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HomeMy WebLinkAbout6G1Department of Community Investment Memorandum Friday, December 6, 2013 TO: Redevelopment Commission FROM: Michael Divital& SUBJECT: West Side Corridors Master Plan Professional Services Agreement Attached to this memorandum is a professional services agreement among the Commission, the Urban Enterprise Association of South Bend (UEA), and Torti Gallas and Partners for the development of the West Side Corridors Master Plan. The City and its partner in this planning effort, the UEA, issued a request for proposals for the development of a market -based strategic revitalization plan for Lincolnway West and Western Avenue. More than twenty proposals were received from regional and national firms. A selection committee representing the Commission and the UEA has recommended a consultant team led by Torti Gallas to undertake this project. The consultant team includes Torti Gallas (master planning and urban design), Zimmerman /Volk Associates (market analysis), Gibbs Planning Group (retail strategy), and Nanni Nonprofit Services (public facilitation). The Commission and the UEA will share responsibility for the proposed $160,000 professional fee to Torti Gallas. Consistent with the funding agreement approved by the Commission on September 12, 2013, the UEA will pay for the first $150,000 of plan development costs. The Commission will pay the remainder of costs, in an amount not to exceed $10,000. Torti Gallas has proposed a six -month planning process to begin in January. The first portion of the process will include data gathering, existing conditions analysis, and a detailed market study. Later portions of the process will focus on the development of the plan document, to include identification of priority areas for investment, land use and design plans, design guidelines, and a strategic plan implementation matrix. Public participation will occur throughout the process. Staff requests approval of the professional services agreement with the UEA and Torti Gallas and an associated budget of $10,000 from the Airport Economic Development Area TIF. AGREEMENT FOR PROFESSIONAL SERVICES BY AND BETWEEN THE CITY OF SOUTH BEND, INDIANA, URBAN ENTERPRISE ASSOCIATION OF SOUTH BEND, INC., AND TORTI GALLAS AND PARTNERS, INC. THIS AGREEMENT (the or this "Agreement ") is made effective the day of , 20 , by and between the City of South Bend, Indiana, Department of Community Investment, acting by and through the South Bend Redevelopment Commission (the "City"), the Urban Enterprise Association of South Bend, Inc. (the "Organization "), and Torti Gallas and Partners, Inc., having its principal place of business at 1300 Spring Street, 4th floor, Silver Spring, MD 20910 (the "Contractor "). For and in consideration of the mutual covenants and promises contained herein, the City, the Organization, and the Contractor hereby agree as follows: Section 1. Duties of the Contractor. The Contractor shall provide the Services which are more particularly described at Exhibit "A" attached hereto and incorporated herein. The Contractor shall execute its responsibilities in accordance with prevailing professional standard of care for projects of similar design and complexity. Section 2. Consideration. Contractor shall be paid based on invoices provided at the conclusion of each phase as more particularly described at Exhibit "A ". Payment for each phase shall be contingent upon the Contractor delivering to the City and to the Organization all Deliverables provided for in Exhibit "A" The total consideration under this Agreement shall not exceed the sum of One Hundred Sixty Thousand and No /100 Dollars ($160,000.00). The City and the Organization shall share in paying for the cost of Services under this Agreement. The Organization shall provide its share, in an amount not to exceed One Hundred Fifty Thousand and No /100 Dollars ($150,000.00), prior to the City providing its share, if any. The City shall provide the remainder of the funds, in an amount not to exceed Ten Thousand and No/ 100 Dollars ($10,000.00), necessary to complete Services under this Agreement. The Contractor shall bill the City and the Organization separately. The City and the Organization shall pay costs incurred under this Agreement independently. Any payment that the City may deny or withhold or delay shall not be subject to penalty or interest pursuant to Indiana Code §5 -17 -5. Section 3. Term. This Agreement shall be effective as of the day and year first written above (the "Effective Date ") and shall end on December 31, 2014 (the "Expiration Date "). Section 4. Assignment; Successors. The Contractor shall not assign or subcontract the whole or any part of this Agreement without the prior written consent of the City and the Organization. Section 5. Changes in Scope of Services. The Contractor understands and agrees that it shall not commence any additional work or change the scope of the Services provided unless authorized in writing by the City and the Organization. For any change in the scope of Services or for any work for which the Contractor shall be compensated beyond One Hundred Sixty Thousand and No /100 Dollars ($160,000.00), the Contractor shall provide a written request to the City to be approved by the Executive Director of the City of South Bend, Indiana, Department of Community Investment. No claim for additional compensation shall be made by Contractor in the absence of prior written approval by the City and the Organization. Section 6. Reversion of Assets. At the conclusion, cancellation, assignment or termination of this Agreement, subject to Contractor having received payment for all undisputed services provided, all work product in whatever form, written, electronic, or otherwise, shall be delivered to the City and to the Organization, and the Parties hereby agree the City and the Organization shall jointly own all deliverables provided for in Exhibit "A ". Neither the Contractor nor any of the Contractor's subcontractors or agents shall have any ownership interest in the work performed as part of this Agreement. Section 7. Relationship/Independent Contractor. All parties, in the performance of this Agreement, shall act in an individual capacity and not as agents, employees, partners, joint venturers or associates of one another. The employee(s) or agent(s) of one party shall not be deemed or construed to be the employee(s) or agent(s) of any other party for any purpose whatsoever. No party will assume liability for any injury (including death) to any person(s), or damage to any property, arising out of the acts or omissions of the agents, employees or . subcontractors of any other party. The Contractor shall be solely responsible for providing all necessary unemployment and workers' compensation insurance for the Contractor's employees. Contractor is solely responsible for compliance with federal, state and local laws and regulations relating to taxes and social security payments that may be required to be made in connection with the compensation provided under this Agreement. The City and the Organization, however, may file informational returns with the United States Internal Revenue Service or similar state agency regarding payment made to Contractor in accordance with this Agreement under conditions imposed by federal, state or local laws applicable to such payment. The City and the Organization shall provide IRS Form 1099 if applicable. Section 8. Funding Cancellation and Payments. In accordance with I.C. 6- 1.1 -18, payments by the City are subject to appropriation by the South Bend Redevelopment Commission. Section 9. Non - Collusion and Acceptance. The undersigned attests, subject to the penalties for perjury, that he /she is the Contractor, or that he /she is the properly authorized representative, agent, member or officer of the Contractor, that he /she has not, nor has any other member, employee, representative, agent or officer of the Contractor, directly or indirectly, to the best of the undersigned's knowledge, entered into or offered to enter into any combination, collusion or agreement to receive or pay, and that he /she has not received or paid, any sum of money or other consideration for the execution of this Agreement other than that which appears upon the fact of this Agreement. Section 10. E- Verify. The Contractor affirms under the penalties of perjury that he /she /it does not knowingly employ an unauthorized alien. The Contractor shall enroll in and verify the work eligibility status of all his/her /its newly hired employees through the E -Verify program as defined in IC 22- 5- 1.7 -3. The Contractor shall not knowingly employ or contract with an unauthorized alien. The Contractor shall not retain an employee or contract with a person that the Contractor subsequently learns is an unauthorized alien. The Contractor is not required to participate in the E -Verify program should the E -Verify program cease to exist. Additionally, the Contractor is not required to participate if the Contractor is self - employed and does not employ any employees. The Contractor shall require his/her /its subcontractors, who perform work under this contract, to certify to the Contractor that the subcontractor does not knowingly employ or contract with an unauthorized alien and that the subcontractor has enrolled and is participating in the E -Verify program. The Contractor agrees to maintain this certification throughout the duration of the term of a contract with a subcontractor. The City or the Organization may terminate for default if the Contractor fails to cure a breach of this provision no later than thirty (30) days after being notified by the City or the Organization. Section 11. Minority and Women's Enterprise Diversity Development. Persons, partnerships, corporations, associations, or joint venturers awarded a contract by the City of South Bend through its agencies, boards, or commissions shall not discriminate against any employee or applicant for employment in the performance of a City contract with respect to hire, tenure, terms, conditions, or privileges of employment, or any matter directly or indirectly related to employment because of race, sex, religion, color, national origin, ancestry, age, or disability that does not affect that person's ability to perform the work. In awarding contracts for the purchase of work, labor, services, supplies, equipment, materials, or any combination of the foregoing including, but not limited to, public works contracts awarded under public bidding laws or other contracts in which public bids are not required by law, the City, its agencies, boards, or commissions may consider the Contractor's good faith efforts to obtain participation by those Contractors certified by the State of Indiana as a Minority Business ( "MBE ") or as a Women's Business Enterprise ( "WBE ") as a factor in determining the lowest, responsible, responsive bidder. In no event shall persons or entities seeking the award of a City contract be required to award a subcontract to an MBE/WBE; however, it may not unlawfully discriminate against said WBE/MBE. A finding of a discriminatory practice by the City's MBE/WBE Utilization Board shall ,prohibit that person or entity from being awarded a City contract for a period of one (1) year from the date of such determination, and such determination may also be grounds for terminating the contact for which the discriminatory practice or noncompliance pertains. Notwithstanding the foregoing, the award and performance of all City contracts shall comply with applicable federal, state, and local laws. Section 12. Signing Authority. The person signing on behalf of the Contractor represents that he /she has been duly authorized to execute this Agreement on behalf of the Contractor, and has obtained all necessary and applicable approvals to make this Agreement fully binding upon the Contractor after acceptance by the City and the Organization. Section 13. Drug -Free Workplace. The Contractor hereby agrees to make a good faith effort to provide and maintain a drug -free workplace. The Contractor will give written notice to the City and the Organization within ten (10) days after receiving actual notice that the Contractor or an employee of the Contractor within the State of Indiana has been convicted of a criminal drug violation occurring in the workplace. Section 14. Governing Law; Compliance with Laws. This Agreement shall be construed and interpreted according to the laws of the State of Indiana. The Contractor agrees to comply with all applicable federal, state and local laws, rules, regulations and ordinances, and all provisions required thereby are hereby incorporated herein by reference. The Contractor shall comply with federal, state and local law in its hiring and employment practices and policies for any activity covered by this Agreement. Further, the City or the Organization shall not be required to pay for Services that are inconsistent with or in violation of this Agreement nor for any Services performed in violation of federal, state or local statute, ordinance, rule or regulation. Section 15. Entire Agreement. This Agreement sets forth the entire agreement and understanding between the Parties as to the subject matter hereof, and merges and supersedes all prior discussions, agreements, and understanding of any and every nature between them. (Remainder of page intentionally left blank) IN WITNESS WHEREOF, the Parties hereto, through their duty authorized representatives, have caused this Agreement to be executed as of the day and year first written above. The Parties have read and understand the foregoing terms of this Agreement and do, by their respective signatures hereby agree to its terms. TORTI GALLAS AND PARTNERS, INC. Date: 12/6/2013 ign r John Francis Torti Printedame an it e CITY OF SOUTH BEND, DEPARTMENT OF REDEVELOPMENT Date: Signature Printe Name an Title South Bend Redevelopment Commission ATTEST: Signature Printed Name an it e South Bend Redevelopment Commission URBAN ENTERPRISE ASSOCIATION OF SOUTH BEND, INC. Date: Signature Printe Name an Tit e Signature rinte ame an it e EXHIBIT A Scope of Services See Project Technical Approach /Scope of Work from Torti Gallas and Partners Attached Hereto PROJECT TECHNICAL APPROACH THE CHALLENGE AND THE OPPORTUNITY America cities such as South Bend stand at a critical juncture in their evolution. Having languished for decades with the decline of the manufacturing economy, these communities lost population, jobs, and capital. However, today an intersection of three overarching phenomenon presents a unique opportunity to transform these communities into the Next American Frontier for community building and economic development: 1. The Great Migration People young and old are migrating towards walkable urban areas in droves. Recent research done by Chris Leinberger and others shows how walkable urban places are consistently outperforming their suburban counterparts in property values, overall health and wealth generation per capita. As the era of individual automobile comes to a slow end, bikeshares, zipcars and an emphasis on walkability is redefining how we gauge mobility. WalkScore is the new indicator of prosperity. This provides an immense opportunity for South Bend to capitalize on a fast growing market share. Large portions of the city were conceived prior to the automobile dominated planning era and are naturally built on a well- connected and walkable framework. Along with its historic building stock and culturally significant institutions and open spaces, South Bend is well poised to deliver a great quality of life for current and future residents at an affordable price tag. 2. The New Techno Mobility Every wave of frontier development has been throttled by advances in new technologies that have facilitated the movement of people, goods and services in ways that were previously considered impossible. Westward expansion hinged on railroads. The suburban sprawl was aided by the proliferation of the automobile. Today, we are observing the rapid integration of a new type of engine: The Internet. Online tools have completely reorganized how we access information, conduct business and interact socially. For entrepreneurs, this has meant the ability to look at places previously considered inaccessible due to lack of jobs and opportunities. South Bend, with its strategic location straddles major communication and data networks criss- crossing the country. By integrating South Bend into the global digital network, we can compete with larger cities to attract new residents and talent, who can relocate without having to look for newjobs. Coupled with South Bend's rich cultural heritage, university presence, historic built environment and proximity to parks, rivers and farmlands, we can create the ideal atmosphere to attract today's growing Creative Class. 3. The Great Reset Emerging from the settling dust of the Great Recession, American cities are indeed looking for ways to significantly rethink their overburdened housing, financing, transportation, energy, and government mechanisms. South Bend is no exception. Under its new leadership, South Bend has taken a number of steps to change the direction of public investment and development and compete in the new market place. We must build upon the ongoing momentum generated by success stories such as the adaptive reuse of Union Station, ongoing efforts to tackle abandoned housing and refurbish the old Studebaker factory as well as recent studies conducted to improve traffic patterns in the downtown area. We must engage old and new residents and generate a public discourse about the future of South Bend. We believe South Bend has the right mix of heritage, innovation and leadership to transform itself into a new model for mid -size, post - industrial cities. We believe South Bend has the ability to become a 21 st century American city, open to ideas, business and change. IDEAS AND GOALS Working within these larger phenomena unfolding in South Bend, the following represent ideas and goals that our team aims to deliver in order to create a transformative and implementable West Side Corridors Masterplan. These are intended to spark conversations and will be amended as directed through city and community input. • involve the community and the City in the design process and deliver a masterplan consistent with the community's goals and aspirations for the Study Area. • Create a Land Use Plan consistent with the market realities and industry standards for real estate development, financing, and construction. • Calibrate a strategic mix of housing, employment and retail uses to ensure a "jobs- housing balance" for future development in the Study Area. "� WESTS /DE CORRIDORS MARKET ANALYSIS AND MASTER PLAN d , TORTI GALLAS AND PARTNERS i'd ■o ■■ Architects of Sustainable Community • Transform the two corridors from auto dependent arteries into rnixed use Gateways into the city from the Western End, becoming integral parts of the "Image of South Bend ". • Create walkable, mixed use, mixed income, neighborhoods adjacent to the corridors with their individual nodes and gathering places. • Craft a retail strategy that acknowledges market realities along the corridors and strategically locates retail nodes to best serve the city and surrounding neighborhoods. • Create additional land uses required to attract new economic engines from emerging fields such as technology, distribution, green industrial, urban agriculture, and higher education. • Develop an Implementation Matrix that delivers short, medium and long term strategies, emphasizing tactical interventions that can be implemented economically on day one. • Deliver a tool kit to the city and the community that enables them to replicate successful pilot projects in other parts of the city. WHY US? The Torti Gallas and Partners Team Our team represents proven expertise in design thinking, community interaction, and economic development. We have delivered completely built, fully implemented, and fully occupied; mixed - income, multi - discipline, urban revitalization projects in 48 cities across the United States. Listening, invention, respect and honesty are the hallmarks of our process. Included within our team are the following inextricability linked talents: 1. Planning and urban design 2. Market analysis 3. Real estate development 4. Community outreach and civic engagement 5. Community intervention strategies and skills 6. Project financing capabilities of over $100,000,000. 7. Think tank ingenuity 8. Mixed -use, mixed - income design expertise 9. Sensitive relocation plans devised with participation from residents 10. Urban retail and mixed -use development at the scale of the neighborhood and the city 11. Job creation strategies using public, private and philanthropic resources TORTI GALLAS AND PARTNERS PROJECT APPROACH Our team DOES NOT want to create a plan that gathers dust as it sits on the shelf. Our goal is to deliver a set of strategies that will lead to successful interventions that become models for the transformation of 7 miles of gateway corridors and almost 9 square miles of the neediest neighborhoods in South Bend. We aim to provide the community with a tool kit of straightforward, realistic, and implementable strategies. The Torti Gallas Team has learned that the design of any successful community -based redevelopment Master Plan relies on a coordinated response to three sets of issues: 1) There must be an effective outreach program that enfranchises stakeholders and allows them to be advocates of the design; 2) the transformative physical design must support a vibrant and energized public realm; and finally, 3) the design must consider the market practicality, technical requirements and available financial resources required for its implementation. Our team has worked with numerous stakeholder groups in a process that involves listening to understand the issues and then responding to provide an appropriate design solution. The focus of our efforts is beyond only producing a Vision that may sit on a shelf. We reliably accomplish this by ensuring that Master Plans are not only Consensus - Based, but also Reality- Tested " �' TORTI GALLAS AND PARTNERS ii 1` WESTS /DECORR /DORSMARKET ANALYSIS AND MASTER PLAN ■■ ■■ Architects of Sustainable Community and Implementation- Oriented. Achieving such results requires a well - considered Work Plan, and a depth of experience with visioning processes that incorporate market -based designs, economic feasibility, and "constructability ". Consensus -Based means that the community and stakeholders are actively involved in the development of the plan. We believe there is no standard participation approach that works well for all projects. A custom stakeholder participation methodology must be crafted for each context if the involvement is to be meaningful and beneficial. We will work with local community development corporations, faith -based organizations, and neighborhood organizations to maximize outreach towards the general public. The Torti Gallas Team will refine the public participation plan, together with the Department of Community Investment and the Steering Committee, so that a consensus process can be created that will produce the most effective results for the community. Our proposal is to work intimately with the Steering Committee and project staff through an intensive initial strategy session, and continuously monitor progress of the planning process. We will conduct stakeholder discussions representing a variety of particular interests and perspectives, and host public meetings at key points in the process. Reality- Testedmeans that the recommendations set. forth in the Plan will be feasible from a wide variety of perspectives including environmental, marketing /branding, financial, traffic, infrastructure and other practical considerations. This is to assure that the Vision is achievable and sustainable over time. Visioning that creates a sense of expectation which cannot be ultimately delivered can dilute precious resources and subvert otherwise well- intended planning efforts. Implementation- Oriented means that the Master Plan must go well beyond establishing simple goals and objectives. It recommends very specific projects and programmatic actions necessary to achieve the consensus Vision. The Master Plan must include an identification of regulatory obstacles, an achievable implementation process, and the identification of project and program priorities and specific responsibilities. We want to deliver specific tactical interventions that can be completed immediately upon completion of the master planning process. SCOPE OF WORK The following provides an overview of our proposed Work Plan. Our scope for West Side Corridors Market Analysis and Master Plan breaks down into four Phases of Work. Phase l.•Kick -Off Meeting/ Factfinding Visit of about two days: meet with Mayor, Community Investment, and advisory committee; preliminary stakeholder and technical meetings; site visit to gather information. Existing Conditions Analysis, Market Analysis, and "Big Picture Ideas" for Land Use /Development Scenarios, showing 20 -year outcomes for the Study Area including the 2 corridors and adjacent neighborhoods. Phase A 3 Day Charrette- Workshop: two public input workshops (one per corridor); stakeholder and technical meetings; joint final presentation of results. Phase Ill. Draft Corridor Plan including Generalized Land Use Plan and Streetscape Plan for the Study Area. Detailed Land Use Plan and Urban Design Plan for Priority Areas. Implementation Matrix for short, medium and long term strategies. Second Public Meeting to present the draft plan. Phase IV.• Revise and Deliver Final Corridor Plan. Develop a brief set of illustrated design guidelines for the Priority Areas that will provide direction to building and property owners in defining the Streetscape, locations of buildings, building entries, and parking lots, fa4ade orientation and transparency based on neighborhood context. Note: Torti Gallas with have ongoing communication with Staff and have regular meetings (via teleconference, videoconference, or similar means) with advisory committee. Phase I.• Kick -Off Meeting / Fact - finding Visit of about two days: meet with Mayor, Community Investment, and advisory committee; preliminary stakeholder and technical meetings; site visit to gather information. Existing Conditions Analysis, Market Analysis, and Big Picture Ideas" for Land Use /Development Scenarios, showing 10 year outcomes for the Study Area including the 1 corridors and adjacent neighborhoods. *Assumes a Site Visit and meeting with the Department of Community Investment and the Mayor to be a part of the Interview Process. As a part of the site visit; we will tour the Study Area to assess current conditions and identify issues that could affect the proposed development scenarios. If we are directly awarded the contract these tasks will be performed as a part of Phase D 1. la TORTI GALLAS AND PARTNERS WEST SIDE CORR/DORSMARKET ANALYSIS AND MASTER PLAN d.- *.� Architects of Sustainable Community Task 1: Kick -Off Meeting / fact- finding Visit The Team will visit the site and participate in a Kick -off Meeting with the Steering Committee and the Department of Community Investment Team. The purpose of the meeting will be to introduce tearn members and to review and make necessary modifications to the work plan, public participation strategy /process, and schedule. We will review goals and objectives of the RFP. We will also review past and current plans and proposals, so we can be up to date with development activity that is currently taking place. Task 2.• Existing Conditions Analysis We will assess the current character and physical condition of the study area to enable us to make informed decisions about where and how to intervene. This analysis will be a combination of sketches, drawings and photographs, and will be used to communicate with stakeholders during work sessions and in presentations to the community to familiarize them with the issues. Task 3.• Market Study We will perform an in depth market study and econornic analysis to examine current and projected market conditions. This will include an overview of relevant demographic data. This analysis will serve as the basis of our recommendations for locating uses, density and priority areas within the larger study area. This analysis will also serve as a framework for our Implementation Matrix, outlining short, medium and long term revitalization strategies. Task 4: Big Picture Ideas / Development Suitability Analysis Using the Existing Conditions Analysis and Market Analysis as a base, we will generate some Big Picture Ideas for different Land Use and Development Scenarios showing 20 -year outcomes for the Study Area, including the two corridors and adjacent neighborhoods. These are meant to serve as a starting point for soliciting community input regarding the preferred direction and future outcome in terms of land use and character of development. These will be presented as conceptual bubble diagrams, supported by precedent images showing typical conditions for each scenario. Deliverable: Final Project Schedule and Public Involvement Plan. Documentation of the kick off meeting, and a brief synopsis outlining major themes, issues, and possible additional strategies for appropriate design responses. Market Analysis, Summary of Existing Conditions, Big Picture Ideas/ Development Suitability Analysis. Phase A Charrette Workshop with participation from City Departments, Steering Committee, Business Leaders and Neighborhood Residents. Task S.• Charrette Workshop to Present Analysis and Solicit Public Input We will host 2 simultaneous public input workshops (One per Corridor? to present the findings of the Existing Conditions Analysis, Market Study and Big Picture Ideas outlined in Task 4 and solicit public input. Our approach in this meeting will be to dedicate equal amounts of time to presentation and discussion. Our approach will further frame the Big Picture Ideas as plausible scenarios, thus leaving them open to adjustment and refinement. The discussion will be documented in photographs and or) large format 'flip chart' paper. As a part of our team, we have included a local public facilitator with bilingual capabilities to ensure feedback from all stakeholders, irrespective of their language preferences. We will participate in technical meetings and generate conceptual ideas about land use and urban design for the two corridors. We will then host a joint presentation on the final day to summarize the findings of community input and share initial design concepts. The methodology for charrete workshops will be: • Make a brief presentation of the physical analysis, market study, and prior studies and plans, and workshop objectives. • Present a summary of the comments received frorn the kick off meeting. • Make a brief presentation of the Big Picture Ideas. • Facilitate discussion based on the presentations made earlier in the workshops. • Solicit feedback with questions such as; 'What do you like about what you see ?', 'What don't you like about what you see ?', 'What would you like to see happen ?' and 'What could we do differently ?' 'Where should the priority sites be located ?' Large "Flip Chart" notes will be taken to document the sessions. • Generate conceptual ideas for land use and urban design for the corridors and Identify Priority Areas. • Host a concluding presentation that summarizes the findings of comments received from the community. Deliverable: Base Maps, Analysis drawings, graphics and boards. Summary of Market Study, PowerPoint or similar presentation. Documentation of the workshop. "" TORTI GALLAS AND PARTNERS d. d WEST SIDE CORRIDORSMARKET ANALYSIS AND MASTER PLAN o me Architects of Sustainable Community Phase ///.• Draft Corridor Plan including Generalized Land Use Plan and Streetscape Plan for the Study Area. Detailed Land Use Plan and Urban Design Plan for Priority Areas. Implementation Matrix for short, medium and long term strategies. Second Public Meeting. Task 7., Draft Generalized Land Use and Streetscape Plans Following the meeting we will craft a Generalized Land Use and Design Plan for the entire length of the corridors and adjacent neighborhoods, where applicable. These plans will consider the input received in the public meeting. We will endeavor to leverage the specific assets of the Study Area to maximize future private investment and also create a mixed income, mixed use, livable community in the western end of South Bend. We will develop Streetscape designs that respond to the individual requirements of the streets as determined through the Generalized Land Use Plan. Special emphasis will be given to Lincolnway West and Western Avenue, the two major gateways into the city from the western edge. The streetscapes will be hierarchically designed such that they communicate a clear message about the type and role of the street within the Study Area. The hierarchical design will also enable the City to most effectively use precious financial resources for the implementation of the design. Task 8. Draft Detailed Land Use Plan and Urban Design Plan for Priority Areas Based on feedback received in the public workshops, we will identify 2 Priority Areas within the Study Area. These will be developed in greater detail to illustrate the potential future outcomes based on the Generalized Land Use Plan and Streetscape Plan. We will provide Illustrative drawings and renderings for the two Priority Areas to highlight their future potential for the community. Task 9. Draft Strategic Plan Implementation Matrix We will prepare an Implementation Matrix that identifies short, medium, and long term revitalization strategies. The Matrix will identify relative priorities for proposed improvements, along with identifying the respective responsibilities of public and private stakeholders for implernentation. Task 10. Community Meeting to Present Draft Plans and Solicit Final Input We will present. the draft plans to the community in a public forum and solicit further public input for the design and recommendations. The meeting will build upon the progress of the design process to date, and will continue to foster ownership of the Master Plan within the community and stakeholders. We will again document the meeting so that we may be able to incorporate input frorn the workshop into the final Master Plan. Deliverable. Draft Generalized Land Use Plan, Streetscape plan, Illustrative Plan and Renderings for 2 Priority Areas, Strategic Plan Implementation Matrix. Phase IV Revise and Deliver final Corridor Plan. Task 11. Prepare the Final Corridor Plan Based on community feedback from the second public meeting and comments from the Department Of Community Investment and the Steering Committee, we will revise the materials outlined in Tasks 7 -9 and simultaneously prepare the Final Corridor Plan Document, Task 12. Prepare Design Guidelines for Priority Areas Develop a brief set of illustrated design guidelines for the Priority Areas that will provide direction to building and property owners in defining the streetscape, locations of buildings, building entries, and parking lots, facade orientation and transparency based on neighborhood context. Deliverables w i I I include: • All of the relevant materials that were used in previous Phases and presentations, including a description of the process used to arrive at the Final Corridor Plan. • A digital and hardcopies, desktop publication of the final report and findings. The report will collect and format all the graphic materials and document the process. • Executive Summary of the report. ;; TORTI GALLAS AND PARTNERS WEST SIDE CORR /DORS ;r MARKET ANALYSIS AND MASTER PLAN ■1.:1 5 or an Architects of Sustainable Community PROJECT SCHEDULE The following provides an overview of our proposed project schedule. We will work with the Department of Community Investment and the Steering Committee to refine the process as required. Task Month Month Month Month Month Month 1 2 3 4 5 6 Phase I *: Kick Off Video Conference including Public Participation Strategy Discussion, Information Gathering, Existing Conditions Analysis, Market Analysis, and "Big Picture Ideas" for Land Use/ Development Scenarios, showing 20 -year outcomes for the Study Area including the 2 corridors and adjacent neighborhoods. Phase II: Public Intake Workshop with participation from City Departments, Steering Committee, Business Leaders and Neighborhood Residents. Phase III: Draft Corridor Plan including Generalized Land Use Plan and Streetscape Plan for the Study Area. Detailed Land Use Plan and Urban Design Plan for Priority Areas. Implementation Matrix for short, medium and long term strategies. Second Public Meeting. Phase IV: Revise and Deliver Final Corridor Plan *Assumes a Site Visit and meeting with the Department of Community Investment and the Mayor to be a part of the Interview Process. If we are directly awarded the contract, these tasks will be performed as a part of Phase 1. "" TORT[ GALLAS AND PARTNERS WEST SIDE CORRIDORS MARKET ANALYSIS AND MASTER PLAN ■� i■ architects of Sustainable Community ESTIMATED PROFESSIONAL FEES The following provides an overview of our proposed fee structure. Phase / *: Kick -Off Meeting / Factfinding Visit of about two days: meet with Mayor, Community Investment, and advisory committee; preliminary stakeholder and technical meetings; site visit to gather information. Existing Conditions Analysis, Market Analysis, and "Big Picture Ideas" for Land Use /Development Scenarios, showing 20 -year outcomes for the Study Area including the 2 corridors and adjacent neighborhoods. Phase IL• 3 Day Charrette- Workshop: two public input workshops (one per corridor); stakeholder and technical meetings; joint final presentation of results. Phase / //.• Draft Corridor Plan including Generalized Land Use Plan and Streetscape Plan for the Study Area. Detailed Land Use Plan and Urban Design Plan for Priority Areas, Implementation Matrix for short, medium and long term strategies. Second Public Meeting. Phase /W. Revise and Deliver Final Corridor Plan. Develop a brief set of illustrated design guidelines for the Priority Areas that will provide direction to building and property owners in defining the Streetscape, locations of buildings, building entries, and parking lots, fa4ade orientation and transparency based on neighborhood context. TOTAL FEES Note: Fee amounts for each phase above include expenses. $ 45,000 $ 45,000 $ 40,000 $ 30,000 $160,000 " WESTS /DE CORRIDORS MARKET ANALYSIS AND MASTER PLAN ■i.." TORTI GALLAS AND PARTNERS I ■• ■■ Architects of Sustainable Community