4.       Lansdowne Partnership plan implementation Status Update

 

Mise À JOUR SUR L’ÉTAT D’AVANCEMENT DE LA MISE EN  œuvre DU plan dE PARTENARIAT de Lansdowne

 

 

COMMITTEE RECOMMENDATIONS AS AMENDED

 

That Council:

 

1.                  Receive the Lansdowne Partnership Plan Implementation Status Update report;

 

2.                  Approve the refined retail strategy as outlined in this report;

 

3.                  Approve support for the temporary relocation of the Ottawa 67’s Hockey Club (1998) Limited for the playing of its Ontario Hockey League Junior “A” hockey games during construction as described in this report;

 

4.                  Approve the addition of Friarmere Holdings Inc. as a member of the Ottawa Sports and Entertainment Group pursuant to the previously approved Council criteria of 28 June 2010 for such matters within the Lansdowne Partnership Plan;

 

5.                  Approve the formal inclusion of James Parakh as a member of the Lansdowne Design Review Panel, thereby increasing the membership to five (5) and amending the quorum requirement to be three (3) members; and

 

That, on a go-forward basis, the Lansdowne Design Review Panel decisions and approvals process be amended such that a minimum of three (3) members be required to be in agreement.

 

 

 

RECOMMANDATIONS MODIFIÉES DU COMITÉ

 

Que le Conseil:

 

1.                  reçoive le rapport de compte rendu sur la mise en œuvre du Plan de partenariat du parc Lansdowne;

 

2.                  approuve la stratégie détaillée de commerce de détail telle que décrite dans le présent rapport;

 

3.                  appuie le déménagement temporaire de l’équipe de hockey les 67’s d’Ottawa (1998) limitée dans un autre aréna où elle pourra disputer les matchs de hockey de calibre junior A de l’Ontario Hockey League pour la durée des travaux, tel que décrit dans le présent rapport;

 

4.                  approuve l’ajout de Friarmere Holdings inc. en tant que membre de l’Ottawa Sports and Entertainment Group, conformément au critère approuvé par le Conseil le 28 juin 2010 pour de tels ajouts dans le Plan de partenariat pour le parc Lansdowne; ET

 

5.                  approuve l’inclusion officielle de James Parakh en tant que membre du Groupe consultatif et de révision stratégique de la conception de Lansdowne, augmentant ainsi le nombre de membre à cinq (5) et modifiant le quorum requis à trois (3) membres; et

 

que le processus décisionnel et d’approbation du Groupe consultatif et de révision stratégique de la conception de Lansdowne soit modifié en exigeant l’obtention de l’accord d’au moins trois (3) membres du Groupe pour qu’il y ait entente.

 

 

 

DOCUMENTATION

 

1.      City Manager’s report dated 9 February 2012 (ACS2012-CMR-REP-0006).

 

2.      Extract of Finance and Economic Development Committee Minutes dated 16

February 2012.

 


Report to / Rapport au :

 

Finance and Economic Development Committee /

Comité des finances et du développement économique

 

Council / et au Conseil

 

8 February 2012 / le 8 février 2012

 

Submitted by/Soumis par : Kent Kirkpatrick, City Manager / Directeur municipal

 

 Contact Person/Personne ressource : Gordon MacNair, Director, Real Estate Partnerships and Development Office/Directeur, Partenariats et Développement en immobilier

(613) 580-2424 x 21217, Gordon.MacNair@Ottawa.ca

 

City Wide

Ref N°: ACS2012-CMR-REP-0004

 

 

SUBJECT:

 

Lansdowne Partnership plan implementation Status Update

 

OBJET :

 

Mise À JOUR SUR L’ÉTAT D’AVANCEMENT DE LA MISE EN  œuvre DU plan dE PARTENARIAT de Lansdowne

 

 

REPORT RECOMMENDATIONS

 

That the Finance and Economic Development Committee recommend Council:

 

1.                  Receive the Lansdowne Partnership Plan Implementation Status Update report;

 

2.                  Approve the refined retail strategy as outlined in this report;

 

3.                  Approve support for the temporary relocation of the Ottawa 67’s Hockey Club (1998) Limited for the playing of its Ontario Hockey League Junior “A” hockey games during construction as described in this report; and

 

4.                  Approve the addition of Friarmere Holdings Inc. as a member of the Ottawa Sports and Entertainment Group pursuant to the previously approved Council criteria of 28 June 2010 for such matters within the Lansdowne Partnership Plan.

 

 

RecommandationS du rapport

 

Que le Comité des finances et du développement économique recommande au Conseil :

 

1.                  de recevoir le rapport de compte rendu sur la mise en œuvre du Plan de partenariat du parc Lansdowne;

 

2.                  d’approuver la stratégie détaillée de commerce de détail telle que décrite dans le présent rapport;

 

3.                  d’appuyer le déménagement temporaire de l’équipe de hockey les 67’s d’Ottawa (1998) limitée dans un autre aréna où elle pourra disputer les matchs de hockey de calibre junior A de l’Ontario Hockey League pour la durée des travaux, tel que décrit dans le présent rapport; et

 

4.                  d’approuver l’ajout de Friarmere Holdings inc. en tant que membre de l’Ottawa Sports and Entertainment Group, conformément au critère approuvé par le Conseil le 28 juin 2010 pour de tels ajouts dans le Plan de partenariat pour le parc Lansdowne.

 

 

Executive Summary

 

On 28 June 2010, Council approved the Lansdowne Partnership Plan and Implementation report (Ref N°: ACS2010-CMR-REP-0034) authorizing staff to proceed with Stage 2 of the revitalization of Lansdowne and directing staff to proceed with the implementation of the Lansdowne Partnership Plan (LPP) through the initiation of the required planning approval processes.

 

This report along with the Lansdowne Urban Park, Aberdeen Pavilion and Horticulture Building Programming Plan report (Ref N°: ACS2012-COS-PRC-0004), the RFO Process – Lease or Sale of Air Rights at Lansdowne Park report (Ref N°: ACS2012-CMR-REP-006) and the Information – Lansdowne Transportation Plans report (Ref N°: ACS2012-ICS-PGM-0036) collectively are intended to provide a comprehensive update on the current status of the implementation of the LPP.

 

The purpose of this report is to provide a status update on the work completed since August 2011, the schedule and associated spending plan, as well as to provide recommendations related to the refinement of the retail strategy, the temporary relocation of the Ottawa 67’s to Scotiabank Place for two seasons and the addition of Friarmere Holdings Inc. as a member of OSEG.

 

The status update from Graham Bird and Associates (GBA) attached as Document 1 to this report focuses on the following areas:

 

·       Site plan development, process and approvals;

·       Retail leasing program;

·       Project schedule and associated spending plan; and,

·       Financial pro forma and assumptions.

 

This Executive Summary highlights the key considerations contained in the GBA report and the rationale for the recommendations contained in this report.

 

Status Update

 

1.  Site Plan Development, Process and Approvals

 

The Lansdowne Design Review Panel (LDRP) and the General Manager of Planning and Growth Management have formalized the Stage 2 site plan approval for the Lansdowne revitalization under delegated authority in accordance with the authorizations and directions provided by Council when the Stage 1 site plan was approved in November 2010 (Ref N°: ACS2010-ISCS-PGM-0209).

 

The Stage 2 site plan approved by the LDRP builds on the Stage 1 site plan and reflects the more refined design development that Council directed to be completed for the public realm areas and engineering works. The Stage 2 site plan also includes the approval of conceptual architectural plans (completed to 75 per cent designs) and incorporates the modifications made to respond to the zoning that was approved by the Ontario Municipal Board (OMB).

 

The Stage 2 site plan approval contains conditions and a compliancy review process. The conditions fall into two categories: general and specific. General conditions are associated with all site plans approved by the City and relate to matters such as: managing construction traffic, ensuring firefighting requirements are met and the issuance of the Record of Site Condition (required for all Brownfield developments). The specific conditions associated with the Stage 2 site plan approval for Lansdowne include the following:

 

·         Council approval of the Urban Park Programming Plan and the Public Art and Heritage Interpretive Implementation Plan

·         Planning Committee approval of the Signage and Wayfinding plans

·         Finalizing the necessary Ontario Heritage Trust (OHT) approvals under the existing Heritage Easement Agreement

 

Additionally, the Stage 2 site plan approval provides for the development of the following through the building permit and tender document stage: the final architectural plans; the public realm detailing that is to be implemented in a manner consistent with the approved public realm plan and LDRP directions; and, implementation of the sustainability and accessibility directions established by the Stage 2 approval. The LDRP will provide oversight on compliance with these provisions through a compliancy review process.

 

The conditions collectively provide for the orderly and managed development of the site in a manner that will ensure Council’s objectives for the revitalization of Lansdowne are realized.

 

The final plans for the residential and office air rights development will be reviewed by the Urban Design Review Panel (UDRP) and subsequently approved by the General Manager Planning and Growth Management prior to permits being issued.

 

2.  Retail Leasing Program

 

Staff recommends Council approve the refined retail strategy as outlined in Table 1, which was developed in consultation with the Glebe Business Improvment Area (Glebe BIA), J.C. Williams and OSEG.

 

OSEG continues to work on the retail tenant program.  Many prominent prospective tenants have expressed interest in being at Lansdowne. However, since the summer of 2011, there have been changes in the retail leasing market due to global economic uncertainty.  As a result, the project team, in consultation with the Glebe BIA, has refined the retail strategy and expanded some retail categories and percentage ranges to adapt to these changes.

 

OSEG is in ongoing consultation with John Williams of the  J.C. Williams Group to ensure that the retail program continues to meet the requirements and expectations described in the June 2010 retail strategy approved by Council. The project team is confident that the on-going efforts by OSEG will continue to attract many exciting opportunities to ensure a diverse, vibrant and successful retail environment at Lansdowne.  The Glebe BIA, the City of Ottawa and OSEG have entered into a Memorandum of Understanding (MOU).  The Memorandum sets out the manner in which the Glebe BIA, OSEG and the City will work together to support a retail strategy of mixed-use that addresses the need for the economic viability and success of Lansdowne and of the existing commercial enterprises along Bank Street. 

 

The MOU also identifies the manner in which the parties will work collaboratively to develop an integrated construction management approach (e.g. parking, traffic calming and signage) to facilitate a smooth and effective construction period and future operation of the Lansdowne Park site. 

 

The MOU addresses the directions set out by Council in the June 2010 Motions # 92-18 (Doucet/ Holmes) and # 92-50 (Jellett/Doucet).

 

Letters from the J.C. Williams Group and the Trinity Development Group summarizing the status of the progress of the retail strategy are included in Section 3 of Document 1 to this report. It is recommended that Council approve the refined retail strategy as outlined in this report.

 

3.  Project Schedule and Associated Spending Plan

 

The detailed project schedule is contained in Appendix A, Document 1 to this report. It outlines the key activities and milestones through the remainder of the design development and subsequent construction phase of the project.

 

The elements of the schedule that have been completed, or that are currently underway for completion prior to close of the partnership, include the following:

 

·         Completion of the stadium, arena and parking garage designs;

·         Removal of contaminated soils;

·         Demolition of the South Side Stands;

·         Acquisition of the steel and related speciality equipment required for the relocation of the Horticulture Building; and,

 

Spending Plan

 

Included in this report is an update on the budget and expenditures by the City and OSEG throughout the Stage 2 Implementation Phase and Stage 3 Construction Phase. These expenditures reflect the costs associated with detailed design work by the design and engineering firms in order to prepare, permit and tender documents for construction including the associated compliance work.  It is important to note that these are costs which fall within the overall project budget, and therefore do not reflect an increase in total project budget. 

 

In regards to budgets allocated for the stadium and the City’s portion of the parking garage, the project team continues to be reasonably confident that these components will remain within the Council approved budgets.  However, it should be noted that these elements are now in the tender process, and final costs will not be known until the procurement process is complete this spring. Final costs, determined though the tender process for this work, will be brought forward to City Council in late spring 2012 for approval prior to construction work commencing at Lansdowne.

 

4.  Financial Pro Forma and Assumptions

 

Since August 2011, the Lansdowne Partnership Plan has advanced in design, planning and development.  Both the City of Ottawa and the Ottawa Sports and Entertainment Group (OSEG) have refined estimates for capital and operating costs, recoveries from various components and pro forma operating forecasts.  The purpose of the financial update is to provide Council with a summary of the affected components that reside within the closed financial system and the impact on the expected returns to the City, and OSEG, respectively. 

 

The following table shows total returns to the City including the avoided costs of operating and maintaining the stadium and arena, waterfall payments, debt servicing costs and what would be the net requirement from retail and office property taxes on the Lansdowne site, both on a nominal and on a present value basis, to notionally achieve revenue neutrality. 

 

Nominal

Net Present Value (NPV)

Current

August 2011

Current

August 2011

Avoided costs

$114.0 M

$114.0 M

$48.0 M

$48.0 M

Waterfall payments[1]

$98.1 M

$78.7 M

$24.1 M

$19.9 M

Sub total

$212.1 M

$192.7 M

$72.2 M

$68.0 M

Total debt servicing

-$206.2 M

-$208.1 M

-$86.9 M

-$87.7 M

Sub total

$6.0 M

-$15.4 M

-$14.7 M

-$19.7 M

Property taxes

$175.8 M

$175.6 M

$67.4 M

$67.2 M

Required from taxes

-3%

9%

22%

29%

 

·         Avoided costs:  unchanged.

·         Waterfall payments:  payments to the City from the waterfall have increased both on a nominal and on a present value basis.

·         Property taxes: total property taxes paid to the City have increased by approximately $200,000 over the operating term.

·         Total debt servicing:  the City’s total debt servicing costs are lower on a nominal and on a present value basis due to the City’s lower cost of borrowing.  This is partially offset by a higher debentured amount due to the cost pressures from the office development and the contribution to social housing.

 

In summary, based on the changes listed above, no (or net negative) property taxes are expected to be required in order to achieve revenue neutrality on a nominal basis and 22% on a present value basis.  This represents an improvement to the City’s overall expected returns net of debt servicing costs from those presented in August 2011.

 

Additional Report Recommendations

 

Ottawa 67’s Temporary Relocation During the Construction of Lansdowne

 

This report seeks Council approval to support the temporary relocation of the Ottawa 67’s (1998) Limited for two years from the Civic Centre to Scotiabank Place for the playing of OHL hockey games. The relocation would be to the mutual benefit of the City and OSEG.  The cost of relocating the team for two years will be accommodated with the existing Lansdowne base site operational budget of $614,000. Moving to Scotiabank for 2 years will cost no more than an upset limit of $500,000 annually, saving approximately $200,000 per year.  This temporary relocation of the 67’s represents a minimum savings of $400,000 to the City. 

 

The Addition of Friarmere Holdings Inc. to Ottawa Sports and Entertainment Group (OSEG)

 

Council was made aware on 28 September 2010, through a memo from the City Manager and an OSEG press release regarding OSEG’s request to have John Pugh join the OSEG partnership.

 

This report seeks Council approval for the addition of Friarmere Holdings Inc. as a member of the Ottawa Sports and Entertainment Group (OSEG), a general partnership under the laws of the Province of Ontario, pursuant to the previously approved Council criteria of 28 June 2010 for such matters within the LPP.  It should be noted that the addition of Friarmere Holdings Inc. to OSEG, if approved, would be at cost and the current four members of OSEG would not make any profit amongst themselves on the addition of a fifth member.  As will be set out later, based on the business profile and success of John Pugh in the business and local sporting communities, the proposed addition of his wholly owned company, Friarmere Holdings Inc., would comply with the requisite criteria.  Consequently, OSEG’s previous legal commitments to the City would not be negatively impacted by the addition of the proposed fifth member should it be approved.

 

Future Reports and Status Updates

 

Planning Committee, will receive the following reports in the spring:

 

·         Public Art and Heritage Interpretive Implementation Plan; and,

·         the detailed Signage and Wayfinding plans.

 

Reports on Governance, the Legal Agreements, the long-term occupancy agreement for the Ottawa Famer’s Market and further progress reports will be coming forward prior to legal close of the LPP anticipated later this spring.

 

Additionally, staff will report back to Council as soon as possible should it become apparent that any of the outcomes identified through Council direction or key milestones in the project schedule cannot be met.

 

 

SOMMAIRE

 

Le 28 juin 2010, le Conseil municipal a approuvé le rapport Mise en œuvre du plan de partenariat du parc Lansdowne (réf. n° ACS2010-CMR-REP-0034), lequel autorisait le personnel de la Ville à aller de l’avant avec la phase 2 de la revitalisation du parc Lansdowne et demandait au personnel de procéder à la mise en œuvre du Plan de partenariat du parc Lansdowne (PPL) en amorçant l’approbation de la planification.

 

Ce rapport, ajouté à celui intitulé Plan de programmation pour le parc urbain du parc Lansdowne, le pavillon Aberdeen et l’Édifice de l’horticulture (réf. n° ACS2012-COS-PRC-0004), au rapport Processus de demande d’offres – location ou vente des droits aériens au parc Lansdowne (réf. n° ACS2012-CMR-REP-006) et au rapport Information – plans de transport du parc Lansdowne (réf. n° ACS2012-ICS-PGM-0036), collectivement, vise à fournir une mise à jour complète de l’état actuel de la mise en œuvre du PPL.   

 

Ce rapport vise à présenter un état de la situation des travaux réalisés depuis le mois d’août 2011, du calendrier et du plan de dépenses connexe, et à soumettre des recommandations sur l’amélioration des stratégies de vente de détail, le déménagement temporaire de l’équipe de hockey Ottawa 67’s à la Place Banque Scotia pour deux saisons, et l’arrivée de Friarmere Holdings Inc. comme membre de l'Ottawa Sports and Entertainment Group (OSEG).

 

Le compte-rendu préparé par la firme Graham Bird and Associates (GBA) et joint au présent rapport en tant que « document 1 » traite principalement des points suivants :   

 

·       plan de développement du site, processus et approbation;

·       échéancier du projet et plan d’investissements correspondant;

·       programme de location des espaces commerciaux;

·       prévisions financières et hypothèses.

 

Le présent sommaire couvre donc les principales considérations contenues dans le rapport de GBA et formule des éléments de justification aux recommandations contenues dans ce rapport.

 

1. Préparation, processus et approbation du plan du site

 

Le Groupe consultatif et de révision stratégique de la conception du parc Lansdowne (GSRSCPL) et le directeur général, Urbanisme et Gestion de la croissance, ont officialisé l’approbation du plan d’implantation de la phase 2 de la revitalisation de Lansdowne en vertu des pouvoirs qui leur sont délégués, conformément aux autorisations et aux directives fournies par le Conseil municipal au moment de l'approbation du plan d’implantation de la phase 1, en novembre 2010 (no de réf. : ACS2010-ISCS-PGM-0209).

 

Le plan d’implantation de la phase 2 approuvé par le GSRSCPL s’inspire du plan du site de la phase 1 et correspond à l'avant-projet plus achevé dont le Conseil a ordonné l’achèvement pour les zones de la partie publique et les ouvrages d’ingénieur. Le plan d’implantation de la phase 2 comprend également l’approbation des plans d'architecture conceptuelle (plans achevés à 75 pour 100) et intègre les modifications apportées pour répondre au zonage approuvé par la Commission des affaires municipales de l’Ontario (CAMO).

 

L'approbation du plan d'implantation de la phase 2 comporte des conditions et un processus d’examen de la conformité. Les conditions se divisent en deux catégories : général et spécifique. Les conditions général s’appliquent à tous les plans d’implantation approuvés par la Ville et portent sur des questions comme gérer la circulation en période de construction, s’assurer que les exigences en matière de prévention des incendies sont satisfaites, présenter le Rapport sur l’état du site (exigé pour tous les aménagements de friches industrielles), et ainsi de suite. Les conditions spécifique accompagnant l’approbation du plan d’implantation de la phase 2 de Lansdowne comprennent les suivantes :

 

·         approbation par le Conseil du plan de programmation du parc urbain et du plan de mise en œuvre de la portion Art public et interprétation du patrimoine;

·         approbation par le comité d’aménagement des plans de signalisation et d’orientation;

·         obtention des dernières approbations obligatoires de la Fiducie du patrimoine ontarien (FPO) en vertu de l’Entente de servitude de conservation du patrimoine existante.

 

L’approbation du plan d’implantation de la phase 2 prévoit également l'élaboration des éléments suivants au cours de la phase de création du dossier sur les permis et les appels d'offres : les plans d’architecture finaux, les détails de la portion publique à aménager en harmonie avec le plan approuvé de la portion publique et les directives du GSRSCPL, et la mise en œuvre des directives relatives à la pérennité et à l'accessibilité établies par l’approbation de la phase 2. Le GSRSCPL surveillera la conformité avec ces dispositions à l’aide d’un processus d’examen de la conformité.

 

Ensemble, les conditions prévoient un aménagement ordonné et bien géré du site qui favorisera l’atteinte des objectifs du Conseil en ce qui a trait à la revitalisation de Lansdowne.

 

La version finale des plans d'aménagement résidentiel et d’espaces bureaux liés aux droits relatifs à la propriété du dessus sera d'abord examinée par le Comité de révision de la conception urbaine (CRCU), puis approuvée par le directeur général, Urbanisme et Gestion de la croissance avant la délivrance de permis.

 

2.  Programme de location d’espaces pour les commerces au détail

 

Le personnel recommande que le Conseil approuve la stratégie de vente de détail améliorée telle qu’indiquée au Tableau 1 et élaborée en consultation avec la zone d’amélioration commerciale du Glebe, J.C. Williams et l’OSEG.

 

L’OSEG continue à travailler sur le programme des locataires d’espaces commerciaux. Quantité de locataires potentiels importants ont manifesté leur intérêt à venir s’installer au parc Lansdowne. Toutefois, depuis l’été 2011, on note des changements sur le marché de la location d’espaces de vente de détail en raison de l’incertitude économique mondiale. En consultation avec la zone d’amélioration commerciale du Glebe, l’équipe du projet a donc modifié sa stratégie de vente de détail et accordé plus d’importance à certaines catégories et certains intervalles de pourcentage afin de s’adapter à cette nouvelle situation.

 

L’OSEG se livre à des consultations régulières avec John Williams du J.C. Williams Group pour veiller à ce que le programme de vente de détail continue à répondre aux exigences et aux attentes décrites dans la stratégie de vente de détail approuvée par le Conseil en juin 2010. L’équipe du projet est confiante que les efforts constants déployés par l’OSEG continueront à attirer bon nombre d’occasions stimulantes afin que le parc Lansdowne jouisse d’un environnement de vente de détail prospère, diversifié et des plus dynamiques. La zone d’amélioration commerciale du Glebe, la Ville d’Ottawa et l’OSEG ont signé un protocole d’entente (PE). La zone d’amélioration commerciale du Glebe, l’OSEG et la Ville travailleront en collaboration afin d’appuyer une stratégie de vente de détail à utilisations multiples répondant aux besoins du parc Lansdowne en matière de viabilité et de réussite économique, ainsi qu’aux besoins des entreprises commerciales déjà situées le long de la rue Bank. 

 

Ce PE identifie aussi la manière dont les parties travailleront en collaboration pour élaborer une approche de gestion de la construction intégrée (p. ex., stationnement, modération de la circulation et panneaux de signalisation) afin de faciliter le déroulement efficace et uniforme de la période de construction et des opérations futures du site du parc Lansdowne.

 

Le PE aborde les orientations définies par le Conseil dans le cadre des Motions 92-18 (Doucet / Holmes) et 92-50 (Jellet / Doucet) de juin 2010.

 

Des lettres en provenance du J.C. Williams Group et du Trinity Development Group dressant les grandes lignes de l’état des progrès de la stratégie de vente de détail sont incluses en Section 3 du Document 1 du présent rapport. Il est recommandé que le Conseil approuve la stratégie de vente de détail améliorée décrite dans le présent rapport.

 

3.  Calendrier du projet et plan de dépenses connexe

 

Les éléments du calendrier qui ont été réalisés, ou qui seront réalisés avant la conclusion du partenariat, incluent :

 

·         La fin de l’étape de design du stade, de l’aréna et du garage de stationnement;

·         Le retrait des sols contaminés;

·         La démolition des gradins côté sud;

·         L’acquisition de l’acier et de l’équipement spécialisé nécessaires pour le déplacement de l’édifice de l’horticulture;

 

Plan des dépenses

 

Vous trouverez, dans ce rapport, un compte-rendu du budget et des dépenses par la Ville et l’OSEG du début à la fin de l’Étape 2 de la phase de mise en œuvre et de l’Étape 3 de la phase de construction. Ces dépenses reflètent les coûts associés au travail de conception détaillé accompli par les entreprises en design et les firmes d’ingénierie afin de préparer et d’autoriser les dossiers d’appels d’offres pour la construction, y compris le travail de conformité correspondant.

 

Il est important de noter que ces dépenses s’inscrivent dans le budget d’ensemble du projet, de sorte qu’ils ne reflètent pas une augmentation du budget total du projet. 

 

En ce qui concerne les budgets alloués au stade et à la portion du garage de stationnement de la Ville, l’équipe du projet continue à demeurer raisonnablement confiante que ces composantes resteront à l’intérieur des limites des budgets approuvés par le Conseil. Il faudrait, cependant, noter que ces éléments sont, à l’heure actuelle, en processus d’appel d’offres et que les coûts finaux ne seront pas connus avant que le processus d’approvisionnement ne soit terminé, au printemps. Les coûts finaux, déterminés par le processus d’appels d’offres relatif aux travaux, seront soumis pour approbation au Conseil municipal à la fin du printemps 2012, avant que les travaux de construction ne débutent au parc Lansdowne.

 

4.  Prévisions financières et hypothèses

 

Depuis août 2011, la conception, la planification et la mise en œuvre du Plan de partenariat pour le parc Lansdowne ont progressé. La Ville d’Ottawa et l’Ottawa Sports and Entertainment Group (OSEG) ont précisé leurs estimations relatives aux coûts des immobilisations et aux coûts d’exploitation, les montants de leurs recouvrements et leurs prévisions quant aux dépenses d’exploitation. L’objectif de ce compte-rendu financier est d’offrir au Conseil un résumé des composantes touchées contenues dans le système financier fermé et des effets sur les recettes attendues respectivement par la Ville et par l’OSEG.   

 

Le tableau suivant fait état des recettes totales à la Ville, y compris les coûts évités pour l’exploitation et l’entretien du stade et de l’aréna, les paiements en cascade, les coûts du service de la dette et les recettes exigibles nettes pour les taxes foncières des commerces et des bureaux sur le site de Lansdowne, en valeur nominale et en valeur actualisée nette, en vue de parvenir graduellement à une neutralité fiscale.

 


Valeur nominale

VAN

(valeur actualisée nette)

Actuelle

11 août

Actuelle

11 août

Coûts évités

114,0 M$

114,0 M$

48,0 M$

48,0 M$

Paiements en cascade[2]

97,0 M$

76,7 M$

23,6 M$

19,2 M$

Total partiel

211,0 M$

190,7 M$

71,6 M$

67,2 M$

Service de la dette, total

-206,2 M$

-208,1 M$

-86,9 M$

-87,7 M$

Total partiel

4,8 M$

-17,4 M$

-15,2 M$

-20,5 M$

Taxes foncières

175,8 M$

175,6 M$

67,4 M$

67,2 M$

Exigibles des recettes fiscales

-3 %

10 %

23 %

27 %

 

 

En résumé, en fonction des changements précisés ci-dessus aucune taxe foncière (ou aucun résultat net négatif) ne sera nécessaire pour atteindre la neutralité fiscale sur une base nominale, et 22 % de la valeur actualisée nette. Cela constitue une amélioration par rapport aux recettes anticipées pour la Ville, après déduction des coûts du service de la dette, comparativement aux données présentées en août 2011.

 

Recommandations additionnelles du rapport

 

Déménagement temporaire de l’équipe de hockey Ottawa 67’s pendant la construction du site Lansdowne

 

Ce rapport demande l’approbation du Conseil afin d’appuyer le déménagement temporaire de l’équipe de hockey Ottawa 67’s (1998) Limited du centre civique à la Place Banque Scotia pendant deux ans, pour le déroulement des parties de hockey de l’OHL, ce qui représenterait un avantage à la fois pour la Ville et l’OSEG. Les coûts de déménagement de l’équipe pour deux ans seront absorbés par le budget de fonctionnement du site Lansdowne de baste actuel qui s’établit à 614 000 $. Le déménagement à la Place Banque Scotia pour deux ans n’en coûtera pas plus que la limite maximale annuelle de 500 000 $, ce qui permettra d’économiser environ 200 000 $ par année. Ce déménagement temporaire de l’équipe 67’s représente des économies minimales de 400 000 $ pour la Ville. 

 

L’ajout de Friarmere Holdings Inc. au Ottawa Sports and Entertainment Group (OSEG)

 

Le 28 septembre 2010, dans une note de service transmise par le directeur municipal ainsi qu’un communiqué de presse de l’OSEG, le Conseil a été avisé que John Pugh se joignait au partenariat de l’OSEG.

 

L’objectif de ce rapport est d’obtenir l’approbation du Conseil à l’ajout de Friarmere Holdings inc. aux membres de l’Ottawa Sports and Entertainment Group (« l’OSEG »), un partenariat général constitué en vertu des lois de l’Ontario conformément au critère relatif au PPL déjà approuvé par le conseil le 28 juin 2010 relativement à ces questions. Il est important de souligner que l’ajout de Friarmere Holdings inc. à l’OSEG, s’il est approuvé, se ferait à un coût raisonnable et que les quatre membres actuels de l’OSEG ne tireront aucun profit de l’ajout de ce cinquième membre. Comme il sera précisé plus loin, en tenant compte du profil d’entreprise et des succès de John Pugh dans le domaine des affaires et au sein de la communauté sportive locale, l’ajout proposé de Friarmere Holdings inc., dont il est l’unique propriétaire, serait conforme aux exigences. En conséquence, cet ajout, s’il est approuvé, n’aurait aucune répercussion négative sur les engagements juridiques existants de l’OSEG auprès de la Ville.

 

Rapports de situation ultérieurs

 

Au printemps, le comité de planification recevra les rapports suivants :

 

·         le plan d’intégration de l’interprétation des éléments patrimoniaux et des œuvres d’art publiques;

·         la signalisation et les cartes de localisation détaillées.

 

Les rapports sur la gouvernance, l’accord juridique pour le marché de producteurs fermiers d’Ottawa et les rapports d’étape futurs seront présentés avant la conclusion juridique du PPL, prévue plus tard au printemps.

 

Par surcroît, s’il devient évident que l’un des résultats mentionnés dans les directives du Conseil ou dans les principaux jalons du calendrier du projet ne peut être atteint, le personnel le signalera dès que possible au Conseil.

 

 

Background

 

On 28 June 2010, Council approved the Lansdowne Partnership Plan and Implementation report (Ref N°: ACS2010-CMR-REP-0034) authorizing staff to proceed with Stage 2 of the revitalization of Lansdowne and directing staff to proceed with the implementation of the Lansdowne Partnership Plan (LPP) through the initiation of the required planning approval processes. Council direction included having the three major components of the redevelopment brought together into a single Integrated Site Plan through the City’s two stage site plan approval process.

 

On 18 August 2011, Council received and approved the Lansdowne Partnership Plan Implementation Status Update report (Ref N°: ACS2011-CMR-REP-0027) recommendations.

 

 

DISCUSSION

 

The purpose of this report is to provide a status update on the work completed since August 2011, the schedule and associated spending plan, as well as to provide recommendations related to the adjustment of the retail strategy, the temporary relocation of the Ottawa 67’s to Scotia Bank Place for two seasons and the addition of Friarmere Holdings Inc. as a member of OSEG.

 

Status Update

 

The status update contained in the report from Graham Bird and Associates (GBA), attached as Document 1 to this report, focuses on the following areas:

 

·       Planning – Site plan development, process and approvals;

·       Retail leasing program;

·       Project schedule and associated spending plan; and,

·       Financial pro forma and assumptions.

 

1.  Site Plan Development, Process and Approvals

 

The Lansdowne Design Review Panel (LDRP) and the General Manager of Planning and Growth Management have formalized the Stage 2 site plan approval for the Lansdowne revitalization under delegated authority in accordance with the authorizations and directions provided by Council when the Stage 1 site plan was approved in November 2010 (Ref N°: ACS2010-ISCS-PGM-0209).

 

The Stage 2 site plan approved by the LDRP builds on the Stage 1 site plan and reflects the more refined design development that Council directed to be completed for the public realm areas and engineering works. The Stage 2 site plan also includes the approval of conceptual architectural plans (completed to 75 per cent designs) and incorporates the modifications made to respond to the zoning that was approved by the Ontario Municipal Board (OMB).

 

The Stage 2 site plan approval contains conditions and a compliancy review process. The conditions fall into two categories: general and specific. General conditions are associated with all site plans approved by the City and relate to matters such as: managing construction traffic, ensuring firefighting requirements are met and the issuance of the Record of Site Condition (required for all Brownfield developments). The specific conditions associated with the Stage 2 site plan approval for Lansdowne include the following:

 

·         Council approval of the Urban Park Programming Plan and the Public Art and Heritage Interpretive Implementation Plan

·         Planning Committee approval of the Signage and Wayfinding plans

·         Finalizing the necessary Ontario Heritage Trust (OHT) approvals under the existing Heritage Easement Agreement

 

Additionally, the Stage 2 site plan approval provides for the development of the following through the building permit and tender document stage: the final architectural plans; the public realm detailing that is to be implemented in a manner consistent with the approved public realm plan and LDRP directions; and, implementation of the sustainability and accessibility directions established by the Stage 2 approval. The LDRP will provide oversight on compliance with these provisions through a compliancy review process.

 

The conditions collectively provide for the orderly and managed development of the site in a manner that will ensure Council’s objectives for the revitalization of Lansdowne are realized.

 

The approved site plan is the culmination of a significant effort by the integrated design team to ensure cohesion of design. The Stage 2 site plan serves as the basis for developing the detailed plans required for building permits and for tender and construction documents.  With the LDRP’s approval of the plans to be pursued throughout the construction phase of the project, the applications have been made to obtain the required Ministry of the Environment (MOE) Certificates of Approvals.

 

Lansdowne Design Review Panel (LDRP) and Urban Design Review Panel (UDRP) Process

 

The LDRP under the conditions of the Stage 2 site plan approval will retain its review role for finalizing and signing off on the details of the landscaping plan prior to tender documents being released and for reviewing and signing off on the final architectural plans for the mixed-use buildings to be constructed by OSEG prior to permits being issued. This review and approval will be undertaken by the LDRP through a compliancy review process which will provide for a set of drawings, called a ‘compliance set’, being put together. The compliance set includes the final architectural plans and public realm design details and will be used to ensure design conformity when construction drawings are created and approved. The LDRP will have a continued role in this design continuity as the project heads towards implementation of the works. 

 

The final plans for the residential and office air rights development will be reviewed by the UDRP and subsequently approved by the General Manager Planning and Growth Management prior to permits being issued.

 

Urban Park Programming Plan

 

Lansdowne Urban Park, Aberdeen Pavilion and Horticulture Building Programming Plan report (Ref N°: ACS2012-COS-PRC-0004) lays out the programming proposal for the park. The programming would fall under the responsibility of Parks, Recreation and Cultural Services and provide for an active municipal park with ample opportunity for access to passive and active recreation opportunities. City staff will work with community partners, the Glebe Business Improvement Area (BIA), the National Capital Commission (NCC), Parks Canada, volunteer agencies, clubs and the private sector to develop a vibrant range of year-round activities and events. 

 

The programming plan has been developed to support the vision of a world class park accessible to all and hosting a variety of activities that attract residents and visitors alike, and that is complimentary to and supportive of development and activities in the stadium, Civic Centre and commercial sections of the site.  The plan identifies the resources and funding required to animate the park with a range of seasonal activities and events, as well as to make it a welcoming and attractive venue for other agencies, community groups and private ventures to stage their events.

 

Public Art and Heritage Interpretive Implementation Plan

 

Council’s Stage 1 site plan approval required that a public art strategy and heritage interpretative plan be developed as part of the Lansdowne revitalization. Commonwealth Historic Resource Management Limited developed the heritage interpretive plan component and Phillips-Farevaag-Smallenberg (PFS), in coordination with Jill Anholt Studio (JAS), developed the overall public art strategy.  Both of these strategies are included in the Design Manual which is included in the Stage 2 site plan approval.  A condition attached to the LDRP approval is the development of an implementation plan that ensures that the history of the Algonquin First Nations is incorporated in the site. 

 

The Algonquins of Ontario are engaged in the development of the Public Art and Heritage Interpretive Implementation plan to ensure an Algonquin presence will be integrated into the overall strategy. The Algonquins of Ontario, Commonwealth Historic Resource Management Limited and Jill Anholt Studios are working with City staff to finalize the plan.

 

As directed by Council Motions #92-25 (Deans/Bellemare) and #92-26 (Harder/Wilkinson), a full report on the details for Public Art and Heritage Interpretation Implementation Plan will be brought forward to Planning Committee and Council in the spring of 2012.

 

Signage and Wayfinding

 

Principles for developing a Signage and Wayfinding Plan have been developed and endorsed by the LDRP as part of the final site plan approval.  The Signage and Wayfinding Plan will be brought for approval by Planning Committee in order to waive application of the City’s signs by-law regulation to the site.  It is acknowledged that all public realm signage will respect the City’s bilingualism policies.

 

The Signage and Wayfinding Plan will ensure that all signage and wayfinding is coordinated across the Lansdowne site in a way that supports the design and public realm objective of making Lansdowne a unique and distinct public place that integrates with the Bank Street Glebe BIA corridor. The plan will be brought forward to Planning Committee in the spring of 2012.

 

Ontario Heritage Trust (OHT)

 

Since November 2010, the City has had an ongoing dialogue with the OHT regarding the necessary approvals for the Lansdowne redevelopment. This dialogue has been informed by the shared set of 11 site specific principles related to work to be undertaken on the lands that are the subject of the Heritage Easement Agreement between the City and the OHT.  The Easement Agreement protects the Aberdeen Pavilion (interior and exterior), a view corridor from Bank Street to the Pavilion and three other views from the Queen Elizabeth Driveway to the Pavilion. The final Stage 2 site plan has been developed in a manner consistent with these principles.

 

The principles, along with the Heritage Easement Agreement, and the Standards and Guidelines for the Conservation of Historic Places in Canada (2010), have been used as the basis for OHT review and approval. To facilitate the OHT review and approval, the final Stage 2 site plan has been provided to the OHT along with the Directions Document.

 

No works for which OHT easement approvals are required will commence until such approvals have been obtained in writing. Where OHT approvals include conditions, the implementation of the works will proceed in accordance with such conditions.  During the construction, the project team will continue to update the OHT on the progress of the project to ensure adherence to all conditions. 

 

With the submission of the supplemental information requested by the OHT on 12 January 2012, the City’s application to the OHT for approval has been deemed complete.  Of the seventeen (17) items for which OHT approval was requested, two (2) are no longer required as a result of modifications made to the final Stage 2 site plan.  Of the remaining fifteen (15) the OHT has now provided unconditional or conditional approval for all but two of the items for which approvals had been requested.  These include the following:

 

·         Tree planting within the Aberdeen View corridor; and,

·         Street furnishing within the Aberdeen View corridor.

 

The City has requested that the OHT defer consideration of these two items while the designs are further refined and resolved. This is due to the fact that the design details for these have not been fully developed in accordance with conditions set out in the Stage 2 site plan approval.  The OHT will be engaged in the development of these details.

 

Recognizing that final OHT approvals may result in some modifications to the site plan with respect to tree planting and street furnishings in the Bank Street view corridor, a condition is included as part of the Stage 2 approval whereby any modifications required by the OHT would be deemed approved modifications to the approved Stage 2 site plan.

 

The OHT has provided conditional approval for the encroachment of building J, subject to its approval of the permit drawings. The OHT has provided conditional approval for the encroachment of building H, subject to its approval of specific design enhancements and permit drawings and the creation of a new conservation easement which will extend and enhance the protection and conservation of the heritage resources at Lansdowne Park, including the Aberdeen Pavilion, the relocated Horticulture Building, the park and open space.  The necessary plans and drawings will be provided to the OHT to facilitate final approval in accordance with the provisions of the Easement Agreement.

 

Architectural Plans

 

Development of the conceptual architectural plans as driven by the LDRP has been highly successful and has resulted in the LDRP giving its approval of the architectural direction for the mixed-use buildings, stadium and Horticulture Building adaptive reuse. With the conceptual plans (developed to 75 per cent design) incorporated as part of the Stage 2 approval, the final plans required for building permits can now be developed.  Prior to permits being issued, the architectural plans for the air rights (upward development of a property) requires the approval of the LDRP, the UDRP and the General Manager of Planning and Growth Management. Conceptual architectural plans for the air rights are already in development using the architectural guidelines approved by the LDRP.  It is anticipated that preliminary plans will be brought forward to the LDRP in February of 2012.

 

Following approval of all final architectural plans for the OSEG development, any modifications proposed to the development are subject to review and approval by the LDRP.  The approval of any modification must be obtained from the LDRP prior to the modified work being undertaken.  Any modifications following approval of the final architectural plans for the air rights development will require approval by the General Manager, Planning and Growth Management.

 


Sustainability and Accessibility

 

The project team continues to work closely with the sustainability and accessibility consultants to ensure the project meets the goals set out in the November 2010 report to Council. The sustainability strategy developed by Enermodal Engineering has been endorsed as part of the final site plan approval and strives to achieve a LEED ND Gold Certification for the Lansdowne project and LEED targets for the new buildings. The final site plan has been developed to incorporate elements to support achieving a LEED ND gold certification.

 

In addition, as part of implementation of the sustainability directions, the LDRP has requested, as conditions of approval, showcasing sustainability at Lansdowne by including:

·         feature(s) that are clearly recognizable and highlighted as unique to the project or a building, such as green roofs, solar voltaic roof panels or provision of a partitioning cell as part of the stormwater management system to capture stormwater for irrigation of soft landscaping;

·         showcasing of the site’s sustainability elements; and,

·         sustainability education opportunities and demonstrations with the programming.

 

Archaeological Assessment

 

A Stage 2 Archaeological Assessment was undertaken as required by the conditions set by Council during the Stage 1 site plan approval. This assessment investigated areas of potential archaeological interest at Lansdowne. These investigations took place throughout the property. The draft report was provided to the OHT for their review and comment prior to being finalized and submitted to the Ministry of Citizenship and Culture for their information. Following its review, the OHT requested that additional investigative work take place prior to finalizing the Stage 2 assessment report. This additional work has been completed and the report has been signed off by the OHT and filed with the Ministry of Citizenship and Culture.

 

Based on the recommendations of the Stage 2 assessment, additional detailed investigative work in the far eastern portion of the park will be undertaken through a Stage 3 Archaeological Assessment. This includes a requirement for archaeological monitoring for specific areas of the site during construction. These requirements are addressed through conditions included as part of the Stage 2 site plan approval.

 

As is the case for environmental and archaeological considerations associated with City projects, the environmental remediation operating and capital accounts in the Real Estate Partnerships and Development Offices’ (REPDO) annually approved budget authority will be used to cover costs associated with supplemental environmental and archaeological assessments and unforeseen environmental and archaeological conditions. Should a situation arise wherein environmental and archaeological costs cannot be accommodated within the REPDO accounts or the existing capital authority for the Lansdowne redevelopment, staff will report back to Council with the specifics of the situation including options to effectively address the issue.

 


Environmental Assessment under the Canadian Environmental Assessment Act (CEAA)

 

This environmental assessment is related to the existing stormwater drainage pipe which connects from the Lansdowne property to the Rideau Canal.  The environmental assessment has been undertaken to allow a new license to be issued by the NCC and Parks Canada for the continued use of the existing pipe system within the new stormwater management system. Although this piece of infrastructure has been in use for years, the license for it has expired and requires renewal. The City and its consultants have worked diligently to understand the environmental effects of the redevelopment and will implement the mitigation measures that will be identified in the federal screening report.  The report is expected to be completed by March 2012.

 

Soil Remediation

 

The Ministry of the Environment (MOE), recognizing the priority of this project to the City, has mobilized a team to expedite the review process for the Risk Assessment (RA) and Risk Management Plan (RMP). The RA and RMP have been submitted to address the contamination issues at Lansdowne Park. 

 

The objectives of the RA are to evaluate risks to human and ecological health associated with the contaminants of concern and to establish property specific standards that safeguard public health and the environment.  Where risks are identified, the RMP will establish guidance and operational objectives to ensure that the property is redeveloped in a manner that ensures the protection of public health and the environment.

 

A public meeting was held on 27 October 2011 to discuss the contamination conditions at the Lansdowne site and to provide information on the RA and the RMP approach to address those conditions. 

 

A Certificate of Property Use will be issued by the MOE to establish the soil management plan and health and safety plan that will be required for as long as the contamination conditions are present on the property.  The Certificate of Property Use will also establish the monitoring and maintenance plan required to ensure that conditions do not deteriorate. The Certificate of Property Use will be posted on the MOE’s Environmental Registry for public comment by mid-February with final approval in place by the end of March 2012.

 

Stormwater Management and Site Servicing

 

A Certificate of Approval refers to the application made to the MOE regarding the design and implementation for storm water management and site servicing. The design for this infrastructure has been completed by the civil engineers and the document has been approved by the City.  The documentation has now been issued to the MOE for the issuance of the required Certificate of Approval as a Schedule A undertaking under the Municipal Class Environmental Assessment (MCEA).  Schedule A undertakings are approved undertakings with the issuance of the required Certificates of Approval through the MOE.  It is expected that the Certificates of Approval will be received in March of 2012.

Ontario Municipal Board (OMB)

 

As identified in the 18 August 2011 status report, the Ontario Municipal Board (OMB) has given final approval to the zoning changes for Lansdowne.  As part of this process, Minutes of Settlement were entered into between the City and the three primary appellant groups. 

 

All elements set out in the Minutes of Settlement with the three appellant groups have been responded to either through the final zoning that the OMB approved or through the work to finalize the site plan for the Stage 2 approval.  This included the elimination of certain residential elements, the inclusion of matters related to the use of Holmwood Avenue for Lansdowne traffic, a dialogue with the Glebe BIA related to the retail leasing program and the engagement of community groups in the development of the programming proposal for the urban park, and the Transportation Operations and Transportation Demand Management (TDM) Plans which have been completed and have been approved as part of the Stage 2 approval. 

 

The Minutes of Settlement recognize that Council retains the ability to approve refinements to the retail strategy. The Minutes of Settlement remain in effect notwithstanding Council approval of the refined retail strategy as outlined in this report. 

 

2.  Retail Leasing Program

 

Staff recommends Council approve the refined retail strategy as outlined in Table 1, which was developed in consultation with the Glebe BIA, J.C. Williams and OSEG.

 

OSEG continues to work on the retail tenant program.  Many prominent prospective tenants have expressed interest in being at Lansdowne. However, since the summer of 2011, there have been changes in the retail leasing market due to global economic uncertainty.  As a result, the project team, in consultation with the Glebe BIA, has refined the retail strategy and expanded some retail categories and percentage ranges to adapt to these changes.

 

OSEG is in ongoing consultation with John Williams of the  J.C. Williams Group to ensure that the retail program continues to meet the requirements and expectations described in the June 2010 retail strategy approved by Council. The project team is confident that the on-going efforts by OSEG will continue to attract many exciting opportunities to ensure a diverse, vibrant and successful retail environment at Lansdowne.

 

The Glebe BIA, OSEG and the City, in discussion with J.C. Williams, have obtained clarifications on the retail strategy and have agreed upon the following amended retail mix:

 

Table 1 Amended Retail Mix

Category

Range %

Range  GLA

Examples

Food and Beverage

15 - 25 %

54,000 – 90,000

Whole Foods, LCBO, pastry shops, chocolatier

Food and Service

15 % - no max.

54,000

Restaurants and Cafes

Cinema

15%

54,000

 

Sports (Goods, Apparel and Services)

10 - 20%

36,000 – 72,000

Nike, Puma, Sport Check, Sporting Life

Health, Spa, Wellness goods and services

10 - 15 %

36,000 – 54,000

Fitness club, yoga, registered massage therapy, GNC

Home furnishing, Electronics

5 - 15%

18,000 – 54,000

C&B, Restoration Hardware, Future Shop

Fashion

0 - 15%

0 – 54,000

H&M, J. Crew, Liz Claiborne, Brooks Brothers

Lifestyle

5 - 15 %

18,000 – 54,000

Anthropologie

Leisure Wear

5 - 15 %

18,000 – 54,000

Lululemon, Roots, Eddie Bauer

Other Services

5 - 10 %

18,000 – 36,000

Banking, Travel, etc.

 

Glebe Business Improvement Area (BIA)

 

The Glebe BIA, the City of Ottawa and OSEG have entered into a Memorandum of Understanding (MOU).  The Memorandum sets out the manner in which the Glebe BIA, OSEG and the City will work together to:

 

 (1) support a retail strategy of mixed-use that addresses the need for the economic viability and success of Lansdowne and of the existing commercial enterprises along Bank Street; and, 

(2) develop an integrated construction management approach (e.g. parking, traffic calming, signage etc.) to facilitate a smooth and effective construction period and the future operation of the Lansdowne Park site. 

 

The MOU addresses the directions set out by Council in the June 2010 Motions # 92-18 (Doucet/ Holmes) and # 92-50 (Jellett/Doucet) regarding the following considerations:

 

·           That the Bank Street reconstruction streetscaping be integrated with the streetscaping along the Lansdowne Park Bank Street frontage to create a unified environment;

·           That there be integration in way-finding between the site and the rest of the Glebe BIA (i.e. maps of Lansdowne Park should list businesses throughout the Glebe and BIA maps should profile and promote Lansdowne Park businesses);

·           That the proposed underground parking signage should be similarly integrated to provide clear directions to Bank Street;

·           That any parking validation programs should be extended to include Bank Street merchants; and

·           That programming at Lansdowne Park, and within the rest of the Glebe BIA, should be integrated and cross-promoted to maximize exposure and participation.

 

The Glebe BIA and OSEG will meet on an agreed upon basis (but no less frequently than once a month) to review the progress of the leasing efforts for Lansdowne to ensure they are consistent with the amended retail strategy agreed upon by the BIA, OSEG and the City. 

 

3.  Project Schedule and Associated Spending Plan

 

Following the schedule and budget highlighted in the 18 August 2011 status update report to Council, the design, development, approval and legal work has advanced accordingly.  The updated project schedule, as set out in Appendix A of Document 1 to this report, outlines the key activities and milestones through the remainder of the design development and subsequent construction phase of the project. The significant milestone of Stage 2 Site Plan approval has been achieved with oversight by the LDRP.

 

The design work has proceeded on all components of the site including:

·         the stadium and arena;

·         the underground parking garage;

·         the urban park;

·         the Horticulture Building relocation and adaptive reuse;

·         the retail development;

·         related infrastructure including stormwater management system; and,

·         the design development work for the residential and office air rights components.

 

With respect to the stadium, the arena and the City's portion of the parking garage, the project team continues to be confident that these will be completed within the Council approved budgets. The design and permit drawings have been substantially completed and are now under examination for building permitting.  The design work was carried out with cost consultants providing a complete analysis at each stage in the design’s development. This has helped guide the design work to keep it within budget.

 

Pre-qualified constructors are now engaged in the formal competitive tender process.  The process will allow the teams to be certain of the final cost prior to final City approval in the spring of 2012.

 

The design of the retail space and associated parking garage has been completed. This work is being formally reviewed for building permits and will be tendered competitively.  The design process has rigorously adhered to the budget commitments, while responding effectively to the LDRP’s design directions.

 

The urban park design is progressing with an ongoing review by Hanscomb Limited, the cost consultant.  The urban park is comprised of several elements.  Each of the park elements is being designed and analyzed separately against budget allocation.  

 

The Horticulture Building relocation and adaptive reuse project is employing a similar technique of ongoing cost review.  The members of the design and construction team are employing innovative ideas to assist in containing the overall cost of the project.  As an example, the pre-tendering of steel has been completed successfully and is under the estimated budget. Design and construction management are engaged in value engineering efforts at present to match project scope with budget.

 

The recommended residential and office air rights proponents have been identified and are before Council for consideration and approval. The design development is now underway with the appropriate oversight of the LDRP.  The proponents are confident that the approved schedule for the implementation can be met so as not to affect the schedule or the budget of the other components.

 

Other risks to the implementation schedule and budget have been mitigated as follows:

 

The necessary permits and approvals from the MOE have been applied for with the necessary analysis and design work completed for support.  The OHT agreed to the overall principles for the revitalization of Lansdowne.  The OHT has now granted conditional approval of the various components’ architectural and engineering designs in accordance with the principles.  Along with the known conditions of site plan approval, OHT archeological approval and agreements with utilities etc., the costs and effects on the budget are better known and accounted for.

Other related works or commercial arrangements that were initially risks included: the reconstruction of Bank Street (a risk to both the Bank St. merchants and to the Lansdowne project), the completion of the Trade Show facility, the relocation of the Ottawa 67’s during the redevelopment (which is subject to Council approval of the recommendation contained in this report) and the successful completion of the air rights competition.  Collectively, these actions significantly improve the conditions for the successful implementation of the Lansdowne plan.

 

The project team has also developed a detailed set of construction procedures for all general contractors working on the Lansdowne project site. The procedures primarily deal with the coordination of on-site activities, but also relate to issues affecting the surrounding community such as parking, traffic control, street cleaning and safety.

 

Public Works has been working with the project team to develop a strategy for the construction phase which will mitigate the impacts of the significant construction activities that will occur at Lansdowne. These align with the construction procedures that have been developed. The strategy addresses numerous important issues including: construction traffic management and access to the site, controlling and ensuring the safety of cyclists and pedestrians, impacts on transit services, local street parking, maintenance requirements in the surrounding neighbourhood and public communication. These plans are in progress and key community stakeholders, such as the Glebe BIA, continue to be consulted in the development of this plan. 

 


Lansdowne Park Revitalization Schedule Milestones

 

December 2011:    Retail Tender Ready Design

December 2011:    Parking Garage Tender Ready Design

December 2011:    Site Servicing Tender Ready Design

December 2011:    Horticulture Building Tender Ready Design

January 2012:        Stadium Tender Ready Design

March 2012:          Urban Park Tender Ready Design

March 2012:          Aberdeen Square Tender Ready Design

Fall 2012:               Urban Park Tender Ready Design

 

May 2012:             Legal Close, Stage 3 Begins

 

June 2012:             Stadium Construction Begins

June 2012:             Parking Garage Construction Begins

July 2012:              Air Right Developers Tender Designs

January 2013:        Mixed-use Building Construction Begins

Fall 2013:               Mixed-use Building Envelopes Complete

December 2013:    North Side Stands Substantial Completion

December 2013:    South Side Stands Substantial Completion

January 2014:        Urban Park Construction Begins

Fall 2014:               Mixed-use Buildings Complete

Fall 2014:               Urban Park Substantial Completion

Summer 2015:       Project Closeout

 

Update on Scheduling Considerations

 

The following items, identified to City Council in August 2011, have been completed or are proceeding in order to ensure that the schedule is maintained:

 

Removal of Contaminated Soils: The City has worked with the Ministry of Environment (MOE) to establish a process for addressing the existing impacted soil and environmental considerations on site. The remediation work will occur within existing timelines for the overall project schedule.

 

The project team is finalizing the strategy for the removal of contaminated soil as directed by City Council in August 2011.  This will ensure that the project construction schedule is maintained and key milestones are met. This includes meeting deadlines regarding MOE legislation related to the Record of Site Condition.

 

South Side Stands Demolition: As authorized by Council in August 2011, the City proceeded with the demolition of the South Side Stands during the fall of 2011. This portion of work came in under budget by $580,000. This project is on schedule and will be completed by mid-February.

 

Horticulture Building: In addition to the requested works above, Council also authorized the project to proceed with the pre-order of structural steel and equipment for the relocation of the Horticulture Building. The City’s Supply Branch recently completed the tendering process for the steel. This will help ensure that Horticulture Building relocation can be initiated on time and meet the anticipated construction schedule for the Lansdowne redevelopment. Shortly, the project team, in collaboration with the City’s Supply Branch, will commence the procurement process for the required specialty equipment.

 

A detailed update and description of the proposed relocation and adaptive reuse of the Horticulture Building is outlined in the Lansdowne Urban Park, Aberdeen Pavilion and Horticulture Building Programming Plan report (Ref N°: ACS2012-CMR-OCM-0002).

 

Building Permits: As per the requirement of the City of Ottawa, the building permit fee for the stadium, arena and parking was submitted, with the applications, in December 2011. The Building Code Services Branch is now reviewing the applications and providing feedback to the design teams as necessary. The process to receive building permits has been factored into the current schedule and permits must be issued prior to project close.

 

Associated Spending Plan

 

The following outlines the updated anticipated expenditures by the City and OSEG throughout the Stage 2 Implementation Phase and Stage 3 Construction.

 

Table 2  Budget Summary ($)

 

Stadium, Arena

Stage 2

Stage 3

Total

Design, planning and other soft costs

8,901,663

    8,901,663

Construction costs

1,841,111

96,117,226

  97,958,337

Total

10,742,774

96,117,226

106,860,000

Public Parking

 

 

 

Design, planning and other soft costs

1,812,796

 

   1,812,796

Construction costs

 

20,627,204

 20,627,204

Total

1,812,796

20,627,204

22,440,000

Total Stadium, Arena and Public Parking

 

 

 

Design, planning and other soft costs

 10,714,459

            -  

  10,714,459

Construction costs

 1,841,111

116,744,430

118,585,541

Total

12,555,570

116,744,430

129,300,000

Residential and Office (including Allocated Development Costs)

 

 

 

     Design, planning and other soft costs

1,244,161

 

   1,244,161

     Construction costs

   108,029

  24,737,810

 24,845,839

     Reimbursement of costs and air rights

 

(33,999,000)

(33,999,000)

     Total

1,352,190

  (9,261,190)

  (7,909,000)

Urban Park

 

 

 

Design, planning and other soft costs

   3,291,488

   3,827,556

  7,119,044

Construction costs

   1,000,000

 24,380,956

25,380,956

Horticulture Building*

      200,000

   9,800,000

10,000,000

Reimbursement of costs from Stadium and Arena budget

 

  (2,500,000)

 (2,500,000)

Reimbursement of costs from Retail budget

 

  (2,500,000)

(2,500,000)

Total

  4,491,488

  33,008,512

37,500,000

* Note: Future rent, subject to council approval, will be used to fund the City's debt charges related to the additional $2.5 million that is required to relocate and adaptively reuse the Horticulture Building.

 

In regards to budgets allocated for the stadium and the City’s portion of the parking garage, the project team continues to be reasonably confident that these components will remain within the Council approved budgets. These elements are now in the tender process, and final costs will not be known until the procurement process is complete in the spring.  Final costs for this work will be brought forward to City Council in late spring 2012 for approval prior to construction work commencing at Lansdowne.

 

4.  Financial Pro Forma and Assumptions[3]

 

Since August 2011, the Lansdowne Partnership Plan has advanced in design, planning and development.  Both the City of Ottawa and the Ottawa Sports and Entertainment Group (OSEG) have refined estimates for capital and operating costs, recoveries from various components and pro forma operating forecasts.  The purpose of this financial update is to provide Council with a summary of the affected components that reside within the closed financial system and the impact on the expected returns to the City, and OSEG, respectively. 

The Stadium and Arena

 

The total anticipated development cost for the stadium, arena and related parking remains at $129.3 million.  As a result of additional events and the introduction of a professional soccer team on site, these changes have resulted in $21.8 million more in net cash flow to the waterfall relative to what was presented in August 2011. 

 

Naming Rights

 

OSEG has had discussions with sponsorship consultants that have identified naming rights for the stadium and arena.  It is conservatively expected that annual contributions from naming rights will generate approximately $15.8 million in net cash flow to the waterfall over the 30 year operating term.

 

The Parking Component

 

Through negotiations with prospective retail tenants, some relief on day-time parking has been granted as part of the current leasing arrangements.  In addition, the most recent review has identified increased operating costs.  The combination of lower revenues and higher costs has resulted in a net decrease of approximately $6.9 million in net cash flow to the waterfall.

 


The Canadian Football League (CFL) Team

 

The CFL team is expected to contribute approximately $3.9 million more to the waterfall over the operating term than what was previously presented.  This is attributable to revised pricing and the introduction of special event revenues, such as Grey Cup events.

 

The Ontario Hockey League (OHL) Team

 

The OHL team is expected to contribute approximately $114,000 more to the waterfall over the operating term than what was previously presented. This is attributable to revised pricing and revenues forecasts related to ticket sales.

 

The Retail Development

 

The retail development continues to be sized at approximately 360,000 square feet of leasable space, with a requirement to build 360 parking stalls, fund infrastructure, common space and to contribute $2.5 million to the urban park budget.  Through a decrease in the total development cost and an increase in the permanent mortgage, total net cash flow to the waterfall (after the construction loan has been repaid) has increased by approximately $12.7 million relative to the August 2011 (equivalent) estimate. 

 

The Residential and Office Components

 

In December 2011, the City received proposals for the tender call to develop the residential and office components at Lansdowne Park.  The preferred proposal for the residential component funds all development costs and a contribution of approximately $11.4 million for the air rights (up from the previous estimate of $10.2 million).  However, the preferred proposal for the office development provides approximately $3.5 million less to the City than its development costs.  The City will be required to contribute an additional $2.3 million to the project to fund the combined shortfall from the residential and office components.  Further, the office proposal did not include an annual land rent payable to the closed system.  This results in an aggregate net decrease in cash flow to the waterfall of approximately $9.6 million over the 30 year operating term relative to the August 2011 estimate.

 

Other Factors

 

In addition to those changes described above, other factors have changed:

 

·         Through recent refinements in the legal agreements negotiated by the City, the proceeds from the permanent mortgage on the retail development (net of repayment of the construction loan) now form part of net cash flow to the closed system[4]

·         OSEG’s interest rate:  OSEG’s interest rate for the permanent financing has decreased from 6.5% to 5.98%.

·         The City’s interest rate:  The City’s interest rate has been reduced from 5% to 4.63%.  This is 0.7% above 3.93%[5] (the current rate posted by Infrastructure Ontario on 40 year fully amortizing debt).

·         The City’s debenture has been increased by $2.3 million to fund the net shortfall resulting from the residential and office development tenders, and by $2.8 million to fund a contribution to social housing in accordance with Council’s motion of July 2010.

 

The following table summarizes changes in cash flow contributed to the waterfall by each of the respective components.

 

(‘000s)

Current

August 2011

Change ($)

Change (%)

Net Cashflow

(‘000s)

(‘000s)

(‘000s)

 

 Stadium and Arena

      (12,645)

       (34,443)

     21,798

-63%

 Naming Rights

        15,750

                  -

     15,750

100%

 Parking

        31,675

         38,592

      (6,917)

-18%

 CFL

        39,523

         35,625

       3,898

11%

 OHL

        10,784

         10,670

          114

1%

 Retail[6]

      222,488

       209,766

     12,722

6%

 Office

                  -

           9,595

      (9,595)

-100%

 Surplus (Deficit)

      307,575

       269,806

     37,769

14%

 

Impact on Equity and Waterfall Payments

 

The changes to the assumptions that drive the pro forma affect the City’s funding equity and OSEG’s additional equity:

 

Item

Current

August 2011

Difference

City Funding Equity

-

$2.5 M

$(2.5 M)

OSEG Minimum Equity

$30.0 M

$30.0 M

-

OSEG Additional Equity

$27.4 M

$27.9 M

$(5M)

 

·         City funding equity: decreased to zero as a result of the City’s lower interest rate.

·         OSEG minimum equity: unchanged as per the Project Agreement.

·         OSEG additional equity[7]: decreased as a result of lower development costs and a higher permanent mortgage on the retail development.

 

The impact of changes to the various components in the closed system, along with changes to the City funding equity and OSEG’s additional equity has impacted nominal returns to each party from the waterfall, as follows:

 

 

Total waterfall payments are expected to increase from approximately $269.8 million to $307.6 million, an increase of $37.8 million.  OSEG’s expected payments are expected to increase by $18.4 million, whereas the City’s payments are expected to increase by approximately $19.4 million.

 

Waterfall Summary[8]

Current

August 2011

Difference

City Share ($)

$156.6 M

$137.2 M

$19.4 M

OSEG Share ($)

$151.0 M

$132.6 M

$18.4 M

Total

$307.6 M

$269.8 M

$37.8 M

 

Summary

The following table shows total returns to the City including the avoided costs of operating and maintaining the stadium and arena, waterfall payments, debt servicing costs and what would be the net requirement from retail and office property taxes on the Lansdowne site, both on a nominal and on a present value basis, to notionally achieve revenue neutrality. 

 

Nominal

NPV

Current

August 2011

Current

August 2011

Avoided costs

$114.0 M

$114.0 M

$48.0 M

$48.0 M

Waterfall payments[9]

$98.1 M

$78.7 M

$24.1 M

$19.9 M

Sub total

$212.1 M

$192.7 M

$72.2 M

$68.0 M

Total debt servicing

-$206.2 M

-$208.1 M

-$86.9 M

-$87.7 M

Sub total

$6.0 M

-$15.4 M

-$14.7 M

-$19.7 M

Property taxes

$175.8 M

$175.6 M

$67.4 M

$67.2 M

Required from taxes

-3%

9%

22%

29%

 

·         Avoided costs:  unchanged.

·         Waterfall payments:  payments to the City from the waterfall have increased both on a nominal and on a present value basis.

·         Property taxes: total property taxes paid to the City have increased by approximately $200,000 over the operating term.

·         Total debt servicing:  the City’s total debt servicing costs are lower on a nominal and on a present value basis due to the City’s lower cost of borrowing.  This is partially offset by a higher debentured amount due to the cost pressures from the office development and the contribution to social housing.

 

In summary, based on the changes listed above, no (or net negative) property taxes are expected to be required in order to the achieve revenue neutrality on a nominal basis and 22% on a present value basis.  This represents an improvement to the City’s overall expected returns net of debt servicing costs from those presented in August 2011.

 

Additional Report Recommendations

 

Ottawa 67’s Temporary Relocation During the Construction of Lansdowne

 

This report seeks Council approval to support the temporary relocation of the Ottawa 67’s (1998) Limited for two years from the Civic Centre to Scotiabank Place for the playing of OHL hockey games. The relocation would be to the mutual benefit of the City and OSEG.  Support to the Ottawa 67’s will be provided through provision of offset funding to cover losses from the move to a maximum of $500,000. The support to the team for two years can be funded with the existing Lansdowne base operating budget of $614,000. Moving to Scotiabank for 2 years will cost no more than an upset limit of $500,000 annually, saving approximately $200,000 per year. This temporary relocation of the 67’s represents a minimum savings of $400,000 to the City. 

 

Since the opening of the Civic Centre at Lansdowne Park in 1967, the Ottawa 67’s have been an anchor tenant of the arena.  It is recommended that Council support the temporary relocation of the Ottawa 67’s to another arena for the playing of its OHL Junior “A” hockey games during the construction of the LPP as a cost effective measure for the City, both from a financial and construction logistics perspective.

 

Currently the Ottawa 67’s OHL hockey team operates out of the Civic Centre, holding approximately 30 games a year in addition to practice times. This results in the team having a significant and on-going presence at the arena. During the construction phase of the LPP, this would result in a number of impacts on the project and surrounding community while increasing the coordination required on a project site which is already extremely complex with numerous trades and contractors on site on any given day.  These matters are discussed below in greater detail.

 

Construction: The Civic Centre will undergo substantial construction work throughout the facility which would be significantly limited by the on-going presence of the hockey team. Major works which will be occurring in the vicinity of players or patrons would need to be limited in order to avoid interruptions, noise, and dust. This would have the potential to cause delays and future costs to the LPP.  No semi-permanent structures can be in place within these areas, including the existing ice surface area which ideally could accommodate scaffolding or similar structures to perform work on the upper levels. In addition, patrons would have to endure being in the middle of a construction site.

 

Traffic and Parking: On average, several thousand patrons attend Ottawa 67’s games and small numbers attend practices.  As the entire Lansdowne project site will be a construction site, there will be no on-site parking for patrons. This would likely result in the surrounding neighborhood accommodating additional vehicles looking for parking spaces. This additional congestion around the project site would be further increased by the existing construction traffic. Although the City is working to mitigate the impacts of construction traffic on adjacent streets, adding additional traffic would make this effort increasingly difficult. This would also have a business impact on the hockey team, as attendance to the games would likely be reduced.

 

Health and Safety: The health and safety of patrons would also be a major issue as Ministry of Labour standards would be in effect for all visitors entering the project site. Cordoned off access with construction fencing or barriers would need to be in place when accessing the site and, numerous areas within the building would need to be made secure for public access. As noted above, this would limit the ability of constructors to schedule work in these areas. This would also add an additional layer of complexity for the management of the Health and Safety plan by the Site Manager, potentially impacting management and coordination costs. The Site Manager would also need to take into account exiting requirements for the arena, including consideration for emergency situations.

 

Staffing and Operations: Accommodating the Ottawa 67’s during construction requires sufficient staff to ensure ongoing maintenance of the Civic Centre’s facility operations. Moreover, these staff would also need to adhere to the project’s Health and Safety plan and try to carry out their maintenance obligations between events in the midst of a major construction site which would require further coordination with the general contractor.  In addition, all major equipment for maintenance and operations would need to remain on-site and accessible by staff. If food or beverage is to be available for patrons as well, this would require further access to facilities within the arena which may be under construction.

 

Recommended Support to Ottawa 67’s to Temporarily Relocate for Two Hockey Seasons

 

The model is built around the 2010-2011 season and reflects 37 home games, including 2 playoff games. Further, the parking revenue is calculated using an estimate of 400 available public parking spaces.

 

Expenses:

Personnel                          $   555,000

Utilities                             $   200,000

Purchased Services           $   301,000

Materials & Supplies        $     44,000

Total Expenses                 $1,100,000

 

Revenue:

Rent                                  $   150,000

Food and Beverage          $   156,000

Parking                             $     74,000

Total Revenue                  $   380,000

 

                               Estimated Net Cost to City: $720,000 per season

 

This is suggested to be a conservative estimate, as there are a number of variables that come into play both on the expense side and on the revenue side.

 

Expense Variables:

·         Staff scheduling – ability to function with minimal core full-time staff plus casual or part-time staff for practices and games.

·         Repairs and maintenance

·         Utilities – no reliable benchmarking available for operating the Civic Centre as a stand-alone facility; actual costs could be significantly higher.

 


Revenue Variables:

·         Reduction in available parking will reduce parking revenues

·         Attendance – has a direct bearing on rent and food and beverage commissions

 

Depending on the performance of each of these variables, it is conceivable that the actual net cost could be larger than this.

 

In summary, should Council agree to support the Ottawa 67’s temporary relocation to another arena for two hockey seasons to a maximum upset limit of $500,000 per each season (total upset limit of $1 million for two hockey seasons) it would avoid costs to the City of at least $220,420 per hockey season (total avoidance costs of $440,840 for two hockey seasons) compared to what would otherwise be the case if no support was provided and the hockey team remained at Lansdowne Park during the construction of the LPP.

 

Approval of Friarmere Holdings Inc. to Ottawa Sports and Entertainment Group (OSEG)

 

Council was made aware on 28 September 2010, through a memo from the City Manager and an OSEG press release regarding OSEG’s request to have John Pugh join the OSEG partnership.

 

This report seeks Council approval for the addition of Friarmere Holdings Inc. as a member of the Ottawa Sports and Entertainment Group, a general partnership under the laws of the Province of Ontario (OSEG) pursuant to the previously approved Council criteria of 28 June 2010 for such matters within the LPP.  It should be noted that the addition of Friarmere Holdings Inc. to OSEG, if approved, would be at cost and the current four members of OSEG would not make any profit amongst themselves on the addition of a fifth member.  Based on the business profile and success of John Pugh in the business and local sporting communities, the proposed addition of his wholly owned company, Friarmere Holdings Inc., would comply with the requisite criteria. Consequently, OSEG’s previous legal commitments to the City would not be negatively impacted by the addition of the proposed fifth member should it be approved.

 

The following comes from page nine (9) of the LPP Project Agreement Framework that was approved by Council on 28 June 2010:

 

  “Where a disposition is to be approved by the City, the following approval guidelines will be considered:

 

o   financial capacity of the acquirer/its principal(s)

o   location of the acquirer/its principal(s)

o   whether the acquirer/its principal(s) has a successful business track record

o   reputation of the acquirer/its principal(s)

o   development or real estate experience and knowledge of the acquirer/its principal(s)

o   history of litigation/disputes with the City by the acquirer/its principal(s)”

 

John Pugh has been a resident of the City of Ottawa for more than 30 years and has enjoyed a diverse and successful career in academia, high technology, business and in the world of soccer.  Born in England, he is a graduate of the University of Wales where he attained a first-class designation degree in Computer Technology. 

 

He spent five years teaching computer science in Durham and Sheffield before accepting a teaching position with Carleton University in 1979.  He was subsequently promoted to Full Professor and acted as Director of the School of Computer Science for eight years.  He is considered a pioneer in the field of Object-Oriented Systems.  He is also the co-author of five books, was the editor of an industry newsletter, a regular speaker at international industry conferences and served on numerous academic and industry committees.

 

Mr. Pugh left Carleton University to become President, CEO and co-founder of The Object People, Inc., an international provider of e-commerce and Web solutions.  During a ten-year period under his leadership the company grew to a multi-national company with offices in five countries, more than 120 employees and a global customer base.  The Object People was acquired by BEA Systems in 2000, and Mr. Pugh took the position of Vice-President of Global Education.  During his tenure, the BEA Education Division grew to 120 employees, tripled its annual revenue and trained 5,000 channel partners.  He resigned from his position at BEA in November of 2001.

 

He is currently the CEO and owner of the Ottawa Fury Soccer Club which he acquired in 2002.  Mr. Pugh is also currently a member of the Ontario Soccer Association Technical Development Committee and has twice been voted W-League Executive of the Year.  He was a member of the Site Organizing Committee for the Ottawa portion of the 2007 FIFA U20 World Cup.

 

In eight seasons, the Ottawa Fury Soccer Club has become recognized as having one of the premier player development programs in North America.  Sixty-five players have earned athletic scholarships at US colleges, fourteen players have represented their country in competitions and in 2010 the Club was ranked third among all clubs participating in the North American-wide Super Y-League.  The Club has twice reached the North American Championship Final of the W-League.

 

In summary, Mr. Pugh is a successful local resident of the City who has the financial capability, successful business track record and local sporting community experience and connections to contribute significantly and positively to OSEG, should his addition to OSEG be approved by Council, as recommended.  Further details of Mr. Pugh’s background are set out in Document 4 to this report (Letter dated 9 November 2010 from OSEG to the City Manager).

 

Future Reports and Status Updates

 

Planning Committee, will receive the following reports in the spring:

 

·         Public Art and Heritage Interpretive Implementation Plan; and the,

·         Detailed Signage and Wayfinding plans.

 

Reports on Governance, the Legal Agreements, the long-term occupancy agreement for the Ottawa Famer’s Market and further progress reports will be coming forward prior to legal close of the LPP, anticipated later this spring.

 

Additionally, staff will report back to Council as soon as possible should it become apparent that any of the outcomes identified through Council direction or key milestones in the project schedule cannot be met.

 

 

RURAL IMPLICATIONS

 

The Ottawa Farmers’ Market (OFM) will operate at an alternative location for the 2012 and 2013 seasons. Work is progressing to fulfill Council’s direction with respect to Lansdowne becoming the permanent home of the OFM. A draft of the recommended formal agreement between the City and the OFM will be brought forward to Council for consideration and approval later this year.

 

 

CONSULTATION

 

The following summarizes the consultation undertaken since the 18 August 2011 Lansdowne Partnership Plan Implementation Status Update report (Ref N°: ACS2011-CMR-REP-0027) was received and approved by Council.

 
Development of the Urban Park Programming Proposal

 

The Technical Committee, chaired by Dan Chenier, General Manager, Parks, Recreation and Cultural Services, includes representatives from key City departments and the NCC to ensure internal coordination in the development of the programming proposal has remained in place. 

 

Community Consultations

 

On 27 October 2011, a community meeting was held at the Glebe Community Centre the purpose of which was to:

 

 

Ward Councillor Chernushenko, MPP Yasir Naqvi, and representatives of the Glebe Community Association along with approximately 120 participants attended the consultation.

A further consultation on the Certificate of Property Use is being scheduled for March 2012.

 

In addition to the meeting held in June 2011, a meeting was held in September 2011, with representatives from the Glebe Community Association, Old Ottawa South Community Association and residents along Holmwood Avenue (the Holmwood Group) as required through the OMB Minutes of Settlement entered into by the City. The City met with these groups to resolve their appeal of the zoning changes for Lansdowne.  Under the Minutes of Settlement, there was an obligation for the City and its consultant to engage with the appellant groups in the process to finalize the transportation plans that Council, in its Stage 1 Approval of the Lansdowne Site Plan, required be developed.

 

Further to the finalization of the Transportation Demand Management (TDM) plan, work has commenced on the development of a comprehensive monitoring program.  The development process was initiated with a community meeting held on 1 December 2011.  The meeting provided the broader community with an overview of the operations plans and TDM plan and commenced a dialogue with the community on the development of a monitoring program that would respond to the monitoring requirements highlighted in the various transportation plans and other matters considered important by the community.  Further dialogue with the community will occur as the monitoring program is developed. 

 

Representatives from the Glebe Community Association, Old Ottawa South Community Association and a group of residents from Holmwood Avenue (the Holmwood Group) were engaged in the process to finalize the Transit and Shuttle Service, Traffic and Parking Management and TDM Plans as described in this report.  A further community-wide meeting was also held to begin the process of developing a comprehensive transportation monitoring program to be implemented once the Lansdowne project is completed.

 

Algonquins of Ontario

 

The Algonquins of Ontario, Commonwealth Historic Resource Management Limited and PFS have established a process to develop the approach for the provision of interpretive elements highlighting and reflecting the culture and history of the Algonquin First Nations that will be integrated with, and form part of, the overall interpretive plan and public art strategy for the site. 

 

Consultation with the National Capital Commission (NCC) and Parks Canada

 

Senior staff from the City, NCC and Parks Canada continue to meet regularly to provide for on-going dialogue around key interests related to the Lansdowne project including transportation operations matters, Transportation Demand Management (TDM) measures and transportation monitoring, environmental assessment EA) requirements related to stormwater management and the south side stands emergency access route.

 


Ottawa Farmers’ Market

 

City staff has continued to work with the Ottawa Farmer’s Market to develop and refine the requirements set out in the Memorandum of Understanding (MOU) received by Council in November 2010. The City has worked with the OFM to develop a relocation plan that will see the Market operate at Brewer Park for the 2012 and 2013 seasons during the construction phase at Lansdowne.

 

The OFM Board was consulted by PFS on the final design and infrastructure requirements for Aberdeen Square. PFS has integrated utilities and servicing into the square, incorporating the feedback from the OFM to ensure the realities of market operations are addressed.  Agreement on the final layout and infrastructure has been reached between the City and the OFM, which now allows for negotiations to focus on costs and a long-term occupancy agreement.  It is anticipated that this will be brought to Council for consideration and approval in the spring of 2012.

 

Ongoing Activity

 

Updated information remains available through Ottawa.ca.

 

 

Comments by the Ward Councillor

 

Councillor Chernushenko is a member of the LDRP. He has been apprised of the specific recommendations contained in this report. He supports recommendations 3 and 4 and has provided the following comments and objections:

 

·      the viability of the Transportation Demand Management plan and parking plans for the local community, which has been strongly criticized by local residents and community associations who have first-hand experience with traffic volume and behaviour;

·      the sustainability showcasing measures which he feels are neither particularly ambitious, nor are they confirmed or certain to be funded;

·      the modified retail mix, which allows for increased non-local ownership and larger individual outlets;

·      the higher cost and continuing uncertainty of moving the Horticulture Building; and,

·      unresolved parking garage design issues: location of exit point with light impacts on homes and the location of garage ventilation outlets.

 

 

LEGAL IMPLICATIONS

 

There are no legal impediments to implementing any of the recommendations in this report.

 

 

RISK MANAGEMENT IMPLICATIONS

 

There are risk implications.  These risks have been identified and explained in the report and are being managed by the appropriate staff.

 

 

TECHNOLOGY IMPLICATIONS

 

Information Technology Services (ITS) has not been consulted in the development of this report. Discussions with ITS will occur to determine if there are any technology implications on Corporate infrastructure, resources and security.

 

 

FINANCIAL IMPLICATIONS

 

The total development cost of the stadium, arena and the related parking infrastructure remains at $129.3 million as approved by Council in 2010 which was projected to be funded from air rights revenue ($10.2 million) and debt financing ($119.1 million).

 

As stated in the Request for Offers Process – Lease or Sale of Air Rights at Lansdowne Park report (Ref N°: ACS2012-CMR-REP-006), the City’s initial debenture has been increased by $2.3 million to fund the net shortfall resulting from the residential and commercial development tenders, and by $2.8 million to fund a contribution to social housing in accordance with Council’s motion of July 2010. The increased debt servicing cost will be offset by the City’s lower cost of borrowing. In addition, the City will lose $198,000 p.a. in anticipated rent for the air rights which was to be included into the closed, financial waterfall system and shared by the City and OSEG. Finally the City will incur $208,000 in carrying cost as a result of front-ending the cost of residential and office podiums and parking which will be included in Draft Estimates for 2013.

 

The Lansdowne Urban Park, Aberdeen Pavilion and Horticulture Building Programming Plan report (Ref N°: ACS2012-COS-PRC-0004) requests an increase in debt authority of $2.5 million for the increased cost of the relocation, restoration and adaptive reuse of the Horticulture Building. The annual debt servicing cost of $175,000 will be funded from the annual operations of the Horticulture Building.

 

With the approval of the recommendations in this report the current 2012 Approved Net Budget for Lansdowne Operations will be maintained to support the temporary relocation of the Ottawa 67’s for two years from the Civic Centre to Scotiabank Place for the playing of OHL hockey games.

 

 


ACCESSIBILITY IMPLICATIONS

 

The Lansdowne urban park has been designed in consultation with an accessibility consultant to ensure the project meets the goals set out in the November 2010 report to Council. The project team is advancing implementation of an accessibility strategy developed by Betty Dion Enterprises Ltd. (BDEL).

 

The approved strategy identifies elements that are important to achieving universal accessibility standards in both site design and buildings. The strategy includes a compliance review process for the detailed design development and the construction phase as well as having an accessibility consultant working with the design teams incorporating accessibility features into the detailed design work that has occurred. This project is designed to comply with the Ontario Building Code and in accordance with the City’s Accessibility Guidelines for Built Environment.

 

Examples of specific accessibility features planned for this facility include, but are not limited to:

·         Barrier-free path of travel to entrances of building and within the urban park;

·         Automatic doors;

·         Signage available in symbol form and way-finding signage that is accessible;

·         Wide and easy to approach washroom doors;

·         Barrier-free sink at accessible heights with low mounted mirrors;

·         Accessible toilet heights throughout the facility;

·         Accessible interior building environment features;

·         Elevator dimensions allow turning radius for mobility device and buttons and emergency controls are mounted at accessible height;

·         Ramps and pathways built to accessible standards; and,

·         Accessible parking for this facility will be in accordance with City of Ottawa By-law.

 

BDEL continues to be engaged with the on-going review of progress drawings for the stadium, parking garage and urban park to ensure they meet accessibility targets identified.

 

 

Environmental Implications

 

The Lansdowne project team continues to work closely with the sustainability and accessibility consultants to ensure the project meets the goals set out in the November 2010 report to Council.

 

The sustainability strategy developed by Enermodal Engineering has been endorsed as part of the final site plan approval, and strives to achieve a LEED ND Gold Certification for the Lansdowne project and LEED targets for the new buildings on the site.  Recent analysis by Enermodal Engineering shows the project remains on track and, with the final site plan approval, Enermodal will now begin developing the LEED ND application.

 

In addition, as part of the implementation phase of the sustainability directions, the LDRP has requested as a condition of approval, that Lansdowne be a showcase for sustainability by:

 

·         including feature(s) that are clearly recognizable and highlighted as unique to the project such as green roofs,  solar voltaic roof panels, or provision of a partitioning cell as part of the stormwater management system to capture stormwater for irrigation of soft landscaping;

·         including within the site’s interpretive features a showcasing of the site’s sustainability elements; and or,

·         including as part of the site’s programming, sustainability education opportunities and demonstrations.

 

OSEG will identify the sustainability elements to be showcased for review and approval by the LDRP which will then be included as part of the final site plan agreement.

 

 

City Strategic Plan

 

The Lansdowne Partnership Plan and revitalization initiative relates to the following Strategic priorities of Council:

Economic Prosperity

 

Objective: Promote Ottawa Globally - Revitalized Lansdowne provides an Ottawa venue for hosting major sporting and cultural events.

 

Transportation and Mobility

 

Objective: Promote alternative mobility choices - A key element of the Lansdowne revitalization is putting in place a comprehensive and aggressive Transportation Demand Management (TDM) program to encourage and promote use of sustainable transportation for day to day activities and for events.

 

Environmental Stewardship

 

Objective: Improve stormwater management - The Lansdowne revitalization will provide for significantly improving the manner in which stormwater flows into the City system, decreasing storm runoff, improving the quality of storm flow to the canal and providing for use of storm water for site irrigation.

 

Objective: Reduce environmental impact - The Lansdowne revitalization will make effective use of an existing urban site to accommodate a mix of uses, increase greenspace and revitalize a major city facility, thus reducing the environmental impacts of growth outside the urban area.

 


Healthy and Caring Community

 

Objective: Improve parks, recreation, arts and heritage - The revitalization program provides for re-establishing Lansdowne as a significant urban place that is grounded in the site's history. It provides for improving opportunities for sporting and cultural endeavours with a re-purposed stadium and a significant urban park to accommodate events and for day-to-day community use.

 

Governance, Planning and Decision Making

 

Objective: Make sustainable choices - The decision to revitalize Lansdowne in a way that recaptures its sense of place and positions it to once again become a dynamic urban place will improve economic health, cultural vitality and environmental responsibility.

 

 

SUPPORTING DOCUMENTATION

 

Document 1:   Lansdowne Partnership Plan Implementation Status Report - Graham Bird and Associates (GBA) – (On file with the City Clerk’s Office Issued as a separate document.)

Document 2: Letter dated 9 November 2010 from OSEG to the City Manager regarding the addition of John Pugh as a member

Document 3:   Memorandum of Understanding between the City of Ottawa, Glebe BIA and OSEG

 

 

DISPOSITION

 

Subject to Council approval, staff will implement the recommendations as outlined in the report.

 

The City Manager’s Office will ensure that status updates are provided to Council as set out in this report.

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

DOCUMENT 2


 


 

DOCUMENT 3

 

Memorandum OF UNDERSTANDING

LANSDOWNE PARTNERSHIP PLAN RETAIL STRATEGY

Dated and signed this 23 day of January, 2012.

 

Overview

 

On June 28, 2010, Ottawa City Council approved the Lansdowne Partnership Plan (“LPP”) and Implementation report (Ref N°: ACS2010-CMR-REP-0034) for Lansdowne Park in the City of Ottawa with the Ottawa Sports and Entertainment Group (“OSEG), subject to certain conditions being fulfilled.  The June report included the Strategic Retail Planning report (Document 10) prepared by the J.C. Williams Group Limited which outlined the retail strategy for Lansdowne.

 

The City, OSEG and the Glebe Business Improvement Area (“BIA”) have engaged in ongoing discussions to ensure they are working together as an integrated BIA.  Discussions have focussed on the clarification and refinement of the retail strategy and to address a number of issues related to the period of construction and future operation of the site. The City seeks to engage OSEG and the Glebe BIA in a cooperative effort to mitigate the negative impact of construction and enhance the retail mix and future operations of Lansdowne.

 

Purpose

 

The purpose of this Memorandum is to formalize the understanding that has been achieved by the parties (subsequent to a series of several consultative meetings) and to set out what the parties are committing to do going forward.

 

This Memorandum sets out the manner in which the Glebe BIA, OSEG and the City will work together to: (1) support a retail strategy of mixed-use that addresses the need for the economic viability and success of Lansdowne and of the existing commercial enterprises along Bank Street; and,  (2) to develop an integrated construction management approach (e.g. parking, traffic calming, signage etc.) to facilitate a smooth and effective construction period and the future operation of the Lansdowne Park site. 

 

 

Parties

 

City

The City of Ottawa is a municipal corporation created by the City of Ottawa Act, 1999, and is the owner of Lansdowne Park.

 


Glebe BIA

The Glebe BIA is a membership-based, not-for-profit organization formed in a commercial area to promote the area as a destination. The role of a BIA is to market, promote and advocate on behalf of the businesses within its’ geographical boundary. It is done in cooperation with the City of Ottawa to improve the area through several initiatives such as physical renewal programs, festivals, and promotions. Through their membership in the BIA, local businesses become more involved and informed about plans and developments that affect them. These include issues such as parking, safety concerns, marketing initiatives, urban planning and transportation, development and construction, tourism and economic development.

 

OSEG

OSEG is the Ottawa Sports and Entertainment Group, a business group currently consisting of the following entities or members: (1) Lansgreen Investments Inc. (represented by Roger Greenberg); (2) Shenkman Lansdowne Ltd. (represented by William Shenkman); (3) Trinity Lansdowne Ltd. (represented by John Ruddy); and, (4) Keljay Ltd. (represented by Jeff Hunt). OSEG is the City’s partner in the redevelopment and future operation of Lansdowne Park through the Lansdowne Partnership Plan.

 

The Retail Strategy

 

The Glebe BIA, OSEG and the City in discussion with J.C. Williams have obtained clarifications on the retail strategy and have agreed upon the following amended retail mix which City staff will recommend to Council:

 

Amended Retail Mix

Category

Range %

Range  GLA

Examples

Food and Beverage

15 - 25 %

54,000 – 90,000

Whole Foods, LCBO, pastry shops, chocolatier

Food and Service

15 % - no maximum

54,000

Restaurants and Cafes

Cinema

15%

54,000

 

Sports (Goods, Apparel and Services)

10 - 20%

36,000 – 72,000

Nike, Puma, Sport Check, Sporting Life

Health, SPA, Wellness goods and services

10 - 15 %

36,000 – 54,000

Fitness club, yoga, registered massage therapy, GNC

Home furnishing, Electronics

5 - 15%

18,000 – 54,000

C&B, Restoration Hardware, Future Shop

Fashion

0 - 15%

0 – 54,000

H&M, J. Crew, Liz Claiborne, Brooks Brothers

Lifestyle

5 - 15 %

18,000 – 54,000

Anthropologie

Leisure Wear

5 - 15 %

18,000 – 54,000

Lululemon, Roots, Eddie Bauer

Other Services

5 - 10 %

18,000 – 36,000

Banking, Travel, etc.

The Glebe BIA and OSEG will meet on an agreed upon basis (but no less frequently than once a month) review the progress of the leasing efforts for Lansdowne to ensure they are consistent with the amended retail strategy agreed upon by the BIA, OSEG and the City. 

 

 

Future Operation of an Integrated BIA

 

Glebe BIA Membership

OSEG commits that the commercial component of the mixed-use development will maintain membership in the Glebe BIA.

 

Bank Street Frontage

The Glebe BIA will be consulted and included on any and all committees or meetings on the integration design and plans for the Lansdowne Bank Street frontage to ensure the proper integration of this frontage with the rest of the streetscape as was mandated by Council in June of 2010.

 

The Glebe BIA recognizes and respects the role of the Lansdowne Design Review Panel (LDRP) and its Council delegated authorities. The Glebe BIA agrees that its participation in this process will not conflict with the role of the LDRP and the Glebe BIA commits to ensure that its input and participation are undertaken in a timely manner to enable the project’s timelines to be respected.

 

Wayfinding

OSEG is preparing the wayfinding signage and branding for Lansdowne for future consideration by City Council. OSEG will work with the Glebe BIA to harmonize signage and branding with Bank Street where and to the extent desired by the Glebe BIA.

 

The Glebe BIA and OSEG will work together to make sure the wayfinding signage and gateway signage for Lansdowne and the Glebe BIA meets the needs of both parties. 

 

All wayfinding directories (physical signage, digital, on-line, and promotional) for the Lansdowne project will also list Glebe BIA businesses in a prominent, if secondary, fashion. Only those Glebe BIA businesses which serve the general public need to be listed.  

 

The Glebe BIA is to be included on all committees and meetings and consulted on the development of the wayfinding signage. All signage exemptions, exclusions and/or privileges developed for the Lansdowne site and granted by the City will be recommended for Council consideration and approval to be extended to include the Glebe BIA Traditional Design Main Street where appropriate.

 

The consideration of any City of Ottawa policies or bylaws regarding banners and signage explicitly related to Lansdowne shall be done in consultation with the Glebe BIA and OSEG together.  This includes any new area specific street standards related to banners and signage at key intersections along Bank Street within the jurisdiction of the Glebe BIA.

 

Animation

The parties agree to work collaboratively to identify opportunities to extend any animation happening in the public realm at Lansdowne to the Bank Street corridor.

 

The Glebe BIA will work collaboratively with OSEG to facilitate retail specific animation (e.g. sidewalk sales, flea markets, etc.) intended for Lansdowne, excluding the activity of the Ottawa Famers’ Market, to occur elsewhere on Bank Street in the heart of the current strip. The Glebe BIA commits to engaging OSEG in the development of any activity planned for Bank Street. Cost sharing for coordinated activity will be negotiated between OSEG and the Glebe BIA on a case by case basis.

 

Parking Garage

The parking garage being constructed on the Lansdowne site will include a clearly marked exit to Bank Street.

 

Parking Validation

Glebe BIA merchants will be able to participate in parking validation programs at Lansdowne on a fair market value reimbursement basis.

 

Marketing

OSEG and the Glebe BIA agree to share research and resources and to collaborate on marketing strategies and products including branding, promotional images, literature produced, etc. When different branding or marketing strategies are required then each party will proceed accordingly.

 

Municipal Services Corporation

City staff will recommend to Council for consideration and approval that the Glebe BIA have a voting member on the Board of a Municipal Services Corporation (“MSC”) for the governance of the City’s interests in the Lansdowne Partnership Plan, should the incorporation of a MSC be approved by the City’s Council.

 

Construction

 

The parties agree to work collaboratively to mitigate the negative impact of the construction of the project.

 

Throughout the course of construction, the Glebe BIA, OSEG and the City will have regular meetings during the construction period to monitor the impacts of construction and the effectiveness of mitigation measures.

 

The Glebe BIA, OSEG and the City will work collaboratively on communication strategies, promotions, etc. developed for the construction project.

The Glebe BIA agrees to designate an individual with the delegated decision making authority to participate in the communications team developed by the  City and OSEG, assigned to the project to assist with the dissemination of information to the community, and in particular communications aimed at mitigating disruptions on Bank Street during the construction period. 

 

Communications

 

Any public announcements, press releases, public notice to third parties and/or other communications in any form or medium regarding the subject matters addressed in this MOU,  shall be jointly planned, coordinated and approved by the City, OSEG and the Glebe BIA before being finalized, released or published.

 

Further Assurances

 

Should any matters require the approval of the City’s Council in addition to those specifically set out above, City staff will recommend them.

 

 


Lansdowne Partnership plan implementation Status Update

Mise À JOUR SUR L’ÉTAT D’AVANCEMENT DE LA MISE EN  œuvre DU plan dE PARTENARIAT de Lansdowne

ACS2012-CMR-REP-0004                             city-wide / À l’Échelle de la ville

 

REPORT RECOMMENDATIONS

 

That the Finance and Economic Development Committee recommend Council:

 

6.      Receive the Lansdowne Partnership Plan Implementation Status Update report;

 

7.      Approve the refined retail strategy as outlined in this report;

 

8.      Approve support for the temporary relocation of the Ottawa 67’s Hockey Club (1998) Limited for the playing of its Ontario Hockey League Junior “A” hockey games during construction as described in this report; and

 

9.      Approve the addition of Friarmere Holdings Inc. as a member of the Ottawa Sports and Entertainment Group pursuant to the previously approved Council criteria of 28 June 2010 for such matters within the Lansdowne Partnership Plan.

 

Kent Kirkpatrick, City Manager, provide Committee with a verbal overview of all four staff reports and recommendations.

 

Committee heard from the following public delegations:

·         Robert Brocklebank, Glebe Community Association;

·         Catherine Caule, resident;

·         Leslie Maitland, Heritage Ottawa;

·         Donald Byrne, Holmwood Group; and

·         David Jeanes, Transport Action.

 

Any written submissions provided by the delegations are held on file with the City Clerk.

 

Committee also received the following written submissions, copies of which are held on file with the City Clerk:

·         e-mail from Patrick Quealey of the Environmental Advisory Committee dated 16 February 2012; and

·         e-mail and attachment from Brendan McCoy of the Old Ottawa South Community Association dated 14 February 2012.

 

Staff responded to questions from Committee members with respect to the reports.

 

Members then discussed the reports, as well as a motion put forward by Councillor Hume with respect to the Lansdowne Design Review Panel.

 

MOTION FED 17/02

 

Moved by Councillor P. Hume

 

WHEREAS City Council has been explicit with respect to directing that the form and design of the redevelopment respect and integrate with the surrounding community and delegated the authority to “the Chair of the Planning and Environment Committee, in consultation with the City Manager and the Chair of the DRP [Design Review Panel], [to] confirm the make-up of the LDRP [Lansdowne Design Review Panel] throughout the plan refinement and integration process” (June 2010 Council Motion # 92/36); and

 

WHEREAS on November 22, 2010, City Council approved that the Chair of the Lansdowne Park Design Review Panel (George Dark), the Chair of the City’s new Urban Design Review Panel (David Leinster), Councillor Peter Hume and Councillor David Chernushenko be delegated the final review authority for the following components of the Stage 2 Lansdowne Park redevelopment site plan: 1) the Final Integrated Site Plan; 2) the Final Integrated Landscape Plan and 3) the Conceptual Architectural plans and that the City’s new DRP provide ongoing peer design review as the final plans are developed; and

 

WHEREAS on November 22, 2010, Council also gave direction to the Lansdowne Design Review Panel that unanimous agreement was to be achieved when rendering approvals; and

 

WHEREAS the City and the Lansdowne Design Review Panel agree that it will be necessary to expedite decisions on a go-forward basis to ensure the project stays on schedule and within budget; and

 

WHEREAS the pre-existing time commitments of and geographic distances among its members can make the coordination of Lansdowne Design Review Panel meetings and approvals with full membership participation challenging; and

WHEREAS James Parakh is a member of the City’s Urban Design Review Panel and was added to the membership of the Lansdowne Park Design Review Panel (LDRP) due to his expertise in the areas of urban design;

 

THEREFORE BE IT RESOLVED that Council approve the formal inclusion of James Parakh as a member of the Lansdowne Design Review Panel, thereby increasing the membership to five (5) and amending the quorum requirement to be three (3) members; and

 

BE IT FURTHER RESOLVED that, on a go-forward basis, the Lansdowne Design Review Panel decisions and approvals process be amended such that a minimum of three (3) members be required to be in agreement.

 

                                                                                                CARRIED

 

The report recommendations were then put to Committee and CARRIED, as amended by Motion FED 17/02.

 

 



[1] Excluding payments to the lifecycle reserve of $58.4 million.

[2] Sauf les paiements à la réserve du cycle de vie, qui se chiffrent à 58,4 millions de dollars.

[3] PriceWaterhouseCoopers conducted this review.

[4] All values from August 2011 have been restated on this basis.

[5] As of 3 February 2011.

[6] Retail net cash flow includes the net proceeds from the permanent mortgage.

[7] The presentation of OSEG’s additional equity has been modified to include the total amount incurred as at the end of construction.

[8] Totals/differences may be off due to rounding.

[9] Excluding payments to the lifecycle reserve of $58.4 million.