ADMINISTRATIVE REPORT

TO:

Vancouver City Council

FROM:

The Woodward's Steering Committee

SUBJECT:

Woodward's Redevelopment Update - 101 West Hastings Street:
Request for Expressions of Interest

 

RECOMMENDATION

CITY MANAGER'S COMMENTS

COUNCIL POLICY

On July 28, 1998, Council confirmed principles to provide general guidance to actions and planning in the Downtown Eastside, Chinatown, Gastown and Strathcona areas which included encouraging legitimate commercial activity, improving conditions at the street level, improving or replacing existing Single Room Occupancy ("SRO's"), reducing crime, and helping community people to find allies and seek a common future.

The Heritage Policies and Guidelines (reaffirmed by Council in April 1991) outline a procedure to be followed in applying the heritage bonus provisions as permitted in the Downtown Official Development Plan. The Transfer of Density Policy and Procedure (amended by Council in August 2002) provide that heritage density from a "donor" site may be transferred to a "receiver" site(s). On August 1, 2002, Council approved, in principle, a property tax exemption program for upgraded buildings in the Gastown (HA-2) area. The Woodward's building is outside, but adjacent to the Gastown area.

On April 22, 2003, Vancouver City Council adopted a Project Framework for the redevelopment of Woodward's to evaluate potential civic and other uses for the project, to consider design options and address financial oversight and to develop an inclusive public consultation process. Council also approved the Woodward's project budget in the amount of $300,000 with the source of funds coming from the 2003 Supplementary Capital Budget.

On July 8th, 2003, Council approved the following:

A) THAT Council authorize the Woodward's Steering Committee, through the Director of Real Estate Services, to issue a Request for Expression of Interest ("EOI") for the Woodward's site located at 101 West Hastings Street (the "Site"), to invite submissions from interested developers, tenants, non-market housing sponsors, and others that describe interest and capacity to participate in the redevelopment of the Site, in accordance with the terms set out in the Policy Report "Woodward's Redevelopment Update - 101 West Hastings Street: Request for Expressions of Interest" dated June 24, 2003.

B) THAT Council endorse the Principles for the development of the former Woodward's store as set out in the Policy Report "Woodward's Redevelopment Update - 101 West Hastings Street: Request for Expressions of Interest" dated June 24, 2003, and in the memorandum dated July 7th, 2003 from the Manager, Real Estate Services.

C) THAT the City also consider retaining ownership of the site and possibly acting as developer and owner and commission a study to look at the feasibility of the City pursuing this option.

PURPOSE

This report updates Council on the outcome of the Expressions of Interest call that was structured to invite participation in the development of the former Woodward's site. The goal is to provide Council with as much information about potential private sector developer interest and provide Council the ability to combine different users to best fulfill the City's objectives in redeveloping Woodward's. The City is also considering retaining ownership of the site and has commissioned a study to look at the feasability of the City pursuing this option.

BACKGROUND

In March 2003, Vancouver City Council purchased the former Woodward's department store at 101 West Hastings from the Provincial government. As part of this agreement, the Province agreed to provide funding for 100 units of non-market housing. Throughout May, 2003, staff conducted a number of Community Workshops and an Ideas Fair to solicit feedback from the community for redeveloping the Woodward's site. The Project Framework and Public Process adopted by Council provided for an Expressions of Interest call to be issued to the community at large after the initial round of community consultations had concluded. A set of Guiding Principles were developed and endorsed by Council that all proponents must adhere to. These principles were used to guide the community consultation process, and were formally set out as requirements in the Expression of Interest documents.

The EOI was structured to capture the general interest of those groups wishing to participate in the future of the Woodward's site. Given the complexity of the project and the varying desires expressed by the many different participants attending the Community Workshops and Ideas Fair, staff structured the EOI as a four (4) prong invitation that specifically addressed the needs of the following proponent interest groups:

As no one EOI information package could be uniquely tailored to address all of the different business requirements of each of these potentially interested groups in a succinct manner, each proponent was requested to classify itself by specifically responding to one section comprising the four categories. Respondents were permitted to respond to one or more categories and newspaper advertisements were run across Canada identifying the four (4) categories, together with a general introduction and key timelines.

The EOI framework has created a mechanism whereby City staff can now work with interested respondents to pull together viable partnerships that would ultimately achieve the City's objectives as identified in Council's set of Guiding Principles. The EOI process has been structured to ensure there is flexibility to recommend to Council a combination, or several combinations, of interested proponents who collectively could participate in a successful redevelopment, as determined by Council. The EOI required interested parties to register individual business interests and generally was intended to determine the range and level of interest in the project. Although the EOI was intended only to register developer interest, it is staff's expectation that qualified developers will now be short-listed to participate in the RFP once a series of interviews have been conducted with the City's Woodward's Evaluation Committee.

A total of 44 submissions were received of which: 10 were from developers, 5 were from commercial/retail businesses, 13 were from non-market housing sponsors, and 16 were from non-profit and/or cultural groups. Each submission for each category is summarized as follows:

DEVELOPER SUBMISSIONS (10 submissions):

1. Westbank Projects/Peterson Investments

Westbank Projects/Peterson Investments submitted a proposal wrapped in the original Woodward's shopping bags. This proposal brings together a number of professional consultants under the direction of the architectural firm of Henriquez Partners. The proposed team would consist of community representatives, non-market housing experts, heritage consultants, and green building consultants.

Westbank/Peterson has a record of development in Vancouver and has the financial abilityto undertake a project of the Woodward's scale and magnitude. The proponent has an extensive record of mixed use, residential, institutional, and commercial development and collectively has completed over 1.0 Billion dollars in development projects. The proponent states an understanding of the importance of seeking community input from the onset of the project through to and surviving it's completion. This is the only proposal that recommends the formation of a Management and Operations Committee consisting of stakeholders and residents who would provide Westbank/Peterson and its community partners with feedback and ideas to strengthen the role of the Woodward's project in the community's future.

The proponent's vision sees the project becoming a destination anchored by a low-cost neighborhood grocery store, a pharmacy, tourist oriented galleries, and convenience retail establishments that together would help create a safer street environment. Furthermore, the project would provide low-income housing and relevant spaces and services for the Downtown Eastside community. Health services and medical clinics are anticipated in the development as well as meeting rooms and office space for community groups and associations including a First Nations Healing Centre. Finally, this developer would include a component of market housing in a new high-rise tower and a large institutional tenant such as Simon Fraser University or the Federal Government, if such users were committed to space in the project. The developer would likely seek a CD-1 rezoning of the property.

This developer has selected a number of important community partners including BCIT and the BladeRunners organizations to promote and utilize job training and learning opportunities as part of the project. As the redevelopment moves through the various design and construction stages, Westbank/Peterson proposes to offer students and DTES residents positions to provide training, new skill sets, and work to compliment relevant studies.

The developer advises that it will seek to restore the original 1908 heritage building and will endeavor to maintain as much of the entire facade as possible in order to fully benefit from the new heritage financial incentive policies recently adopted by Council. The stated design goal is to develop an architectural vocabulary which is modern yet draws inspiration from the heritage context of Gastown and the Downtown Eastside: the goal of the architecture being to contribute in a meaningful way to the conservation of the heritage character of the neighborhood. The developer has teamed with Commonwealth Historic Resource Management to assist in this important aspect of the design.

The Westbank/Peterson proposal sets out a commitment to creating buildings using environmentally sensitive design practices. Opportunities for energy and resource savings will be identified early in the project across all design disciplines. The driving principle behind this developer incorporating "green" features in the architectural design is to humanize theliving and working conditions of those using the building while reducing the projects overall energy demands.

The proposal stipulates that a final vision cannot be crafted in the absence of further community discussion, and that the project must be approached without a preconceived solution. If short-listed to participate in the RFP, the proponent would set out more detailed direction for how the overall program, design, massing, heights, and scope of the development would unfold.

2. Columbia Housing Advisory Association

Columbia Housing has submitted a proposal for the development of the entire project, including finding a sponsor for operating the non-market housing component. Although Columbia does not actively manage any housing developments themselves, they are an active and committed participant in the non-market housing sector throughout Canada. As a member of the Co-operative Housing Federation of Canada, Columbia participates in national policy and development matters and is actively involved in regional and local organizations concerned with co-operative, affordable and non-profit housing issues. Columbia has developed and managed projects under the provincial non-profit housing program, HOMES BC, and promotes affordable home ownership through their "Options for Homes" program. A volunteer Board of Directors controls Columbia's policies. Many of the directors have experience living in housing co-operatives and represent a cross-section of service organizations, housing academics, business professionals, lawyers, and community activists. Columbia works with and on behalf of co-operatives and societies in dealing with project architects, builders, and government agencies to ensure sound and liveable projects.

Columbia has a 27 year record developing residential projects in Vancouver worth over $300,000,000 dollars. As developer, Columbia proposes to engage Davidson Yuen Simpson Architects and move forward with the existing Development Permit (DP). Columbia would propose to utilize the heritage bonusing available and will look to partner with an organization that can best use the resulting density. Columbia will utilize the value of the current DP to help reduce costs of re-development.

Although Columbia advises that they do not have the financial resources today to make this project happen, they are confident their vision of an inclusive, well-focused, community that is central to the re-invigoration of the Downtown Eastside is viable. Columbia believes that no development is well served if it is not founded on a sound business plan. Columbia's visionis clear and one of their main goals for the redevelopment is to serve as a catalyst for revitalizing the immediate area surrounding the property. Columbia envisions the building accommodating music and dance studios, theatre space, visual arts and sound stages with the focus on these kinds of activities to bring people to the building and create a friendly, welcoming environment that will assist the community to finding its "soul and heal its wounds". The main objective is to have the building become a people place where everyone is comfortable coming and going.

The development would further incorporate a residential component that will include non-market housing, affordable rental accommodation, and residential units for sale targeted to the affordable home ownership market. Columbia's goal is to provide seamless mixing of tenure forms and residents and when addressing the exterior design, Columbia will strive to have the assisted housing component indistinguishable from the market housing. Columbia's approach will be to act as the overall developer working with a variety of non-profit housing sponsors with a focus on tenant support services providing housing for singles in the DTES. As this would be a planned mixed community, Columbia will not encourage the hardest to house as appropriate residents. However, other sponsors who specialize in serving clients with mental illness or mental challenges, and sponsors who work with families would be specifically invited to participate in the project.

The market housing component will be provided through Columbia's "Options for Homes" affordable home ownership programs. The fundamental premise of this program is to leave the development profit in the hands of the end users as equity for home financing. Columbia's mandate is to provide the most cost effective housing for purchasers, not the most profit for developers. The primary target market would be first time buyers exiting the rental market. Columbia has experience in air-space parceling, strata titling and un-subdivided interests in land. The final form of tenure would be a function of the business needs of the various partners/operators taking parts of the building and would likely be strata titled.

Columbia advises that the retail and commercial uses pose very difficult dilemmas. Columbia's approach would be to minimize the initial investment required and retain/hold the retail and commercial space for future market use until after the residential component is developed and occupied. Columbia acknowledges that this approach may take somewhat longer to accomplish (similar to the Granville Island model), but believes the end result will lead to a more sustainable community.

Columbia advocates using parts of the Woodward's building to accommodate the service need of the resident community that demonstrates the larger society's commitment to encouraging the DTES to develop attributes of a healthy community. This goal would be accomplished by bringing community activists, agencies, and residents together to articulate their vision fortheir community, a process already begun with the City's co-design exercise. Community reference groups could be used during detailed planning stages to review space planning. Existing employment training programs servicing local residents would be included in the construction labor sourcing and final operation of the facility. Columbia states an understanding of the value to the neighborhood economy of sourcing materials and supplies locally and it will encourage its partners and contractors, where possible, to do the same.

Finally, with regards to financing the project, Columbia is investigating the investment opportunities that Real Estate Investment Trust (REIT's) may offer the Woodward's redevelopment. Columbia will also explore various tax deferral investment products that might be applicable to this real estate investment. Quantifying the value of the investment and securing corporate, institutional and government funding sources for the investment would be further explored if Columbia was short-listed into the RFP process.

3. Millennium Properties Ltd.

Millennium Properties is a local developer with investment interests spread throughout the world. This developer is equipped to develop residential, mixed-use, commercial, industrial and institutional projects. Millennium views the Woodward's project as a "landmark" project for its firm; its significance all the more pronounced because of the site's important role as catalyst for the revitalization of a strategic part of the downtown core - an area in which the company already has multi-millions of dollars invested.

Millennium is headquartered in the DTES with its offices in the refurbished Province Building located at 198 West Hastings Street. Millennium has demonstrated its commitment to heritage conversation through its restoration work on this important Class "A" heritage property to its original Edwardian neo-classical detail and design. Millennium literally peeled away decades of neglect in order to recover the essence of the building's exterior and interior and this pioneering effort in restoration of pride and livability in the Victory Square area has been recognized with prestigious awards of "Excellence in Urban Design" from several well regarded industry organizations. The Province Building is now a 21st century office building catering to a variety of tenants requiring state-of-the-art office space in a classical setting, including the multi media campus for the Vancouver Film School.

Millennium has worked with a wide range of local and internationally recognized and award winning architects and is committed to forming a team to make the development a "world class" success story in terms of architectural design and aesthetics excellence. Millennium's vision is to develop the Woodward's site so as to be open and inclusive of the community andmake it permeable to the neighborhood thereby recalling the pattern of the Woodward's department store which opened its doors to the street all around. It is important to Millennium to deliver an economically viable and self-sustaining project which leads to the spiritual and economic revival of the DTES neighborhood in a timely manner. The Woodward's redevelopment would be an engine to generate economic development in the community, particularly by sourcing local neighborhood labour and supplies.

Millennium would redevelop the entire property and would likely rezone the property, if required. The concept for the Woodward's site would reflect its important historic features and at the same time inject new life and opportunity into the neighborhood. Millennium would accomplish this goal through a new sustainable development which would either preserve or replicate the entire historic perimeter of the building, but give way to a new mixed use tower (or towers) rising from a substantial garden courtyard. The street edge, brick facade, and commercial activity along the sidewalk would therefore be preserved.

The proposed redevelopment would consist of social housing, market housing, an arts and culture component, a Native Healing Centre, institutional uses and higher learning facilities, innovative smart/intelligent office space, gardens and public realm, and recreational space. Millennium would also incorporate a grocery store, public style market retail uses, galleries, arts and crafts, cafes and restaurants and other commercial tenancies.

Millennium would integrate the market and non-market housing seamlessly into the project and provide these components with substantial greenery and open space. Millennium is committed to providing up to two hundred (200) units of non-market housing and will utilize the architectural firm of Gomberoff Bell Lyon for this component of the design.

Millennium is open to partnerships and/or business agreements with non-profit organizations and government institutions experienced in offering and managing services and social development programs. The proponent has been consulting with agencies in the community including the Vancouver Resource Society, Coast Foundation Society, and the Vancouver Native Housing Society. The developer advises that it shall provide job opportunities to local people, both during and after completion of the redevelopment, and shall encourage construction contractors to train and utilize local labour. Millennium will also continue furthering it's social contribution to the area through it's "Foundation for Youth" program.

4. The Holborn Group

The Holborn Group controls extensive real estate assets in the Vancouver area and has expertise in hotel development and management, finance, equity markets, property development and management. Holborn has selected Davidson Yuen Simpson Architects(DYSA) as their project architect due to their long history with the Woodward's project and outstanding community reputation for design excellence. DYSA has been developing concepts for the former Woodward's site since 1988 and it is Holborn's intention to move forward with the existing Development Permit, albeit with likely necessary amendments.

This developer is not yet ready to predict the uses that should be incorporated into the site, although Holborn does acknowledge that timely renewal of the site with a mixture of commercial, cultural, academic and a variety of residential uses will be key to stimulating change in the area and suggests that construction could start as early as January 2005. Holborn would expedite the development using fast-track construction phasing.

Holborn advances an interesting notion that redevelopment of the former Woodward's site is not enough, and that the properties located immediately to the west of the subject site should be incorporated into the overall redevelopment plan. Holborn brings value to the project by having already secured prior contractual agreements to expand the scope of the project westward and Holborn intends to create additional flexibility in accommodating a wider variety of uses, while more effectively housing academic, commercial, cultural and residential functions. Holborn intends on utilizing the City's heritage density program and believes the development of the adjacent properties to the west will mitigate some of the challenges in using the potential density on the site, while also providing a more traditional opportunity for incorporating the parking needs of the project directly underground.

Holborn recognizes that it is vital to the surrounding community to activate as much of the site as quickly as possible from both a financial and urban renewal perspective. The company's years of experience with other large projects suggests that a carefully integrated mix of uses will maximize the potential of the development. It is important to Holborn to carefully select uses that support a consistent 24-hour population and create a destination for the citizens of Vancouver and the Lower Mainland to promote increased pedestrian street activity and attract people to the project.

Holborn embraces the City's set of Guiding Principles and proposes to advance these principles into a governing set of "Development Principles" that will be used to determine the range of uses that are appropriate for the site and further articulate the operating and management procedures for the project. The Development Principles would be set out in consultation with the City of Vancouver and would attempt to synthesize the wealth of interest that has been shown in the project to date. The conceptual development stage would see the incorporation of the talents and ideas of people throughout the City, provide opportunities and create synergies for local owners and businesses, and incorporate user group involvement in the design process. Holborn will access the resources of BladeRunners and similar job training programs. Holborn would also formalize lease agreements and major tenancies for the project (whether commercial, educational, and other uses) during theconceptual development stage while commensurately investigating the best methods for incorporating non-market (ie: non-profit) uses. At a minimum, Holborn proposes the creation of two lease areas and/or air space parcels to address the separate non-market needs of the project's 100 units and whichever non-profit societies the City of Vancouver would select for the commercial area.
Holborn makes particular reference to the former Woodward's "W" sign and Christmas displays and makes a firm commitment that both will continue to be a signature for the project. The "W" sign will therefore continue to be visible from points throughout the City. Holborn respects the dignity of the heritage facades and is intent on rehabilitating the exterior walls of the building as long as good construction practices, an accommodation of uses, and the principle of economic viability are maintained. Holborn is further committed to environmental sustainability and will take advantage of DYSA's reputation and understanding of project life cycle costing and development of energy efficient buildings.

5. Concord Pacific Group Inc.

Concord Pacific is a Vancouver based real estate development company that is currently developing two of the largest urban residential and commercial projects in Canada - Concord Pacific Place in downtown Vancouver and Concord City Place in downtown Toronto. Concord is a leading developer of urban master planned residential communities in Canada. To date Concord has developed over 7,000 homes in Vancouver and Toronto and has the in-house expertise to manage all phases of developments including rezoning, planning, design, sales and marketing, project management and construction. Concord has the demonstrated financial capacity to undertake a project of the Woodward's magnitude.

Concord believes in creating neighborhoods that connect with, compliment and help to revitalize its surrounding neighborhoods. Public participation at various stages in the development process is a key component of Concord's stated development philosophy.

Concord proposes to redevelop the former Woodward's site into a mixed-use development similar to the project that they are currently developing across from GM Place in the North East False Creek area. The Concord proposal would include 100 units of non-market housing, a major retailer or corporate office and/or institutional user such as Simon Fraser University, some small-scale street front stores, and market rental housing. The project makeup would be approximately as follows:

Non Market Housing component: 70,000 square feet
Retail Commercial Space (levels 1, 2, and/or 3) 150,000 square feet
Three Market Rental Towers 480,000 square feet

In order to accommodate this development program, the property would have to be rezoned and Concord would request that the City take responsibility for initiating the requisite application. Concord would place the 100 units of non-market housing in a mid-rise tower
to be located on a prominent corner of the site. Three additional market towers would rise up out of the commercial podium providing new affordable rental housing for the community. Concord would design a strong and vibrant base to the development that would cover most of the site and would be occupied by the major retailer, office or institutional user. The anchor use would be a key foundation required to secure the success of the overall development. Although Concord would manage the construction of the retail commercial area, Concord would expect the costs of this area to be borne from other financial sources. Concord would finance the development of the residential market rental towers and is flexible about final management and operation of the property. Concord would consider a number of possibilities ranging from granting an option to the City to manage the property to vending the project into a pension fund.

Although Concord's redevelopment proposal would retain portions of the Woodward's facade, Concord believes the historical aspects of the Woodward's site are not unique in itself. Concord would remove most (and possibly all) of the existing structures. Concord would work with architects and designers to incorporate architectural references to the site's past as achieved in other important City developments such as Cathedral Place. Concord has demonstrated a commitment to the Roundhouse and Yaletown neighborhoods and has implemented innovative and creative design solutions that acknowledge and respect the past while accommodating the future. Consideration would be particularly given to retaining portions of the Woodward's facade in the non-market housing area of the project.

Concord puts forth a very specific vision for Woodward's that would possibly involve a partnership agreement with the City of Vancouver and/or Province and further sets out a number of issues and requirements that would be discussed in the RFP stage. Concord is clear in it's expectations that the land cost would be an up-front contribution by the City to be paid back through deferred amortization over the life of the project. Any environmental issues would be identified early and remediation costs would be capped. Concord is specific in seeking relaxation of current height restrictions and would further require development density increases to accommodate the aforementioned proposed development program and possible flexibility for density transfer. Concord would seek to have the project exempted from Development Cost Levies and Community Amenity Contribution requirements and the Public Art benefit would be specifically allocated towards creating historical references to the site's past. Finally, Concord would explore options for an extended property tax exemption and would investigate Provincial credit enhancements for the project.

Concord's proposed redevelopment plan for the property would provide opportunities for local employment and job training. Concord would retain the services of local architects, engineers,landscape architects, surveyors and other consultants to assist with the development of the site. Concord would retain local contractors and trades to assist in the supply of components, materials, and labour required in the construction of the project. Concord is a proud supporter of local youth employment groups such as BladeRunners and would look to involve such groups.

Concord would look to use local materials and supplies and services for the development activities including goods and services required for building design and infrastructure, marketing, construction, and technology.

6. Concert Properties Ltd.

Concert Properties is one of the largest and most diversified real estate companies in British Columbia The company is owned exclusively by 21 BC Union and management pension plans representing over 200,000 British Columbians whose investments have been made to create sociably responsible, for profit, real estate developments that have enhanced community interests, created local employment, and provided attractive returns to the investing pension plans. Concert has a combined asset base in excess of 7.0 Billion dollars and has the financial capacity, resources, skills, experience, reputation, and track record to work successfully with governmental and non-governmental agencies to maximize the potential of the Woodward's redevelopment project.

Concert has a vast experience in real estate development including the development of residential condominiums, assured rental apartments, resort properties, seniors' residences, as well as industrial and commercial properties for lease and sale. Concert has also provided a broad range of construction and development management services to shareholders, government agencies, non-government agencies, non-profit organizations, and other real estate clients.

Concert's approach to Woodward's is flexible and Concert has no preconceived notion as to the form of development the project should take. Concert's proposal states that it embraces the initiatives established by Council's Guiding Principles, in particular, the inclusion of a significant component of non-market housing, and an open, inclusive and meaningful involvement of the community, special interests, and the City of Vancouver in finalizing the project concept. In particular, Concert embraces the use of Woodward's as a catalyst for expansion of existing and new job training and employment incentive programs and the completion of Woodward's as the economic centre stimulating revitalization of the DTES community.

A fundamental tenant of Concert's proposal for the redevelopment of the Woodward's property is to advance an approach which will have the highest probability of being completedin a timely and effective manner and give the City confidence and certainty that

the necessary financial capacity, and willingness to work with the community on a creative approach to the redevelopment, for the Woodward's site is realized. Concert's proposal, in essence, would result in a partnership agreement with the City of Vancouver whereby Concert and its shareholders would post a development bond, funded entirely by Concert, to guarantee 100% of the construction financing to complete the project in a timely manner, thereby eliminating potential s due to financing difficulties or project abandonment.

Concert advances two distinct approaches for the redevelopment of the Woodward's site. Concert is open to considering the conversion and adaptive reuse of the existing structure or examining the opportunity of full redevelopment should a decision be made to demolish the existing structure. Concert purports that the latter option not only affords greater flexibility with respect to a design that may result in more useable and liveable spaces for the project, but also has the added advantage of greater certainty with respect to project cost and delivery of completion. It is Concert's preference to work within the existing zoning on the belief that the project could be completed at an earlier date. Whether or not the existing Development Permit is utilized would depend upon the City and community preferences with respect to the final mix of uses to be accommodated in the redevelopment and whether or not the existing structure is kept or not.

Concert proposes that two basic alternatives would be advanced at the RFP stage. In either alternative, Concert is prepared to provide overall development management and construction management services, ensure the financial resources to complete the project are available, and operate all or a portion of the property on an ongoing basis. Concert is prepared to examine options whereby the City of Vancouver could retain ownership of the land and/or completed building(s) on a long-term lease basis with a reversion to full ownership by the City of Vancouver in an agreed time frame and upon retirement of the development bond. Under this scenario, Concert would limit its exposure to construction risk and work and act as a development and construction manager for the City on an "open book" basis requiring full financial disclosure of all costs.

Alternatively, Concert is prepared to purchase and retain the Woodward's property to undertake a financially viable redevelopment of the site that is acceptable to the City. Under this scenario, an option for the City to purchase the redeveloped property with specified terms at specified times in the future could be incorporated, Concert would assume all the construction risk, and would manage the project for its own account.

Finally, Concert advises that variations on these alternatives are possible whereby the City may retain ownership of portions of the redeveloped property or where revenue and profit sharing arrangements related to the financial performance of the project could be explored.

If the City elects to have Concert act as development and construction manager on its behalf with ownership remaining with the City, Concert asserts that it would ensure that the project is completed "open book", and on the basis that tenders received under terms of the project agreement are subject to the City's examination and award without additional margin payable to Concert. If the City were to elect for an alternative whereby Concert retains majority ownership in the property and assumes full construction risk, Concert would follow the same practices with respect to provisions of the construction project agreement and tendering and would suggest mechanisms to share savings or profits with the City based on agreed thresholds.

Concert advises that it has been an active participant and supporter of both the BladeRunners and Tradeworks programs for many years. In addition, Concert has established a substantial endowment for BCIT, which is available to students in the final term of their training (based on financial need) to cover expenses and ensure completion of their trades education, and has been a lead sponsor of BCIT's "Trades Discovery" and bursary programs. Concert would ensure that opportunities for incorporation of local employment and job training through these programs, as well as ACCESS, is maximized in the redevelopment of the Woodward's property.

Concert has a strong preference for and record of including local content of labour, materials, and supplies in all its developments and would carry this practice forward with Woodward's. Concert proposes to further complete the redevelopment of the site under a construction agreement established through liaison with the BC & Yukon Territory Building and Construction Trades Council and in consultation with the BC Federation of Labour.

7. Kingswood Capital Corporation

Kingswood Capital Corporation and its affiliated companies have many years of experience in all facets of urban development projects including commercial and residential projects, institutional, industrial and mixed-use ventures, many of a varied and challenging nature. Kingswood is dedicated to academic-associated enterprises, heritage restoration, and undertaking complex mixed-use developments. The proponent is restoring the former Bank of Montreal building on Granville Street and is a leader in adaptive reuse as demonstrated at the American Canning Company project located at 611 Alexander Street and high tech development at 910 Mainland Street (the former Hudson Bay warehouse). Kingswood is capable of assuming total responsibility for the financing and management of a project of Woodward's scale and complexity.

Kingswood has brought together a consulting team headed by Paul Merrick Architects and Urbanics Consultants Ltd. Both of these professional firms have a long standing in Vancouverand are internationally recognized for their real estate design, contextual urban planning, restoration and heritage work, public realm consulting, environmental sustainability, and project management experience. This team has a strong understanding of the social, cultural, and economic facets of Gastown and the DTES community having worked extensively on various projects in these neighborhoods. Kingswood's proposal clearly sets out a dedication to ensuring that its development solutions will meet, and indeed exceed, the community's expectations in revitalizing the DTES of Vancouver in order to re-knit the Woodward's site with it's surrounding community.

Kingswood strongly advocates that in order to create a project which is truly financially viable and self-sustaining that the existing buildings, for the most part, would be demolished. The original building, virtually 100 years old, located at the northwest corner of Hastings and Abbott Streets would, however, be restored together with the signature "W" tower sign to its historical "opening day" stature and a truly significant heritage statement would be made to be celebrated by the community for the years to come. Kingswood advises that demolition of most of the site would help to avoid enormous challenges and untoward costs of ensuring that the existing structures comply with all national and local building codes including the significant costs associated with seismic upgrading. An unencumbered site will also permit the creation of buildings that will more readily relate to the functional and operating requirements of the major new uses for the site while commensurately addressing a number of other important urban planning and urban design objectives that cannot be as readily realized through the retention of the existing structures. Demolition will further permit the construction of two new levels of underground parking and will assist in the creation of internal public spaces more easily accessible to the neighborhood at large so as to provide a comfortable home to DTES residents, workers, and those seeking a unique social and cultural experience.

Kingswood is prepared to redevelop the entire property although in one or two instances there remains the possibility of an institution building its own facilities within a separate air space parcel. The redevelopment of the site may be extended westward to incorporate the adjoining properties which would provide better visibility and linkages to the surrounding neighborhoods, greater flexibility with respect to vehicular access to the site, greater latitude in involving artisans in a market "platform" (explained below), and would improve the overall economic viability of the project. Kingswood advises that they have undertaken considerable work with regards to how the project might best be served in terms of deliveries, compactors, waste management, storage, warehousing, and other back-of-house facilities and operations.

Kingswood puts forth a detailed program for the redevelopment of Woodward's; one that incorporates the continued involvement of the talents of neighborhood groups during the detailed design process. One of Kingswood's principle reasons for pursuing this project is to continue its long-held relationship in accommodating the facility requirements of Simon Fraser University, particularly in the downtown core and Kingswood intends on creating a new 150,000 square foot home for SFU in the project. Furthermore, Kingswood willincorporate other important educational facilities and institutions and will include a substantial (up to 100,000 square feet) commercial and cultural home that combines programs that are currently scattered throughout the City. Kingswood would also provide space for information technology associations and related incubator firms. The project would incorporate innovative "nostalgic retailing" together with some conventional retail facilities including a small grocery store, neighborhood service facilities, recreation and entertainment facilities, and possibly one or two small but important traffic generating retailers.

A major component to the redevelopment would be a unique cultural, arts, festival oriented public market on the second floor of a three level commercial podium. This public market would be designed to specifically harness the talents and skills of residents in the Gastown/DTES community - creating an opportunity to "fabricate" in public and to engage "in a very rich, fine grained public market like experience". A careful selection of a broad range of artisans and craftspeople should result in a very rich "pastiche" of services and products that will be of great interest to the neighborhood, the downtown area, and the general public at large. This festive-like marketplace would be enhanced with a central Galleria/rotunda serving as a "Trocadero" for the neighborhood and an area for presentations, special events, buskering, and other theatrical and cultural activities. The marketplace would serve as a destination, not only for people interested in a unique cultural experience, but also for those interested in interacting with gifted artisans and talented craftspeople. Like Granville Island, this type of public marketplace would serve as an incubator for additional creative and specialized talents like glass blowing, stained glass making, wood crafting and carving, pottery, weaving, ceramics, silversmiths, fibre crafts, tapestry, engraving, photography, painting, sketching, graphic artists, fashion design, costume jewelry, leatherwork, specialty foods, hobbies, leisure goods and toys, computer graphics, and much more. The synergies created within the market will act as an economic engine sparking entrepreneurial fires that will jump existing street fire walls and ignite business activities in the surrounding blocks and neighborhoods.

Other uses to be incorporated into the redevelopment would include a variety of restaurants, a rich palate of community services and facilities like a daycare centre (preferable on a roof with a sunlit play area for children), a small gymnasium, a meeting hall, a crafts room, a seniors lounge, a party room, and a health/fitness centre. It is important to Kingswood to animate the street front and optimize pedestrian interaction with store related products, activities, and displays, particularly during the Christmas season.

Different forms of housing will also be prominent components in the project. Kingswood would incorporate at least one hundred and twenty (120) units of non-market housing, including residential homes for the core needy, rental accommodations for seniors and other "affordable" related housing. The proponent has been in discussions with Access Building Association who has extensive experience together with CORE Artists Live/Work Co-operative in social/non-market housing. Studio and loft units would be constructed to target the student, commercial artists, and cultural market, and live/work housing would be designedto accommodate the service provider industry. Finally, a variety of market oriented rental and sale condominiums would be built. In order for this proposal to move forward, Kingswood would rezone the property to CD-1 to obtain approvals for the height and density concessions sought.

Kingswood advises that it will make every effort to reach out to local residents who can qualify for work during all facets of construction and tenant co-ordination phases. In addition, Kingswood would structure the property management functions to not only accommodate those already experienced in building janitorial and related trades, but to set up an on-site training program to guide and assist those interested in employment, particularly those who are in need of a starter job. Kingswood intends to source local material and supplies.

8. Big "W" Development Inc.

Big "W" Development Inc. is a new company that has been created specifically to redevelop the entire Woodward's property. The principal behind this company has experience in managing, developing and leasing property and completed the 110,000 square foot retrofit to the 1912 Class "A" BC Electric Building located at 425 Carrall Street. Big "W" intends on engaging Davidson Yuen Simpson Architects to lead a comprehensive team of development professionals that would include specialists in heritage restoration, urban landscapes, multi-family housing, commercial and retail leasing as well as engineers, environmental consultants, geothermal technicians, and lighting specialists to complete the Woodward's project in an economically and ecologically sound manner. Under Big "W"'s proposal, the "New Woodward's" would be a multi-use, multi-purpose hub and focal point for the neighborhood, an attraction for visitors to Vancouver and a spur for local economic development. The New Woodward's would create a dynamic, animated and synergetic environment that would attract a diverse, multi-cultural and multi-layered array of tenants and visitors and would be open 24 months after construction commences with a target opening date of December 2005. Community and cultural organizations, retail and commercial tenants and residents would live and work in a multifaceted, multi-functional environment. Indeed, the New Woodward's would be an integrated building in an integrated community.

Big "W" is intent on moving forward with the existing Development Permit and Building Permit, with amendments. This developer proposes to construct the following residential and commercial components:

Housing (total of 385,000 square feet on level 2 through 8 of the building):

100 units of mixed non-market housing; and,
100 units of low-end market housing; and,
100 units of artisan live/work studios; and,
100 units of loft style market housing

Commercial/Retail (total 255,000 square feet):

Parking level, including bicycle storage 40,000 square feet
Lower Main Floor Retail 40,000 square feet
Main Floor Retail/Commercial and Cultural Centre 80,000 square feet
Level 2, Community Services, Retail and Offices 60,000 square feet
Level 3, Restaurant, First Nations Centre, Offices 35,000 square feet

The proposed mix of residential, commercial, retail, cultural, and community elements in this project would help create a self-sustaining building in which one could conceivably live, work, shop, and enjoy recreation and cultural pursuits. Big "W" envisions up to 3,000 people living or working in the New Woodward's and the building would become once again the heart, soul, and hub of the community. The provision of a new cultural and community centre together with a wide spectrum of live/work, loft, and a mix of market and non-market housing facilities, a range of commercial and retail space, social services catering to residents and community organizations, child care services, education, training and recreation opportunities would enhance the socio-economic base of the existing neighborhood. The proponent has initiated discussions with the Affordable Housing Society as a potential partner for operating both the non-market and rental housing. A 20,000 square foot First Nations Centre of Excellence on the third level would be a place of learning, growth, and sharing for aboriginal and non-aboriginal people and would be housed in a magnificent cedar and glass complex designed as a North West Coast village long-house, adorned with 22 individually carved house posts. The project would also include an Aboriginal Tourist Centre (with resource library and activity area), a Native Healing, Botanical, and Health Centre, an Employment Centre, an Art and Carving Gallery, a Cultural Centre with meeting rooms, offices, drop-in areas, and an internet café as well as other functional spaces in the building that would welcome artists and musicians. The proponent further envisions the creation of a 15,000 square foot glass covered atrium that would serve as a multipurpose facility to be used for daily/weekend or weekday functions, art displays, music, and dances.

Big "W" is committed to the heritage restoration of Woodward's and the developer's intention would be to retain the entire structure with the exception of the 1908 portion at Hastings and Abbott Streets. The developer's technical findings indicate that the exterior brick in this section of the building has a short life expectancy which makes it impractical for building purposes. The 1908 section would be replicated in new concrete and brick construction, including the cornice work. The "W" sign will be illuminated and made fully functional, the former Christmas displays would be refurbished and/or updated by local artists, the windows will be restored or replaced as necessary to original design specifications but with increased insulation, the cornices and brickwork will be restored or replaced with replicas, the canopies would be removed, restored and replaced with new glass and steel framework and extended to the full building perimeter along the streetscape and the areaways would have new glass blocks and high intensity halogen lighting installed that would serve to dramatize the facade. Additional features that would be added include a neon band encircling the roof, public noticeboards, free-use internet stations, several new entrances and exits on Abbott Street, Hastings Street, and Cordova Street, a 60,000 square foot public roof garden, and covered glass atrium.

The New Woodward's would be an environmentally sustainable project that would encourage the reduction in use of materials resources, promote recycling, retention and/or salvage of existing building materials where feasible, and specify materials with high recycled content. Big "W" would install a geothermal exchange system for heating and ventilation which would eliminate 75% of hydro or steam heating dependancy, and would further install energy efficient lighting systems to reduce electrical consumption. In order to reduce greenhouse gas impacts, consideration would be given to renewable energy sources including ground oriented heat pumps and natural ventilation. As well, Big "W" would improve indoor air quality by utilizing non toxic flooring, low off gassing VOC paints, water based finishes for wood and urea-formaldehyde free materials. High performance windows would be installed that are low-E coated, double glazed and gas filled. Water use would be reduced by incorporating low flow fixtures, water efficient appliances and drought tolerant landscaping.

Big "W"'s advocates the use of different technologies. This developer would provide high-speed internet access throughout the building, would install 50 digital cameras around the construction site to make the entire redevelopment process visible to the public, as these cameras would send signals to large display screens affixed to the building's exterior, and would configure an interactive project web site. As well, interactive kiosks would be equipped with large monitors, directly linked to the cameras, and a messaging ticker would announce real time job openings and local community events. Other high-tech features of the building would entail 802.11 bit wireless internet access, network connections in every suite and office, multiple OC3 fiber optics connections, multiple independent power generators, a satellite system and high-end security and monitoring systems.

Big "W" is committed to sourcing materials and supplies locally and will make every attempt to use the existing pool of human resources in the DTES, accessing programs such as BladeRunners, Tradeworks Training Society, and First Nations employment programs. Once the New Woodward's in is operation, there will be an ongoing requirement for janitors, security personnel, maintenance staff, and approximately 30 permanent employment opportunities would be generated.

9. Onni Group of Companies

The Onni Group of Companies is a local developer and property manager with a strong commitment to quality, value, the environment and the community. Onni professionally develops and manages residential, industrial, office and retail construction projects throughout BC and Alberta and has developed more than 800 residential units and over 1,000,000 square feet of office and industrial property in Western Canada.

Onni advises that it's development philosophy would closely follow the Guiding Principleslaid down by City Council and such principles would play an important role in the entire development. The proponent's challenge would be to come up with a redevelopment scenario that is consistent with the social, heritage, and revitalization objectives of the City.

Onni prides itself on using competitive local labour and materials in all of it's development projects. Onni is interested in incorporating important historic aspects of the former Woodward's building where they are appropriate and feasible.

Onni would consider a wide range of uses for the site and advises that a rezoning of the property might be necessary.

10. 20/20 Properties Inc.

20/20 Properties Inc. was incorporated in 2001 and primarily is involved in the real estate syndication business. The company has recently completed eleven real estate syndications for resale and anticipates company sales for 2003 to exceed $86,000,000. This proponent has created a "virtually hassle-free approach to real estate investing" with the development of an "Equity Club Program" (the "Program"). The principles of the company have participated in the successful acquisition, renovation, and resale of over $750,000,000 in multi-family properties and 20/20 provides investors opportunities to purchase varying investment products and services.

20/20 targets growth oriented opportunities and believes the Woodward's building has the potential to be a catalyst for revitalization of a troubled section of downtown Vancouver, and through careful planning feels the site could become both a financial and community success
story. 20/20 envisions a complex capable of supporting a broad range of profit and non-profit entities. The sheer mass of Woodward's opens up many viable scenarios of mixed-use development and 20/20's approach would be to develop an eclectic urban community within the context of the existing building together with the addition of a new high-rise residential tower designed to rise from a refurbished building core. The proponent would partition the building into independent functional cells and suggests the creation of possibly four distinct cells that would be separated by a permanent barrier within the building. The Abbott Street cell could function as the community focus, with storefronts dedicated to social service outlets with a separate elevator core servicing non-market housing above. The Cordova Street cell could host market retailers and restaurants at grade, while the elevator core in this section would service affordable market rental units above. The Hastings Street section could tenant a small-medium sized box retailer, with the core serving live/work lofts or commercial space above. A remaining cell in the centre of the building would contain a variety of multi-purpose facilities that do not require windows. Such uses may include film studios, theatres, nightclubs, museums, and recreation centres.

20/20's proposal states that it is most interested in developing the market housing component,but would be prepared to spearhead the entire development with pre-established alliances for the various other non-market and non-residential uses. Alternatively, 20/20 would entertain a bulk purchase of all or most of the market residential units on some form of turn-key basis with the City or other developers. Utilizing their Equity Club Program, 20/20 would intend on pre-selling all the market units in a short period of time. 20/20 notes of key importance the fact that their Program is geared towards creating viable rental units to target low, medium and high-income markets, and even the non-market housing could fall under the Program.

Heritage retention of the existing structure is identified as an important goal for the proponent. 20/20 would retain the existing heritage facade, the outer ring of floor space, and the landmark "W". 20/20 believes it is entirely likely that the implementation of the facade retention grants, heritage density bonuses, and property tax relief would provide enough financial incentives to deliver a viable project that would see the City recovering a land value at or above the price paid for the property.

20/20 states that it is not adverse to implementing some form of local employment program and would endeavor to support the neighborhood business community, provided it was not a financial detriment to the overall viability of the development. 20/20's corporate business practices around management and operation of their completed projects would not lead to a continued interest in the property and a third party firm would take control after completion.

20/20 advises that it has the combined management experience, together with its general contractor, to be fully equipped to work with the City regulatory process to resolve various rezoning, design, heritage, construction, and community issues with expediency and diplomacy. The company is anxious to embrace the political sensitivities surrounding the project, as the project represents an excellent opportunity to enhance the company's position in the eyes of the local public, while simultaneously serving the needs of our City.

COMMERCIAL AND RETAIL BUSINESSES (5 submissions):

1. Army & Navy Department Store

Army & Navy Department Stores has submitted a proposal to lease approximately 60,000 square feet, although a floor area ranging from 50,000 to 65,000 square feet is noted as being acceptable. Army & Navy has been operating in the Downtown Eastside for over 60 years and is very excited about participating in the redevelopment of the former Woodward's site. Army & Navy advises that they have outlived the useful life of their existing premises at 74 Cordova Street and wish to preserve their presence in the DTES in a more modern and efficient store location to better serve their clientele.

Army & Navy is Canada's original discount department store and has been in operation since 1919. The company currently operates five stores in British Columbia and Alberta and hasrecently opened a flagship location in Langley. Army & Navy specializes in the retail of quality, value priced merchandise covering a wide spectrum ranging from most department store goods, camping products, groceries, fishing and hunting items, linens, hard goods, and family fashions. Most of this firms employees live in close proximity to the stores they work in and it is expected that most employees from the existing store would be relocated into the redeveloped Woodward's.

Army & Navy sets out standard requirements for its base building specifications to be provided by the project landlord and seeks to secure parking in the Cordova Parkade to satisfy retail parking requirements of three stalls per thousand square feet of store area. Army & Navy requires ground floor space and puts forward a request that the City consider parking validation for its customers.

The interest of Army & Navy in Woodward's is very strong and the company believes that their new store will bring life, vibrancy, and vitality to the development and that the new store format will be well received not only by the immediate neighborhood, but also by the community at large, including Vancouver, Burnaby, Richmond, and the North Shore.

2. Vancouver Reggae Music Festival (dba "Hot Reggae Café")

This commercial tenant has applied to the City to lease approximately 2,500 square feet of space, preferably on the ground floor, for use as a family oriented Caribbean themed supper club. This tenant is agreeable to paying a market rent for space and is seeking a minimum ten year term. The conditions of a lease would be predicated on a tenant improvement package to be negotiated with the City.

The business philosophy of the Hot Reggae Café is to establish an entertainment business complete with a Carribean themed restaurant and supper club. The eatery would be a cultural mosaic and "fun spot" of downtown Vancouver. The restaurant would feature a diverse mix of entertainers, employees, and guests. The business would hire an operations staff of twelve to fifteen people of which seven employees would be full time and the balance part time. The entire staff would reside within the Downtown Eastside, East Vancouver, and Mount Pleasant neighborhoods and would include a contingent of trained First Nations personnel as caterers.

The principal of this tenancy was born and raised in Trinidad and came to Vancouver in the late 60's to undertake a studies program at Simon Fraser University. He would go on to complete a Bachelor of Arts and Masters in Business Administration in Marketing, and then form one of the most formidable "steel bands" in Vancouver as part of the Caribbean Canadian Association he helped form. The principal of this tenant is proud of his proprietorship skills and lists numerous successes in promoting many Carribean bands and festivals and notes of interest his organization of Vancouver's first street Carnival dance alongVictoria Drive which assembled in Trout Lake Park and was addressed by several key note speakers including representatives from the Federal Government and the late Rosemary Brown. Finally, the principal of this tenant advises that he has traveled world wide as a Canadian National Track and Field coach and has mentored many local athletes who subsequently represented Canada in the Olympics and/or went on to obtain US University Scholarships.

3. Bekins Moving and Storage

Bekins opened its doors in Vancouver in 1924 one block from the former Woodward's store in the building now known as the Sun Tower (Bekins sold the property to the Vancouver Sun in the late 1930's). Bekins is excited about the opportunity to return to its roots in Vancouver and has put forth a proposal to either lease or purchase space in Woodward's; specifically the entire basement and sub-basement areas (or portions thereof as long as a minimum size of 35,000 square feet can be assembled) and approximately 2,000 to 6,000 square feet of space on the main floor level adjacent to the existing Cordova Street loading bays. Bekins would prefer to purchase the space outright, but is agreeable to paying market gross rents under a lease term spanning twenty to forty years.

Bekins' vision for the space is that of a modern day hybrid storage facility that would include a combination of service commercial, office and warehouse spaces. The service commercial space would accommodate the relocation of the existing Richmond office moving division, the offices would be primarily used by Bekins although some offices may be sublet to other firms, and the majority of the space would be used for self-storage purposes by residential and office clients in the downtown core and DTES area. Bekins will require approximately 20 customer parking stalls, four staff stalls, and a minimum of two dedicated dock loading locations for moving vans. Bekins expects that the Cordova Parkade could accommodate the majority of their parking requirements.

1. The Spirit Gallery

The Spirit Gallery has operated a successful Aboriginal Art Gallery location in Horseshoe Bay since 1991 and is looking to expand into a second store in the heart of Vancouver's tourist market. The Spirit Gallery is seeking to lease approximately 3,500 to 5,000 square feet of space and visions a store configured as a traditional Long-house complete with cedar walls and carved front entrance posts. The store would carry a wide range of product lines ranging from carvings, furniture, clothing, vases, framed art works, masks, sculptures and jewelry through to larger items such as totem poles, bentwood boxes, and other large custom designed pieces. The Gallery will host a plethora of beautiful artwork and showcase story boards of culture.

The store would cater to local customers as well as high-end collectors, museums, andinternational clients. It is expected that the Gallery would be commissioned to produce special order pieces for its clientele, both local and abroad. Pricing of products would range from $5.00 souvenirs to works of $10,000.00 and more. All products sold at the Gallery would be made in Canada and ninety-five percent of the inventory would be supplied by local native artists and companies. The store will provide Aboriginal artists with a prestigious venue from which to showcase their artwork. A sense of confidence would prevail where artwork is presented to potential clients in a secure, knowledgeable, sensitive and respectful manner. Depending on the proximity to other cultural facilities in the project, the Gallery would encourage native carvers to demonstrate their talents right in the project and such demonstrations would serve to educate and enlighten tourists and local residents on the history and process in creating different pieces.

The Spirit Gallery advances an important notion that the store would serve to develop the talents and capacity within the native community and promote ownership of businesses with other First Nation Canadians. The Gallery would employ at least four full time, four part time, and four seasonal employees as well as offer training opportunities to as many Aboriginal people as possible.

The principal owner of the Gallery is a prominent, well established Squamish Nation artist who has served as a Squamish Nation Cultural Trainer who proudly shares his language, songs and carvings as part of the history of his people. The operators further purport to bring strong marketing experience, accounting knowledge, inventory and quality controls, customer service and management skills to their business. Having developed strategic alliances with other contemporary native art dealers and artisans based on trust and respect has further positioned the Spirit Gallery at the forefront of the Canadian Aboriginal art community. These alliances help to keep the Gallery abreast of industry issues, market opportunities, and business trends.

Northwest Coast Artwork has been developing for many years. The artwork has become more and more popular over the last few decades as there is an increased worldwide awareness, appreciation, and understanding of the culture. Artist like Mungo Martin, Henry Hunt, Bill Reid, and Robert Davidson have led the way in today's market, following the paths set out for them by their ancestors. Local Native art has a long, proud, and complex history, and while traditions remain strong, innovations flourish among contemporary artists. The Spirit Gallery's moto is clear: Art that stays alive, keeps a culture alive.

2. Mr. Gil Yaron

Mr. Yaron has submitted a proposal to lease 10,000 to 15,000 square feet for a new commercial tenancy. The proposal is at the conceptual stage and very few details are available at this time. As the business plan evolves, this commercial tenant expects to be in a position to provide more details over the coming months. Such details would include capacity to payannual gross rent, extent of tenant improvements desired, and other requirements regarding parking. One of the key focuses of this tenancy will be to establish an environment that applies leading human relations policies and gives preference, support, and training to keen, marginalized workers.

NON-MARKET HOUSING SPONSORS (13 submissions):

An important term and condition of the original contract of purchase and sale of the Woodward's property signed with the Province required the Province to fund 100 units of non-market housing that would accommodate a mix of 20% low-end of market rent households, 20% shallow core-need households, and 60% deep core-need households. The units would be divided into 40 for family oriented housing and 60 for non-family housing. The Expression of Interest was structured to specifically seek a bona fide sponsor to build and manage this important component of the redevelopment.

1. Access Building Association

Access Building Society is a well established developer of non-market housing. They propose to develop 30 units (5 studio, 20 1-bedroom, and 5 2-bedroom units) modelled on the C0RE Artists Live/Work Co-operative. The CORE Artists Live/Work Co-operative is located in the Edge (Alexander and Gore) and was developed by Access, in partnership with the City, in 1998. Co-op members in the Woodward's artist live/work project would be low and modest income working artists.

2. Affordable Housing Society

The Affordable Housing Society is the largest private non-profit housing society in Western Canada. They manage a portfolio of 39 projects containing 2,470 units serving families, seniors, singles/couples and those with special needs. They operate 3 projects in the Downtown Eastside now. Affordable is interested in developing all 100 non-market units currently funded, and identified the mix of families and singles/couples and the inclusion of family units in a heritage renovation as particular challenges; Affordable's experience is that families prefer parking within the building they live in and good access to open space for children's play, both of which might be easier to provide in a new building.

3. Alexandra Housing Society

Alexandra Housing Society did not provide a full submission and submitted a letter only. The Society operates two projects in Hastings-Sunrise with 47 units in total which accommodate a mix of families and singles. They are prepared to work in partnership with whichever non-market housing sponsor is selected for Woodwards.

4. Central City Mission Foundation

The Central City Mission Foundation did not provide a full submission and submitted a letter only. The Foundation has purchased and renovated two Single Room Occupancy hotels in the Downtown Eastside with a total of 118 rooms. They are interested in developing the 100 non-market units currently funded for Woodwards and working with the other partners to revitalize the neighbourhood.

5. Coast Foundation

Coast Foundation provides housing and support services to over 500 mental health consumers. They operate 8 non-market projects of their own in Vancouver, and provide services and manage units in projects operated by other non-market housing sponsors as well as in market rental buildings. They operate two clubhouses in Vancouver that provide integrated services to the mentally ill. Coast would like to have access to 20 - 30 of the non-market units in Woodwards to serve the mentally ill. Coast would partner with the non-market sponsor or sponsors selected by Council for the development of the 100 units of Woodward's non-market housing and with VCHA in the provision of support services.

6. Columbia Housing Advisory Association

Columbia Housing submitted proposals under the non-market housing as well as the developer category. Columbia is a well-established developer of non-market housing. They would develop the 100 units of non-market housing as part of their larger concept, or, if they were not selected as the developer for the whole redevelopment, they would develop the 100 units through a partnership of non-market housing sponsors, each specializing in a particular need e.g. families, singles living in SROs, those with mental illness, those in recovery, etc. but, because of the mixed nature of the project, not likely the hardest-to-house. Columbia envisions a "seamless mixing of tenure forms and residents".

7. Entre Nous Femmes Housing Society

Entre Nous operates 8 non-market housing projects in the region, of which 5 are in Vancouver. Their focus is providing housing for low and modest income families. They are interested in operating the 40 units of family non-market housing units proposed for Woodwards as part of an integrated non-market housing partnership.

8. Henderson Development

Henderson is the developer of International Village. There are two sites set aside for non-market housing in International Village with a total capacity of 140 units. Given the lack of Federal or Provincial funding to build out the non-market potential in International Village, Henderson proposes that some or all of the International Village non-market housing potential be transferred to Woodwards and the International Village non-market sites be converted to market housing. This would increase the value of the sites. The City and Henderson could share the increase with the City's share to be invested in the Woodward's non-market housing.

9. Ken Logan

Mr. Logan proposes to develop housing in Woodwards for 170 homeless and seniors with low or no income. During the 2010 Winter Games it would accommodate 170 athletes. It would be supportive permanent housing with dining and other services, and the dining room would offer inexpensive meals to the public. Mr. Logan does not represent a non-profit society, and would form one if selected as the sponsor of the Woodwards non-market housing.

10. McLaren Housing Society

McLaren Housing Society provides housing and services to persons with HIV/AIDs. They operate 52 units in two buildings in the downtown, and 32 portable housing units throughout the region. They provide housing and services in partnership with other non-market housing sponsors, and would like to be part of a non-market housing partnership for Woodwards.

11. Portland Hotel Society

The Portland Hotel Society operates 5 non-market housing projects in the city, 4 of which are in the Downtown Eastside. The Portland provides housing and services to the homeless and those most at risk of homelessness. In addition, the Portland is involved in community development in the Downtown Eastside, including heritage revitalization. The Portland seeks to develop at least 100 units of non-market housing in Woodwards that would serve those most at risk of homelessness who presently live in the Downtown Eastside.

12. Red Door Housing Society

Red Door Housing Society operates 10 non-market housing projects in the region, of which 3 are in Vancouver. Their focus is serving low and modest income families. Red Door isinterested in sponsoring the family non-market housing units in Woodwards, in partnership with other non-market housing sponsors who would sponsor the singles/couples units.

13. Vancouver Resource Society

Vancouver Resource Society operate 18 houses and units in 3 apartment buildings in the region, most of which are in Vancouver, that accommodate 150 people with a variety of physical disabilities. VRS proposes to be the sponsor of 50 units in Woodwards, of which 20 would be non-market units for people with disabilities and 30 would be market units that would subsidize the non-market units. VRS would develop the non-market units in Woodwards in partnership with other non-market housing sponsors, and would hope to achieve more than the 100 units of non-market housing currently funded.

NON-PROFIT SOCIETIES, SOCIAL AND CULTURAL GROUPS ( 16 submissions):

1. Simon Fraser University: School for the Contemporary Arts

Simon Fraser University has been one of the province's leading educational institutions for over 37 years and ranks among the leading universities throughout the country. Simon Fraser University is proposing to relocate their School for the Contemporary Arts from Burnaby to the Woodward's building and would incorporate the Bill Reid Foundation Gallery and Centre A - the Vancouver Centre for Asian Art - in the same facility. The vision of the partnership is to create a vibrant arts, culture and education centre that will have multiple benefits for students, the arts community, the economy, and the Downtown Eastside community. The University has had interest in relocating to the Woodward's building for over 10 years now and would like to be an active partner in contributing to the revitalization of the area.

Simon Fraser University opened its Burnaby campus in 1965 and expanded to open the Harbour Centre campus in the heart of downtown in 1989. The business affairs of the University are governed by a 15 member Board of Governors, comprised of the Chancellor, the President, 2 elected faculty members, 2 elected students, 1 elected staff member, and 8 individuals appointed by the Provincial government. The University has an annual operating revenue of $350 million, a significant percentage of which is funded by the Provincial government, and has a proven track record of success in fundraising endeavors. They expect that renovation and construction costs would total between $30 to $35 million, and annual operating costs for the Centre would be approximately $3.5 million dollars, all costs which the University would support entirely, seeking no additional funding or subsidies from the City of Vancouver. The Bill Reid Foundation and Centre A would also be responsible for raising their own funding for the project - expected to be $5 million and $3 millionrespectively - and would partner with SFU's School for Contemporary Arts so as to be "tenants" of the School.

The SFU School for Contemporary Arts in Woodward's building would be "a dynamic centre of arts education, public performance and installations" that would not only reestablish the area as a focus in the downtown core, revitalizing the Downtown Eastside, but also stimulate the cultural enterprise sector of the economy. Working in partnership with the Bill Reid Foundation and Centre A, the School for Contemporary Arts would create an arts centre that would not only attract students, the general public and tourists to the area, but would also work together with the citizens the Downtown Eastside community for collaborative projects. SFU has a been involved in several community education program in the Downtown Eastside over the past several years, including but not limited to: the HIPPY program, V6A Desktop Publishing Program and NewChapter. The University has suggested offering local residents participation in and access to projects such as art mentorship programs for youth, public art exhibits, an aboriginal art program, non-credit and seminar courses or other special projects, and the School's facilities would also be available for use by the local community.

Simon Fraser University and their partners the Bill Reid Foundation and Centre A are seeking approximately 180,000 square feet of space for joint use and are open to constructing facilities in the existing building or a new development. Space would be needed for: the Woodward's Digital Cinema, World Art Stage, an experimental performance theatre, a multimedia teaching complex, gallery space, the Praxis Centre for Screenwriters, as well as for the allied gallery partners. They are also open to working collaboratively with non-market housing developers or other partners for the ultimate success of the Woodward's project.

2. Vancouver Community College: VCC's Contemporary Design Centre and School of Music

Vancouver Community College is a well renowned educational institution, serving a diverse urban community and providing students with "the skills to improve their lives, their job opportunities and their career prospects". VCC has a reputation for providing quality education with good value and has been a strong presence and partner in the community for almost 40 years. VCC is proposing to establish the Contemporary Design Centre and School of Music in the Woodward's building, a project that will enhance the local community and contribute to its revitalization.

The Vancouver Community College was founded in 1965 and currently serves over 25,000 students (both full time and part time), making it the oldest and largest college in British Columbia. VCC is governed by a 12 member board: 8 members which are appointed by the Provincial government and four members which are elected by faculty, staff and students ofthe college. The College is funded by the Ministry of Advanced Education of the Provincial government and has an annual budget of approximately $84 million dollars which includes funds from the Ministry, student tuition fees and ancillary and contract revenues. The Vancouver Community College Foundation is a charitable organization that was incorporated in 1983 and is the fundraising arm of the institution. To date, the Foundation has raised over $6 million dollars for scholarships, awards, and bursaries for students, as well as for equipment purchases not funded through the government. The VCC Foundation is also governed by a board of directors.

VCC is seeking a multi-purpose space in the Woodward's building for their "Contemporary Design Centre and School of Music". The Centre will house: a performance space, a jewellery outlet to showcase designers, a jewellery art and design lab, drawing studios, fashion arts and interior design labs, music practice space, and classroom and office space. VCC will continue to build on their reputation as being a strong community partner by offering use of many of the facilities in the Woodward's building to the local community, outside of regular college instruction hours. This would provide residents with the opportunity to participate in concerts, lessons and workshops and the new location would allow VCC to better partner with agencies and organizations that serve the local community. VCC sees the Centre as being a unique facility that collaborates with other agencies to provide the best education and programming for people throughout Vancouver and from the immediate area. The College has already had preliminary discussions with another institution interested in participating in the Woodward's project, with the intent that both institutions provide complementary programming and services.

VCC is seeking approximately 57,000 square feet (gross) of space to operate the Centre and some facility changes will need to be made in order to best deliver their programming. The amount of rent that the institution would pay, as indicated by market rates, would need to be discussed at a later date when the plans for the project are made clearer. The College operates from January to December from 7am to 10:30pm from Monday to Friday and 8am to 5pm on Saturdays, with the exception of special events. As part of their commitment to the revitalization of the area and their contribution to the community, VCC would make the facility available for community use when not already in use for classes or training. VCC is committed to using local materials and supplies when available and follows the province's public procurement guidelines.

3. Beauty Night Society: Beauty Night

Beauty Night Society has been providing their Beauty Nights program to marginalized women and youth, primarily in Vancouver's Downtown Eastside, for nearly three years. "Beauty Nights" provides women with free makeovers, haircuts, manicures, massages, pedicures andfree clothing as a means of improving the individual's self esteem and since beginning has provided over 3,500 makeovers. The Beauty Night Society is proposing to locate the main offices of the Society at the Woodward's building, as well as operate programming from the site.

The Beauty Night Society was incorporated as a non-profit society in October 2002 and is governed by a four member board. Having been incorporated as a Society for less than a year, there are no financial records available. However, Beauty Night has successfully operated for three years without any permanent source of funding nor any permanent office location. As such, the society and program rely heavily on the support of volunteers and donations provided by corporations and through fundraising events. Beauty Night Society is in the process of applying for charitable status, after which they will be eligible to apply for more secure and permanent funding.

Beauty Night Society has worked in partnership with several organizations in the Downtown Eastside - including, but not limited to, WISH Drop-In Centre, the DTES Women's Centre, Sheway, and the DTES Community Health Centre - as well as organizations outside of the Downtown Eastside. The Society views themselves as providing services that are complementary to the services provided by other organizations that work to meet the basic needs of individuals for shelter food and medical services. The Beauty Night makeovers and personal development programs work to restore and develop the self-esteem, confidence, dignity and self-worth of clients by helping them improve their appearance, hygiene, fitness, self-image and personal care skills. To this end, clients are then able to make positive and healthy changes in their lifestyle.

The Society is seeking approximately 5,600 square feet of space to continue their operations and would like the opportunity to expand their programming. The Beauty Night Society would need class room and meeting space to run nutrition, workout, counseling, personal development, and job-training classes and programs, an administration area, and space that is equipped to operate the Beauty Nights program. Hours of operation would be from 9am to 8pm Monday through Friday and 10am to 6pm on Saturday and would require two staff people present in the office at all time. The Beauty Night Society, in keeping with the society's mandate, would prefer that any employment arising out of the program be given to residents of the Downtown Eastside who would benefit from the opportunity. Similarly, the Society would continue to build on their connections with local businesses in the Vancouver area to seek support and donations to operate Beauty Night, as well as network with other agencies in the community to provide the best services possible to their clients.

4. The Portland Hotel Society:

The PHS Community Services Society has been operating in the Downtown Eastside for over a decade, providing asylum, services, advocacy and housing for adult individuals that are poorly served elsewhere in the community due largely to their physical health, mental health, behaviour, substance dependencies, forensic history or homelessness. The PHS Community Services Society submitted two proposals under the non-profit submissions category: a) for the development of a community grocery store, and b) to establish a children's daycare centre.

The Portland Hotel Society was incorporated as a non-profit in 1993, and is governed by an 8 member Board of Directors. The PHS is committed to a development and design process that is open and inclusive to all stakeholders and potential partners, including local businesses and people in the community in order to "incorporate the talents, visions, and desires of local citizens of the DTES" in these projects. Building on an already extensive working and partnership network - including residents, government representatives, the private sector, and community organizations such as VANDU, the Downtown Community Health Clinic, the Lookout and Triage - the PHS will take the leadership role in developing these initiatives to ensure its success for all participants.

The PHS is proposing to develop a community grocery store in the Woodward's building, in partnership with a commercial tenant. Research conducted by the PHS indicates that the area would be well served by a local grocery store and the Society is confident that there would be little to no displacement of existing local businesses; they have already received hundreds of support letters for this initiative.

The PHS will be working in partnership with a socially conscious private partner grocery store owner who will fund the capital renovations and operating costs for this project. It is expected that the private partner would pay market rent for the space and is willing to take a smaller percentage return in order to ensure the success of this initiative and the Woodward's project. They are confident that this project will not only make a positive contribution to the community but also play an instrumental role in the economic revitalization of the area and the re-animation of the streetfront. The grocery store will not only be accessible to residents of the area, including those of very low-income, but include initiatives such as: participation in a store membership, bulk buying at discount prices, and"grocery credit" that ensures an individual on income assistance has enough food for an entire month.

The community grocery store project will require approximately 25,000 square feet of space on the lower level of the building. The PHS is committed to providing local residents with the opportunity to participate in the project wherever possible and intends to provide two full-time entry-level employment positions for local residents in the store and will be seeking funding for "low threshold employment" opportunities as a component of this proposal. The society also expects that Bladerunners and Tradeworks training and employment programs will be utilized for this project and that local materials and supplies will be used for developing and operating this project.

The PHS has also submitted a proposal to establish a Children's Daycare Centre in the Woodward's building. The Society is proposing that the daycare facility and service be owned by the City of Vancouver but managed by the PHS, utilizing the administrative framework that the PHS has already established through managing a diversity of projects and programs, which currently also includes a daycare facility.

The PHS is interested in playing a key role in the revitalization of the area with the redevelopment of the Woodward's building and sees the function of a daycare as an essential element to the project and something that is presently markedly absent in the community. There has been an increase in single parent families in the area and an inadequate provision of child-care programs and child-focused activities, forcing families outside of the community to find these services. The PHS is proposing to establish a child-care centre, as well as develop after-hours programming for families and the local community that would include: parenting classes, workshops for women at risk of having their children apprehended, and drama and arts programs for children. The facility would also be made available to other community organizations that work with woman and children for drop-in or outreach services.

The PHS is seeking approximately 1,800 to 2,800 square feet of space for the daycare (adhering the Provincial Regulations) that would provide space for 24 to 36 children aged 18 months to 5 years, and would also include an outdoor children's play area. The centre would operate from 7:45am to 5:45pm from Monday through Friday and would be available for community and other uses during non-operating hours and on the weekend. The PHS has extensive partnerships and connections with agencies and organizations throughout the Downtown Eastside and Vancouver area and is committed to working collaboratively with all stakeholders to ensure the success of the project. The Daycare will also seek out new partnerships that will enhance the programming offered at the centre, including networking with colleges and education institutions seeking practicum placement for students, and otherchildcare centres for training and staff development purposes.

Although Provincial Licensing Regulations requires all floor staff to be ECE certified and comply with criminal record reviews, the PHS is committed to finding volunteer or training opportunities for local residents at the centre. The society also expects that Bladerunners and Tradeworks training and employment programs will be utilized for this project and that local materials and supplies will be used for developing and operating this program

5. Aboriginal Cultural Centre - Donald Hebner

Donal Hebner has over 14 years of experience working with First Nations peoples, artists and communities and is currently working with the Spirit Gallery in Horseshoe Bay. Mr. Hebner is proposing to establish an Aboriginal Cultural Centre that showcases the history of the land and the Northwest Coast peoples. It would include a tourism information centre and training facility, a cultural activity centre, a resource centre/library, a centre for Native studies and language, performance and exhibit space, administration and daycare areas, and a Native Healing and Botanical Centre.

Presently, a non-profit society has not been incorporated for purposes of this project and, as such, there is no formal governing body and no financial records. However, Mr. Hebner is confident that funding to support the project will come from government agencies, aboriginal communities and/or corporate sponsorships.

Mr. Hebner's vision for the Aboriginal Cultural Centre is to "integrate, educate and celebrate" the diverse cultures of First Nations peoples in an environment where there can be an exchange of ideas, knowledge and experience through presentations and performances, learning and information sharing between Native and non-Native peoples. Building on his existing connections with the Canadian Museum of Civilization in Hull, the Smithsonian Institute in New York, the Squamish Band, the Haida Nation and several other native communities in the country, Mr. Hebner believes that the participation of native communities is important to this project.

The Aboriginal Cultural Centre would require approximately 20,000 square feet of space for performance and exhibit areas, meeting areas, administration and supportive services, and the healing and botanical centre. It would operate from 9am to 9pm daily during the peak tourist season and 9am to 6pm during the off season and require several staff to operate the centre. The Centre would contain a job training centre for aboriginal and non-aboriginal people and the entire facility would be constructed using local materials, that would reflect the culture, architecture and experience of the peoples of the North West Coast.

6. Ongoing Self-Portrait Mural - Laura Kaufman

Laura Kaufman is a Downtown Eastside resident, successful glass artist and art educator with over 25 years of teaching experience and involvement in the arts community. Laura Kaufman is proposing to develop an Ongoing Self-Portrait Mural in fired clay tiles (ceramic), each which represent self-portraits created by local residents and members of the east side community who participate in workshops held by Ms. Kaufman.

Ms. Kaufman is an individual artist and is not part of, nor partnered with any non-profit organization for this project. Therefore, there is no formal governing body for this project nor are there financial records included in the submission. However, she is confident that with some initial "seed money" or expressed support for the project that she will be able to apply for further funding.

The vision of the project is to provide workshop participants with the opportunity to express themselves "in a healthy and productive way" in a medium that allows them to leave their mark, fostering a sense of self-esteem and ownership. Ms. Kaufman has experience in teaching and creating a similar mural with school children in Kelowna and would prefer to work with children on this mural for the Woodward's project.

Ms. Kaufman is hoping to gain the support of the City by being provided with whatever free work space is available in the building in the interim to securing funding for the project.


7. Todd Peterson: Bowling Alley in the Basement of Woodwards

Todd Peterson is a long time resident and activist in the Downtown Eastside. He has participated in many initiatives to bring positive change to the community such as UBC's Humanities 101 program, as a board member for the Humanities Educational Resource Centre, and as a member of a consultation group on defining homelessness. Mr. Peterson also participated greatly in the City's Visioning process for the Woodward's building, using the visioning exercises to further develop his idea and dream of opening a community bowling alley. Todd Peterson is proposing to establish a bowling alley in the basement of the building for community and public use, offering local residents a recreational and social "alternative to the street" in the Downtown Eastside.

As this project is at the conceptual stage, a non-profit society has not been incorporated and there are no financial records. Mr. Peterson has sought the advice of PEACH (Partners in Community and Economic Health) on how to develop a business plan for the project and would like to create non-profit society called the "101 Group" to guide the vision.

Mr. Peterson believes that a bowling alley will provide needed recreational, social and cultural opportunities for residents of the area living in co-ops and SRO hotel rooms as well as offer people in the community some employment opportunities. Non-profit societies could use the alley for fundraising events and other events such as bowling championships could draw positive media attention to the area. Mr. Peterson has also thought about how to build networks with other businesses and agencies in the area, such as working with local shoe manufacturers to make bowling shoes and thereby provide community residents with trades training and employment.

Mr. Peterson is requesting sufficient space in the basement of the building for 10 bowling lanes: five 5 pin lanes and five 10 pin lanes. Mr. Peterson is seeking support for this concept in order to continue developing his plan for the proposal of a bowling alley in the basement of Woodwards.

8. The Lutheran Urban Mission Society: LUMS in Woodwards

The Lutheran Urban Mission Society is a faith based organization that has been operating in the Downtown Eastside area for approximately ten years. LUMS presently runs its services from an office and meeting space in the First United Church on Hastings Street in the Downtown Eastside. LUMS offers residents of the Downtown Eastside pastoral care, counseling, free food hampers and meals, free clothing, and assistance in accessing various community resources, as well as functioning as a training environment for practicum students doing field placements. The Society would like to relocate their offices and services to the Woodward's building - a project called LUMS in Woodwards - in order to expand the services they currently provide to the community.

The Lutheran Urban Mission Society was incorporated as a non-profit society in 1996 and is governed by an elected 11 member Board of Directors. The Society is funded exclusively through donations from churches, individuals and service clubs. Also included in their proposal is LUMS' SCPI (Supporting Communities Partnership Initiative) application which requests $142,475 in funding for the "LUMS in Woodwards" project, for capital costs of converting the space, furniture and equipment needs, as well as a one year operating budget. The LUMS is confident that in the near future they will be able to secure corporate donations that they do not presently receive due to the high profile of the Woodward's project.

The LUMS provides Downtown Eastside residents with much needed physical supports such as food and clothing as well as emotional and spiritual support through pastoral care and counseling. Currently, the Society serves approximately 350+ hot meals to those in need every second Saturday and hopes to expand their services in the Woodward's building to serve over 400+ meals to residents every Saturday. As well, the LUMS would like to providea drop-in centre with laundry and shower facilities at the new location, in addition to the services they presently provide at the First United Church. With recent increases in demand for services in the community, the LUMS feels that they would be a needed addition to the area and provide a service other agencies do not with their pastoral counseling. The Society has connections with many agencies in the area, including but not limited to: First United Church, St. James Community Services, and Covenant House, as well as institutions that source their practicum students for field placements.

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The Society is seeking approximately 4,000 to 5,000 square feet of space at the Woodward's building for their operations and would employ approximately 2 staff in addition to the 2 staff presently working for LUMS. While the LUMS provides services to many in the Downtown Eastside area, they also rely on volunteer support and operate on a two way reciprocal relationship philosophy with the clients they serve, as those that they feed and cloth are also the givers of the organization.

9. Aboriginal Media Centre Working Group: Media Facility Space

The Aboriginal Media Centre Working Group is a partnership between the Chief Dan George Centre for Advanced Learning, Indigenous Media Arts Group, and the Aboriginal Film and TV Production program offered through Capilano College. The Group is seeking to build a media training and production centre in the Woodward's building to better meet the needs of both media students and professionals.

The Group would ideally like to create a media centre that is a self-governing, self-accredited institute for professional media training that would house the production programs presently offered by IMAG and Capilano College. The Centre would provide the facilities to expand the existing programs and look to add further programming through the development of ongoing business plans. The Centre would be Indigenously directed and collaborate with community links in the cultural and arts areas; it would provide various media training for the public and Indigenous media artists, provide an exhibition space for screening festivals, be a centre for information sharing, and offer media editing and production space.

The Aboriginal Media Centre Working Group is seeking approximately 8,000 square feet of space in the Woodward's building for studios, editing suites, office and classroom spaces, and a lounge and storage area. The Group is a partnership between the above mentioned organizations and programs and will be seeking other partnerships and support for the project. The Group would require a subsidized rental space in the building and is seeking support and a partnership from the City for the success of the project.

10. The Original Costume Museum Society: The Original Costume Museum

The Original Costume Museum Society has been working towards the goal of creating a museum of fashion, costume and textiles for almost a decade, during which time they have acquired a substantial and valuable collection of artifacts. The Society is seeking space in the Woodward's building to establish the Original Costume Museum for their collection, for displaying costume and related fabric arts to showcase the function and significance of clothing, textiles and costumes in Canadian history.

The Original Costume Museum Society was incorporated as a non-profit society in 1993 for the purposes of establishing a museum of costumes and textiles and is governed by a 3 member volunteer Board of Directors. All sources of funding for the Society presently come from cash donations or ticket sales at public lectures or fashion shows. However, they are confident that in the long-term the Museum will raise significant funds for operating through admissions and other fees, tours, retail sales, donations, and the rental of facility space. In the interim and for the initial phases of the project, the Society is seeking support from the City of Vancouver in the form of subsidized (free) rental space, until the museum becomes self-sustaining.

The OCM will be a museum that will "collect, study, display, preserve, and educate people about the history, manufacture, design, merchandising and significance of fashion, costumes and textiles". The location of the Museum in the Woodward's building is ideal due to its close proximity to local fashion and artisans in the Gastown and surrounding areas, as well as the historic function that the department store used to play as a major fashion retailer during it's years of operation. The Museum will be an attraction for tourists and visitors, museum-goers, the general public and anyone that has an interest in fashion. It is expected that the museum will draw people to the area and work symbiotically with other local businesses, thereby participating in the economic revitalization of the area. The Society is committed to construct and operate a museum that is "physically and intellectually accessible to all".

The Society is seeking approximately 12,000 square feet of space which would house exhibition galleries, lecture and theatre space, multi-purpose meeting and presentation space, reception and office areas, collection storage and conservation spaces, a gift shop, and other basic amenities. It is expected that the museum will be open from Tuesdays through Sundays from 10am to 5pm, with one evening opening per week. The facility will also be available for outside bookings and tours, educational programs, and special facility rentals during non-operating hours. The Museum would employ several staff initially and will employ more staff as it expands and achieves financial viability; the Museum will also draw upon the support of hundreds of volunteers. The Society already has well established partnerships and connections with the museum community and within the fashion industry, and would like tocreate partnerships with local businesses and craftspeople, educational institutions, multicultural groups, and non-profit organizations. The Society intends engage the community in the development of the project, provide local residents with employment, volunteer and training opportunities at the museum, and utilize local materials whenever possible.

11. Tradeworks Training Society: Tradeworks Training and Employment Centre

Tradeworks Training Society has been an active member of the Downtown Eastside community since it's inception over ten years ago, delivering a range of employment and pre-employment programs and services primarily to youth at risk and people with multiple barriers to employment. The Society is proposing to relocate their Tradeworks Training and Employment Centre operations and programs to the redeveloped Woodward's building, with the intent to also expand their programming over a two-year time period.

Tradeworks Training Society was incorporated as a non-profit society in 1994 and is a federally registered charitable non-profit organization. The Society is governed by an 8 member Board of Directors and sources the majority of it's funds from both the federal and provincial governments. Budget estimates for the project assume that the Society will continue to pay the same rent it pays for the space where they are currently located, a price of $6 per square foot. As Tradeworks intends to relocate an already existing office and fully funded programming, all of the required tools, equipment, personnel and support services are already in place, therefore the project start up time and expenses would be minimal.

Tradeworks has been providing a comprehensive range of training, employment and pre-employment development services to residents of Vancouver - with priority to those in the Downtown Eastside community, First Nations people, women and youth - for more than a decade. A largely participant-centred organization, Tradeworks aims to deliver "technical and employability skills and training and work opportunities to enhance personal responsibility and independence". Currently, Tradeworks offers programs such as: BETA (Building Envelope Technical Assistant Program), Women's Home Improvement, the Job Shop, MoreSports and Pathways Information Centre. Relocating the Tradeworks programming activities (with the exception of Pathways) to the Tradeworks Training and Employment Centre in the Woodward's building would allow the organization to better serve its clients and expand programming within a two year time frame.

The Society is seeking approximately 10,000 to 15,000 square feet of space to relocate its operations to the Woodward's building. Tradeworks has an established reputation of working collaboratively with community organizations and services, including, but not limited to: RayCam Cooperative Centre, Quest Outreach Society and EMBERS, and will continue todevelop partnerships within the community. The aim of the organization is to cultivate community partnerships in order to best meet the needs of their clients and reduce the duplication of services. The mandate of the society is to provide training and employment supports and services for people with multiple barriers to employment and, as such, there would be several opportunities for local resident participation with Tradework's inclusion in the Woodward's project. Tradework's is also committed to sourcing supplies and materials locally.

12. ICTV : Independent Community Television Facility

ICTV, the Independent Community Television Cooperative was formed by East Vancouver TV volunteers in 1996 in response to Roger's closure of offices in the area, and is currently running several shows on Shaw Channel 4 and has provided programming for Novus Communications and formerly Rogers Cable. The Cooperative is proposing to locate a community broadcast station at the Woodward's building for both its geographic location and historic significance.

ICTV was incorporated in 1997 and is governed by an elected 5 member Board of Directors. Due to provisions recently introduced by the Federal Government that now require major cable company distributors to provide community programming, ICTV will be able to apply for a not-for-profit community television license as well as a share in the levy revenues received. Although this opportunity is expected to increase ICTV's funding substantially, they are seeking support from the City of Vancouver in the form of a rent subsidy on the space for the first few years, they have budgeted a space rental rate of $2,000 per month total.

ICTV operates to promote "participation, public access and independent control of community television". The Cooperative is owned and operated by volunteers and though in it's initial stages struggled to maintain community programming on the major commercial station, it now offers several programs including: Saltwater City TV, EarthSeen, ArtWatch, East Side Story, Global Justice, and Working TV. ICTV believes that their location at the Woodward's building will not only increase the foot traffic in the area but will showcase the neighbourhood to a wider audience, emphasizing more than just the stories of poverty in the community that are presently offered by the major commercial stations.

The Cooperative is seeking approximately 3,000 square feet of studio space for their operations and would likely need to have a broadcast transmitter and microwave relay on the roof or in the "W" tower. The business plan for the project includes an expectation of 7 paid staff, and staff and volunteers would likely need 24 hour access to the building for video editing. ICTV would prefer to buy its premises at the Woodward's building in the long term, although, as mentioned, they would need a rent subsidy at start-up. The Cooperative useslocal materials and supplies wherever possible and would do it's best to use neighbourhood residents for any construction.

13. Society for the Promotion of Design and Innovation in British Columbia: Design West

The Society for the Promotion of Design and Innovation in BC was first conceived in 2002 when individuals from Vancouver's design community came to together to discuss how to promote, showcase and develop design initiatives and activities. SPoDI is seeking to establish Design West, a centre of design and meeting place for the design community that would encourage and facilitate dialogue on design and related issues.

The SPoDI was incorporated as a non-profit society in 2003 and is comprised of individuals from many of the design professions, education, industry and business. Presently, SPoDI does not have any secure funding but is confident that they will be able to secure partners in this project that will fund the purchase and improvements of the site for use as a design centre. Similarly, the society intends to raise funds for the ongoing operating of the centre through government funding, exhibitions, fundraising endeavors, membership fees, lecture series, rent from tenants and other activities.

The vision of the Society is for Design West to increase the awareness of the importance and function of design to the public, provide a forum for the sharing of design ideas and promote the use and economic, social and cultural values in design and innovation. SPoDI is in the process of implementing a variety of initiatives, including a design walk, a BC Design Exhibit, courses and programming for design education for youth at risk, and a body to create a centre of Excellence in Green Design. The intent is for Design West to contribute positively to the needs of the local community while attracting local and international attention and acclaim. The centre would house offices, exhibition space, classrooms and meeting rooms, a library, archive, conference facilities, a gift shop, and a café. The design centre would increase street usage and bring pedestrian traffic to the area making it a hub of activity in the neighbourhood. SPoDI has developed a variety of partnerships in the design community and is working on projects with Creo and Hemmlock Printers, the Vancouver School Board, UBC, BCIT, and Emily Carr. They would be equally as committed to collaborative efforts with the Downtown Eastside community and develop programming that uses design to improve the social, economic and cultural make up of the community.

SPoDI is seeking approximately 20,000 square feet of space for Design West, but may be able to accommodate smaller facility options and alternatives although that is not their preferred option. They expect that the centre will employ approximately 20 to 30 staff and would also provide employment opportunities to residents in the local community.

14. 411 Seniors Centre Society: Relocation of the 411 Seniors Centre

The 411 Seniors Centre Society has been providing services and programs to seniors in the Vancouver area from its downtown location on Dunsmuir Street for over 25 years. The 411 Seniors Centre is looking to relocate its operations and programs to a facility in the Woodward's site, as they may be required to move from their present location sometime in the near future.

The 411 Seniors Centre Society was incorporated as a non-profit in 1977 and is governed by a 14 to 16 member Board of Directors that is elected by the membership of the organization. The board is primarily responsible for policy decision making and the day-to-day operations of the organization are managed by an Executive Director. The Board of Directors is also responsible for managing the 411 Foundation Society, a charity that functions to support seniors' programs and services in Greater Vancouver. Presently the 411 Senior's Centre has an annual operating budget of $770,000, excluding rent costs, which is received from governments, fund-raising initiatives, and revenue earned for services provided. The Society would likely seek assistance from the City of Vancouver and/or Provincial government in order to receive a rent subsidy for the space.

The 411 Seniors Centre is a multicultural, proactive resource and drop-in centre providing low-cost prevention based and accessible services, programs and activities to seniors in the Greater Vancouver Area. The centre has a membership base of approximately 1500, primarily between the ages of 55 and 90 years, and the majority of seniors served by the centre are on a fixed low income and 60% are women. The programming and services offered by the 411 attempts to assist seniors with gaining independence and improve their social, emotional and physical well being by providing counseling, outreach, information and referrals and supportive social networks. The 411 Seniors Centre would continue their current programs and services at the Woodward's site, including: health, recreation and education programs, multilingual and referral counseling, radio programming and publications, low cost food services, multicultural programming, drop-in programs and special projects. Although their programs are primarily targeted at seniors, they also offer services to the disabled community and their food service is open to the general public.

To develop and build new programs and services to their clients the centre actively networks within the wider senior's community and partners with other organizations, including, but not limited to: the BC Health Coalition, National Academy of Older Canadians, Mature Women's Network, and the Canadian British Pensioners Organization. The 411 Seniors Centre is presently located in a facility that also houses "Associate Member" organizations that provide complementary services to a muligenerational client base; it is expected that these "Associate Member" organizations would also be relocated to the Woodward's building with the 411Senior's Centre.

The Society is seeking approximately 8,000 square feet of space in order to be able to continue their current programming; this includes space for the relocation of the "Associate Member" organizations. Presently, the Centre operates 6 days per week but could have the opportunity of opening 7 days per week if the food service expanded to provide service to residents in the Woodward's building. Currently the centre employs eight regular staff and some special project staff and would expect to bring these staff with them to the new facility; however new employment positions and training opportunities arising from the project would be made available to local residents. The 411 currently obtains all of its materials and supplies locally and would continue this practice at their new location.

15. Food & Service Resource Group & Fast Track to Employment: Cook Studio Market

The Food & Service Resource Group and Fast Track to Employment are partnering together to propose developing the Cook Studio Market at the Woodward's building, an employment development program that would provide a continuum of services from pre-employment support to job placement and retention support for unemployed individuals.

The Cook Studio Market proposal is from a partnership between the Food & Service Resource Group and Fast Track to Employment, both individual non-profit organizations. It is projected that the capital costs for the Market would be approximately $500,000, while the annual ongoing operating would be in the area of $1.5 million dollars, the majority of which would go directly towards staff wages and training and rent expenses. Currently there is funding secured from the Vancouver Agreement and government sources and the F&SRG and FTE are confident that their partner organizations will be able to attract more funding with the project in place plus they will be seeking other foundation and donation monies to support the project. However, they are seeking support from the City of Vancouver in the form of lease subsidies for the space.

The Cook Studio Market will provide work practicum, skills and on-the-job training to graduates of FTE member organizations who have completed pre-employment and skills training, to form a symbiotic continuum of pre-employment and employment services to residents in the local area. The storefront facility will invite foot traffic into the area and reanimate the streetfront serving as a component to a larger retail and commercial revitalization of the area. The Market will operate with mutually beneficial synergies to other businesses and activities in the community.

The FSRG and FTE would require approximately 10,000 square feet of space for the Cook Studio Market for classroom and office space, a kitchen, a café, a coffee bar, and other retail services such as bakery, deli/take out, flower shop, an artist studio, and supporting amenities. The Market would employ approximately 9 supervisory staff and 25 core front-line staff and,as the mandate of the project is to provide employment and skills training primarily to local residents, there would be opportunity for employment and significant economic returns to the community. It is expected that approximately 50 to 75 community residents will go through or complete the program annually.

16. The Vancouver Native Health Society: Aboriginal Wellness Centre

The Vancouver Native Health Society has been providing a spectrum of both health and social services to residents of the Downtown Eastside, with a primary focus on Aboriginal people, for well over a decade. The VNHS is proposing to move their existing services and programs into a single facility, the Aboriginal Wellness Centre at the Woodward's building, with the intent to expand once at the site. The vision of the project is to incorporate multiple health services, cultural uses, Aboriginal healing services, and a sweat lodge at the wellness centre, a vision that was expressed repeatedly by participants of the City's Woodward's Visioning Workshops.

The Vancouver Native Health Society was incorporated as a non-profit and charitable organization in 1990 with the mandate to "improve and promote the physical, mental, emotional and spiritual health of individuals, focusing on the Aboriginal community residing in greater Vancouver". The Society is governed by a 10 member Board of Directors that is elected by the membership of the society at the Annual General Meeting. The Society anticipates annual operating costs for the Centre to be approximately $240,000, with a space rental budget of $7.50 per square foot. Currently the Society budgets approximately $150,000 in Annual Operating Costs, including rent, utilities, maintenance and insurance, and would expect that a newly created Endowment Fund that supports the Society would be used to cover increased expenses.

The VNHS offers a broad range of health and social services that aim to address the needs of a marginalized population with significant health needs. Issues such as poverty, substance misuse and poor housing have compounded many of the ills resonating in the community and the Aboriginal Wellness Centre' programs and services will attempt to alleviate many of these problems. The Centre will be "guided by focussed, holistic aspects of aboriginal culture and traditional healing, integrated with complementary, conventional, high quality, primary health care" and will be a locus of community development, networking with other organizations and social service providers to provide the best possible care to local residents. The VHNS has been responding to the health and social needs of the community for years; in 2002 alone the Medical Clinic had 21,366 visits and the Positive Outlook Program, serving people who are HIV+, had 71,341 drop-in visits.

The VNHS is seeking approximately 47,710 square feet of gross space for the operation of the Aboriginal Wellness Centre. The Centre will house all present VNHS programming, including but not limited to: the medical clinic, Positive Outlook, Sheway, Aboriginal Early Childhood Support, FDRP (Four Directions Recovery Program), Inner City Foster Parents Project, and the Residential School Survivor's Healing Centre. As well, the VNHS will expand its current services to include a childcare centre, a pharmacy, and a dental clinic at the Wellness Centre at Woodward's. Of the requested 47,710 square feet of space, approximately 8,000 square feet is space that the society plans to rent to another organization in the short term but which could be used by the VNHS in the future to further expand services and programming. It is expected that the Centre would be open from 9:30am to 8:30pm Monday to Friday, and 9:30am to 5:00pm on Saturday and Sunday, except for extra programming hours.

The VNHS has a history of developing strong community partners, including but not limited to: the Carnegie Community Centre, the Vancouver Aboriginal Friendship Centre, St. Paul's Hospital, and Urban Native Youth Association. They are committed to maintaining their current partnerships and expect to create numerous other partnerships with the Aboriginal Wellness Centre project. The VNHS also aims to support the local community and local businesses as a means to community development. The Society expects that there will be approximately 145 new employment positions created through this project and has a proven record of hiring local community residents within the organization. As such, the Society will also use local materials to the best of its ability.

EVALUATION CRITERIA FOR EXPRESSIONS OF INTEREST SUBMISSIONS

Now that the EOI response window has closed, staff will now assess the responses, meet with developer proponents to discuss their proposals in greater depth in order to refine the project direction and clarify the process, and prepare a short list recommendation for Council's consideration. British Columbia Housing will also participate in staff's review of the non-market housing sponsor submissions and the Director of Housing will report back specifically on a Sponsor recommendation for this category. All of the assessments will be based on the terms of the EOI and Guiding Principles approved by Council.

NEXT STEPS

Several more Open Houses are scheduled for late November at which time the public will be presented the responses to the EOI and offered another opportunity to participate in further community consultation. Developer EOI proponents will be required to attend the Open House sessions to answer questions about their submissions and discuss the ways in which they would incorporate the ideas that were identified as a priority through the publicconsultation process. Staff will use this feedback to finalize the key principles and requirements of the final RFP package, prior to reporting to Council. Following finalization of the ideas to be incorporated in the redevelopment, a formal Request for Proposals ("RFP") based on an set of definitive criteria to be approved by Council would then be issued as the final phase of this process in January or February 2004. It is anticipated that the RFP will serve as an opportunity to translate the ideas submitted from the EOI into viable options for redevelopment.

CONCLUSION

Woodward's is crucial to the revitalization of the Hastings corridor west of Main and to the nearby communities of Gastown, Chinatown and Victory Square. The Woodward's Expression of Interest invitation was a success as the City received a total of 44 submissions as further detailed in this report.

The renovation and reuse of Woodward's has been identified as a top priority of the Vancouver Agreement. The Expression of Interest has paved the way for the City achieving it's objectives of revitalization of the neighbourhood, encouraging heritage conservation, securing a mix of project uses, providing non-market housing, ensuring street-front retail continuity and accommodating a mix of incomes and the City is ready to undertake the next phase of the project; the RFP stage.

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