New strategy for Helsingborg city center

Strategy for Helsingborg city center (2026-2035)
Client: Helsingborg Citysamverkan AB (HBG City)

1. Needs
HBG City needs project and process management in the development of an updated strategy for Helsingborg city center. The process should be innovation-driven and create consensus in the development of the city center between the company’s owner groups (Helsingborgs stad, Fastighetsägarna City and Cityföreningen).

The project manager(s) is/are expected to have expertise in urban development and long-term experience in process management in private and public partnerships. The project manager(s) is/are responsible for developing the content and implementing all parts of the process, in consultation with the client. Any external purchases of e.g. statistics, market research, conference rooms and the like are paid for by HBG City.

The assignment includes the development of a strategy that combines innovation, cross-discipline and measures where the company’s owner groups can work together to strengthen the attractiveness of the site. The action plan must contain clear goals that have an impact in the short, medium and long term. The work should be characterized by innovation and contain solutions that have not been tested in Helsingborg before.
1) Development of a strategy to strengthen and renew the attractiveness of the city center, flows and business.
2) Associated action plan.

2. Background
Helsingborg city center is affected by long-term trends: e-commerce growth, shifts towards experiences and services, and reduced visitor flows after the pandemic. WSP has produced an impact assessment in connection with the development of Väla Shopping Center, which indicates that the city center’s durable goods trade risks losing turnover regardless of the expansion of external trade. The biggest threats include structural behavioral changes and difficulties in creating rational spaces in the right locations. At the same time, the analysis shows growing potential in experiences and cafés/restaurants, and that the city center has greater social significance than external retail locations. HUI has, on behalf of the city, produced a second opinion on WSP’s study which, among other things, points to the need for an action plan for the city.

HBG City was formed in 2010 to work together – business, Fastighetsägarna City and the city – to strengthen the attractiveness of the city center. In 2024, HBG City developed an overall strategy for the city center of the future, which will form the basis for the development of the new strategy.

3. Scope
The consultant shall deliver a coherent strategy and a prioritized action plan including:
A) Current situation analysis.
B) Overall vision and strategy for the city centre.
C) Action plan including short (1 year), medium (1-3 years) and long (3 years onwards) term actions, targets and expected impacts.
D) Financing model.
E) Impact measurement: KPI framework.

The strategy will build on existing analyses, strategies and action plans and bring new perspectives on solutions for city center development.

4. Stakeholder and anchoring process
Steering group: HBG City Board.
Local knowledge: HBG City working group and digital collection from HBG City network.

5. Timetable
Timetable will be drawn up in collaboration with the client at start-up. Desire for final delivery no later than October 2026.

6. deliverables
– Strategy document (ppt/pdf, max 40 pages + annexes).
– Prioritized action plan (budget, timing, responsibilities, risks, impact, KPI).
– Partner and funding plan (incl. potential support).
– Data annex (sources, assumptions, measurement plan).
– Implementation plan (90-day plan).

7. Requirements for the supplier
– Documented experience of similar assignments within the last 3-5 years.
– Reference assignments relevant to the assignment.
– Academic connection: named research partner.
– Sub-consultants/advisory board: name competencies and roles; show how interdisciplinary approaches are integrated to bring in new perspectives on urban core development.
– Measurability: method for KPI, current situation analysis and impact analysis.

8. Tender format
– Methodology & approach (max. 5 pages).
– Team & link to academia (CV, roles, timetable).
– Reference assignments (at least two).
– Time and activity plan.
– Price.

9. Evaluation model
The procurement is carried out in the form of a simplified procedure.

Tenders are selected through an overall evaluation of price, competence and experience, as well as proposals for methods and approaches in relation to the guidelines specified in the invitation to tender.

Then 2-3 bidders will be selected for a presentation to the board of HBG City on April 29 in the afternoon. Here, the bidder is given the opportunity to show how they want to approach the assignment, what perspectives they see as important in the assignment, examples from other completed projects and a sample of something they want to highlight in the strategy.

10. Other information
Invoicing is done on a regular basis according to agreement.

Confidentiality agreements with all parties/sub-consultants will be signed.

Deadline for tenders April 22.

11. Questions and contact
Questions and tenders should be sent to Hanna Candell, CEO of HBG City.
E-mail: anbud@hbgcity.se
Telephone: 0768-361280