Real Estate and Facilities Master Plan

The 2018 Real Estate Facilities Strategy identified that the District's facilities had reached a critical state:  75% of the District’s facilities are 25 years or older. A preliminary review of the capacity, function and condition of the District’s existing facilities identified that at least seven of the District’s 13 operational facilities are candidates for replacement and three additional facilities are exceeding capacity

The 2019 Real Estate and Facilities Master Plan (REFMP) identified the 'what, when and how' the District would implement the Strategy. Since then, the District has commenced an unprecedented period of facility analysis, design and construction. 

How we got here

 Read Municipal Hall Lease versus Build: The Facts and Context

 

 

View more background materials via our FAQ

REFMP Projects
Valleycliffe Fire Hall (Fire hall #1)

Visit the project page for more information. 

Status on time, on budget
Timeline Completed
Budget development budget $16.7M
Tantalus Fire Hall (Fire hall #2)

Visit the project page for more information.

Status on time, on budget
Timeline expected construction start Q4 2022 (after Valleycliffe Fire Hall is complete)
Current works schematic design and how mixed use (Fire Hall and Affordable Housing) can functionally be incorporated in the future, funding grant under application
Budget $15.8 M
Next Steps continue schematic design, finalise IPD (Integrated Project Delivery) contract, site access and layout, impact of future Affordable Housing or other usage on the same site, confirm level of sustainability, soil stabilisation requirements, next phase of budgeting
Hurdles managing market cost escalation

 

Public Works Building

Visit the project page for more information.

Status Class D budget, possible delay due to District funding approval
Timeline TBD pending funding timing
Current works Design 66% complete, pre-construction and site works under $5m (salt shed removal, soil remediation, preload)
Budget +/- $26m 
Next Steps Engage design assist, engage groundworks trades, Class C budget
Hurdles Soil contamination cost and time addition to project, coordination with WWTP upgrading project
Municipal Hall

Status

on time, pre-development and feasibility
Timeline shovel ready in three (2024) to five years (2026)
Current works space plan complete, civic site locations complete
Budget not developed
Next Steps project charter, lease vs. buy detailed options, explore property developer opportunities, explore School Board/partner opportunities, planning review incorporating all District statutory documents (Official Community Plan, Downtown Entrance Study etc.)

 

Brennan Park Recreation Centre

Visit the project page for more information.

Brennan Park Renovation Stage 1

Status a. energy audit
b. grant in place: Green and Inclusive Community Buildings (GICB), scope of work includes new administration building/elevator/lobby refit/ice room change room/ice rink re-insulation/mezzanine fitout and programming
Timeline expected construction start Q2 2023
Current Works planning is underway for the project which includes a new customer service area, new elevator to access upper level, mezzanine renovation for programming / wellness, ice rink change rooms renovation, lobby renovation and sustainability measures to reduce GHGe’s / reduce running costs
Budget $16.3m ($11.8M grant)
Next Steps strategic planning, detailed scope of work, design and approvals
Hurdles nil
Other nil

Projects Underway
New Valleycliffe Fire Hall

The new building is operational and Fire Department is moving in!

Tantalus Fire Hall

Will be rebuilt at its current location as a smaller hall to house apparatus and equipment.

Public Works

The current Public Works buildings are significantly undersized and at end of life,

Brennan Park Recreation Centre

The first stage of improvements to Brennan Park Recreation Centre

REFMP information
Sustainability

All Works (Preliminary) Sustainability Baselines

  • +85% landfill waste diversion during demolition and construction
  • +50% water reduction
  • 95th percentile stormwater management (via detention/infiltration)
  • Use of carbon embodied material where possible
    • Plant based
    • Carbon retention methods

Will be the subject of Council approval in the near future.

Public Works:

For the office area:

  • Referencing the 2018 (BC Building Code BCBC)) table 10.2.3.3-I Energy Performance Requirements for Offices for climate zone 4 (HDD < 3000), Step 3 is the highest performance level defined
  • Office proposed design target to 20% better than Step Code 3 (BCBC))
  • Design new PW office to be all electric
  • For building envelope airtightroof ness, proceed as per 10.2.3.5. of the BCBC 2018 (measure actual airtightness within specified pressure threshold and input the value into the energy model; compare model results obtained using actual airtightness to performance targets);

For the maintenance bays area:

  • For reference, automotive garages are not covered in Part 10 Energy Efficiency of the BCBC
  • BCBC specifies conforming to Part 8 of the National Energy Code of Canada for Buildings (NECB) for building types / major occupancies for which ESC does not apply
  • Referencing NRCan NEUD (Natural Resources Canada – National Energy Use Database) for Transportation and Warehousing facilities, and cross referencing with existing PW / Fleet Shop energy data, using an all-electric building

 

Tantalus Fire Hall

  • Being an IPD setup, staff simplified the targets for the design/consultant/build team at 20% better than Step Code 3 (BC Building Code) rating, but are pushing for Passive House standards if feasible. This collaborative approach will help determine that the District gets the most amount of substantiality for the cost, whilst tracking to meet MEEP/CCAP levels in 2030.
Grant Platform

Grants in place

  • Brennan Park Retrofit/Renovation, GICB grant, $16.7M total project cost – approved and project moving forward

Grants in application/waiting

  • CleanBC Community Fund for $17M total project - answer expected late 2023
Glossary

Integrated Project Delivery (IPD)
A single contractual arrangement between the architect, builder, consultants and main trades where they all share in the profit and risk of a project. It uses a construction scheduling system that is more accurate than traditional systems (such as Microsoft Project) and holds all parties accountable to meet costs and timing deadlines.

It is becoming popular in many Government jobs (first one in Canada was a hospital in Moose Jaw, 2012) above $10m. It is an alternative system to the traditional Construction Management method (where an architect is contracted separately and at differing times to the builder and consultants) but has also been standardized through the Canadian Construction Documents Committee (CCDC – the main supplier of contracts in the construction industry).

Value Engineering (VE)
Process of finding a cheaper way to construct. By reducing square meters, changing scope or by finding alternative material selections / construction methods.

Class Budgets
A method to formalize the budget process. From the Royal Architect Institute of Canada (RAIC):

  • Class “D” (Indicative) Estimate
    “Based upon a comprehensive statement of requirements, an outline of potential solutions and/or functional program, this estimate is to provide an indication of the final project cost that will enable ranking to be made for all the options being considered. This cost estimate shall be prepared in elemental analysis format. The level of accuracy of a Class D cost estimate shall be such that no more than a 20% design allowance is required.”
  • Class “C” Estimate
    “Based on schematic/conceptual design and/or comprehensive list of project requirements, this estimate shall be adequately detailed and shall be sufficient for making the correct investment decision. This cost estimate shall be based on measured quantities of all items of work and prepared Public Services and Procurement Canada Page 13 in elemental analysis format. The level of accuracy of a Class C cost estimate shall be such that no more than a 15% design allowance is required.”
  • Class “B” (Substantive) Estimate
    “Based on design development drawings and outline specifications, which include the preliminary design of all major systems and subsystems, as well as the results of all site/installation investigations, this estimate shall provide for the establishment of realistic cost objectives and be sufficient to obtain effective project approval. This cost estimate shall be based on measured quantities of all items of work and prepared in elemental analysis format. The level of accuracy of a Class B cost estimate shall be such that no more than a 10% design allowance is required.”
  • Class “A” (Pre-tender) Estimate
    “Based on completed construction drawings and specifications prepared prior to calling competitive tenders, this estimate shall be sufficient to allow a detailed reconciliation and/or negotiation with any contractor’s tender submission. This cost estimate shall be based on fully measured quantities of all items of work and prepared in both elemental analysis and Trade division format as per MasterFormatTM. The level of accuracy of a Class A cost estimate shall be such that no more than a 5% design allowance is required.”
About the Real Estate and Facilities Master Plan

Council endorsed the District of Squamish Real Estate and Facilities Strategy (REFS) in the spring of 2018. The REFS identifies that many of the District’s facilities may require the replacement or upgrade/expansion in order to meet the community’s current and long-term needs, as many are reaching end of life, have reached maximum capacity, and are insufficient for a rapidly growing community. An investment in excess of $150m+ has been identified for facilities in need of such replacement or upgrade/expansion. 

In order to support the decision making that lies ahead, the REFS identifies strategic principles and an implementation approach aimed at minimizing the upcoming investment into facilities and land and to ensure the District is providing the necessary services to the community in a fiscally responsible manner over the next 25 years.

In July 2019, Council endorsed the District of Squamish Real Estate and Facilities Master Plan (REFMP), which was the next step identified by the REFS.

The REFMP identifies:

  • “What” facilities and land investments need to be made;
  • “When” those investments are recommended to be made and;
  • “How” much funding exists to support these investments. 
Timeline and Process
Timeline
Fall 2019 Findings from REFMP will be incorporated into Long-Term Financial Plan and Annual Budget processes (annually, for the upcoming five years).
July 2019 Council adopted the Real Estate and Facilities Master Plan (REFMP).
Spring 2019 Community and partner engagement - Two Requests of Expressions of Interest were issued
(1) Seeking innovative funding and partnering proposals for Brennan Park lands;
(2) Testing the waters to see what level of interest there may be in the District-owned properties in the Business Park. This land could be sold or leased to fund future investments in facilities.
Fall 2018 Community Engagement for Brennan Park.
April 2018 Council adopted the Real Estate and Facilities Strategy (REFS). 
Process

The District has commenced an unprecedented period of facility analysis, design and construction. The District has retained the required in‐house project management resources to support this process. These activities are anticipated to be focused as follows:

 

Year

Focus

Activities

1

Due Diligence

Final site analysis, partnership   and grant funding  opportunities, final   needs assessments, Disposition Strategy

2

Decision Making

Options analysis, community   engagement and Council endorsements in budget

3+

Project Work

Detailed design, tendering and   construction

Future Decision Making Factors

The REFMP included funding illustrations to support future decision making which will require updating to reflect the many external factors impacting the District’s ability to fund future investments including:

  • market values of District Dispositions;
  • contributions from development;
  • other financial challenges the District may face;
  • external funding availability/timing;
  • partnerships reached for facility delivery; and
  • escalations in construction costs.

Background

The District manages a portfolio of approximately 1,400 acres of real estate, 18 facilities (200,000 square feet) and over 100 tenants, to provide a range of services to the community. District facilities include Municipal Hall, Squamish Public Library, Tantalus Fire Hall, Valleycliffe Fire Hall, Squamish RCMP, District of Squamish Public Works yards, The 55 Activity Centre, Brennan Park Recreation Centre and public parks. 


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