
Services
Code(s)
10.1.2025-V 7
FORT WORTH® City of Fort Worth 65850
Small Business Utilization Form
Total Dollar Amount of Bidder Services towards small business
goal
$ $84,925
Total Dollar Amount of Small Business Subcontractors
$ $84,925
Total Dollar Amount of Non -Small Business Subcontractors
$188750
TOTAL DOLLAR AMOUNT
$ 273,675 (+9,000 travel
expenses)
By affixing a signature to this form, Bidder further agrees to provide, directly to the City upon request,
complete and accurate information regarding actual work performed by all subcontractors. The Bidder also
agrees to allow an audit and/or examination of any books, records, and files held by their company related to
the job being bid and/or the subcontractors being utilized. The Bidder agrees to allow and facilitate interviews
by an authorized officer or employee of the City with owners, principals, officers, employees, and
applicable subcontractors/suppliers participating on the contract in order to substantiate the actual work
performed by the Small Business(es) under this contract.
A Bidder who intentionally and/or knowingly misrepresents material facts may no longer be considered
a responsible bidder and therefore disqualified from consideration with respect to future City bids.
Legal Company Name: Civic Solutions Partners
Authorized Signature: Lag
Printed Name: Laura Huffman
Title: CEO + Princi
Address (Street, City, State, Zip): P.O. Box 27382, Austin, TX 78755
Phone Number: +15124223948
Email address: laura@civicsol.com
10.12025-V
FORT WORTH,. 65850
MAYOR AND COUNCIL COMMUNICATION
7.1.48 RFP 26-0165 ECONOMIC DEVELOPMENT STRATEGIC PLAN
DATE: 08/11/26 M&C FILE NUMBER: M&C 26-0752
DEPARTMENT: FINANCIAL MANAGEMENT SERVICES
SUBJECT
(ALL) Authorize Execution of an Agreement with Civic Solutions Partnership, LLC for an
Economic Development Strategic Plan in an Annual Amount Up to $300,000.00 for a One -Year
Term for the Economic Development Department
RECOMMENDATION
It is recommended that the City Council authorize execution of an agreement with Civic
Solutions Partnership, LLC for an economic development strategic plan in an annual amount
up to $300,000.00 for a one-year term for the Economic Development Department.
DISCUSSION
The purpose of this Mayor and Council Communication is to authorize an exclusive
agreement with Civic Solutions Partnership, LLC in the amount up to $300,000.00 for an
economic development strategic plan for the Economic Development Department.
The Economic Development Department will use this contract to develop an updated
economic development strategic plan that will guide the next five plus (5+) years of
economic development projects, programs, and priorities. The strategic plan intends to
assess Fort Worth's current economic conditions, enhance the City's economic development
programs to increase competitiveness, and provide actionable tools and measurable
outcomes to ensure sustainable growth for the next decade and beyond.
Purchasing Staff issued Request for Proposal (RFP) No. 26-0165. The RFP consisted of detailed
specifications describing the responsibilities and requirements to provide these services.
The RFP was advertised in the Fort Worth Star -Telegram on April 8, 2026, April 15, 2026, April
22, 2026, April 29, 2026, and May 6, 2026. The City received eleven (11) responses.
The bids were evaluated using the Best Value Criteria. An evaluation panel consisting of
representatives from the City Manager's Office, Neighborhood Services Department, Aviation
Department, and the Economic Development Department reviewed and scored submissions
and then held a round of interviews with five (5) of the applicants. The individual scores were
averaged for each of the criteria, and the final scores are listed in the table below:
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FORT WORTH. 65850
Bidders
Evaluation Criteria
a.
b.
c.
d.
e.
f.
Total
Score
Civic Solutions Partnership, LLC
30.00
19.43
14.79
4.71
8.84
20.00
97.77
RKG Associates
21.00
12.86
9.21
3.86
10.00
20.00
76.93
TIP Strategies, Inc
18.00
14.86
11.79
3.86
9.09
0.00
57.59
Newmark & Company Real Estate Inc.
18.43
13.14
9.00
4.07
8.37
0.00
53.02
MIG, Inc.
17.14
10.57
8.57
3.71
8.44
0.00
48.44
Best Value Criteria:
a. Technical Approach & Methodology
b. Qualifications, Experience, and References
c. Relevant Expertise of Key Personnel
d. Project Schedule/Timing
e. Pricing
f. Small Business Participation
After evaluation, the panel concluded that Civic Solutions Partnership, LLC presented the best
value for the City. Therefore, the panel recommends that City Council authorize the execution
of an agreement with Civic Solutions Partnership, LLC. Staff certifies that the recommended
vendor met the bid specifications.
FUNDING: The maximum annual amount allowed under this agreement is $300,000.00;
however, the actual amount used will be based on the needs of the program and available
budget. Funding is budgeted in the Other Contractual Services account within the General
Fund for the Economic Development Department.
AGREEMENT TERMS: Upon City Council approval, the agreement will begin upon execution and
will end one year from that date.
RENEWAL TERMS: This agreement will have no option to renew.
SMALL BUSINESS PROGRAM: In accordance with the City's Small Business Ordinance, the City
has established a 30% Small Business goal for this solicitation/contract. Civic Solutions
Partnership has committed to achieving this goal by utilizing certified small businesses for at
2 of 3
FORT WORTH,.
65850
least 30% of the total contract value, thereby meeting the requirements of the City's Small
Business Ordinance.
ADMINISTRATIVE CHANGE ORDER: An administrative change order or increase may be made
by the City Manager up to the amount allowed by relevant law and the Fort Worth City Code
and does not require specific City Council approval as long as sufficient funds have been
appropriated.
This contract requires a Form 1295.
FISCAL INFORMATION/CERTIFICATION
The Director of Finance certifies that funds are available in the current operating budget, as
previously appropriated, and upon adoption of the Fiscal Year 2027 Budget by the City
Council, funds will be available in the Fiscal Year 2027 Operating Budget, as appropriated, in
the General Fund to support the approval of the recommendation and execution of the
agreement. Prior to an expenditure being incurred, the Economic Development Department
has the responsibility to validate the availability of funds.
SUBMITTED FOR CITY MANAGER'S OFFICE BY:
ORIGINATING BUSINESS UNIT HEAD:
ADDITIONAL INFORMATION CONTACT:
Reginald Zeno, # 8517
Dana Burghdoff, # 8018
Reginald Zeno, # 8517
Jessica Rogers, # 2663
Brandy Hazel, # 8087
Grace Nguyen, # 8516
ATTACHMENTS
1. Civic Solutions Partnership SOS [7.1.48.1 - 1 page]
2. Civic Solutions Partnership SA Ms [7.1.48.2 - 1 page]
3. CO FIDENTIAL REDACTED N 260309 FID TABLE RFP for ED Strategic Plan (1) [7.1.48.3 - 1
page]
4. CO FIDENTIAL REDACTED N 13 P RFP 26-0165 ECO O C DEVELOPMENT STRATEGIC PLAN
ED GN funds availability [7.1.48.4 - 1 page]
5. CO FIDENTIAL REDACTED N Form 1295 Certificate - Civic Solutions [7.1.48.5 - 1 page]
3 of 3
CERTIFICATE OF INTERESTED PARTIES 65850
FORM 1295
1of1
Complete Nos. 1- 4 and 6 if there are interested parties.
Complete Nos. 1, 2, 3, 5, and 6 if there are no interested parties.
OFFICE USE ONLY
CERTIFICATION OF FILING
Certificate Number:
2026-1489881
Date Filed:
07/16/2026
Date Acknowledged:
1
Name of business entity filing form, and the city, state and country of the business entity's place
of business.
Civic Solutions Partnership LLC
Austin, TX United States
2
Name of governmental entity or state agency that is a party to the contract for which the form is
being filed.
City of Fort Worth
3
Provide the identification number used by the governmental entity or state agency to track or identify the contract, and provide a
description of the services, goods, or other property to be provided under the contract.
26-0165
Economic Development Strategic Plan
4
Name of Interested Party
City, State, Country (place of business)
Nature of interest
(check applicable)
Controlling
Intermediary
5
Check only if there is NO Interested Party. ❑
X
6
UNSWORN DECLARATION
My name is Laura J Huffman , and my date of birth is
My address is 9203 Bluegrass Drive Austin , TX 78759 , Travis
(city) (state) (zip code) (country)
I declare under penalty of perjury that the foregoing is true and correct.
Executed in Travis County, State of Texas , on the 16th day of July , 2026.
(month) (year)
Signature of authorized agent of contracting business entity
(Declarant)
Forms provided by Texas Ethics Commission www.ethics.state.tx.us Version V4.1.0.477b1118
65850
FORT WORTH.
City Secretary's Office
Contract Routing & Transmittal Slip
Contractor's Name: Civic Solutions Partnership, LLC
Subject of the Agreement: Vendor Service Agreement between vendor and City of Fort Worth for the
development of an Economic Development Strategic Plan including all documents, presentations, reports,
actions plans and key performance metrics as incorporated in Exhibit A and up to $300,000.00 for one year
term and authorized via M&C 26-0752.
M&C Approved by the Council? * Yes 0 No ❑
If so, the M&C must be attached to the contract.
Is this an Amendment to an Existing contract? Yes ❑ No 0
If so, provide the original contract number and the amendment number.
Is the Contract "Permanent"? *Yes ❑ No 0
If unsure, see back page for permanent contract listing.
Is this entire contract Confidential? *Yes ❑ No 0 If only specific information is
Confidential, please list what information is Confidential and the page it is located.
Effective Date: Upon execution
If different from the approval date.
Expiration Date: One year from execution
If applicable.
Is a 1295 Form required? * Yes 0 No ❑
*If so, please ensure it is attached to the approving M&C or attached to the contract.
Project Number: If applicable.
*Did you include a Text field on the contract to add the City Secretary Contract (CSC)
number? Yes 0 No O
Contracts need to be routed for CSO processing in the following order:
1. Katherine Cenicola (Approver)
2. Jannette S. Goodall (Signer)
3. Allison Tidwell (Form Filler)
*Indicates the information is required and if the information is not provided, the contract will be
returned to the department.