New Development

New Development

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CCOC recently undertook a review of how it undertakes the development of new projects.  Eleven review questions were circulated to CCOC Department Managers and Committees.  The Board of Directors also spent time discussing the issues. The following recommendations for new policies and/or practices are based on the response to the review questions.

1. Geographic Area of Development

Most respondents agreed we should restrict new developments to the central areas of the City, CCOC’s “traditional” territory.  Some respondents, perhaps recognizing the difficulty in finding development sites, suggested developments outside of the central area be considered when it helps to create a “cluster” of housing projects – a critical mass of area units helping to lower administration costs.  This would allow for some development in areas where CCOC already has scattered buildings.

Recommendation:

• We state a preference for creating CCOC housing in the central areas of the City but allow developments outside of the central area when it helps to create a “cluster” of units.

2. Engaging Construction Contractors

Typically CCOC has engaged contractors in two ways.  We either invite pre-qualified contractors to bid or we enter into a modified Design-Build Agreement with a residential developer/builder.  We have an unstated policy not to go to public tender.  Some respondents suggested we expand our list of contractors to ensure a greater number of bids.  Some suggested a collaborative process whereby a construction management contract is rolled into a stipulated price contract at the end of the sub-trade tender.

Recommendations:

• We continue with our practice of invited-bid construction tendering but attempt to increase the minimum number of bidders from three to five.
• We continue to consider design-build proposals when we are comfortable with the developer/contractor proponent.
• We also consider the use of a construction manager throughout the design/development stage of the development rolled into a stipulated-sum contract for the construction stage.

3. Acquisition of Existing Buildings

Most respondents agreed that CCOC should actively pursue the acquisition of existing buildings.

Recommendation:

• CCOC actively pursue the acquisition of existing rental buildings and/or the conversion of existing buildings to rental housing.

4. Circulation of Design Plans

Most respondents wanted all Committees to have the opportunity to review design development plans.  Respondents also suggested that presentation drawings, renderings, perspectives etc. be provided to help understand the plans.  In addition, respondents wanted to receive feedback on their comments and suggestions.

Recommendations:

• All Committees be invited to a special meeting called to review design development plans.
• A special meeting involving all Department Managers as well as Rental and appropriate Maintenance staff be held to receive comments.
• Visual aids be provided to help understand the plans.
• Development Department respond to any Committee comments that arise from the review.

5. Review of Working Drawings and Specifications

Currently, working drawings and specifications are circulated to the Maintenance Department for comments and site plans and unit plans are circulated to Rental staff for comment.

Recommendations:

• We continue with our practice of circulating working drawings and specifications to Maintenance staff and site plans and unit plans to Rental staff.
• Outside consultants be used to review specific aspects of the design, working drawings and specifications.

6. Architectural Design/Engaging Architectural Consultants

Occasionally, invites architects to bid on a development project. Some projects come with an architect, either though a design-build process or when an architect brings a potential development site to CCOC.   Most respondents agreed we generally achieve good architectural design.  Some respondents were critical of the quality of the construction details.

Recommendations:

• Where possible, CCOC request design proposals from at least three architectural firms.
• Where appropriate, CCOC engage consultants by means of a limited design competition.
• Design buildings to incorporate sustainable development elements where feasible.

7. Architectural Program

Most respondents were satisfied with the architectural program of our recent buildings.  Some respondents had concerns about some aspects of the Richmond Road project (too many 4’s, not enough exterior amenity space).

Recommendation:

• The project architectural program should be circulated to Committees and Managers.

8. Mechanical/Electrical/Elevator Systems

While there were not many responses to this question, those that did respond expressed concern about the adequacy of these systems.

Recommendations:

• Outside consultants should be used to review specific aspects of the mechanical, electrical and elevator plans and specifications.
• The mechanical/electrical/elevator systems of new buildings should incorporate sustainable development elements where feasible.

9. Construction Deficiencies

Some concern was expressed about post-construction deficiencies.

Recommendation:

• Increase/improve the inspections during construction.

10. Tenant Training

Most respondents recommended providing tenants with some form of training in the operational systems of their new units and in the area of energy savings. There was not consensus on the method (handbook, presentation, visits by volunteers, etc). This issue would require more work from various Committees/Departments.

Recommendation:

• Tenants should be provided with training in the general care of the unit, mould, bugs and energy savings.

11. Community Engagement

Most respondents expressed concern with how the City handled the public participation into the development approvals at the Richmond Road project.

Recommendations:

• CCOC should manage the community engagement process.
• Where possible, hold an open house instead of a community meeting.
• When a community meeting is required, engage a meeting facilitator trained in conflict resolution.

 

Adopted by the Board March 2006

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