FIRE HALL ASSET RATIONALIZATION STUDY THE CORPORATION OF THE TOWN OF WHITBY

Transcription

1 FIRE HALL ASSET RATIONALIZATION STUDY THE CORPORATION OF THE TOWN OF WHITBY Presentation to Council Monday, November 14, :00pm Walker, Nott, Dragicevic Associates Limited In Association with Young + Wright Architects Inc. urbanmetrics Inc.

2 Structure of the Study The structure of this Study consists of three main parts: 1. Multi-faceted analyses; 2. Identification and formulation of development options; and 3. Evaluation of the viability of each option with recommendations for implementation strategies.

3 Public Participation and Consultation To facilitate public input, the Study Team had: 1. Conducted a Stakeholders Workshop (June 24, 2005), 2. Consulted with the general public during the annual County Town Carnival (June 25, 2005), and 3. Obtained input through a number of meetings with the Steering Committee (Kick-off, July 27, 2005, and September 1, 2005)

4 Community Context

5 Re-invent Main Street

6 Main Street Anchor An Example Opera House, Gravenhurst

7 Main Street Anchor An Example Mariposa Market, Orillia

8 Urban Design Analysis Urban Design Issues Gateway to Downtown Continuous Street Wall and Community Activities Public Open Space (Urban Square) Connection to the Four Corners and Cenotaph Park Safe and Convenient Parking

9 Evaluation of the Fire Hall No.3 Existing Building Condition 1. Structure - Generally Good Condition 2. Exterior Envelope - Requires Limited Attention 3. Interior - Requires Extensive Work 4. Mechanical/Electrical - Upgrade/Replacement Required Adaptability Suitability For Proposed Uses Recommendations 1. A space planning exercise should be undertaken; 2. The impact on the existing building should be determined through an of the structure; and 3. A cost estimate should be prepared.

10 Evaluation of the Fire Hall No.3 Existing Building Condition 1. Structure - Generally Good Condition 2. Exterior Envelope - Requires Limited Attention 3. Interior - Requires Extensive Work 4. Mechanical/Electrical - Upgrade/Replacement Required Adaptability Suitability For Proposed Uses Recommendations 1. A space planning exercise should be undertaken; 2. The impact on the existing building should be determined through an of the structure; and 3. A cost estimate should be prepared.

11 Development Options Short Term Option Long Term Option A Long Term Option B Long Term Option C

12 Development Options Short Term Option

13 Development Options Long Term Option A

14 Development Options Long Term Option B

15 Development Options Long Term Option C

16 Demonstration Plans SHORT TERM OPTION

17 Demonstration Plans SHORT TERM OPTION

18 Demonstration Plans SHORT TERM OPTION

19 Demonstration Plans SHORT TERM OPTION

20 Demonstration Plans LONG TERM OPTION A

21 Demonstration Plans LONG TERM OPTION A

22 Demonstration Plans LONG TERM OPTION A

23 Demonstration Plans LONG TERM OPTION A

24 Demonstration Plans LONG TERM OPTION B

25 Demonstration Plans LONG TERM OPTION B

26 Demonstration Plans LONG TERM OPTION B

27 Demonstration Plans LONG TERM OPTION B

28 Demonstration Plans LONG TERM OPTION C

29 Demonstration Plans LONG TERM OPTION C

30 Demonstration Plans LONG TERM OPTION C

31 Demonstration Plans LONG TERM OPTION C

32 Viability Assessment Short Term Option Long Term Option A Long Term Option B Long Term Option C Benefits Low Cost Community Event Space Minimal Parking Required Downtown Tourist Centre Commercial and Cultural Focus Higher Revenue Potential Downtown Anchor Community Event Space Downtown Tourist Centre Commercial and Cultural Focus Highest Revenue Potential Downtown Anchor Public Square Downtown Tourist Centre Residential Apartment Infill Project Commercial and Cultural Focus Parking on West Block to Better Integrate with Residences to South Downtown Anchor Public Square Downtown Tourist Centre Residential Apartment Infill Project Risks and Disadvantages Limited Tenant Options Lower Revenue Potential Not a Major Anchor Need Private Partner Requires Parking Structure on East Block Lose Control of Tenants Need Private Partner Requires Parking Structure Lose Control of Tenants Residential Market Longer Term Same as Option B Reduces Development Potential on West Block Reduces Uses Flanking Public Square Major Capital Costs Building Renovation: $700K - $1 Million Construction of Public Square: $150K to $300K Acquisition of adjacent site to the south (211 Brock Street South) Acquisition of 202 Athol (optional) Building Renovation: $700K - $1 Million Construction of Public Square: $150K to $300K Parking Structure: $3.0 - $3.5 Million Acquisition of adjacent site to the south (211 Brock Street South) Acquisition of 202 Athol (Optional) Demolition of Fire Hall: $100K +/- Construction of Public Square: $150K to $300K Parking Structure: $4.5 - $5.0 Million Acquisition of adjacent site to the south (211 Brock Street South) Acquisition of 202 Athol Demolition of Fire Hall: $100K +/- Construction of Public Square: $150K to $300K Parking Structure: $5.0 - $6.0 Million Acquisition of adjacent site to the south (211 Brock Street South Acquisition of 202 Athol Potential Revenues Leasing 2nd Storey $25K -$50K / Year Event Rentals Parking Revenues Sale of Development Rights (4,000 M2 Commercial) Event Rentals Parking Revenues Sale of Development Rights (4,700 M2 Commercial and 54 Unit Residential) Parking Revenues Event Permits Sale of Development Rights (4,500 M2 Commercial and 120 of Unit Residential Parking Revenues Event Permits Sale

33 Recommendations To develop the Fire Hall Site so as to support a cultural theme for Downtown Whitby; To focus on public, cultural, arts, entertainment and/or specialty retail uses on the Site; To enable the Site to perform as an anchor function for Downtown Whitby; To promote sponsorship in the creation of public uses; To encourage public and private partnership in the development of the Site; To tie in the redevelopment as part of Downtown Revitalization Strategy;

34 Recommendations To encourage the re-establishment of the Downtown BIA to promote the Downtown as a whole and to pro-actively guide its future; To re-evaluate the proposed specific uses by preparing a business plan; To consider relocating the existing Tourist Information Centre into the exiting Fire Hall in the initial phase; To strongly consider the acquisition of abutting properties (as discussed in the Study) to supplement the existing properties and their development potential; To work with identified local/regional sponsors to champion the course of creating a legacy of a prominent public square and associated public uses;

35 Recommendations To create a north/south mid-block pedestrian connection from Dundas St. to the Site between Brock and Green Sts; A space planning exercise should be undertaken to establish the viability of the space once the business plan has been established; The impact on the existing building should be determined through an audit on the structure, mechanical and electrical systems; A cost estimate should be prepared to confirm assumptions; To undertake policy amendments and additions to the Town s Official Plan; and To undertake a zoning by-law review and amendments (as necessary) in accordance with the final chosen option(s).

36 FIRE HALL ASSET RATIONALIZATION STUDY THE CORPORATION OF THE TOWN OF WHITBY QUESTIONS & ANSWERS Walker, Nott, Dragicevic Associates Limited In Association with Young + Wright Architects Inc. urbanmetrics Inc.