Business Case* Official Community Plan Update. Submitted by: Phil Blaker. Acting General Manager, Planning and Development Services

Transcription

1 Business Case* Official Community Plan Update Submitted by: Phil Blaker Acting General Manager, Planning and Development Services Mark Neill, Director of Community Planning BC EDP OCP UPDATE -66-

2 1 Executive Summary Official Community Plan Update What type of initiative is this? (select all that apply) X an increase in service level a decrease in service level X a change in service delivery method to achieve savings an investment with a net financial payback (If so, complete the cash flow template.) Program/project deliverables: (What will be done/built?) The current OCP, created in 2005, was the product of a major effort to streamline and simplify the OCP and align it with new City plans and strategies that had been developed since the previous update in Comparatively, the City has evolved considerably since 2005 and has adopted several new master plans and high level documents. While much of the OCP s current content remains useful and relevant, an update will ensure the plan reflects recent plans/strategies, future growth projections, community aspirations and market trends. Benefits/outcome of the program/project: (What is the ultimate desired impact on the community?) Benefits of the updated OCP: Provide clarity and certainty to the public, developers, staff and Council as to what is envisioned and the regulations/requirements to implement it. Understanding where and how the city will grow will enable proper and efficient planning for infrastructure (roads, water and sewer) and community amenities (parks and rec. centres) What is the cost and what is the source of funding? (Identify gross cost and any offsetting funding.) Based on a collaborative approach with a consultant, the public engagement and land use policy re-write is estimated to cost approximately $300,000 (based on OCP updates completed by other municipalities). As the full scope of work cannot be identified at this time, the $400,000 allocation should be considered as a preliminary estimate. Engineering evaluation of infrastructure capacity will be provided by City engineering staff. Funding: 5% general revenue and 95% gas tax funding agreement for capacity building BC EDP OCP UPDATE PAGE 1-67-

3 What risks are there in proceeding with this? Risks: Completion date extending into the mandate of the new Council and a potential need to re-do portions of the work Purpose Public of an Executive criticism of Summary: Council and staff for past land use decisions Not properly engaging the public effectively in the process Municipal servicing capacities may not be able to support proposed land uses. BC EDP OCP UPDATE PAGE 2-68-

4 2 Description: Problem/Opportunity The current OCP, created in 2005, was the product of a major effort to streamline and simplify the OCP and align it with new City plans and strategies that had been developed since the previous update in The City has evolved considerably since 2005 and has adopted several new master plans and high level guiding documents. While much of the OCP s content remains useful and relevant, a major review of the OCP will ensure that the plan reflects these plans and responds to future growth projections, community aspirations and market trends. The OCP will take a broad and strategic approach that recognizes the interplay between different components of our community our economy, our transportation networks, our homes and neighbourhoods, our parks and natural areas, our buildings and infrastructure, etc. and how they must be considered part of a larger community system to effectively plan for the future. Problems with the current OCP: Does not reflect recent city plans/strategies Land uses are too broad for development industry to make confident investment decisions Land uses do not correlate with Zoning Bylaw May not reflect community vision/aspirations Lack of certainty for developers, land owners Opportunities Develop new vision for the City Incorporate recent plans and strategies, such as the Transit Future Plan Better align the OCP with PRC and Engineering Better align land use designations with Zoning Bylaw Improve provisions for City Centre and mature neighbourhoods Ensure OCP reflects legislative requirements BC EDP OCP UPDATE PAGE 3-69-

5 3 Program/Project Deliverables Planned Deliverables The specific deliverables of the project are: Deliverable Deliverable 1 Prepare Land Analysis Report (population, employment forecast, housing & ICI forecast) Deliverable 2 Prepare report on Public Engagement Findings Deliverable 3 Update OCP as follows: Update/confirm City s vision Update Regional Context Statement to reflect updated RGS Update Sustainability Charter per Community Sustainability Strategy Update land uses that correlate with Zoning Bylaw Establish neighbourhood planning criteria/location Establish infill provisions for mature neighbourhoods Update Development Permit Guidelines Update Advance Street Plans and Street classifications to reflect Master Transportation Plan An update to the OCP ensures the document is up to date with respect to legislative requirements, aligns with other City plans/strategies and reflects the aspirations of the community. Alternatives Considered (for projects over $1 million) Briefly identify any alternatives that were considered and rejected for addressing this problem/opportunity. BC EDP OCP UPDATE PAGE 4-70-

6 4 Risk Assessment Risk of Not Proceeding with Program/Project Risks Risk Mitigation Strategy 1. Risk 1 Title Plan may not meet legislative requirements. 2. Risk 2 Title Continued lack of clarity and certainty for development 3. Risk 3 Title Criticism of Council and staff by community Risk of Proceeding Risk Assessment 1. Risk 1 Title Criticism for past decisions 2. Risk 2 Title Not effectively engaging the public in a meaningful and effective way 3. Risk 3 Title Implementing changes that may affect in stream development applications. Risk Mitigation Strategy Political backing that we must look forward and learn from past oversights, mistakes Prepare a corporate communication strategy approach for all forms of media, public connection, Developing an interim Council policy on how in stream applications will be processed. BC EDP OCP UPDATE PAGE 5-71-

7 5 Cost/Benefit Analysis Financial Analysis Description: Incremental Costs: Identify all relevant costs incurred by all stakeholders over the chosen program/project timeframe: Direct costs: $400,000 Consultant fees, communication related costs, venue rentals, publication of draft documents, presentation materials, Indirect costs: Staff time to manage consultants, timelines, expenditure approvals, progress reports to Council, committees and SMT. Estimated at $ Initial costs: none On-going costs: Printing costs of additional documents, on-going amendments relating to legislative changes, environmental regulation changes, etc. Capital costs: none Incremental Revenue: None directly.. Indirectly additional revenue in the form of application fees, BP fees, etc should the updated OCP be a catalyst to development, increase in assessment and tax revenue. BC EDP OCP UPDATE PAGE 6-72-

8 Qualitative Analysis Non-Financial Benefits & Costs: Qualitative Summary Description Stakeholder(s) Impacted Benefits: Benefit 1 Increased certainty and clarity Public, developers, staff, Council and external agencies Benefit 2 Unified vision on how our city should grow. Public, developers, staff, Council and external agencies Costs: Cost 1 Cost 2 A clear and concise OCP document will reduce staff time needed with applicants to understand the requirements. Understanding where and how the city will grow will enable proper and efficient planning for infrastructure (roads, water and sewer) and community amenities (parks and rec. centres) Public, developers, staff, Council and external agencies Public, developers, staff, Council and external agencies New Staffing Position Details N/A Wages and Benefits Startup Costs Base Annual Salary Computer & basic software ($2,000) Benefits (Exempt 19%, Included 23%) Desk, chair, shelving ($2,000) Total Wages and Benefits Dedicated Vehicle (consult Fleet Manager for type and cost) Ongoing Operating Costs Cost Description (software, cell phone, memberships, etc.) SAP ($4,000) Annual Operating Charge Other: Purchase Cost (capital) Other: Other: Cost Centre BC EDP OCP UPDATE PAGE 7-73-

9 Business Case* U District Neighbourhood Plan Submitted by: Phil Blaker Acting General Manager, Planning and Development Services Mark Neill, Director of Community Planning BC EDP U DISTRICT NEIGHBOURHOOD PLANC:\DOCUMENTS AND SETTINGS\KBASATIA\LOCAL SETTINGS\TEMPORARY INTERNET FILES\CONTENT.OUTLOOK\5IN1VRH3\BC EDP U DISTRICT NEIGHBOURHOOD PLAN.DOCX -74-

10 1 Executive Summary U DISTRICT NEIGHBOURHOOD PLAN What type of initiative is this? (select all that apply) X an increase in service level a decrease in service level X a change in service delivery method to achieve savings an investment with a net financial payback (If so, complete the cash flow template.) Program/project deliverables: (What will be done/built?) In May, 2012 Council endorsed the U District vision document, which provides a long-term (30 year) vision for the area around the University of the Fraser Valley (UFV). Although the U District vision provides a conceptual illustration of future development potential it is not a detailed land use plan. The U District Neighbourhood Plan (UDNP) project will provide detailed standards regarding land use, density, built form, open space and transportation improvements. The project will include a Servicing Strategy, which will identify current infrastructure capacity and future requirements based on the UDNP. Funding strategies for infrastructure upgrading or extensions will be developed. Benefits/outcome of the program/project: (What is the ultimate desired impact on the community?) Benefits of the UDNP: Provides supplemental details to the OCP with respect to land use, parks, engineering standards and planning functions Provide land owners and developers with a more streamlined development application process by clearly identifying what development standards are required in the neighbourhood Help develop the area from an underutilized, older industrial area into a mixed-use, amenity-rich and green (walkable, transit-oriented, energy-efficient, low impact) development that supports UFV and the Abbotsford Entertainment and Sports Centre Encourage private investment to capitalize on transportation improvements in the area, such as the new McCallum Interchange, recent transit expansions serving UFV and future regional transit service along Highway #1 Assist UFV in expansion planning for the university, including determining the feasibility of incorporating into the university 112 acres of Industrial Reserve land use, currently in the Agricultural Land Reserve but which could provide a long-term supply for local UFV expansion as well as new recreational facilities that serve UFV and City residents BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 1-75-

11 What is the cost and what is the source of funding? (Identify gross cost and any offsetting funding.) Based on a collaborative approach with a consultant, the neighbourhood plan and servicing strategy is estimated to cost approximately $200,000 (based on staff estimates and preliminary discussions with potential consultants). Funding: 5% general revenue 95% gas tax funding agreement for capacity building What risks are there in proceeding with this? Risks: UDNP being inconsistent with the OCP update public engagement findings Completion date extending into the mandate of the new council in late 2014 and 2015 and a potential need to re-do portions of the work Purpose Public of an Executive criticism of Summary: Council and staff for supporting an ALR land exclusion Not properly engaging the public effectively in the process Public criticism of Council and staff for supporting a reduction of the industrial land supply [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 2-76-

12 2 Description: Problem/Opportunity The U District Neighbourhood Plan (UDNP) is intended to complete the planning process that was begun through the Council adopted U District vision and to take advantage of the redevelopment potential in the area by providing a predictable investment environment. In realizing these opportunities, it is also expected that UFV expansion planning will be aided and that the intent of the U District vision of a mixed use, walkable and green neighbourhood, will be realized. The City of Abbotsford undertook a visioning exercise for the U District but the planning process is not complete without accompanying policy and design standards. The UDNP will complete the planning process that was started with the Council adopted vision for the neighbourhood. A UDNP and servicing strategy will improve the efficiency and predictability of private investment in the area by establishing clear development standards for: Minimum and maximum density requirements, based on infrastructure capacities and demographic and economic projections The costs and design details of roads, water, sewer and stormwater services The locations and design standards for parks, plazas and open spaces Clear development requirements and costs will increase certainty and predictability to the development process and thus reduce the risk of private investment. The UDNP will also help address the issue of university expansion by addressing the needs of student housing and research facilities. Additionally, the need for recreation facilities, for the university and for the City, will also be addressed. By providing detailed development requirements and expectations in the U District, the City will be encouraging redevelopment of the area into a healthy, walkable, transit-oriented community. [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 3-77-

13 3 Program/Project Deliverables Planned Deliverables The specific deliverables of the project are: Deliverable Deliverable 1 Report on Best Practices from Other University Focused Neighbourhood Plans Deliverable 2 Report on Current Infrastructure Capacity Deliverable 3 Report on Land Use and Policy Options with Recommendations Deliverable 4 Report on Stakeholder and Community Engagement Findings Deliverable 5 U District Neighbourhood Plan: Land use plan, development policies and building design standards Locations, types and conceptual design of parks, plazas, open space, paths and trails Transportation network and standards including street classifications, pedestrian, bicycle and transit routes and connections, cross sections, parking and traffic demand management Servicing Strategy An implementation section identifying public realm and infrastructure improvements, costing, phasing and funding sources and development thresholds to trigger public investments The above deliverables will complete the U District planning process with policy and servicing strategies to implement the Council adopted vision. The U District Neighbourhood Plan will identify how the neighbourhood will grow and what the urban design standards and infrastructure requirements are for developing a vibrant, mixed use neighbourhood as identified in the U District vision. Alternatives Considered (for projects over $1 million) Briefly identify any alternatives that were considered and rejected for addressing this problem/opportunity. [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 4-78-

14 4 Risk Assessment Risk of Not Proceeding with Program/Project Risks 1. Risk 1 The Council endorsed vision document remains without a supporting plan of implementation 2. Risk 2 Underutilized lands will not redevelop 3. Risk 3 Greater UFV expansion in Chilliwack and less focus on UFV in Abbotsford 4. Risk 4- In stream applications that require OCP amendments in order to proceed. Risk Mitigation Strategy Provide details on how to implement the vision adopted by Council Provide a predictable process for redevelopment and communicate that the City is interested in seeing these lands redeveloped Aid the university in its expansion planning by providing predictable and feasible opportunities for expansion in Abbotsford Delay further decisions pending completion of UDNP. Risk of Proceeding Risk Assessment 1. Risk 1 Completion date extending into the mandate of the new council in late 2014 and 2015 and a potential need to re-do portions of the work 2. Risk 2 Public criticism of Council and staff for supporting an ALR exclusion 3. Risk 3 Not properly engaging the public effectively in the process 4. Risk 4 Public criticism of Council and staff for supporting a reduction of the industrial land supply Risk Mitigation Strategy Complete the project before the election or complete significant portions of the project before the election Highlight the CICP process which included site evaluations and public consultation for choosing the Neufeld lands as an appropriate candidate for ALR exclusion Prepare a corporate communication strategy approach for all forms of media and public communication Identify why the subject industrial lands are underutilized and why they there is no demand for their redevelopment as new industrial uses [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 5-79-

15 5 Cost/Benefit Analysis Financial Analysis Incremental Costs: Identify all relevant costs incurred by all stakeholders over the chosen program/project timeframe: Direct costs: Consultant fees, communication related costs, venue rentals, publication of draft documents, presentation materials, Indirect costs: Staff time to manage consultants, timelines, expenditure approvals, progress reports to Council, committees and SMT. Initial costs: On-going costs: Printing costs of additional documents, on-going amendments relating to legislative changes, environmental regulation changes, etc. Capital costs: none Note that incremental costs are not always positive; in some cases they may be negative, if anticipated cost savings are greater than new costs. Incremental Revenue: None directly, indirectly additional revenue in the form of application fees, BP fees, etc should the U District be a catalyst to development, increase in assessment and tax revenue. [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 6-80-

16 Qualitative Analysis Non-Financial Benefits & Costs: Qualitative Summary Description Stakeholder(s) Impacted Benefits: Benefit 1 Increased certainty and clarity Public, developers, staff, Council and external agencies Benefit 2 Unified vision on how the U District should grow Public, developers, staff, Council and external agencies Costs: Cost 1 Cost 2 A clear and concise U District Neighbourhood Plan will reduce staff time needed with applicants to understand the requirements Understanding where and how the U District will grow will enable proper and efficient planning for infrastructure (roads, water and sewer) and community amenities (parks and open space) Public, developers, staff, Council and external agencies Public, developers, staff, Council and external agencies New Staffing Position Details N/A Where new positions are requested, please provide the details below for each position. Wages and Benefits Startup Costs Base Annual Salary Computer & basic software ($2,000) Benefits (Exempt 19%, Included 23%) Desk, chair, shelving ($2,000) Total Wages and Benefits Dedicated Vehicle (consult Fleet Manager for type and cost) Ongoing Operating Costs Cost Description (software, cell phone, memberships, etc.) SAP ($4,000) Annual Operating Charge Other: Purchase Cost (capital) Other: Other: Cost Centre [BC EDP U DISTRICT NEIGHBOURHOOD PLAN PAGE 7-81-