ARCHITECTURAL/ENGINEERING SERVICES REQUEST FOR PROPOSALS

The Allen County - Fort Wayne Capital Improvement Board of Managers (“CIB”) is soliciting proposals from qualified firms to provide Architectural/Engineering Services.

Schedule Issue RFP June 2, 2016 *Pre-Proposal Conference June 8, 2016 Last Day for Questions/Clarifications June 13, 2016 Proposals Due June 22, 2016 Short List Issued June 29, 2016 Interviews July 11-12, 2016 Board Approval July 21, 2016 Notice of Award July 22, 2016

*The Pre-Proposal Conference will be held on June 8th, 2016 at 1:30pm in the 2nd floor administrative offices of the Grand Wayne Convention Center located at 120 W. Jefferson Blvd. Fort Wayne, IN 46802. A conference number (260) 427-8590 PIN: 251910) is provided for any firm unable to travel to Fort Wayne.

Primary Contact

Steve Brody RFP Committee Chair (260) 409-5259 brodys11@frontier.com

ARCHITECTURAL/ENGINEERING SERVICES REQUEST FOR PROPOSALS

The Allen County - Fort Wayne Capital Improvement Board of Managers (“CIB”) is soliciting proposals from qualified firms to provide Architectural/Engineering Services.

SECTION A – PROJECT INTRODUCTION

Background

There have been several recent activities previously undertaken related to consideration of a Fort Wayne downtown arena, which include the following.

The City of Fort Wayne commissioned Hunden and Associates to survey the market conditions and opportunities associated with building a mid-sized arena in downtown Fort Wayne. The report was issued May of 2015.

http://www.cityoffortwayne.org/images/stories/mayors_office/docs/Final_Downtown_Arena_Study_5-19-15.pdf

Based on the conclusions of the Hunden Report a committee of local leaders was assembled to study the downtown arena opportunities further. The recommendation of this group was to engage an architectural firm to complete a schematic design that would enable a realistic estimate of cost for the Project.

http://www.cityoffortwayne.org/news-archives/3014-committee-recommends-downtown-arena-for-fort-wayne.html

The City of Fort Wayne has recently completed its Downtown Blueprint 2016 Update. This document is included and noted as Attachment B to the RFP and will be useful information as RFP responses are being formulated.

The CIB is, at the request of the Allen County Board of Commissioners and the Mayor of the City of Fort Wayne, issuing this request for proposal (“RFP”) to engage an architectural firm to serve as architect/engineer (the “Architect”, to include collectively the architectural firm and any other team members) to develop a schematic design of a new, state-of-the-art, approximately 5,000-6,000 seat, multipurpose sports, entertainment, and cultural complex (the “Project”) to be located in downtown Fort Wayne. The purpose of this phase is to develop a program for the Project, design the Project to meet the program requirements and provide an estimate for the cost of construction, so that local officials may gauge the economic feasibility and community viability of the Project.

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A.1 About The CIB

The CIB is comprised of seven members. Three of the members are appointed by the County Board of Commissioners and three are appointed by the Mayor of Fort Wayne. The six appointed members elect a seventh member; that member serves as President of the Board.

Among the statutory powers of the CIB is planning, building, funding, owning and operating a capital improvement. Capital improvement is defined to include such things as a convention center or arena. The CIB currently owns and operates the Grand Wayne Convention Center located in downtown Fort Wayne.

A.2 The Project

The location under consideration for the construction of the Project is a parcel of land immediately west of the Grand Wayne Convention Center and bordered by Jefferson, Washington, Webster and Ewing Streets.

The objective of the Project is to continue the tremendous momentum downtown Fort Wayne has experienced over the past decade, to further activate downtown, enhance downtown Fort Wayne as a destination to live, work and play and, as the economic hub of Northeast Indiana contribute to the growing appeal of the region to employers. The intent is for the Architect to design a facility that will continue downtown Fort Wayne’s momentum by attracting spectators, participants, businesses and the community downtown.

The facility must function as a venue that will attract significant entertainment, sporting and community events while complementing existing venues. Consideration should also be given to providing synergistic opportunities (such as space that can be utilized in conjunction with conventions) with the adjacent Grand Wayne Convention Center. The design must accomplish all these requirements in a seamless, attractive and logical way. Architect should include in its proposal a robust discussion of its experience in accomplishing such a task and in the Design Approach & Management Plan the manner in which it would approach the Project.

One of the first tasks for the selected Architect will be to assist the CIB with the development of a detailed program that will provide further specificity regarding the required elements of the Project and their interrelationship.

A.3 Compensation

The selected Architect will be paid a fixed price for all design phase services (through Schematic design). Architect will be required to bid a Design Fee that covers all of the Architect’s costs associated with the preparation of the (i) program; (ii) concept design;

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(iii) schematic design, and (iv) cost estimate. Architect should also submit its fee schedule for design development, construction document, bidding/negotiation, and construction phases should the project move forward beyond the completed schematic design work contemplated in this RFP. This fee schedule can be a percentage of project cost but should take into account the work completed as a result of this RFP.

Architect must submit twelve (12) hard copies and one (1) digital copy of its proposal and a fully completed Bid Form in substantially the form of Attachment A on Architect’s letterhead. Completed proposals must be received by 5pm on June 22nd, 2016.

Completed proposals should be delivered to:

The Grand Wayne Convention Center Attention: Bart Shaw 120 W. Jefferson Boulevard, Fort Wayne, IN 46802 260-426-4100

A.4 Selection Criteria

Proposals will be evaluated in accordance with Part C of this RFP. The following evaluation criteria will be used for the proposals:

Proposal, Experience & References (30 points)

Key Personnel (25 points)

Programming and Design Approach (25 points)

Cost (20 points)

A.5 Procurement Schedule

The schedule for this procurement is as follows:

Issue RFP June 2, 2016

*Pre-Proposal Conference June 8, 2016

Last Day for Questions/Clarifications June 13, 2016

Proposals Due June 22, 2016

Short List Issued June 29, 2016

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Interviews July 11-12, 2016

Board Approval July 21, 2016

Notice of Award July 22, 2016

*The Pre-Proposal Conference will be held on June 8th, 2016 at 1:30pm in the 2nd floor administrative offices of the Grand Wayne Convention Center located at 120 W. Jefferson Blvd. Fort Wayne, IN 46802. A conference number (260) 427-8590 PIN: 251910) is provided for any firm unable to travel to Fort Wayne.

Architect should include in its submission a timeline for completion of the work, assuming the assignment is awarded on August 1, 2016.

SECTION B – SCOPE OF WORK

B.1 Scope of Work

The selected Architect will be required to provide a full range of schematic architectural and engineering services necessary to develop a program of requirements and a schematic design for the Project. As part of this effort, the Architect will be required to engage all of the engineering consultants necessary for this Project, including, but not limited to, mechanical, electrical and plumbing, structural, civil, life safety, food service, lighting, audio-visual, acoustics, and geotechnical . The Architect’s scope of work will consist of two phases: (i) the Programming Phase and (ii) the Design Phase.

The selected Architect will also be required to provide a detailed cost estimate for the Project.

B.2 Programming Phase

B.2.1 Services. During the Programming Phase, the Architect will be required to assist the CIB in developing the program of requirements for the Project in light of the multiple uses that are to be made of elements within the Project space.

B.2.2 Deliverables. The Architect will be required to prepare and submit to representatives of CIB the deliverables listed below. All such deliverables will be subject to review and approval by CIB, and the Architect’s pricing should assume that revisions may be required to these documents to address concerns raised by representatives of CIB and/or other Project stakeholders.

1. Initial report of goals and objectives based on meetings and interviews with stakeholders.

2. Progress programming document issued at 50% and 90% of effort, including all information generated and conclusions reached.

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3. Final programming document.

B.3 Design Phase. The Architect will be required to provide a full set of schematic design phase services that is consistent with at least the level of services contemplated in the standard AIA contract and AIA Best Practices. Each submittal in the design phase will be approved by the CIB before proceeding to the next submittal (i.e. the conceptual design must be approved before commencement of schematic design).

B.3.1 Concept Design Phase

B.3.1.1Services. Based on the approved program, the Architect will be required to develop a concept design for the Project. During this phase, the Architect will complete the following tasks:

1. The Architect will review the program and other information furnished by the CIB, and will review laws, codes, and regulations applicable to the Architect’s services.

2. The Architect will prepare a preliminary evaluation of the Project program, schedule, and Project site initial information, each in terms of the other, to ascertain the requirements of the Project. The Architect will notify the CIB of (1) any inconsistencies discovered in the information, and (2) other information or consulting services that may reasonably be needed for the Project.

3. The Architect will present its preliminary evaluation to the CIB and will discuss with the CIB alternative approaches to design and construction of the Project, including the feasibility of incorporating environmentally responsible design approaches. The Architect will reach an understanding with the CIB regarding the requirements for the Project.

4. Based on the Project’s requirements agreed upon with the CIB, the Architect will prepare and present for the CIB’s approval a preliminary design illustrating the scale and relationship of Project components.

5. Participate in Value Engineering workshops with CIB representatives and other stakeholders.

6. Confer with mechanical systems, audio-visual and acoustic consultants which shall be part of A/E team to establish design requirements for the Project.

7. The Architect will provide a preliminary budget for the Cost of Work based on the programming and other information provided.

B.3.1.2 Deliverables. The Architect will be required to prepare and submit to the CIB the deliverables listed below. All such deliverables will be subject to review and approval by the CIB, and the Architect’s pricing should assume that revisions may be required to these documents to address concerns raised by the CIB and/or other Project stakeholders. Work product delivered will be owned by the CIB.

1. Architectural Concept Development i. Program

ii. Conceptual site plan.

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iii. Building plan. iv. Preliminary cost estimate.

B.3.2 Schematic Design Phase

B.3.2.1Services. The Architect will be required to develop a schematic design that meets the program of requirements and is consistent with the schedule and budget for the Project. The schematic design will contain such detail as is typically required for schematic design under the standard AIA contract and consistent with AIA Best Practices. In general, the Architect will be required to undertake the following tasks during this phase:

1. Based on the CIB’s approval of the preliminary design, the Architect will prepare Schematic Design Documents for the CIB’s approval. The Schematic Design Documents will consist of drawings and other documents including a site plan, , and preliminary building plans, sections and elevations; and may include some combination of study models, perspective sketches, or digital modeling. Preliminary selections of major building systems and construction materials will be noted on the drawings or described in writing.

2. The Architect will consider environmentally responsible design alternatives, such as material choices and building orientation, together with other considerations based on program and aesthetics, in developing a design that is consistent with the CIB’s program, schedule and budget for the Cost of the Work. The CIB may obtain other environmentally responsible design services under Article 4 (Additional Services).

3. The Architect will consider the value of alternative materials, building systems and equipment, together with other considerations based on program and aesthetics, in developing a design for the Project that is consistent with the CIB’s program, schedule and budget for the Cost of the Work.

4. The Architect will submit to the CIB an estimate of the Cost of the Work prepared in accordance with Section 6.3 of the Standard AIA Agreement.

5. The Architect will submit the Schematic Design Documents to the CIB, and request the CIB’s approval.

B.3.2.2. Deliverables. During this phase, the Architect will be required to prepare and submit to the CIB the following deliverables. All such deliverables will be subject to review and approval by the CIB and the Architect’s pricing should assume that revisions may be required to these documents to address concerns raised by the CIB and/or other Project stakeholders. Work product delivered will be owned by the CIB.

1. Digital floor plans and site plan 2. Preliminary building elevations and sections 3. Plan-to-Program Comparison 4. 4. Design Narrative 5. Updated schedule and cost estimate

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B.4 Key Personnel

In its proposal, Architect will be required to identify its key personnel. At a minimum, the following personnel are to be considered key personnel (i) the principal-in-charge; (ii) the project manager(iii) the design principal; (iv) the lead MEP engineer; (v) the lead structural engineer; (vi) the lead food service consultant; (vii) the lead audio-visual/technology engineer; (viii) cost estimator; (ix) the lead civil engineer; (x) the urban planner; and (xi) the acoustical engineer. In addition, Architect will identify local (Fort Wayne-based) architectural, engineering and/or other professional firms who will be part of the Architect’s team and their expected extent of involvement.

The CIB expects the Architect to have significant relevant national experience with similar Projects in multiple markets, and to also have involvement of local architectural and other professional service firms as part of the team to provide local knowledge, insights and expertise.

B.5 Licensing, Accreditation and Registration

The Architect and all of its subcontractors and sub consultants (regardless of tier) will comply with all applicable City of Fort Wayne, state and federal licensing, accreditation, and registration requirements and standards necessary for the performance of the contract. Architect will confirm that it is licensed to practice architecture in the state of Indiana and that its license has never been suspended. Without limiting the generality of the foregoing, all drawings will be signed and sealed by a professional architect or engineer licensed in the State of Indiana.

B.6 Conformance with Laws

It will be the responsibility of the Architect to perform under the contract in conformance with all applicable statutes, laws, codes, ordinances, regulations, rules, requirements, orders, and policies of governmental bodies.

B.7 Required Insurance

Each insurance policy, for the coverages described below, will be issued in the name of the Architect with the CIB named as an additional insured party on the Comprehensive General Liability, Automobile Liability, Umbrella and Excess policies. None of the required coverages will be cancelled or reduced without thirty (30) days prior written notice to the CIB.

The Architect selected for the Project will be required to maintain the following insurance policies throughout the life of the contract.

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B.7.1 Comprehensive General Liability insurance against liability for bodily injury and death and property damage, such insurance to be in an amount not less than One Million Dollars ($1,000,000) for any one occurrence and One Million Dollars ($1,000,000) for the aggregate of all occurrences within each policy year. The policy should include completed operations coverage.

B.7.2 Automobile Liability covering owned and rented vehicles operated by the Architect with policy limits of not less than Two Million Dollars ($2,000,000) combined single limit and aggregate for bodily injury and property damage.

B.7.3 Workers’ Compensation at statutory limits and Employers Liability with a policy limit of not less than One Million Dollars ($1,000,000).

B.7.4 Professional Liability covering the Architect’s negligent acts, errors and omissions in its performance of professional services with policy limits of not less than Five Million Dollars ($5,000,000) per claim and in the aggregate. The Architect will maintain such coverage for a period of three (3) years after substantial completion of the Project.

B.7.5 The Architect may use umbrella or excess liability insurance coverage to achieve the required coverage for Comprehensive General Liability and Automobile Liability, provided that such umbrella or excess insurance results in the same type of coverage as required for the individual policies.

B.8 Litigation

Architect will identify any ongoing legal proceeding or pending legal proceeding filed (or expected to be filed) against the firm in the past five years.

SECTION C – EVALUATION AND AWARD CRITERIA

C.1 Evaluation Process

The CIB will evaluate submissions and any best and final offers in accordance with the provisions of this Section C. The full CIB has final approval authority.

C.2 Oral Presentation

The CIB intends to interview two or more Architects responding to this RFP; however, the CIB reserves the right not to interview Architect and to award based solely on the written proposals if the CIB determines, in its sole and absolute judgment, that such is appropriate. If the CIB conducts such interviews, each Architect asked to do so shall make an oral presentation and participate in a question and answer session. The purpose of the oral presentation and the question and answer session is to more fully understand and assess the qualifications of Architect and its key personnel.

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C.2.1 Length of Oral Presentation. Architect will be given 30 to 45 minutes to make the presentation. Following the oral presentation, Architect will respond to questions for no more than 45 minutes.

C.2.2 Schedule. The order of presentation will be selected randomly and Architect will be informed of its presentation date and time before the beginning of oral presentations. The CIB reserves the right to reschedule any Architect’s presentation at the discretion of the CIB.

C.2.3 Architect Attendees. The oral presentation will be made by the Architect’s personnel who will be assigned the key roles for the Project. The job functions of the persons attending the presentation will be considered to be an indication of the Architect’s assessment of the key areas of responsibility that are deemed essential to the successful completion of the Project.

C.2.4 Topics. The Architect may present information about its capabilities and special qualifications to serve as the Architect for this Project, including the qualifications of its key personnel.

C.3 Proposal Evaluation

C.3.1 Experience & References (30 points). The CIB desires to engage an Architect with the experience necessary to realize the objectives set forth in this RFP. Architect will be evaluated based on its demonstrated experience in: (i) designing sports and entertainment venues and in particular integrating both types of venues into a single space; (ii) design excellence; (iii) urban design; and (iv) cost estimating and value engineering/management. If the Architect is a team or joint venture of multiple companies, consideration will be given to the experience of each member of the team or joint venture in light of their role in the proposed team or joint venture. This element of the evaluation will be worth up to thirty (30) points.

C.3.2 Key Personnel (25 points). The CIB desires that senior personnel be assigned to this Project have experience in designing and completing comparable projects on-time and on- budget. Architect should include, at a minimum, resumes of the key individuals who will serve in the following roles: (i) Principal-in-Charge; (ii) Design Principal; (iii) Project Manager who will oversee this Project; (iv) Project Architect; (v) lead MEP engineer; (v) lead structural engineer; (vi) lead food service consultant; (vii) lead audio-visual engineer and (viii) cost estimator. The involvement of local architectural and professional service firms (by name) should be detailed as well. The availability and experience of the key individuals assigned to this Project will be evaluated as part of this element. The proposal should address in detail who will be assigned to the Project, at what stage(s) they will be assigned to the Project, what their level of involvement will be, and a detailed description of their experience on comparable projects. This element of the evaluation will be worth up to twenty five (25) points.

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C.3.3 Program and Design Approach (25 points). The CIB desires that the program developed by the Architect reflect an understanding of the requirements and goals for this project and how they can be incorporated into an aesthetically pleasing and efficient facility. To that end, Architect is required to submit with its proposal a narrative describing its approach to the Programming Phase of the Project. The Program and Design Approach should outline not only the manner in which Architect proposes to implement the Programming Phase, but also the key issues to be considered during the programming phase.

Architect is required to submit: (i) a discussion of its intended Design Approach; and (ii) a Management Plan. These elements of the proposal can be submitted either as separate portions within the proposal or as a single integrated section.

The Design Approach should address the basic design theory or ideas that the Architect proposes to employ in approaching the design of the Project. Architect should specifically address the issues implicated by a facility that must serve multiple purposes (i.e. a training facility, a sports venue, an entertainment venue, complementary convention space, etc) and how these needs can be best addressed and reconciled. The Design Approach will be evaluated based on its understanding of the issues and the creativity demonstrated therein.

The Management Plan should clearly explain how the Architect intends to manage and implement the Project. Among other things, the Management Plan should explain (i) how the Architect will manage the engineering sub-consultants so as to ensure that the drawings are properly coordinated, including coordination of the drawings; (ii) how the Architect will manage the value engineering/management process; describe the key challenges inherent in this Project and explain how they will be overcome or mitigated. The CIB will also consider the experience that the Architect and its team members have working together on similar projects. This element of the evaluation is worth up to twenty five (25) points.

C.3.4 Cost (20 points). Architect will be required to quote a lump sum design fee for all design phase services. In addition, Architect must provide a resource allocation chart that shows the hours of work upon which the lump sum fee is based. In no event will the resource allocation chart serve to limit (or describe) the level of effort required by the Architect in order to discharge its contractual obligations, but rather is being requested by the CIB in order to assess whether the Architect understands the level of effort required. To the extent necessary, it will be evaluated for cost reasonableness and to determine whether the Architect’s bid allocates appropriate resources to the Project. This element of the evaluation is worth up to twenty (20) points.

Please direct any questions regarding the RFP to Steve Brody, who is leading the RFP process for the CIB. Steve can be reached at (260) 409-5259, or brodys11@frontier.com.

Thank you for your interest in this project.

AttachmentATheAllenCounty-FortWayneCapitalImprovementBoardofManagers

DowntownArenaProject

Project:_______________________________________________

FirmName:____________________________________________

Thisform,printedonyourletterhead,mustaccompanyyoursubmission.Pleasetypeorprintclearlyinthespacesprovided.

I/We,theundersigned,havingcarefullyread,understoodandacceptedtheRequestforProposalandtheinstructionstobiddersattachedhereto,eachandallofwhichformpartofthisproposal,agreetoprovidetherequiresservicestotheAllenCounty-FortWayneCapitalImprovementBoardofManagers.

I/Weagreethatweareinreceiptoftheaddenda____to____inclusiveandthequotedpriceincludestheprovisionssetoutintheaddenda.

BidderInformationNameofFirm

PrimaryContact

Address

City,State

ZipCode

PhoneNumber

Website FixedFeeSummaryPhase1(ThisRFP) Program,concept,schematic design, cost estimating (FixedFee)

Phase1Fee

Phase2(ifprojectproceeds)

Designdevelopment,constructiondocument,bidding/negotiation,andconstruction

Phase2Fee

Signature:___________________________

PrintedName:________________________

Title:________________________________

Date:________________________________

AttachmentBTheAllenCounty-FortWayneCapitalImprovementBoardofManagers

DowntownArenaProject

I am pleased to introduce the 2016 Downtown Blueprint Update – a plan that builds on the current

downtown strategy by taking a fresh look at how we can continue to invest in the heart of our community.

Since we published our first Downtown Blueprint Plan in 2003, our city has gone through a tremendous

transformation. The Allen County Public Library has been expanded and renovated, as has the Grand

Wayne Convention Center, which hosts thousands of visitors every year. The arts campus has come to

life and the award-winning Parkview Field has attracted hundreds of thousands of visitors. We have a new

hotel and a growing number of new options for downtown living – the Harrison, Randall Lofts, Anthony

Wayne condos and soon Superior Lofts and Cityscape Flats.

The future holds even more excitement for downtown. The construction of Ash Skyline Plaza and the

Skyline Tower, along with the revitalization of The Landing, will bring more residents, visitors and

businesses to Fort Wayne. Finally, the development of the riverfront will open more opportunities for

people to live, work and play in everyone’s neighborhood – downtown Fort Wayne.

It’s important to keep this momentum going, and that’s exactly what the 2016 Downtown Blueprint Update

will do. This strategic plan is the result of consultation with many community members –business leaders,

property owners, developers and elected officials. Throughout the planning process and in our public

open house, residents repeatedly expressed their enthusiasm for downtown renewal and their support for

innovative ways to attract new residents and visitors to Fort Wayne and northeast Indiana.

The 2016 Downtown Blueprint Update will guide the continued growth and revitalization of downtown

Fort Wayne, which serves as the front door to all of northeast Indiana. This plan will inspire us to continue

working to create one of the nation’s most welcoming and exciting downtowns.

Thomas C. Henry

Mayor, City of Fort Wayne

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Downtown Fort Wayne Investments since 2003

Downtown Improvement DistrictRenovated BuildingsNew ConstructionExisting BuildingsOpen Space / Park Space

Jeffrey Crane Photography

1. Anthony Wayne Condos 2. Art Museum expansion 3. Arts Campus Gateway 4. Arts Lab – Blackbox Theater 5. Arts Plaza 6. Ash Brokerage/Skyline Tower 7. Barr Street Market 8. Citilink Intermodal Transit facility 9. Citizens Square 10. Cityscape Flats 11. Fort Wayne Newspapers expansion 12. Grand Wayne Center expansion 13. Indiana Hotel renovation 14. Landing Project 15. Library expansion 16. Library Plaza on Webster St. 17. Lighting and pedestrian

improvement to MLK Bridge

18. Lighting Wells Street Bridge 19. Main Street Median 20. Parkview Field/The Harrison/

Courtyard by Marriot 21. Railroad Overpass Gateway 22. Randall Lofts 23. St. Joseph Medical Office Building 24. St. Joseph Hospital Renovations 25. Superior Circle/”City” Sculpture 26. Superior Lofts 27. Two-way conversion/streetscape

improvements: Calhoun, Ewing, and Fairfield

28. United Way & ARCH renovations 29. University of St. Francis

Downtown Campus 30. West Main Street building renovations

Blueprint Projects and Beyond:

• Downtown Design Guidelines• Downtown Improvement District Reauthorization• Riverfront Conceptual Plan Completed• Downtown Dining District Established• New Market Tax Credits• Revised Zoning Districts allowing mixed-use development

Downtown Accomplishments since 2003:

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IntroductionSince the completion of the first Downtown Blueprint (2003) and the subsequent Blueprint Plus Plan (2005), Downtown Fort Wayne has been undergoing a transformation into a regional destination for working and playing.

Recent catalytic investments in Fort Wayne’s downtown such as those at Parkview Field and the Ash Brokerage project have increased our community’s excitement about the downtown and energized many in the community to aspire to greater success.

The Downtown Investment Map shows public as well as significant private investments that have come to fruition over the past 13 years. Over this time much has been accomplished. The successes can be attributed to having broad-based plans that provide a shared vision for downtown. These plans and the subsequent initiatives helped to focus limited resources, assisted with building collaborations, and directed investment.

The 2016 Downtown Blueprint Update is intended to build on our current successes and identify new opportunities. This plan will provide the framework and direction instrumental in stimulating future private investment as well as guiding strategic public investment.

As we move to the next phase of shaping our downtown’s future this document will serve as a guide for public and private stakeholders who share in the goal of transforming Fort Wayne’s downtown into a thriving and exciting center for the community and the region where people will want to work, play and live.

The expanded Grand Wayne Convention Center (2006) and new 250-room Courtyard by Marriott Hotel (2010) viewed from Parkview Field (2009)

Groundbreaking for Ash Brokerage Skyline Tower (2014)

Arts United Auer Center for Arts & Culture Parkview Physicians Group ArtsLab (2013)

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Guiding principlesThe following statements provide the foundation for the goals and strategies that were developed by the Downtown Stakeholder Group. These Guiding Principles recognize the work that has preceded this planning effort and the tenets of extraordinary community development.

1. Adhere to the goals and principles in the Blueprint, BluePrint Plus and Riverfront Fort Wayne plans. 2. Provide a diverse range of housing options for all populations. 3. Create opportunities and incentives for anchor and concentrated street level retail that provides

a balance between tourism opportunities and the interests and needs of locals. 4. Celebrate our downtown riverfront areas and coordinate planning and implementation efforts

of the Riverfront Fort Wayne Plan. 5. Encourage increased density and ensure quality built environment in the core downtown. 6. Tell Fort Wayne’s story and continue with efforts to market the downtown to area residents,

newcomers and investors. 7. Provide attractive gateways and a balanced transportation system that connects downtown

to the surrounding neighborhoods. 8. Promote and enhance historic resources. 9. Expand cultural and entertainment venues in the downtown area. 10. Activate and enhance public places including parks and open spaces.

Public Open HouseOn October 22, 2015, the City of Fort Wayne together with Greater Fort Wayne Inc., the Downtown Improvement District, and Arts United hosted a public open house to present preliminary recommendations. The open house was designed to engage the public in activities that invited them to think about issues related to enhancing downtown and to share their ideas for improving downtown. The event was well-attended; over 250 people showed up and shared their ideas. The information gathered at the open house generally affirmed the direction that our community is heading with respect to cultivating investment in downtown. The following is a summary of the input and ideas received at the open house:

Encourage Retail & Entertainment• Feedback indicated an overwhelming interest for more entertainment, retail and restaurant opportunities.

Music venues, grocery and pharmacy stores, and locally owned restaurants topped the list of most desired.

Expand Development Incentives: Public Funding• Bringing passenger rail service back to Fort Wayne and investing in historic buildings were two of the highest

ranked public investment ideas.

Improve Walkability • A majority indicated they would walk or bike more if they lived within a mile of downtown. • Participants ranked two specific intersections: (1) Broadway and Wilt Street; and

(2) Main and Columbia streets as their top choices for improvement.

Parking Management• People are generally comfortable with parking garages as long as it is clear that they are open to the public. • Participants indicated a strong desire for longer parking times and more ways to pay for on-street parking.

Expand Housing Choice• Of the seven housing types offered as preferred housing choices if

they could live within a mile of downtown, the majority indicated they would prefer living in a renovated historic house or a “fixer-upper” in an historic neighborhood. High-rise living in either an apartment or condominium also ranked high.

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STRATEGIES:• Support efforts to redevelop The Landing Historic District into a mixed-use destination.• Identify and pursue appropriate mix of retail to serve downtown employees, visitors, and

residents; including grocery, pharmacy, boutique and locally owned shops.• Develop proactive recruitment strategy to cultivate retail investment.• Concentrate efforts to activate ground-level storefronts with retail, restaurant, and entertainment uses.• Create a strategy for transforming surface parking lots into infill development.• Build on the existing Downtown Streetscape Template to create a unifying aesthetic that

connects the Grand Wayne Convention Center to the Riverfront District.• Work with developers to determine the feasibility of an additional hotel to support

activities in the Harrison/Grand Wayne Convention Center Area and Riverfront district development.

St Marys River

St Marys River

Skyline Tower

The Landing

Cityscape Flats

S Clinton St

W Main St

E Washington Blvd

Barr St

S Harrison St

E Wayne St

Fulton St

W Wayne St

E Berry StMaiden Ln

W Brackenridge St

Van Buren St

Pearl St

E Douglas Ave

W Superior St

High St

E Lewis St

E Main St

Commerce Dr

W Berry St

E Jefferson Blvd

E Superior St

W Douglas Ave

N C

linton St

Lavina St

Fairmount Pl

Broadway

S Calhoun St

Fairfield Ave

Wel

lsSt

Webster St

EwingSt

W Jefferson Blvd

W Washington Blvd Grand Wayne Convention Center

Potential Arena Location

Ash Brokerage

Superior Lofts

USF Downtown CampusDowntown Library

.

Parkview Field

Riverfront Promenade Phase 1

Concentrate retail and mixed-use development along Harrison Street and the adjacent blocks of Wayne, Berry, Calhoun and Columbia Streets.

GO

AL

Downtown Plan Update Harrison Corridor

Harrison CorridorCurrent Development ProjectsNew ConstructionPotential DevelopmentExisting Buildings

4

Support the priorities and recommendations of the Riverfront Fort Wayne Conceptual Plan.STRATEGIES:• Support implementation of Phase 1 recommendations including property acquisition,

site clearance and infrastructure improvements.• Support efforts to enhance connectivity between downtown destinations and the Riverfront District. • Continue to support volunteer efforts to clean up and beautify areas within the Riverfront District.• Increase efforts to bring more people to the Riverfront District through planned events and programming. • Support development of feasibility studies for the Downtown Environmental Stewardship Center

and the Headwaters Junction proposals.

Top: The Anthony Wayne Building — adaptive re-use to accommodate mixed-use residential and commercial units.

Bottom: The Ash Brokerage Building / Skyline Tower — new downtown redevelopment featuring corporate headquarters, garage parking, ground-level retail, and new residential construction.

Encourage investment in new and existing downtown buildings and infrastructure.STRATEGIES:• Tailor incentive programs to leverage investments that align with downtown goals.• Encourage use of the above-ground floors of existing buildings for office and residential uses.• Encourage building owners to activate and renovate their storefronts.• Facilitate the vertical migration of professional offices away from the ground level

in order to allow for storefront retail.• Facilitate a business incubator and micro/small-business program to support

entrepreneurial business development.• Continue to support spaces for pop-up enterprises.• Incentivize the re-use and restoration of historic structures. • Encourage development of a year-round public market.• Support completion of a Tier I study for passenger rail service utilizing Baker Street Station.• Facilitate the redevelopment of the block north of The Harrison between Ewing and Webster

with a potential arena or other development that includes street level activities that support the Parkview Field/Harrison area.

GO

AL

GO

AL

5

Make traveling to and within Downtown more inviting for pedestrians, bicyclists, and motorists. STRATEGIES:• Incorporate aesthetic improvements including public art into streetscapes, public spaces and railroad elevations.• Develop specific and higher maintenance standards for streetscape and public space amenities including public art.• Continue to incorporate traffic calming design elements along Jefferson and Washington Boulevards.• Explore the redesign of Berry and Wayne into two way corridors.• Explore options for transforming Clinton and Lafayette from highways into urban boulevards.• Improve pedestrian crossings to increase pedestrian comfort and safety. • Establish, promote, and expand the City’s bike share program.• Explore the creation of a downtown transit circulator.• Improve connectivity between the downtown and

the surrounding neighborhoods.

W Wayne StW Wayne St

E Jefferson BlvdE Jefferson Blvd

E Washington BlvdE Washington BlvdW Berry St

W Berry St

E Berry StE Berry St

N C

linton StN

Clinton St

E Wayne StE Wayne St

W Washington BlvdW Washington Blvd

S Clinton St

S Clinton St

Spy R

unCreek

St Joseph Ri

ver

Maum

ee River

StMary

s River

NS RR

W Jefferson Blvd

Saint J

oeBl

vd

Columbia Ave

Madison St

High St

Wel

lsSt

N H

arri

son

St

Fai rfie ldA

ve

N H

anna St

W Superior StM

aiden LnW Main St

W Baker St

W Brackenridge St

Pearl St

E Columbia St

Wilt St

Orc

hard

St

3rd St

5th St

W 4th St

Commerce Dr

2nd St

Van Buren St

Clay St

E Brackenridge St

Broadway

E Main St

Wagner St

W Douglas Ave

Prospect AveE 4th St

Edgewa t er Ave

Lavina St

Fairmount Pl

Hendricks St

Anderson Ave

N C

alho

un S

t

Cas

s St

Spy

Run

Ave

Mar

ion

St

Webster St

S Harrison

St

Ewing St

Barr St

Murray St

E Douglas Ave

S Calhoun St

E Lewis St

Fulton St

S Monroe St

Lafayette StLafayette St

.

Courtesy of Zagster Bike Share

GO

AL

Proposed Gateway enhancement at Main / Columbia / Clay streets

Downtown Plan UpdateTransportation Projects

Explore Transforming into Urban BoulevardsIncorporate Traffic Calming Design ElementsExplore One-Way to Two-Way ConversionBridge Upgrades for Pedestrian SafetyPedestrian Crossing Problem AreasRailroad Elevations

6

STRATEGIES:• Identify design modifications and programming strategies to activate Freimann Square and

reinforce the connection between Clinton Street and the Arts Campus.• Explore the redesign of the Rousseau Center plaza and parking garage to invite pedestrian

movement between Calhoun and Clinton streets.• Investigate ways to activate the space under the elevated rail lines.

Support Arts United’s efforts to renovate and expand the Arts Campus.

StJosep

h River

Maum

ee River

St Marys RiverLafayette St

Barr St

S Clinton St

W Superior St

S Harrison St

E Washington Blvd

E Wayne St

Clay St

W Main St

E Berry St

E Columbia St

S Monroe St

W Wayne St

E Main St

E Superior St T

hree Rivers N

Spy Run AveS C

alhoun St

Columbia Ave

.

2015.09.02 | 1”=50’

Sculpture Garden / Practice Studio Rendering

Art’s Campus Development

Arts United | Auer Center

COLLABORATIVEDESIGN

Arts United proposed Practice Studio Courtesy of Design Collaborative

GO

AL

Downtown Plan UpdateArts District

Arts District Master Planning AreaCurrent Development ProjectExisting BuildingsSurface Parking

7

Compose a compelling story about downtown and the riverfront that can be used for marketing and promotion. STRATEGIES:• Identify elements that celebrate local heritage.• Highlight successful projects and initiatives that demonstrate positive progress toward becoming a

world-class downtown. • Coordinate a marketing strategy that weaves the story through promotional efforts of all downtown

partners/stakeholders.• Expand and coordinate year-round downtown programming and incorporate into promotional efforts.

Top left: Grand Wayne Convention Center welcomes more than 315 national, regional and statewide events each year, pumping more than $10 million into the local economy annually.

Top right: In the early 2000s, downtown Fort Wayne’s growth included an expanded convention center, new hotel, Parkview Field and additional garage parking.

Left: The Historic Embassy Theatre, built in 1928, is nationally recognized as a premier entertainment venue for national, regional and local performing artists, drawing audiences from throughout the region.

Courtesy of Grand Wayne Convention Center Courtesy of John McGauley

Steve Vorderman Photography, Courtesy of Embassy Theatre Foundation

Improve parking management and availability.STRATEGIES:• Develop a strategy for future parking needs and management within downtown and the riverfront district. • Coordinate a shift from a majority of parking provided in surface lots to a majority provided

in parking garages. • Work with developers in converting surface parking lots into infill development.• Design future parking structures to incorporate storefront spaces for retail and hospitality uses.• Encourage expansion of on-street parking.

GO

AL

GO

AL

8

Improve coordination among governmental departments, jurisdictions, and others to encourage downtown investment and growth. STRATEGIES:• Investigate possible improvements to the policies, rules, and procedures of various regulatory agencies

(including the Building Department, Department of Health, and Department of Planning Services) in order to facilitate redevelopment of existing buildings.

• Develop a strategy to address and manage challenges between property owners and government agencies (such as trash removal and loading zones) which occur in an increasingly dense and built environment.

• Explore the creation of a downtown business advocate (or expediter) position that can assist small business and property owners on navigating government regulations and mitigating challenges between property owners.

Increase housing opportunities within downtown and in surrounding neighborhoods. STRATEGIES:• Quantify the market for housing absorption to meet the demand for a variety of housing types

and price points within the downtown and surrounding neighborhoods.• Provide planning, support and incentive programs for a variety of housing types in downtown

and surrounding neighborhoods, including upper-story apartments, condominiums, row houses, and single-family housing.

Left: Conceptual rendering of Cityscape Flats is an example of new urban housing designed to encourage and satisfy growing trends for downtown housing.

Right: Urban renewal in surrounding neighborhoods is crucial to maintain a variety of housing types in the downtown area.

GO

AL

GO

AL

ImplementationA guide for moving ideas into action

GOAL:

Concentrate retail and mixed-use development along Harrison Street and the adjacent blocks of Wayne, Berry, Calhoun and Columbia Streets.

Encourage investment in new and existing downtown buildings and infrastructure.

Support the priorities and recommendations of the Riverfront Fort Wayne Conceptual Plan.

Make traveling to and within Downtown more inviting for pedestrians, bicyclists, and motorists.

Support Arts United’s efforts to renovate and expand the Arts Campus.

Compose a compelling story about downtown and the riverfront that can be used for marketing and promotion. Improve parking management and availability.

Increase housing opportunities within downtown and in surrounding neighborhoods.

Improve coordination among governmental departments, jurisdictions, and others to encourage downtown investment and growth.

CHAMPIONS:

• Greater Fort Wayne, Inc.• City of Fort Wayne,

Community Development

• City of Fort Wayne, Community Development

• Greater Fort Wayne, Inc.• City of Fort Wayne,

Community Development• Community Foundation of

Greater Fort Wayne

• City of Fort Wayne, Community Development

• Arts United of Greater Fort Wayne

• Greater Fort Wayne, Inc. • Downtown Improvement District

• City of Fort Wayne, Community Development

• Downtown Improvement District

• City of Fort Wayne, Community Development

• Greater Fort Wayne, Inc.

PARTNERS:

• Downtown Development Trust • Downtown Improvement District • Capital Improvement Board • City of Fort Wayne, Redevelopment

• Downtown Improvement District• Arts United of Greater Fort Wayne • Private Sector

• Capital Improvement Board• Downtown Improvement District

• City of Fort Wayne, Traffic Engineering• Downtown Improvement District • Arts United of Greater Fort Wayne • Greater Fort Wayne, Inc. • City of Fort Wayne,

Parks Department & Community Development

• Visit Fort Wayne• ARCH • Arts United of Greater Fort Wayne

• City of Fort Wayne, Redevelopment, Traffic Control

• Greater Fort Wayne, Inc. • Private Sector

• City of Fort Wayne, Community Development

• Downtown Improvement District

200 E Berry Street, Suite 320

Fort Wayne IN 46802

260.427.1127 or 3-1-1

fwcommunitydevelopment.org

©2016 City of Fort Wayne Indiana

Downtown Stakeholder Group Dave Arnold Downtown Improvement District Karl Bandemer Deputy Mayor, City of Fort Wayne Mark Becker Consultant Zachary Benedict MKM Architecture + Design Andrew Boxberger Carson Boxberger Steve Brody Capital Improvement Board Bill Brown Downtown Improvement District Therese Brown Allen County Commissioner James Cook JP Morgan Chase Angie Garcia Carson Boxberger Scott Glaze Fort Wayne Metals Julie Innskeep Fort Wayne Newspapers Nancy Jordan Lincoln Financial Group Sr. Elise Kriss University of Saint Francis Ray Kusisto Orthopedics Northeast Greg Leatherman Community Development, City of Fort Wayne Mick McCollum Greater Fort Wayne Susan Mendenhall Arts United of Greater Fort Wayne Geoff Paddock Common Council Tim Pape Carson Boxberger Mac Parker Downtown Development Trust Board Dan Ross Arts United of Greater Fort Wayne Marla Schneider Fort Wayne Metals Kylee Shiree Northeast Indiana Regional Partnership Alex Smith 3BG Supply Jason Smith Investor Tom Smith Common Council Lisa Updike Barnes and Thornburg John Urbahns Greater Fort Wayne Larry Weigand Weigand Construction

City of Fort Wayne Staff Pam Holocher Deputy Director, Planning & Policy Sharon Feasel Development Finance Administrator,

Director of New Markets Revitalization Fund LLC Paul Spoelhof Planner III, Planning & Policy Sherese Fortriede Planner III, Planning & Policy Russ Garriott Planner II, Planning & Policy Holli Duncan Planner, Planning & Policy Rick Bokern Special Projects/GIS Planner, Planning & Policy

Plan DevelopmentRecommendations for the 2016 Blueprint Update were developed through the efforts of a group of downtown stakeholders comprised of business, cultural and economic leaders from various organizations. The group worked with Community Development staff between 2014 and 2015 to discuss opportunities and potential obstacles. The group also worked with staff to identify the organizations and entities that will partner and help champion the implementation of this plan.

200 E Main Street, Suite 800

Fort Wayne IN 46802

260.420.6945

greaterfortwayneinc.com