hillhurst & sunnyside community planning & development multi-stakeholder taskforce meeting...

Hillhurst & SunnysideCommunity Planning & Development

Multi-Stakeholder Taskforce

Meeting Notes and Presentation

Wednesday, February 20, 2013Hillhurst United Church – Heritage Room

AgendaTime Topic Lead5 min Introductions people, building etc All5 min Background

Problem / Opportunity StatementPurpose of Taskforce

Tim Kitchen

10 min Formalize the TaskforcePurpose and OutcomesStructureApproach

Tim Kitchen

30 min Existing Communities PlanningOverview of Projects (multiyear, stages of development, etc.)Feedback

Thom Mahler

15 min Parks, Transportation, Corporate Properties, etc.Overview of Projects (multiyear, stages of development, etc.)Feedback

TBD

5 min Transformation Planning Current Status TBD

10 min Interim HSCA Planning CommitteeStatusCommunity Engagement Pre-DP “5 point plan”

David W

15 min Approaches to communicationEnabling technologyOthers

Thom Mahler

5 min Next StepsSchedule for next MSTF

All

Background

Resources• Community engagement for the purpose of gathering feedback on

development proposals is managed by a not for profit Community Association HSCA which consists of small group of volunteers and until recently administered by a part time paid role funded by the CA.

• Development within a community is primarily initiated by for profit developers and city departments (transportation, transit, parks, corporate properties etc) and managed by paid staff.

Background

Policy• The adoption of Transit Oriented Development (TOD) the Master

Development Plan (MDP) and HSCA’s Area Redevelopment Plan (ARP) has resulted in increased development opportunities.

• Historically the large complex projects such as Streetside’s - St John site happened once every 10 years, currently there are numerous development projects of this scale planned and/or under construction.

• The number of development projects has increased along with the complexity of the development.

Background

Development Processes• There are numerous approaches for development within a community,

those for private landowners and those for City of Calgary. The approach used dictates the community consultation timing and involvement.

• The approach for the development of private lands is dependant on factors such as building within current zoning, zoning change required and if Direct Controlled zoned

• The City of Calgary has various approaches dependent on the department initiating the change, each with a unique process for engaging in community consultation. The tracking and management of the development projects and community consultation is generally handled internal to each department and in some cases to each project.

Problem/Opportunity

Problem Statement• The current approach to planning and development in Hillhurst and

Sunnyside is not working. The level and complexity of the developments and requirements for community engagement is beyond the capacity of group of community volunteers to manage.

Opportunity Statement• Create a sustainable approach to community planning and development to

meet the needs and wants of the broader stakeholder community. Where necessary adopt enabling technologies, processes and organizational structures to support the growing community.

Representative Structure

Who’s involved? (Representative Group, Roles)

– Hillhurst Sunnyside Community Association (Board & Committee)

– Kensington Business Redevelopment Zone (Board & Staff)

– The Dobbin Group (Industry expert)

– Federation of Calgary Communities

– Planning Implementation CoC

– Established Community Planning CoC

– Parks Centre CoC

– City Wide Planning – Land Use Planning & Policy

– Ward 7 Alderman’s office

Who is missing? Representative Group– SAIT

– Other developers

– Others

Structure

Steering Group– Community Assoc, Tim Kitchen

– Business Assoc, Natalie Bach

– City Planning, Thom Mahler

– Developer Community – Jennifer Dobbin

– Facilitator – support role

– Others?

Community Stakeholders

Stakeholders :• Home owners, Renters, Business owners, Property owners, Developers

• Faith Communities, Education Institutes, Arts Groups, Recreation Clubs, Community Associations, Business Associations, Not for Profits,

Influencers/Enablers:Policy

• Zoning, TOD, MDP, ARP, Planning & Permitting Process, Education,

Infrastructure

• Parks, Transportation, Business, Location, Health Care, Schools, Social Services,

People

• Skills, experience, knowledge, availability etc.

The Goals

• Make Hillhurst & Sunnyside a destination to live, work, play and conduct business

• Align development projects with City and Community goals

• Provide framework for good decision making

• Enable standard process(s) for community planning and development (beyond a single community)

• Encourage behaviors that facilitate effective cross-functional multi-stakeholder communication

Business Value Proposition

Proposition:Engagement of community and city stakeholders in an early review and design discussions.

Business value:– Improve confidence in forecasting of development outcomes

– Mitigate downside risks to cost and schedule escalation

– Manage upside opportunities of cost and schedule improvements

– Optimized development potential

– Better alignment with policy, bylaw and standards (MDP, CTP & ARP)

– Collaborative environment with community and city stakeholders

Major Influence Rapidly Decreasing Influence Low Influence

Approval to Proceed

INFL

UEN

CEEXPEN

DITU

RES

Front End Loading

ASSESS SELECT DEFINE EXECUTE OPERATE Gate

Front End LoadingFront End Loading

Influence - Expenditures

GateGateGateGate

Project Life Cycle

Front End Loading (FEL)

• The work performed to develop a detailed scope definition of a project prior to the appropriation of funds for the Execute Phase.

• This encompasses all of the activities from the conception of an idea in the Assess Phase through the end of the Define Phase.

• Effective use of FEL may have a significant impact on cost,

schedule, and operability.

• Primary objectives of FEL include minimizing changes in the Execute Phase of a project, and providing early screening and elimination of inappropriate scope and projects.

RISK MANAGEMENT - RISK MITIGATION

Transforming Planning

Taskforce Objective #1? Fit Taskforce efforts to vertical integration points•Graphical reference to “Outline of New Planning System”


Taskforce objective # 2?Evaluate practical structure alternatives for a multi-stakeholder dialogue


ReferencesWebsite

•http://www.calgary.ca/PDA/Pages/Transforming-Planning.aspx

Document - Outline of New Planning System – Version 0.2•http://www.calgary.ca/PDA/Documents/Transforming%20Planning%20-%20Outline%20of%20a%20New%20Planning%20System%20v0.2%20-%20Feb14.pdf

Communication

LinksWebsite:http://www.mindmixer.comNews story:http://seeclickfix.blogspot.ca/2012/11/seeclickfix-and-mind-mixer-as-civic.html

QuestionsWhy Mindmixer?How does it Works?Who is it for?

Next Steps

Actions•Formalize the Steering Group and plan the next meeting (Tim K)

•Monthly Stakeholder Taskforce meetings – schedule for every 2nd Wednesday of every month (Tim K)

•Recruit a facilitator to support meetings (Thom M)

Outstanding items• Define purpose of the Taskforce

• Firm up stakeholder community

• Prepare approach to identify and manage outcomes & objectives

• Identify information & resource requirements

• Enabling technology – Mindmixer W5