BUILDING RELATIONSHIPS A Revitalization Proposal for Flemingdon Park
INTRODUCTION
This revitalization proposal for Flemingdon Park is the result of nine months of preparation, study and design development by the post-graduate students at the Institute without Boundaries, George Brown College. As students from many different professional and academic backgrounds, we began this project with few pre-conceptions. By combining our individual skills with the Institute's interdisciplinary, collaborative design methods, we have developed tangible solutions that address the real issues facing Flemingdon Park. Looking at the neighbourhood through the lenses of interaction, identity, sustainability and economic feasibility, we examined the community as it exists today and proposed changes that address the identified challenges. Through improved urban planning and strategic design solutions, we have created a holistic vision to transform Flemingdon Park into a more desirable neighbourhood. Our plan is centred around the idea of fostering new relationships that encourage more positive community engagement. A key objective includes connecting residents to each other and to the surrounding community, while engaging their participation in the process. The successful outcome will be a sense of community ownership that will help throughout the revitalization process and into the future of Flemingdon Park. Our plan brings socio-economic diversity to the site by creating a development where homeowners, market-rent residents and rent-geared-to-income residents share the community. In addition to government assistance and partnerships, the market sale and rental units create a revenue stream that make redevelopment economically viable. The plan rebuilds major sections of the neighbourhood while preserving some of its existing buildings. Our vision for Flemingdon Park is a fully integrated multicultural neighbourhood that people want to live in and visit. It will be a community centered around healthy living and relationships, with the aim of giving all residents a high quality of life and a home to be proud of.
5
IMAGE 1 Original Flemingdon Park master plan model. TCHC site in green.
IMAGE 2 Canada’s first "Apartment City" under construction.
CURRENT SITUATION
History Flemingdon Park was first proposed to North York Councilors in 1958 as Canada’s first completely planned “apartment city”, based on similar developments already built in Europe and Scandinavia. The neighbourhood draws its name from the farmland that it was built upon, owned by R.J. Fleming. The “Don” references the Don River and valley which forms the eastern boundary . Coined a “complete community”, the neighbourhood master plan included residential, commercial, industrial, institutional, and park lands, as well as a full complement of community facilities. The plan was completed in the early 1970s, and the area north of Rochefort Drive has been redeveloped since then.
10 People/Hectare FAMILY SIZE 30
29
28
25 20
According to the documentary Flemingdon Park: The Global Village, the Flemingdon Park social housing community was built in 1961 as a trendy, urban utopia for artists and young professionals, and became subsidized housing within a decade.
20
15
14
10 5
5
0 (%)
498 Families
AGE RANGE 400 350
Female Male
300 250 200 150 100
VICTORIA PARK VILLAGE
50 0 0-4
5-12
13-17
18-24
25-49
50-58
59+
WAY PARK ALLEY
SPOKEN LANGUAGES
FLEMINGDON PARK
DON V
DON MILLS RD
EGLINGTON AVE
R
D
R
THORNCLIFFE PARK
O
’C
O
N
N
O
PARKVIEW
IMAGE 3 Greater Flemingdon Park Neighbourhood Location.
200 229 11 10 9 9 8 3 3 3 2 2 2 2 2 1 1 1 1 1
English Unknown Somali Gujarati Farsi Spanish Amharic Pashto Fench Oromo Tigrinia Urdu Mandarin Hindi Arabic Vietnamese Bengali Portuguese Macedonia Romanian
FIGURE 1 Flemingdon Park demographics. 7
CURRENT SITUATION
Neighbourhood Context Flemingdon Park is located in the City of Toronto and the former municipality of North York. The site is framed by the Don Valley Parkway to the east, Eglinton Avenue to the north, Don Mills Road to the west and a Toronto Hydro corridor to the South. The area has a number of schools, community recreational centres, green spaces and a large centrally-located strip mall. The neighbourhood’s unique features include a large park area underneath the Hydro corridor, the Ontario Science Centre and large wooded areas in the Don Valley. The community has many strengths. Local schools have a reputation for excellence and the various faith groups work cooperatively toward community cohesion. The St. Denis Recreational Centre actively provides social and sporting activities, free breakfast for children and training programs catered to the community’s needs. Flemingdon Park Neighbourhood Services has a small space for employment training and community programming. The shopping mall is largely made of businesses serving the low-income residents that surround it, and it is within a reasonable walking distance for many of the neighbourhood’s residents.
IMAGE 4 Neighbourhood School: Grenoble Public School.
It is also a community with challenges, the most apparent being poverty. Residents survive on low-wage jobs, and are dependent on social services around them. While there are many cultural and faith groups in the area providing community support, they are hard-pressed to serve all of the community needs. There is also a lack of affordable daycare in the neighbourhood that can cater to specific cultural needs. The neighbourhood is isolated by its very geography, cut off from the city through the barriers of the Don Valley to the east and west. There are three bus routes through the area, providing lowcost connections to the larger city, but it is a fair commute to the nearest subway and employment opportunities.
IMAGE 5 Neighbourhood School: Marc Garneau Collegiate Institute.
9
IMAGE 6 Flemingdon Park community engagement meeting.
IMAGE 7 Flemingdon Park open space.
CURRENT SITUATION
UNBUILT/BUILT AREA (HECTARES)
2.59 5.86
Community
Total Hectares 8.45
Among Flemingdon Park’s citizens are a large proportion of both
TOTAL SPACE (HECTARES)
Unbuilt
Built
single mothers and low-income families. The diversity of spoken languages can be a barrier to the delivery of information, as
2.46
translation services can be costly. 5.99
Most residents have one or no cars per household. The distances to healthy food, shopping and other basic amenities are relatively
North Site
South Site
Total Hectares 8.45
far for pedestrian travel. This effects the quality of life for residents, especially those living in walk-up apartments.
PEOPLE PER HECTARE
Many residents have expressed pride in their community, and a desire to have more meeting places where the community could come together. When asked about what they liked in their
180
community, many spoke of cultural diversity and unity as being
North Site
a strength. During meetings, a high level of enthusiasm was
210 South Site
10 People/Hectare
shown toward participating in the revitalization process and a strong interest in having a neighbourhood association was also articulated.
UNIT TYPES (%)
2
6 22 35
63
72
North Site 2 Bedroom
South Site 4 Bedroom
3 Bedroom
UNIT DISTRIBUTION
South Site: 388 Units North Site: 135 Units
FIGURE 2 Flemingdon Park demographics. 11
Toronto Community Housing Corporation Operating Unit, Community Health Unit, Community Safety Unit, Program Services, Social Enterprise, Tenant Relocation Sends request for maintenance, documentation, legal issues, eviction prevention, rent calculation, transfers, complaints, emergency situations, and general requests.
Report response to request, spending, and key performance indicators.
Sets capital and operational budget.
Liason on behalf of the residents.
Del Property Management Property Manager Manages staff and the overall site.
Superintendents Handles repair and maintenance issues and site inspections.
Administration Staff Deals with rent collection, adjusting rent amounts to income, arranging occupancy changes, and payment for parking. Groundskeeping Transfer solid waste to central locations and grounds upkeep
Common Area Cleaner Cleans common indoor areas Deals directly with residents issues and requests and liasons with residents groups
RESIDENTS Number of full time staff per position
FIGURE 3 Current operating system at Flemingdon Park
CURRENT SITUATION
Operations Many of the operational issues in Flemingdon Park have to do with aging infrastructure, design, and maintenance. When TCHC was formed in 2002, it inherited a legacy of operational and capital shortfalls. Over the years, the responsibility for social housing was downloaded from Federal to Provincial, and finally to Municipal governments, resulting in a backlog of maintenance issues and continual cuts to operating budgets. Del Property Management runs the day-to-day operations in the community. TCHC sets the capital budget and the Social Housing Reform Act gives the basic instructions on how the community must be run. The maintenance staff includes one full-time employee and two full-time grounds-keeping staff who spend a significant amount of their time moving solid waste from the dispersed dumpsters to the central staging areas. Other professionals are contracted in as needed.
IMAGE 8 Large garbage piled up outside central garbage collection site.
Maintenance issues include problems with broken water pipes and leaking roofs that have led to structural damage and mold. Kitchens and bathrooms are also in need of repair. Water pipes, heating, and electrical systems are out dated and are difficult to access. Tenants sometimes damage their units to add air conditioners. Pests are widespread throughout the site due to damaged building envelopes and uncontained waste. The neighbourhood design itself is partially to blame for the high maintenance costs. The low-density, inward facing layout means there are few roads for access to solid waste. The City of Toronto’s increased fees for garbage removal has also impacted the operational bottom line since it is equally hard to include recycling and compost diversion on site.
IMAGE 9 Michael DaCosta, superintendent, conducting maintenance on site.
The buildings are poorly insulated, resulting in high energy costs for TCHC, who provide residents with heating. The burden of maintaining the site is high at present, and will only increase as the housing stock degrades further over time.
13
IMAGE 10 Example of townhouses on site.
IMAGE 12 Location of townhouses and apartment buildings on site.
LEGEND Townhouse IMAGE 11 Example of an apartment building on site.
Apartment
CURRENT SITUATION
Built Form THE TCHC COMMUNITY Flemingdon Park is built on a ‘house-in-a-garden’ model popular in the 1950s and 60s. Designed with underground car parking and few streets, the ground was freed for pedestrian paths and playgrounds, around which groups of houses were focused. The layout faces houses inward, deliberately isolating homes from the street. Pathways and sidewalks offer pedestrian connections but because of blind corners, they feel unsafe despite their beautiful appearance. This is because they fail to meet the Crime Prevention Through Environmental Design (CPTED) principals that are currently used to create safe defensible neighbourhoods. About two-thirds of the buildings on the site are two-story townhouses with private entrances at the ground level and at the subgrade parking garage level. The remaining third are threestorey apartment buildings stacked above parking garages.
IMAGE 13 Flemingdon Park built form, South site.
The community consists of North and South sections, about a 5-minute walk apart. This distance has split the community, with many residents feeling more a part of their site than of the community as a whole. Both areas of Flemingdon Park have a lot of open green space and mature growth trees. However, the layout renders much of the green space undefined, with large spaces fenced off or unused.
IMAGE 14 Flemingdon Park built form, North site.
15
IMAGE 15 Proposed design for revitalization plan
PROPOSED SOLUTIONS
Design Strategy The following proposed solutions are focused around developing
By retaining a section of the existing site as a community hub,
mutually beneficial relationships between residents, the city and
the plan preserves the heritage of the site referencing its green
the natural environment. The process examined the systems that
spaces with shared courtyards. The new buildings will address a
make up a city and the relationships that help to build a desirable
combination of needs through a variety of typologies including:
neighbourhood, and aims to develop partnerships, further
grade related, mews and stacked townhouses; live/work
engage residents in their community and encourage interaction
units; mid-rise terraced buildings and podiums with high-rise
through increased site access and mobility. This redevelopment
towers. Although primarily residential, these building will also
vision places Flemingdon Park in the centre of all that is good
incorporate mixed uses including community space and retail/
about living in a city. This neighbourhood has the potential to be
office space. The buildings are themed around public spaces
a place with high social and economic value and amenities that
and courtyards designed to create connections throughout the
will attract and maintain a diverse and vibrant population.
site, with paths extending to the surrounding neighbourhood parklands and ravines.
Insular designs are replaced with a main street and pedestrian grid, with features and hubs that encourage a thriving street
The new Flemingdon Park will set a standard in environmental
life and walking culture. The main street is the spine of the
sustainability, with the goal of reducing its
community, connecting the North and South sites, creating
environmental footprint. This walkable neighbourhood will
links to new amenities, community spaces, schools, and the
become a destination for family based culture with local arts,
surrounding neighbourhood.
and community activity contributing to its integration into the
long-term
urban fabric. The enhancement of a mixed income and mixed-use community is essential to the success of revitalization. Neighbourhoods that are host to a range of incomes develop supportive socioeconomic relationships and offer access to equal opportunities for all residents. A versatile community can create a healthy housing market and increase the availability and variety of affordable market units.
17
IMAGE 16 Revitalization Plan
IMAGE 17 Proposed design for revitalization plan
LEGEND Residential
Greenhouse/Arcade
Commercial
Windwall
Community Space
Primary Street
Live/Work
Secondary Street
Open Space
Tertiary Street
Courtyard
Pedestrian Street
Private Yard
Sidewalk, Bike Lanes, Plantings
Green Roof
19
1
IMAGE 20 Primary Street: Main street cross section.
4
1 2 3
5 4
IMAGE 21 Street locations.
IMAGE 22 Pedestrian Priority Street cross section.
IMAGE 26 Map showing location of the Windwall and the relationship to the greater neighbourhood (Schools, Ravine, Community Centre, DVP and Science Centre)
IMAGE 35 Location of Live/work & Commercial spaces
LEGEND Live/work Commercial
PROPOSED SOLUTIONS
EMPLOYMENT OPPORTUNITIES AND PROGRAMMING The revitalization will provide opportunities both during and after the development process. The addition of an on-site subsidized daycare will make it easier for parents to seek employment. New facilities and partnerships will lead to training, internships, and employment opportunities for residents. New jobs directly created might include childcare workers for the daycare, site maintenance, community liason, retail, construction or greenhouse workers. Also of importance is the opportunity for residents to socialize, learn and work in their own community.
POTENTIAL EMPLOYERS
POTENTIAL JOBS
Developer
Construction
Commercial Enterprises
Retail, Management, Delivery
TCHC
Community Liason, Site Maintenance, Administration
NGO: Greenhouses, programming
Horticulture, Maintenance, Administration, Childcare
Greenhouses
Horticulturist, Maintenance, Distribution, Cooking, Educational Programs
Childcare
Management, Nursery, Food Service, Educational Programs
IMAGE 36 Tool Workshop.
FIGURE 5 Employment opportunities on site.
IMAGE 37 Employment Seminar.
33
Proposed Operation Model for Flemingdon Park Multiple Regulating Boards
TORONTO COMMUNITY HOUSING CORPORATION
CONDOMINUM BOARDS
Commercial Property Managers for Stakeholders
PROPERTY MANAGERS Market Condominums and Condominum Amenity Space.
DEL PROPERTY MANAGEMENT RGI units, Community Spaces (in conjuction with partners).
Parking, Amenities, Public Space, Safety, Buildings, and Community Issues.
NEIGHBOURHOOD ASSOCIATION Concerned neighbourhood members: TCHC residents, Rent-to-own residents, Condominum residents, Homeowners and Market Renters.
FIGURE 6 Proposed Operation Model
IMAGE 45 Location of building typologies.
LEGEND Townhouse
Tower
Terraced Building
Renovated
Podium
PROPOSED SOLUTIONS
Built Form BUILDING TYPOLOGIES The new buildings proposed for Flemingdon Park will exist within a new network of roads, sidewalks, landscaping features, and amenities. The variety of different housing typologies are meant to balance the look and feel of the neighbourhood with the newly proposed open space and approximately three times the density. All buildings will now have street frontage and individual units will have street addresses. Where possible, materials with minimal environmental impact and low VOC products will be used. The buildings will be modern in character, allowing for plenty of natural light. Contemporary standards of building technology will lower operating costs and create healthier buildings. The master plan considers mobility, views, sun and wind patterns.
TOWNHOUSES The site will introduce more grade-related units than currently exist with townhouses and stacked town houses that follow a conventional model of groupings of between six to twelve homes in a row. This will create the same type of homes that current residents live in, and will also create higher-value properties for market sale and/or rent. Townhouse units range in size from approximately 1200 to 1900 sqft. The addition of larger units will accommodate large families who need more space. All units have back yards with the exception of upper stacked units, which have terraces. TOWNHOUSE MEWS These back to back units are two and a half stories and feature large terraces. One side has units facing two story townhouses on a secondary street. The houses they back onto are live-work units that face a pedestrian street and courtyard. This special condition is designed to attract artists and entrepreneurs and to bring activity to the courtyards.
MID-RISE TERRACED BUILDINGS The mid-rise terraced buildings all have ground floor townhouses that maintain the streetscape throughout the site, and offer a variety of unit sizes with access to shared rooftop gardens. These buildings will help increase density and create the form that defines the courtyards. Accessible units will be included on both ground level and upper levels. The height range of these buildings step up from four to ten stories. PODIUMS There is an eight story podium building on the north site that has a large green roof accessible by elevator. There are enclosed arcades that connect this building to the adjacent podiums with towers and the adjoining greenhouse. The lower height of this building is to allow tower residents views of the public park to the North and the Don Valley to the East. TOWERS ON PODIUMS The towers on podiums create visual anchors at both ends of the neighbourhood. The south set of towers features a pedestrian street and bridge that connects the two buildings. The north set of towers is connected by a set of arcades and a tall greenhouse. These buildings have access to shared podium roof gardens and add the necessary density for this scale of development. RENOVATED BUILDINGS The south site renovated buildings are a series of buildings that are connected by a domed roof structure that houses a greenhouse and arcade below. This four story building has been adapted to house community space on the first floor, commercial on the second floor and live work units on the third and fourth floors. This special typology has been designed to be a community IMAGE 42 Building typologies. 41
YEAR 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 6 Year 7 Year 8 Year 9 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
ation
hase 1
hase 2
hase 3
IMAGE 49 Implementation timeliine.
IMPLEMENTATION STRATEGY
PHASING PLAN Time Month Due Diligence Market Analysis Participatory Design Process Community Engagement Design Implementation Detailed Project Planning and Approval Physical site assessment Seek Financing Prepare detailed project design schedule implementation Apply for Building and Demolition Permits Establish Marketing Plan Install Services/Site Preparation Revise Design Begin Marketing Plan Obtain Building Permit Relocate Residents Pay Development Fees Engage Secondary Consultants Begin Construction and Materials Procurement Phase 1 Demolition Market Unit Sales Construction Building Inspection Occupancy Begins for New RGI and Market units Create Condo Corporation Begin Construction and Materials Procurement Phase 2 Demolition Market Unit Sales Construction Building Inspection Occupancy Begins for New RGI and Market units Create Condo Corporation Begin Construction and Materials Procurement Phase 3 Demolition Market Unit Sales Construction Building Inspection Occupancy Begins for New RGI and Market units Create Condo Corporation
Phasing Summary
YEAR 1 Year 2 Year 3 Year 4 Year 5 Year 6 Y 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Increasing density and introducing a mixed-income community are essential to the plan to ensure it is successful both socially and economically. The site currently houses TCHC tenants only, the newly proposed neighbourhood is a new mixed tenure neighbourhood with a 3:1 ratio of market to RGI units. 2,162 new units are proposed to replace the deteriorating housing stock that is currently on site. Of the new build, 525 will replace existing RGI units, 1,530 will be market sale units, and 107 will be market rent units. In keeping with similar neighbourhoods in Toronto the overall site coverage will be 0.6 and total site density will be 2.3. The unit density will be 257.3 per hectare with a population density of 709 people per hectare. The landscape open space will be 37,516.3 m2. The neighbourhood will be composed of townhouses, mid-rise apartments and condo towers with some retail and commercial space. The plan will also incorporate indoor and outdoor community spaces to create focal points that anchor the community. The entire revitalization plan spans nine years, including two years of due diligence, project planning and approvals. Construction phases are divided into three phases of 30 months each. The tenant relocation plan will follow the schedule of the three construction phases. During the pre-construction phase, TCHC will work with residents to develop a relocation plan that creates minimal disruption in the lives of the residents.
45
1
IMAGE 50 Construction Phase 1.
2
IMAGE 51 Construction Phase 2.
3
LEGEND Demolition Renovation Construction Windwall IMAGE 52 Construction Phase 3.
IMPLEMENTATION STRATEGY
Phase Development & Sequencing The proposed changes to the Flemingdon Park site would be implemented in phases, beginning with parallel community engagement, participatory design and financing phase. This would be followed by three distinct construction phases:
CONSTRUCTION PHASE ONE Construction would begin with demolition of some of the existing buildings on the South site and the construction of marketsale condo towers, and mixed-use mid-rise terraced buildings, townhouses and townhouse mews. Sales, pre-sales and market rent will create a revenue stream to help fund the construction of RGI units. The Community Centre and Interpretive Centre are also included in this phase to create an anchor in the community, throughout the remaining revitalization phases. Commercial, retail and live/work units will also begin to bring employment opportunities and economic development to the site. A test section of the innovative wind wall proposed for this site would be constructed during this phase adjacent to the area of construction.
CONSTRUCTION PHASE TWO This phase begins with the demolition of all buildings on the North site and the construction of additional market-sale condo towers, mixed-use townhouses and stacked townhouses, commercial and retail spaces. Special buildings and features on this site will include greenhouses, a connecting arcade, a parkette and onsite daycare.
CONSTRUCTION PHASE THREE The final phase begins with the demolition of the remaining South site buildings and the construction of more mixed-use terraced mid-rise buildings, townhouses and townhouse mews. This phase will also complete the spine of the community, the main street that connects North and South sites, and include more retail and commercial spaces. The construction of the remaining section of wind wall along the Eastern edge of the site would be the final piece of the project, creating a unifying boundary and an exciting landmark that will define Flemingdon Park in the decades to come.
47
IMAGE 53 The Community Coffee Shop will become a primary work area for the Design Team. Here residents can contribute to the process and communicate their needs back to the design team.
IMPLEMENTATION STRATEGY
Community Engagement Plan Inclusion of the community in all phases of the revitalization of Flemingdon Park is a critical part of design, development and implementation. This framework for community enagement will involve residents and other stakeholders in these processes in both formal and informal ways, breaking down many of the barriers that can prevent resident involvement and allaying fears and concerns for all stakeholders.
THE COMMUNITY COFFEE SHOP The community coffee shop is the hub of the entire community engagement process. It will become a primary work area for the design team, a space to host participatory design events and stakeholder meetings. Residents can come here to view project status updates, contribute to the process and communicate their needs directly to the design team.
PARTICIPANTS * The design team: developers, architects, urban planners, and members of the Institute without Boundaries * TCHC staff and a dedicated development team * Residents of the TCHC site * Members of the wider community * Community Partners: neighbourhood faith groups, neighbourhood social service personnel, local educators, the Toronto Police (specifically TAVIS), Emergency Services * Potential Partners: Artscape, Food Stop, Human Resources and Development Canada (HRDC) and other proposed development partners
49
Community Engagement Plan PROJECT LAUNCH CEO announces plan for revitalization, all stakeholders are brought into the process
DESIGN PROCESS
COMMUNITY CAFE Design team establishes full-time visible presence on-site
ACTIVE ENGAGEMENT > Community joins in design charrettes > Resident Animators communicate with residents and design team > Residents can apply for employment opportunities
PRESENT PROGRESS Design team shows how suggestions are intergrated in Master Plan
DESIGN IMPLEMENTATION
Design Process Ends Construction begins
Active Engagement Community engagement team maintains visible presence on site. Cafe moves into new community centre as Phase One construction finishes.
IMAGE 54 Proposed Community Engagement Plan
FINANCIAL STRATEGY
Financial Summary The Flemingdon Park revitalization process requires capital. To get the required return on investment that will make the proposal feasible, the plan needs a long-term vision. The financial strategy is built upon three pillars: 1. 2.
3.
Attract homebuyers by creating well designed buildings, with convenient access to services and shopping
REVITALIZATION PROPOSAL FINANCIALS Total Hard Costs
$330,436,010
Total Soft Costs
$105,303,393
Total Contingency
$30,501,759
Maintain a financial balance between revenue from initial market sales and long-term revenue streams from rental units that will support new RGI units
TOTAL COSTS
Reduce long-term operational costs for TCHC by building high-quality, energy efficient buildings served by subsidized renewable energy sources
Total RGI
$87,263,109
Total Market Rent
$54,801,084
The primary revenue stream is created through market sales of Condominium and Townhouse units. In order to reduce the loan expenses and raise funds, the first two construction phases include the creation of market-sale condominiums that will help offset the cost of creating the new Rent-Geared-to-Income units.
Total Market Income
TOTAL INCOME
$466,241,164 $387,975,481
$530,039,674
Total Financing (10%)
$46,624,116
TOTAL (OVER 30 YEARS)
$17,174,397
The total revenues from market sale are projected at $388M. Combined with projected market rents of $54M and $87M in RGI income over a 30-year period, these total revenues will cover the majority of the $466M construction costs.
53
North Site
D
F
H
B
C
D
E
F
G
H
$$$$ C
A B C D B J
E F G H I J
B A
G
E I
A D
A
TOWN A B
$
C
South Site
D
IMAGE 56 Scan of Current Market
LEGEND APT RENT (MONTHLY)
APT SALE
A
1 BD = $900
A
1 BD = $93,900
G
2+1 BD = $139,000
A
3 BD = $126,000
B C
1 BD = $1,250
B C
1 BD = $120,000
H
2+1 BD = $439,900
3 BD = $320,000
1+1 BD = $118,000
3 BD = $149,500
D E
1+1 BD = $1,350
D E
1+1 BD = $309,000
I J
B C D
5 BD = $179,900
F G
2 BD = $1,900
F
2 BD = $728,000
H
2+1 BD = $1,800
1+1 BD = $1,275
2 BD = $1,500
2+1 BD = $1,750
2 BD = $122,800
TOWNHOUSE SALE
3 BD = $320,000
4 BD = $550,000