RFP Postings

The Live Oak Economic Development Corporation (LOEDC) is pleased to invite qualified consultants to submit proposals for the development of an Economic Development Strategic Plan for Live Oak, Texas. LOEDC seeks proposals from firms experienced and knowledgeable in preparing regional comprehensive economic strategic plans for counties, municipalities, and central business districts. This proposal will be managed under the procurement procedures for the City of Live Oak, Texas (“City”) and the LOEDC.

OVERVIEW

The main objective of this Request for Proposal (RFQs) is to craft an economic development strategic plan (“Plan”) for the LOEDC that positions the City and the LOEDC in a way that builds off our unique strengths and is responsive to the new economic opportunities for the South Texas region.  This Plan will have specific goals, objectives, and implementation strategies for growing and diversifying the City’s economy. 

The LOEDC is a TYPE B economic development corporation, operating under the laws of the State of Texas, with a half-cent sales tax allocation. The LOEDC is governed by a 7-member board of directors appointed by the Live Oak City Council. The LOEDC has a staff of three. The LOEDC is dedicated to promoting economic growth, development, and prosperity in Live Oak. Our mission is to foster a vibrant and sustainable business environment that supports entrepreneurship, job creation, and community engagement. As such, we are seeking a skilled and experienced consultant or team to assist us in drafting an Economic Development Strategic Plan that will serve as a roadmap for our economic development efforts over the next three to five years.

This RFQ outlines the requirements and expectations for a consultancy service and provides guidance for interested parties in preparing and submitting their proposals.

ABOUT LIVE OAK, TEXAS

Live Oak is a special place to live, learn, work, and play.  If features big-city opportunities while retaining its small-town charm. Live Oak offers affordable real estate, a dynamic workforce, safe neighborhoods, quality schools, abundant recreational opportunities in close proximity to great healthcare and an overall outstanding quality of life. Live Oak is the ideal South Texas business location for many reasons.

Live Oak borders San Antonio and is an hour from Austin (with a total combined metro population of over 5 million) on Interstate 35 and Loop 1604 corridor with a 15-minute drive to San Antonio International Airport. Live Oak is a “labor rich” community, drawing high-tech labor from Wayland Baptist University, Northeast Lakeview College and other regional schools and universities. Live Oak also draws from a large, highly skilled labor force of current and former military personnel, drawn to the region by Joint Base San Antonio (JBSA).

The main objectives of this work are to craft a 3-5-year economic development strategic action plan for the City to be positioned in a way that both builds off the City’s unique strengths and provides recommendations and action items to outline a clear vision focus for the City’s economy.

The selected consultant will be responsible for developing an Economic Development Strategic Plan of Action that addresses the unique needs and opportunities of Live Oak, Texas. The deliverable should encompass a wide range of economic development elements and provide a clear vision and actionable strategies to guide our efforts. The scope of work will include, but is not limited to, the following:

Situation Analysis:

a.     Conduct an assessment of Live Oak’s current economic landscape, including strengths, weaknesses, opportunities, and threats. This should consider both the business economy housing needs, and other factors directly affecting economic development.

b.     Analyze relevant economic indicators, demographic data, industry trends, housing needs, and regional/national economic trends.

c.     Provide examples of similar cities across the US that can help guide best practices or success stories for Live Oak.

Stakeholder Engagement:

1.     Facilitate a minimum of four meetings, workshops, and focus groups with key stakeholders from the public and private sectors, including business leaders, government officials, educational institutions, and community organizations.

2.     A kickoff meeting with the LOEDC.

3.     Two separate mid-project meetings (or a multi-day visit) with local community groups and stakeholders.

4.     Conclude with a final presentation to the LOEDC.

5.     Solicit input and gather feedback to ensure the Strategy reflects a broad consensus and incorporates diverse perspectives.

Goal Setting and Strategy Development:

1.     Define clear and measurable economic development goals for the City and LOEDC.

2.     Identify economic and housing strategies, initiatives, and projects that align with the defined goals, taking into consideration local resources, competitive advantages, and market demands.

3.     Develop an economic implementation plan that outlines specific actions, responsible parties, timelines, and performance indicators.

Performance Monitoring and Evaluation:

a.     Establish metrics and benchmarks to assess the progress and impact of the Strategic Plan over time.

b.     Develop a monitoring and evaluation framework to track the implementation of strategies and adjust courses, as necessary.

This study should develop strategies and actionable recommendations that are contextualized to the City’s strengths and challenges with the goal of making the region more competitive and resilient economically.

The project should also include:

• ·Alamo Area Council of Governments – How the AACOG (and the municipalities) can better coordinate their roles to lead economic development direction/vision – considering coordination on codes, regulations, tax structures, permitting, etc.

• Stronger Partnership with Joint Base San Antonio-Randolph – JBSA-Randolph is a main economic driver for the South Texas region. Explore and show examples of how military installations can play a stronger role and engage with the city on economic and community development initiatives.

• Other potential regional partnerships and/or resources that may provide a mutually beneficial promotion of the LOEDC’s mission.

IDENTIFIED FOCUS AREAS FOR STRATEGIC PLAN

1.  Small Business and Entrepreneurship: Small business entrepreneurship plays a vital role in fostering local economic growth and job creation. By supporting and promoting small businesses, we can stimulate innovation, drive competitiveness, and enhance the overall economic landscape of the Live Oak area. Through targeted strategies and needs assessments (such as providing access to capital, business development resources, and

Mentorship programs, partnering with other agencies, etc.) we can empower aspiring entrepreneurs to start and sustain successful ventures, thereby contributing to a vibrant and resilient local economy. This would include policies and programming to retain our current small and locally owned businesses.

2.  Targeted Business Attraction Strategy: Business attraction efforts are crucial for Live Oak’s economic development. Attracting new businesses brings in new investments, job opportunities, and expands the local tax base. By identifying and targeting industries that align with our region’s strengths and resources, we can effectively attract businesses that contribute to our economic diversification and long-term sustainability. Creating a favorable business climate, partnering with our regional partners, showcasing our competitive advantages, and fostering strong partnerships with relevant stakeholders are key factors in attracting new enterprises to Live Oak and its surrounding area.

3.  Commercial Revitalization, Redevelopment, and Reuse:

Commercial revitalization efforts are essential to breathe new life into our business districts, enhance the attractiveness of our community as well as the surrounding area, and ensure their long-term viability.

By revitalizing and redeveloping underutilized or vacant properties, we can create vibrant commercial spaces that attract businesses, residents, and visitors alike. Revitalization initiatives should focus on preserving the unique character of our community, improving infrastructure, fostering a sense of place, and promoting sustainable development practices, all of which contribute to thriving local economy.

4.  Workforce:

A skilled and adaptable workforce is a critical asset for Live Oak’s economic prosperity. To maintain a competitive edge and meet the demands of a rapidly evolving economy, it is essential to invest in workforce development initiatives.  By partnering with educational institutions, industry leaders, and training providers, we can ensure that our workforce is equipped with the necessary skills, knowledge, and qualifications to meet the needs of local businesses.  Strengthening the pipeline of talent, fostering lifelong learning, and promoting apprenticeships and internships are key components of a robust workforce strategy.

5.  Infrastructure Development and Housing needs:

Infrastructure and housing development needs are foundational elements for economic growth and prosperity. By investing in infrastructure in modern and resilient

infrastructure, addressing the housing needs, transportation networks, utilities, broadband connectivity, and public amenities, we can attract businesses, facilitate efficient movement of goods and services, and improve the overall quality of life for our residents. Strategic land-use planning for housing, zoning regulations, and sustainable development practices also play a crucial role in creating attractive business environments, supporting smart growth, and preserving the natural beauty and resources of Live Oak.

6.  Branding, Communications & Marketing Strategy Guidance:

Not a full branding project, but an analysis of how Live Oak should position itself to businesses and investors. Could include messaging recommendations, target industry narratives, digital presence review, and opportunities for regional storytelling.

By focusing on these six areas, small business entrepreneurship, business attraction, commercial revitalization, workforce development, and infrastructure/housing development, we aim to create a comprehensive economic development strategy that addresses the key drivers of growth and ensures the long-term prosperity of Live Oak.

PROCESS ANDS EXPECTATIONS FOR DEVELOPING THE STUDY

• Kickoff meeting with selection committee to review and make any final adjustments to the scope and timeline.

• With the assistance from local partners, collect and review all relevant community-wide, regional studies from the past 10 years.

• Begin analysis and study the economic strengths, weaknesses, opportunities and threats of Live Oak and the unique characteristics of the different towns within the San Antonio MSA.

• With the assistance of LOEDC conduct engagement meetings with different Community stakeholder groups. Perform necessary analysis on potential projects and/or initiatives to inform a recommendation on the prioritization of those projects and/or initiatives. Research and development of findings related to study questions.  

• Synthesize data and information to form recommendations.

• Presentation to Committee and refinement of recommendations from feedback.

• Produce and publicly present the Economic Development Strategy document with an executable implementation plan, outlining the roles and responsibilities of each partner. All deliverables are expected to be completed within a 9-month project timeline.

SUBMITTAL REQUIREMENTS

Proposals should demonstrate a commitment to providing a high level of service, experience, passion, and enthusiasm for the project and provide sufficient detail to enable the Selection Committee to thoroughly evaluate and compare it with other proposals. Interested consultants are requested to submit their proposals by 5:00 p.m. CST January 30, 2026.

The proposals should include the following components:

1.     Cover Letter:  A brief introduction outlining the consultant’s qualifications, relevant experience, and understanding of the project’s objectives.

2.     Company Profile:  An overview of the consultant's organization, including its history, areas of expertise, any certifications or affiliations and the core competencies of your company as they relate to this RFQ.

3.     Methodology:  A detailed explanation of the proposed approach, methodology, and work plan for developing the Strategic Plan.

4.     Team Composition:  A description of the consultant’s team members, their roles and responsibilities, and their qualifications and experience. Key team members should be familiar with Type A and Type B economic development corporations and Texas law regarding economic development corporations.

5.     References and Work Samples:  Contact information for a least three (3) references who can speak to the consultant’s previous work in economic development or related fields, especially pertaining to developing a strategic plan.  Also provide descriptions of three work samples which highlight similar experience.  Each of these descriptions should include the dates, locations, project scope, project budget and adherence thereto, and team members and their role in such project.

6.     Budget and Timeline Schedule: A comprehensive breakdown of the proposed budget, including all costs associated with the consultancy services. Budget shall note monthly billing expectations by milestone, interim deliverables, or flat fee. The final payment will be held until final deliverables have been received by LOEDC.  Additionally, provide a timeline from contract initiation through project completion, with key milestones and deliverables included.  The schedule should include the opportunities for public comment and input as described herein, as well as multiple meetings with the LOEDC Board of Directors and possibly members of the City Council..  Any proposed timeline must not exceed nine (9) months.

PROCESS FOR EVALUATION AND SELECTION

• A Selection Committee comprised of Live Oak stakeholders will, together with the LOEDC staff, review the submitted proposals based on evaluation criteria as identified below.

• Each proposal submitted within the deadline will be reviewed to ensure all required materials have been submitted according to the guidelines set forth in this RFQ.

• The qualifications of each consultant and all submitted materials will be evaluated for compliance with the requirements and conditions contained in this RFQ.

• LOEDC staff and the Selection Committee will use a pre-identified matrix to compare all applications to equitably review and score respondents across all categories.

• Two to four of the highest-scored proposals will be invited to participate in an in-person interview and proposal presentation with a subset of the Selection Committee and LOEDC staff.

• Evaluation from the interview and presentation will be added to the existing proposal scoring and an updated, ranked list of preferred selection will be chosen by the Selection Committee and to the LOEDC Board for approval to contract.

EVALUATION CRITERIA:

• Demonstrated level of multi-disciplinary experience, qualifications, experience, and professionalism for respondent firm (or team), its principals, project management team, project manager, key staff, and subconsultants (if applicable) assigned to the project.

• Demonstrated levels of professional and technical expertise (particularly expertise at both the neighborhood and county-wide aggregate levels) and proven record in the preparation of economic development strategic plans (and other economic development plans) and place-based strategies / planning experience by the respondent firm (or team)

• Demonstrated experience in community engagement, public participation, and outreach as part of similar efforts with experience working with public agencies, county/municipal departments, and other regional entities as part of similar efforts. 

• Demonstrated capacity and capability of the firm to perform the work within the specified timeline, scope, and budget. Ability to produce project deliverables within 9 months to one year of executed contract.

• The overall value of the proposal and proposed services is relative to the level of creativity and innovation in the proposed approach to the project; knowledge and understanding of the local Live Oak market conditions.

RFQ EVALUATION

This RFQ will be reviewed based on the following:

1. Qualifications of the Respondent (40%)

2. Experience creating and preparing economic development strategic plans (25%)

3. The quality and completeness of the proposal (15%)

4. References (10%)

5. Budget to complete scope of work (5%)

6. Schedule/Timeline (5%)

QUESTIONS AND SUBMITTAL

RFQ Questions and Clarifications - To ensure consistent response and correct information to all interested parties, potential respondents must submit all questions and requests for clarification in writing to the Point of Contact (POC), EDC Manager, LOEDC: myedc@liveoaktx.net. Any contact or submittal made to a Live Oak representative other than the listed POC, will be disqualified.

All questions must be submitted by 5:00 p.m. CST January 16, 2026, to receive a response in advance of the solicitation closing.

As described under “Submission Guidelines” below, all proposals must be submitted to the Point of Contact (POC) EDC Manager, by 5:00 p.m. CST on Friday, January 30, 2026 to be considered for this project opportunity.

GENERAL TERMS AND CONDITIONS

All proposals submitted will become the property of the LOEDC. All candidates will be notified of their status, regardless of the outcome. The Selection Committee will consider applicants based on qualifications and without regard to race, color, religion, sex, national origin, age, marital status, veteran status, disability, and any other legally protected status.

Reimbursement. There is no express or implied obligation for the LOEDC to reimburse any respondent for any expenses incurred in preparing proposals in response to this RFQ and neither the LOEDC nor the City will reimburse respondents for these expenses, nor will the LOEDC pay any subsequent costs associated with the provision of any additional information or presentation or procure a contract for these services. Assignment. The successful respondent may not sell, assign or otherwise transfer their interest in the project without the prior written approval of the LOEDC.

Liability Insurance Requirements. The successful proposer shall be responsible for obtaining and maintaining adequate liability insurance to completely and fully protect the LOEDC and the City against all claims and actions arising out of any property damages or personal injury or death arising from performance of this Strategic Plan.

The Consultant shall furnish proof of this liability insurance to be attached to the copies of the contract executed.

Independent Contractor Relationship. The Proposer is and shall perform these services as an independent contractor, and as such, shall have and maintain complete control over all of its employees, agents, and operations. Neither the Proposer nor anyone employed by it shall be, represent, act, purport to act or be deemed to be the agent, representative, employee or servant of the City or the LOEDC. The Proposer selected by this Request for Proposal will be working as an independent contractor and will be required to take out and keep in force all permits, licenses, certifications, other approvals, and or insurance that may be required by the LOEDC, any local or regional governmental agency, the State of Texas, or the federal government. Failure to comply with any of these items would be ground for immediate cancellation of the contract.

Copyright Release. Those firms responding to this RFQ shall supply a copyright release in order for the City of Live Oak or LOEDC to make copies of any copyrighted materials submitted.

SUBMISSION GUIDELINES

The proposal due date is Friday, January 30, 2026, at 5:00 p.m. at the LOEDC offices located at 8001 Shin Oak Drive, Live Oak, Texas 78233. Proposal submittals shall include a minimum of five (5) hard copies and one digital copy to: EDC Manager, RE: Live Oak EDC Economic Development Strategic Plan RFQ – “Submitting Organization’s Name” by 5:00 p.m. CST on Friday, January 30, 2026 to be considered for this project opportunity.

The successful Respondent should be prepared to begin services on a time and date agreed upon by all parties. Special Provisions. The LOEDC reserves the right to reject any and all proposals and to waive any informality. The Respondent shall be responsible and responsive to LOEDC in its requirements within the scope of this proposal and shall confer with and be guided by the directive of LOEDC through the office of the LOEDC EDC Manager or her designated representative. The Respondent shall attend any special meetings with the LOEDC Board or general staff or City Staff relating to questions, performance, or negotiations concerning this proposal. In the event that it becomes necessary to revise any of this Request for Proposal (RFQ), an addendum to this RFQ will be provided to each Respondent showing an interest in the project. The LOEDC reserves the right to change submission date(s) for any reason, including an addendum or supplement to the RFQ. Late proposals will not be accepted. It is the responsibility of the Respondent to ensure that the proposal arrives at the LOEDC’s offices prior to 5:00 p.m. CST on January 30, 2026.

Questions, please contact:

Live Oak Economic Development Corporation

8001 Shin Oak Drive

Live Oak, Texas 78233

myedc@liveoaktx.net

RFQ 2025-EDC 1 Strategic Plan

Live Oak EDC

www.liveoaktx.net

The City of Live Oak is soliciting Statements of Qualifications (SOQs) from qualified professional consulting firms to provide retail and commercial market analysis and strategic advisory services. The selected firm(s) will partner with Live Oak to analyze current market conditions and develop data-driven strategies to support retail, commercial, and business attraction efforts.

This RFQ is intended to identify one or more highly qualified firms with demonstrated experience in retail and commercial market analysis, trade area identification, real estate assessment, retail leakage analysis, and economic development-focused business recruitment strategies.

Questions for References and Qualifications:

1.        Provide municipal or government references we may contact regarding your firm’s performance on similar projects within the state of Texas. (email, name, & telephone number)

2.        What is your current workload, and how will your team ensure capacity to meet the City’s timeline?

3.        Provide examples of similar city or municipal projects your firm has completed in the last five years, including scope, budget, and outcomes.

4.        What performance metrics does your firm use to evaluate success, and can you provide a sample?

5.        How does your firm identify and manage potential conflicts of interest involving neighboring cities within Live Oak’s region?

All SOQs shall be submitted electronically no later than Friday, January 30, 2026 to the contact information below.  Please submit any questions to myedc@liveoaktx.net.

Summary:

The Port Arthur Economic Development Corporation (PAEDC) is seeking proposals from qualified candidate organizations/ individuals for the selection of a Tenant/ Operator to develop and execute a comprehensive business plan to launch and manage a kitchen incubator program. This program will help food and beverage entrepreneurs build capacity to open a restaurant or food truck, build a catering company, or sell products online. The program will integrate a commercial restaurant business. The primary goal is to identify, develop and implement a roadmap to pursue market opportunities for new food and beverage ventures, considering local demographics and economic assets.

This RFP seeks a tenant/ operator that will be responsible for the day-to-day operations of the commercial kitchen/ incubator, delivering programming and developing sustainable business practices that foster culinary ventures.

Background:

In 2022, the PAEDC completed the renovation of a vacant building in downtown Port Arthur located at 549 4th St. for the purpose of creating a community and business development center that will include the provision of entrepreneurship and small business resources. The property is approximately 45,000 square feet of commercial space that includes a 2,542 square foot commercial kitchen and dining area.

The PAEDC intends to create a kitchen incubator in the 2,542 square foot space to provide a public health certified commercial kitchen space to food entrepreneurs. The commercial kitchen space is fully equipped with commercial-grade appliances to produce food products, allowing entrepreneurs to prepare products for retail, catering, or restaurant operations within a licensed facility.

Purpose and Objectives:

The City of Port Arthur is known for its diverse, multicultural population and unique culinary traditions. Many aspiring local entrepreneurs currently prepare food products from their homes or borrowed kitchens, limiting their ability to scale, obtain certifications, and access broader markets.

To support these individuals, the PAEDC seeks to establish a kitchen incubator that provides education, technical assistance, mentorship, and accessible commercial kitchen space. Kitchen incubators are increasingly recognized as effective tools in helping small food businesses and culinary entrepreneurs grow, formalize their operations, and contribute to local economic development.

The primary objectives of this initiative are to:

• Provide access to a certified commercial kitchen and necessary equipment

• Strengthening culinary entrepreneurship in Port Arthur

• Support the creation and expansion of food and beverage ventures

• Encourage small business development and job creation

• Leverage local cultural assets and culinary diversity

• Foster a sustainable operator-run program that aligns with community needs

Scope of Work:

The selected tenant/ operator will be responsible for the following tasks:

1.         Program Development & Business Planning

a. Develop a comprehensive business plan for the kitchen incubator, including operational model, program structure, pricing, revenue strategy, and long-term sustainability plan.
b. Define the types of services and programs to be offered (training, workshops, technical assistance, mentorship, kitchen access scheduling, etc.).
c. Establish key performance indicators (KPIs) for entrepreneurial success, program participation, revenue goals, and community impact.
d. Incorporate findings from market research, demographic data, and culinary trends relevant to Port Arthur’s multicultural environment.

2. Operations & Facility Management

a. Manage the day-to-day operations of the 2,542-square-foot commercial kitchen, dining area, and any related shared spaces.
b. Maintain the commercial kitchen equipment, ensuring it remains fully functional, clean, and compliant with health and safety regulations.
c. Create and enforce kitchen usage policies, scheduling systems, and operational procedures for incubator participants.
d. Ensure ongoing compliance with public health, safety, fire, food handling, and facility certification requirements.
e. Provide regular reporting to the PAEDC regarding operations, usage metrics, issues, and program results.

3. Entrepreneur Support & Capacity Building

a. Deliver training, technical assistance, and mentoring to food entrepreneurs covering topics such as licensing, food safety, business planning, marketing, menu development, and scaling operations.
b. Assist participants in navigating regulatory requirements, including food manager certifications, cottage food laws, health department regulations, and business formation.
c. Provide individualized business coaching to entrepreneurs preparing to open restaurants, food trucks, catering businesses, or online sales.
d. Cultivate a culture of collaboration to encourage peer learning among incubator participants.

4. Market Research & Community Engagement

a. Conduct regular market assessments to understand culinary trends, consumer preferences, and emerging food business opportunities within Port Arthur.
b. Facilitate engagement with local entrepreneurs, cultural groups, food service workers, suppliers, and community stakeholders.
c. Develop partnerships with local restaurants, grocers, food suppliers, training providers, and workforce agencies.
d. Identify and map local culinary assets, challenges, and potential niches for new food ventures.

5. Workforce Development & Labor Pipeline Support

a. Assess the local labor market to identify available talent and skill gaps in the food and beverage industry.
b. Collaborate with workforce development organizations, job training programs, and educational institutions to provide pipeline opportunities for culinary jobs.
c. Offer guidance and training to incubator participants on hiring, managing staff, and developing worker skills.
d. Support workers and entrepreneurs in achieving self-sufficiency through skill development, certifications, and employment placement assistance when needed.

6. Financial Management & Capital Strategy

a. Develop revenue models for kitchen rentals, classes, events, and other sources to ensure financial sustainability.
b. Track program revenue, expenses, and financial projections; provide financial reports to the PAEDC as required.
c. Identify and pursue funding opportunities, grants, sponsorships, or partnerships to strengthen the incubator’s long-term viability.
d. Assist incubator participants in accessing start-up capital, microloans, and small business financing.

7. Marketing, Outreach & Program Promotion

a. Develop and implement a marketing and outreach strategy to attract food entrepreneurs and promote program services.
b. Create promotional materials, social media content, and community engagement campaigns.
c. Establish relationships with local and regional media outlets to highlight program successes.
d. Organize events, demonstrations, workshops, or open houses to showcase the incubator and its entrepreneurs.

8. Reporting & Evaluation

a. Collect and analyze program data including usage, participant progress, outcomes, and financial performance.
b. Provide quarterly and annual performance reports to the PAEDC.
c. Track long-term outcomes such as business launches, job creation, revenue growth, and community impact.
d. Evaluate program effectiveness and recommend improvements to enhance services and results.

9. Tenant Responsibilities

a. Operate as the Tenant under a lease or operating agreement with PAEDC, abiding by all property rules and financial obligations.
b. Maintain liability insurance, required permits, and all operational licenses.
c. Ensure the incubator operates in alignment with the mission and economic development goals of the PAEDC.

Commercial Kitchen Description:

The Commercial kitchen, approximately 2,542 square feet, will contain the following:

• One kitchen space, including cooking, prep, dry storage areas, worktop area, and freezer/ cooler

• One janitor closet

• Two gender neutral restrooms

• One dining area

• Commercial grade kitchen appliances such as cooler, freezer, 4-burner range, convection oven, combi oven, etc. (note: specific kitchen appliances are subject to change)

The commercial kitchen will not contain the following, and it will be an obligation of the Tenant/ Operator to provide onsite at their own expense:

• Provision of small-scale and commercial-grade kitchen equipment and utensils such as pots, pans, cooking utensils, mixing bowls, baking trays and sheets, etc.

Proposal Requirements:

Respondents should include the following in their proposals:

1. Cover Letter introducing the organization/individual

2. Qualifications and Experience

   • Culinary operations, commercial kitchen management, or food incubator experience

   • Entrepreneur support programming experience

3. Proposed Operating Plan describing how the Scope of Work will be executed

4. Business Plan or Draft Framework

5. Staffing Plan including key personnel

6. Financial Plan, including proposed revenue model and detailed cost of management

7. Community and Stakeholder Engagement Strategy

8. Marketing and Outreach Plan

9. Three References

Evaluation Criteria:

Proposals will be evaluated using the following factors:

• Demonstrated experience in culinary operations or business incubation

• Strength and feasibility of the proposed business/operating plan

• Capacity to manage day-to-day operations

• Experience working with diverse communities or small food entrepreneurs

• Financial sustainability and revenue model

• Clarity and reasonableness of the proposed management cost structure

• Quality of training and support services proposed

• Partnerships with local organizations

• Overall vision and alignment with PAEDC goals

Submission Instructions:

Proposers must submit three hard copies of their proposal to the address below:

Attn: Krystle Muller

501 Procter St., Ste. 100

Port Arthur, TX 77640

All proposals in response to this RFP are due no later than 5 p.m. CST on February 2, 2026. Late proposals will not be accepted. Proponents are solely responsible for timely delivery of their proposals.

Inquiries regarding this RFP should be directed to Krystle Muller, Interim Chief Executive Officer at kvillarreal-muller@paedc.org

Deadline for questions is January 12, 2026.

Requests for Clarification:

The PAEDC may contact any one or more proponents to request clarification or further information without any obligation to contact other proponents. The PAEDC may, but is not obligated to, amend, or revise the proposal based on clarification or further information.

The Tomball Economic Development Corporation (TEDC) is soliciting Statements of Qualifications from qualified professional economic development consultants or teams to facilitate the preparation of a Three-Year Strategic Plan (2026–2029) and Year 1 Action Plan. The plan(s) will guide the TEDC’s economic development initiatives in alignment with the City of Tomball’s recently updated Comprehensive Plan, integrating its goals and objectives with the TEDC’s mission, ongoing programs, and performance measures.

The City of Tomball, located in northwest Harris County, Texas, has experienced sustained growth and diversification in recent years. Following the City’s recent Comprehensive Plan update, the TEDC seeks to establish a new three-year strategic plan to complement and implement the broader vision for Tomball’s future.

https://acrobat.adobe.com/id/urn:aaid:sc:US:eeec8402-d6ab-406b-94a1-c002fa169197