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.
Read Municipal Hall Lease versus Build: The Facts and Context
Read the Q3: 2021 update summary
View more background materials via our FAQ.
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Status | on time, on budget |
Timeline | completion date May 2022. |
Budget | development budget $16.7M, cost to date (September ) $6.4M |
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Status | on time, on budget |
Timeline | construction start Q2, 2022 (after Valleycliffe Fire Hall is complete) |
Current works | Architect and Builder RFP closed and being reviewed, site environment report |
Budget | $10 M |
Next Steps | Architect and Builder on board, confirm physical site constraints, Class D budget, level of sustainability. Proposing Integrated Project Delivery (IPD) process (), where all disciplines in a construction project work as one firm to share risk/profit |
Hurdles | Temporary firehall location/operation (locations has been tentatively found) |
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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 |
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.) |
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 | energy audit is complete, GICB grant announcement due Fall 2021 |
Budget | $60,000 (energy audit), $16.3m ($11.8M grant) |
Hurdles | nil |
Other | nil |
Three locations: Stan Clarke Park, Cleveland Avenue, Dentville Park
Status |
Complete |
Budget | $220,000 (COVID recovery grant funding) |
Next Steps | determine site options for 2022 program |
Other | Eaglewind playground shade sails moved to start in spring 2022. |
All Works (Preliminary) Sustainability Baselines
Will be the subject of Council approval in the near future.
Public Works:
For the office area:
For the maintenance bays area:
Tantalus Fire Hall
Grants applied and waiting for award/non-award
Grants applied but not successful
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):
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:
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). |
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 |
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:
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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