City of Alhambra
Request for Proposals No. RFP2M25-25
Property-Based Business Improvement District Formation
Consultant Services
Issued February 17, 2026
City of Alhambra
Community Development Department
111 S. First Street
Alhambra, CA 91801
PROPOSALS DUE NO LATER THAN
5:00 P.M. ON THURSDAY, MARCH 19, 2026
RFP No. RFP2M25-25 – Property-Based Business Improvement District Formation Consultant Services
Property-Based Business Improvement District Formation Consultant Services
Table of Contents
1. Introduction
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2. Description of the City
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3. Background
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4. Purpose and Overview
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5. Project Scope
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6. Anticipated Schedule
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7. Questions and Answers Period
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8. Proposal Contents
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9. Submission of Proposals
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10. Resources
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11. Evaluation & Award of Contract
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12. General Requirements and Conditions
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RFP No. RFP2M25-25 – Property-Based Business Improvement District Formation Consultant Services
Property-Based Business Improvement District Formation Consultant Services
1. Introduction
The City of Alhambra is requesting qualified firms to respond to a Request for Proposals
(RFP) to evaluate the feasibility of forming and supporting a Property and Business
Improvement District (PBID) in Downtown Alhambra.
2. Description of the City
Incorporated in 1903, the City of Alhambra is situated on the western edge of the San
Gabriel Valley region of Los Angeles County. Known as “The Gateway to the San Gabriel
Valley,” the City is a unique community that provides a small-town feel in a big city setting.
The City encompasses 7.6 square miles and shares its boundaries with the neighboring
cities of South Pasadena and San Marino to the north, the City of San Gabriel to the east,
the City of Monterey Park to the south, and the El Sereno and University Hills
neighborhoods of the City of Los Angeles to the west. Freeway access to Alhambra is
convenient; the City shares its western boundary with the northern terminus of the Long
Beach Freeway (I-710) and the San Bernardino/Santa Monica Freeway (I-10) traverses
from east to west through the southern portion of the City.
The City of Alhambra is a full-service, charter City that operates under a council-manager
form of governance with five (5) elected City Council members. Today, the City is home
to a stable and diverse population, estimated to be 81,211 as of 2021. The City is a built-
out community with a downtown and several commercial districts. As a result, many
development proposals within the City involve adaptive reuse, intensification, and/or
replacement of existing uses and facilities. Residential land uses account for approximately
52 percent of the City’s current land area, with an estimated total of 17,972 residential units
consisting of 9,795 single-family dwellings and 8,117 multi-family dwellings. The City
has an estimated 1,513 commercial and industrial parcels, which also include institutional
uses such as churches, schools, hospitals, etc.
3. Background
The City’s Community Development Department is responsible for economic
development that occurs within the City. The Community Development Department is
comprised of five (5) divisions: Building, Code Enforcement, Economic Development,
Housing, and Planning. The Department’s primary roles include overseeing the
development and maintenance of the City’s built environment; the creation of a vibrant and
stable local business community; and the rehabilitation and creation of affordable housing.
The City has contracted with the Chamber of Commerce for many years to provide
promotional services on behalf of the City. The Chamber of Commerce supports the
business community, promotes Alhambra, and encourages partnerships within the
community.
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RFP No. RFP2M25-25 – Property-Based Business Improvement District Formation Consultant Services
The City currently implements a ‘Parking and Business Improvement Area' (“PBIA” under
Streets and Highways Code Sections 36000, et seq.) in Downtown Alhambra. The City
collects the PBIA tax as a supplement to business license taxes within the downtown area,
and the City uses that tax revenue to fund operation of the Downtown Alhambra Business
Association (DABA), independently established non-profit, as well as additional services
related to the public parking structures servicing the downtown. DABA was established to
promote the Downtown through promotions, advertising, and other programs; to encourage
the financial well-being of Downtown businesses, and to make Downtown Alhambra a
more attractive place to conduct business. The Downtown Association also does a variety
of annual events such as the Alhambra Pumpkin Run and Halloween Fest, annual Tree
Lighting Ceremony, Dine Alhambra Restaurant Week (formerly Taste of Alhambra), St.
Paddy’s Day Pub Crawl, and a monthly art and craft market.
4. Purpose and Overview
The City of Alhambra is seeking proposals from qualified consultants to evaluate the
feasibility of forming and supporting a Property and Business Improvement District
(PBID) or a Business Improvement District (BID) in Downtown Alhambra. The
Downtown Alhambra Business Association (DABA) was established in 1970s to
revitalize the downtown corridor and promote the common interests of Downtown
businesses. DABA currently has an annual operating budget of around $85,000 solely
reliant on PBIA revenue and focuses primarily on events and marketing. However, the
needs in the downtown have grown over the years and engagement with DABA as well
as other important local stakeholders has showcased a need for potentially increasing
assessment amount. The purpose of exploring the creation of a PBID/BID is to empower
local property owners, businesses, and stakeholders to take an active role in identifying
specific needs, determining how funds are spent, and to promote long-term economic
vitality. A PBID/BID in Alhambra could help augment services such as public safety,
maintenance, marketing, and promotional events. The selected consultant will lead a
phased process involving technical analysis, stakeholder outreach, strategic planning, and
legal guidance, in accordance with California’s Property and Business Improvement
District Law of 1994. The City anticipates a three-phase process:
• Phase I – Feasibility Analysis
• Phase II – Community Outreach, Education, and Research
• Phase III – PBID/BID Creation and Establishment
The City may select all or portions of these phases depending on the findings of the
Feasibility Analysis and project needs. If the outcome of the Feasibility Analysis
recommends that the City continue pursuing a PBID/BID, the consultant will take a
strong the lead on the required steps such as stakeholder engagement, preparing draft
legal documents (including management district plan and assessment diagrams, notices of
protest and hearing procedures, and resolutions of intention and establishment), and City
Council presentations and hearing procedures.
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RFP No. RFP2M25-25 – Property-Based Business Improvement District Formation Consultant Services
5. Project Scope
The consultant will be the lead on the project and is expected to fulfill the following tasks,
roles, and responsibilities. The City anticipates the project to be organized into three
distinct phases that are part of this overall project:
Phase 1: Feasibility
• Conduct project kickoff with City staff and stakeholders;
• City Council presentation to provide an overview of the project (1 meeting is
anticipated);
• Review alternative legal frameworks (e.g., BID/PBID/CID, under the Streets and
Highways Code, Proposition 218, and/or Proposition 26); and analyze which structure
may work best in Alhambra;
• Review of current market conditions;
• Conduct a formal Needs Assessment with stakeholders to identify service and
infrastructure gaps;
• Review of governance options (City-administered vs. nonprofit corporation);
• Conduct financial modeling and analysis of comparable districts—including budgets,
services, and outcomes;
• How assessments would be calculated and spent in accordance with State and City law;
• What benefits potential property owners and/or businesses may or may not receive as
a result of the PBID’s establishment, including the limits of PBID actions under State
and City law and;
• How the size and boundaries of the BID/PBID would be determined.
Phase I Deliverables: A detailed, well-reasoned evaluation of the BID’s feasibility based
on the facts, data, and evidence gathered from the aforementioned research. This section
should identify any alternative options that should be taken into consideration if a property-
based BID is not feasible.
Phase II: Community Outreach, Education, and Research
The Consultant shall lead and manage all stakeholder outreach and engagement activities,
serving as the primary facilitator for communications with property owners, business
operators, and community partners.
• Develop multilingual outreach materials, and social media content in English, Spanish,
and Traditional Chinese explaining BID concepts and benefits, and a community
engagement strategy. This includes preparation of any mailing lists, as needed (note –
these items should be for all phases);
• Assist in the creation of a dedicated webpage on the City’s website including creation
of graphics and texts for the page
• Establishment of communication channels and feedback mechanisms;
• Identify stakeholder groups and develop a messaging framework for the different
groups;
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This is the opportunity summary page. It provides an overview of this opportunity and a preview of the attached documentation.
