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The NEW New West: Strategic Approach to Community Building Lisa Spitale


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The NEW New West: Strategic Approach to Community Building Lisa Spitale

  1. 1. The NEW New West:Strategic Approach toCommunity Building Lisa SpitaleDirector of Development Services City of New Westminster
  2. 2. The NEW New West: StrategicApproach to Community Building 1. Rationale for the City’s Strategic Approach 2. Civic Leadership in Economic Development 3. Our Tangible Results 4. Next Phase of Growth and Economic Development
  3. 3. A Small City and the Geographic Centre of MetroVancouverCurrent CityPopulation:65,975 (2011)Land Area:15 square kilometers
  4. 4. Investing in NewWestminster is aboutjoining a wellestablished, historic City,steeped in tradition,community spirit and asmall town charm.
  5. 5. We have lovely historic homes…
  6. 6. Character commercial streets …
  7. 7. Deep roots to the Fraser River
  8. 8. Home to some of British Columbia’s firstinstitutions …
  9. 9. And we are a high density, compact urban city …
  10. 10. The Mid – 1990’s• 1996 – “the Honduran Drug Crisis”• Brazen street level drug dealing took hold of the Downtown
  11. 11. Challenges in the Downtown• New Westminster is at the cross roads of the region• 20,000 vehicles travel through the Downtown each day, on Columbia Street• People’s perception of New Westminster started to change due to challenges faced in the Downtown
  12. 12. City’s Strategic ApproachThe drug problem gave the City and Police the impetus to getcreative.City’s plan has been a three prong approach between,enforcement, social planning and economic development:• Hard position on criminal element, problematic housing, problematic businesses• Compassionate position on the root causes of poverty• Civic leadership on economic development
  13. 13. Policing• Police conducted special undercover/drug operations• Implemented bike and other special patrols• Worked with SkyTrain Police
  14. 14. Liquor Licensing• Downtown’s history as a port – high concentration of liquor seats• Contributed to high police calls and unsavory image of the Downtown
  15. 15. Problematic Housing and Businesses• Criminals were living in the problematic housing• Police and staff developed new bylaws and streamlined enforcement processes to deal with drug houses, derelict buildings, unsafe buildings and properties generating nuisance activities• Implemented Crime Free Multi Housing Program - first implemented in Canada by New Westminster
  16. 16. Homelessness • Between 2002 and 2008, the unsheltered homeless population increased over two times in New Westminster - 33 to 72 • City and community created New Westminster Homelessness Coalition • The Homelessness Action Strategy contains 32 actions in support of the development of a continuum of housing, income and support
  17. 17. Our Approach Worked …
  18. 18. Crime ReductionCrime in New West dropped nearly 60% since 1996
  19. 19. Problematic Housing and Businesses• Dealt with more than 400 properties• Eliminate conditions that negatively impacted various neighbourhoods• Reduced calls for Police Service to problem properties• Numerous derelict houses demolished• Numerous unsafe houses repaired• Management of many rental housing units improved• 150 problematic rental units closed (includes grow ops) between 2000 and 2011
  20. 20. Liquor Licensing• Changed zoning bylaw requiring a rezoning for expansions and new applications• Closure of 3 nightclubs, 1 strip club and 2 beer parlours between 1999 and 2008• Reduction of 2800 liquor seats in the Downtown between 1999 and 2008
  21. 21. Addressing Homelessness• City formed a strategic alliance with BC Housing and worked closely with them in the provision of emergency shelter beds, transitional housing and supportive housing
  22. 22. Addressing Homelessness• For our size, New Westminster is considered one of the best resourced municipalities for dealing with homelessness in the Province• Between 2008 and 2011, the unsheltered homeless population decreased by 46% in New Westminster (72 to 39) The City now has 50 extreme weather mats, 53 shelter beds and 134 longer-term transitional and supported housing units.
  23. 23. Focus on Economic Development
  24. 24. Growth and EmploymentFive key areas:1. Downtown as a high density mixed use district with amenities along the Fraser River2. Mixed use development around Skytrain Stations3. Built out of master planned communities – Victoria Hill and Port Royal
  25. 25. Growth and EmploymentFive key areas:4. Maximize partnerships with key employers and institutions5. Intensification of industrial land
  26. 26. Civic Leadership in Economic DevelopmentTwo key components:1. Development and business friendly mandate at City Hall2. Strategic City investments aimed at promoting economic development
  27. 27. Projected City GrowthThe City’s population is projected toincrease by approximately 42%between 2008 and 2031, with anaddition of 26,000 new residents. New Westminster 120,000 100,000 98,000 80,000 88,000 76,000 60,000 61,800 40,000 20,000 - 2006 2021 2031 2041
  28. 28. Projected Employment Growth … 2041• Overall: ~47,500 jobs (16,000 new jobs, 33% growth)• Downtown SkyTrain Precincts – 80% to 160% growth• Sapperton Station Area – 40% growth• Braid Station Area – potential for 1000% growth• Industrial Areas – up to 180% more employment
  29. 29. Growth in the Downtown
  30. 30. Downtown Community Plan 2010
  31. 31. Why Did We Need a Plan?• Downtown is the City’s premier growth concentration area – concern that amenities and services were lacking• Misunderstanding about the ground rules - could you build in the Historic District?• Tower heights were controversial – how high is too high?• Severance issues between the Downtown and the Waterfront – what was the City’s vision for the waterfront?
  32. 32. Five Neighbourhood Precincts
  33. 33. Transit Oriented Development
  34. 34. City’s Transit Oriented Development PolicyEach TOD must:• be within 200 meters of a SkyTrain Station and must have ease of access to a SkyTrain station for pedestrians• provide a mix of land uses• de-emphasize the use of the automobile (e.g. through traffic calming)• be place oriented and pedestrian friendly• be bicycle friendly
  35. 35. The City’s TOD Policy• Increased mobility choices for the users of the development• The development is making a contribution to the goal of achieving complete communities• Improved access to community facilities• Contributing to a diversity of housing types and / or affordable housing options in the area• A well designed TOD should aim to reduce the necessary parking required by at least 20%
  36. 36. New Westminster StationPlaza 88Uses: 900 residential units 180,000ft2 commercialFeatures: 10 theatres, retail next to Skytrain
  37. 37. New Westminster Station
  38. 38. Projects in the DowntownThe InterUrbanUses: Retail and 158 residential units
  39. 39. Projects in the DowntownQuantumUses: 90 residential units, retail & live/work
  40. 40. Projects in the DowntownThe PointUses: 90 residential units & commercial
  41. 41. Projects in the DowntownTrapp + HolbrookUses: 180 residential units & 8,800 square feet of commercial
  42. 42. Sapperton Station
  43. 43. Sapperton Station and Brewery District
  44. 44. Strategic Civic Investments
  45. 45. Westminster Pier Park McBride Boulevard Queens Avenue Royal Avenue Royal AvenueTenth Street Eighth Street Elliot Street Sixth Street Fourth Street Columbia Street Front Street
  46. 46. Westminster Pier Park• 2008 City purchased 9 acre parcel• City awarded $16.6M Build Canada Fund infrastructure grant funding for the development of the park• 1/3 cost sharing between Federal, Provincial and Municipal governments
  47. 47. Westminster Pier Park• Waterfront development needed for economic development• Help promote office development – office employees need lunch time amenities• Park helping changing image and perception of the Downtown• Helping to create a family friendly neighbourhood
  48. 48. 1. Promote Employment by Creating a Waterfront Amenity• Esplanade extension• Recreational opportunities for employees• Activities that are free
  49. 49. 2. Promote a Family Oriented Downtown by Creating Intergenerational Places• Children’s adventure playground• Youth sports courts, beach volleyball• Active lawn area• Walkway/bikeway• Strolling looping trail• Picnic areas
  50. 50. 3. Promote Tourism by Creating a Unique Experience• Space for festivals• Creating east-west connections with Fraser River Discover Centre and River Market• Space planned for future restaurant
  51. 51. SixthStreet Fourth Street Front Street The Festival Lawn Elliot Street
  52. 52. Multi Use Civic Facility and Office Tower
  53. 53. Multi Use Civic Facility and Office Tower • Site on Columbia Street bounded by Begbie and 8th Streets • Site size: 35,000 ft2
  54. 54. Multi Use Civic Facility and Office Tower
  55. 55. Multi Use Civic Facility and Office TowerThe MUCF will include the following: • Conference and Meeting Facilities with room for a 500- seat reception • City’s Museum, Archives and Gift Shop • Flexible 350-seat Non-Proscenium Theatre • Canadian Lacrosse Hall of Fame • Art Gallery • Multi-Purpose Meeting Rooms • Multi-Purpose Art Studios • Tourism New Westminster’s Visitor Information Centre
  56. 56. Office Tower• City is building and then selling LEED Gold Class A office tower over the Civic Centre• Projected approximately 400 employees• Office employment integral to meeting the City’s goals for economic development in the Downtown
  57. 57. Numbers Don’t Lie … Our Results
  58. 58. Population Growth • Between 2006 and 2011 New Westminster population grow by 13% - one of the highest rates of growth in Metro Vancouver
  59. 59. Number of Building Permits are Up• Since 2003, the number of building permits issued has risen steadily• 581 permits were issued in 2011, a 97% increase since 1996
  60. 60. Building Permit Values Back on the Increase
  61. 61. Residential Growth • Vast majority of the City’s growth has been in the residential sector • Since 2002, the City has added 6.5 million square feet of residential development • In 2011, $125 million of residential development was added in the City
  62. 62. Commercial Growth • For first time in a decade, in 2011,commercial development has started to keep pace with residential • Between 2010 and 2011, both commercial and residential development grew by 500,000 square feet • In 2011, $116 million of commercial development was added in the City
  63. 63. Total Permit Value – Commercial vs. Residential
  64. 64. Mixed Use Growth Concentrated Along the SkyTrain Corridor
  65. 65. Mixed Use Growth Concentrated Along the SkyTrain Corridor• Between 2006 – 2011, $320 million of investment was built within 200 m of a SkyTrain Station• Equates to 50% of commercial and multi-family investment during a six year period ($320 million/$643 million)• 2012 - $182 million of in-stream developments
  66. 66. Business License Growth• Since 2004 business licenses have risen steadily• 3,944 licenses were issued in 2011, a 220% increase since 2004
  67. 67. The Next Phase of Growthand Economic Development
  68. 68. New Official Community Plan
  69. 69. Braid Station Master Plan
  70. 70. 22nd Street Station Master Plan
  71. 71. Queensborough
  72. 72. Queensborough
  73. 73. Intensification of Industrial Land
  74. 74. Downtown
  75. 75. Family Oriented Housing
  76. 76. Affordable Housing
  77. 77. Attracting the Creative Class
  78. 78. Partnerships with Our Major Institutions and Major Employers – Royal Columbian Hospital• Trauma, heart and neurosciences centre for the Region and Province• UBC teaching hospital• Plans to expand
  79. 79. The Justice Institute of BC• Canada’s leading post secondary institution for justice and public safety• Police, fire, ambulance service training
  80. 80. Douglas College• Approximately 9,000 students at three campuses• Major institutional anchor in Downtown
  81. 81. Provincial Law Courts• Core institution in City since 1859• Provides anchor for professional offices in adjacent buildings