2026-22 Town of Farragut Comprehensive Land Use Plan Update
| Location: | Florida |
|---|---|
| Posted: | Feb 25, 2026 |
| Due: | Mar 19, 2026 |
| Agency: | Polk County Public Schools Facilities and Operations |
| Type of Government: | State & Local |
| Category: |
|
| Solicitation No: | 2026-22 |
| Publication URL: | To access bid details, please log in. |
Main
Agency
Town of Farragut
Town of Farragut
Status
Active
Active
Fiscal Year
2026
2026
Type
Request for Qualifications
Request for Qualifications
Department
Building and Codes Department
Building and Codes Department
Online Submissions
No
No
Project Estimate
Piggyback Solicitation
No
No
Insurance Required
Yes
Yes
Bid Bond Required
No
No
Bid Bond Amount
Performance Bond Required
No
No
Performance Bond Amount
Construction Bond Required
No
No
Construction Bond Amount
Scope of Services
Project Background This project will involve a complete update of the Town’s existing Comprehensive Land Use Plan (CLUP) that was adopted in December of 2012. Current Comprehensive Land Use The CLUP adopted in 2012 was an update to the Transportation and Land Use Policy Plan that was adopted in February of 2001. Farragut Land Use and Transportation Policy Plan 2001-2011 The CLUP Update of 2012 included eight key strategies developed from community input that the Town was to prioritize through implementation measures to be applied through the year 2025. Since 2012, the Town has actively used the CLUP to make numerous updates to its regulations that have helped address the strategies identified in the CLUP. Some of the accomplishments include: Strategy 1. Bring About a Downtown. The Town Center land use portion of the Town has been transformed from a series of abandoned buildings to high quality new and re-development. The Farragut Town Center at Biddle Farms project, in particular, was completed recently and has helped create a “downtown” project with a mixture of uses and significant public spaces. Strategy 2. Repair Aging Shopping Centers. Through code enforcement provisions and incentivizing re-development, some aging shopping centers were either completely remodeled or removed for new development. Strategy 3. Encourage Greater Housing Choice. Through updates to the Town’s residential zoning districts and the Planned Development District, more variety of housing has been created in the Town so that there are options for a mixture of age groups and demographics. Strategy 4. Increase Connectivity. Changes were made to the Subdivision Regulations and Access Ordinance to require connectivity. This has helped provide more transportation options to help reduce congestion and improve safety. Most developments are now required to have at least more than one way in and out of the development. Strategy 5. Capitalize on Our Heritage. The Town purchased and completely restored a pre-civil war home that is in the heart of the Town Center and provides small venue space and office space for the Town’s Tourism Department. On the same property, a pocket park has been created for smaller community events. The Town has also actively marketed its heritage through its Folklife Museum in the Town Hall and with wayfinding and interpretive kiosks along shared use paths. Strategy 6. Expand Our Borders. Though the Town did annex a property at the request of the property owner, the Tennessee Code has significantly limited the ability for municipalities to annex. This is unlikely to change at least in the foreseeable future. Strategy 7. Enhance Our Identity (Natural and Built). In addition to notable improvements in the Town Center portion of Farragut, the Town has updated ordinances to require a high degree of more timeless materials on the façade of new buildings. There has also been a focus on incorporating streetscaping into the design of all developments. The Town is currently implementing a wayfinding program that will be initially applied to the Town Center and major entrances to the Town to help enhance the identity of the Town and its Town Center area. Strategy 8. Plan for the Remaining Vacant Parcels. The updates to Town regulations noted in some of the other strategies have helped to create high quality developments on the parcels that have been developed since the 2012 CLUP update. Moving forward, this will be a major focus of the next Comprehensive Land Use Plan. Town Staff Initiated Updates to the CLUP Since the summer of 2017, Town staff has worked with a steering committee (CLUP Steering Committee) that was established to work with the CLUP and evaluate different priority areas to determine if any updates were needed based on changing conditions or community desires. Consistent with its past, the Town relies heavily on planning and visioning and has used its CLUP to guide new and/or updated ordinances, the development of the Capital Investment Plan, and as a tool for evaluating rezoning requests. The CLUP Steering Committee has worked with the community to update four priority areas (Watt Road, Outlet Drive/Snyder Road, Southwest portion of McFee Road, and Kingston Pike/Smith Road/Boring Road). Scope of Work As demonstrated above, the Town values its comprehensive plan and uses it extensively. As the Town continues to approach a build out of its vacant tracts, the next comprehensive plan will be critical in terms of providing guidance on what the community would like to see. With limited undeveloped land, another component of the next comprehensive plan will be a focus on infill and re-development. The next comprehensive plan will also need to thoroughly examine the transportation network in the Town and determine how to improve efficiency, particularly through its built environment. Key to all of this will be a program for robust community engagement guided by an outside entity. The Board of Mayor and Aldermen allocated money in the Town’s budget to pursue this desire. The scope of work that the selected firm will be asked to deliver will include the following: 1. Meeting with the appropriate Town staff and officials to establish an overview of the Town, its critical undeveloped tracts, and to discuss the specifics of the project, and the desired outcomes.
2. Evaluate existing conditions in terms of planned projects (including transportation and park projects), existing land use, currently designated future land use, zoning, public spaces, natural areas, vacant lands, new development and re-development opportunities, and the overall transportation network both within the Town and the immediate vicinity of the Town.
3. Evaluate the market and socio-economic factors to determine what may be possible and/or in demand should it be something the community would want to provide for.
4. Develop and conduct a citizen engagement process with the goal of establishing a clear and realistic vision for desired land use and transportation elements associated with new development and re-development. The citizen engagement process must include components that will maximize desired input. This will involve, at a minimum, in person workshop sessions, surveys, and other forms of outreach coordinated with the appropriate Town staff.
5. Meet with Town staff and potential stakeholders and a steering committee to review public input.
6. Provide recommendations for the new Comprehensive Plan based on the results of the citizen engagement process.
7. Develop a draft of the Comprehensive Plan for additional community input. The Plan should heavily focus on images and illustrations to convey information so that it is easy to understand and follow.
8. Finalize the Comprehensive Plan and establish and prioritize an implementation program for the Town to be working on for the target year 2040 “Farragut 2040.” This should also include a schedule for periodic evaluation of the Plan and any updates that may be needed. Project Timeline The selected Consultant shall commence work on the Comprehensive Land Use Plan on May 1, 2026. The Consultant will be responsible for completing all tasks, deliverables, and final documentation associated with the Plan within twelve (12) months of the start date. The final Comprehensive Land Use Plan, including all required revisions following staff and community review, must be completed and delivered no later than April 30, 2027. The Consultant’s proposed project schedule shall: • Identify major milestones, deliverables, and meetings;
• Show interim deadlines for draft reports, public engagement activities, and plan development phases; and
• Ensure adequate time for review by Town staff, the Planning Commission, and the Board of Mayor and Aldermen prior to the final adoption of the Plan. Extensions to the project timeline will be considered only under exceptional circumstances and must be approved in writing by the Town.
Project Background This project will involve a complete update of the Town’s existing Comprehensive Land Use Plan (CLUP) that was adopted in December of 2012. Current Comprehensive Land Use The CLUP adopted in 2012 was an update to the Transportation and Land Use Policy Plan that was adopted in February of 2001. Farragut Land Use and Transportation Policy Plan 2001-2011 The CLUP Update of 2012 included eight key strategies developed from community input that the Town was to prioritize through implementation measures to be applied through the year 2025. Since 2012, the Town has actively used the CLUP to make numerous updates to its regulations that have helped address the strategies identified in the CLUP. Some of the accomplishments include: Strategy 1. Bring About a Downtown. The Town Center land use portion of the Town has been transformed from a series of abandoned buildings to high quality new and re-development. The Farragut Town Center at Biddle Farms project, in particular, was completed recently and has helped create a “downtown” project with a mixture of uses and significant public spaces. Strategy 2. Repair Aging Shopping Centers. Through code enforcement provisions and incentivizing re-development, some aging shopping centers were either completely remodeled or removed for new development. Strategy 3. Encourage Greater Housing Choice. Through updates to the Town’s residential zoning districts and the Planned Development District, more variety of housing has been created in the Town so that there are options for a mixture of age groups and demographics. Strategy 4. Increase Connectivity. Changes were made to the Subdivision Regulations and Access Ordinance to require connectivity. This has helped provide more transportation options to help reduce congestion and improve safety. Most developments are now required to have at least more than one way in and out of the development. Strategy 5. Capitalize on Our Heritage. The Town purchased and completely restored a pre-civil war home that is in the heart of the Town Center and provides small venue space and office space for the Town’s Tourism Department. On the same property, a pocket park has been created for smaller community events. The Town has also actively marketed its heritage through its Folklife Museum in the Town Hall and with wayfinding and interpretive kiosks along shared use paths. Strategy 6. Expand Our Borders. Though the Town did annex a property at the request of the property owner, the Tennessee Code has significantly limited the ability for municipalities to annex. This is unlikely to change at least in the foreseeable future. Strategy 7. Enhance Our Identity (Natural and Built). In addition to notable improvements in the Town Center portion of Farragut, the Town has updated ordinances to require a high degree of more timeless materials on the façade of new buildings. There has also been a focus on incorporating streetscaping into the design of all developments. The Town is currently implementing a wayfinding program that will be initially applied to the Town Center and major entrances to the Town to help enhance the identity of the Town and its Town Center area. Strategy 8. Plan for the Remaining Vacant Parcels. The updates to Town regulations noted in some of the other strategies have helped to create high quality developments on the parcels that have been developed since the 2012 CLUP update. Moving forward, this will be a major focus of the next Comprehensive Land Use Plan. Town Staff Initiated Updates to the CLUP Since the summer of 2017, Town staff has worked with a steering committee (CLUP Steering Committee) that was established to work with the CLUP and evaluate different priority areas to determine if any updates were needed based on changing conditions or community desires. Consistent with its past, the Town relies heavily on planning and visioning and has used its CLUP to guide new and/or updated ordinances, the development of the Capital Investment Plan, and as a tool for evaluating rezoning requests. The CLUP Steering Committee has worked with the community to update four priority areas (Watt Road, Outlet Drive/Snyder Road, Southwest portion of McFee Road, and Kingston Pike/Smith Road/Boring Road). Scope of Work As demonstrated above, the Town values its comprehensive plan and uses it extensively. As the Town continues to approach a build out of its vacant tracts, the next comprehensive plan will be critical in terms of providing guidance on what the community would like to see. With limited undeveloped land, another component of the next comprehensive plan will be a focus on infill and re-development. The next comprehensive plan will also need to thoroughly examine the transportation network in the Town and determine how to improve efficiency, particularly through its built environment. Key to all of this will be a program for robust community engagement guided by an outside entity. The Board of Mayor and Aldermen allocated money in the Town’s budget to pursue this desire. The scope of work that the selected firm will be asked to deliver will include the following: 1. Meeting with the appropriate Town staff and officials to establish an overview of the Town, its critical undeveloped tracts, and to discuss the specifics of the project, and the desired outcomes.
2. Evaluate existing conditions in terms of planned projects (including transportation and park projects), existing land use, currently designated future land use, zoning, public spaces, natural areas, vacant lands, new development and re-development opportunities, and the overall transportation network both within the Town and the immediate vicinity of the Town.
3. Evaluate the market and socio-economic factors to determine what may be possible and/or in demand should it be something the community would want to provide for.
4. Develop and conduct a citizen engagement process with the goal of establishing a clear and realistic vision for desired land use and transportation elements associated with new development and re-development. The citizen engagement process must include components that will maximize desired input. This will involve, at a minimum, in person workshop sessions, surveys, and other forms of outreach coordinated with the appropriate Town staff.
5. Meet with Town staff and potential stakeholders and a steering committee to review public input.
6. Provide recommendations for the new Comprehensive Plan based on the results of the citizen engagement process.
7. Develop a draft of the Comprehensive Plan for additional community input. The Plan should heavily focus on images and illustrations to convey information so that it is easy to understand and follow.
8. Finalize the Comprehensive Plan and establish and prioritize an implementation program for the Town to be working on for the target year 2040 “Farragut 2040.” This should also include a schedule for periodic evaluation of the Plan and any updates that may be needed. Project Timeline The selected Consultant shall commence work on the Comprehensive Land Use Plan on May 1, 2026. The Consultant will be responsible for completing all tasks, deliverables, and final documentation associated with the Plan within twelve (12) months of the start date. The final Comprehensive Land Use Plan, including all required revisions following staff and community review, must be completed and delivered no later than April 30, 2027. The Consultant’s proposed project schedule shall: • Identify major milestones, deliverables, and meetings;
• Show interim deadlines for draft reports, public engagement activities, and plan development phases; and
• Ensure adequate time for review by Town staff, the Planning Commission, and the Board of Mayor and Aldermen prior to the final adoption of the Plan. Extensions to the project timeline will be considered only under exceptional circumstances and must be approved in writing by the Town.
Dates(All times are listed as
EST
)
Broadcast Date
2/25/2026 4:00 PM EST
2/25/2026 4:00 PM EST
Question End Date
3/12/2026 5:00 PM EST
3/12/2026 5:00 PM EST
Sample Due Date
Due Date
3/19/2026 2:00 PM EST
3/19/2026 2:00 PM EST
Bid Opening Date
Question End Date Reminder Notification
2 Day(s)
2 Day(s)
Sample Due Date Reminder Notification
0 Day(s)
0 Day(s)
Due Date Reminder Notification
2 Day(s)
2 Day(s)
Pre-Bid Meetings
Total: 0
(All times are listed as
EST
)
| Date | Time | Mandatory | Location |
Shortlist Meeting
Total: 0
(All times are listed as
EST
)
| Date | Time | Location |
Documents
Questions & Answers
Total: 0
| Question | Date Asked | Answer | Date Answered |
Commodity Codes
Total: 12
| Code | Description |
| [961-94] | Zoning, Land Use Studies |
| [906-7] | Architect Services, Professional |
| [907-14] | Architectural Services, Non-Licensed (Not Otherwise Classified) |
| [918-15] | Architectural Consulting |
| [906-29] | Environmental - Architectural |
| [906-4] | Agricultural Development - Architectural Services |
| [906-57] | Land Development and Planning - Architectural |
| [906-64] | Planning, Urban (Community, Regional, Area wide, and State) |
| [926-72] | Planning and Advisory Services, Environmental |
| [906-57] | Land Development and Planning - Architectural |
| [918-92] | Urban Planning Consulting |
| [925-61] | Land Development and Planning/Engineering |
Publications
Total: 0
| Publication | Date |
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