Downtown Urban Design Concept Plan

APPROVED BY COUNCIL July 14, 2015 Resolution # 15/07/06

TOWN OF BEAUMONT

DOWNTOWN URBAN DESIGN

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ACKNOWLEDGEMENTS We would like to acknowledge and thank the following individuals who contributed to this plan.

Members of Town Council Camille Bérubé, Mayor Kathy Barnhart, Councillor Kerri Bauer, Councillor Perry Hendriks, Councillor Bruce LeCren, Councillor Bill McNamara, Councillor Louise White-Gibbs, Councillor

Members of the Working Group Bill McNamara, Councillor, Chair Camile Berube, Mayor, Ex-officio Dave Dmytryshyn, Manager of Community and Protective Services Dean McCartney, Municipal Planner Lisa Drury, Planner Tyler Tymchyshyn, Director of Engineering Services

Consultant Team Armin Preiksaitis, Project Manager/Principal, ParioPlan Inc. Karolina Drabik, Senior Planner, ParioPlan Inc. Derek Robinson, Planner/Urban Designer, ParioPlan Inc. Stefan Johannson, Landscape Architect, EIDOS Inc. Kayla Poch, Landscape Architect Technologist, EIDOS Inc. Mike Woodland, Architect, MTA Architecture Ken Liu, Principal, Invistec Consulting Ltd.

TA B L E O F C O N T E N T S 1.0 INTRODUCTION 1.1 Purpose 1.2 Urban Context 1.3 Policy Context 1.4 How the Plan was Prepared

2.0 PLAN AREA 2.1 Natural Features 2.2 Land Ownership 2.3 Historical Development 2.4 Existing Land Use 2.5 Demographics 2.6 Redevelopment Suitability 2.7 Market Analysis 2.8 Transportation and Parking 2.9 Schools, Recreation, Parks and Open Space 2.9 Municipal Services 2.10 Municipal Services

3.0 EXPLORING THE POSSIBILITIES 3.1 Stakeholder Focus Groups 3.2 Vision and Guiding Principles 3.3 Urban Design Charrette 3.4 Public Feedback 3.5 Public Open House

4.0 ALTERNATIVE DESIGN CONCEPTS

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5.0 PREFERRED URBAN DESIGN CONCEPT 5.1 Land Use and Built Form 5.2 Public Realm 5.2.1 Streetscape Improvements 5.2.2 Parks and Open Space 5.2.3 Winter City Design

5.3 Mobility 5.3.1 Street Network 5.3.2 Active Transportation 5.3.3 Parking

5.4 Servicing 5.4.1 Stormwater Management 5.4.2 Sanitary Main Service Concept 5.4.3 Water Main Service Concept 5.4.4 Franchise Utilities

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6.0 IMPLEMENTATION 6.1 Action Strategies 6.2 Potential Funding Sources 6.3 Plan Monitoring 6.4 Plan Amendments 6.5 Implementation at a Glance

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7.0 GLOSSARY OF TERMS

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8.0 REFERENCES

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Tables Table 1 - Preferred Concept Floor Area Calculations Table 2 - Implementation Program at a Glance, Immediate (2015) Table 3 - Implementation Program at a Glance, Mid Term (2016-2020) Table 4 - Implementation Program at a Glance, Long Term (2021+)

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Maps Figure 1.a - Regional Context Figure 1.b - Context Figure 2 - Plan Area and Land Ownership Figure 3 - Existing Land Use and Zoning Figure 4 - Redevelopment Suitability Figure 5 - Transportation and Parking Figure 6 - Parks and Open Space Figure 7 - Preferred Urban Design Concept Figure 8 - Proposed Streetscape Elevations Figure 9.a - Major and Minor Storm Sewer System Figure 9.b - Storm Cost Sharing Concept Figure 10 - Sanitary Main Service Concept Figure 11 - Water Main Service Concept Figure 12.a - Perspective looking Northeast Figure 12.b - Perspective looking West Figure 12.c - Perspective looking Northwest

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Appendices Appendix A - Project Backgrounder Appendix B - Focus Group Summary Report Appendix C - Urban Design Charrette Summary Report Appendix D - Summary of Online Public Engagement Appendix E - Summary Report from Public Open House Appendix F - Opinion of Probable Cost and Implementation Strategy for Servicing

Town of Beaumont Downtown Urban Design Concept Plan

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1.0 INTRODUCTION

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The Basic objective of revitalizing the downtown economy is to attract more people more frequently and hold them there as long as possible by creating a variety of reasons to come and stay downtown.

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- Cyril B. Paumier - “Principles for Developing a Downtown Market” - Urban Land, 1998

Currently one of Alberta’s fastest growing communities, the Town of Beaumont is at an important crossroads and a strong vision for the future of its downtown is needed to ensure it remains the commercial and cultural heart of the community. Beaumont’s population has more than doubled since 2004 to 16,768 as per the 2015 census and is currently going through an annexation process seeking to increase its land base.

Why a Revitalized Downtown is Important The state of a Town’s downtown area is an indicator of the overall community’s health and symbolizes a community whose residents care, know and help each other from the young to the old. A vibrant pedestrianfriendly downtown creates a healthy tax base, new jobs, businesses, greater housing choice and new year-round cultural and community events.

1.1

Purpose

The Town has initiated the preparation of a new Downtown Urban Design Concept Plan (DUDCP). This new plan builds on the current Central Area Redevelopment Plan (CARP), which outlines a framework for how the CentreVille area of Beaumont is to develop in the future.

The purpose of this plan is to present a strong vision

for the future heart of Beaumont and to illustrate how the community wishes to develop and mature over time in hopes of attracting quality like-minded developers to partner in achieving this vision.

Plans usually fail because of the lack of detail and understanding of the necessary steps to stimulate redevelopment downtown. This Urban Design Concept Plan contains a realistic implementation strategy that outlines clear implementation responsibilities and schedules.

This plan addresses future land uses, urban form, servicing upgrades and implementation for this unique downtown neighbourhood.

A cornerstone throughout the process has ben to recognize and build on the unique historic character of the area, while responding to current redevelopment pressures. This important ‘roadmap’ reflects the community’s vision of the kind of downtown Beaumont wishes to see by 2030.

Under the guidance of the Town of Beaumont DUDCP Working Group, the following team of consultants were engaged to develop the new Downtown Urban Design Concept Plan:

ParioPlan Inc. Urban planning, downtown revitalization, infill redevelopment, urban design, community consultation and project management.

EIDOS Consultants Inc. Landscape architecture, streetscape and urban design, parks and open space planning, community consultation, graphic and illustrative materials.

Invistec Engineering (Alberta) Ltd. Infrastructure planning and municipal engineering.

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1. Statue outside St. Vital Église Catholique / Catholic Church

MTA Architecture Ltd. Architectural design and Design Charrette facilitation.

1.2

Urban Context

Beaumont is strategically located approximately 3 kilometres south of the City of Edmonton and 10 kilometres east of the Edmonton International Airport, the Nisku Industrial area and the Queen Elizabeth II Highway. See Figure 1.a - Regional Context and Figure 1.b - Context.

The Town is currently undergoing annexation discussions and has requested a total of 21 quarter sections (1,344 hectares of land) to the north, south and west.

New major commercial developments are proposed for these areas. New greenfield commercial developments also exist on the north edge of town along 50 Street. All of these developments will have significant impacts on the attractiveness and viability of downtown.

Due to Beaumont’s location within the Capital Region, a significant amount of retail spending happens outside the municipality. A focus of this plan is to provide unique opportunities for new small and medium scale commercial establishments to thrive in downtown Beaumont serving primarily local demand.

1.3

Policy Context

This plan aims to create a fresh new vision for downtown Beaumont while also aligning with existing municipal plans, guidelines and policies. Below is a list of relevant

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2. Leopold Magnan House (former post office / gas station), built 1919

policy documents which provide a framework for the DUDCP.

Municipal Development Plan Adopted in 1998, the Municipal Development Plan sets out an overall vision for the growth and development of the Town and outlines broad policy objectives.

There are several policies within the MDP that are relevant to this plan, including: Section 6: Urban Design and Community Image Policy 6.2.2 To strengthen the downtown as the commercial core and cultural focus of the community.

Policy 6.3.1 The Town will provide a visually and functionally attractive urban environment for residents, business growth and visitors.

Policy 6.3.7 All development proposals in the Downtown should visually reinforce the dominant focal point, the St. Vial Roman Catholic Church, and preserve the views to and from this hilltop icon.

Section 7: Residential Areas Policy 7.2.3 To maintain a high population density per square kilometer, and to provide for a transition between low density and higher density housing.

Section 8: Commercial Areas Policy 8.2.1 To strengthen the downtown area as the retail, office and

Town of Beaumont Downtown Urban Design Concept Plan

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mixed use focus, while allowing commercial development at strategic locations along major roadways.

Policy 8.2.2 To allow the development of other functions in the downtown area, including residential, social and cultural activities.

Section 10: Parks, Recreation and Open Space Policy 10.2.1 To develop a continuous pedestrian system connecting major activity areas.

Section 4.7: Parks and Open Space Policy 4.7.2a) Recommend that 51 Street between 50 Avenue and St. Vital Avenue (49 Avenue) be designated as a pedestrian-only Street.

This could be done seasonally, or on a year-round basis.

Policy 4.7.2b) Establish a long term park acquisition policy that would enable the Town to assemble and create a civic plaza of sufficient size to support community activities.

Policy 4.7.4 Establish monuments and public art as focal points along linear parks to highlight Beaumont’s French history and culture.

Central Area Redevelopment Plan Adopted in 2009, the Central Area Redevelopment Plan (CARP) provides a general framework to guide development of the central area of Beaumont.

There are several policies within the CARP that are relevant to this plan, including:

Section 4.8: Transportation and Streetscape Improvements Policy 4.8.1 The portions of 50 Avenue within the CARP boundary is designated as a Pedestrian-oriented Main street. 50 Avenue shall be developed with a primary focus on creating a safe, comfortable and enjoyable urban environment and support social interaction.

Section 4.2: Mixed Use Policy 4.2.3a) Building frontages along 50 Avenue and 50 Street shall be designed and oriented to create a pedestrian-scaled shopping street and a defined urban edge.

Policy 4.8.2b) The sidewalks along 50 Avenue and 50 Street shall be appropriately designed to create a pedestrian-friendly environment.

Policy 4.2.5a) Buildings along 50 Avenue and 50 Street shall be designed and oriented to have minimal or zero front yard setbacks.

Policy 4.8.2c) Streetscape improvements along 50 Avenue and 50 Street shall include: street lighting, decorative street furniture, wider sidewalks/promenades, enhanced landscaping, etc.

Policy 4.2.5c) Provide active building frontages at the ground storey level of buildings along 50 Avenue, 52 Avenue and 50 Street. Active frontages are characterized by doorways, display windows, porches and pedestrian access along sidewalks.

Policy 4.8.2d) The streetscape design shall include various traffic calming features such as compact intersections, bulb-out street corners, mid-block crossings, reduced corner radii, and onstreet parking.

Section 4.4: Medium Density Residential Policy 4.4.2b) Provide active building frontages at the ground storey level of buildings. Active frontages are characterized by doorways, display windows, porches and pedestrian access along sidewalks.

Policy 4.8.3b) Streetscape improvements along 50 Avenue, 50 Street and 51 Street shall incorporate French-inspired design elements and details consistent with the French Village theme.

Section 5.3: Downtown Management and Coordination Policy 5.3.1 Support the establishment of a Business Revitalization Zone for the Central Area.

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3. Beaumont Fire Hall

4. Example of French Village Motif

French Village Design Guidelines The concept of the French Village motif was developed in 1992. The French Village Design Guidelines were revised and adopted in 2010. The document states that Beaumont has a unique heritage but has very few heritage buildings and as such must create its own identiďŹ able architectural character. The guidelines are intended to apply to all new commercial, mixed-use, institutional, municipal and multi-family residential buildings within the CARP boundary, including the DUDCP plan area.

The guidelines make recommendations with regard to site planning, open space and landscaping, parking, built form and scale, architectural details, signage and lighting, and street furniture.

Beaumont Land Use Bylaw 796-12 The Town of Beaumont Land Use Bylaw was adopted in 2013. As shown on Figure 3 - Existing Land Use and Zoning, there are four Land Use Districts designated within the DUDCP plan area.

TCMU - Town Centre Mixed Use The purpose of this zone is to provide for residential and commercial mixed-use developments. A number of commercial uses are permitted. Commercial space must be provided on the ground oor.

Maximum height: 21 meters Maximum site coverage: 60% Maximum density: 120 dwellings/ha RMD2 - Residential Medium Density 2 The purpose of this zone is to provide for a variety of medium density multiple family residential dwellings.

Commercial uses are not permitted.

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Maximum height: 12 - 18 meters Maximum site coverage: 55% Maximum density: 80 dwellings/ha USI - Urban Services Institutional The purpose of this zone is to provide for development of facilities of an institutional nature or for community based services.

Maximum height: 15 - 20 meters Maximum site coverage: 40% DC-100 - Direct Control Affordable Housing The primary purpose of the Direct Control Affordable Housing District is to provide Development guidelines for the affordable housing project located at 5033 and 5035 52 Avenue currently operated by the Leduc Foundation.

Maximum height: 14 meters Maximum site coverage: 40% Maximum density: 90 dwellings/ha The regulations guiding development all vary between each of these zones (setbacks, site coverage, building height, etc). This is contributing to the feeling that the central area has not developed in a coherent way. These inconsistencies can also make it challenging to achieve certain urban design goals, such as creating a consistent, pedestrian-friendly street wall.

Town of Beaumont Downtown Urban Design Concept Plan

Beaumont Open Space and Trails Master Plan The Open Space and Trails Masterplan lays out a framework for future open space and trail development, including recommendations for the priority of acquisition of new park land. There are some implications on the development of the DUDCP area, including:

Principle 3 Policy 3.4 - Consider vacant downtown site(s) as potential public gathering space(s) The Town should examine vacant parcels within the downtown area and identify options for the development of a central urban park/plaza which could be used for special events 8.2 Open Space Recommendations #2 - New Urban Park Development Acquire or redevelop a public parcel to create an Urban Park in the downtown core of the Town suitable to host special events such as farmers markets and civic ceremonies in addition to informal use by business and patrons of the Centre-Ville neighbourhood.

Probable Capital Cost: $750,000-$1,000,000

1.4 5. Multi-Use Trail

How the Plan was Prepared

The Beaumont Downtown Urban Design Concept Plan was prepared in three phases over an eight (8) month period between December 2014 and July 2015.

Throughout the process, the consultant team worked closely with the Town of Beaumont Working Group.

Opportunities for stakeholder and public involvement were provided during each phase of the work plan.

The image below provides an overview of the major milestones for each phase of work.

Urban Design Concept Planning Process

PHASE I - GETTING READY TO PLAN ◊ Start-up, Base Mapping and Background Research ◊ Opportunities and Constraints ◊ Stakeholder Focus Groups ◊ Phase I Summary Report ◊ Presentation to Town Council

December 2014 - February 2015

PHASE II - EXPLORING POSSIBILITIES ◊ Design Charrette Ready Plan ◊ Urban Design Charrette ◊ Design Charrette Evening Open House ◊ Phase II Summary Report ◊ Presentation to Town Council ◊ Recommended Design Concept

February - May 2015

PHASE III - DOWNTOWN URBAN DESIGN CONCEPT PLAN ◊ Draft DUDCP, Servicing Concept and Implementation Strategy ◊ Technical Circulation ◊ Public Open House ◊ Final Revisions to Documents ◊ Put Forward for Council Approval

May - July 2015

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2.0 PLAN AREA The plan area is located in the heart of downtown Beaumont, including the intersection of 50 Street and 50 Avenue, approximately 8 hectares in size. Kitty corner to the site is Beaumont’s landmark building, the St. Vital Church.

2.1

Natural Features

The topography slopes gently from southeast to northwest. The elevation of the southeast corner is 736 m while the elevation of the northwest corner is 728 m.

2.2

Land Ownership

The plan area is characterized by a variety of lot sizes and land use types. There are several individual owners throughout the block. The Town of Beaumont currently owns two properties within the block, shown as #7 on Figure 2 - Plan Area and Land Ownership. Ownership of these parcels provides leverage to influence the type of quality redevelopment this plan aspires to.

2.3

Historical Development

Celebrating Beaumont’s Historic Past Beaumont originated as a French settlement area around the turn of the 20th Century. It has a unique French history, which this plan attempts to capture and capitalize on.

Prior to European settlement, the ‘Paspascchase’ First Nation lived in the Beaumont area.

influence on the establishment and growth of Beaumont. The church was first constructed in 1895 and was a significant driver of settlement due to a lack of other attractive conditions such as the railway and mines. In 1918, the church was destroyed by a fire and has since been renovated multiple times.

To celebrate the church and its location on the ridge of a hill, the village was named Beaumont, which means beautiful hill. The church has maintained its influential status as it was the only Francophone parish south of Edmonton. Additional historically significant buildings include the St. Jacques home, the Convent les Filles de Jesus and a former post office/gas station (the Leopold Magnan House). There are no designated heritage houses in Beaumont.

By the turn of the century, the settlement included 45 French- Canadian and 30 English-speaking families. By 1921, Beaumont grew to include 110 French Canadian families and 35 English. The village of Beaumont was incorporated in 1973 at which time the total population was 412 and became the Town of Beaumont in 1980 with a total population of 3202.

2.4

Existing Land Use

The spring of 1892 marked the opening of the railway and brought with it the first wave of immigrants. These first settlers were of predominantly French-Canadian and Catholic origin. The new settlement, then known as the Sandy Lake district, built up to over 20 families by 1893.

Existing land uses are shown on Figure 3 - Existing Land Use and Zoning. Residential and institutional are the primary land uses on the western portion of the site. The Town owns both the central parcel and the former gas station in the northeast corner. Commercial and retail uses are centered along 50 Street and 52 Avenue. Four single family homes remain along 50 Avenue. Currently there are three sites undergoing redevelopment within the plan area.

The St. Vital Church has been emphasized as a powerful

Many parcels in the plan area are very long and narrow with 7

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6. Example of a Mixed-Use Town Centre

limited road frontage. These parcels will be difficult to redevelop in their current configuration, which may be contributing to the under utilization of land within the downtown.

2.5

Demographics

The Town of Beaumont’s population in 2010 was 12,586. In 2015, the Town’s population was 16,768.

This represents a 5.9% annual growth rate.

Beaumont is a young community, with an average age of 31.5 years old, which is significantly lower than Alberta’s average of 36.6 years old. Children under 15 account for about 25% of the overall population.

Population growth is expected to continue for the foreseeable future, despite temporary fluctuations in oil prices. This will create increased residential and commercial demand for the Town.

2.6

Redevelopment Suitability

The consultant group assessed the redevelopment suitability of the plan area. See Figure 4 - Redevelopment Suitability.

2.7

Market Analysis

Site specific planning and development decisions for the plan area ought to strategically align with the economic reality of the Town of Beaumont and the surrounding region to ensure its long term viability. A comprehensive Retail Market & Opportunity Analysis was completed

7. 50 Street Streetscaping

in 2015 for the International Region – representing seven municipalities by the Leduc Nisku Economic Development Association which includes the Town of Beaumont. This report together with a number of recent market studies initiated by both private and public interests provide insights into the market potential for a mixed-use town centre oriented development in Beaumont in the context of the wider region.

Overview Beaumont is anticipated to continue having the highest population growth in the province of 4.85% (6.1 %) annually, and highest household income in 2019 of $181,385. Based on the 2015 population of 16,768, it is anticipated that it will reach a population similar to the City of Leduc of 28,500 people by 2025. Beaumont residents easily outspend the rest of the region in comparison shopping categories, and have the greatest capacity for increased spending as selection improves1. This growth will increasingly support commercial and retail investment in the Town2.

At this time, relatively low commercial/industrial activity make it an unlikely destination for workers or shoppers at this time, but it is well suited for convenience types of services. The Towns current total retail square footage is approximately 270,000 square feet, with 50,000 square feet located in the downtown. Recently the Town approved 2 major mixed use infill developments in the plan area which could provide an economic boost to the generally dated retail development.

Demand Summary Any well designed retail strategy requires a thorough assessment of consumer demand. Based on aggregate total retail spending within the region, currently the Town of Beaumont captures about 20% of the $638 million 9

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spent by residents on retail services. Although the Town’s affluent customer demographic is attractive for retailers, in the short term the Towns current population and its concentration will limit immediate investment.

At this time, the town largely offers convenience retail services (61 % of total services offered), food and beverage (19%) and comparison retail (19%) services.

Enormous potential exists for this mixed use district to capture the total retail spending leaking outside the community; specifically in the retail food category which is instrumental in supporting neighbourhood and community level shopping, and facilitate future retailcommercial development.

Market Opportunity for a Mixed-Use Downtown Retail in the region is generally characterized by strip malls and power centre development formats that offer mostly ‘auto oriented shopping’ experiences. A number of national brand retail developments are planned for the region. The Town’s distance from the Queen Elizabeth II Highway and the residential nature of the community, it is better suited for community-serving and convenience based commercial development2.

Retailing is trending towards local and high quality goods, particularly catering to affluent Canadian households. Beaumont’s customer and spending demographic is highly favourable to support this trend. Downtown Beaumont is well positioned to be developed as a comprehensively mixed use district with convenience and specialty retail services that is supported by the intensification of residential units to establish itself as a unique retail centre3. In anticipation of Beaumont`s population growth though 2019, over 250,000 square feet of leasable commercial floor space could be developed and a portion of this could be directed towards to the plan area.

Analysis For the last two decades, Beaumont has seen considerable growth in both its residential population and retail outlets. It is a reasonable expectation that above average growth will continue in the short term and likely in the long term, as indicated in multiple population growth studies.

Beaumont will become strategically more attractive for

offices and retail investment as it continues to expand in population and market value.

According to the Niche Market Study conducted in 2011, the following clusters represent the high potential growth areas in Beaumont: t Retail and Offices t Small Business and Entrepreneurship t Service, Supply and Backroom Operations Supporting the Region’s Hydrocarbon Sector t Office Development t Eco-Industrial Services and Technology Development t Business and Professional Services t Transportation and Logistics Backroom Operations t Destination Retail, Hospitality, Food and Accommodation Services Growth may be limited in certain categories such as destination based retail. This is due to the development of large clusters of this type existing and being developed at other locations in the region.

With higher density housing, population growth is anticipated to be significant in the Centre-Ville area of Beaumont.

Increased population would provide a local market for convenience retail, service retail and office uses as well as eating and drinking establishments.

2.8

Transportation and Parking

Figure 5 - Transportation and Parking provides an overview of the current transportation and parking network. 50 Street and 50 Avenue are the two most important corridors and arterial roads which connect the region to downtown Beaumont. The 50 Streetscape was recently re-designed and streetscaped. The improvements allow for on-street parking and establish an updated streetscape theme.

The plan area can be considered a ‘super block’ as it lacks convenient connections through the site for both pedestrians and automobiles. This creates a challenge to develop the under utilized parcels in the centre of the block.

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NORTH

OFF-STREET (QTY. TOTAL 614 STALLS)

43

AVAILABLE SCHOOL PARKING ACCESS POINTS

50 ST.

56a ST.

57 ST.

54 AVE.

121

51 E. AV

52 AVE.

56

ST

.

52 AVE.

140

51 AV

E.

OVERFLOW PARKING

53

48 ST.

121

50 ST.

55 ST.

149

49 ST.

80

121

23

50 AVE.

50 ST.

57 ST.

51 ST.

43

E.

48 AV

.

56 ST

TRANSPORTATION + PARKING FIGURE 5.0

URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

2.9

Schools, Recreation, Parks and Open Space

Beaumont currently hosts eight schools, including one high school. Six are operated by the Black Gold Regional School Division. Ecole Bellevue School is located adjacent to the plan area on the south side of 50 Avenue.

Additionally, there are also schools operated by St. Thomas Aquinas Roman Catholic Schools and Conseil Scolaire Centre-Nord.

The Ken Nichol Regional Recreation Centre is located north of the plan area along 50 Street. This is the major recreation amenity in Beaumont. The Town also hosts an aqua-fit complex, a water park, a skate park and a youth centre.

An extensive trail network exists in Beaumont, including several trails which terminate at the plan boundaries, connecting to the existing sidewalk network. The plan area currently provides no trail or pedestrian connections through the site and there is a great opportunity through this plan to introduce new connections through the site and draw people into the core area (Figure 6 - Parks and Open Space).

2.10 Municipal Services Existing servicing capacity of the plan area has been assessed by Invistec Inc. and is summarized below.

Stormwater Management Major System: The plan area belongs to LB-23 basin (72 hectares) according to the Focus’ 2009 study, serviced by Cairns Pond. Cairns pond was built in 1979 and Focus’ 2009 Storm Report has concluded that the current pond is “inadequately sized for large storms such as 100 year 24 hours or July 1937”. It is safe to conclude that the 1in 100 Year flow from the planned site at post development condition will not be able to be accommodated by Cairns Pond.On-site 1:100 year storm water management will be required for the entire site. Roof storage, parking lot ponding though lot grading, underground storage tank and Low Impact Development (LID) measures can be utilized to resolve the major storm issue.

Minor System: As shown in Figure 9.a - Major and Minor Storm Sewer

System, basin 1, 2, & 5 will be serviced through 55 Street.

Downstream improvement may be required. Basin 3 & 4 will be serviced from 52 Avenue. Downstream improvement may be required.

Sanitary Servicing The Town plans to commission a sanitary study in the future.

At present, the Town’s infrastructure group is not aware of any capacity issue near the plan area. As shown in Figure 10 - Sanitary Servicing Concept, there is an existing 200 mm sanitary pipe along both 55 Street and 52 Avenue.

Service can be connected to the existing system at the south and west location if the Town’s study indicates there is no capacity issue in the system.

Water Servicing As shown in Figure 11 - Water Servicing Concept, there is an existing 200 mm water system along both 55 Street and 52 Avenue and a 150 mm main along 50 Street. Service can be connected to the existing system at the south and west location of the subject site. Internal looping will be required to provide circulation. Hydrant locations shall be arranged according to Town of Beaumont’s standards and building codes.

Franchise Utilities Franchise utilities exist in the plan area. A 3 Phase overhead power currently exists along 52 Avenue and 50 Avenue and service connections are provided for all the existing lots in the subject area. Altagas is the supplier for the gas in Town of Beaumont. Gas mains are available on 50 Avenue, 55 Avenue and 52 Street. Individual gas services are also provided for each lot in the plan area. Other shallow utilities such as phone line, internet cable, etc. are available along the parameters of the subject site. Franchise utilities will either be buried or relocated as part of the upcoming streetscaping.

8. Beaumont Landmark: St. Vital Église Catholique / Catholic Church 1

Thomas, pg. 62 Thomas, pg. 14 3 Thomas, pg. 90 2

13

50

100

150

LEGEND

200m

50 ST.

.

0 10

SCALE 1:2250

57 AVE.

57 AVE.

PARKS AND OPEN SPACE CHAMPLAIN PL.

NORTH 55 ST.

57 ST.

PROPERTY LINE

56 AVE.

56 A VE.

.

VILLE DE / TOWN OF BEAUMONT ADMINISTRATIVE BUILDING

54 ST

VE. 55 A

TRAILS & PATHWAYS

BOUCHARD ST.

56a ST.

56 ST.

SCHOOL SITE

PLAN AREA BOUNDARY 2009 CENTRAL AREA REDEVELOPMENT BOUNDARY

56 AVE.

TREES

55 A

VE.

PROMENADE PARK

55 AVE.

55 ST.

56 ST.

44

KEN NICHOL REGIONAL RECREATION CENTER DISTRICT LIONS SKATEPARK

54 AVE.

50 ST.

57 ST.

56a ST.

GOBEIL PARK 57 ST.

ST .

45

ST

.

46

ST

.

LAPOINTE PARK

PLACE BEAUSEJOUR INDEPENDENT LIVING

FIREHALL

51 E.

AV

52 AVE.

51 AVE. 49 ST.

50 ST.

55 ST.

57 ST.

E.

48 ST.

51 AV

47 ST.

BEAUVALLON PARK

56

ST

.

52 AVE.

50a AVE.

50 AVE.

50 AVE.

50 AVE. ECOLE BELLEVUE SCHOOL

E.

48 AV

PARKS + OPEN SPACES

.

56 ST

BELLEVUE PARK

50 ST.

57 ST.

51 ST.

ST VITAL RC CHURCH

FIGURE 6.0 URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

3.0 EXPLORING THE POSSIBILITIES Phase II of the Downtown Urban Design Concept Plan (DUDCP) focused on engaging stakeholders and the public in Stakeholder Focus Groups and an Urban Design Charrette and Public Open House. This chapter summarizes the outcomes of these engagements.

In addition to regular meetings with the Working Group, stakeholder and public consultation activities were organized in all three (3) phases of the project to allow input into the planning process.

A Project Backgrounder was sent out to stakeholders providing background information on the project.

Information included why the Town was undertaking the work; what the DUDCP will address; the planning process and timelines; and who to contact for additional information. A map identifying the plan area was also included (Appendix A - Project Backgrounder).

3.1

Stakeholder Focus Groups

In January 2015, a series of focus groups and one-onone interviews were arranged to engage affected and surrounding property owners, potential developers, residents, business owners, and the public to develop and support the Downtown Urban Design Concept Plan (DUDCP) and its implementation strategy. The stakeholder focus groups and interviews form part of a larger engagement strategy which included a design charrette, an online survey and a public open house prior to drafting the plan and an additional open house following the drafting of the plan.

After signing in, participants were provided a Stakeholder Workbook, a Plan Area map and an Evaluation Survey. A half-hour presentation was given by Karolina Drabik and Derek Robinson at the beginning of each Stakeholder Focus Group session outlining the background, methodology and key downtown redevelopment considerations to assist with generating ideas.

Participants were asked to sit in groups of approximately

9. Public Consultation Activites

15

six (6) people in order to both actively discuss and to fill out information within their individual workbooks.

Workbook questions focused on the evaluation of strengths, weaknesses, opportunities and threats, the vision and strategic priorities and implementation measures. Following the smaller group discussion process, one representative from each table was asked to present the key findings of their respective table to the rest of the group.

Summary of Themes Several major themes emerged from the feedback that was received at the Stakeholder Focus Group sessions and interviews. The following is a list summarizing major themes, issues and opportunities.

Improvements to Pedestrian Environment Pedestrian safety, due to high traffic volumes / speeds and a lack of signalized pedestrian crossing areas, was identified as a major concern along 50th Avenue. Poor continuity of sidewalks and street lighting were also identified as concerns within the residential portions of the downtown area. Respondents also identified the need to promote more active forms of transportation, such as bicycling, through the development of bicycle paths.

space which could be utilized for community events and year round programming. The Town owned parcel in the centre of the plan area is a natural location for this. However residents noted that there are serious limitations with this parcel in terms of accessibility and visibility. In addition, it was noted that a significant portion of this land has already been assigned as ‘temporary’ parking for the CCBCC development. It was suggested that this parking may end up being permanent. Furthermore, residents identified the need to connect existing parks and trails with this new central urban park/plaza.

Need for Proper Assessment of Servicing Infrastructure Respondents were concerned whether or not storm, sanitary and water servicing capacity is even available for the area and stated that until this was determined it is difficult to envision what could be possible for this area.

The Right Mix of Uses It has been suggested by participants that it will be difficult for downtown Beaumont to compete with new commercial developments to the north and west of Town. The plan area will need more than just commercial development to attract residents. A focus on higher density residential development that is well connected will bring more business to the area.

3.2 Parking Issues Parking, as always, was a central topic of discussion.

Some participants feel there is never enough parking, while others believe there is too much. Some respondents pointed out that the planned parking for the new Centre Communautaire Beaumont Community Centre (CCBCC) development is excessive and will limit the usability of the centre property owned by the Town. This may be an example of how the parking requirements embedded in the zoning may not be appropriate to create the type of downtown described in the Central Area Redevelopment Plan. Options such as shared parking were suggested by many respondents as an option to meet demand much more efficiently, stating that the Bellevue school, the church and the new Beaumont Community Centre (CCBCC) all have large parking lots used only for specific times of the day or week.

Need for a Central Gathering Space to Host Civic Events Respondents identified a need for a central gathering 16

Vision and Guiding Principles

Stakeholder Focus Group participants were also asked to review the existing Vision statement and rewrite it, if necessary, to reflect their ‘vision for the future’ for downtown Beaumont. Participants were generally satisfied with the focus of the Vision; however, some revisions and improvements have been identified. The following is a list summarizing the main themes or opinions expressed regarding the Vision: t

general support for the French historical architectural theme for built form but not for businesses

t

create a diverse, vibrant, mixed-use core encourages year-round pedestrian presence

t

strong support for `town square` and central gathering space for formal and informal events

t

increase higher density residential development

Town of Beaumont Downtown Urban Design Concept Plan

that

t

ensure pedestrian and multi-modal connectivity throughout the town to the centre

t

shared parking to ensure efficient land uses and infrastructure sustainability

e. Location and orientation of parking lots 4. Design a visible urban park / plaza which can serve as a community gathering point throughout the year 5. Celebrate Beaumont’s historic roots

See Appendix B - Focus Group Summary Report for a summary of the 3 Stakeholder Focus Group sessions that were held.

6. Explore creative solutions to meet parking demand 7. Allow for greater housing choices to accommodate a range of lifestyles and income levels

Vision Statement

8. Promote the arts and culture within the downtown area

“

By the year 2030 we envision a well-connected heart of Beaumont that is built on a rich French-Canadian history which inspires civic, cultural and retail services.

This portion of Centre-Ville is a community showcase and gaining prominence as a regional destination. The well designed and accessible central square serves as a space for informal gatherings, community events and civic celebrations. This sustainable, thriving and prosperous mixed-use district built at the human scale, attracts residents and visitors at various ages and stages in the life cycle to the quality higher density housing to live and support a range of locally based businesses.

9. Collaborate with affected landowners and other stakeholders on key decisions that affect the plan area 10. Create an economic development strategy specifically for this portion of Centre-Ville a. Business incubation for select business streams b. Support and encourage local entrepreneurship

3.3

Urban Design Charrette

” Guiding Principles The following Guiding Principles were established based on an evaluation of the strategic priorities identified as part of the Stakeholder Focus Group and Working Group consultation process. The following Principles will help to guide the development of the new DUDCP: 1. Encourage high quality mixed-use infill redevelopment that reflect Beaumont’s unique heritage 2. Develop and promote a strong, unified visual identity to enhance the sense of place 3. Create a well-connected attractive, compact, safe, and connected pedestrian environment: a. Apply principles of 8-804 b. Every trip starts and ends as a pedestrian c. Effective site planning d. Variety of materials

10. Design Charrette Group Exercise

The Town of Beaumont Downtown Urban Design Concept Plan (DUDCP) Design Charrette was held on March 3, 2015. It was conducted as a key component of the development of the DUDCP. The goal of the charrette was to engage a diverse group such as planners, architects, landscape architects, civic leaders, community representatives and other stakeholders in developing 2 or 3 alternative urban design concepts for the plan area.

Throughout the course of the Charrette, participants were engaged in discussions, analysis, problem-solving and hands-on design work. Organized into three teams, each

17

DEVELOPMENT STRATEGIES

Individual Development

Master Developer

Town as Developer

DESIGN TOPICS CITY WIDE

Image and Legibility Viewsheds Edges Green Networks

FORM & FUNCTION Massing and Material Active Streetfronts Diversity of Uses

with working within the same framework, participants analyzed the site and produced alternative concept master plans for the plan area. This preliminary report documents the results of the day and how the charrette participants worked together to help design alternative downtown urban design concepts where residents could live, work, play and learn.

Thank you to all of the charrette participants for your time, your ideas and all of your hard work!

Process Following an introductory presentation which provided a project overview, site context and precedent images, the 19 participants were divided into three groups. Each group had a member of administration present to act as a ‘technical expert’ and was facilitated by a member of the design team to explore a series of design topics.

The charrette was organized into three group exercises, each focused on a particular development strategy: Individual Development, Master Developer, and Town as Developer. The purpose of these scenarios is only to explore ideas and provide a framework to organize the thinking of participants and this was not intended to actually determine whether redevelopment should be undertaken by the Town or by a private developer. It is important to note that any of the ideas 18

CONNECTIVITY Vehicle and Pedestrian Access Accommodate Parking Wayfinding Low Impact Development Street Character

PUBLIC REALM Connected Open Space ‘Outside Rooms’ Human Scale Materials and Furniture

found within the three development concepts could be implemented by the Town or by a private developer.

Within each group exercise a number of design topics were explored by the participants. The image on the following page outlines the organization of the charrette. The design team then synthesized and refined the group’s concepts to develop three alternative concepts, one for each development strategy.

These three alternative urban design concepts were then presented to the community at an evening public open house. This provided a unique opportunity for the public to be involved in the design process. The key design features of each concept were outlined and the public was able to use ‘dot voting’ to indicate which features they supported and which they didn’t. The public was also able to leave written notes and suggestions right on the concept drawings.

Charrette Results The Beaumont Downtown Urban Design Concept Plan Design Charrette was an action packed day of planning and design activities. The three groups delved into the issues of community design and it yielded many great ideas. It is important to keep in mind, however, that these charrette results are intended to guide the development of the preferred land use concept for the DUDCP. The concept plans and ideas that emerged from the charrette are not

Town of Beaumont Downtown Urban Design Concept Plan

11. Design Activities

ďŹ nal and will undergo further revision and analysis to determine a preferred design concept.

Several themes emerged through the group discussions. One of which is the need for an overall parking strategy. It is recommend that the municipality consider undertaking a downtown parking study. This study should assess current and future demand versus current supply and the current minimum requirements in the Land Use Bylaw. It has become apparent through the ďŹ rst two phases of this project that the Town cannot achieve the desired goals of the DUDCP while still requiring the current amount of on-site parking from private development. Therefore, a focus of this parking study should also explore options for shared parking.

Another theme that often came up was the use of the French Village Design Guidelines. Both developers in the room stated that the guidelines added 5-10% onto their project budgets, which could be seen as a barrier to making development in Beaumont competitive with the rest of the region. An important part of the DUDCP implementation section will focus on how best to apply these guidelines on private and public property.

Charrette Evening Open House A public open house was held in the evening of March 3, 2015. This was an important opportunity for the public to be invited into the creative process. Concepts and drawings were still being ďŹ nalized literally as attendants began to arrive. This created an informal atmosphere to discuss ideas and possibilities for the heart of Beaumont.

Notices were mailed to surrounding property owners and the event was advertised in the local newspaper.

The open house took place from 7pm - 9pm on March

3, 2015 at the St. Vital Seniors Centre and was attended by approximately 40 community members.

Representatives from the consulting team presented, answered questions and facilitated the event. Members of Town Administration were also present and available to answer any questions.

After signing in, residents were free to explore the drawings completed earlier in the day, as well as the three alternative concepts. The consultant group gave a short overview presentation explaining the project and the design charrette. This was followed by an overview and group discussion around each of the three alternative concepts.

A community feedback and response sheet was provided for each alternative concept, allowing attendees to provide on-the-spot feedback on a number of key design features for each of the concepts. Attendees were asked to place stickers on each design feature rating them on a scale of 1 to 5. Residents were also invited to leave written comment stickers right on the concepts (Appendix C - Urban Design Charrette Summary Report).

3.4

Public Feedback

Approximately 25 emails were received from members of the public throughout the process of which a few came from people living outside of the Town of Beaumont. The majority of these emails were in regard to concerns about the displacement of local businesses through the redevelopment process.

The Town of Beaumont conducted an online survey from April 2 to April 13, 2015. In addition, Town staff 19

met with residents of Place Beausajour to explain the concepts and gain feedback. See Appendix D (Summary of Online Public Engagement) for a summary of all public feedback received throughout the process.

3.5

Public Open House

The final public open house was advertised and held on June 17, 2015 (Appendix E - Summary Report Public Open House). Approximately 50 people attended. There was a good level of support for the DUDCP. Participants particularly liked the Central Park Space and the mixed use aspect proposed in the plan. Some felt the densities and heights were too high and suggested reducing heights to 4 storeys. Also, concerns were expressed regarding increased traffic and congestion along 50 Street. Concerns were also expressed about displacing existing businesses (e.g. Crêpe and Shake) as a result of redevelopment.

4

8-80 Cities is a Canada-based non-profit organization with an international outlook. It promotes walking and bicycling as activities and urban parks, trails, and other public spaces as great places for all, for the young (8) to the old (80). http://880cities.org/

20

Town of Beaumont Downtown Urban Design Concept Plan

4.0 ALTERNATIVE URBAN DESIGN CONCEPTS Three Alternative Downtown Urban Design Concepts were generated at the Urban Design Charrette in January 2015 as a means of exploring ideas for the future development of the DUDCP area.

These are shown graphically and described in this chapter of the Downtown Urban Design Concept Plan. The alternatives were presented to the public and Town Council for debate and discussion. This information ultimately informed the development of the Preferred Urban Design Concept which is outlined in Chapter Five.

The charrette was organized into three group exercises, each focused on a particular development strategy: Individual Development, Master Developer, and Town as Developer. The purpose of these scenarios was only to explore ideas and provide a framework to organize the thinking of participants. This chapter outlines the key features of each of the three alternatives.

12. Alternative Urban Design Concept Features

21

22

Town of Beaumont Downtown Urban Design Concept Plan

13. Charrette Presentation at Open House

Alternative Urban Design Concept #1 Alternative urban design concept one represents the Individual Development strategy.

This urban design concept plan envisions development to occur in a similar way as today with individual landowners redeveloping their properties over time. A fragmented land ownership pattern presents unique considerations. The focus of this strategy is on how best to achieve consistency in the form of redevelopment and how to achieve a unified design theme. How parking and other infrastructure can best be shared in a scenario such as this is also of interest.

Key Features #1 - Retail Pads Retail pads with office above are developed within the existing mall site to create an active street presence along 52 Avenue.

#2 - New Connection Through Mall A new north-south public through-way is retrofitted into the existing mall to increase connectivity to the central park space.

14. Alternative Urban Design Concepts

agreements through the properties of the two character homes is also a possibility.

#5 - Small Scale Residential Development Linear townhouses are developed on the individual lots which lay between the character homes, providing sensitive infill and drawing people and activity into the centre of the site.

#6 - Preservation of Character Homes The focus of this concept is to retain the two character homes located at 5006-50 Avenue and 5110-50 Avenue and to integrate them into the open space network.

Complementary to this development strategy would be to identify and support various opportunities to develop small scale businesses.

#7 - Shared Parking Options Additional parking requirements should be accommodated through shared parking agreements with the many existing parking options, including the Leduc Foundation parking lot, the St. Vital Church parking lot, the CCBCC parking lot (under construction), the Ecole Bellevue School parking lot and the Ken Nichols Recreation Centre parking lot.

#3 - Themed Central Park The Town-owned land in the centre of the block is developed into a new central gathering space themed around Beaumont’s unique heritage.

#4 - Connectivity to Central Park Public access to the central park is enhanced by connections to the north, west and east. Acquiring public access 23

Alternative Urban Design Concept #2 Alternative urban design concept two represents the Town as Developer strategy.

This concept explores how the area may develop if the Town were to take an active role in the redevelopment of the area. This includes maintaining the two land holdings currently owned by the Town and may include acquisition of the mall site for a possible consolidation. This scenario may also include the eventual relocation of Town Hall and/or the library to the plan area to be combined with other cultural facilities.

Key Features #1 - Civic Centre as Anchor Feature The anchor of this concept is a proposed five storey mixed use civic centre building on a two storey podium connected to an enlarged central square using two entry plazas. The ground floor is to be active retail uses. The 3rd, 4th and 5th floors will be home to new Town of Beaumont Administration offices, while portions of the 2nd floor may accommodate a pharmacy (or other commercial use), a new library or museum, community event space or additional office space for administration. The top of the podium should be utilized as public space either for public seating, restaurant patios, or outdoor library reading/wi-fi rooms.

#2 - Entry Plaza Two entry plazas are proposed at each end of the new civic centre building, which connect 50 Street to the interior of the site and draw people into the central park space. The smaller plaza will be located in the northeast corner of the plan area at the intersection of 50 Street and 52 Avenue; the larger plaza will be used to visibly, physically and architecturally connect the new civic centre building to the central park space, allowing the building to open up onto the park.

#3 - Central Park / Civic Space The potential consolidation of the mall site and the two townowned lots allows for the development of a more visible, inviting and usable central park space. By relinquishing the western portion (currently designated as temporary parking) as long-term shared parking and extending the park north onto the mall site, more comfortable and usable dimensions are achieved. The park space includes elements based on a

traditional French garden square, a flexible oval-shaped open field space and a storm water management water feature.

#4 - Preserve Character Home This concept retains the character home located at 5006-50 Avenue.

#5 - Shared Parking Opportunity Existing and already approved parking areas are designated as shared parking facilities intended to serve the entire plan area. This includes the Leduc Foundation parking lot, a portion of the CCBCC parking lot and the parking area of the Maina building currently under construction.

#6 - Potential Structured Parking Optional based on need and community desire at time of construction is a structured parking facility north of the central park space.

#7 - Mixed Use Development Mixed use development is proposed on the western portion of the mall site in the form of a four storey building. This concept also includes a new mixed, street-oriented building at the corner of 50 Street and 50 Avenue.

#8 - Residential Townhouses The single-family lots along 50 Avenue are very deep at approximately 90m (300ft). This concept proposes that these lots are consolidated and an alley is placed east-west through the middle of the land. This allows residential townhouse development which both fronts onto 50 Avenue and onto the central park space.

#9 - Lay-by Aisle A new lay-by aisle is proposed along 50 Avenue to allow for drop off and pick up of elementary school children.

This should be paired with a new signalized pedestrian crossing and the use of student crossing guards to ensure students can safely reach school every morning.

#10 - Bio-swale / Storm Water Channel A bio-swale is designed into the central park space which retains and filters storm water run-off and will include native plantings.

25

26

Town of Beaumont Downtown Urban Design Concept Plan

Alternative Urban Design Concept #3 Alternative urban design concept three represents the Master Developer strategy.

This concept explores how the area may redevelop if major pieces of the block were consolidated and sold to one ‘master developer’. This provides a great opportunity to achieve architectural unity and other identified goals such as increased connectivity through the site and the development of usable, quality public spaces. The difficulties lay in acquiring and assembling land and finding a willing and suitable developer to work with the community to achieve shared goals.

through shared parking agreements with the many existing parking options, including the Leduc Foundation parking lot, the St. Vital Church parking lot, the CCBCC parking lot (under construction), the Ecole Bellevue School parking lot and the Ken Nichols Recreation Centre parking lot.

#4 - Relocate Character Homes This concept proposes to relocate the existing character homes currently located at 5006-50 Avenue and 511050 Avenue. They may be relocated within the plan area or to another location within the Beaumont Parks system. These houses could be used for small scale retail operations, as a museum, and/or as community event spaces, depending on their ultimate location.

Key Features #1 - Retail Pads Under this developer driven strategy, it is assumed that a private developer will be looking to maximize the leasable area of the site for medium scale commercial pads. In order to successfully function as the centre of Beaumont and as a destination for residents, the development must focus on being connected and comfortable for pedestrians.

One idea which was explored is the Town becoming an anchor tenant of this new commercial development by moving their administration offices into this area, which would provide additional support to the commercial establishments.

#2 - Series of Small Public Spaces The public realm strategy for this concept is to connect the plan area through a series of human scale pedestrian plazas, some with seating and public wi-fi service. These pedestrian plazas would be linked by pedestrian walkways and mews, creating a walkable, outdoor mall that is partially sheltered from the elements and may even include some glass coverings or trellises.

#3 - Shared Parking Options The strategy to accommodate parking in this concept is to use a series of smaller parking areas, which includes angle parking along access ways. This strategy is less intrusive to the design of the site and much more comfortable for pedestrians.

Additional parking requirements should be accommodated

15. 50 Street Streetscape Elements

27

5.0 PREFERRED URBAN DESIGN CONCEPT The primary goal is to re-imagine downtown Beaumont as a place where more people spend time both in the daytime and evening all year round by increasing the amount of residential, retail and office uses and by creating a comfortable, attractive and inviting central gathering space.

By concentrating development on specific parcels, the plan seeks to implement good downtown planning principles in a sensitive manner. Redevelopment will be directed to the areas that are most suitable to particular types of land uses and built form.

Figure 7 - Preferred Urban Design Concept illustrates how development should occur within the plan area. This masterplan is conceptual, meaning it is not intended to prescribe details such as the footprint of buildings or the exact configuration of laneways and pedestrian connections. The intent of this masterplan is to convey a walkable development pattern, smaller block lengths, general building massing, mid-block walkways providing continuous connectivity, and a central gathering space with buildings fronting onto it; these are considered the key features essential to a thriving downtown Beaumont.

Land Use Statistics Table 1 - Preferred Concept Floor Area Calculations estimates the additional amounts of commercial and residential floor area, as well as residential unit counts and population estimates. These are only intended as estimations to provide a further understanding to the Preferred Urban Design Concept.

5.1

Objectives t

Support higher density development with a balance of living, working and recreation spaces

t

Encourage a wide range of medium to high density housing types to accommodate a variety of lifestyle options

t

Effectively integrate land use patterns with transportation infrastructure

t

Encourage good urban design which incorporates Winter City Design principles

t

Develop safe, comfortable and inviting development for everyone, including seniors and children

Policies 1.

Vehicular parking is to be located in the rear of the building. Where a lane exists, parking must be accessed from the lane.

2.

Building heights should transition from east to west with the tallest buildings along 50 Street

3.

Reinforce and direct commercial development to 50 Street to enhance 50 Street as Beaumont’s main shopping street

4.

Ensure pedestrian scale design through smaller block lengths, building massing, facade design and detail, active ground floor uses, mid-block green space or walkways providing continuous landscaping

5.

Encourage articulation of building elevations, appropriate building massing and activation of the frontage of buildings

Land Use and Built Form

The preferred urban design concept makes provisions for new residential, commercial and institutional/cultural development. Primary built form will consist of row housing and mid-rise structures.

29

0.

5

10

20

50

100m

LEGEND

SCALE 1:750

ST .

RESIDENTIAL REDEVELOPMENT

1

PLACE BEAUSEJOUR INDEPENDENT LIVING

RESIDENTIAL MIXED USE

51

56

MIXED-USE COMMERCIAL REDEVELOPMENT

FIREHALL

PROMENADE PARK E. AV

#

52 AVE.

FUTURE STREETSCAPING

52 AVE.

BUILDING HEIGHT (STORIES) PARKING AREAS ROADWAYS

1

4

4 5

CENTRAL PARK SPACE PLAZA SPACE

4

4 EXISTING BOULEVARD TREES 5 PROPOSED BOULEVARD TREES PROPOSED ORNAMENTAL TREES PROPOSED NATURALIZATION AREAS

51 AV

E. BIO-SWALE

55 ST.

2.5

50 ST.

PEDESTRIAN CONNECTIONS 3

P

PRIMARY GATEWAYS

SECONDARY GATEWAYS

2.5 P

3

#

#

ELEVATIONS (SEE FIGURE 8.0)

1 ROAD CENTERLINE P

EXISTING PARKING 50TH STREET GATEWAY FEATURES

4

PROPOSED GATEWAY FEATURES 4.0

4

EXISTING LIGHT STANDARD

2

4.0

NEW LAYBY AND FUTURE STREETSCAPING 2

50 AVE.

50 ST.

BELLEVUE PARK ECOLE BELLEVUE SCHOOL

ST VITAL RC CHURCH

NOTE TO READER: THIS PLAN ILLUSTRATES HOW DEVELOPMENT SHOULD OCCUR WITHIN THE DUDCP AREA. THIS MASTERPLAN IS CONCEPTUAL, MEANING IT IS NOT INTENDED TO PRESCRIBE DETAILS SUCH AS THE FOOTPRINT OF BUILDINGS OR THE EXACT CONFIGURATION OF INTERNAL LANEWAYS & PEDESTRIAN CONNECTIONS.

PREFERRED URBAN DESIGN CONCEPT FIGURE 7.0

URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

16. Stepbacks and articulation of building facades reduce massing and help maintain a pedestrian scale

6.

Ensure that buildings on corner sites provide attractive facades on both sides of the street and avenue

7.

8.

17. Active residential frontage with individual entrances from the street enhances safety

Objectives t

Create a sense of arrival when entering the downtown using gateway features

Orient development to face onto the street or central open space to help create a pedestrian friendly environment

t

Design and develop a central park space that can be programmed for year round use

Ensure that all new developments incorporate principles of Crime Prevention Through Environmental Design (CPTED) focusing on natural surveillance, access control and lighting

t

Undertake the design and development of streetscape improvements on 50 Avenue and 52 Avenue so they function as ‘complete streets’

t

Create a high quality public realm which will, in turn, set the tone and attract high quality private development

t

Develop a safe, comfortable and inviting public realm for everyone, especially seniors and children

Create active retail and residential streetfronts 9. Entries should be clearly visible and architecturally expressed 10. Separate entrances for commercial and residential uses are required 11. Ground-oriented residential development should be encouraged where possible to have individual residential entranceways, display gardens and/or porches for ground floor units 12. Commercial ground floor units should have a minimum of 60% glazing

5.2

Policies 1.

Use public realm improvements, including public art, to reinforce the French-Canadian character of the area and to celebrate Beaumont’s rich history

2.

Develop a unified wayfinding strategy to aid movement through and within the plan area. This is another opportunity to reinforce the design theme for the downtown

3.

Assess all new public realm improvements to ensure they incorporate principles of Crime Prevention Through Environmental Design

Public Realm

A quality public realm is essential to a successful, vibrant and attractive downtown, which draws both local residents and visitors from around the region, as the public realm is the most visible and prominent aspect of a neighbourhood. Where possible, improvements to the public realm are encouraged to promote pedestrian safety and comfort and allow all modes of travel to coexist.

31

18. Pedestrian mews between apartment buildings

5.2.1 Streetscape Improvements Streets provide many functions. They accommodate multiple forms of movement, they are key components of the public realm and their design and character can create renewed settings for people, activity and reinvestment. Improvement to the area’s main streets - 50 Avenue, 52 Avenue and 55 Street - will create attractive and distinct streetscapes which will enhance the area’s image and complement the future development potential of these corridors. Streetscape improvements along 50 Street have recently been completed. This has established an initial ‘design theme’ which future streetscape improvements should follow.

Policies 1.

Carry forward design features, including street furniture, of the new 50 Street streetscape design

2.

Design and construct streetscape improvements on 50 Avenue and 52 Avenue as conceptually shown on Figure 8 - Proposed Streetscape Elevations

3.

Wherever possible, provide street corner bulbouts at intersections of local neighbourhood streets as a means to encourage low traffic speeds, as well as providing additional sidewalk widths for pedestrians, public art, bus stops and/or other street furniture

4.

Streets are to be lined with trees at intervals of approximately 6.0m to provide tree canopies over sidewalks for summer shade

5.

32

Sidewalk widths are to be generous to emphasize

19. Streetscape improvements with traffic calming and on-street parking

the pedestrian, neighbourhood and sustainable nature of the area. Sidewalk widths should range from 2.5 m to 5.0 m. Wider sidewalks could provide space for outdoor cafes.

5.2.2 Parks and Open Space Throughout the consultation process, participants were supportive of a central park space in the interior of the block.

It is essential to connect this new central park space to the existing trail network and surrounding neighbourhoods using high quality, safe and convenient pedestrian paths.

The central park is envisioned as the primary, outdoor civic space within the Town of Beaumont’s downtown core as highlighted in the Urban Design Plan. This outdoor space is modeled after Parisian urban squares or ‘pocket’ parks, and is in keeping with the Town’s current French design motif.

It is intended as a modern urban park with: architectonic pavilions; picturesque plazas; paved pathways; public art; and, an open lawn on the western side to host events, concerts and festivals. The park is also envisioned as a social gathering space and is not adaptable for recreational sports fields. A large water fountain was placed near the middle of the park to serve as a community landmark; as is, a viewing area immediately south of it. Monumental sculptures of art, classic and contemporary, all over park are also intended for public viewing. All items help reinforce the park’s passive recreational design.

The central park space is basically flat in its topology, except for a bio-swale that will run along the entirety of the park’s southern limits to help separate the proposed residential development from events and activities occurring within the

Town of Beaumont Downtown Urban Design Concept Plan

PROPOSED STREETSCAPE ELEVATIONS FIGURE 8.0 URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

21. Well-designed public realm allows for a variety of transportation options during winter

20. Good winter city design is important to year round vibrancy of public spaces

park. The bio-swale is a landscape element designed to remove silt and pollution from surface runoff water, and will consist of a swaled drainage course with gently sloped sides and ďŹ lled with native vegetation.

The park will be surrounded on all sides by large 2.5 to 4 storey buildings. On the north and east will be mixed-use redevelopments, to the south a residential development, and to the west a shared parking lot, as well as more residential development. All pathways throughout the park will serve as a direct, safe and convenient method for active transportation. Especially pedestrians travelling between 52nd to 50th Avenues, since it is a more direct route than the existing peripheral sidewalks.

5.2.3 Winter City Design Winter is fundamental to the image, identity and experience of life in the Capital Region. The following policies shall be considered in the evaluation of development proposals and improvements to parks and public open spaces:

Policies 1. Thoughtful consideration must be given to programming public spaces throughout the winter months 2.

Provide protection from the elements through the use of awnings, canopies and other protective structures

3.

Encourage the use of functional and decorative lighting to enhance both private and public spaces during dark months

4.

Plant deciduous trees along southern exposures to provide summer shade and winter sun, and plant coniferous trees along northern exposures to shelter prevailing winter winds

5.

Encourage use of plant material that provides shelter and color throughout the year

6.

Design public spaces to accommodate snow removal and storage to avoid the need to truck out and reduce costs

Policies 1.

2.

3.

4.

5.

Incorporate native landscaping (i.e. plants and trees) that provide variety, animation, colour and texture throughout winter Create ‘outdoor rooms’ that are inviting and welcoming to all Program public spaces to offer a variety of activities and reasons to come and stay throughout the day and evening, all year round Promote Low Impact Development (LID) to address stormwater management issues within the plan area Connect open spaces through a series of pedestrian pathways

5.3

Mobility

How many of the things we love to do take place in a car?

The design of our streets inevitably must engage with the

33

22. Putting seating in sunny areas is an important consideration

23. Example of mews mixing pedestrian and bike traffic

competing interests and demands for urban space.

Designing for pedestrians, cyclists and future transit service is essential to minimizing vehicular congestion, engine idling pollution and traffic noise.

as ‘shared space’ in which pedestrians, cyclists and automobiles co-exist at low travel speeds 4.

Local roads, lanes and mews should include easements for servicing utilities where necessary

5.

Local roads, lanes and mews should accommodate on-street parking, if space is adequate, while still maintaining safe pedestrian routing

Objectives t

Design streets and lanes to be safe for all pedestrians, including seniors, children and those with disabilities. This may require a review of current design standards.

t

On-street parking is encouraged to reduce excessive speeding and provide additional pedestrian safety

5.3.2 Active Transportation

t

t

Develop a safe pedestrian crossing on 50 Avenue at the Ecole Bellevue School

Policies 1.

Give priority to pedestrians and cyclists over vehicles

2.

Develop curb bulbs at all intersections to ensure universal access

3.

Connect with existing trails located at 55 Street and 52 Avenue to complete the downtown trail network and to ensure safe convenient connections for pedestrians and cyclists into the area

4.

Lighting, signage and other design elements should be at a human scale to enhance the character of the pedestrian realm

5.

Decorative paving is recommended to be used as a wayfinding aid and to enhance the theme of the area

Plan for successful public transit in the future today

5.3.1 Street Network Policies 1.

Reintegrate an urban grid pattern through a network of new alleyway mews. Creating smaller blocks and increasing connections at a human scale slows traffic and increases pedestrian connectivity and safety, by increasing the amount of ‘eyes on the street’, while also increasing the availability of onstreet parking.

2.

The streetscaping along 50 Avenue should include a lay-by aisle to allow parents to safely drop-off and pick up children from school during rush hour

3.

Local roads, lanes and mews are to be developed

34

Town of Beaumont Downtown Urban Design Concept Plan

24. Examples of bio-swale as a Low Impact Solution

5.3.3 Parking 9.

Policies 1.

Engage a Transportation Engineer to conduct a thorough Parking Study for the DUDCP area to identify solutions that maximize the efďŹ cient use of existing and proposed parking facilities. This study should also determine whether the current off-street parking requirements within the zoning bylaw can be reduced or cash in lieu provisions implemented.

Where a lane exists, vehicular access is only permitted via the rear of buildings from the lane

10. Permeable paving, rain gardens and pedestrian walkways are encouraged for any new parking areas 11. Require parking structures to be wrapped in with residential or commercial uses to screen parking from public streets and maintain pedestrian friendly frontages

Vehicular parking is to be located in the rear of the building. Where a lane exists, parking must be accessed from the lane.

5.4

3.

Parking should be integrated into the site in small clusters rather than one big surface area

4.

All surface parking areas are to be well landscaped and well lit for pedestrian comfort and safety

5.

Parking should be located underground or covered where possible

Two alternatives are recommended for the stormwater management facility: Option 1: As shown in the Figure 9.a - Major and Minor Storm Sewer System, this features a centralized bio-cell system with connections to the proposed bio-swale to provide stormwater storage. The stormwater stored in the biocell can potentially be recycled to provide irrigation to the proposed landscape within the plaza.

6.

Parking is not permitted in front of buildings on private property along 50 Street, 50 Avenue, 55 Avenue and 52 Street or any building fronting a park space

7.

Shared parking is to be used to accommodate commercial parking requirements. Residential parking is to be accommodated on-site.

8.

Shared access to parking should be encouraged as a strategy to minimize the number of vehicle entries that cross sidewalks

2.

Servicing 5.4.1 Stormwater Management

As indicated in the Stormwater Report provided by the Town, the existing storm management infrastructure will not be adequate to accommodate the existing runoff from the plan area. Therefore, on-site storm water management will be required to accommodate the potential development. A detailed analysis has concluded that the entire site can be divided into 5 storm drainage basins as illustrated in Figure 9.a - Minor and Major Storm Sewer System.

Basin 1 consists of 3.43 hectares of land. A series of 450 mm diameter storm pipes can be provided to collect 1:5 years minor storm runoff to a center stormwater management 35

facility at the NW corner of the basin. 1:100 years major storm runoff can also be accommodated in the proposed stormwater management facility. This storm water management facility is conceptually sized around 1400 cum with a discharge rate as per Town of Beaumont Engineering Standards. The outlet for this stormwater management facility is connected to the existing 600 mm storm pipe at the Beaumont Community Center currently under construction. An orifice control shall be installed at 55 Street storm tie-in to regulate the maximum outflow from the storm water management facility.

Basin 2 consists of 1.04 hectares of land and it is currently under construction for the proposed Beaumont Community Center. At the time this report was prepared, the Town requested that the proposed site provides 1:100 year on-site stormwater management.

Basin 3 consists of 1.94 hectares of land. A centralized stormwater management storage facility is recommended to accommodate the storm runoff from the basin. Biocells will be utilized as the main measures for stormwater management under the parking area or road. Stormwater stored in those cells can be re-used for irrigation purposes. The outlet of the proposed storage facility can be connected to the storm sewer at 52 Avenue and an orifice will be required to restrict the maximum storm outflow to the town’s engineering standards.

Basin 4 & 5 are two existing multi-family sites which currently have storm services connections to 52 Avenue and 55 Street This report is not proposing to change the existing storm water management methods for those two basins.

As seen in Figure 9.b - Storm Cost Sharing Concept, the storm system cost is broken into 3 cost basins.

Each basin will be responsible for their own minor system construction. Basin 1 and 2 will be sharing the potential cost for the stormwater management system proposed in the centre of the subject area. Basin 3 will be responsible for the minor system and stormwater management system inside Basin 3.

36

5.4.2 Sanitary Main Service Concept Refer to Figure 10 - Sanitary Main Service Concept.

The Town has advised that a sanitary study will be commissioned in the future by its infrastructure group and the capacity of the sanitary system downstream will be reviewed at that time. Currently, there is a sanitary sewer system around the parameters of the plan area. The existing condos and multi-family in the west portion of the plan area are serviced by the sewers along 55 Street The proposed CCBCC building is serviced to 50 Avenue.

As illustrated in Figure 10 - Sanitary Main Service Concept, the proposed multi-family development along the east side (1.09 hectares) can be directly serviced by the existing sewers along 50 Street, while the proposed 1.47 hectares multi-family development can be serviced through a collective system directly connecting to existing sewers under 50 Avenue. Another alternative is to service this 1.47 hectares site through the CCBCC site.

The rest of the proposed development immediately south of 52nd Ave consists of 2.21 ha of land. Utilizing the design criteria specified in the Town’s Engineering Standards (18,000 l/ha/day with a peaking factor of three and 0.28 l/s/ha for inflow/infiltration allowance), the estimated design flow from this basin is around 2.79 l/s.

In any circumstance, if the downstream sanitary sewer is not capable of accepting the flow from the proposed site, the proposed sanitary pipes can be enlarged or doubled to provide temporary wet weather flow storage.

5.4.3 Water Main Service Concept Refer to Figure 11 - Water Main Service Concept.

Depending on the development staging, a water looping system can be proposed for the entire development with connections to 52 Avenue and 50 Avenue. 200 mm watermain shall be proposed as per Town of Beaumont engineering Standards. Pressure and supply can be further modelled once development concept and densities becomes available.

Town of Beaumont Downtown Urban Design Concept Plan

5.4.4 Franchise Utilities Currently, franchise utilities exist in the study area. 3 Phase overhead power lines were installed along 52 Ave. and 50 Ave. 3 Phase primary distribution will be required throughout the servicing area.

Existing overhead power lines will be replaced by buried cables when the streetscape improvement is carried out, and power service to the plan area can be obtained from the underground cables along the parameters of the subject site.

Alta gas is the supplier for the gas in the Town of Beaumont. Gas mains are available on 50 Street, 50 Avenue, 55 Street and 52 Street. Future gas service lines can be accessed from all existing gas mains along the parameters. Other franchise utilities such as telephone, internet, cable etc. can be connected to the existing infrastructure along 50 Avenue or 52 Avenue.

It would be beneďŹ cial to preserve a 3 m franchise utility corridor to allow franchise utilities to be installed in the Right of Way (ROW) and provide easy access for any future improvements to parcels in the plan area.

37

52

675 mm

450 mm

ALL DIMENSIONS IN METERS UNLESS OTHERWISE SPECIFIED

Basin 3 1.94 ha

60

0

m m

Basin 4 (0.98 ha)

LEGEND: Area Under Construction

1,000 m³

Storm Basin Boundary Potential 1:100 year underground storm storage Biocell is required

Existing Unit to Maintain

Existing Unit to Maintain

450 mm

450 mm

Under Construction

On Site 1:00 Year Storage is Required Currently Under Construction

Proposed Storm Sewer 600mm Pipe Proposed Storm Sewer 450mm Pipe Proposed Storm Sewer 300mm Pipe Existing Storm Service

500 WIDE CONC. CHANNEL

375 mm

50 Avenue

Potential bio-swale or vegetated channel for storm water management and quality control purpose.

300 mm

ALLEY

(0.30 ha)

Basin 2 (1.04 ha):

ALLEY

450 mm

Basin 5

Basin 1 3.43 ha

51 Street

55 Street

1,400 m³

Public Utility Lot or Easement (to be required)

50 Street

51 A ve 600 m nue m

525 mm

375 mm

56 S

tre

et

ue en Av

52 Avenue m

m 525

MAJOR AND MINOR STORM SEWER SYSTEM FIGURE 9.0A URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

July 10, 2015

52

675 mm

450 mm

ALL DIMENSIONS IN METERS UNLESS OTHERWISE SPECIFIED

Area Under Construction

Cost Basin 3

Storm Basin Boundary

1,000 m³

Potential 1:100 year underground storm storage Biocell is required

Existing Unit to Maintain

450 mm

450 mm

Under Construction

On Site 1:00 Year Storage is Required Currently Under Construction

Cost Basin 1

375 mm

50 Avenue

Cost Basin 2

Proposed Storm Sewer 600mm Pipe Proposed Storm Sewer 450mm Pipe Proposed Storm Sewer 300mm Pipe Existing Storm Service Potential bio-swale or vegetated channel for storm water management and quality control purpose.

500 WIDE CONC. CHANNEL

Cost Basin

300 mm

ALLEY

(0.30 ha)

Basin 2 (1.04 ha):

ALLEY

450 mm

Basin 5

Basin 1 3.43 ha

51 Street

55 Street

1,400 m³

Public Utility Lot or Easement (to be required)

50 Street

Existing Unit to Maintain

375 mm

0 60

Basin 4 (0.98 ha)

51 A ve 600 m nue m

525 mm

LEGEND:

Basin 3 1.94 ha

m m

56 S

tre

et

ue en Av

52 Avenue m

m 525

STORM COST SHARING CONCEPT

FIGURE 9.0B URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

July 10, 2015

52 Avenue

200 mm

50 Street

20

ue en Av

56

52

0

St re

e

m t m

200 mm

ALL DIMENSIONS IN METERS UNLESS OTHERWISE SPECIFIED

200 mm

20

200 mm

2.22ha

0m

m

200 mm

COST Basin 2

200 mm

51 A venu e LEGEND:

50 Street

COST Basin 1

1.47 ha

Sites to be serviced to 50 Street or 50th Avenue Public Utility Lot or Easement (to be required)

200 mm

ALLEY

Existing Sanitary Main

2

200 mm 200 mm 51 Street

ALLEY

200 mm

50 Avenue

Proposed 200 mm Sanitary Connection Alternative

200 mm

55 Street

1.09 ha

200 mm

Proposed 200 mm Sanitary Main

SANITARY MAIN SERVICE CONCEPT

FIGURE 10.0 URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

July 10, 2015

AC

ALL DIMENSIONS IN METERS UNLESS OTHERWISE SPECIFIED

15 0Ø

ØA

C

0 15

52

15 ree 0m t m

m

m

20

150 mm

0m

m

56 S

t

ue en Av

200 mm

52 Avenue

200 mm

150 m

m

50 Street

51 A venu e

LEGEND: Proposed 200 mm Water Main Proposed 150 mm Water Main Proposed 200 mm Water Main Looping Alternative Existing Water Main Public Utility Lot (to be required)

150Ø AC

ALLEY

150 mm

300 mm 51 Street

150 mm

50 Avenue 150 mm

300 mm

300 mm

ALLEY

200 mm

55 Street

Cost sharing scope

WATER MAIN SERVICE CONCEPT

FIGURE 11.0 URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

July 10, 2015

5.5

Precincts

The purpose of the following pages is to outline speciďŹ c design parameters for new developments for speciďŹ c portions of the plan area.

E

Boundaries for each of the Precincts in the Preferred Urban Design Concept

39

Precinct A - Town Centre This precinct includes the mall site and the former gas station parcel currently owned by the Town.

Intent To redevelop these lands into a mixed-use retail centre which, connected to the central park space, forms the focal point of the Town of Beaumont.

25. Example mixed-used development with public plaza

Proposed Land Uses Ground floor commercial uses with residential and/ or cultural uses above. This could include library/ theatre space and/or a new office complex. Medical/ dental or other services uses are possible within the first two storeys. Hotels are recommended to be added as a discretionary use.

Proposed Built Form Minimum height: Two storeys Maximum height: Six storeys Front Setback: 0 (min)- 1.5 (max) metres Minimum FAR: 1.0 Maximum FAR: 1.5

26. Example of ground floor retail with residential units above

Other Design Considerations Pedestrian connections through this site are an essential design element. These connections are fundamental to the success of the central park space.

Structured parking is preferred over surface parking. Parking should be located to the rear of buildings or underground. Small ‘pockets’ of parking are preferred over large areas of parking.

40

Town of Beaumont Downtown Urban Design Concept Plan

OR

Commercial Residential

27. Potential mixed-use arrangement

Precinct B - Central Park This precinct is comprised primarily of the Town-owned parcel at the centre of the block. Throughout the public consultation process there has been wide spread support for a central gathering space at this location. Note this precinct includes lands currently on the mall site which will require a land transfer. Precincts A and B should be developed in tandem.

Intent To establish a central gathering place for the residents of Beaumont which includes formal and informal public spaces that include both hard- and softscape, as well as stormwater management features.

Proposed Land Uses Public open space and stormwater management. Winter city design principles are to be incorporated into the design and programming of the space.

28. Examples of Central Park spaces with hard and soft landscaping that can be programmed for year-round use

41

Precinct C - Mixed-Use Main Street This precinct includes properties along 50 street currently zoned as TCMU - Town Centre Mixed Use. One development is currently under construction in this area. This precinct also includes the Magnan House property.

Intent The intent of this precinct is to provide ‘Main Street’ type active commercial uses at grade with a range of mid-rise housing types above.

Proposed Land Uses At grade commercial with residential above. The Magnan House is proposed to be relocated into the central park space.

Proposed Built Form Minimum height: Two storeys Maximum height: Six storeys Front Setback: 0 (min) - 1.5 (max) metres Minimum FAR: 1.0 Maximum FAR: 1.5 Minimum residential density: 40 dwelling units per gross hectare Maximum residential density: 180 dwelling units per gross hectare

Other Design Considerations Parking and vehicular access is to be provided to the rear of buildings. If a lane exists, access must be taken from the lane.

42

Town of Beaumont Downtown Urban Design Concept Plan

29. Examples of mixed-use ‘Main Street‘

2.5

2.5

D 2.5

4

2

2.5

Precinct D - Mid-Rise Residential This precinct includes properties fronting onto 50 Avenue. These long, narrow lots present challenges for redevelopment.

Intent The intent of this precinct is to develop a residential neighbourhood character with units fronting onto both 50 Avenue and the central park space. In order to achieve this outcome, a new access lane is proposed running east-west through the properties.

Proposed Land Uses A mix of residential housing types, including apartment dwellings, townhouses and/or stacked townhouses featuring ground-oriented, active residential units.

Opportunity for some ground-oor commercial uses may also be appropriate.

Proposed Built Form Minimum height: Two storeys Maximum height: Four storeys Front Setback: 0 - 2.5 metres Minimum FAR: 0.9 Maximum FAR: 1.5 Minimum residential density: 50 dwelling units per gross hectare Maximum residential density: 200 dwelling units per gross hectare

Other Design Considerations Parking and vehicular access is to be provided to the rear of buildings. If a lane exists, access must be taken from the lane.

30. Examples of mid-rise residential developement with individual street level entrances

43

Precinct E - Shared Parking This precinct includes the two areas identiďŹ ed on the attached ďŹ gure which are intended to be shared parking facilities servicing the central park space and the commercial areas within the plan area.

Intent The intent of this precinct is to provide shared public parking facilities to serve the entire plan area.

Residential uses will still require dedicated off-street parking.

Proposed Built Form Shared public parking facilities.

31. Landscaping to break up paved surfaces is important for both aesthetics and stormwater management purpose

44

Town of Beaumont Downtown Urban Design Concept Plan

Precinct F - Existing Residential This precinct includes the western portion of the plan area, including the Leduc Foundation housing project and townhomes along 55 Street.

Intent Existing uses are assumed to remain. In the event of redevelopment, these sites are to be developed in a manner that is consistent with the Downtown Urban Design Concept Plan.

Proposed Land Uses Primarily residential in nature.

Proposed Built Form Minimum height: Two storeys Maximum height: Four storeys

Precinct G - Existing Community Cultural Facilities The precinct includes the St. Vital Seniors Club and the CCBCC community centre currently under construction.

Intent Existing uses are assumed to remain. In the event of redevelopment, these sites shall develop in a manner that is consistent with the Downtown Urban Design Plan.

Proposed Land Uses Primarily community/cultural in nature.

Proposed Built Form Minimum height: Two storeys Miaximum height: Four storeys

45

Table 1 - Preferred Concept Floor Area Calculations Land Use

Square Footage

Demolition of Mall Site

Retail

-4400 M2

Demolition of Liquor Store

Retail

-600 M2

Demolition of Building at 50 St and 50 Av

Retail

-780 M2

Demolition of Building at 50 St and 50 Av

Residential

-780 M2

Building #1

Commercial

+1,600 M2

Residential

+1,600 M2

Commercial

+1,600 M2

Residential

+1,600 M2

Commercial

+1,230 M2

Residential

+1,230 M2

Commercial

+1,230 M2

Residential

+1,230 M2

Building #5

Commercial

+4,350 M2

Building #6

Commercial

+4,350 M2

Building #7

Commercial

+600 M2

Residential

+1,200 M2

Commercial

+600 M2

Residential

+1,200 M2

Commercial

+1,220 M2

Residential

+3,660 M2

Commercial

+1,160 M2

Residential

+3,480 M2

+30

Building #11

Residential

+5,800 M2

+50

Building #12

Residential

+1,175 M2

+10

Building #13

Residential

+1,175 M2

+10

Building #14

Residential

+1,275 M2

+8

Building #15

Residential

+1,275 M2

+8

Building #2 Building #3 Building #4

Building #8 Building # 9 Building #10

Unit Count

-4

+15 +15 +10 +10

+10 +10 +30

TOTAL NEW COMMERCIAL: +17,940 M2 TOTAL NEW RESIDENTIAL: +25,900 M2 TOTAL ESTIMATED NEW POPULATION: 550 People Note: Existing Commercial Area is 6,500 M2

46

Town of Beaumont Downtown Urban Design Concept Plan

+216

Figures 12.a, 12.b and 12.c on the following pages represent a conceptual illustration of what future development could look like at full build out.

47

3

A

2

B

1

E

C

7

E

F D

4

F G

6

5

PRECINCTS

LANDMARKS

A

TOWN CENTRE

E

SHARED PARKING

1

PROMENADE PARK

5

BELLEVUE PARK

B

CENTRAL PARK

F

EXISTING RESIDENTIAL DEVELOPMENT

2

PLACE BEAUSEJOUR INDEPENDENT LIVING

6

ECOLE BELLEVUE SCHOOL

EXISTING COMMUNITY CULTURAL FACILITIES

3

FIREHALL

7

ST. VITAL RC CHURCH

4

CENTRE COMMUNAUTAIRE BEAUMONT COMMUNITY CENTRE (CCBCC)

C D

MIXED-USE MAIN STREET

G

MID-RISE RESIDENTIAL DEVELOPMENT

NOTE TO READER: THIS PLAN ILLUSTRATES HOW DEVELOPMENT MAY OCCUR WITHIN THE DUDCP AREA. THIS MASTERPLAN IS CONCEPTUAL, MEANING IT IS NOT INTENDED TO PRESCRIBE DETAILS SUCH AS THE FOOTPRINT OF BUILDINGS OR THE EXACT CONFIGURATION OF INTERNAL LANEWAYS & PEDESTRIAN CONNECTIONS.

PERSPECTIVE LOOKING NORTHEAST FIGURE 12.a

URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

5 F F

G

1 4

E

6

2

D

B

A

3

E

C

7

PRECINCTS

LANDMARKS

A

TOWN CENTRE

E

SHARED PARKING

1

PROMENADE PARK

5

BELLEVUE PARK

B

CENTRAL PARK

F

EXISTING RESIDENTIAL DEVELOPMENT

2

PLACE BEAUSEJOUR INDEPENDENT LIVING

6

ECOLE BELLEVUE SCHOOL

EXISTING COMMUNITY CULTURAL FACILITIES

3

FIREHALL

7

ST. VITAL RC CHURCH

4

CENTRE COMMUNAUTAIRE BEAUMONT COMMUNITY CENTRE (CCBCC)

C D

MIXED-USE MAIN STREET

G

MID-RISE RESIDENTIAL DEVELOPMENT

NOTE TO READER: THIS PLAN ILLUSTRATES HOW DEVELOPMENT MAY OCCUR WITHIN THE DUDCP AREA. THIS MASTERPLAN IS CONCEPTUAL, MEANING IT IS NOT INTENDED TO PRESCRIBE DETAILS SUCH AS THE FOOTPRINT OF BUILDINGS OR THE EXACT CONFIGURATION OF INTERNAL LANEWAYS & PEDESTRIAN CONNECTIONS.

PERSPECTIVE LOOKING WEST FIGURE 12.b

URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

1 2 F F 5 G

E

4

3 A D

B

6

E

C

7

PRECINCTS

LANDMARKS

A

TOWN CENTRE

E

SHARED PARKING

1

PROMENADE PARK

5

BELLEVUE PARK

B

CENTRAL PARK

F

EXISTING RESIDENTIAL DEVELOPMENT

2

PLACE BEAUSEJOUR INDEPENDENT LIVING

6

ECOLE BELLEVUE SCHOOL

EXISTING COMMUNITY CULTURAL FACILITIES

3

FIREHALL

7

ST. VITAL RC CHURCH

4

CENTRE COMMUNAUTAIRE BEAUMONT COMMUNITY CENTRE (CCBCC)

C D

MIXED-USE MAIN STREET

G

MID-RISE RESIDENTIAL DEVELOPMENT

NOTE TO READER: THIS PLAN ILLUSTRATES HOW DEVELOPMENT MAY OCCUR WITHIN THE DUDCP AREA. THIS MASTERPLAN IS CONCEPTUAL, MEANING IT IS NOT INTENDED TO PRESCRIBE DETAILS SUCH AS THE FOOTPRINT OF BUILDINGS OR THE EXACT CONFIGURATION OF INTERNAL LANEWAYS & PEDESTRIAN CONNECTIONS.

PERSPECTIVE LOOKING NORTHWEST FIGURE 12.c

URBAN DESIGN CONCEPT PLAN BEAUMONT, AB

June 22, 2015

6.0 IMPLEMENTATION Preparation and adoption of the Beaumont Downtown Urban Design Concept Plan is only the first step in implementing a bold new vision for revitalizing a critical building block for downtown Beaumont.

The purpose of this implementation plan is to prioritize strategic actions, policy changes and municipal investments to assist in both public and private redevelopment within and surrounding the plan area.

Implementing the Town of Beaumont Downtown Urban Design Concept Plan (DUDCP) will require political leadership, support and cooperation from the public and private sector and the community at large. Most plans flounder at the implementation stage because of resistance from decision makers to provide adequate resources and / or the lack of an organization or point group to oversee its implementation.

The required public expenditures need to be regarded as a strategic investments necessary to sustain the downtown as an important community asset and to attract and leverage new private development.

The Town devised the DUDCP with stakeholder and community participation to establish a clear design vision, articulate development characteristics and future priorities. To ensure that the momentum generated through the participatory process is sustained, it is important to layout an achievable and economically viable implementation strategy. Experience from other successful downtown revitalization projects shows that many benefits can be realized by investing tax dollars in public amenities which in turn leverages private investment to achieve the following: t

t

Increase sense of place, community pride and identity; Municipal improvements which make downtown more attractive to developers and investors;

t

A tool to promote more economic development and tourism;

t

An entertainment and cultural focus for the Town and region and;

t

Intensifying use around existing municipal services and reduces continued suburban expansion contributing to more sustainable development.

Great downtowns don’t happen by accident. Successful and thriving destinations require time, effort and resources to ensure that collaboration continues over many years among property owners, businesses, and the municipality.

6.1

Action Strategies

This series of actions is intended to create a responsive planning and development statutory and regulatory environment to achieve the Urban Design Concept Plan.

Currently, the CARP provides a strong foundation for future planning decisions, however, key amendments will help clarify specific objectives unique to the DUDCP. Further revisions will also be necessary to the Land Use Bylaw to ensure that building form and designs are coordinated with public and private realm improvements. Additional technical studies should be pursued to strengthen the planning objectives and align policy with the current economic environment. Action Strategies have been presented for three (3) timeframes: Immediate (2015), Mid Term (2016-2020) and Long Term (2021+).

Action #1: Detailed Design of 50 Avenue Streetscape Conceptual plans and order of magnitude cost estimates for streetscape improvements are presented in this plan. Further 49

32. Examples of French Village Architectural Motif

study on detailed design of 50 Avenue streetscape is still required.

Action #2: Phase 1 of Infrastructure Upgrades of Stormwater Management There is an immediate need to address stormwater management in advance of redevelopment within the plan area before the ultimate stormwater management system is fully designed and developed.

Action #3: Undertake Study to Develop a WayďŹ nding System An expected part of the downtown streetscape improvement program is to have an effective wayďŹ nding sytem to help residents and visitors to easily identify how to get to businesses, services and attractions downtown.

This should be developed prior to detailed design and implementation of the streetscape improvements.

Action #4: Construction of 50 Avenue Streetscape Once detailed design, based on the conceptual plans presented in this plan, has been undertaken, tendering and construction for streetscape improvements on 50 Avenue will be carried out. This needs to be coordinated with any work requiring underground infrastructure upgrades on 50 Avenue.

Action #5: Detailed Design of 52 Avenue Streetscape Conceptual plans and order of magnitude cost estimates for streetscape improvements are presented in this plan. Further study on detailed design of 52 Avenue streetscape is still required.

50

Action #6: Detailed Design for Infrastructure Upgrades in Parallel with Central Park Space To achieve economies, the Central Park Space Landscape Plan should be carried-out at the same time to ensure infrastructure objectives are aligned. Since the Central Park Space conceptually extends onto private land to the north, the Town will need to strategize how to phase in the park development if the mall site was to redevelop.

Action # 7: Phase 2 of Infrastructure Upgrades of Stormwater Management Based on development needs, in order to accommodate additional density as a result of the redevelopment, upgrades will be required to the stormwater management system. Although preliminary servicing concepts and order of magnitude cost estimates have been provided in this plan, detailed design, tendering and construction are required to implement these improvements.

The recommended implementation strategy for the stormwater management system is to construct the 600 mm storm outlet pipe connecting to the existing storm sewer at 55 Street and a combination of biocell and bio-swale.

Action #8: Complete Infrastructure Upgrade for Water Servicing Including Necessary Studies In order to accommodate additional density and redevelopment, upgrades will be required to the water distribution system. Although preliminary servicing concepts and order of magnitude cost estimates have been provided in this plan, detailed design, tendering and construction are required to implement these improvements.

Town of Beaumont Downtown Urban Design Concept Plan

The recommended implementation strategy for the water system is to construct a watermain identified in the public utility lot to allow future tie-in and loping for the rest of the site.

Action #9: Complete Infrastructure Upgrade for Sanitary Sewers Including Necessary Studies In order to accommodate additional density and redevelopment, upgrades will be required to the sanitary system. Although preliminary servicing concepts and order of magnitude cost estimates have been provided in this plan, detailed design, tendering and construction are required to implement these improvements.

The recommended implementation strategy for the sanitary sewer system is to service future developments and developments currently under construction on the west and south side of the subject site directly to the existing sewer on 50 Street and 50 Avenue. Construct trunk sewer in the north side to allow for gradual development for the rest of the parcel.

Action #10: Amendments to CARP The following amendments to the Central Area Redevelopment Plan are recommended: t Figure 8 - Land Use Plan be amended to reflect the future land use concept in the DUDCP t Figure 9 - Urban Design Concept be amended to reflect the proposed development patterns in the DUDCP, central park space, and laneways and pedestrian connections

intervening years t

Subsection 5.2 Incentive Strategies need to be reviewed and updated particularly the use of incentive zoning and tax holidays may not be tools that are legally available to municipalities given provisions of the Municipal Government Act

t

To date a Business Revitalization Zone has not been established to provide Centralized Retail Management (CRM) to downtown businesses

t

Also, it is important the Economic Development Department for the town continue with a business recruitment support and retention program

t

In place of property tax relief like other municipalities in the Capital Region, the Economic Development Department with Town Council support should develop a grant program for facade improvements, multi-unit residential development and new retail and commercial building development

The CARP should also establish targets for increasing the local population to 4,000 people within the plan area and within short walking distance. The goal behind this action is to increase the number of people living in or near the downtown core. Intensifying the residential use should be the first focus in order to support 40,000 to 60,000 square feet of commercial space.

Action #11: Amendments to the Land Use Bylaw

t

Text amendments should be made to sections 4.7 Parks and Open space to reflect the development of the Central Park Space

Getting the zoning right is a critical step in encouraging quality public development. Recommended changes to the relevant Land Use Districts are as follows:

t

Text amendments need to be made to Section 4.8 Transportation and Streetscape Improvements to indicate that streetscape improvements for 50 Street have been completed and reflected proposed streetscape improvements for 50 Avenue and 52 Avenue

t

t

The Economic Development Strategy in Section 5.0 needs to be reviewed and updated in light of market studies that have been completed in the

An additional measure to assess the intensity of development should be introduced for the plan area - Floor Area Ratio (FAR). A FAR of 0.3 to 0.5 is typical of suburban format retail development.

The DUDCP’s aim is to achieve a higher intensity of use but still provide property owners with flexibility and a wide range of design options. Using an FAR instead of fixed height, width or length dimensions allow the potential to more effectively respond to specific use requirements such as parking, number

51

33. Spaces for all ages

34. Context sensitive residential development at the centre

of units and load on municipal services. DUDCP should aim for an FAR range of 1 to 1.5. This will also result in a more efficient use of land that is more sustainable, vibrant, walkable and financially beneficial

Ratio (FAR) as a means of controlling the building mass to encourage a more urban form

t

Review and update list of Permitted and Discretionary uses in the TCMU Land Use District

t

Regulate to ensure active residential and retail street frontage on certain block faces

TCMU – TOWN CENTRE MIXED USE DISTRICT t The TCMU district should continue to be applied to lands in Precincts A – Town Centre and C – Mixed Use Main Street t

Ensure development permit applications can accommodate both vertical and horizontal mixed use developments not necessarily on the same site. As shown below:

OR

t

The front yard setback should be reduced to 0-1.5m to encourage a structure with a street wall

t

Maintain the height at 6 stories or 21m but require 1-2 storey podium with a stepback of 3m for buildings over 4 stories

8.20.7 ON-SITE PARKING t Need to add a regulation for ensuring at grade parking facing the public streets are wrapped by active commercial or residential uses t

Support the regulations for cash-in-lieu for parking.

Need to identify opportunities for using these funds to develop peripheral parking lots within a 5 minute or 400m walking distance.

t

Review parking regulations based information collected from a detailed parking study

RMD2 – RESIDENTIAL MEDIUM DENSITY 2 DISTRICT Note that site specific DC regulations may need to be made for the specific needs of the plan.

Commercial Residential

t

t 52

Add Work / Live to the list of Permitted Uses – Development Regulations. Live work units can serve as business incubators that could become permanent commercial spaces out there.

t

Apply this Land Use District to Precinct D – Mid-Rise Residential Neighbourhood

t

Add Stacked Row Housing as a Permitted Use

t

Add Work/Live Business Support Services Establishments, Eating and Drinking Establishments, Minor, Personal service Shops, Professional Financial

Rather than Parcel Coverage use of Floor Area

Town of Beaumont Downtown Urban Design Concept Plan

and Office services, and Retail Store Commerce to the list of Discretionary Uses Development Regulations: t The lot width requirements need to be reviewed in light of building products being produced by industry t

Lot Depth should be reduced to 30m to allow for subdividing the lot and accommodating a public laneway between the newly created lots

t

Lot Coverage should be expressed as a Floor Area Ratio

t

Front drive garages should not be allowed in the plan area to maintain active commercial or residential frontages

t

Front yard setback for any Multi-Attached; SemiDetached; and Duplexes should be reduced to 3.0m to maintain an active residential frontage and maximize more useable yard space at the rear of the dwelling

t

The maximum Building Height of 18m for an apartment should also apply to a Stacked Row House

USI – URBAN SERVICES INSTITUTIONAL DISTRICT t When these uses are located downtown, parking should be encouraged to be located at the rear or side of the building rather than along street frontages t

t

To encourage an active street frontage, the Front Yard Setback should be reduced from a minimum of 6.0m to a minimum of 3.0m Parking and loading should be screened from view from a Public Roadway

Action #12: Conduct Downtown Parking Study Parking was an important issue identified during the public consultation process. Gaining a better understanding of actual demand and supply patterns

in the downtown will better inform future decisions around peripheral parking locations, number of stalls required (both on-site and off-site), new development regulations, and assessment of walking distances and wayfinding. The Town could consider cash-in-lieu Land Use Bylaw provisions to develop shared parking lots that are designed to higher standards or off-set costs for constructing public parking facilities as needed.

Action #13: Revisions to the French Village Design Guidelines While many of the stakeholders and residents supported the French Village architectural motif, developers and builders felt that it resulted in making construction more expensive in Beaumont and put downtown Beaumont at a competitive disadvantage in attracting development.

Also, that the guidelines themselves were subjective and unclear. We recommend a review be undertaken of the French village Guidelines to determine whether they currently are a deterrent to development and what improvements could be made to both the Design guidelines and how they are administered or applied.

Action #14: Assess Historical Resource Value of the Two Identified Properties During the public consultations two buildings had been identified with potential historical significance in the plan area. Section 26 of the Historical Resources Act empowers municipal governments to designate buildings based on historic, cultural, natural, scientific or aesthetic interest or value. At this time it is unclear what the heritage value of these properties is and whether they merit designation. The Town should undertake an evaluation of each property`s historical significance, if any, before any further action is pursued. The evaluation will determine if historic designation is warranted.

Depending on the outcome of the historical significance evaluation for the two previously mentioned properties, and the wishes of Town Council and the property owners, the Town may pursue next steps to implement the acquisition and/or relocation of the houses.

Action #15: Implement a Municipal Facade Improvement Program There are legal limitations to both providing density bonus incentives and tax relief. A number of other 53

35. Spaces and activites to encourage a vibrant street life

municipalities (ie. City of Edmonton, City of Fort Saskatchewan) have developed grant programs to leverage facade improvements and in some cases for new multifamily and commercial development.

It is recommended the Town of Beaumont through their Economic Development Department consider developing similar programs to revitalize downtown.

Action #16: Assess Feasibility for Public/ Private Partnership to Develop Precinct A Other cities and towns have effectively used arts facilities and associated programs as catalysts for downtown revitalization. In the short term, the Town can work with local performing and visual arts groups and use existing venues for programming. In the longer term the feasibility of developing a new visual or performing arts facility downtown may be pursued. The Town can kick-start the process by undertaking a market feasibility study to assess what types of cultural, artistic and social function facilities are economically viable in Beaumont. Building strong relationships with property and business owners is vital to achieving the plan vision.

The Town should continue building on the engagement activities initiated thus far.

Action #17: Develop the Central Park Space Following underground infrastructure improvements, the Town should develop the Central Park Space (on the portion of land it owns) if the mall site has not yet begun redevelopment. Land aquisition could also happen sooner on an opportunity basis.

54

Action #18: Land Acquisition Based on the reccomendations of the Urban Design Concept Plan, continued acquisition or swapping of lands in the plan area should be pursued as sites redevelop.

Action #19: Create Tactical Urbanism Strategy Tactical Urbanism involves undertaking quick, temporary, small, and cheap actions that aim to make the downtown more active and enjoyable. This is a great way to bring attention to the area by seeing real change on the ground. The concept has been around for many years but has seen a renaissance worldwide under a new name – Tactical Urbanism. In recent years, many cities and towns are increasingly looking for on-the-ground-actions that are less resource intensive to improve the urban environment. Allowing a variety of urban activities and experiences for all people to participate in and contribute towards ensures a more equitable evolution of our towns and cities. Not everyone can open a business or redevelop a building to help achieve a collective vision, but most people can help plan, execute and participate in all the facets of community life. For example, a simple initiative such as installing a public piano in a publicly accessible place can yield many positive community beneďŹ ts. This goes hand in hand with a bottom-up approach to community building.

Action #20: Continue a Targeted Business Recruitment, Retention and Expansion Program The downtown requires a targeted business recruitment, retention and expansion program. Further consideration should be given to positioning future retail for the area away from franchise and national brands due to regional competition. A greater focus for the area should be on

Town of Beaumont Downtown Urban Design Concept Plan

general merchandise, convenience, and the increasingly important food and beverage categories in the retail mix, to attract regional expenditures in the high end market. The Town can play a leadership role in the economic development activities to support the local business community.

Action #21: Identify Other External Funding Sources There may be a number of grants available from provincial or federal departments as well as other sources that can be used to pay for the planning, design and implementation of infrastructure and public realm improvements downtown. Refer to Section 6.2 Potential Funding Sources.

Action #22: Explore Use of Community Revitalization Levy The Province of Alberta through the MGA makes provisions for a Community Revitalization Levy (CRL).

It has been used as a tool to finalize downtown revitalization projects in Cochrane, The River in Calgary and downtown and the Quarters in Edmonton. The intent of the proposed levy is very similar to Tax Increment Financing used throughout the United States to finance strategic investment in community infrastructure and repay the cost of improvements through an increase in the incremental assessed value within the community revitalization area as redevelopment occurs. The relevant section of the MGA is 381: Division 4.1 – Community Revitalization Levy: 381.1 In this Division, (a) ‘incremental assessed value’ means the increase in the assessed value of property located in a community revitalization levy area after the date the community revitalization levy bylaw is approved by the Lieutenant Governor in Council under section 381.2(3); (b) ‘levy’ means a community revitalization levy imposed under section 381.2(2).

381.2 (1) Each council may pass a community revitalization levy bylaw.

(2) A community revitalization levy bylaw authorizes the council to impose a levy in respect of the incremental assessed value of property in a community revitalization

levy area to raise revenue to be used toward the payment of infrastructure and other costs associated with the redevelopment of property in the community revitalization levy area.

(3) A community revitalization levy bylaw has no effect unless it is approved by the Lieutenant Governor in Council.

(4) The Lieutenant Governor in Council may approve a community revitalization levy bylaw in whole or in part or with variations and subject to conditions.”

The Province of Alberta reviews municipal CRL applications and determines if the proposal indeed meets the programs objectives to revitalize areas where redevelopment would otherwise not occur due to significant barriers. Therefore, not all redevelopment qualifies under this approach. At the time of writing, the Provincial Government was undertaking a review of the program to ensure it`s an effective and efficient means of supporting municipal redevelopment needs and equitably distributing the provincial education property tax among all municipalities. The Town will need to follow-up when the review is complete and the program is accepting new applications again.

Action #23: Implement a Business Revitalization Zone An important competitive advantage that shopping centres have is “Centralized Retail Management’. So for the leadership and resources for the revitalization of Beaumont has come principally from the Town. A BRZ is required to bring Centralized Retail Management to downtown with uniform shopping hours, coordinated marketing and events, parking programs and clean and safe initiatives.

Section 50 of the MGA provides the opportunity to create a Business Revitalization Zone (BRZ) as a tool to enhance and promote businesses within a specific area. A BRZ is initiated at the request of the business community and governed by provincial legislation and municipal policies. Funds collected through the BRZ can be used for enhancements to that specific area including streetscape and façade improvements, as well as economic development initiatives. A BRZ not only helps to finance physical improvements to the area, but also allows local businesses to jointly market downtown, and establishes a governance structure to make decisions of collective interest. The BRZ can play an active role in developing a placemaking and theming program for the area.

55

36. Aesthetically appealing spaces: public art installations and landscaping

Division 5 – Business Revitalization Zones: “Purpose 50 A council may by bylaw establish a business revitalization zone for one or more of the following purposes: (a) improving, beautifying and maintaining property in the zone; (b) developing, improving and maintaining public parking; (c) promoting the zone as a business or shopping area.

Action #24: Construction of 52 Avenue Streetscape Once detailed design, based on the conceptual plans presented in this plan, has been undertaken, tendering and construction for streetscape improvements on 52 Avenue will be carried out. This needs to be coordinated with any work requiring underground infrastructure upgrades on 52 Avenue.

Action #25: Implement Interior Lane and Mews Improvements Improvements to interior spaces of the plan area intended to inspire and attract people to downtown Beaumont.

Action #26: Establish Public Space Programming Building on the activities initiated by the Tactical Urbanism process the Town should commit further resources to program and animate the area, in particular the Central Park Space. Activities that attract people and encourage social interaction are vital to make the downtown vibrant and successful over time. The Town may explore a variety of programming approaches such arts-based exhibits, social events, concerts, festivals

56

Town of Beaumont Downtown Urban Design Concept Plan

and markets that bring people to the downtown during all seasons.

6.2

Potential Funding Sources

The Town of Beaumont will have to assess the cost and benefits of utilizing any of the following funding sources.

Development Agreements Section 650 of the MGA allows a municipality in a land use bylaw to “require that, as a condition of a development permit being issued, the applicant enter in to an agreement with a municipality” to pay for items such as the construction of roadways, pedestrian walkways, parking and loading facilities, public utility installation, etc.

Redevelopment Levy Section 647 of the MGA provides for a redevelopment levy to be imposed and collected as part of the adoption of an area redevelopment plan bylaw. Funds are collected to acquire land for a park or school buildings, or for new or expanded recreation facilities.

Community Revitalization Levy (CRL) Section 381 of the MGA allows municipalities to raise revenue through a community revitalization levy bylaw.

The intent is similar to Tax Increment Financing in the US which is used to finance strategic investment in community infrastructure and repay the cost of improvements through a levy based on an increase in the incremental assessed property value in the revitalization area as redevelopment occurs.

The Province is currently reviewing the CRL to ensure its effectiveness in supporting municipal redevelopment needs and equitable

distribution of provincial education property taxes.

Local Improvement Tax Sections 391-409 of the MGA enable municipalities to pass a local improvement bylaw to issue a debenture to fund improvements, in whole or part, with the principal and interest repaid by benefiting property owners. The City of Edmonton has successfully used this to implement streetscape improvements.

Business Revitalization Zone (BRZ) A BRZ is a special assessment district where business owners formally collaborate to promote and improve the economic vitality of a business area. It is initiated by the business community and governed by provincial legislation and municipal policies. Sections 50-53 of the MGA address creating a BRZ to: a) improve, beautify and maintain property in the zone; b) develop, improve and maintain public parking; and c) promote the zone as a business or shopping area. Funds collected can be used for enhancements such as streetscape and façade improvements, as well as economic development initiatives. There are a number of BRZs throughout Alberta; each has strategies and programs to meet local needs. In addition to several BRZs in Edmonton and Calgary, examples in smaller communities that the Town of Beaumont may wish to investigate include Red Deer, Medicine Hat, Lethbridge and Camrose.

Municipal Sustainability Initiative (MSI) Capital This grant program is provided to municipalities on an annual basis. It is designed to meet the demands of growth, address local infrastructure needs and enhance municipal sustainability. In 2014 the Basic Municipal Transportation Grant was consolidated with this program.

Eligible project costs must support the acquisition, construction, development, betterment, rehabilitation or non-routine maintenance of capital assets in a variety of project categories – including municipal roads, bridges, public transit, water/wastewater systems, emergency services and solid waste facilities and equipment, and other municipal buildings and facilities such as recreation/ sports facilities, libraries, public works buildings, and cultural/community centres.

Municipal Sustainability Initiative (MSI) Operating This program is designed to meet the demands of growth, address local infrastructure needs and enhance municipal sustainability. Eligible expenses must relate to planning, capacity building, municipal services, and assistance to nonprofit organizations. Eligible costs must be for the purpose of providing good government, maintaining facilities or other activities/services necessary or desirable for all or part of the municipality, or to support the development and maintenance of safe and viable communities. To receive MSI Operating funding, a single operating spending plan is required. This program expires at the end of 2016-17.

Federal Gas Tax Fund This federal program that runs from 2014-2024. The program aims to provide predictable, long term funding for Canadian municipalities to help them build and revitalize local public infrastructure while creating jobs and long-term prosperity. Alberta will receive $1.08 billion from 2014-15 to 2018-19.

Green Municipal Fund (GMF) GMF funding is allocated through the Federation of Canadian Municipalities in five sectors of municipal activity – brownfields, energy, transportation, waste and water. Three types of municipal environmental initiatives are funded: t t t

Plans – grants are available to develop plans Studies – grants are available to conduct feasibility studies and pilot projects Projects – low-interest loans, usually in combination with grants, to implement capital projects

It should be noted that the Town of Beaumont is already utilizing MSI and Federal Gas Tax Fund so this should not be regarded as a new source of funding.

6.3

Plan Monitoring

A brief “report card” should be prepared and presented to Council and the public annually on how implementation of the DUDCP is progressing to ensure the plan is a ‘living document’ with continued relevance. The “report card” should use a variety of measures to gauge how well we are doing with respect to a given indica-

57

tor. Measures should be developed to assess change over time to determine trends, and whether the vision is being realized. Suggested indicators to assess the effectiveness of the plan are: t Municipal Investment t Occupancy rates t Development activity and value t Diversity in the types of use t Aesthetic improvements t Downtown Market share t Enhanced linkages t Visitor and customer counts t Strengthened relationships among property owners, merchants and the Town t Frequency of events

Glance for the immediate 1 year (2015); mid-term 3-5 years (2016 – 2020); and long term 5 years+ (2021+).

Potential partners have been identified with the lead organization indicated in bold.

P&D EC DEV BRZ CRL FINANCE CC P.S. CRL

A major review and update should be undertaken every five years.

6.4

Plan Amendments

Amendments to the DUDCP initiated by the Town of Beaumont, property owners or their representatives, or other parties, in accordance with procedures outlined within the MGA, will be considered. In all but exceptional circumstances amendments should be consistent with the vision, goals and objectives of the plan. The proponent of an amendment will be required to submit a formal request for an amendment, stating reasons for the proposed amendment, along with technical information on how it conforms with the plan’s goals and objectives.

6.5

Implementation at a Glance

As previously discussed, without a budget, staff and further consulting resources, the DUDCP will stall out.

Capital expenditures will be required for upgrades to the stormwater collection, sanitary, and water distribution systems, development of the central park space, and streetscape improvements to 50 and 52 Avenue. Equally important are programming of public spaces, marketing and economic development initiatives. Outside funding sources need to be pursued in terms of provincial and federal grant programs. Potential funding sources are discussed in more detail later on in the Implementation Section.

Actions required to implement the DUDCP are described in Table 2, 3 and 4 - Implementation Program at a 58

Town of Beaumont Downtown Urban Design Concept Plan

Planning and Development Economic Development Director Business Revitalization Zone Community Revitalization Levy Finance Chamber of Commerce Private Sector / Developers Community Revitalization Levy

Table 2 - Implementation Program at a Glance Immediate (2015) Action

Type

Responsibility

Potential Funding Cost Estimate Source

1. Detailed design of 50 Avenue streetscape

Research / Study

P&D

Municipal Budget

$225,000

P&D

Cost-Sharing Agreement with developers

$500,000

2. Phase 1 of infrastructure upgrades of Stormwater Project Management

59

Table 3 - Implementation Program at a Glance Mid Term (2016-2020) Action

Type

Responsibility

Potential Funding Source

Cost Estimate

3. Undertake study to develop a WayďŹ nding System

Study

P&D

Municipal Budget

$15,000

4. Construction of 50 Avenue streetscape

Project

P&D

Municipal Budget

$1,500,000

5. Detailed design of 52 Avenue streetscape

Project

P&D

Municipal Budget

$180,000

6. Detailed design for infrastructure upgrades in parallel with Central Park Space planning

Project

P&D

Municipal Budget

$225,000

7. Phase 2 of infrastructure upgrades of Stormwater Project Management

P&D

Municipal Budget

$685,000

8. Complete infrastructure upgrade for water servicing Project including necessary studies

P&D

Developer Agreement

$192,000

9. Complete infrastructure upgrade for sanitary Project sewers including necessary studies

P&D

Developer Agreeement

To be determined

10. Amendments to CARP

Regulatory

P&D

Municipal Budget

$10,000

11. Amendments to the Land Use Bylaw

Regulatory

P&D

Municipal Budget

$25,000

12. Conduct Downtown Parking Study

Project

P&D

Municipal Budget

$15,000

13. Revisions to the French Village Design Guidelines

Regulatory

P&D

Municipal Budget

$10,000

Project/Regulatory

P&D Community Stakeholders

Municipal Budget, Contribution from Owners and/or Provincial Grant

$15,000

14. Assess historical resource value of the two identiďŹ ed properties

60

Town of Beaumont Downtown Urban Design Concept Plan

Table 3 - Implementation Program at a Glance Mid Term (2016-2020) Action

Type

Responsibility

Potential Funding Source

Cost Estimate

15. Implement a Municipal Facade Improvement Program

Program

Ec Development

Municipal Budget

$15,000

16. Assess feasibility for public/private partnership to develop Precinct A

Project (Economic Development)

Economic Development Community Municipal Budget Stakeholders

$20,000

17. Develop the Central Park Space

Project

18. Land Aquisition

Project

19. Create a tactical urbanism strategy

Municipal Budget and CRL

$1,500,000

P&D

Municipal Budget and CRL

To be determined

Project

P&D Community Stakeholders

Municipal Budget

$10,000

20. Continue a targeted business recruitment, retention and expansion program

Program (Economic Development)

Ec Dev

Municipal Budget

$15,000

21. Identify Other External Funding Sources

Study

Finance

Municipal Budget

$10,000

22. Explore Use of Community Revitalization Levy

Regulatory

Ec Dev

New Funding Tool

$5,000

Municipal Budget

$15,000

23. Implement a Business Project/Regulatory Revitalization Zone (Economic Development)

Finance P&D Business Stakeholders

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Table 4 - Implementation Program at a Glance Long Term (2021+) Action

Type

Responsibility

Potential Funding Cost Estimate Source

24. Construction of 52 Avenue streetscape

Project

P&D

Municipal Budget

$1,200,000

25. Implement interior laneway and mews improvements

Project

P&D

Municipal Budget

To be determined

Municipal Budget

$70,000/year

26. Establish public space programming

62

Program

Recreation and Culture Community Partners

Town of Beaumont Downtown Urban Design Concept Plan

7.0 GLOSSARY OF TERMS Active Residential Frontages

refer to an important urban design element which create life, vibrancy and ensure activity over time. This is particularly important when creating high quality public realm and ensuring it feels safe and is used well.

Active Retail Frontages

refer to an important urban design element which create life, vibrancy and ensure activity over time. This is particularly important when creating high quality public realm and ensuring it feels safe and is used well.

Active Transportation

means any mode of transportation by which people use their own energy to power their motion and includes walking, running, cycling, cross-country skiing, skateboarding, snowshoeing, roller blading, and use of mobility aids.

Age Friendly Design

means an age friendly built environment that includes a safe pedestrian environment, safe street crossings, easy to access shopping centres, a mix of housing choices, nearby health centers and recreational facilities.

Additional age friendly urban design features could include non-slip materials on footpaths, adequate street and park furniture and awnings for weather protection, legible and pedestrian scale signage, well-lit walking areas, and the incorporation of Crime Prevention Through Environmental Design Principles.

Area Redevelopment Plan

means a plan adopted by Council as an area redevelopment plan pursuant to the Municipal Government Act that provides a framework for future development in an already developed area.

Arterial Road

means a road intended to move large volumes of traffic with minimum interruptions, primarily connecting residential and employment areas.

Bike Lane

means a marked reserved lane that separates the bicycle right-of-way from motor vehicle traffic and parking. It is separated by solid white lines, and marked with an image of a bicycle and a white diamond. If parking is permitted, it will appear along the left side of parked cars. If parking is prohibited, it will be along the curb.

Capital Region

refers to the Edmonton Capital Region as defined by the Edmonton Capital Region Board.

Collector Road

means a road intended to collect traffic from local roadways and carry it to arterial roadways.

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Complete Community

means a community that is fully developed and meets the needs of the local residents through an entire lifetime. Complete communities provide certainty to residents on the provision of amenities and services and include a range of housing, commerce, recreational, institutional and public spaces.

A complete community provides a physical and social environment where residents can live, learn, work and play.

Connectivity

means the directness of routes between origins and destinations and the density of connections in a pedestrian or road network. A connected transportation system allows for more direct travel between destinations, offers more route options, and makes active transportation more attractive.

Crime Prevention Through Environmental Design (CPTED)

means a pro-active crime prevention strategy that focuses on an analysis of how the features of the environment and the policies that govern its management and use can constrain criminal activity. CPTED strategies are based on the premise that the proper design and effective use of the built environment can lead to a reduction in the incidence and fear of crime and improve the quality of life. Emphasis is placed on the physical environment, productive use of space, and behaviour of people to create environments that are absent of environmental cues that cause opportunities for crime to occur.

Density

means the number of Dwelling Units on a Site expressed in Dwelling Units per net hectare. Net hectare means the number of Dwelling Units allowed for each hectare of land, but does not include those lands within the Site required for Public Roadways, Public Utility Lots, environmental reserve or municipal and school reserve.

Developer

means an owner, agent, or any person, firm or company required to obtain or who has obtained a development permit by a Municipal Council.

Development Agreement

refers to a servicing agreement made between a developer and the municipality, made pursuant to the Municipal Government Act.

Development Officer

means the official or officials of the Municipality with the responsibility of receiving, considering, and deciding on applications for Development under this Bylaw.

Floor Area Ratio

means the total area of a building above grade divided by the total area of the lot the building is located on.

Gateway - Primary

means elements of a site or landscape that symbolize an entrance or arrival to a distinct district. Primary gateways typically have vertical elements.

Gateway - Secondary

means an element of a site or landscape that symbolizes an arrival to a distinct district. A secondary gateway is less prominent than a Primary Gateway and is typically marked with features such as pavement markings.

Infill Development

means development in mature or built up areas of the town occurring on vacant or underutilized lands, behind or between existing development and which is comparable with the characteristics of surrounding development.

Town of Beaumont Downtown Urban Design Concept Plan

Height

means the vertical distance between the Building Grade and the highest point of a Building, excluding an elevator housing, a mechanical housing, a roof stairway entrance, a ventilating fan, a skylight, a steeple, a chimney, a tower, a smoke stack, a fire wall, a wall, an architectural feature, a flagpole, or other features not structurally necessary to the Building.

Land Use Bylaw

means Town of Beaumont Bylaw 796-12, and amendments thereto.

Lane

means a public thoroughfare for vehicles, the Right-Of-Way of which does not exceed 10.0 metres and is not less than 6.0 metres in width, and which provides a secondary means of access to a Parcel or Parcels or as defined as an alley in the Highway Traffic Act, as amended.

Leadership in Energy and Environmental Design (LEED)

A third-party certification program and benchmark for the design, construction and operation of high performance green buildings and neighbourhoods.

Local Road

means a road that provides access to sites and lots and are designated for low volume and slow moving traffic.

Low Impact Development

is an innovative stormwater management approach with a basic principle that is modeled after nature: manage rainfall at the source using uniformly distributed decentralized micro-scale controls.

Massing

means the spatial relationship of buildings to the street. Vacant lots, parking lots and building plazas weaken the three-dimensional urban design framework of buildings and streets.

Mews

refers to a small landscaped lane or courtyard which promotes a walkable, pedestrian friendly environment.

Mixed Use Development

means development that includes a mixture of different land uses such as: residential, commercial, institutional, recreational, and public spaces. It generally refers to development where different uses are not only combined on the same site but also within buildings themselves. An example might include residential apartments located above a commercial space located on the lower floors of a building.

Multi-Family Residential

means attached units, such as semi-detached dwellings and duplexes, as well as low and high-rise apartments/condominiums.

Municipal Development Plan

means a statutory plan adopted by Council as a municipal development plan pursuant to the Municipal Development Act.

Municipal Infrastructure

means all physical improvements that are required to provide roads, boulevards and walkways, sanitary sewer, storm sewer, water service, and parks.

Municipal Reserve

refers to land dedicated, as part of the subdivision process, for municipal park use.

Municipality

means the Town of Beaumont.

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On-site Parking

means vehicle parking stalls provided within the development site that are privately owned and maintained.

Open Space

means areas of land and water that are semi-natural in composition. Such spaces could include active recreation parks, schoolyards, conventional stormwater management facilities and some boulevards.

Outdoor Room

means a public space with a greater sense of enclosure by means of vertical elements such as trees or walls, or other elements that provide definition to the space such as inward facing seating.

Parking Facility

means a structure or an area providing for the parking of motor vehicles.

Pedestrian Scale

means to design buildings, open spaces and streets that create comfortable and interesting spaces for pedestrians using them.

Policy

means a statement identifying a specific course of action for achieving outcomes.

Public Art

means artwork which is accessible to the general public and has aesthetic qualities. Typically this art takes into consideration site and context.

Public Realm

refers to any publicly owned streets, pathways, right of ways, parks, publicly accessible open spaces or any public and civic building facilities.

Row Housing

means a group of three or more dwelling units, each unit separated by a common or party wall and having a separate front and rear access to the outside grade.

Setback

means a distance additional to minimum yard requirements which may be required on parcels adjacent to the public roadways or to a natural environmental preservation area.

Stepback

refers to a design device whereby the façade of the building is literally “steps back” – often used to ease the transition between a new tall building and a small scale neighbouring building.

Streetscape

refers to the natural and built fabric of the street, including the design quality of the street and its visual effect.

Storey

means that portion of a building which is situated between the top of any floor and the top of the floor next above it. If there is no floor above, the Storey is the portion of the Building which is situated between the top of any floor and the ceiling above it. If the top of the floor directly above a basement is more than 1.85 metres above Grade then the basement shall be considered a Storey for the purpose of this plan.

Sustainable Development

means development that meets the needs of today without compromising the ability of future generations to meet their own needs. This means the community needs to sustain its quality of life and accommodate growth and change by harmonizing long-term economic, environmental and social needs.

Town of Beaumont Downtown Urban Design Concept Plan

Town Council

means the Council of the Town of Beaumont.

Urban Design

means planning and architecture that gives regard to design elements such as building form and style.

Urban Design Concept Plan

means a plan adopted by Town Council as an ofďŹ cial Bylaw.

Urban Form

means the physical layout and design of the city.

Vision

means a positive snapshot of the desired state of a community at a particular point in the future.

Walkability

means the extent to which the built environment allows people to walk to get to everyday destinations for work, shopping, education and recreation, and can be affected by street connectivity, mix of land uses, destinations and pedestrian infrastructure.

WayďŹ nding

means the ways in which people orient themselves in physical space and navigate from place to place.

Winter City

means a concept for communities in northern latitudes that encourages them to plan their transportation systems, buildings, and recreation projects around the idea of using their infrastructure during all four seasons.

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8.0 REFERENCES FOCUS. 2009 Stormwater Report, 2009 Morrison Hershfield. Downtown Offsite Stormwater Servicing, October 22, 2014 Thomas Consultants Inc. Retail Market & Opportunity Analysis Final Report, 2014 Town of Beaumont. Central Area Redevelopment Plan Bylaw 249, January 22, 1986 Town of Beaumont. French Village Design Guidelines, June 21, 2013 Town of Beaumont. 2011 General Design Standards, September 13, 2011 Town of Beaumont. Land Use Bylaw 796-12, January 23, 2013 Town of Beaumont. Municipal Development Plan Bylaw 486-98, September 23, 1998 Town of Beaumont. Open Space Framework Plan, December 2013 Saint Vital Parish. http://www.saintvitalparish.com/parish/history/ Sustainable Urban Design: An Environmental Approach, 2009. Edited by Adam Ritchie and Randall Thomas

Images Sources: 16. Hacin + Associates. http://hacin.typepad.com/ 18. Kyle Gradinger. https://www.flickr.com/photos/kgradinger/2247291689/in/photostream/, NonCommercialShareAlike 2.0 Generic 19. Land Planning & Design Associates. http://lpda.net/?post_type=portfolio&p=168 20. Kyle Gradinger. https://www.flickr.com/photos/kgradinger/3227082942/in/photostream/, NonCommercialShareAlike 2.0 Generic 23. La Citta Vita. https://www.flickr.com/photos/la-citta-vita/5852467627 24. EIDOS Consultants Inc. 25. Kyle Gradinger. https://www.flickr.com/photos/kgradinger/2249228997/, NonCommercial-ShareAlike 2.0 Generic 28. Top image: Smoothcat. https://commons.wikimedia.org/wiki/File:UNA_HarrisonPlaza.jpg Second from top: InteriorZine.com. http://interiorzine.com/2013/06/26/stevenage-town-centre-gardens-by-hta-landscape/ Bottom: Jean-Christophe Benoist. https://commons.wikimedia.org/wiki/File:New-York_-_Bryant_Park.jpg 29. Top: La Citta Vita. https://www.flickr.com/photos/la-citta-vita/5852467627 Bottom: JBA Urban Planning Consultants. https://www.jbaurban.com.au/project/edmond¬son-park-town-centremaster-plan-and-dcp 30. Jason Hunter. http://www.jasonhunter.ca/calgary-condos/t3n_0l3-skywest-condomini¬ums 32. www.todayscalgaryhomes.com 33. Josephers. https://commons.wikimedia.org/wiki/File:People_scenery_at_Bellevue_Square_Park_in_Kensington_ Market,_Toronto.jpg

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