REQUEST FOR PROPOSALS: Cloverdale Fairgrounds Master Plan Services
| Location: | Federal |
|---|---|
| Posted: | Mar 7, 2026 |
| Due: | Mar 31, 2026 |
| Agency: | Government of Canada |
| Type of Government: | State & Local |
| Category: |
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| Solicitation No: | BC226137 |
| Publication URL: | To access bid details, please log in. |
Description
Surrey City Development Corporation (SCDC) is seeking a qualified, multidisciplinary consultant team to prepare an implementation-focused, development-oriented Master Plan for the Cloverdale Fairgrounds, a 120-acre City-owned site in Cloverdale, Surrey.
The Cloverdale Fairgrounds is a regional destination, attracting over 400,000 visitors annually and hosting more than 700 events each year, including the Cloverdale Rodeo and Country Fair, concerts, exhibitions, sports, and community gatherings. The site features a diverse mix of civic, cultural, recreational, and commercial uses, encompassing both aging facilities nearing the end of their useful life and newer, high-performing assets.
Over the past two decades, multiple planning, visioning, and feasibility exercises have been undertaken for the site. The City now seeks to move beyond conceptual visioning toward a development-focused, market-informed, and phased redevelopment strategy that builds on previous work while responding to current market conditions, infrastructure realities, and evolving civic priorities plus adds flexibility for the future.
The Master Plan will focus on what development can be delivered, when, and why, applying a strong development lens that considers financial feasibility, constructability, land use sequencing, and operational continuity.
Objectives of the Master Plan include:
1. Establishing a clear, implementable development framework for the Cloverdale Fairgrounds that supports long-term civic, cultural, housing and economic objectives
2. Identifying near, medium, and long-term development opportunities, with emphasis on early-phase deliverability informed by market demand
3. Leveraging existing high-performing assets and event activity to enhance visitation, dwell time, and economic impact
4. Clarifying constraints and opportunities, including those related to infrastructure, leases, or operational requirements
5. Providing a phasing and prioritization strategy grounded in market demand, site readiness, infrastructure capacity, and financial viability
6. Supporting future development-related decision-making regarding partnerships, procurement, land disposition, and capital investment.
The Cloverdale Fairgrounds is a regional destination, attracting over 400,000 visitors annually and hosting more than 700 events each year, including the Cloverdale Rodeo and Country Fair, concerts, exhibitions, sports, and community gatherings. The site features a diverse mix of civic, cultural, recreational, and commercial uses, encompassing both aging facilities nearing the end of their useful life and newer, high-performing assets.
Over the past two decades, multiple planning, visioning, and feasibility exercises have been undertaken for the site. The City now seeks to move beyond conceptual visioning toward a development-focused, market-informed, and phased redevelopment strategy that builds on previous work while responding to current market conditions, infrastructure realities, and evolving civic priorities plus adds flexibility for the future.
The Master Plan will focus on what development can be delivered, when, and why, applying a strong development lens that considers financial feasibility, constructability, land use sequencing, and operational continuity.
Objectives of the Master Plan include:
1. Establishing a clear, implementable development framework for the Cloverdale Fairgrounds that supports long-term civic, cultural, housing and economic objectives
2. Identifying near, medium, and long-term development opportunities, with emphasis on early-phase deliverability informed by market demand
3. Leveraging existing high-performing assets and event activity to enhance visitation, dwell time, and economic impact
4. Clarifying constraints and opportunities, including those related to infrastructure, leases, or operational requirements
5. Providing a phasing and prioritization strategy grounded in market demand, site readiness, infrastructure capacity, and financial viability
6. Supporting future development-related decision-making regarding partnerships, procurement, land disposition, and capital investment.
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