1. ComMunity LANDS Development Project - Implementation Strategy PROJET DE MISE EN VALEUR DES BIENS FONCIERS DE COmmunAutÉ - STRATÉGIE
DE MISE EN oeuvre |
Committee RecommendationS
That Council:
1. Authorize staff to
continue with due diligence investigations/development plan design work for the
Centrepointe Town Centre (CTC) project and, in order to assist in establishing
the Corporate priorities in the budget process for the key transportation
initiatives set out in the Centrepointe Town Centre Concept Plan as described
in this report, staff be directed to:
a) Prepare a transportation
master plan for the CTC based on the road network concept established from the
Community Workshop process and initial due diligence investigations,
b) Prepare a transportation
demand management demonstration plan for the CTC including a parking management
strategy/implementation plan, and
c) Work collaboratively with
Algonquin College with respect to the potential development of College
facilities adjacent to and integrated with, the Baseline Transit Station
consistent with the Centrepointe Town Centre Concept Plan;
2. Proceed with Phase 1
of the Centrepointe Town Centre Project in 2007, as described in this report,
by:
a)
Declaring the
parcel of land, shown on the Annex “A” plan attached to this report, containing
approximately 4424.0 m2
being part of PIN 04692-0314 as surplus to the City’s needs;
b) Waiving those internal
procedures for the disposal of surplus properties as set out in Schedule B of
By-law 2002-38 that apply to the internal and external circulation of surplus
properties, potential for housing, and publicly marketing the property for
sale, with respect to the sale of the land set on the Annex “A” plan attached
to this report;
c) Approving the sale of land,
as set out on the Annex “A” plan attached to this report, to Uniform
Developments & Leasing Ltd., for $800,000.00 plus GST pursuant to an
Agreement of Purchase and Sale that has been received;
3. Direct staff to report back to CSEDC and Council with recommendations pertaining to the transfer of some, or all, of the proceeds of sale from the Annex “A” property to the Community Lands Development Corporation to assist in funding the infrastructure for the Centrepointe Town Centre Project.
RecommandationS du comité
Que le Conseil :
1. Autorise le personnel à poursuivre avec diligence ses enquêtes et ses travaux conceptuels
relatifs au plan d’aménagement du projet de centre d’activité de Centrepointe
(CAC) pour faciliter l’établissement de la priorité dans le processus
budgétaire municipal des initiatives clés en matière de transports énoncées
dans le plan conceptuel du centre d’activité de Centrepointe, décrit dans ce
rapport à :
a) Préparer un plan directeur des transports basé sur le concept de réseau
routier arrêté à la suite du processus d’ateliers communautaires et des
enquêtes préalables.
b) Préparer
un plan de gestion de la demande en transport pour le CAC comprenant une
stratégie et un plan de mise en œuvre pour la gestion du stationnement.
c) Collaborer
avec le Collège Algonquin pour ce qui est de l’aménagement éventuel, compatible
avec le plan conceptuel du projet de centre d’activité de Centrepointe,
d’installations du Collège adjacentes et intégrées à la station Baseline de
transport en commun.
2. Entreprenne la phase 1 du projet de centre d'activité de Centrepointe en 2007, comme le décrit le rapport,
en prenant les mesures suivantes :
a) Déclarer la parcelle illustrée dans le plan de l'annexe A ci-jointe,
couvrant environ 4 424,0 m2
et faisant partie du PIN 04692-0314, comme excédentaire en regard des besoins
de la Ville.
b) Suspendre,
pour la vente de terrain décrite à l’annexe A du présent rapport, les
procédures internes applicables à la cession des propriétés excédentaires qui
sont établies à l'annexe B du Règlement municipal 2002-38 et qui portent sur
l'annonce interne et externe des propriétés excédentaires, leur utilisation
éventuelle à des fins de logement et la mise sur le marché public des
propriétés à vendre selon la recommandation no 3a.
c) Approuver
la vente de la parcelle décrite dans le plan de l’annexe A joint au présent
rapport à Uniform Urban Developments and Leasing Inc. pour la somme de 800
000,00 $, plus TPS, conformément à la convention d'achat et de vente qui a été
reçue.
3. Donne
au personnel l'instruction de présenter un rapport au CSODE et au Conseil
contenant des recommandations sur le transfert, en tout ou en partie, du produit
de la vente de terrain mentionnée à l’annexe A à la Société d'aménagement des terrains
communautaires pour contribuer au financement d'une partie de l'infrastructure
nécessaire à la réalisation du projet de centre d'activité de Centrepointe.
Documentation
1. Corporate Services and Economic Development
Committee covering report dated
5 October 2007 (ACS2007-CMR-CSE-0012).
2. Executive Director's report (Business
Transformation Services) dated 2 October 2007 (ACS2007-BTS-RPM-0008).
3. Extract of Minute, 16 October 2007 and
Extract of Draft Minute, 6 November 2007.
Report to / Rapport au :
Corporate Services and Economic Development Committee
Comité des services organisationnels et du
développement économique
Submitted by / Soumis par : Corporate Services
and Economic Development Committee Comité des services organisationnels et du développement économique
Contact
Person/Personne ressource : Gordon MacNair, Manager Real Estate Services
Real
Property Asset Management/Gestion des actifs des biens immobiliers
(613)
580-2424 x 21217, Gordon.MacNair@ottawa.ca
City Wide / À l'échelle
de la Ville |
Ref N°: ACS2007-CMR-CSE-0012 |
SUBJECT: ComMunity
LANDS Development Project
– Implementation Strategy
OBJET: PROJET DE
MISE EN VALEUR DES BIENS FONCIERS DE COmmunAutÉ – STRATÉGIE DE MISE EN oeuvre
REPORT RECOMMENDATION
That the
Corporate Services and Economic Development Committee recommend Council approve
recommendations 2, 3 and 5 b) of the attached report.
RECOMMANDATION
DU RAPPORT
Que le Comité des services organisationnels et
du développement économique recommande au Conseil municipal d’approuver
les recommandations 2, 3 et 5 b) du rapport ci-joint.
BACKGROUND
At its meeting of 2 October 2007, the Corporate
Services and Economic Development Committee considered the attached report
titled “Community Lands Development Project – Implementation Strategy”
(ACS2007-BTS-RPM-0008) and approved recommendations 1, 4 and 5 a) therein but
deferred consideration of recommendations 2, 3 and 5 b) to its next
meeting. At its 16 October 2007
meeting, the CSEDC again deferred consideration of these recommendations. Accordingly, at its 6 November 2007 meeting,
the CSEDC is hereby requested to consider recommendations 2, 3 and 5 b) of the
attached report and recommend approval by Council at its 14 November 2007
meeting.
CONSULTATION
This item will be advertised in the local dailies as
part of the Public Meeting Advertisement on Friday preceding the Corporate
Services and Economic Development Committee Meeting.
FINANCIAL
IMPLICATIONS
As
outlined in the attached report.
SUPPORTING DOCUMENTATION
Document 1 Report titled “Community Lands
Development Project – Implementation Strategy” (ACS2007-BTS-RPM-0008)
DISPOSITION
As outlined in the attached report.
DOCUMENT
1
Report
to/Rapport au :
Corporate Services and Economic Development Committee
Comité des services organisationnels
et du développement économique
and Council / et au Conseil
02 October 2007 / le 2 octobre 2007
Submitted by/Soumis par : Stephen A. Finnamore, Executive Director, Business
Transformation Services / Directeur exécutif, Services de transformation des
activités
Contact
Person/Personne ressource : Gordon MacNair, Manager Real Estate Services
Real Property Asset Management/Gestion des
actifs des biens immobiliers
(613) 580-2424 x 21217,
Gordon.MacNair@ottawa.ca
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ComMunity LANDS Development
Project – Implementation Strategy |
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OBJET: |
PROJET DE MISE EN VALEUR DES BIENS FONCIERS DE COmmunAutÉ – STRATÉGIE
DE MISE EN oeuvre |
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REPORT RECOMMENDATIONS
That the Corporate
Services and Economic Development Committee recommend Council:
1.
Proceed
with the development of the Longfields Subdivision lands on a phased
basis, as described in this report, subject to registration of a plan of
subdivision and on condition that a development agreement is executed prior to
transfer of the lands from the City, and staff be directed to:
a)
Undertake the necessary studies and design work
required for registration of the plan of subdivision and subdivision agreement;
b)
Prepare Request for Proposals (RFP’s) in 2007, as
described in this report, for:
i)
The sale of the Neighbourhood # 1 1ands (Beatrice to
Woodroffe area) (Phase 1A) on a serviced lot/block basis with the City
establishing the sales price and urban/architectural design guidelines/criteria
for selecting the best proposal for a high standard of community design; and
ii)
The sale of the Neighbourhood # 3 lands (Highbury Park Drive area), (Phase 1B) on an unserviced
lands basis with the City establishing the sales price and environmental
guidelines/criteria for selecting the best proposal for a demonstration “green
community”; and
c)
Report back to the Corporate Services and Economic Development
Committee and Council with respect to the above RFP processes set out in
this report prior to initiating the call(s) for proposals;
2.
Authorize staff to continue with due diligence
investigations/development plan design work for the Centrepointe Town Centre
(CTC) project and, in order to assist in establishing the Corporate priorities
in the budget process for the key transportation initiatives set out in the
Centrepointe Town Centre Concept Plan as described in this report, staff be directed
to:
a)
Prepare a transportation master plan for the CTC based
on the road network concept established from the Community Workshop process and
initial due diligence investigations,
b)
Prepare a transportation demand management
demonstration plan for the CTC including a parking management
strategy/implementation plan, and
c)
Work collaboratively with Algonquin College with respect to the
potential development of College facilities adjacent to and integrated with,
the Baseline Transit Station consistent with the Centrepointe Town Centre
Concept Plan;
3.
Proceed with Phase 1 of the Centrepointe Town Centre
Project in 2007, as described in this report, by:
b)
Declaring the
parcel of land, shown on the Annex “A” plan attached to this report, containing
approximately 4424.0 m2
being part of PIN 04692-0314 as surplus to the City’s needs;
b) Waiving those internal procedures for the disposal of surplus properties as set out in Schedule B of By-law 2002-38 that apply to the internal and external circulation of surplus properties, potential for housing, and publicly marketing the property for sale, with respect to the sale of the land set on the Annex “A” plan attached to this report;
c)
Approving the sale of land, as set out on the Annex “A”
plan attached to this report, to Uniform Developments & Leasing Ltd., for
$800,000.00 plus GST pursuant to an Agreement of Purchase and Sale that has
been received;
4.
Proceed with the establishment of a Community Lands
Development Corporation (holding company) for the Longfields Subdivision and
Centrepointe Town Centre projects, as described in this report, by:
a) Approving this report and the “Corporate Purposes” and the “Corporate Structure and
Organizational Direction” set out in Documents 3 & 4 attached hereto as the
Business Case Study for establishing the Community Lands Development
Corporation; and
b) Authorizing staff to proceed with the incorporation of
the Community Lands Development
Corporation for the Longfields Subdivision and Centrepointe Town Centre
projects in accordance with the Business Case Study set out above and also in
accordance with the provisions of the Municipal Act, 2001, as amended, and the
Business Corporations Act and;
5. Direct staff to report back to CSEDC and Council with recommendations pertaining to the following:
a) The transfer of surplus lands from the City to the Community Lands Development Corporation; and
b) The transfer of some, or all, of the proceeds of sale from the Annex “A” property to the Community Lands Development Corporation to assist in funding the infrastructure for the Centrepointe Town Centre Project.
RECOMMANDATIONS DU
RAPPORT
Que le Comité des services organisationnels et du
développement économique recommande au Conseil :
1.
D’entreprendre
l'aménagement par étape des terrains du lotissement Longfields, selon ce qui
est décrit dans le présent rapport, sous réserve de l'exécution de l'accord de
lotissement et de l'enregistrement d'un plan de lotissement avant la cession du
titre de propriété de la Ville et d’autoriser le personnel à :
a) Entreprendre les études et les
travaux de conception nécessaires à
l’enregistrement du plan de lotissement et de l’accord de lotissement
des terrains du lotissement.
b) Préparer le processus de demande de
propositions (DDP) en 2007, tel que décrit dans ce rapport, en vue de :
i)
La
vente des terrains du quartier no 1 (secteur Beatrice à Woodroffe),
phase 1A, en tant que terrains ou pièces viabilisés, la Ville devant établir le
prix de vente et les lignes directrices ainsi que les critères d’aménagement
urbain et de conception architecturale à appliquer pour choisir la meilleure
proposition satisfaisant à une norme élevée de conception communautaire.
ii)
La vente des terrains du
quartier no 3 (secteur de la promenade Highbury Park), phase 1B, en
tant que terrains non viabilisés, la Ville devant établir le prix de vente et
les lignes directrices ainsi que les critères environnementaux à appliquer pour
choisir la meilleure proposition de « communauté verte » modèle.
c) Présenter un rapport au Comité sur les services organisationnels et le
développement économique (CSODE) et au Conseil sur les processus de DDP prévus
dans le présent rapport avant de lancer les appels de propositions.
2.
D’autoriser
le personnel à poursuivre avec
diligence ses enquêtes et ses travaux conceptuels relatifs au plan
d'aménagement du projet de centre d'activité de Centrepointe (CAC) pour
faciliter l’établissement de la priorité dans le processus budgétaire municipal
des initiatives clés en matière de transports énoncées dans le plan conceptuel
du centre d'activité de Centrepointe, décrit dans ce rapport à :
a.
Préparer un plan directeur des transports basé sur le concept de réseau
routier arrêté à la suite du processus d'ateliers communautaires et des
enquêtes préalables.
b.
Préparer un plan de gestion
de la demande en transport pour le CAC comprenant une stratégie et un plan de
mise en œuvre pour la gestion du stationnement.
c.
Collaborer avec le Collège
Algonquin pour ce qui est de l'aménagement éventuel, compatible avec le plan
conceptuel du projet de centre d'activité de Centrepointe, d'installations du
Collège adjacentes et intégrées à la station Baseline de transport en commun.
3.
Entreprendre
la phase 1 du projet de centre d'activité de
Centrepointe en
2007, comme le décrit le rapport, en prenant les mesures suivantes :
a) Déclarer la parcelle illustrée dans le plan de l'annexe A ci-jointe,
couvrant environ 4 424,0 m2
et faisant partie du PIN 04692-0314, comme excédentaire en regard des besoins
de la Ville.
c)
Suspendre, pour la vente de
terrain décrite à l’annexe A du présent rapport, les procédures internes
applicables à la cession des propriétés excédentaires qui sont établies à
l'annexe B du Règlement municipal 2002-38 et qui portent sur l'annonce interne
et externe des propriétés excédentaires, leur utilisation éventuelle à des fins
de logement et la mise sur le marché public des propriétés à vendre selon la
recommandation no 3a.
d)
Approuver la vente de la
parcelle décrite dans le plan de l’annexe A joint au présent rapport à Uniform
Urban Developments and Leasing Inc. pour la somme de 800 000,00 $, plus TPS,
conformément à la convention d'achat et de vente qui a été reçue.
4.
Faire les démarches
nécessaires pour la constitution en société de la Société (société de
portefeuille) d'aménagement des terrains communautaires de projets du
lotissement Longfields et de centre d'activité de Centrepointe, conformément à
ce rapport en :
a.
Approuvant le présent
rapport ainsi que les « buts sociaux » et les « structures sociales et
orientation organisationnelle » qui sont énoncés respectivement dans les
documents 3 et 4 ci-joints comme constituant l'analyse de rentabilisation en
vue de la création d'une société
d'aménagement de terrains communautaires.
b.
Autorisant le personnel à
faire les démarches pour la constitution en société de la Société d'aménagement
des terrains communautaires des projets du lotissement Longfields et de centre
d'activité de Centrepointe, conformément à l'analyse de rentabilisation
mentionnée précédemment et aux dispositions
de la Loi sur les municipalités de 2001, modifiée, et de la Loi sur
les sociétés par action.
5.
Donner au personnel
l'instruction de présenter un rapport au CSODE et au Conseil contenant des
recommandations sur :
a)
le transfert des terrains excédentaires de la Ville à la Société
d'aménagement des terrains communautaires;
b) sur le transfert, en tout ou en partie, du
produit de la vente de terrain mentionnée à l’annexe A à la Société
d'aménagement des terrains communautaires pour contribuer au financement d'une
partie de l'infrastructure nécessaire à la réalisation du projet de centre
d'activité de Centrepointe.
The Longfields
Subdivision and Centrepointe Town Centre are strategic City real estate
development projects identified in the Neighbourhood Agenda of the City’s Corporate
Plan, for the development of City owned lands based on collaboration with
community representatives (“Community Lands Development Projects”).
For the Longfields
Subdivision, additional planning work has been completed with respect to the
Council approved Concept Plan based on the City’s 20/20 Growth Management
Plans; consultation held with representatives from the Ottawa-Carleton Home
Builders Association and Small Builders Council; a public open house held on 6
March 2007 and a number of planning and supporting studies completed together
with a financial analysis. Applications for draft plan subdivision approval and
for the associated zoning amendments have now been submitted.
With respect to the
Centrepointe Town Centre, four public workshops were held between February and
June in 2006 and initial due diligence has since been carried out based on the
concept plan that evolved from the workshop process. Staff have also worked
collaboratively with Algonquin College staff with respect to the potential
development of College facilities integrated with the Centrepointe Town Centre
and in particular, the Baseline Transit Station. As well, staff has been
reviewing a proposal based on the concept plan submitted by Uniform
Developments & Leasing Ltd. for the development of a portion of the Town
Centre lands adjacent to the Uniform’s existing development at 117
Centrepointe. A fifth public workshop was held on 7 June 2007 to review the
findings of the due diligence and associated project-planning work carried out
over the past year.
The Longfields Subdivision
and the Centrepointe Town Centre projects have been advanced by staff to the
point where further Council direction and approvals are now required for both
projects. Updates on both these projects can be found in more detail in the
Project Information Reports attached as Documents 1 & 2 attached hereto.
Recommendation # 1 of this report is based on the information set out in
the Project Information Report for the Longfields Subdivision Project attached as
Document # 1 to this report.
Recommendations #’s 2, 3 and 5b
of this report are based on the information set out in the Project Information
Report for the Centrepointe Town Centre Project attached as Document # 2 to
this report.
On 20 December 2005, City
Council considered the establishment of four additional FTE’s, within the Real
Estate Services Division (RESD) of RPAM for implementing Community Lands
Development Projects subject to these resources being provided on a financially
self-sustaining basis and not creating additional future pressure on the City’s
base budget.
Staff was directed by
Council to report back with respect to the specific implementation plan for
undertaking Community Lands Development Projects including the potential
creation of a development corporation (“Ottawa Lands Corporation”) before
filling any positions related to the additional FTE’s.
As a result, staff has since
investigated the potential and requirements for establishing a development
corporation and also reviewed options related to the development of a “Vehicle”
to implement the development of Community Lands Development Projects. The three
options explored were as follows:
1. a fully independent/staffed development
corporation with the City as the sole shareholder;
2. a work unit within RESD working within City processes; and
3. a work
unit within RESD utilizing a development corporation umbrella “holding”
corporation - with City as sole shareholder and Council designated Board of
Directors and Corporate Officers (but not independently staffed) to provide
flexibility in implementing the projects and achieving the City’s objectives
(e.g. entering into subdivision agreements with the City for registration on
title).
It was concluded
that a work unit within RESD utilizing a “holding” corporation (a “Community
Lands Development Corporation”) as a Council controlled development vehicle
would be the most effective implementation vehicle to assist RESD in
implementing Community Lands Development Projects and more specifically the
Longfields Subdivision and Centrepointe Town Centre projects.
The establishment of the Community Lands Development Corporation for the Longfields Subdivision and Centrepointe Town Centre projects as set out in Recommendation # 4 will provide a vehicle controlled by and available at the discretion of Council to clearly separate the City’s land ownership/real estate development role as a corporate entity under the Corporations Act from its planning authority role as the Municipality under the Municipal and Planning Acts as circumstances may so warrant. This will then allow for the Community Lands Development Corporation as the developer to enter into subdivision/development agreements with the City as the Municipality once the lands have been transferred from the City to the Development Corporation which transfer will be the subject of a further report to CSEDC and Council as set out in Recommendation # 5a.
The Community Lands Development Corporation will also provide a vehicle for entering into agreements with third parties that can provide additional corporate control, based on contract provisions when selling development lands, in achieving the project objectives established by Council.
Le lotissement Longfields et
le centre d’activité de Centrepointe sont des projets d’aménagement immobilier
stratégiques de la Ville identifiés dans le Programme pour les quartiers du
Plan directeur municipal, aux fins de l’aménagement de terrains dont la Ville
est propriétaire, en collaboration avec des représentants de la collectivité
(« Projets d’aménagement des terrains communautaires »).
Pour le lotissement
Longfields, les travaux de planification ont été achevés en ce qui a trait à
l’approbation par le Conseil du plan conceptuel fondé sur les plans de gestion
de la croissance 20/20 de la Ville; une consultation a eu lieu auprès des
représentants de l’Association des constructeurs d’habitations
d’Ottawa-Carleton et du Small Builders Council; une réunion publique s’est
tenue le 6 mars 2007 et des
études de planification et de soutien ont été effectuées, ainsi qu’une analyse
financière. Les demandes d’approbation des plans de lotissement provisoires et
des modifications de zonage connexes ont maintenant été présentées.
Il y a eu quatre ateliers
publics pour le centre d’activité de Centrepointe entre février et
juin 2006, l’intervention diligente initiale a été accomplie selon le plan
conceptuel qui découle du processus des ateliers. Le personnel a aussi
collaboré avec celui du Collège Algonquin pour l’aménagement éventuel
d’installations du Collège intégrées dans le centre d’activité de Centrepointe
et, en particulier, la station de transport en commun Baseline. Le personnel a
aussi examiné une proposition formulée selon le plan conceptuel de la Uniform Developments
& Leasing Ltd. pour l’aménagement
d’un segment des terrains du centre d’activité adjacent à l’aménagement actuel
de la Uniform au 117, Centrepointe. Il y a eu un cinquième atelier public
le 7 juin 2007 pour examiner les constatations de l’intervention
diligente et le travail de planification de projet connexe accompli depuis l’an
dernier.
Le personnel a fait le suivi
des projets de lotissement Longfields et du centre d’activité de Centrepointe
au point où l’orientation et les approbations du Conseil sont maintenant
nécessaires pour les deux projets. Les mises à jour plus détaillées de ces
projets sont versées aux Rapports d’information sur le projet joints en
documents 1 et 2 aux présentes.
La recommandation no 1
du présent rapport est formulée selon les données du Rapport d’information sur
le projet de lotissement Longfields joint en document no 1 au
présent rapport.
Les recommandations no 2, 3 et 5b du présent rapport sont
formulées selon les données du Rapport d’information sur le projet du centre
d’activité de Centrepointe joint en document no 2 au présent
rapport.
Le Conseil municipal a
considéré quatre ETP supplémentaires à la Division des services immobiliers
(DSI) de la GABI le 20 décembre 2005 pour la mise en œuvre des
projets d’aménagement de terrains communautaires à condition que la prestation
de ces ressources soit autofinancée et n’exerce pas de pressions
supplémentaires à l’avenir sur le budget de base de la Ville.
Le Conseil a demandé au personnel de faire rapport sur le
plan de mise en œuvre en particulier pour lancer les projets d’aménagement de
terrains communautaires, y compris la création éventuelle d’une société
d’aménagement (« Société d’aménagement de terrains d’Ottawa ») avant
de combler n’importe quel poste pertinent aux ETP supplémentaires.
Le personnel a donc fait enquête sur la possibilité
d’établir une société d’aménagement et sur les exigences. Il a aussi examiné
des options liées à la mise au point d’un « véhicule » pour élaborer
les projets d’aménagement de terrains communautaires. Voici les trois options
examinées :
1.
une société d’aménagement entièrement
dotée – autonome dont la Ville est seul actionnaire,
2.
une unité de travail à la DSI encadrée par les
processus de la Ville,
3.
une unité de travail à la DSI qui fait appel à
une société de « portefeuille » générale de la société d’aménagement
dont la Ville est seul actionnaire et dont le Conseil désigne le Conseil
d’administration et les agents de la société constituée (mais qui n’est pas
dotée en toute autonomie) pour la mise en œuvre des projets avec flexibilité et
pour atteindre les objectifs de la Ville (p. ex., conclure des ententes de
lotissement avec la Ville pour enregistrement sur titre).
Il a été conclu qu’une unité de
travail à la DSI qui fait appel à une société de « portefeuille » (la
« Société d’aménagement de terrains communautaires ») comme outil
d’aménagement sous le contrôle du Conseil serait le moyen de mise en œuvre le
plus efficace pour aider la DSI à réaliser les Projets d’aménagement de terrains
communautaires et, en particulier, les projets de lotissement Longfields et du
centre d’activité de Centrepointe.
L’établissement de la Société
d’aménagement de terrains communautaires pour les projets de lotissement
Longfields et du centre d’activité de Centrepointe déterminés dans la
recommandation no 4 constituerait un outil discrétionnaire sous
le contrôle et à la disposition du Conseil pour faire une distinction claire
entre le rôle de propriétaire de terrains – promoteur immobilier de la
Ville à titre de société constituée en vertu de la Loi sur les corporations et le rôle d’autorité chargée de
l’urbanisme à titre de municipalité en vertu de la Loi sur les municipalités et de la Loi sur l’aménagement du territoire, compte tenu des circonstances.
Voilà qui permettra à la Société d’aménagement de terrains communautaires de conclure, à titre de promoteur, des ententes de lotissement –
d’aménagement avec la Ville à titre de municipalité, une fois le transfert des
terrains effectué de la Ville à la Société d’aménagement, ce dernier fera
l’objet d’un rapport subséquent au CSODE et au Conseil tel qu’énoncé à la
recommandation 5a.
La Société d’aménagement de terrains
communautaires sera aussi un moyen de conclure des ententes avec des tierces
parties qui peuvent accentuer le contrôle de la société constituée, selon les
dispositions contractuelles, lorsqu’elle vend des terrains à aménager, afin
d’atteindre les objectifs des projets établis au Conseil.
The City’s Corporate Plan
and related Departmental Business Plans, which are rooted in the Ottawa 20/20
Growth Management Plans and tied to the City’s Long Range Financial Plan,
establish departmental projects that fall into three basic categories:
·
Community Lands Development Projects [Sale/Development of
strategic City-owned properties involving real estate transactions
(acquisitions/disposals/asset management) that require strategic real estate
expertise to achieve defined overall Corporate objectives (social,
environmental, economic) rather than a specific departmental program
objective];
·
Strategic City Program(s) Projects [P3 Projects as an alternative implementation vehicle for
delivering projects related to specific City departmental programs
(infrastructure, community facilities and related services)];
·
Standard Departmental Program Projects (Projects undertaken
by City departments through normal City processes).
Strategic City Real Estate Development
Projects were identified in the Neighbourhood Agenda of the Corporate Services
Departmental Business Plan, approved by Council on 28 September 2005, to initiate development of City owned lands, working in collaboration
with community representatives. The objectives of these “Community Lands
Development Projects” included as follows:
1.
Implement City
plans (e.g. concept plans, community design plans or community improvement
plans) associated with strategic parcels of City-owned lands;
2.
Showcase 20/20
growth management principles on these City-owned lands:
·
Work, shop and
play in same community,
·
Compact
development with modified street grid,
·
Innovative
planning & design,
·
Sustainable
development practices,
·
Affordable
housing; and
3.
Provide opportunities for innovation and ‘small
builders’.
The mandate for Community Lands Development Projects can be described in a manner similar to that established for the Canada Lands Corporation as follows:
Ensure the commercially oriented, orderly
disposition of selected surplus City real properties with optimal value to the
City’s taxpayers. In carrying out this mandate, "optimal value" is to
be seen as pertaining to both financial and non-financial community value. The
disposition of these properties will be sensitive to local neighbourhood and/or overall community
objectives, as approved by Council in the Corporate Plan, and local real estate
market conditions.
The Business Plan for the former Corporate
Services Department, as approved by Council on 28 September 2005 and which
continues to provide direction to the Business Transformation Services
Department, includes action items to support the Neighbourhood Agenda of the
Corporate Plan with respect to the initiation of Community Lands Development
Projects as follows:
·
Longfields Subdivision:
“Develop a framework and implement a smart growth demonstration
community on the City-owned lands in Longfields. Within the guidelines
established by the Council approved “Longfields Concept Plan”, the development
will focus on a balanced return on investment, affordable housing and the
environment. With the intent to provide a greater range of development
opportunities with the private sector, this project will embrace innovative
planning principles and design standards that are in line with the 20/20 Vision”.
·
Centrepointe
Town Centre:
“Develop and
implement a strategy for the Centrepointe Project, which will see the
development of City-owned lands at Baseline Road and Woodroffe Avenue,
integrating 100 Constellation Crescent, Ben Franklin Place, vacant and transit
lands to demonstrate the 20/20 Vision of creating a “sense of place”. The
development will focus on the integration of commercial, residential and office
uses through intensification and innovation”.
Longfields:
· Additional planning work has been completed to enhance the Council approved Concept Plan and better reflect the objectives of the City’s 20/20 plans;
· Three workshops were held with “small builders” representatives to obtain feedback on the enhanced concept;
· Workshops were held on 29 January 2007 and 2 March 2007 to obtain feedback from representatives of the Ottawa-Carleton Home Builders Association regarding the planning and implementation of this project;
· Meetings with the agent for Jock River Farms Developments (previous owner of part of the lands expropriated by the former City of Nepean) have been held regarding the implementation of the development for the area in the vicinity of the proposed Highbury Park Drive;
· A public open house was held on 6 March 2007 at the Walter Baker Centre to obtain feedback on the enhanced Concept Plan prior to submitting applications for draft plan approval and zoning amendments;
· The planning and supporting studies, required to submit a complete application for draft plan approval and zoning amendments for this subdivision, have been completed including as follows:
Ø Environmental Impact Statement /Muncaster
Ø Tree Preservation/Protection Plan /Muncaster
Ø Functional Servicing Report/McManus
Ø Phase I & Phase II (SDF area) EA’s/AMEC
Ø Planning Rationale/Paquette Planning
Ø Phase I Archaeological statement/Jacques Whitford
Ø Transportation Impact Study/DelCan
Ø Draft Plan/Surveys & Mapping;
· Financial Proformas have been completed for 4 development scenarios; and
· Applications were submitted in June 2007 for Draft Plan of Subdivision approval and Zoning amendments.
Centrepointe:
· Four (4) public workshops with the community and stakeholders were held between February and June 2006 and a "Recommended Concept Plan" was produced by the participants;
· A report detailing the workshop process has been completed;
· Initial “due diligence” analysis has been carried out to evolve, a viable development plan and implementation strategy from the “Recommended Concept Plan”;
· Uniform Developments & Leasing Ltd. has submitted a proposal for the development of the City owned lands adjacent to Uniform’s existing development at 117 Centrepointe that is consistent with the “Recommended Concept Plan”;
· City staff has worked collaboratively with Algonquin College staff with respect to the potential for development of College facilities adjacent to, and integrated with, the Baseline Transit Station consistent with the Centrepointe Town Centre Concept Plan;
· Based on input from the workshops, first priority in the “due diligence” process has been given to the transportation study, parking strategy, and hydro corridor components and a further workshop was held on 7 June 2007 to review the initial findings for these components.
Implementation Vehicle
On 20 December 2005, City
Council considered as part of the City’s 2006 Operating Budget, the
establishment of four additional FTE’s within the Real Estate Services Division
of RPAM subject to these resources being provided on a financially
self-sustaining basis and not creating additional future pressure on the City’s
base budget. Staff was directed by Council to report back with respect to the
specific implementation plan for undertaking strategic real estate development
projects, including the potential creation of a development corporation, before
filling any positions related to the additional FTE’s.
Previous Legislative Authority:
Prior to 1 January 2007, the City had only limited
authority to undertake land development under the provisions of the Municipal
Act, 2001. While Section 203 of the Municipal Act, 2001 provided for the Lieutenant Governor in
Council to make
regulations to allow the establishment and incorporation of municipal business
corporations, the resulting Ontario Regulation 168/03 set out the authority for
such corporations on a prescriptive basis and did not specifically provide for
a municipal land development corporation.
New Legislative Authority:
During the period from April to December 2006, staff took action as follows:
· Prepared information to support a request for an amendment to O. Reg. 168/03 for the proposed Ottawa Lands Corporation based on provisions similar to those in O. Reg. 168/03 for York and Brampton and on the “Corporate Purposes” and the “Corporate Structure and Organizational Direction” set out respectively in Documents #’s 3 & 4 of this report;
· Reviewed the proposal for the amendment with the Ministry of Municipal Affairs and Housing (MMAH); and
· Held further discussions with the Ministry with regard to changes resulting from the amendments to the Municipal Act, 2001.
On 1 January 2007, Bill 130 (the Municipal Statute Law Amendment Act, 2006) came into effect with respect to amendments to the Municipal Act, 2001 and O. Reg. 168/03 was repealed and replaced by O. Reg. 599/06.
Ontario Regulation 599/06 provides that a municipality may establish a corporation for the sole purpose of providing one or more economic development services. Economic development services are defined to include "the acquisition, development and disposal of sites for residential, industrial, commercial and institutional uses, the provision of residential housing and undertaking community improvement consistent with a community improvement plan”.
Based on the broader authority provided by this regulation, it is now possible to pursue the establishment of a corporation to implement projects such as the Longfields Subdivision and the Centrepointe Town Centre Project.
DISCUSSION
Implementation of Longfields
Subdivision and Centrepointe Town Centre Projects
Staff have advanced the Longfields Subdivision and
Centrepointe Town Centre Projects to the point where further Council direction
and approvals with respect to the project implementation processes are now
required.
Recommendation # 1 of this report is based on the information set out in
the Project Information Report for the Longfields Subdivision Project attached
as Document # 1 to this report.
Recommendations #’s 2, 3 and 5b of this report are based on the
information set out in the Project Information Report for the Centrepointe Town
Centre Project attached as Document # 2 to this report.
In order to fully implement Recommendations #’s 4 and 5 of this report,
further Council approval is also required with respect to an implementation
‘vehicle’ for Community Lands Development Projects.
Staff has considered
three basic options as follows:
·
A fully independent/staffed development corporation
with the City as the sole shareholder;
·
A work unit within RESD working within City processes;
and
· A work unit within RESD utilizing a development corporation umbrella (“holding” corporation - with City as sole shareholder and Council designated Board of Directors and Corporate officers (but not independently staffed) to provide flexibility in implementing the projects and achieving the City’s objectives (e.g. entering into subdivision agreements with the City for registration on title).
With the changes to the Municipal Act on 1 January 2007 resulting from the enactment of the provisions of Bill 130, the City now has clearer authority to plan, service, and develop its properties for certain municipal and/or economic development purposes.
In addition, the disposal process for City
properties which are surplus to City program needs is subject to Council
approved policy and procedures and the City’s corporate/land planning direction
and development criteria guidelines for specific properties are also subject to
Council approval.
The City, acting as a developer can follow the
normal subdivision/site plan approvals processes up to and including draft
plan/site plan approval stages and can register subdivision plans; however, the
City cannot currently enter into agreements with itself such as subdivision or
site plan agreements since this would be a legal nullity.
The sale of City lands without subdivision/site
plan agreements could be achieved through other forms of agreements
(development agreements/covenants) as part of the agreement of purchase and
sale process but this is a non-standard and more legally awkward process.
The provisions of Reg. 599/06 now provide the necessary legislative authority under the Municipal Act for the City to establish and incorporate a Community Lands Development Corporation that would allow this City owned corporation to follow the standard approval and agreement processes that other developers are required to follow.
While Reg. 599/06 requires that a
municipality conduct a Business Case Study before establishing such a
corporation and consult with the public about the proposal to establish
the corporation unlike its predecessor Reg. 168/03, it does not prescribe the
content for a Business Case Study nor the manner of public consultation. These
matters are now left to the sole discretion of the municipality.
Staff
recommends that a work unit within RESD utilizing a “holding” corporation (a
“Community Lands Development Corporation”), as a Council controlled development
vehicle, would be the most effective implementation vehicle by:
·
Continuing to have a unit of
RESD work within the City’s existing organizational structure to achieve the
objectives for Community Lands Development Projects set out in Council approved
Corporate Plans;
·
The RESD unit remaining as integral
part of the City’s centre of real estate expertise;
·
Providing control and
flexibility to Council in directing how projects might be best undertaken.
(e.g. utilize standard City real estate
processes, including the use of
requests for proposals based on Council approved criteria or by
undertaking development through a Community Lands Development Corporation); and
·
Identifying how City policies and processes might be
streamlined with respect to all City or private sector initiatives.
Given that the proposed implementation vehicle is a Council controlled “holding” corporation to assist RESD in implementing Community Lands Development Projects and more specifically the Longfields Subdivision and Centrepointe Town Centre projects currently set out in the Neighbourhood Agenda of the Corporate Plan, it is recommended that the Business Case Study for the Community Lands Development Corporation consist of this report and the documents outlining the “Corporate Purposes” and the “Corporate Structure and Organizational Direction” attached to it as Documents #’s 3 & 4. Recommendation # 4 of this report has been formulated accordingly.
The establishment of the Community Lands Development Corporation as set out in Recommendation # 4 will provide a vehicle, controlled by and available at the discretion of Council, to clearly separate the City’s land ownership/real estate development role as a corporate entity under the Corporations Act from its planning authority role, as the Municipality under the Municipal and Planning Acts as circumstances may so warrant.
This will then allow for the Community
Lands Development Corporation, as the developer to enter into
subdivision/development agreements with the City, as the Municipality once the
lands have been transferred from the City to the Development Corporation which
transfer will be the subject of a further report to CSEDC and Council as set
out in Recommendation # 5a.
The Community Lands Development Corporation will also provide a vehicle for entering into agreements with third parties that can provide additional corporate control when selling development lands, in achieving the project objectives established by Council.
In the future, if Council directs that
other Community Lands Development Projects be implemented under the umbrella of
a development corporation, this can be achieved by changing the mandate (amend
business plan, articles of incorporation, and corporate by-laws) for the
Community Lands Development Corporation for the Longfields Subdivision and
Centrepointe Town Centre Projects to include these other projects or Council
can approve the business plans for, and incorporate, separate development
corporations for these projects as Council may deem appropriate.
It should be noted that under the
provisions of Section 203 of the Municipal Act, 2001 as amended and Reg.
599/06, the City has the ability to loan staff to the proposed corporation
without triggering severance and other issues if, from time to time, one or
several City employees is seconded to the new corporation.
Recommendation # 5b is based on the
information set out in Document #2 and the implementation of Recommendation # 4
of this report.
The requirement under Reg. 599/03 for public
consultation on the Business Case Study can be met when CSEDC considers this
report at its meeting on 27 August 2007.
CONSULTATION
The consultation processes to date for the
Longfields and Centrepointe Town Centre Projects are detailed in the Project
Information Reports attached to this report as Documents #’s 1 & 2 respectively.
With respect to a Community Lands Development
Corporation, the City Manager consulted with the Deputy Minister of Municipal
Affairs and Housing (MMAH) regarding the City’s proposed Ottawa Lands
Corporation and the potential for MMAH to support amendments to Reg. 168/03 in
that regard. This resulted in further detailed discussions between City staff
(RPAM and Legal Services) and MMAH staff to ensure that the City’s legislative
requirements for establishing a municipal corporation were taken into account
by MMAH before making new regulations under Section 203 of the Municipal Act
when enacting the provisions of Bill 130.
In
2005, City staff met with representatives of the Ottawa-Carleton Home Builders
Association (OCHBA) with respect to the City acting as a community developer
and the OCHBA subsequently confirmed in writing on 13 December 2005 that:
“The Ottawa-Carleton Homebuilders Association supports
the municipal development of the Longfields lands based upon the following
primary objectives:
1. that the serviced
lots will be first offered to the ‘small builder’ members of the OCHBA;
2. that the
subdivision design will incorporate objectives and policies of the 2003
Official Plan;
3. that there will
be a broad mix of housing types;
4. that the project be used to create a model for market priced affordable housing.”
Staff has continued to consult with the OCHBA in
this matter and further workshops were held with the OCHBA on 29 January 2007
and 19 March 2007.
At these meetings OCHBA representatives indicated
that a City controlled development company should work on same basis as, and
rules for, a private developer. They suggested that the corporation should be
completely independent of City Council on a day-to-day basis and operate on a
for profit basis similar to Hydro Ottawa.
Staff advised the OCHBA representatives that the
transfer of properties to a land development company would be subject to
Council approval which would require compliance with Council approved policies
for City owned properties including planning/development guidelines/criteria
approved by Council for each property transfer. This will in some cases result in higher standards (e.g.
preservation, on City owned lands, of all woodlots designated as Urban Natural Areas;
provision of affordable housing in accordance with the Housing First Policy)
than set out for a private developer with a potentially lower rate of financial
return to the City. As a result, staff indicated to the OCHBA that establishing
a totally independent development corporation may not be practical but a
“holding” corporation that would provide a “tool” for the City to enter into
subdivision/site plan agreements and to service lands and develop lands, where
deemed appropriate by Council to meet the objectives of the City’s Council
approved Corporate Plan, would appear to have benefits.
The OCHBA representatives also commented that the
City should ensure that the financial proformas for City land development
projects identify the extent of “lost revenue” related to City self-imposed
policy requirements, such as over dedication of parkland, retention of low
quality woodlots, and “single loaded development” along road fronting parks and
woodlots that would not be required of a private developer.
Staff indicated that project and financial proforma
information will be made available to Council which will allow for a review of
each proposed project/project stage not only in terms of the degree to which
the Council’s development objectives are being met but also in terms of the
relative cost, net revenue and risk associated with the development plan based
on Council’s approved Community Developer approach and objectives as compared
to a development plan that is more reflective of a private developer approach.
The Project Information Reports for the Longfields
and Centrepointe Town Centre Projects, attached to this report as Documents #’s
1 & 2 respectively provide details as to how the proposed development
processes for the Longfields and Centrepointe projects will adhere to, and
promote the City’s environmental policies and strategies.
The Project Information Reports for the Longfields
and Centrepointe Town Centre Projects, attached to this report as Documents #’s
1 & 2 respectively provide details as to how the proposed development
processes for the Longfields and Centrepointe projects will adhere to, and
promote the City’s Housing First Policy.
FINANCIAL IMPLICATIONS
The sale of the lands in the Centrepointe Town
Centre to Uniform Developments & Leasing Ltd. as set out in Recommendation
# 3 of this report will result in revenue of approx. $800,000.00 subject to
adjustments on closing and will be credited initially to the City Sale of Surplus
Land account.
In regards to the four
FTE’s for the Community Lands Development Project, these positions were
approved as part of the 2006 operating budget of the Real Estate Services
Division of RPAM. There is no additional financial impact as a result of the
recommendations in this report.
When staff reports back to CSEDC and Council regarding the
initiation of the RFP processes for the Longfields Subdivision Project as set
out in Recommendations #’s 1b & 1c, the transfer of lands to the Community
Lands Development Corporation as set out in Recommendation # 5a and the
retention of proceeds from the sale of the lands in Phase 1 of the Centrepointe
Town Centre Project as set out in Recommendation # 5b of this report, the
financial implications related to those initiatives will be specifically
identified in the further staff reports.
SUPPORTING DOCUMENTATION
Attached
are Documents #’s 1, 2, 3 & 4; Annex “A” Plan, which provide details
regarding the recommendations and information set out in this report.
DISPOSITION
Following
Council’s approval of Recommendation # 3 of this report, RESD and the Legal
Services Branch, which was consulted during the preparation of this Report will
complete the sales transaction with Uniform Developments & Leasing Ltd.
Following
Council’s approval of Recommendation # 1, RESD with the assistance of the
Supply Management Division will prepare the RFP documents for the sale of
Phases 1A & 1B of the Longfields Subdivision and prepare a report in this
matter for further consideration by CSEDC and Council.
Following
Council’s approval of Recommendations # 4 of this report, RESD and the Legal
Services Branch will take actions as required to incorporate the Community
Lands Development Corporation described in this report.
DOCUMENT 1
LONGFIELD
SUBDIVISION PROJECT
INFORMATION REPORT
1. Corporate
Mandate
The Corporate Services Departmental Business
Plan as approved by Council on 28 September 2005, includes action items to
support the Neighbourhood Agenda of the Corporate Plan with respect to the
initiation of Community Lands Development Projects as follows:
· Longfields Subdivision:
“Develop a framework and implement a smart
growth demonstration community on the City-owned lands in Longfields. Within
the guidelines established by the Council approved “Longfields Concept Plan”,
the development will focus on a balanced return on investment, affordable
housing and the environment. With the intent to provide a greater range of
development opportunities with the private sector, this project will embrace
innovative planning principles and design standards that are inline with the
20/20 Vision”.
2. Summary of Work to Date:
· Additional planning work has been completed to enhance the Council approved Concept Plan and better reflect the objectives of the City’s 20/20 plans;
· Three workshops were held with “small builders” representatives to obtain feedback on the enhanced concept;
· Workshops were held on 29 January 2007 and 2 March 2007 to obtain feedback from representatives of the Ottawa-Carleton Home Builders Association regarding the planning and implementation of this project;
· Meetings with the agent for Jock River Farms Developments (previous owner of part of the lands expropriated by the former City of Nepean) have been held regarding the implementation of the development for the area in the vicinity of the proposed Highbury Park Drive;
· A public open house was held on 6 March 2007 at the Walter Baker Centre to obtain feedback on the enhanced Concept Plan prior to submitting applications for draft plan approval and zoning amendments;
· Discussions with the school board regarding land exchange involving parcel on west side of Pierre Elliot Trudeau School;
· The planning and supporting studies, required to submit a complete application for draft plan approval and zoning amendments for this subdivision, have been completed including as follows:
o Environmental Impact Statement /Muncaster
o Tree Preservation/Protection Plan /Muncaster
o Functional Servicing Report/McManus
o Phase I & Phase II (SDF area) EA’s/AMEC
o Planning Rationale/Paquette Planning
o Phase I Archaeological statement/Jacques Whitford
o Transportation Impact Study/DelCan
o Draft Plan/Surveys & Mapping
o Noise Vibration Study/ Gradient Microclimate engineering
o Retail Study/Corporate research Group
· Financial proformas have been completed for 4 development scenarios;
· Applications were submitted in June 2007 for Draft Plan of Subdivision approval and Zoning amendments;
· Public meeting on Draft Plan scheduled for 17 October 2007; and
· Draft plan approval anticipated by mid-December 2007.
2.
Project History
3.
Planning
Framework
Secondary Plan
Ø
Objectives and
policies:
Concept Plan 2002
Ø
Vision:
• Develop an infill residential community comprised of low, medium & high density housing forms; meeting certain density targets; complemented by institutional and limited commercial uses; on an modified-grid road network; with access to rapid transit; pathways for pedestrians & cyclists; an array of public parks; preservation of environmental features; lots fronting onto collector streets; and respecting the surrounding neighbourhood fabric;
• The Concept Plan is to serve as a guide in overseeing the disposal of the city-owned lands.
LONGFIELDS
SUBDIVISION - 2002 CONCEPT PLAN
4.
Enhanced Concept Plan:
As a result of the Corporate Plan direction of September 2005 to undertake the project using innovative planning principles and design standards that are inline with the City’s then defined 20/20 vision, enhancements were made to the 2002 Concept Plan by City real estate and planning staff to direct a demonstration project.
Demonstration Project
The enhancements to the concept plan are intended to “demonstrate” the project objectives as follows:
§ 4 distinct neighbourhoods, embracing public parks;
§ Compact development;
§ An array of housing types for all income ranges;
§ Neighbourhood conveniences and a central transit station;
§ A modified grid road network complemented by a rapid bus corridor;
§ A network of pathways for pedestrians and cyclists;
§ Extensive landscaping and the preservation of environmental features;
§ Innovative planning principles and progressive design standards.
It was recognized that it would be difficult to demonstrate all of the above objectives for each of the neighbourhoods shown on the plan and, therefore, certain of the objectives are highlighted for a specific neighbourhood as follows:
Ø
Neighbourhood
#1
Ø
Neighbourhood
#2:
Ø Neighbourhood #3:
Ø Neighbourhood #4:
There is currently a significant difference in the road cross-sections
and landscaping for the eastern and western segments of Longfields:
ENHANCED CONCEPT PLAN
5.
Consultation
with Home Builders
Three workshops were held with the representatives of the Small Builders Council of the Ottawa-Carleton Home Builders Association (OCHBA) and two further workshops were held with representatives of the overall OCHBA.
DOCUMENT 2
CENTREPOINTE TOWN
CENTRE PROJECT
INFORMATION REPORT
1. Corporate Mandate
The Corporate Services Departmental Business Plan, as approved by Council on 28 September 2005, includes action items to support the Neighbourhood Agenda of the Corporate Plan with respect to the initiation of Community Lands Development Projects as follows:
·
Centrepointe
Town Centre:
“Develop
and implement a strategy for the Centrepointe Project, which will see the
development of City-owned lands at Baseline Road and Woodroffe Avenue,
integrating 100 Constellation Crescent, Ben Franklin Place, vacant and transit
lands to demonstrate the 20/20 Vision of creating a “sense of place”. The
development will focus on the integration of commercial, residential and office
uses through intensification and innovation”.
2. Summary of Work to Date
· Four (4) public workshops with the community and stakeholders were held between February and June 2006 and a "Recommended Concept Plan" was produced by the participants;
· A report detailing the workshop process has been completed;
· Initial “due diligence” analysis has been carried out to evolve in 2007, a viable development plan and implementation strategy from the “Recommended Concept Plan”;
· Uniform Urban Developments submitted a proposal for the development of a parcel of the City owned lands, containing approximately 4424.0 m2 and being part of PIN 04692-0314, adjacent to Uniform’s existing development at 117 Centrepointe Drive, as shown on Annex “A” of this report that is consistent with the “Recommended Concept Plan”;
· An Agreement of purchase and Sale executed between the City and Uniform subject to Council approval;
· City staff has worked collaboratively with Algonquin College staff with respect to the potential for development of College facilities adjacent to, and integrated with, the Baseline Transit Station consistent with the Centrepointe Town Centre Concept Plan;
· Based on input from the workshops, first priority in the “due diligence” process has been given to the transportation study, parking strategy, and hydro corridor components and a further workshop was held on 7 June 2007 to review the initial findings for these components.
3. Site
Overview
4. Planning Framework
OP & Zoning
The Official Plan designates the site as “Mixed-Use:
Secondary Plan
The goal of the Baseline/Woodroffe Secondary Plan was to create a vibrant urban focal point for business, commerce, academia and residents, where the majority of people travel by walking, bicycling and public transit.
5. Project
Area Information
Overall Land Area = 126 acres
§ City owns/controls 87 acres (69%)
§ Other agencies own 15 acres (12%)
§ Private sector owns 24 acres (19%)
Existing Development = 1,505,800 sq. ft.
§ Publicly owned = 723,400 sq. ft. (48%)
§ Privately owned = 782,400 sq. ft. (52%)
Remaining Development Potential:
§ As the OP permits up to 2,784,000 sq. ft., there is +/- 1,278,200 sq. ft. (46%) of remaining development potential that can be accommodated on +/- 50 acres in City ownership;
§ Encompasses the twinned civic facilities;
§ Adjacent to the transit station;
City
Facilities:
· 100 Constellation - administration facility 387,600 sq. ft. / 10 storeys;
· Ben Franklin Place - administration & cultural facility 165,800 sq.ft. / 4 storeys;
· Baseline Transit Station 5000 sq. ft.;
· Skateboard Park;
· Park & Ride 266 parking spaces;
· Peter Clarke Centre long-term care 30,000 sq. ft. / 2 storeys.
- Residential areas: 10%
- College Square: 11%
- Ben Franklin/Constellation: 12%
- Algonquin College: 41%
· 20 separate bus routes
- 100 Constellation has 1,567 spaces (4
spaces/1,000 sq. ft.)
- 101 Centrepointe has 514 spaces (3.1
spaces/1,000sq. ft.)
- Whereas zoning by-law requires 2.2 spaces/1,000 sq. ft. for office use.
6. Opportunities &
Constraints for Development
Opportunities:
Constraints:
7. Initial Public Workshops (Workshops #’s 1-4)
Workshop # 1 (23 February 2006)
Ø Outlined a Vision for Centrepointe as Communicated by Participants:
· Integrate transit & improve linkages;
· Better vehicular access;
· Broader range of uses;
· Address parking;
· Better urban design & sense of place;
· Protect & encourage green space;
· Encourage appropriate density;
· Expand institutional uses.
Workshop # 2 (23 March 2006)
Ø Formulated Seven (7) Design Idea Plans generated by the participants.
Common Elements of the 7 Design Idea Plans:
Workshop # 3 (2 May 2006)
Ø Reviewed 3 Concept Plan Alternatives:
A. Concept A - Grid Plan
- At grade & incorporated into structure.
- Tight grid with north-south main street;
- Access north at Baseline;
- Along Woodroffe: Navaho & south of Parkglen & additional access for transit;
- Intersections to be considered further.
- Addresses most valuable part of woodlot;
- Focal point on Ben Franklin;
- Improved & formalized pedestrian link.
- Offices in north - 8 storeys (0.5 mil sq. ft.);
- Offices adjacent 100 Constellation;
- Mixed use with residential in core + parking;
- Residential around park + skateboard moved;
- Retail at south end.
B. Concept B – Modified Grid Plan
- At grade & incorporated into structure.
- Essentially a tight grid, modified to provide direct access to main street from Baseline;
- Access along Woodroffe: Navaho & south of Parkglen & additional access for transit.
- Addresses most valuable part of woodlot;
- Focal point on Ben Franklin;
- Improved & formalized pedestrian link.
- Offices in north - 8 storeys (0.5 mil sq. ft.);
- Offices adjacent 100 Constellation;
- Mixed use with residential in core (4-6 st);
- Centralized parking structure;
- Residential around park + skateboard stays;
- Retail at south end.
C.
Concept C - Radial
Plan
- Open transit - security & accessibility.
- Radial street plan provides direct access & sight lines vis-à-vis transitway;
- Road tighter to Ben Franklin;
- Access points: Baseline, Navaho & south of Parkglen & additional access for transit.
- Creates a consolidated urban park with natural area, plaza & existing skateboard;
- Improved & formalized pedestrian link.
- Offices in north - 8 storeys (0.5 mil sq. ft.);
- Offices adjacent 100 Constellation;
- Mixed use with residential in core (4-6 st);
- Residential promenade;
- Retail at south end.
Ø Obtained Feedback from Participants as
follows:
- Direct traffic away from Centrepointe;
- Minimize direct east-west links (short-cut potential);
- Formalize Baseline/Constellation intersection;
- Extend Navaho Drive;
- Promote pedestrian/cyclist connections throughout;
- Create a pedestrian bridge over Woodroffe;
- Provide sufficient parking at Ben Franklin/Centrepointe Theatre;
- Better connections to the office park in the northeast.
-
Provide Algonquin College presence on-site;
-
Protect senior’s area to the south;
-
Integrate good mix of uses/activities;
-
Create a focal point at Ben Franklin;
-
Retain skate park in current location, if feasible.
- Emphasize accessibility & security throughout.
Workshop # 4
(6 June 2006)
Ø Presented 1 recommended concept plan
·
Fully
Integrated Transit Station:
- Station shifted west - better development parcels and improves Navaho Drive extension intersection;
- Dedicated bus intersection improves traffic flow;
- Open and at-grade station for safety & accessibility;
- Station framed by main street & Algonquin presence;
- Station proximate to employment, housing & shopping;
- Direct connections to station for transit users.
·
Reduced surface
parking:
-
Underground parking with civic expansion;
-
Structured parking off Main street;
-
Potential for Ben Franklin parking structure in the
future.
- Combines elements of Modified Grid & Radial Plan;
- Tight grid provides direct access to Main street;
- Improved access from Baseline;
- Multiple access points along Woodroffe (Navaho & south of Parkglen), with additional access for transit;
- Restricted access to 100 Constellation directs traffic away from Centrepointe;
- Offset east-west connection discourages cut-through traffic;
- Limited access to Meridian protects the south while maintaining access to site.
- Good access & linkages;
- Reduced & structured parking;
- Transit fully integrated;
- Broad range of uses;
- Strong visual character;
- Walkable neighbourhoods;
- Focal point / gathering spaces.
8. Due Diligence Needed to
Assess Concept Plan
In order to formulate a viable
development plan & phasing strategy, based on the workshop process
“Recommended Concept Plan”, it was recognised at Workshop #4 that extensive
analyses would be required regarding the following:
- Reconstructed and new intersections;
- Extending Navaho Drive;
- Creating a revised road network;
- Relocating the transit station;
- Pedestrian bridge (between the transit station & Algonquin);
- New/revised bus routes to meet ridership targets;
- Accommodating a possible east/west LRT route.
- Establishing a phased parking strategy, based on employing transportation demand management measures (TDM) and promoting increased transit ridership;
- Reducing surface parking consistent with a town center environment, and introduce vertical parking structures.
- Establishing an improved pedestrian/cycling network;
- Integrating and relocating hydro lines and easements;
- Coordinating developments with key property owners;
- Integrating the skateboard park;
- Providing for the expansion of the Centrepointe Theatre;
- Assessing the geotechnical constraints on development;
- Identifying municipal infrastructure requirements;
- Assessing the City’s long term program;
- Ensuring Ben Franklin Place is enhanced, and utilized primarily as a public meeting place/cultural facility;
- Undertaking market research on the viability and phasing of residential, retail and office uses;
- Establishing architectural & urban design guidelines;
- Identifying the potential for public/private partnerships;
- Undertaking a financial pro-forma analysis.
9. Workshop # 5
(7 June 2007)
Ø 5th Workshop, held on 7 June 2007
Purposes of Workshop:
Ø Outlined purposes of Workshop #5
§
To present a
summary of the four Workshops to date;
§
To explain the
transportation and initial due diligence processes undertaken by the City;
§
To present an
updated concept plan that incorporated the findings of the due diligence
process; and
§
To receive
feedback with respect to directing further detailed transportation and
development studies and planning for Centrepointe Town Centre.
Initial Due Diligence Findings:
Ø Presented initial due diligence findings as follows:
§
Curvilinear
alignment of Constellation/Main Street shown on “Recommended Concept Plan”
would duplicate operational problems now experienced for parallel section of
Centrepointe - need to have a grid alignment to be feasible;
§
Pedestrian Overpass from Algonquin College to Baseline
Transit Station a priority for safety and College expansion;
§
Baseline Transit Station needs to be changed from centre
platform to side platform configuration to create viable development block
between station and Woodroffe to allow for transit integrated development;
§
Improvements to service for OC Transpo Route #118 indicate
reinforce need to extend Navaho Drive and reconfigure Constellation/Baseline
intersection;
§
Development in blocks adjacent to Baseline Station best for
College/Public Use because of need to limit vehicular access;
§
Immediate improvements to pedestrian network connecting Ben
Franklin Place, 100 Constellation, and Baseline Transit Station (fence
removals/additional paths) needed for convenience and safety;
§
Linking of existing parking lots at Ben Franklin Place and
100 Constellation critical to establishing and implementing a Parking Management
Strategy for the Town Centre;
§
Parking lot link can be created without altering Skateboard
Park and only requires relocation of one Hydro Ottawa pole but creation of Main
Street will require a reconfiguration and enhancement of the “entry level”
portion of the Skateboard Park;
§
Transportation Study must consider above factors and
constraints in developing Concept for Town Centre Road Network;
§
Not practical/economical to relocate (just transfers
problem), or put underground, Hydro One lines ($8M);
§
Need to identify Main Street Design/Road Network Option
that can retain Hydro One lines in place and still allow minimum block depth of
approx. 60m. for adjacent developments;
§
Potential to relocate, or put underground, Hydro Ottawa
lines along main street but not economically feasible to relocate sub-station;
§
Grade separation of Transitway and Baseline Transit Station
in Centrepointe Town Centre not yet considered for implementation as a
transitway project in current planning horizon;
§
Need to retain at grade Transitway and Baseline Transit
Station in Centrepointe Town Centre until grade separation funded as a
transitway initiative - not economically feasible to grade separate as part of
development costs.
Due Diligence -
Next Steps
Ø Identified important next steps for
due diligence process based on initial findings as follows:
§
Commence
a Transportation Master Plan (TMP) process;
§
Initiate
a Transportation Demand Management Plan (TDMP) process;
§
Establish
City budget priorities for initiatives identified in TMP & TDMP;
§
Undertake
design of immediately needed pedestrian network improvements and parking lot
link at 100 Constellation/Ben Franklin Place;
§
Collaborate
with Algonquin College in the planning of transit-integrated development
adjacent to Baseline Station.
Ø Indicated TMP proposed because a number of
transportation projects for the town centre area may be subject to the MEA
Class EA process. These include, but
are not limited, to:
·
Realignment of Constellation north of Navaho (coordinated with current
improvements to Baseline/Constellation);
·
Improvements to Constellation south of Navaho;
·
Navaho Dr extension / transit station access;
·
Ben Franklin extension east of new Main Street;
·
Improvements to Ben Franklin west of new Main Street;
·
New Main Street;
·
Southwest Transitway/Baseline Station configuration & staging to
final construction (future grade separation considerations);
·
Potential alternations to other intersections:
-
Constellation
(north leg) and Centrepointe;
-
Constellation
(south leg) and Centrepointe;
-
Ben Franklin and
Centrepointe;
-
Meridian and Ben
Franklin.
Ø
Outlined that the TMP will achieve the following:
·
Test alternative transportation solutions in greater detail;
·
Provide the opportunity for additional public input/consultation;
·
Ensure the coordination of individual projects subject to the Class EA
process;
·
Reduce costs associated with undertaking separate EAs;
·
Reduce the timing of approvals;
·
Provide information for identifying corporate priority
for CTC projects in City budget process.
Changes to
Concept Plan from Initial Due Diligence
Ø Outlined proposed changes to create a Modified Concept Plan as follows:
•
A grid street
pattern has been reintroduced for technical and safety reasons;
•
The Navaho extension is bus-only to Main Street;
•
The Baseline transit station is converted from centre
platform to side platform station framed by institutional / civic uses;
•
New bus turnarounds are located both north and south of the
station;
•
The Constellation/Centrepointe intersection is to be
reviewed as part of Transportation Master Plan process;
•
The Skateboard Park is reconfigured and enhanced to allow
for passage of the Main Street;
•
A roundabout is introduced near Ben Franklin to facilitate
traffic movement.
Uniform Proposal
Ø Outlined a proposal from
Uniform Developments & Leasing Limited for development on the portion of
Ben Franklin Place adjacent to 117 Centrepointe as an initial development
project for Town Centre and first step in implementing a Parking Management
Strategy for the Town Centre as follows:
§
Conceptual
Site Plan based on Recommended Concept per Workshop # 4;
§
4
Storey Mixed - Use Building (59,500 sq. ft. approx.) adjacent to existing
development at 117 Centrepointe;
§
Ground
Floor - Retail and Office Lobby (10,500 sq. ft. approx.);
§
Floors
2 to 4 - Office (total 49,000 sq. ft. approx.);
§
Parking
- approx. 78 surface spaces retained on site until site further developed;
§
Up
to 42 additional spaces to be leased by Uniform from City in Ben Franklin Place
lots (shared parking during normal business hours);
§
All
parking spaces for 117 Centrepointe and for new development to continue to be
available for evening and weekend use Centrepointe Theatre / Library;
§
Access/loading/parking constraints require development of
this parcel in conjunction with 117 Centrepointe.
Feedback
from Participants
Ø In general terms, participant discussion included the following:
§ Based on a show of hands the majority is happy with process and result;
§ The “bottoms up” approach to developing the plan was commended. The community should continue to be included in the process in an advisory capacity; inviting the community to stakeholder meetings is appreciated to ensure that community issues continue to be a focus of attention;
§ A clear vision should continue to be established that integrates the plan into the greater area;
§ The Plan should include goals such as LEED gold / platinum standards for buildings and design standards for future development;
§ Professionals engaged late in process for technical reasons must be careful to retain the grassroots vision;
§ Interest was shown in how the concept translates into numbers of new workers and residents;
§ A comprehensive transportation study is necessary to determine the needs of not only automobiles and buses, but also cyclists and pedestrians.
Ø Other individual comments on the “Updated Concept Plan” resulted in the following discussion:
§ Interest in the ‘piazza’ focal point remains strong; also, it creates a “a front door” between Algonquin and Constellation;
§ New development – such as the proposed Uniform building – should add vibrancy to the site with their tenants;
§ The institutional uses (Algonquin buildings) are well placed. This integration creates a good opportunity for transit-supported parcels, although uses are still in planning stages;
§ The prioritization of the pedestrian bridge above Woodroffe Avenue is appreciated. Its implementation should carefully consider the needs of both students and the general public;
§ Universal accessibility should continue to be considered across the site;
§ Concern continues regarding the potential for increased traffic volume on Centrepointe;
§ The Hemingwood / Centrepointe intersection needs attention for safety concerns;
§ Attention is needed to address the potential for overflow parking problems within the broader community;
§ Parking should be retained on-site for casual users such as soccer players, theatre-goers;
§ Roundabouts and bus loops should be carefully considered to mitigate issues for pedestrians and cyclists. Locations such as the Transitway / Ben Franklin intersection need more study to reduce conflicts between modes;
§ The new street alignment based on the grid is less preferred than the modified grid, though the technical issues are appreciated. Encroachment onto the school board property and the safety of students should be considered in street design;
§ The new Main Street alignment does create opportunities for a mixed use expansion to the north;
§ Bus routes should be limited to the periphery of the Main Street.
CENTREPOINTE TOWN
CENTRE
MODIFIED CONCEPT PLAN - KEY USES
MODIFIED
CONCEPT PLAN - KEY INITIATIVES
UNIFROM DEVELOPMENT PROPOSAL
UNIFORM SITE LAYOUT
DOCUMENT 3
PROPOSED COMMUNITY LANDS DEVELOPMENT
CORPORATION
CORPORATE PURPOSES
The Community Lands Development Corporation is to be
incorporated for the following purposes:
·
Plan, subdivide, and develop/redevelop City
owned properties within the project areas for the Longfields Subdivision and
Centrepointe Town Centre projects identified in the Council approved Corporate
Plan for residential, commercial, industrial, public, recreational,
institutional, religious, charitable or other use;
·
Acquire and hold land within the project
areas for the Longfields Subdivision and Centrepointe Town Centre projects;
·
Clear, grade, service,
or otherwise prepare the development corporation’s sites;
·
Improve, beautify and maintain City-owned
land, buildings and structures, within the project areas for the Longfields
Subdivision and Centrepointe Town Centre projects beyond the standard provided
at the expense of the City generally and promote community improvement for
these project areas;
·
Sell, lease or otherwise dispose or encumber
all or part of the development corporation’s sites;
·
Enter into Municipal
Capital Facility Agreements;
·
Enter into agreements for planning and
implementing the Longfields Subdivision and Centrepointe Town Centre projects; and
·
Construct, operate, maintain and own,
including ownership of the land related thereto, one or more of the following
facilities:
(i) Recreation, tourism and cultural facilities,
(ii) General parking facilities, and
(iii) Public transportation systems.
DOCUMENT 4
PROPOSED COMMUNITY LANDS DEVELOPMENT
CORPORATION
CORPORATE STRUCTURE & ORGANIZATIONAL
DIRECTION
(a) the usefulness and continued provision by the City of financial or other assistance to the corporation, and
(b) the possible winding-up of the corporation.
ANNEX “A” PLAN
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Extract of Minutes 16 16
october 2007 |
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Extrait du procès-verbal 16 |
ComMunity
LANDS Development Project
- Implementation Strategy
PROJET DE MISE EN VALEUR DES BIENS FONCIERS
DE COmmunAutÉ - STRATÉGIE DE MISE EN oeuvre
ACS2007-CMR-CSE-0012
ACS2007-BTS-RPM-0008 city-wide / À l’Échelle de la
ville
Moved by Councillor R. Chiarelli
That
consideration of items 1 and 7 of the agenda be deferred until the next meeting
of the Corporate Services and Economic Development Committee.
CARRIED
Responding to questions from Councillor Deans with respect to the rationale for deferring item 1, Councillor Chiarelli felt items 1 and 7 were interrelated and that therefore, they should be considered at the same time.
That the
Corporate Services and Economic Development Committee recommend Council:
1. Authorize
staff to continue with due diligence investigations/development plan design work
for the Centrepointe Town Centre (CTC) project and, in order to assist in
establishing the Corporate priorities in the budget process for the key
transportation initiatives set out in the Centrepointe Town Centre Concept Plan
as described in this report, staff be directed to:
a) Prepare a
transportation master plan for the CTC based on the road network concept
established from the Community Workshop process and initial due diligence
investigations,
b) Prepare a
transportation demand management demonstration plan for the CTC including a
parking management strategy/implementation plan, and
c) Work
collaboratively with Algonquin College with respect to the potential
development of College facilities adjacent to and integrated with, the Baseline
Transit Station consistent with the Centrepointe Town Centre Concept Plan;
2. Proceed
with Phase 1 of the Centrepointe Town Centre Project in 2007, as described in
this report, by:
e)
Declaring the
parcel of land, shown on the Annex “A” plan attached to this report, containing
approximately 4424.0 m2
being part of PIN 04692-0314 as surplus to the City’s needs;
b) Waiving
those internal procedures for the disposal of surplus properties as set out in
Schedule B of By-law 2002-38 that apply to the internal and external circulation
of surplus properties, potential for housing, and publicly marketing the
property for sale, with respect to the sale of the land set on the Annex “A”
plan attached to this report;
c) Approving
the sale of land, as set out on the Annex “A” plan attached to this report, to
Uniform Developments & Leasing Ltd., for $800,000.00 plus GST pursuant to
an Agreement of Purchase and Sale that has been received;
3. Direct staff to report back to CSEDC and Council with recommendations pertaining to the transfer of some, or all, of the proceeds of sale from the Annex “A” property to the Community Lands Development Corporation to assist in funding the infrastructure for the Centrepointe Town Centre Project.
DEFERRED
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extract of draft minutes 17 6 november 2007 |
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extrait de l’Ébauche du
proces-verbal 17 - le 6 novembre 2007 |
ComMunity LANDS Development Project
- Implementation Strategy
PROJET DE MISE EN VALEUR DES BIENS FONCIERS
DE COmmunAutÉ - STRATÉGIE DE MISE EN oeuvre
ACS2007-CMR-CSE-0012
ACS2007-BTS-RPM-0008 city-wide / À l’Échelle de la
ville
Mr. G. McNair, Manager of Real Estate Services, Real Property Asset Management Branch (RPAM), spoke briefly to a PowerPoint slide presentation, which served to provide the Committee with an overview of the Centrepointe Town Centre portion of the staff report. A copy of this presentation is held on file with the City Clerk.
After the presentation, staff responded to a series of questions from Committee members. The following summarizes the main points raised.
Mr. MacNair confirmed that
when the Longfields portion of the report went forward, Council approved the
creation of the Community Lands Development Corporation, which will have a
Board of Directors made of up the Ward Councillors for wards 3 and 8, the
Mayor, and two other members of Council.
He indicated RPAM staff was working with Legal Services staff with
respect to setting up the Corporation and Board of Directors and he confirmed
that the appointments to the Board of Directors would require Council
approval.
Speaking to questions with respect to parking availability, Mr. D. Donaldson, Real Estate Officer, indicated this would be a phased development, that the City would be adding a new connection between the parking lots adjacent to 100 Constellation, which were very close to the rear entrance of Ben Franklin Place, and that the idea was to reduce and consolidate existing parking in and around 100 Constellation and Ben Franklin Place and replace them with structures.
Staff confirmed that what was before Committee was consistent with what had been agreed upon by the Community.
With respect to implementation and financial implications, Mr. MacNair reminded Committee that Council had approved four (4) FTEs but that this program was to be self-funded and therefore these positions had not yet been filled.
Following this exchange, Committee voted to approve recommendations 2, 3 and 5 b) of the staff report.
That the
Corporate Services and Economic Development Committee recommend Council approve
recommendations 2, 3 and 5 b) of the attached report.
CARRIED