Agenda • Session Goals • Review Background • Report Findings • Q&A • Engagement Plan
Today’s Goals • Provide the community with the information they need to form an opinion on the recommendations • Ensure that the interests of affected groups are identified and understood Questions? There will be an opportunity to ask questions in the Q&A section. Use the Chat function to ask your question or let us know if you would like to address the group.
Background • Identified as one of three Council Priorities for this term • Reaffirmed in 2020 during Council strategic reset process • Colliers Project Leaders Inc. (Colliers) retained
“Civic Places and Spaces”
Objective Develop a clear and actionable plan that: • Addresses the City’s key assets and amenities for the next 30-50 years • Provides funding strategies that are fiscally responsible and ensure high quality of service • Identifies innovative opportunities for use, funding and management of City facilities • Prioritizes recommendations for high impact community assets and amenities
Process Q3 2020 – Q3 2021
Q2 2020 Information Gathering
Analysis
Assessment
Prioritization
Q3 2021 Community Engagement
2022 Finalizing and Implementing
PRIORITY ASSETS
Identifying the Options • Encourage planning for multifunctional use or consolidation of facilities • Support existing investment strategies • Focus on core assets that provide value and returns to the community • Leverage existing land assets where possible • Consider various funding and revenue challenges • Prudent fiscal planning
Four Recommendations 1. Twin Arena - Consolidate the City’s ice surfaces on the SOEC site with the construction of a new twin arena and the demolition of McLaren and Memorial Arenas. Convert Memorial site to parking and sell or lease McLaren site for commercial redevelopment to fund the new arenas. 2. Public Safety - Develop a new Public Safety and Emergency Services Centre downtown to replace Fire Hall #1 and house the Penticton Fire Department, Bylaw Services, Community Policing and the City’s Emergency Operations Centre. Upgrade Fire Hall #2 at its current location. 3. City Hall - Retain City Hall as a downtown civic and employment hub, modernize as planned and upgrade as required. 4. Arts & Culture - Create a new Arts & Culture Centre in the downtown to house the library, museum, art gallery and other arts groups. Sell or lease the library / museum and art gallery sites to fund the centre. Lease Leir House at commercial rates.
Twin Arenas Considerations • Improves functionality (regulation surfaces) • Reduces environmental footprint (more energy efficient) • Increase all-season economic activity (i.e. attracts tournaments) • Operational efficiencies between arenas • Aligns with new vision for North Gateway • Affordability for user groups a concern • Historical value of Memorial Arena (opportunities to honor heritage?) • McLaren impacts (i.e. baseball diamond / tennis courts not affected, land zoned Parks)
Public Safety & Emergency Services Consideration • Greater collaboration amongst public safety services (community policing, community safety, fire, and bylaw services and EOC) • Allows for expansion • Provides adequate and functional space for Fire Services
City Hall Considerations • Contribute to vibrant downtown • Allows for investment in other priorities • Phased improvements over next 10 years
Arts and Culture Centre Considerations • Provides fit-for-purpose building with modern functionality (library, museum, art gallery and other arts organizations) • Synergies associated with co-location of like-minded organizations • Contributes to vibrant downtown • Reduced environmental footprint with operational efficiencies • Leir House continues to be protected • Library/Museum and Art Gallery lands zoned Public Assembly
Financial Options Scenario 1 - All Specified Assets - Continue "as-is", invest maintenance costs as currently allocated; assets rebuilt at designated dates - Net Costs Scenario 2 - All Specified Assets - Plan to invest maintenance costs as identified in FCI report and then renovate/upgrade at defined timelines (no external funding assumed applicable for arena rebuilds) - Net Costs Scenario 3 - All Specified Assets - Recommended investment plan; includes combination of proposed new builds and renovated existing properties; sale of selected properties; NO external funding included in forecast for the new arena construction - Net Cost
Progressive Net Cost Estimates
$160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0
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Horizon Planning - Years
13
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20
Recommended Capital Investments Asset
Opt ion Opt ion 3 – Fire Hall 1 - Redevelopment of t he FH#1 on new
Fire Hall #1
sit e in close proximit y t o exist ing; exist ing Fire Hall sit e sold for redevelopment purposes. Opt ion 3 – Fire Hall 2 - Redevelopment of t he FH#2 as st and-
Fire Hall #2
alone facilit y (no addit ional component s from FH#1 included) Cit y Hall - Opt ion 2 – Cont inue wit h maint enance as planned
Cit y Hall
/ project ed in FCI report ; ongoing renovat ions and upgrades
Ident ified Asset s
t o increase funct ionalit y & asset life Mem orial McLaren N ew 2-Ice
Memorial Arena - Opt ion 5 – Demolish exist ing Memorial Arena and convert t o parking McLaren Arena - Opt ion 3 – McLaren Arena is demolished, lot sold for commercial redevelopment aft er rezoning New 2-Ice arena - as per Arena St udy Library/ Museum - Opt ion 3 – NEW Combined art and
Library /
cult ure cent re, including Art Gallery, Library & Museum on
Museum
New Sit e and old Library/ Museum sit e sold (t he value of t he Museum/ Library port ion of t he combined asset only) Art Gallery - Opt ion 3 – NEW Combined art and cult ure
Art Gallery
cent re, including Art Gallery, Library & Museum on New Sit e and old Art Gallery sold (t he value of t he Art Gallery port ion of t he combined asset only)
Indoor Soccer
Indoor Soccer - Opt ion 3 – Cont inue wit h maint enance and cost s at planned and project ed funding levels; Cit y t o manage facilit y 1
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Horizon Planning - Years
Colliers Project Leaders
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Summary Environmental
Social
Economic
• Fewer and newer facilities reduces environmental footprint • Better energy efficiency
• Ability to improve accessibility • Modern functionality to enhance services • Consultant focused on financial • Opportunity to honor heritage • Facilities for today’s and future generations
• Reduced capital investments of $20 million over 20 years (predicated on sale of lands) • Lower annual maintenance costs • Longer service life
* Council Report
Engagement Plan
PreEngagement (Sept.)
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Phase 1 Raise Awareness (Oct.)
Phase 2 Gather Feedback (Nov.)
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Phase 3 Deep Dive (TBD)
Phase 4 Confirm Direction (TBD)
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Council Decision(s)
Next Steps and Timelines October – Raise Awareness • • • • •
Oct. 15 - Community Pop-Up during the Vees Game at the SOEC, 6 to 8 p.m. Oct. 19 –Online Community Info. Session #1, 7 to 8:30 p.m. (Arenas) Oct. 21 - Online Community Info. Session #2, 7 to 8:30 p.m. (Arts) Oct. 23 –Community Open House at the PTCC, 10 a.m. and 1 p.m. Oct. 27 - Online Community Info. Session #3, 7 p.m. and 8.30 pm. (General)
November – Gather Feedback • Workshop with community groups affected by recommendations • Seek letter from affected community groups • Community feedback
Facility Summaries
Options and Financial Projections Option 3 • Rebuild on a nearby site with no disruption to existing services • Combine services in Public Safety and Emergency Facility • Release existing fire hall site for sale and redevelopment • Fund and implement within 3 years
Analysis • Insufficient operating space for new equipment or vehicles • Need for a downtown location that could meet growing needs of Fire, Emergency, Bylaw and Community Policing services • Greater savings in building new after five years
Options and Financial Projections Option 3 • Maintain and gradually renovate • Defer replacement to year 15 • Rebuild on same site with minimal disruption • Deferral allows City to allocate funds elsewhere
Analysis • Insufficient operating space for new equipment or vehicles • Greater savings in building new after five years • Replace in 15 years, cost to replace is $1.1M over cost to restore • No significant financial savings between 3 options over 20 years
CITY HALL
Options and Financial Projections Option 2 • Continue with maintenance as planned • Full renovation after year 10 to increase functionality and asset life • Meet energy efficiency standards and consider accommodating RDOS and other City services
Analysis • Inflexible layout can’t accommodate new needs or functionality • Opportunity to co-locate with RDOS • Requires imminent maintenance costs (window replacements, roof and other mechanical upgrades) • The current location ideal for City operations and purposes
Options and Financial Projections Option 3 • New combined Art & Cultural Centre including Library, Museum, Art Gallery on new site • Library / Museum site sold
Analysis • Computer and power facilities require upgrades and current floor area has limited functionality • Purpose-fit build optimizing shared space • Focal point for culture and arts in the City and vibrant downtown • Seek to use City-owned site • New site allows for building completion before relocation • Sale of current site to help fund new centre
Penticton Art Gallery
Options and Financial Projections Option 3 • New combined art and culture centre including Art Gallery, Library and Museum • Disposition of current Art Gallery site
Analysis Analysis • Create cohesive Art & Cultural Centre • Purpose fit building, optimizing shared space • Use City-owned site • Plan for future of current site as part of Esplanade Plan
Leir House
Options and Financial Projections Option 3 • Continue with maintenance and costs as planned and lease Leir House to commercial lease rates • Resident non-profits move to new Art & Culture Centre
Analysis Analysis • Tied to alternate location being secured • Rezoning from Public Assembly required • Revenue potential
Options and Financial Projections Option 3 • City upgrades audio-visual equipment and enters into an operating agreement with a management company
Analysis • 403-seat theatre limited by inadequate sound and lighting • No center aisle Analysis • Convenient parking and adjoining spaces • Allows the City to retain full control of the asset while gaining maximum benefit from the use of the Theatre • Investment could attract new and different events to the City
MCLAREN ARENA AND MEMORIAL ARENA
Options and Financial Projections Option 4 • McLaren is demolished, rezoned and sold • Memorial is demolished, site converted to parking • New twin arena built at SOEC
Analysis • Consider both arenas in scenario • Leverages work by Arena Task Force • Operational efficiencies from central location • Addresses functional limitations of existing arenas and need for parking • Sale of McLaren provides funding for twin arena
Early Feedback
Early feedback “The Penticton Art Gallery is excited to work with the City of Penticton to explore the possibilities of a new purpose built cultural hub in the downtown core to serve the long-term objectives of our community’s arts, heritage and cultural organizations. Our primary objective is to ensure that the Penticton Art Gallery has the space, support and resources needed to meet our needs today and have the room we need to meet the growing demand for our education and outreach programs, further develop our permanent collection and continue to create and attract world class exhibitions.” Paul Crawford, Director / Curator of the Penticton Art Gallery “The Penticton Public Library has long outgrown its current facility. It is a positive step to see recommendations that take into account our needs and look to future improved library services - from sufficient connectivity and room for technology to spaces for programing and patrons. Co-locating the Library with other cultural services may also allow for a broader spectrum of programming and services.” Heather Buzzell, Chief Librarian of the Penticton Public Library
Early feedback “A new arts and culture centre in the downtown core is an excellent idea. As a cultural hub, it would create synergies where the whole would definitely be greater than the sum of its parts. Not only would the museum, library and art gallery benefit from close proximity, increased efficiencies could result from shared storage, reception and other functions. With a larger numbers of visitors and staff under one roof, ancillary services such as a gift shop or a cafeteria become genuine possibilities.” Dennis Oomen, Curator of the Penticton Museum & Archives “Okanagan Hockey Group is very supportive of the proposed replacement of McLaren Park and Penticton Memorial Arenas with a new twin ice facility, adjacent to the South Okanagan Events Centre. Having four NHLsized ice surfaces would place Penticton in an elite international category of municipalities that has the ability to host major global events. There would also be many multi-use opportunities for other groups to take advantage of these state-of-the-art facilities during the spring and summer months.” Andy Oakes, President of the Okanagan Hockey Group
Early feedback “The Penticton fire stations have served the community well over the past 60 years, and are steeped in history. However, Penticton is a growing community, and our current fire stations simply do not meet the demands of our community. The recommendation to replace Fire Hall #1 with a central facility for public safety not only ensures we have the most modern facility for fire protection and operational requirements but provides opportunities for better integration amongst the City’s protective services and efficient use and sharing of resources.” Larry Watkinson, Fire Chief of the Penticton Fire Department