|
CITY OF VANCOUVER ADMINISTRATIVE REPORT |
Date: |
May 6, 2004 | |
Author: |
Sue Harvey | |
Phone No.: |
871-6001 | |
RTS No.: |
04135 | |
CC File No.: |
8009 | |
Meeting Date: |
May 18, 2004 |
TO: |
Vancouver City Council |
FROM: |
Hastings Park/PNE Steering Committee |
SUBJECT: |
Hastings Park/PNE - Four Approaches for the Future |
INFORMATION
A. THAT Council receive this report for INFORMATION and direct staff to report back with a final recommendation for a preferred approach for the future of Hastings Park and the PNE once Council has concluded its consideration of the Hastings Racecourse application for the introduction of slot machines; AND
B. THAT Council thank the members of the Hastings Park/PNE Key Stakeholders Group for their participation.
CITY MANAGER'S COMMENTS
The City Manager presents four approaches for the future of Hastings Park and the PNE for Council's information. As an alternative to A above, the City Manager recommends that Council provides direction to staff on the approach which should be pursued and reported back. These approaches provide context and background information as well as public opinion on the four approaches. All involve significant capital investment estimated at $70M - $135M and therefore require implementation through a long-term plan. The decision on the introduction of slot machines is important as it could provide a source of funds, through increase lease payments to invest in capital improvements throughout the site. Once Council has concluded on the slots application, staff will report back with details of a recommended option for the future of Hastings Park and the PNE.
The City Manager recommends approval of B and, as an alternative to A, the City Manager RECOMMENDS C:
C. THAT Council request staff to report back with final recommendations for the future of Hastings Park and the PNE, once Council has concluded its consideration of the Hastings Racecourse application for the introduction of slot machines, generally in accordance with the vision:
(i) Approach #1
- OR -
(ii) Approach #2
- OR -
(iii) Approach #3
- OR -
(iv) Approach #4
which are outlined in the report.
COUNCIL POLICY
In March 1997 both the Park Board and City Council approved the Hastings Park Restoration Plan.
In March 2003 Council approved the terms of an agreement between the Province and the City transferring the ownership of the PNE to the City effective January 1, 2004 and directed staff to commence the process to develop a long-term vision for the PNE at Hastings Park.
In January of 2004 Council approved a Process Framework and Public Consultation Process for "A New Future for the Pacific National Exhibition (PNE) within Hastings Park."
PURPOSE AND SUMMARY
The purpose of this report is to outline four possible approaches for the future of Hastings Park and the Pacific National Exhibition (PNE) that have been developed through a multi-phased public consultation process.
Building on the 1997 Hastings Park Restoration Plan, the public was invited by a variety of means, to contribute ideas for future activities and uses in Hastings Park. These ideas ranged from the greening of the park and elimination of Playland and most commercial uses on site, to the greening of the park and an expansion of the summer fair and Playland. The majority of Vancouverites expressed support for both the greening of the park - "where green replaces blacktop and cars are parked underground, where trees, shrubberies and grass are the most repeated elements in the landscape; and a place alive with activity, a place for children and families, a place for casual enjoyment, for peace, and on special occasions, for crowded events" (Hastings Park/PNE Ideas Fair, Co-Design Report). These ideas were tested through further public review and then were grouped by the Key Stakeholders into the four approaches contained in this report.
The fundamental question regarding the future of Hastings Park is to determine the balance of park and entertainment uses and each of the approaches has a differing balance of these uses. All four approaches contain a green park and all contain a summer fair. Two approaches contain Playland. The footprint and location of the fair and Playland are critical to the site planning as they have very specific area and infrastructure requirements. The many other events and activities described by the public - festivals, celebrations and more contemplative park use - walking paths, bird watching, and picnicking - can be incorporated into the site plans through the future design development phase. The planning team focused on the park, the fair and Playland as these are the most infrastructure intensive uses.
The four Approaches are general concept plans, not park designs. Once Council establishes a direction for the future, extensive park design will be required. The theme and scope of the Fair and, if Approach 3 or 4 is selected, of Playland, will also need to be designed. The implementation of that future direction will be the subject of a further report back outlining a process and resources to undertake detailed park and event designs, cost estimates, funding strategies and governance options for Council's consideration.
The information in this report is intended to provide Council with the general concepts generated from the public input, analysed to determine site area, land use, order of magnitude capital and operating costs as well as employment and economic impacts.
Approaches 1 and 2 follow the Hastings Park Restoration Plan with few or no changes to the park layout. Both approaches accommodate a 10-day annual summer fair described by the public as a community fair. It would have exhibits and concessions in tents along the western perimeter of the site (Approach 1) and extending along Miller Drive (Approach 2) with children's rides set up in a parking lot north of the Coliseum. Playland would cease to exist and the rollercoaster would be dismantled and removed from the site. The buildings would be used for community activities (sport, recreation and culture) except the Coliseum which would continue to be used for City-wide sport and entertainment events.
Approaches 3 and 4 retain the key components of the Hastings Park Restoration Plan but some are reshaped and relocated on the site and are scaled down from what was originally approved in the Restoration Plan. Both approaches accommodate a 17-day summer fair. It is anticipated that the fair would be similar (Approach 3) or 10% larger (Approach 4) in size and scope to the current PNE fair. Playland would be re-located between Windermere Hill and Empire Fields on a north-south axis with the rollercoaster as the southern anchor. In both approaches, Playland would operate on a seasonal basis with public access through Playland to Empire Fields provided by way of a mid-point plaza. In Approach 3 five rides would be permanently installed and the balance would be removed at the end of every season. In Approach 4 all rides are permanent within a green gated amusement zone.
The adjustment to the site layout arises as a result of the interplay of Windermere Hill, Playland, the racetrack stables, surface parking and the location of the stream/pedestrian connection to New Brighton Park. In Approaches 1and 2 this is not an issue as there is no Playland. The introduction of Playland in Approaches 3 and 4 gives rise to an alternate layout solution which includes the proposed relocation and reduction in size of some key park elements, shared use of some facilities and underground parking.
There is a wide range in operating and capital costs for the four approaches, as well as employment and economic impacts. The following table summarises the technical aspects of the four approaches (without slot machines).
Approach #1 |
Approach #2 |
Approach #3 |
Approach #4 | |
Site Area (in acres):
|
95
|
94
|
77
|
75
|
PNE Annual Fair:
|
10
|
10
|
17
|
17
|
Playland:
|
0
|
0
|
115
|
115
|
Approach #1 |
Approach #2 |
Approach #3 |
Approach #4 | |
Employment*: # of people employed
|
1,117
|
1,408
|
3,269
|
4,016
|
Estimated annual operating profit/(loss)* |
($3.0 million) |
($2.6 million) |
$1.2 million |
$3.75 million |
Estimated Capital Costs (net 2010 improvements)* |
$79.5 million |
$69.5 million |
$120 million |
$137 million |
Estimated Economic Impact (Vcr. CMA)* |
$79 million |
$87 million |
$202 million |
$236 million |
* excludes Racetrack
The four Approaches described above were summarised in a four-colour newspaper insert and circulated City-wide. Using this visual material, a public opinion survey was conducted. 478 households were polled City-wide with an over-sampling of 167 residents in the Hastings Sunrise area. The survey sought public opinion on the amount of support for the four approaches, tested the public's response to the elements contained within the approaches, sought feedback on the location of the connection to New Brighton Park, and finally tested opinions and factors in considering the possible introduction of slot machines.
Both City-wide and within Hastings Sunrise Approach 4 was "most supported"; the total support City-wide was 72%; with 52% as the "most supported" approach. The total support within the Hastings Sunrise area for Approach 4 was 64% with 49% as the "most supported" option. Approach 3 also garnered a high level of support with 69% in support City-wide (25% "most supported") and 57% support in Hastings Sunrise (19% "most supported").
This report also contains public input and technical implications with respect to slot machines. Public opinion is polarised with strongly held views both for and against the introduction of slot machines. Among the values-base and technical issues raised, there are many which warrant careful consideration, should Council decide to proceed with the introduction of slot machines. From a land use and site planning perspective, these include traffic impacts, additional parking demand, neighbourliness and the implementation of management plans to ensure compatibility among all uses on the site.
This report is not intended to replace the public consultation process associated with the slot machine rezoning application. It is intended to provide context and implications as they relate to future uses at Hastings Park. This report is therefore presented for Council's information. Once a decision has been taken with respect to the slot machine rezoning application, staff will report back with a recommendation on the future of Hastings Park and the PNE.
BACKGROUND
Covering some 162 acres, Hastings Park is Vancouver's second largest City-wide park. It was given to the City by the Province of British Columbia in 1889 for the purpose of a park. For its first fifty years Hastings Park included both significant green qualities - a stream running north/south through the site, woodlands, open meadows and a golf course - in addition to the horse racetrack which has occupied a portion of the park since 1892, and the Vancouver Exhibition buildings and grounds.
The Vancouver Exhibition Association (VEA) was founded in 1907 and has, since 1910, operated an annual fair in Hastings Park. For almost 20 years the fair was the second largest in North America, after the New York City Fair. Its original mandate was to showcase British Columbia industry. In 1934, after the New Westminster Fair buildings burned down the VEA assumed the role of the Provincial agricultural summer fair. Over the years, the VEA became the Pacific National Exhibition (PNE) and its purpose changed with the times - adding agricultural, entertainment and sport venues to the site. Since the VEA's inception, there have been midway rides on the site. Since 1926, there has been a seasonal amusement attraction on site, "Happyland" now called "Playland".
The PNE was operated as a provincial Crown Corporation (1973-2003) and leased the site from the City. In the early 1990s, with the long-term lease set to expire, the Province determined that the PNE would relocate off site. In 1990, City Council approved a general concept for the development of Hastings Park, which included:
· that the site be restored to dominant park use with abundant green space and trees;
· that the PNE remain as a tenant for the annual fair only;
· that the racetrack be permitted to stay on a long-term basis subject to the operators making substantial improvements to the racing operations and to the neighbourliness of the facility; and
· that the only other structures to remain on the site in the long term are the Pacific Coliseum, the Agrodome and the Garden Auditorium.
In 1994 the City entered into a transition agreement with the PNE which enabled the PNE to continue to operate and occupy the site while a new plan was prepared.
In 1997 City Council and the Park Board adopted the Hastings Park Restoration Plan, a comprehensive planning document developed through extensive neighbourhood consultation. It was based on the premise that the PNE would be leaving the Hastings Park site and provided for a transition from PNE to park land. (see Plan attached as Appendix A). It was anticipated that the implementation of the plan would take 20 years and cost approximately $45 million. The objectives of the Restoration Plan include:
· Restoration of the park's natural features and a green sanctuary
· Connection of the park to the neighbourhood and adjacent parks
· Integration of active and passive park uses; old with the new and the racetrack within the park; and
· Creation of a safe park.
Between 1998 and 2002, Council and Park Board approved the restoration of three areas: the "Sanctuary", the "Italian Gardens" and "Empire Fields". These account for 10.7 hectares (26.5 acres) and cost $13.1 million.
In March 2003 the Province determined that it would no longer operate the PNE and entered into an agreement with the City for the transfer of the PNE to the City effective January 1, 2004. At that time City Council committed to operating the PNE in its current form at least through 2005 and directed staff to commence a consultation process to determine a new future for Hastings Park and the PNE.
Since that time other factors have emerged which will influence the future of the site. In July Vancouver was awarded the 2010 Olympic and Paralympic Winter Games. Short track and figure skating events are to be staged at venues in Hastings Park.
In July last year Hastings Entertainment Inc. and BC Lottery Corporation made an application to the City for the introduction of slot machines at the Hastings Racetrack. In considering this rezoning application, Council deferred its decision on referral to public hearing until June 8th and directed staff to report back May 18th on the future of Hastings Park and the PNE including all uses and potential uses on the site.
In April of this year, Park Board approved a motion with respect to the vision for Hastings Park to encourage the development of variations which create a sustainable, accessible and vibrant public park that:
· Clearly connect the restored park areas so as to encourage visitors to explore and use the park;
· Restore Windermere Hill and create the stream/pedestrian corridor to New Brighton Park;
· Create an inviting edge and welcoming entrances to the park that reach out into the community in all directions; and
· Accommodate an exciting annual fair through:
o The potential use of existing buildings and facilities on site including the racetrack grandstand and barns
o The development of a temporary Midway on a north/south axis with the existing Rollercoaster as its southern anchor
o The development of a wide promenade along the Miller Drive alignment suitable to accommodate a range of Fair activities.
Public Consultation Framework:
In January 2004 Council approved a public consultation framework and process. The goal of the process was to ensure opportunity for all interested parties to provide input and advice on a new future for Hastings Park and the PNE.
In order to focus the vast array of possibilities, the framework established the parameters of the consultation and included the starting principle that all future options would build on and complement the Hastings Park Restoration Plan. As well the framework set out the areas of public, technical and "stakeholder" involvement. A Key Stakeholder Group (KSG) was convened. The KSG is comprised of nine representatives from the neighbourhood (neighbourhood association representatives as well as individual residents), six on-site users (PNE and Racetrack staff, management and union representatives), and five City-wide representatives (sport, arts and culture, tourism and board of trade). Two of the Key Stakeholder Group are youth representatives.
The KSG met monthly to review the process and the results of the public feedback. In addition, the KSG participated in a one-day Co-design Ideas Workshop, reviewed and grouped the results of the public consultation into the four approaches, and reviewed the technical analysis generated by the technical consultants. This involved numerous hours and staff thanks the group for their participation and input.
The public consultation process framework and list of KSG members are attached to this report as Appendix B.
Public Consultation Process Overview:
The public consultation process was designed to seek input from all Vancouverites; first to generate a full array of ideas for the future, and then to narrow the options to a series of approaches for Council's consideration. Finally, the public was invited to expressed it's preferences through a telephone poll as well as on-line and mail surveys. The pubcli consultation process was designed to include both those with an active interest as well as citizens at large. The process is outlined below and in more detail in Appendix C.
The process was launched with an Urban Park Forum, where guests with a wide range of expertise were invited to speak about urban parks and programming in other cities. This was followed by an Ideas Workshop, an opportunity for the Key Stakeholder Group, those with the most intimate knowledge of the issues, to participate in a co-design workshop. This was followed by a public Ideas Fair, held at the Agrodome at Hastings Park. An estimated 1,500 people attended.
At the Ideas Fair, the public was invited to participate in viewing and rating the drawings created at the Ideas Workshop and to work with the co-design artists in creating new drawings of their ideas. Areas were set up on the floor of the Agrodome to gather ideas about the summer fair, seasonal activities and year-round activities within the park and buildings on site. As well, technical experts were available in a separate area to discuss any issues of concern to the public, including governance and the possible introduction of slots machines. Fifty-two drawings and more than 1,000 comments were received.
The KSG then reviewed this input and grouped ideas into a series of possible approaches or scenarios to reflect the public's ideas. Display kiosks were created and exhibited at shopping locations throughout Vancouver. The purpose was not to gauge support for any one approach but to ask the public what elements they liked and disliked about each approach. More than 800 comments were received.
The display comments were reviewed by the KSG and four final approaches created based on the public feedback. These final approaches were then analysed by project technical consultants with expertise in area of urban design, landscape architecture, fair operations, economic and employment impacts, adaptive reuse of buildings, and traffic, parking and access.
The technical results were summarized, reviewed by the KSG and printed as a newspaper insert which was circulated City-wide. The insert was also distributed to community centres and libraries and posted on the project web site. The insert outlined the four final approaches and invited the public to rank the four approaches, to prioritize factors for consideration in the future of the park and the PNE and to rank factors arising from the possible introduction of slots machines at the Racetrack.
A random public opinion survey was then conducted by an independent polling firm. 478 households were polled City-wide with an over-sampling of 167 residents in the Hastings Sunrise area. The insert survey and polling results are detailed later in this report.
Media advertising of events supported the entire process and solicited additional public comments and a website was helpful in garnering input electronically.
The public input confirmed a great interest from all Vancouverites in the future of Hastings Park and the PNE. The key theme which emerged through the public consultation process was a desire to have both a green park and an active park including an annual summer event or celebration. Most people agreed that changes should be made to green the park and to re-invent the fair. Many but not all people supported the continuation of Playland, in a green environment. This range of ideas is represented in the four Approaches described in this report.
DISCUSSION
A detailed description and concept plan for each of the four Approaches is attached to this report as Appendix D. It sets out the changes, if any, required to the Hastings Park Restoration Plan; measures the amount of site area for each of the proposed uses including an overlay of where the fair would be held on the site; and quantifies the operating and capital cost of each approach as well as the employment and economic impacts.
In response to public input, all approaches contain some form of an annual summer fair. Two approaches contain Playland. The footprint and location of the fair and Playland are critical to the site planning as they have very specific area and infrastructure requirements. The many other events and activities described by the public - festivals, celebrations and more contemplative park use - walking paths, bird watching, and picnicking - can be incorporated into the site plans through the future design development phase. The planning team focused on the park, the fair and Playland as these are the most infrastructure intensive uses.
Park Elements and Layout:
All four approaches are premised on the Hastings Park Restoration Plan. The four approaches present an incremental adjustment to the Plan to accommodate additional activities or facilities. Approach 1 has the least change to the Plan - only the trees have been removed from one parking lot in order to accommodate temporary rides during the annual summer fair. The balance of the Restoration Plan remains the same. In Approach 2, Miller Drive is widened to become a "grand allee", the area of the current Livestock Building becomes a plaza and sand-based grassy area, and Windermere Hill's paths are widened and the grass is constructed to withstand more intensive pedestrian use.
Approach 1 Approach 2
Approaches 3 and 4 have the most significant changes to the Restoration Plan. The adjustment to the site layout arises as a result of the interplay of Windermere Hill, Playland, the racetrack stables and the location of the stream/pedestrian connection to New Brighton Park. In Approaches 1and 2 this is not an issue as there is no Playland. The introduction of Playland in Approaches 3 and 4 gives rise to the proposed relocation of site elements including the stream/pedestrian connection.
Approach 3 Approach 4
A key element of each of Approach 2, 3 and 4 is the use of Miller Drive as an important circulation route year-round, and as an organizing "spine" for the summer fair. This moves the centre of activity north from the current fair route, freeing up more of the site for natural landscaping. In all Approaches the Sanctuary is proposed to be outside of the fair footprint. The following sketch provides an example of how the street could be specifically designed to transform from a quiet tree-lined boulevard to a busy pedestrian street double loaded with tents, concessions and stages during the summer fair.
Connection to New Brighton Park:
Two options are presented for the location of the stream and pedestrian connector to New Brighton Park. In Approaches 1 and 2, the stream and connector are in the location as shown in the Restoration Plan. This option provides an at-grade pathway between the track and the horse barns and pedestrians would walk on a bridge over the location where horses are escorted between the horse barns and the racetrack oval. In Approaches 3 and 4, the stream and connector are routed through the racetrack oval by way of two tunnels. The following sketch shows the location of the ravine in 1915, the stream in the Restoration Plan as well as Approaches 1 and 2, and the proposed location in Approaches 3 and 4.
There are benefits and challenges in each approach. While the original approach provides a direct path with views across the racetrack oval, the racetrack operators have expressed concern about its functionality. The option shown in Approaches 3 & 4 may be confusing to the public and perceived to be less safe, however, it does open up access to the public to the green space within the racetrack oval. Either solution will require more detailed design and analysis to ensure functionality and safety. As well, both options require a review of the stream connection to ensure an adequate water supply or modification through design and/or phasing, until such time as the sewer separation in the surrounding neighbourhood, the proposed water source for the stream, is completed (25-40 years)
The desire to connect Hastings Park to New Brighton Park was among the most frequently heard comments throughout the public consultation. To better understand the public's preference for the location a specific question was included in the newspaper, on-line and telephone survey. Public feedback indicated a similar level of support for both approaches with almost as many responding that they had no preference.
Playland:
Both Approaches 3 and 4 contain a seasonal amusement park. The layout suggested is in response to the public feedback requesting that Windermere Hill be as open and naturally landscaped as possible and that an amusement park be incorporated on site.
A large entry plaza to Playland could be located just inside the park entrance off Hastings Street. A wide pedestrian way, a "Midway", would run north-east past the rollercoaster (which cannot be moved) and terminate in a large plaza which serves as a focus for a collection of the largest and most exciting rides. Halfway along "Midway", at the intersection with the extension of Miller Drive is another plaza, which also could serve as a major amusement zone entrance during the summer fair. The total circulation pattern is a figure "8" with the "Games Gallery" and a secondary northern route all crossing at the central plaza. This pattern will provide enough frontages for the entire current collection of rides. The quieter children's play area and rides could be located adjacent to Windermere Hill and screened with a Bosque of trees. The Games Gallery" could be relocated east of the coaster and built over a service/storage area.
The key difference between Playland in Approach 3 and 4 is site area (12.23 acres vs. 14.20 acres) and the ride installation. In Approach 3 all but 5 rides are removed at the end of the season, stored and set up again in the spring. In Approach 4 all rides are permanent installations. Both approaches would be designed to accommodate public access through Playland to Empire Fields.
Buildings:
The Hastings Park Restoration Plan called for the retention and reuse of the Pacific Coliseum, Agrodome, Rollerland, Forum, and Garden Auditorium. The Plan called for the balance of the structures on site (excluding racetrack buildings) to be removed and since that time the BC Pavilion has been demolished.
An Adaptive Reuse Study was commissioned (1997). It included an assessment of the need within the community for indoor uses identified in the Plan, a heritage assessment, and an assessment of the current condition of the buildings and made recommendations for capital improvements necessary to bring the buildings up to current code.
The same consultants were retained to update the 1997 study, taking into account the uses proposed by the public through the Hastings Park/PNE public consultation process and as described in the four approaches, and to incorporate the capital improvements proposed as part of the 2010 Olympic Winter Games. The Coliseum and Agrodome will be used as short track and figure skating venues with Rollerland and a temporary ice sheet as support venues.
Most buildings are structurally sound but all are in need of major capital improvements. With years of uncertainty about the future of the PNE, minimal capital improvements have been made to the buildings. None of the buildings meet current codes and therefore their capacity and use is limited. As part of the transfer of assets review completed in March 2003, City staff estimated the cost to bring the buildings up to code to be $5 million. This did not factor in any change of use or program enhancements.
Use: Each of the four approaches outline in this report envisions a different mix of community and commercial uses with varying assumptions on revenue generating and cost recovery opportunities. Each of the buildings on site has significant operating costs - heat, light, maintenance etc. in addition to the costs of the programs. Not all community uses generate sufficient revenues to pay these costs. Commercial uses, through lease payment and/or revenue generations pay more than the actual costs. The balance and combination described in the four approaches reflect the public feedback.
Generally, community uses suggested by the public through the consultation program include:
· A relocated Hastings Community Centre
· Childcare centre
· Children's museum (KidsPark)
· Circus education centre (Cirkids)
· Cultural centre (both community and professional arts)
· Canine community centre/animal control shelter
· Indoor skateboard centre
Commercial uses suggested include:
· Cafes
· Artists studios
· Hockey
· Filming
· Concerts
The capital cost to upgrade the buildings has been estimated based on this mix of community and commercial uses. These costs are order of magnitude numbers and will need to be refined once a building program for a specific use has been settled.
Once an approach is determined, and as part of the implementation plan a detailed needs assessment will be done as will detailed cost estimates and an analysis of potential operation and capital revenues for each proposed use.
Heritage: Three of the buildings on site are on the City's Heritage Register; the Garden Auditorium is an A-listed building and the Forum and Rollerland are B-listed buildings. However, the history and heritage value of the site goes beyond the buildings. Through the public consultation process many people commented on the rollercoaster as well as the heritage nature of the annual fair, Playland, or "Happyland" as it was called, and the historic events which took place in Empire Stadium including sporting events (the "Miracle Mile") and concerts (The Beatles). In addition Heritage Vancouver has raised a concern with respect to the retention of the Livestock building.
Staff reviewed the four approaches with the Heritage Commission April 26th and sought the Commission's advice with respect to two additional heritage elements - the rollercoaster and the livestock building.
The Heritage Commission expressed support for components of Approaches 3 and 4 and requested Council instructed staff to explore:
· "preservation of the livestock building identifying its core heritage and historic values, related character defining elements and to assess the rehabilitation options elated to these values and character defining elements"; and
· "core heritage values and character defining elements within the overall context of the Park's history and the proposed design including the stream"; and
· "the "true colours" of the buildings".
These issues can be addressed through the design development phase.
Olympics: $23.1 million (2002$) has been allocated by the Province for upgrading the Hastings Park venues for the 2010 Winter Olympic Games. This has been factored into the capital costs associated with the renovation of the Coliseum, the Agrodome, and Rollerland as well as $2.5 million for a temporary ice sheet to be used for a practise facility. In addition, funds may be contributed to a replacement community centre. None of these costs are included in the attached capital cost estimates.
Among the approaches there are two options for the temporary ice facility. The first is the option of renovating the Forum for the temporary ice rink during the Olympics and convert it to a Community Centre to replace the aging Hastings Community Centre. Alternatively, a temporary ice rink could be built just east of the Agrodome (Approach 4) which would be removed after the Games. Both of these options are available in each of the four Approaches and subject to Council direction, staff will review and report back with more detailed cost estimates.
Parking:
A detailed traffic, access, and parking study was undertaken, "Traffic, Parking and Access Study, Hastings Park/PNE", ND Lea Consultants Limited. In addition to traffic, parking and access, the study also addressed issues of loading, transit, pedestrian and bicycle use. Parking supply and demand is critical to site planning and is therefore reviewed in some detail in this report. Bicycle and pedestrian routes within the park will be dealt with through the design development phase.
Currently, there are approximately 3,500 parking spaces available on City property associated with Hastings Park. This includes approximately 2,900 spaces in the various parking lots controlled by the PNE, a further 244 in the lot at Hastings and Renfrew controlled by the Community Association plus an additional 300 spaces along roadways on the site
The Hastings Park Restoration plan called for 2,300 parking stalls comprised of 1,150 spaces on site, 850 space off-site in lots south of Hastings Street and north of McGill Street and 300 spaces on Renfrew, Bridgeway, Pender and Hastings. The parking principles in the Plan were to:
· Not provide large amounts of parking south of Miller Drive;
· Maximize the number of parking spaces that can be accommodated on immediately adjacent arterial streets (e.g. Renfrew, Bridgeway, Hastings);
· Not allow overflow parking to spill into the adjacent residential area; and
· Reduce the need for parking.
In evaluating the parking requirements for each of the four Approaches the project team has assumed the parking principles of the Restoration Plan and in particular that no additional land be used for surface parking. Staff also recommend that through a future design development phase, permeable surface (green parking) be explored for any surface lots.
The following table illustrated the parking supply, demand and shortfall for each of the four Approaches, excluding the annual fair.
Approach #1 |
Approach #2 |
Approach #3 |
Approach #4 | |
Supply |
2,125 |
2,275 |
2,225 |
2,075 |
Demand |
2633 |
2,617 |
3,123 |
3,370 |
Shortfall |
(508) |
(342) |
(898) |
(1,295) |
If Council wishes to meet the parking shortfall, additional parking will need to be provided by way of above-ground structured parking or underground parking. The shortfall projected and the proposed parking mitigation is based on the parking demand for the seasonal and year-round activities, excluding the fair, to a standard comparable with other City-wide activities (90th percentile).
Underground parking is recommended for Approaches 1, 3 and 4. The parking demand for Approach 2 is not dissimilar to Approach 1 but the supply is greater due to the introduction of a parking lot east of the Agrodome. The resultant shortfall in Approach 2 does not warrant the construction of underground parking and the consultant has instead recommended structured parking in the parking lot north of the Coliseum.
The recommended location for underground parking is the northwest corner under the racetrack and/or existing northwest parking lots with access from Renfrew Street and/or McGill Street. Access and egress locations will need to be carefully reviewed to ensure that traffic impacts on the neighbourhood are minimized. Capital costs are estimated at $20,000 per stall. It is not the purpose of this report to identify cost or revenue sharing arrangements for parking, although this will need to be negotiated among all relevant parties. For the purpose of this review, all parking capital costs as well as parking revenues are included in the operating and capital budgets outlined in this report.
Parking for the fair and special events are proposed to be addressed through management measures such as special transit, improved bicycle parking and shuttle parking and ride, as is the current practise. Currently, during the fair, Translink provides special transit between 29th Avenue/Renfrew stations, the Phipps Exchange, Horseshoe Bay/Park Royal and the site. In addition the PNE operates a shuttle service between neighbourhood school parking lots and the site. Any future approach will also require such management measures.
As identified in the Hastings Sunrise Community Vision, arterial streets surrounding Hastings Park need to be made easier to cross, safer to walk and drive along, more liveable and attractive, while recognizing that they will continue to carry thousands of commuters through the area. The capital cost estimates for all four approaches includes improvements to the Hastings and Renfrew Street edges to reduce the barrier effects of the street, buffer the park from traffic noise and improve the pedestrian environment.
Sustainability:
All approaches have been assessed by the City's Sustainability Group and the conclusion was that all four approaches can be developed according to sustainable development principles. A key difference is the "scale of permanent development" associated with each. Approach 1 with a lower scale of permanent development will likely have less environmental impact in some areas, but may offer less social and economic value to the community. Moving through the continuum in scale of development toward Approach 4, one would anticipate the increased use of energy, water, resources and land area. However, staff note that many community and economic benefits come from Approaches 3 and 4. More importantly, the actual energy, water, material and emissions associated with the final plan have less to do with scale of development and more to do with "how" the development is designed.
Regardless of which approach is ultimately selected, Hastings Park be designed to be a example, meeting sustainability objectives in park and "fair" development. Appendix F outlines a wide range of issues to be addressed in the next phases of planning and design, following selection of an approach, to meet this goal.
Employment:
A key difference among the four Approaches is employment which ranges from 1,117 persons employed in Approach 1 through to 4,016 people employed in Approach 4 (see chart below).
It should be noted that these are person employed numbers and do not reflect full time employment. Many are seasonal and part time jobs. Currently, 62% of the total PNE workforce is under 24 years of age. These youth jobs are much needed, relatively well-paid seasonal summer jobs that enable youth to contribute to post secondary education.
Implications of Slot Machines:
The Hastings racecourse has operated on this site since the 1892 when local horsemen formed the BC Jockey Club. The City owns the land on which the track is located. As part of the lease agreement with the track, the City receives $750,000 annually which has in the past been used for capital improvements to the park.
In recent years Hastings Racecourse has faced a number of challenges including diminishing attendance, diminishing purses, and deteriorating facilities which has lead to an application last July from Hasting Entertainment, the operator of the racetrack and BC Lottery Corporation, the Provincial gaming authority, to install 600 slots machines within the existing facilities. Council deferred a decision on this application until June 2004 to provide more time to consult all stakeholders on the future uses in Hastings Park.
On March 22nd the Racetrack was been sold to the Great Canadian Gaming Corporation in partnership with Wall Financial Group. The application for slot machines remains unchanged.
The specific public consultation process related to the installation of slot machines at the racetrack will take place through the rezoning process. The Hastings Park/PNE public consultation process was not intended to review the implications of gambling in general or the merits of "slots" versus "non slots" at the racetrack. It was intended to develop options for the future of Hastings Park and the PNE and to provide context for Council's decision on the rezoning application.
Public consultation has been challenging. There are strongly held views both for and against the introduction of slots at Hastings Park and this issue has dominated much of the public consultation process to review the future of the park and the PNE.
Generally the public feedback can be categorised as follows:
For slots: |
Against slots: |
· Revenue could support the track and/or the greening of the park;
|
· Increase in the number of problem gamblers;
|
Many of these issues are values-based issues. Some are technical and relate to land use. At the request of the community, a report was commissioned from an independent academic with expertise in the area of gaming, and in particular, in the social impacts of slot machines. The consultant was asked to review the public comments provide through the public consultation process and to provide factual research-based information to address concerns and to recommend mitigation strategies, where appropriate.
While the report has not yet been concluded, preliminary findings indicate that the most prevalent concerns raised by the public were generally philosophical or regional in nature, such as gambling addiction. These are issues beyond the specifics of any one site and will be reported to Council as part of the Hastings Racetrack rezoning process.
The most significant land use issues identified through the public consultation process were traffic, parking and access impacts as well as issues of compatibility.
Traffic, Parking and Access: Hastings Entertainment has estimated an additional 611,750 visits to the site per year resulting from the installation of 600 slot machines. They are proposing that the slot machine facility operate 7 days per week, 18 - 20 hours per day. Currently the racetrack is open from 9am to approximately 11pm, seven days per week, and until 2am or 4am on 42 weekend nights per year for Hong Kong simulcast racing.
Traffic volumes for the major intersections in the study area were measured and assessed at the peak traffic times (Friday rush hour, Friday evenings and Saturday afternoon). The consultant reported that Hastings/Renfrew and Hastings/McGill are currently over capacity. The consultant found that the differences between the approaches with and without slot machines are relatively small when compared to the variations in peak hour volumes experienced on a daily basis, but the traffic volume increases do exacerbate an existing capacity issue.
The consultants found that even with 2,600-3,370 stalls on site, depending on which Approach is selected, during peak periods an additional 235 - 250 stalls would be required to meet the 90th percentile demand for all uses on site including slot machines.
Hastings Entertainment has advised that the introduction of slot machines is not projected to significantly increase attendance at the track for racing days. However, with increased purses they are projecting increase attendance and propose to add an additional race day (Wednesday evenings). This addition would be outside of the peak parking demand period and therefore no additional on site parking would be required. However, if attendance at the Saturday races increased dramatically or a Friday night race were added, then a significant parking shortage would arise and additional underground parking would be required to meet that additional demand.
The access to underground parking will need careful review. It would be particularly important to keep late-night traffic, while nominal compared to existing traffic volume around the site, away from the residential neighbourhood. Taxi, transit and pedestrians would access the grandstand, as they do now, from Renfrew Street.
Park Compatibility:
Gaming within a fair ground is fairly common. The PNE has for many years operated bingo, a casino and sold Prize Home lottery tickets before and during the fair. Betting within a racetrack is also standard practise and there are numerous examples of racetracks and fairgrounds co-existing as well as racetracks and parks co-existing. However, the issue of compatibility of slot machines with a public park is more difficult to assess. Examples of slot machines in casinos with a park are the only comparable references and there are few operating within public parks. Casino de Montreal is located in Parc Jean-Drapeau (the former EXPO 67 site) however this is not a residential area. There are casinos in parks in Europe and South America.
Little can be learned from the Montreal example about the interface between slot machine and park/community building users. Some of the ideas generated by the public included a park with a very heavy emphasis on use by families with children. Concern was expressed by the public about the compatibility of park use by families and slot machines. I should be noted that in British Columbia children are not permitted within a casino, and while children are permitted access to the racetrack, they would not be allowed into the proposed slot machine area. Public concern was focused more on the interaction of slot machine users and park users, especially children.
Financial Implications:
The possible introduction of slot machines at Hastings Park would have a significant financial benefit to the operators, and the public through the Province and the City. The operators' share of the revenues could be used to increase the purses, support and expand the workforce and make capital improvements to the racetrack buildings and site including reconstruction of the barns, and the connection to New Brighton Park.
The City would receive revenues in two ways: through increased lease payments and through the "host municipality" allocation of 10% of net revenues as set out in the BC Gaming Act. BC Lottery has estimated the City share of revenues from the introduction of 600 slots machines at Hastings Park to be $6.5 million annually.
Staff have made no assumptions with respect to the dedication of potential revenues from the introduction of slot machines. This revenue, as with the capital and operating budget is available to Council to allocate based on its priorities.
Summary of Implications to the Four Approaches:
The following table summarises changes to each of the four Approaches that would result from the addition of slot machines at the racetrack.
All Approaches | |
Site Area (in acres):
|
No change
|
Increased hours of operation1 |
+ 4-6 hours/day +0-2 hours/day for 42 weekend nights |
Estimated additional site visits 1 |
+611,520 yearly; or +11,760 weekly |
Estimated annual revenues to the City 2 |
+$6.5 million + increased lease payment |
Estimated additional on-site employment 3 |
+684 people; or 450 FTEs |
__________________________________________
Sources:
1 Hastings Entertainment
2 BC Lottery Corporation
3 The Economic Impact of "Destination Casinos" at Hastings Park and Fraser Downs, Econometrics Research Limited, April 2003
Public Opinion:
The four Approaches described above were summarised in a four-colour newspaper insert and circulated City-wide April 25th and 28th. Using this visual material, as well as a Chinese language version circulated directly, a public opinion survey was conducted. 478 households were polled City-wide (margin of error +/- 4.5% 95 times out of 100). 167 residents in the Hastings Sunrise area were polled (+/- 7.6%) in order to gauge any variance between neighbourhood and city-wide responses.
The survey sought public opinion on level of support for the four approaches, tested the public's response to the elements contained within the approaches, sought feedback on the two options for the location of the connection to New Brighton Park, and finally tested opinions and factors in considering the possible introduction of slot machines.
The following table presents the City-wide and neighbourhood responses to the question of which Approach was "most supported".
City-wide |
Hastings-Sunrise | |
% |
% | |
|
Approach 1 |
5 |
11 |
Approach 2 |
11 |
13 |
Approach 3 |
25 |
19 |
Approach 4 |
52 |
49 |
Don't support any |
4 |
6 |
Don't know |
3 |
2 |
The total support City-wide support for Approach 4 was 72%; with 52% as the most supported approach. The total support within the Hastings Sunrise area for Approach 4 was 64% with 49% as the most supported option. Approach 3 also garnered a high level of support with 69% in support City-wide (25% "most supported" and 57% in support in Hastings Sunrise (19% "most supported").
In addition, 1,200 responses were received on line and a further 470 by mail and fax. The numbers in support of Approach 4 (57% web and 48% mail) were similar to the random poll with a higher number of responses in support of Approach 1 (19% both web and mail), and fewer in support of Approaches 2 and 3.
The poll also sought the public's opinion on questions relating to the possible introduction of slot machines at the Racetrack. The public was asked if they agreed with statements made through the public consultation process. Two-thirds of City residents agree that slot machines are not compatible with parks or residential neighbourhoods, but are compatible with racetracks. The issue ranked as most important in considering the possible addition of slot machines is the potential for increased crime in the area (50% City-wide & 67% Hastings Sunrise residents). A copy of Synovate's executive summary is attached as Appendix F.
FINANCIAL IMPLICATIONS
A review of the economic impact of the four Approaches was conducted by Pannell Kerr Forster Consultants in conjunction with Tourism Vancouver using the Tourism Economic Assessment Model (TEAM). Using the Tourism Vancouver recently updated TEAM model, and the pro forma projections for each of the four Approaches created by Economic Research Associates, the analysis found the following potential impacts of each of the Approaches:
($ millions) |
Approach #1 |
Approach #2 |
Approach #3 |
Approach #4 |
Total GDP |
$96 |
$107 |
$249 |
$290 |
Vancouver CMA |
$79 |
$87 |
$202 |
$236 |
The economic impacts are presented for the Province as well as the Vancouver CMA (census metropolitan area). The financial data does not permit extrapolation of data specific to activities within the City of Vancouver.
This is an estimate of the total amount of economic activity generated by spending associated with each of the four approaches segmented into three components: operational impacts, capital expenditure impacts and visitor expenditure impacts. The elements used to measure the economic impacts are gross domestic product (GDP), employment and government revenues (taxes). The economic impact measures initial direct, indirect and induced impacts.
The economic impact model was also done for 4 additional "with slots" options for the four Approaches. It should be noted that this does not measure the economic impact of the slot machines or the racetrack operations with slot machines (see "The Economic Impact of "Destination casinos" at Hastings Park and Fraser Downs", Econometrics Research Limited, April 2003.) The additional impact, beyond the "without slots" impacts include only potential slot machine and lease revenues to the City and makes no assumptions with respect to the City's further expenditures of those funds.
Capital Costs:
Each of the four approaches described in this report will have significant capital costs. The 1997 Restoration Plan was estimated to cost $45 million (1997), in addition to $20 million in site improvements to be paid for by the Racetrack. To date, $13.1 million has been spent on the Restoration Plan; source of funds is as follows:
Capital Plan $9.6 million
Racetrack lease payments $2.7 million
Other funding $0.8 million
The balance of the funds remain unallocated within the Capital Plan. Using the actual costs spent to date on the Restoration Plan, staff estimates the cost to complete the balance of Restoration Plan to be $57.3 million.
The following table compares the capital costs of the four approaches. A detailed cost breakdown is attached to the report as Appendix G. These costs include landscape and building renovation/construction costs as well as the cost to construct greened surface, underground or structured parking, depending on the Approach. Each approach will also require significant investment in the site infrastructure as all of the utilities on site are in need of replacement and/or upgrading.
The capital cost estimates include the cost of the connections to the neighbourhood as were contemplated in the Restoration Plan ($12.5 million) as well as the connection to New Brighton Park ($11 - $16 million). It does not include any capital costs associated with the Racetrack renovation to the grandstand, track or the stables.
Approach #1 |
Approach #2 |
Approach #3 |
Approach #4 |
$79.5 million |
$69.5 million |
$120 million |
$135 million |
It is anticipated that once an approach is adopted, Council would utilize the full range of funding sources available including the Capital Plan, development cost levies for park development, senior government infrastructure programs, lease payments from the Racetrack and funding partnerships such as the 2010 Winter Olympic Games.
In addition to traditional capital funding sources, should Council approve the introduction of slots at the Racetrack, Council may also chose to allocate all or a portion of the revenues to the capital cost associated with the Hastings Park/PNE implementation. There may also be additional capital funding opportunities available through the Racetrack and BC the Lottery Corporation gaming revenue allocations to pay for ancillary site improvements. Once Council has concluded on the application to introduce slot machines at the racetrack, staff will report back with all capital funding options.
With significant capital costs associated with each of the Approaches, any option will need to be realized over time. The ability to decrease costs or supplement revenues from non-tax sources will hasten the improvements to the benefit of current Vancouverites and limit the burden on future taxpayers.
Operating Costs:
A summary of the operating pro forma for each of the four approaches is attached to this report as Appendix H. Two of the four approaches, Approaches 1 and 2, require ongoing annual civic funding. Approaches 3 and 4 are projected to generate sufficient funds to pay most of the costs associated with the activities on site as well as the building and grounds maintenance. (This excludes tenants' operating costs -- such as the operating costs of the Vancouver Giants or Cirkids or any other proposed commercial or community tenant.) The revenues generated from the Fair, Playland and commercial rental of the buildings on site are projected to cover the estimated operating costs. The consultant has projected a net surplus of $5.75 million for Approach 4. City staff have reviewed the operating estimates and while they agree with the assumptions used, have taken a very conservative approach and revised the projected annual net surplus for Approach 4 to $3.75 million prior to publication.
Staff believe that a conservative approach is warranted as the fair, event and entertainment business have some inherent risks. Most annual summer fairs do not make money. Many receive government grants generally in support of agricultural programs. While the PNE had a surplus in three of the last five years, it has been as a result of revenues from Playland and year round commercial activities such as filming and concerts. In the past the PNE has operated at a loss with the deficit reduced by payments from the Provincial government and City. The accumulated deficit was extinguished by the Province as part of the transfer to the City at the beginning of this year. The PNE is starting the fiscal year 2004 without a surplus or a deficit. In addition, the City holds $2.2 million in a reserve account to cover any future costs arising from the City's financial exposure related to the operations of the PNE. While there is no guarantee that future deficits would not occur, the City, in its governance role has some control over the financial performance of the key expenditures affecting the future of the site.
The key difference in the operating projections between Approach 3 and 4 are in the way that Playland is envisioned. In Approach 3 Playland has 5 permanent rides and the balance are removed at the end of each season and put again at the beginning. The set up, tear down and storage costs are significant. Although the ride capacity is the same as the current operations, this Approach would have a lower attendance level as the removable nature of the rides would attract fewer visitors. Approach 4 has the same complement of rides as the current Playland all installed permanently within a greened landscape.
In Approach 3 and 4, one might anticipate that some surplus revenues could be used to finance capital improvements. However, the Fair, Playland and commercial rentals are all vulnerable to many external factors such as poor weather and competition in the marketplace which could create periodic operating deficits. It would be prudent to build a working capital reserve to offset periodic operating losses and not rely on operating revenues to fund park restoration.
There are several operating funding options available for Council's consideration. If Approach 1 or 2 were selected, Council may wish to consider addition funding sources in addition to tax dollars such as lease payments from the racetrack and other on-site tenants. Should Council approve slot machines, the revenues could also be considered a potential source of funds. Once Council has made a decision on the question of slots, staff will report back with operational financing options.
Among the evaluation criteria for the future of Hastings Park/PNE included as part of the project framework, was the requirement that Hastings Park be as economically sustainable as other City-wide parks. City-wide parks are supported through a combination of tax dollars and revenue generation. These include food and beverage sales, parking fees, lease payments, and activity fees. Each City-wide park is somewhat different based on scale, location and opportunities. As an example, Stanley Park (1,000 acres) costs approximately $8 million per year to maintain and generates approximately $6.1 million in revenues. 75% of expenses are covered by earned revenues. Queen Elizabeth Park (120 acres) costs $2.3 million per year and has revenues of $1.2 million from pay parking, pitch and put fees and the restaurant lease. 52% of expenses are covered by earned revenues. Each of the four Approaches also provide earned revenues with the percentage of expenses covered by earned revenues varying from 62% for Approach 1 through 112% for Approach 4.
Next Steps
This report outlines four possible approaches for the future of Hastings Park and the PNE. It provides context for Council consideration of the Hastings Racecourse slot application, scheduled as a referral report in June.
Once Council has concluded in its decision on this matter, staff will report back with a recommendation report on the future of Hastings Park and the PNE. Council will then be asked to approve one approach for the site and direct staff to report back with a detailed implementation plan including the design of the park and fair, detailed cost estimates, funding strategies, governance options, and timeframe for implementation. Staff anticipate that the implementation planning process will take approximately 9 months to complete.
CONCLUSION
The future of Hastings Park and the PNE is of importance to all Vancouverites. Over the course of the three-month public consultation process, more than 5,000 people have provided ideas, comments and feedback. In response to that public input, four different concepts for the future have been created, analysed and presented to the public for further feedback through a random poll as well as newspaper and on-line surveys.
There is a great deal of consensus among the public on the future of Hastings Park and the PNE. The majority of people have told us that they want to see a significant green park, with natural environments -- gardens, pathways, a stream and pedestrian connection to New Brighton Park and with improved connectivity to the neighbourhood and throughout the park. The majority of people also told us that they also want to see an active park - one that is alive with events and activities including an annual summer fair and Playland, both within a green setting.
There is mixed and polarized public opinion with respect to the possible introduction of slot machines at Hastings Park. There are both technical and values-based issues which will warrant careful consideration through the rezoning process. Once Council has concluded with its consideration of the application, staff will report back with a recommend option for the future of Hastings Park and the PNE.
- - - - -
Appendix A
Page 1 of 1
Hastings Park Restoration Plan
Appendix B
Hastings Park/PNE
Public Consultation Process Framework
In January 2004 the Park Board endorsed and Council approved a public consultation framework and process. The goal of the process was to ensure opportunity for all interested parties to provide input and advice on a new future for Hastings Park and the PNE.
In order to focus the vast array of options, the framework established the parameters of the consultation and included a definition of the site area, "fixed" elements of the Restoration Plan, public and "stakeholder" involvement and the criteria for evaluating options.
Site Area:
The boundaries for the primary project study area were established to include all of Hastings Park. Hastings Community Park which is on the south side of Hastings from Renfrew east to the E Comm site (emergency preparedness building), and the parking lot immediately north of the Park along the northeast edge are considered as ancillary project study areas.
Fixed Elements:
The Hastings Park Restoration Plan was approved in 1997 after extensive public involvement. To date, significant progress has been made on implementing this Plan, with the creation of the Sanctuary, Italian Gardens, Skateboard Board and Empire Fields. It is estimated that of the total 45 hectares (111 acres) that comprise Hastings Park, one third or 12 hectares (30 acres) have already been restored at a cost of approximately $13 million.
The Plan envisioned the retention and re-use of the Coliseum, Agrodome, Garden Auditorium the Forum and Rollerland as well as the balance of the greening - the creation of Windermere Hill (restoring where Playland currently exists) and the greening of Exhibition Bowl as en extension of the Sanctuary (refer to Appendix B for an overview of the Restoration Plan).
While the Restoration Plan envisioned that the PNE would move off site, principles were framed to reconcile the park restoration plan with the continued use of the park by the PNE until such time as the use was no longer compatible with the restoration of the park. These principles set out that the greening of the park would continue in a timely way considering availability of funds and existing commitments. The principles also confirmed the importance of the PNE as an institution, the importance of on-site jobs and the long-term place of the Racetrack at Hastings Park, noting that the operators would work towards greening their facilities and work to implement the park connection to New Brighton Park.
All restoration work completed to date was considered as "fixed" elements in all approaches as were the on-site buildings including facility improvements arising from use of the Coliseum, Agrodome, Rollerland Building and a temporary rink as part of the 2010 Olympic Games. The Racetrack was also considered "fixed" within its existing footprint and the parameters that had been previously set in the HPRP.
Stakeholder Involvement:
The future of Hastings Park and the PNE is of interest to a diverse group of stakeholders. To ensure broad input into the process, a Key Stakeholder Group was established to provide advice and input into the public consultation process. The KSG was not asked to reach consensus or make final decisions. The Key Stakeholder Group is comprised of the following neighbourhood, on-site and City-wide participants:
Neighbourhood:
· Shane Simpson, Burrardview Neighbourhood Association
· Rolf Tevely/Eric Harms, Hastings Community Association
· Alison Hill, Youth representative (Hastings Community Centre Youth Council)
· Patricia Barnes, Hastings North Business Improvement Association
· Cheryl Kathler, Hastings Park Conservancy
· Martin Littlejohn, Hastings Townsite Neighbourhood Association
· Mariken Van Nimwegen, Kiwassa Neighbourhood House
· Stewart Anderson, South of Hastings Street resident
· Joanne van Snellenburg, Vancouver Heights resident
On-site:
· Steve Varty, CUPE 1004
· Phil Heard, Hastings Entertainment/Bruno Wall, Wall Financial Group
· Mel Snow, Horsemen's Benevolent and Protective Assn
· Margaret Sykes, Office & Professional Employees' Int'l Union, Local 378
· Mike McDaniel, PNE Management
· Mike Sikich, Kiwanis Club, PNE Concessionaire
City-wide:
· Frances Wasserlein, City-wide Arts and Cultural representative
· Chris Blackman, Sport BC
· Walt Judas, Tourism Vancouver
· Blair Qualey, Vancouver Board of Trade
· Julianna Torjek, Vancouver Civic Youth Strategy Representative
The Key Stakeholder Group (KSG) met monthly to review the process and the results of the public feedback. In addition, the KSG participated in a one-day Co-design Ideas Workshop, reviewed and grouped the results of the public consultation into the four approaches, and reviewed the technical analysis generated by the technical consultants.
Collaboration between Park Board and City Staff
The public consultation process was lead by a Steering Committee comprised of senior City and Park Board staff and implemented by a Technical Committee with staff from Current Planning, CityPlans, Park Board, Engineering, and Corporate Services. A list of project staff follows.
Public and Technical Inputs:
Independent technical advice was sought from qualified experts on issues of financial viability of approaches and options, and operational matters. The results were communicated to the public for information and feedback. A complete list of technical consultants follows.
The public was asked to provide input into qualitative or values-based issues. These included identifying themes, activities, experiences and elements to be considered on the site identifying impacts and implications and in prioritizing approaches relative to each other.
Evaluation Criteria:
Factors which the public were asked to consider in evaluating approaches included:
· Extent to which the Hastings Park Restoration Plan could be completed;
· Extent to which the PNE operations could remain operationally and financially viable;
· Employment opportunities;
· Tourism/economic impacts;
· Other public benefits/dis-benefits;
· Comprehensive synergies (i.e. how the various elements on site work together in a holistic way); and
· Financial implications.
Definition of Approaches for Council's Consideration:
Once the full range of ideas was received from the public, a series of differing approaches were developed. These approaches are possible concepts for future direction. They are general in nature. They are not park designs nor do they include the many programmatic possibilities for the park or fair. The concepts are intended to set a direction for future development and not limit the detailed design and programming work which will be important aspects of an implementation plan once a direction has been set by Council. Governance and funding strategies are among the critical component of an implementation plan once an approach is selected.
Hastings Park/PNE
City and Park Board Staff
Steering Committee:
Brent MacGregor, Deputy City Manager (Chair)
Jacquie Forbes-Roberts, General Manager, Community Services
Susan Mundick , General Manager, Parks and Recreation
Larry Beasley, Director, Current Planning
Terry Corrigan, Directors, Financial Services
Burke Taylor, Director, Office of Cultural Affairs
Technical Committee:
Brian Crowe, Engineering
Michel Desrochers, Park Board
Dane Doleman, Engineering
Brent Elliott, Current Planning
Sue Harvey, Project Manager (Chair)
Lori MacKay, Park Board
Piet Rutgers, Park Board
Eric Westberg, Project Team
Ernie Westmacott, Business Support
Pat Wotherspoon, CityPlans
Subcommittees:
Rae Ackerman, Vancouver Civic Theatres
Catherine Clement, Communications
Trish French, City Plans
Anita Ho, Park Board
Mark Holland, Sustainability Office
Mario Lee, Social Planning
Bob MacDonald, Engineering
Ted Sebastian, CityPlans
Gret Sutherland, Facilities Design & Development
Baldwin Wong, Social Planning
Project Team:
Brent Elliott, Current Planning
Sue Harvey, Project Manager
Eric Westberg, Project Planning Assistant
Ernie Westmacott, Business Support
Hamish Wilson, Communications
Hastings Park/PNE
Project Consultants
Context Research Limited
Public Consultation Process/Facilitation
The Co-Design Group
Ideas Workshop and Ideas Fair Creative Facilitation
Durante, Kreuk in collaboration with Richard Blagborne Planning and Design
Landscape Architecture, Site Planning, Urban Design
Economic Research Associates
Operations and Employment Analysis
Proscenium Architecture + Interiors Inc. in collaboration with James Bush, QS
Adaptive Reuse Building Study and associated Capital Cost Estimating
ND Lea Consultants Limited
Traffic, Parking and Access
Synovate Research
Public Opinion Survey
Partners 4 Responsible Gambling
Slot machine public feedback review
Pannell Kerr Forster Consulting Inc. in collaboration with Tourism Vancouver.
Economic Impact Analysis
Appendix C
Hastings Park/PNE
Public Consultation Process Overview
The public consultation process was designed to seek input from all Vancouverites; first to generate a full array of ideas for the future, and then to narrow the options to a series of approaches for Council's consideration, and finally to gauge support for the final options. The process was designed to include both those with an active interest as well as citizens at large.
Communications Activities
An information package was assembled that included an overview of the project and the public consultation process, the scope and technical requirements, process framework and parameters, as well as associated project timelines. This background document was printed in English and Chinese and distributed throughout community centres, libraries, and through the Key Stakeholder Group. In addition, the Chinese language backgrounder document was hand delivered to all Chinese language households who had participated in the Hastings-Sunrise Community Vision process. Notification flyers and advertising in community newspapers also promoted the public consultation process and each of its events.
Urban Park Forum:
The first event in the process was the Urban Parks Forum. Guests with a wide range of expertise were invited to speak about urban parks and programming. The event, held at the Hotel Vancouver, was advertised City-wide and attended by approximately 220 people. The speakers presented a diverse range of experiences - passive and active parks as well as fairs and festival programming. The speakers included John Atkin, Historian, Chris Phillips, Phillips, Farevaag, Smallenberg Landscape Architects and landscape architect for the 1997 Hastings Park Restoration Plan, Cheryl Hughes, Director of Special Events, City of Chicago, Mario Campos, Jones & Jones Landscape Architects, Stephen Chambers, Executive Director, Western Fairs Association, and Willis Winters, Deputy Director, Parks and Recreation, City of Dallas. The purpose of the event was to spark ideas and experiences which could inform the Hastings Park/PNE process. The speakers were also invited to participate in the subsequent public consultation events.
Ideas Workshop:
The Ideas Workshop was designed as an opportunity for the Key Stakeholder Group, those with the most intimate knowledge of the issues, to participate in a co-design workshop in advance of the general public. Each KSG member was asked to invite two additional members of their specific constituent group to attend so that the balance of neighbourhood, City-wide and on-site interests would be maintained. A list of the workshop participants follows.
The Co-design Group, a team of architects, planners and artists who undertake collaborative public planning processes, designed a one-day event which began with the group envisioning activities on the site in the future, and ended with groups, working with artists, drawings images of these activities. The images were then ranked by the participants. These images were then posted the following day at the Public Ideas Fair.
The PNE/Hastings Park Ideas Fair
The first major public event was the Ideas Fairs held Sunday February 29th in the Agrodome at Hastings Park. An estimated 1,500 people attended. Participants at the Ideas Fair were invited to sign in and this information was used to gauge City-wide, regional and neighbourhood participation. From that information it was determined that 59% of participants were from Vancouver, including 47% of the total from East Vancouver and 35% from the immediate neighbourhood (Nanaimo to Boundary, the water south to 1st Avenue). A further 15% of the participants were from Burnaby, 5% from the North shore, and the balance from the region.
The public were invited to first view displays including an historic photographic timeline, images from other parks, as well as information presented by the on-site stakeholders - the Hastings Park Conservancy, Hastings Entertainment (Racetrack) and the PNE. The 1997 Hasting Park Restoration Plan model and drawings were displayed and staffed by Park Board staff.
Areas were set up on the floor of the Agrodome to gather ideas about the summer fair, Playland or other seasonal activities as well as the possible year-round activities within the park and buildings on site. As well, technical experts were available in a separate area to discuss other issues of concern to the public, including governance and the possible introduction of slots machines. These experts included traffic, parking and access consultants, an academic expert on gaming and staff from Engineering, CityPlans and Social Planning.
The public was invited to participate in viewing and rating the drawings created at the previous day's workshop and to work with the co-design artists in creating new drawings of their ideas which were put on display and rated at the Fair. Children and youth created their own drawings of their ideas. Participants also noted their comments on Post-it notes attached to the drawings, and on a large `Graffiti wall'.
More than 1,000 people provided drawings, comments and feedback on all aspects of the future park. These are compiled into a comprehensive report, "Hastings Park/PNE Summary of Responses", The Co-design Group, March 2004, which is available on line or on file with the City Clerk's office. In general the themes which emerged form the Ideas Workshop and Ideas Fair included consensus on:
· Greening of the Park -- where green replaces blacktop and cars are parked underground and the landscape of trees, shrubberies and grass are the most repeated elements; and further
· Participants saw this landscape alive with activity, a place for children and families, a place for casual enjoyment and for peace, as well as for crowded events including the PNE, Playland and a host of seasonal events.
The participant's responses together form a rich mix of ideas, and a fertile basis for the concept designs that will follow.
Grouping of Approaches:
The full range of ideas generated at the Ideas Workshop and Ideas Fair were then reviewed by the Key Stakeholder Group and technical consultants. The KSG was invited to group the ideas into a series of possible approaches or scenarios which would combine elements and ideas generated by the public. The KSG created four such approaches which represented the full range of options its members felt warranted further consideration. These were not assessed for technical feasibility at this point. Instead, display boards were created to test the ideas contained within each approach with the general public.
Public Feedback Kiosks:
The four approaches were documented in words and images in a display kiosk which was exhibited and staffed at shopping locations throughout Vancouver during the week of March 22nd. The purpose was not to gauge support for any one approach but to ask the public what elements they liked and disliked about each approach. More than 800 comments were received. Again, the public was invited to provide their postal code so that geographic participation could be measured. 89% of comments were from residents of Vancouver, including 71% of the total from residents of East Vancouver and 57% from the immediate neighbourhood (Nanaimo to Boundary, the water south to 1st Avenue). A further 4% were from Burnaby, 3% from New Westminster and Surrey, 2% from the North shore, and the balance from other parts of the region.
The comments from the display kiosks were compiled and reviewed by the KSG. The KSG was then invited to create three final scenarios or approaches for technical review. The KSG agreed to modify one approach but opted to retain all four approaches for technical review.
Technical Review:
A team of technical consultants, with expertise in areas of urban design, landscape architecture, fair operations, economic and employment impacts, adaptive reuse of buildings, as well as traffic, parking and access then assessed each of the final four approaches. The technical results, detailed later in the report, were summarized in a newspaper insert and reviewed by the KSG.
Newspaper Insert and Random Public Survey:
A four colour newspaper insert was circulated City-wide in the Vancouver Courier, and where the Courier does not deliver, in flyer packs, and was also distributed to community centres and libraries. The insert outlined the four final approaches along with the public consultation process to date and invited the public to rank each of the four approaches. In addition, the public was invited to prioritize factors for consideration in the future of the park and the PNE as well as factors arising form the possible introduction of slots machines. 470 responses were received by fax, phone and mail and a further 1,200 were received online.
A random public opinion survey was then conducted by Synovate (formerly MarkTrend), an independent polling firm. The poll was conducted the week after the newspaper insert was circulated and participants were invited to review the visual materials contained in the newspaper insert and then respond by telephone appointment. 478 households were polled City-wide (margin of error +/- 4.5% 95 times out of 100). In addition, 167 residents in the Hastings Sunrise area were polled (+/- 7.6%) in order to gauge any variance between neighbourhood and city-wide responses.
The final step in the process was to review this report with the KSG in its final meeting on May 12th.
Ideas Workshop
Key Stakeholder Participants
As part of the Hastings Park/ PNE public consultation process, a Key Stakeholder Group was been formed. Comprised of representatives with neighbourhood, on-site and City-wide interests, KSG members were invited to bring two additional representatives from their constituent group to an Ideas Workshop held at Hastings Park on Saturday February 28th. Participants were:
Arts & Culture:
Frances Wasserlein (KSG), Paddy MacLeod, Dolly Hopkins
Burrardview Neighbourhood Association:
Shane Simpson (KSG), Lara Olson
CUPE:
Steve Varty (KSG), Doug MacCaulder, Greg Antonson
Hastings Community Association:
Rolf Tevely (KSG), Eric Harms, Marion Olivieri
Hastings Entertainment Inc.:
Phil Heard (KSG), Garth Essery, Michael Brown
Hastings North BIA:
Patricia Barnes (KSG), Teri Smith
Hastings Park Conservancy:
Cheryl Kathler (KSG), Bruce Wright
Hastings Townsite Association:
Martin Littlejohn (KSG), James Fletcher, Odette Slater
Horsemen's Benevolent & Protective Association:
Mel Snow (KSG), Harold Baroby, Dave Milburn
Kiwassa Neighbourhood House:
Mariken Van Nimwegen (KSG)
OPEIU, Loc. 378:
Margaret Sykes (KSG), Dave Park, Andy Ross
PNE:
Mike McDaniel (KSG), Mike McSorley, Peter Male
PNE Concessionaires:
Mike Sikich (KSG), Arhu Kruhan, James Batten
South of Hastings resident:
Stewart Andersen (KSG)
Sport BC:
Chris Blackman (KSG)
Tourism Vancouver:
Walt Judas (KSG), Steve Regan Matthew Coyne
Vancouver Heights Residents:
Joanne van Snellenburg (KSG), Patricia Coutts, Jim Hamm
Vancouver Board of Trade:
Blair Qualey (KSG), Marguerite Ford, Yvonne de Valone
Youth representatives:
Alison Hill (KSG), Calvin Luong, Erin Robinson
In addition, Chris Phillips and Marta Farevaag of Phillips, Farevaag, Smallenberg, landscape architects of the Hastings Park Restoration Plan, were invited to participate.
Appendix D
Summary of the Status Quo
and the Four Proposed Approaches
for the Future of Hastings Park and the PNE
All four approaches are premised on the 1997 Hastings Park Restoration Plan. Information on the "status quo" which includes the Hastings Park Restoration Plan and current PNE operations is provided for context and comparative purposes. The Status Quo is NOT considered a viable future option.
Status Quo:
The Park: The 1997 Hastings Park Restoration Plan calls for 111 acres of green park area incorporating both passive uses (streams, forest, gardens, and lawns) and active uses (sports fields, playgrounds and skateboarding). The Restoration Plan also calls for the retention of the racetrack as well as the heritage and sports facilities in the park. The total cost for the Restoration Plan was $45 million (1997). $13.1 million has been spent to date. The cost to complete the balance of the plan in today's dollars is $42 million.
The PNE: The PNE is a non-profit organization governed by a Board of Directors and Advisory Committee appointed by City Council. The PNE currently operates three streams of activities: the 17-day annual summer fair; Playland, a seasonal amusement park which operates approximately 115 days per year; and the year-round management of the buildings and site. The buildings are subleased to both commercial users (e.g. Vancouver Giants, filming, and concert promoters, etc.) and community users (e.g. Cirkids, family skating, high school basketball, etc.).
The three activity streams generate combined gross revenue of $36 million per year. After costs, including $2.6 million in site and building maintenance costs, the net profit for 2003 was $2.5 million. However revenues can be affected by external forces -- poor weather or changes in the film and concert industry. The PNE has operated with an annual surplus three out of the past five years.
Attendance at the summer fair in 2003 was just under one million visitors. Playland attracted a further 320,000 visitors per year.
The PNE currently employs 3,495 people every year: 413 full time equivalents. 2,152 are youth and 178 are year-round employees.
Approach #1
This approach adheres most closely to the 1997 Hastings Park Restoration Plan. Few changes, if any, would be required to the physical design of the Park.
This approach envisions a 10-day annual summer fair with a capacity for 168,750 visitors. The fair would take place in tents along the western perimeter of the site (as outlined in the drawing above with a solid line). Playland would cease to exist although some children's carnival rides would be trucked in and set up in the north-east parking lot for the duration of the 10 days summer fair. The rollercoaster would be dismantled. While the proposed fair has not been designed, it is envisioned as a community event highlighting local entertainment, participation and/or products.
The buildings would primarily be used year round for community uses such as non-profit sports, recreation, arts and cultural activities. The Coliseum would continue to be used for City-wide sports, concerts and events.
Employment:
A total of 1,092 jobs are associated with this Approach. These include 681 jobs associated with the year round activities, primarily site and building maintenance jobs as well as 427 jobs associated with the fair. There are no jobs associated with Playland.
Operating Costs:
Approach 1 generates annual gross revenues of $5.4 million, primarily through the revenue generation of the Coliseum and parking. The annual Fair is projected to lose ($409,000) annually as a result of the reduced area, duration, and the type of rides and concessions which also affect earned income. After expenses, the net annual operating deficit for the site including the Fair and year round operations is ($3.035 million).
Capital Costs:
Approach #1 assumes capital improvements similar to the Restoration Plan. The assumptions of costs per acre are in current dollars and have been increased to reflect the actual costs of the completed phases for the Restoration Plan. Total estimated capital costs including structured parking but net of Olympic capital investments in the Agrodome, Coliseum and Rollerland, are $79.5 million.
Approach #2
This approach also retains all of the key components of the Hastings Park Restoration Plan. It envisions a 10-day annual summer fair with a capacity for approximately 337,500 visitors. The fair would take place in tents along the western perimeter of the park as well as long Miller Drive within the park. Playland would cease to exist although some carnival rides would be trucked in and set up in the northwest parking lot for the duration of the 10 days summer fair. The rollercoaster would be dismantled. While the proposed fair has not been designed, it is envisioned as a community event highlighting local entertainment, participation and/or products.
Windermere Hill would be built with more and wider paths and the sand-based grass would accommodate more intensive use and the placement of tents during the fair. The façade of the Livestock Building would be retained and the area would be built as a combination of hard surface and sand-based lawns suitable for both active and passive uses. The hardscaped area could be used for surface parking in the winter months.
The buildings would primarily be used year round for community uses such as community sports, recreation, arts and cultural activities. The Coliseum would continue to be used for City-wide sports, concerts and events.
Employment:
A total of 1,408 jobs are associated with this Approach. These include 766 jobs associated with the year round activities, primarily site and building maintenance jobs as well as 628 jobs associated with the fair. There are no jobs associated with Playland.
Operating Costs:
Approach #2 generates annual gross revenues of $7.75 million, primarily through the revenue generation of the Coliseum and parking. The annual Fair is projected to make $456,620 annually. After expenses, the net annual operating deficit for the site including the Fair and year round operations is ($2.56 million).
Capital Costs:
Approach #2 assumes capital improvements similar to the Restoration Plan with the adjustments described above. In particular the area beside the Agrodome (the site of the Livestock Building) would be build as hard surfaced area as well as sand-based green lawn. This hard-scaped area would be used for surface parking except during the fair, eliminating the need to construct underground parking. The façade of the Livestock building could be retained. Total estimated capital costs including structured parking but net of Olympic capital investments in the Agrodome, Coliseum and Rollerland, are $69.5 million.
Approach #3
This approach retains all the key components of 1997 Hastings Park Restoration Plan but some elements are re-planned or relocated on the site. Approach #3 accommodates a 17-day annual summer fair with a capacity for approximately 1 million visitors. The fair would take place in tents along the western perimeter of the site, along Miller Drive and throughout Playland site as well as within the existing buildings. While the proposed fair has not been designed, it could have a similar mandate and capacity as the current fair. It could also be redesigned to highlight specific themes such as agriculture, entertainment, or the environment.
This approach relocates the stream and pedestrian connection to New Brighton Park - taking it under and through the Racetrack Oval. (A more detailed discussion of this option is reviewed later in this report). This approach also provides for an area of shared barns which could facilitate an agricultural theme for the fair and enhance shared programming with the racetrack.
Playland would operate as a seasonal attraction on a north-south axis between Windermere Hill and Empire Field.
Five major rides, including the rollercoaster, would be permanent installations within a greened area with the balance of the rides removed at the end of the season and stored, freeing up space for other park uses. The Playland site would be designed to be green with a new permanent building east of the rollercoaster to house games, merchandising, washrooms, and storage.
The Garden Auditorium and Agrodome would primarily be community use. Rollerland would be primarily commercial use, and the Coliseum would continue to be used for City-wide sports, concerts and events. This approach calls for the Forum to be renovated - the South Forum as a temporary ice sheet for the 2010 Winter Olympic Games and the North Forum as a replacement facility for the Hastings Community Centre. Post Olympics the South Forum could be retrofit as community use and/or revenue generating space.
Employment:
A total of 4,359 jobs are associated with this Approach. These include 851 jobs associated with the year round activities, primarily site and building maintenance jobs as well as 2,511 jobs associated with the Fair and 906 associated with Playland. It should be noted that the fair employment numbers include Playland employment during the Fair. Net of this "double counting", Approach #3 employs a total of 3,269 people.
Operating Costs:
Approach #3 generates annual gross revenues of $34.6 million, through the revenue generation of the Fair, Playland, Coliseum and parking. After expenses, the net annual operating surplus for the site including the Fair, Playland and year round operations is $1.207 million. This is somewhat less than might be expected relative to the status quo, and is attributable to the significant cost of removing and setting up Playland every year as is envisioned in this Approach.
Capital Costs:
Approach #3 assumes capital improvements similar to the Restoration Plan with the adjustments described above. In particular the area beside the Agrodome (the site of the Livestock Building) would be build as hard surfaced area as well as sand-based green lawn. In addition, this approach calls for the Forum to be renovated as a temporary ice sheet for the 2010 Winter Olympics and then retrofitted for the relocation of the Hastings Park Community Centre. The capital costs also include the cost to relocate and renovate Playland in a green landscaped environment. Total estimated capital costs including underground parking but net of Olympic capital investments in the Agrodome, Coliseum and Rollerland, are $120 million.
Approach #4
This approach also retains all key components of 1997 Hastings Park Restoration Plan but some elements are reshaped and re-planned. This approach accommodates a 17-day annual fair with capacity for 1.1 million visitors. The Fair would take place in tents along the western perimeter, along Miller Drive, within the existing buildings and throughout Playland. While the proposed fair has not been designed, it could have a similar or expanded mandate and capacity. It could also be redesigned to highlight specific themes such as agriculture, entertainment, and/or the environment.
The stream and pedestrian connection to New Brighton Park would be relocated - taking them under and through the Racetrack Oval. Windermere Hill would be reduced in area from 17.5 to 9.5 acres.
Playland would operate as a seasonal attraction sited on the easterly edge of Windermere Hill on a north/south axis. There would be additional rides, beyond the current complement, and all would be permanent installations. The Playland area would be greened and designed so that a major public access route through the site could be retained year-round. A new permanent building would be built east of the Rollercoaster to house games, merchandising, washrooms, and storage.
The buildings would be used year round for a mix of commercial and community uses. This approach also calls for the retention of a portion of the Livestock Building. This would accommodate commercial services at grade (cafes, artisan studios) and administrative offices above. The Coliseum would continue to be used for City-wide sports, concerts and events.
Employment:
A total of 5,378 jobs are associated with this Approach. These include 894 jobs associated with the year round activities, primarily site and building maintenance jobs as well as 3,139 jobs associated with the Fair and 1,245 associated with Playland. It should be noted that the fair employment numbers include Playland employment during the Fair. Net of this "double counting", Approach #4 employs a total of 4,016 people.
Operating Costs:
Approach #4 generates annual gross revenues of $45.6 million, through the revenue generation of the Fair, Playland, Coliseum and parking. After expenses, the net annual operating surplus is $5.75 million.
Capital Costs:
Approach #4 assumes capital improvements similar to the Restoration Plan with the adjustments described above. In particular, this approach calls for the retention of a 12,000 sq.ft. portion of the Livestock Building. The capital costs also include the cost to relocate and renovate Playland in a green landscaped environment. Total estimated capital costs including underground parking but net of Olympic capital investments in the Agrodome, Coliseum and Rollerland, are $135 million.
Appendix E
Hastings Park/PNE
Recommendations for Green Development
Hastings Park could develop a world model green fair development and operations plan to ensure it performs as high as possible on sustainability objectives. Green development practices for consideration in all Approaches should include:
Land Use and Transportation
· Greenway around the site and pedestrian orientation
· Permeable paving where appropriate
· Permeable parking surfaces where possible
· Shared storage, shipping and receiving and transportation systems
· Small scale transportation (golf carts etc...) to move things around the site where possible.
· Full facilities to support bicycles
Buildings
· Greener buildings
· LEED standards in keeping with City facilities
· Energy efficiency increases
· Water efficiency increased
· Use renewable and local materials
· Support reduced waste flows in construction and operation
· Offer habitat on roofs and walls where possible
· Adaptive re-use of existing buildings
· Deconstruction of old buildings and re-use of materials on site where possible (incl landscape)
Landscape and Open Space
· Energy efficient landscape lighting (within safety constraints)
· Habitat based vegetation strategy
· Low irrigation/minimize use of potable water
· No pesticides / no herbicides used in maintenance
· Low emissions / clean fuels
· Information / educational information available on ecosystem / green design elements for visitors
· Locally sourced materials used in landscape
· Reduction of landscape-based material leaving the site during construction
· Explore community group partnerships for site care or monitoring
· Runoff treated to a high level
Infrastructure Systems
· Better energy systems pursued on the site where possible (renewable sources, local, efficient, clean fuels) through the development of a conceptual energy strategy for the project.
· Better water management (reduced, recycled, treated, etc...)
· Better waste management systems (on site composting, recycling, etc...)
· Exploration of innovations for organic waste stream management (incl food, manure, landscape debris, etc...)
Management and Operations
· Green procurement
· As close to zero waste operations as possible
· Sustainable energy sources and high levels of energy efficiency
· Emissions reduction and offsets
· Education of staff
· Monitoring and reporting on performance
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