Cheakamus Crossing Expansion - PDF Free Download

Cheakamus Crossing Expansion Neighbourhood Master Planning Regular Council Meeting 19 June 2018

Agenda 1. Background 2. Cheakamus Crossing Expansion Major milestones completed Key processes and timelines 3. Interdependencies with Whistler s workforce needs 4. Next steps

Task Force recommended a multi-pronged approach to alleviating housing pressure Opportunity to deliver *1,000+ resident restricted beds within 5 years 2017 2022 227 beds WHA new rentals RENTALS Increased enforcement of residential homes for tourist use 550 beds Assessing & Master Plan Multi family homes privately developed Cheakamus Crossing Expansion Employee beds: 2017: +205 2018/19: +160 OWNERSHIP Assessing & Master Plan Policy Development Up to 300 beds (or 50 homes) Cheakamus Crossing Expansion Private infill opportunities * Ongoing monitoring to determine timing and phasing of future developments

Agenda 1. Background 2. Cheakamus Crossing Expansion Major milestones completed Key processes and timelines 3. Interdependencies with Whistler s workforce needs 4. Next steps

Evolving the Cheakamus Crossing neighbourhood Development of Athletes Village to today s Cheakamus Crossing -> A significant legacy developed by Whistler 2020 Development Corporation (WDC), a municipally owned entity Specific requirements for Athletes and subsequent conversion to Residential With a multi-million dollar budget (including VANOC grants) in tight timeframes for Olympics Significant mixed use development, range of diverse housing types Strong local community Recognition of the WDC Board s independent directors with over 14 years of dedication to a significant legacy for the community : - Eric Martin - Jim Moodie - Jim Godfrey - Steve Bayly - Melissa McKay - Duane Jackson

What s been happening? Project team has been established since January 2018 Eric Martin, Chair, Whistler Development Corporation Marla Zucht, General Manager, Whistler Housing Authority Staff including: Chief Administrative Officer General Manager, Resort Experience Director of Planning Manager, Economic Development And others as needed Expert Consultants as required, eg Planning experts such as BHA Highest Priority project for staff to progress Preliminary planning work was commenced and today share with you the major milestones achieved

Where are we at now? Neighbourhood Master Planning process 1. Neighbourhood draft goals and objectives 2. Preliminary concepts (density potential) 3. 4. 5. Development Program (detailed) Engineering Financial planning and business plan development

Neighbourhood draft goals and objectives

Identification of sites and their potential

Site assessments -> Based on access for services, ease of development on the lands, and environmental sensitivity -> Reflecting capacity and appropriate use of lands include recreation, infrastructure, open space and commercial space needs Mix of site challenges Longer Term. Economic Viability? Other values/uses?

to prioritize first sites for affordable housing MORE CHALLENGING Ease of implementing EASY LOW P, 3 M, 13 N, 7 O, 7 L, 30 D, 31 J, 43 LOW PRIORITY E, 78 K, 12 C, 17 MEDIUM PRIORITY B, 3 MEDIUM PRIORITY HIGHEST PRIORITY H, 152 G, 188 F, 152 A, 67-5 10 15 20 25 30 35 Efficiency of land use (units per acres used) HIGH Bubble size = number of homes

Location of highest priority sites well suited to residential development A F G H

Potential number of homes on priority sites - easiest access and development with low environmental sensitivity Site Low # homes (range) High A 31 67 F 71 152 G 88 188 H 71 152 TOTAL 261 559 Number of units is dependent on housing type and density to be determined in detail.

So where to from here? Currently reviewing proposals received from Development Program RFP issued in May. We have recruited a professional development project manager to progress through to delivery of the business plan

Neighbourhood Master Planning process 1. Neighbourhood draft goals and objectives 2. Preliminary concepts (density potential) 3. 4. 5. Development Program (detailed) Engineering Financial planning and business plan development

Insert FGH sites Potential for 230 492 new homes

What is in a detailed development program? - RFP proposals received are currently under review - Outcome will be materials to support a rezoning application for Lower Lands Roads & Trail layouts New green spaces Plan for each land parcel A Site split into individual parcels of land

All the inputs are needed to develop the business plan Neighbourhood Goals & Objectives Detailed Development by identified sites / parcel Site servicing plans Potential off site improvements Costings can be determined based on development program and site servicing plans

Developing the business plan Upfront cash needed - Project Management - Engineering / site servicing - Site preparations - Cash equity for construction financing Ongoing cash needed - Repayment of debt financing - Ongoing operational costs - Property management - Repairs/maintenance - Property taxes etc Various Possible Sources of Cash: Federal & Provincial Grants Land Sales WHA Cash (from existing rentals) Rental Revenue WHA Cash (from existing rentals) RR Unit Sales Ongoing Housing reserves MRDT TBD? Taxpayer funds (Reserves/ surpluses) Sources of cash will need to be determined when developing the business plan

Timeline for Master planning process 2017 2018 2019 J A S O N D J F M A M J J A S O N D J F M Phase 1: Phase 2: Developing the draft Goal & Objectives for the new areas Preliminary concepts (site potential) Phase 3: Phase 4: Development program includes public consultation process Community Engagement Site servicing concepts and costings Phase 5: Phase 6: Financial planning & Business plan development Outlining the DRAFT Development Plan Phase I Community Engagement Phase 7: Refining & Adopting the Development Plan for Phase I

Timeline for master planning leading to building.. Refining & Adopting the Development Plan for Phase I Site servicing drawings Zoning and sub-division package 2018 2019 2020 2021 N D Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Site preparations (incl Contract Tender) Building detailed design & plans / Building permits Construction per phasing plan Occupancy per phasing plan

Cheakamus Crossing Expansion Project Governance Breadth of expert input and guidance to deliver the business plan and subsequent implementation Advisory Board during planning with transition to NewCo Board of Directors for implementation Day to day Project Management responsibility includes engaging and managing consultants, develop business plan through engagement with Expert resources, RMOW staff & others, manage to timelines and budgets, risk management and other deliverables as determined. NEWCO BOARD ADVISORY OF DIRECTORS BOARD Indep. Expert Development resources expertise & Staff + RMOW Council & Staff Project Manager External consultants eg Planning External consultants Eg engineers External consultants Note: All costs associated with planning this project will be recovered through charging to NewCo when implementation commences and considered as part of financial plan.

Progress is on track against plan Experienced development Project Manager will now focus on driving deliverables of next stage Work on Development program concepts will commence following engagement with successful proponent using initial site assessment work To detail types of buildings on each site, scale of building, number of units, etc Community Engagement can be expected in August/September Seeking input on initial development program work Work to finalize business plan is expected following community input

Agenda 1. Background 2. Cheakamus Crossing Expansion Major milestones completed Key processes and timelines 3. Interdependencies with Whistler s workforce needs 4. Next steps

What do we mean by workforce housing needs? -> in conjunction with TF Recommendation #7 review of resident restricted eligibility and enhanced enforcement Key Questions to answer/re-confirm: 1. WHO are we targeting in our community to meet their housing needs? 2. HOW to determine their housing needs type, size, affordability 3. WHAT is possible given scarce resource availability (land / $$$) - given there is the potential for an infinite amount of demand

Growing community of owners, with stable renter household numbers Owner OWNE R 2,800 Renter RENTE R 1,810

Diverse affordability levels Single rental HH 100% 25 86% 20 Single households - Studio Total = 430 Household (#) 330 75 305 57% 10 34% 210 120 45 25 25 16% 70 under 30 30-64 Over 65 9% 5% 5% 5% 40 20 20 20 $625 WHA @$846 $1,125 $1,375 *Market @$1,625 $25,000 $34,000 $45,000 $55,000 $65,000 $75,000 $85,000 $95,000 >$100,000 $1,875 $2,125 $2,375 $2500+ Affordable Rental ranges Vast majority cannot afford rents at recently advertised market rates WHA rates are essential to affordability for many - especially at lower income levels Diversity in income ranges shows the varied affordability throughout this group Source: WHA & Advertised median market rental rates Dec 2017

More Diversity of affordability Couples rental HH Household (#) 100% 10 87% 10 215 190 120 100 Couple households - 1 bedroom Total = 345 72% 10 170 62% 10 145 45% 10 105 70 60 40 under 30 30-64 Over 65 32% 10 85 16% 10% 50 30 15 5 5 $875 WHA @$1,080 $1,375 $1,625 Market @$1,890 $34,000 $43,000 $55,000 $65,000 $75,000 $85,000 $95,000 >$100,000 $2,125 $2,375 $2500+ Couple households are better able to afford market rentals due to dual incomes with almost half of all Couples renting able to afford the highs of current market rents All of those working full-time at minimum wages can afford the WHA rate.

Most diverse in family households 100% 96% Family households 2/3 bedroom homes Total = 265 under 30 30-64 Over 65 85% 81% Household (#) 265 255 225 215 47% 40% 28% 125 105 75 19% 15% 50 40 8% 20 $875 $1,125 $1,375 WHA 2br $1,539 $1,875 WHA 3br $1,962 $2,375 Market 2br $2,750 $3,375 Market $3,750 + $34,000 $45,000 $55,000 $61,000 $75,000 $78,000 $95,000 $110,000 $135,000 >$150,000 Recently advertised market rates are challenging for most families though actual market price ranges do vary considerably But note, very limited supply of resident restricted rentals in larger homes

Workforce needs Ensure availability of housing appropriate to workforce needs Needs considered include household type, size, and affordability Diversity of our community will be considered Focus on enforceable punitive penalties to ensure protection of affordable housing for the benefit of those who need it Includes increased enforcement for title covenant breaches Review of confirmation process for how homes are being occupied More penalties to deter misuse

Agenda 1. Background 2. Cheakamus Crossing Expansion Major milestones completed Key processes and timelines 3. Interdependencies with Whistler s workforce needs 4. Next steps

Council resolution That Information Report No. 18-087 regarding progress of the Cheakamus Crossing Expansion initiative, a key element of the Mayor s Task Force on Resident Housing, be received.

Thank you. Comments/questions? 36