2012-2014-Real Estate Land Bus Plan

7/27/2019 2012-2014-Real Estate Land Bus Plan

http://slidepdf.com/reader/full/2012-2014-real-estate-land-bus-plan 1/55

1

Real Estate and Land Development Business Plan 2012-2014

“We Build Dreams”






Table of Contents 1.0 EXECUTIVE SUMMARY ...................................................................................................................... 1

2.0 ACKNOWLEDGEMENTS ..................................................................................................................... 3

3.0 BUSINESS UNIT OVERVIEW ............................................................................................................... 4

3.1 Mission\Vision\Values ...................................................................................................................... 4

3.2 Organizational Chart ......................................................................................................................... 6

3.3 History ............................................................................................................................................... 7

3.4 Accomplishments .............................................................................................................................. 9

3.5 Previously Approved Initiatives and Major Capital Projects ........................................................... 10

4.0 BUSINESS UNIT ANALYSIS ............................................................................................................... 11

4.1 Financial Summary .......................................................................................................................... 11

4.2 Core Business and Service Levels .................................................................................................... 12

4.3 Performance Measures ................................................................................................................... 13

4.4 Key Customers and Stakeholders ................................................................................................... 15

4.5

Environmental Scan

........................................................................................................................

16

4.6 SPOT Analysis .................................................................................................................................. 17

5.0 SUMMARY OF IMPROVEMENT OPPORTUNITIES ............................................................................ 19

APPENDICES

APPENDIX 1: RiverStone

APPENDIX 2: SunRidge

APPENDIX 3: Crossings

APPENDIX

4:

Sherring

Business

&

Industrial

Park

APPENDIX 5: History Map

Context Map

SPOT Matrix

Stakeholder Map

Bold Steps

Cover Story





1


1.0 EXECUTIVE SUMMARY The two major functions of the Real Estate and Land Development Department consist of land

management and land development.

Land management entails acquiring, managing and disposing of the City’s real estate holdings in

support of corporate and community objectives. These functions include:

ensuring the City’s land bank is properly managed until such time it is required for urban

uses,

ensuring the City’s properties are utilized for their highest and best uses, and

ensuring all agreements relating to City lands are current and appropriately administered

Land development is a process which transforms raw land owned by the City into serviced,

developable parcels. The activity related to this process includes planning, marketing and

selling lands for a variety of uses, including, but not limited to residential, industrial,

institutional, recreational and commercial. The developments that the Real Estate and Land

Development Department are actively managing include RiverStone, SunRidge, Crossings and

Sherring Business and Industrial Park.

RiverStone continues

to

be

Lethbridge’s

most

popular

residential

subdivision

development.

In

2011 we will release 49 lots in Phase 14. This will bring the total number of developed lots to

839 since the subdivision started in 2000.

SunRidge, Canada’s first BuiltGreen residential community has seen strong interest for starter

homes and multi‐family lots. To encourage strong environmental stewardship in the home

builder industry, we provide financial incentives to maximize energy efficiency in their homes.

As well, SunRidge is home to the “Living Home” Project, a partnership between the City of

Lethbridge, Lethbridge College and Cedar Ridge Quality Homes, promoting environmentally

sustainable home design. This project was very successful, winning awards from Alberta

Municipal Affairs, Alberta Home Builders Association and SouthGrow Regional Initiative.

Crossings has seen the opening of two high schools, West Side Public Library and 55 acres of

sports fields. These are the key components of the West Lethbridge Core. The market has

shown a strong interest for commercial properties in Crossings. The City will begin marketing

these commercial properties in the spring of 2011.



2


In the Sherring Business and Industrial Park, Phase I, all servicing has been completed to date

and we have a fairly steady absorption rate. The Technology Commercialization Centre (TCC), a

partnership

between

Economic

Development

Lethbridge

and

Iunctus

Inc,

has

started

construction. The TCC will create opportunity for technology related businesses to build from

each other’s synergies.

Looking forward, we have been putting a great deal of effort into working with internal

departments that have identified land requirements in their business plans.

Water reservoirs, road right‐of ‐ways, fire halls, parks and other municipal uses.

Waterbridge, located west of SunRidge, will continue with the principles of environmental

stewardship.

Garry Station, located north of Crossings, will add population to the area to support the

commercial properties in Crossings.

North Lethbridge area featuring the Regional Park scheduled to begin construction in 2014.



3


2.0 ACKNOWLEDGEMENTS The following individuals participated in the preparation of the Business Plan:

1. Michael Kelly – Manager

2. Don Bartel – Project Administrator

3. Jim Matthews – Project Administrator

4. Kel Hansen – Corporate Land Administrator

5. Susan Gouw – Land Sales Assistant

6. Lorna Kurio – Real Estate and Economic Development Customer Liaison

7. Graeme Woods – Facilitator

8. Richard Hildebrand – Facilitator





4


3.0 BUSINESS UNIT OVERVIEW We are in the business to:

Develop land to provide industrial, residential and commercial land opportunities

Current: Sherring Business and Industrial Park, RiverStone and SunRidge

Future: Waterbridge, Garry Station and North Lethbridge Regional Park area

Create revenue to be reinvested into other projects i.e. Crossings

Administer land holdings to create opportunities for the orderly assembly of land for

effective

community

planning

Demonstrate leadership through innovation in support of the Municipal Development Plan

(SunRidge storm water management system that filters storm water before entering the

river valley)

The goals for our land development are:

To achieve a reasonable return on investment measured through earnings and/or value to

the community

To provide a variety of choices such as density, price point, amenities and locations in the

marketplace to

consumers

To develop communities that are attractive and sustainable (economically, socially and

environmentally responsible)

3.1 Mission\Vision\Values Mission:

To provide land management and land development services optimizing economic and public

benefits for the corporation and community.

Vision:

To develop and manage land owned by the City of Lethbridge and to provide real estate

services and opportunities to meet the needs of our stakeholders.



5


Values:

Help meet social, economic and financial community objectives through efforts in land

management.

Support to business – industrial, commercial and residential, to develop and thrive in our

community.

Provide leadership and innovation in meeting land needs of our institutions, recreational

users, social agencies and residents.

Assist to protect natural environmental features through the land banking system and the

land development process.

Support internal

Business

Units

to

meet

their

land

requirements.

Respect the expertise and contribution of team members and recognize the value of

collaborative effort.

Provide timely, accurate information to customers.



6


3.2 Organizational Chart





8


3. 1984 – 1999 – Modern Lethbridge

‐ In

July

1984,

about

95

acres

of

the

CP

Railway

property

was

acquired

by

the

City

for

commercial and residential redevelopment when the rail yards were relocated to Kipp.

It is now home to Park Place Mall, Police Services Building, Save‐On Foods complex and

Crowsnest Trail.

‐ The beginning of urbanization and commercial development in south Lethbridge after

1984 is a significant milestone. An important event in the development of south

Lethbridge occurred when commercial development at the site of the old drive‐in went

ahead instead of putting in an interchange for Highways 4 and 5.

‐ Significant residential land development subdivisions were undertaken by the City in

Stafford Manor

in

north

Lethbridge

and

RiverStone

in

west

Lethbridge.

‐ Additional high‐priority properties were acquired in the river valley during this period,

including Cottonwood Park and the Rothe and Mckenzie properties.

4. Y2K and Beyond

‐ Since 2000 significant property acquisitions have been made to support major

transportation projects such as North Scenic Drive, Mayor Magrath Drive and Chinook

Trail.

‐ Significant expansion of the industrial park saw the completion of Shackelford Phase II

(2003) and

the

development

the

Sherring

Business

and

Industrial

Park

(2005).

‐ The City promoted environmental stewardship in residential development in 2005 when

it opened SunRidge – Canada’s first BuiltGreen development. The City again partnered

with the private sector in the development of the Copperwood subdivision in west

Lethbridge.

‐ West Lethbridge Phase II – the West Lethbridge Core started up in 2006. This

subdivision, known as Crossings, will act as the service hub for west Lethbridge. In 2010,

Crossings saw the opening of two new high schools and the west branch of the Public

Library. The area will soon feature a new twin ice arena as well as opportunity for

commercial and residential development.

‐ In 2009 the City assembled and serviced land at the end of Temple Blvd. in west

Lethbridge to support Affordable Housing options partnering with Habitat for Humanity

and the Lethbridge Housing Authority.

‐ The future sees the planning for two new residential developments in west Lethbridge

named Garry Station and Waterbridge. The City will also be planning a neighbourhood in

north Lethbridge that will feature the North Regional Park.



9


3.4 Accomplishments Partnership Award – Alberta Municipal Affairs – 2009

Award of Merit – Alberta Home Builders Association – 2009

Excellence in Innovation – SouthGrow Regional Initiative – 2009

Land Assembly to support extension of 3 Avenue North form 24 Street North to Mayor

Magrath Drive North (C15, 2008 – 2017 CIP)

Implemented Innovation Zone into the Crossings

Implemented

secondary

suite

program

into

SunRidge

Completion of storm water management facility in SunRidge. This facility will help screen

fertilizers and pesticides before the storm water is released to the river valley

Installation of solar lighting for pathway system in SunRidge

o Incorporate LED street lighting in SunRidge

o Complete infrastructure construction in Crossings subdivision to support two new high

schools and Public Library

o Acquisition of land to support road right‐of ‐way for Chinook Trail West, Garry Drive

West and Métis Trail West

o City Council approves revised Land Acquisitions and Sales Policies – 2010

o Innovative storm water management and wind energy aeration program in Sherring

Business and Industrial Park



10


3.5 Previously Approved Initiatives and Major Capital Projects NAME PURPPOSE OF PROJECT

Twin Ice Arena ‐ location Public Use

Purchase key downtown site – land assembly Site for Community Arts and Performing Arts

Activities

New Fire Hall site – land assembly Civic Use

New Cemetery site ‐ location Public Use

Student Housing project for University of

Lethbridge and

Lethbridge

College

Affordable Housing

Temple Blvd. – Habitat for Humanity Affordable Housing

Native Women’s Transitional Home Affordable Housing

Crossings Lethbridge Community Core/Innovation Zone

Sherring Business and Industrial Park Industrial Economic Development Tool

RiverStone Urban Development

SunRidge Innovative Urban Development

Technology Commercialization Centre Community Benefit

Living Home Demonstrate Green Innovation in SunRidge Family

Housing

Southgate water reservoir and storm pond Municipal Infrastructure





11


4.0 BUSINESS UNIT ANALYSIS 4.1 Financial Summary

2007 2008 2009 2011 2008-201

Actual Budget Budget Budget Change

321,540 442,200 347,377 473,334 31,1

34,158 11,700 35,000 35,000 23,3

355,698 453,900 382,377 508,334 54,4

1,200,517 1,132,300 1,120,010 1,109,200 (23,10

579,128 38,100 173,100 173,100 135,0

339,448 351,000 567,200 606,600 255,6

12,302 10,000 13,500 13,500 3,5

14,509 33,500 39,500 39,500 6,0

(539,376) 4,600 (17,100) (17,100) (21,70

(1,929,755) (1,838,800) (2,305,137) (2,191,244) (352,44

543 400 0 0 (40

678,377 722,800 791,304 774,778 51,9

355,693 453,900 382,377 508,334 54,4

(5) 0 0 0

Governance & Communi ty Development

Real Estate and Land DevelopmentBudget Summary

201 0

BudgetRevenues

Recovery from Capital Projects 453,772

Sales of Goods & Services 35,000

488,772

Expenses

Debt Payments 1,109,100

General Services 173,100

Interdepartmental Transfers 717,300

Materials & Supplies 13,500

Other Personnel 39,500

Reserve Transfers (17,100)

Transfers to Capital (2,288,593)

Utilities 0

Wages & Benefits 741,965

488,772

Total Real Estate and Land 0



12


4.2 Core Business and Service Levels Real Estate and Land Development – Core Business & Service Levels

Core Services ‐ Land Administration

Description of Service: Service Levels:

‐ to provide property management

services

‐ manage land bank and real estate

inventory

‐ administer

land

transactions

‐ effective management of property i.e. costs, revenue,

safety, appropriate aesthetics

‐ annual review of CIP needs

‐ timely processing of transactions

Core Services – Land Development

Description of Service: Service Levels:

‐ to achieve a reasonable return on

investment through earnings and/or

value to the community

‐ develop land to provide industrial,

residential and commercial land

opportunities

‐ maintain appropriate lot inventory to satisfy demand i.e.

industrial, commercial, residential, multi‐family, public

building

‐ provide opportunity for the community’s needs not met by

private sector developers

i.e. industrial and community projects



13


4.3 Performance Measures RiverStone Lot Activity

Phase

# of Lots

Developed # of Lots Sold

# of Lots

Permitted

2000 1 59 59 59

2001 2 115 115 115

2002 3 44 44 44

2003 4 & 5 115 115 115

2004 6 & 7 95 95 95

2005 8 87 87 87

2006 9 70 70 69

2007 10 57 57 55

2008 12 40 40 33

2009 15 43 41 27

2010 13 65 65 25

Total 790 788 724

SunRidge Lot Activity

Phase

# of Lots

Developed # of Lots Sold

# of Lots

Permitted

2005

2

93

93

92

2006 1A 57 57 54

2007 1B 59 59 51

2008/09 3A 99 99 96

2010 3C 32 24 11

Total 340 332 304

Houses in SunRidge

Built‐Green Rating Results

Platinum Gold Silver Bronze Total

14 188 8 5 215



14


Significant industrial sales: 2003 – Vanee Farm Centre, Aggregate Investment Corp (Asphalt Plant) 2004 – High Noon Investments (Sunrise Poultry) 2006 – First Pro Developments (Walmart North) 2008 – Triple M Housing, GEA Rainey Canada Corp.

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

Residential Lot Market Share

Other Developers City Developments

1 2 .

2 1 9 .

9

2 3 .

4

7 .

5 1 4 .

9

1 1 .

1

4 6 .

2

4 2 .

2

2 7 .

4 3 4 .

5

0 .

0

3 8 .

4

0 .

6 3 .

1

0.0

10.0

20.0

30.0

40.0

50.0

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Industrial Acres Sold 1997 to 2010



15


4.4

Key Customers

and

Stakeholders

Key Customers/Stakeholders Summary of Perceived Needs or Expectations

City Council ‐ to be accountable to the citizens

Senior Management Team ‐ to collaborate the directions and needs of the

citizens

Direct Customers

Residential and Non‐residential

Commercial/Industrial Buyers/Leasers

Farm Leaser

‐ access to concise, timely information

‐ access to real estate opportunities

City of Lethbridge

Infrastructure

Facilities

Parks

Planning & Development Services

‐ good

communication

‐ able to plan ahead

‐ understand their perspective

‐ establish roles, responsibilities, expectations

Suppliers

Internal Departments

o IT, Solicitors Office, Finance

‐ clear expectations

‐ fair business practices

‐ timely payment

Businesses

o Consultants, Engineers, Architects

‐ opportunity to compete for our business

‐ timely payment

‐ clear and concise scoping of assignments

Agencies

o Real Estate Agencies, Home Builder

Groups, Regulatory Agencies

‐ access to timely, concise information

Alliances

o Habitat for Humanity, EDL,

Lethbridge Housing, Daytona Land,

Lethbridge College, UDI, University

of Lethbridge, Lethbridge Home

Builders

‐ understand their perspective

‐ establish roles, responsibilities and expectations

‐ awareness and willingness to assist community goals

Staff ‐ support ongoing personal development

‐ keep informed

‐ respect



16


4.5 Environmental Scan MARKET TRENDS: Change in interest rates

Cost of development

Variety of housing options – market demand

Variety of land options

Corporate land requirements as outlined in the CIP

POLITICAL FACTORS: New City Council every three years

Council supports the provision of industrial land

Municipal Development Plan

Public scrutiny of land transactions

ECONOMIC

CLIMATE:

City continues to have stable growth

Interest rates, Canadian dollar

Oil prices

CUSTOMER NEEDS: Information

Fair and equitable timely opportunities

UNCERTAINTIES: Changes to Federal/Provincial transfers, i.e. affordable housing alliances



17


4.6 SPOT Analysis

OTHER FACTORS:

(Technology, Facilities, Etc.)

Website

JD Edwards

City of Lethbridge Policies

Land Use Bylaw

Legislation

Building Code

Infrastructure services standards and specifications

STRENGTHS: Internal and external relationships

Council support

Experienced and knowledgeable staff

Customer service

Land bank program

Ability to influence

Ability to think big

Non‐tax supported revenue generator

Document management

Policies and procedures

Attention to detail

PROBLEMS: Comprehensive marketing program

Complexity of land transactions

Complex and

cumbersome

multi

‐departmental

road

plan

and

closure

process

Complex and cumbersome multi‐departmental shallow utility installation

process

Complex land inventory system; coordination of multiple databases: Tempest, GIS, JD Edwards and Excel

Infrastructure service standards and specifications



18


OPPORTUNITIES: Create positive change in the fabric of the community

Develop partnerships

for

economic

and/or

public

benefit

Create communities utilizing sustainability principles that include economic, environmental and social attributes

Streamline processes while adhering to approval requirements

THREATS: Loss of corporate knowledge through staff turnover

Downturn of the economy

Geotechnical risks

Changing regulatory requirements (storm water management)

Rapid upturn in the economy (cost escalations, too busy, supply/demand)



19


5.0 SUMMARY OF IMPROVEMENT OPPORTUNITIES Real Estate & Land Development ‐ 6 Bold Steps

Bold Steps Primary/Secondary Objectives

1. Land Bank Strategy to support municipal requirements as identified in the CIP

Review current CIP needs with internal stakeholders

Develop a timetable for acquisition of properties to

support CIP

2. Seamless inventory management system

that meets the needs of various stakeholders within the corporation

Currently the City manages four separate land

inventory systems that require a great deal of effort to

coordinate

Review needs

of

stakeholders

Investigate existing systems for solution

3. Improve information for customers Marketing and sales strategy

4. Preparation of sales strategy of commercial components in The Crossings

Market analysis

Edit master plan and development guidelines

Valuation

Confirm with Council

Request for Proposal

Recommendation to City Council

Close

5. Planning Area Structure Plan ‐ Waterbridge

Outline Plan ‐ North Regional Park

Outline Plan ‐ Garry Station

Leisure Campus ‐ West Lethbridge

Joint Storm Water Plan ‐ RiverStone / University of Lethbridge

6. Proforma Budgets Timely completion of proforma budgets on an annual basis






APPENDIX 1 RIVERSTONE





Phase

# of

Lots

# of

Permits

Completion

Date

1 59 59 2000

2 115 115 2001

3 44 44 2002

4 61 61 2003

5 54 54 2003

6 67 67 2004

7 28 28 2004

8 87 87 2005

9 70 69 2006

10 57 55 2007

12 40 33 2008

15 43 27 2009

13 65 25 2010

Total 790 724

Developed Phases

Phase

# of Lots

(estimated)

Completion

Date

(estimated)

14 43 2011

16 56 2012

20 49 2013

11 49 2013

17 52 2014

21 49 2015

18 77 2016

19 34 2017

22 52 2018

Total 461

Future Phases

Appendix 1






APPENDIX 2

SUNRIDGE





Phase

# of

Lots

# of

Permits

Completion

Date

2 93 92 2005

1A 57 54 2006

1B 59 51 2007

3A 99 96 2008

3C 32 11 2010

340 304

Phase

(future)

# of

Lots

# of

Permits

Completion

Date

3D 65 n/a 2011

Platinum Gold Silver Bronze

14 188 8 5

Development and Timing

Built-Green Rating

Appendix 2






APPENDIX 3

CROSSINGS





Appendix 3






APPENDIX 4

SHERRING BUSINESS & INDUSTRIAL PARK





Appendix 4






APPENDIX 5

HISTORY MAP

CONTEXT MAP

SPOT MATRIX

STAKEHOLDER MAP

BOLD STEPS

COVER STORY





© 1996-2009

HISTORY OF Real Estate And Land Development

KEY

GOALS/RESULTS

PROJECTS/STRATEGIES

KEY EVENTS

PRODUCTS/SERVICES/SITES

PEOPLE

DATELINE

IN THEBEGINNING…

Industrial LandDevelopment asan EconomicDevelopment t ool

University of Lethbridge

RiverStone

ResidentialProjects:

1890 1970 1984 2002 2006 20102000 2004 2008

• 1St Avenue South Land Assembly

• Varsity Village

• Indian Battle Heights• Mountain Heights

• Ridgewood

•Tudor

Extension

• RiverStone

•Stafford Manor

• Mountain Heights

Extension

• SunRidge

SunRidge

Temple Blvd – Habitat for Humanit

1994 - 1995-0 Staff

1996 – 2 Staff

1997 – Plus 1

2000 – 4 Staff

Crossings

Copperwood

Gary Station

North Regional Park

Waterbridge 201

Legacy Ridge Commercial

Downtown





© 1996-2009

CUSTOMER NEEDS

• Information

• Change to Federal /

Provincial Transfer

UNCERTAINT

• Fair andequitable timely

opportunities

• Website

• J D Edwards

• City Continues to have

stable growth• New City Council / 3 years

• Council Supports the Provision of

Industrial Land

• Municipal Development Plan

• Public Scrutiny of Land Transactions

• CIP

POLITICALFACTORS

ECONOMIC CLIMATE

CONTEXT MAP : Real Estate And Land Developm ent





© 1996-2009

SPOT MATRIX –Real Estate and Land Development

STRENGTHS OPPORTUNITIES

PROBLEMS THREATS

C U R R E N T / I N T E R N A L

+ Strong Relationships

Internal and External

+ Council Support

+ Experienced &

Knowledgeable Staff

+ Strong Customer Service

+ Land Bank

– Current Staff Vacancies

– Road Plan & Road

Closure Process

– Many new players – who

has ownership of

processes

+ Ability to Influence

+ Ability to Think Big

+ Revenue Generator

Not tax supported

+ Strong Document

Management

+ Strong Policies and

Procedures - attention to

detail

– Shallow Utility Installation

– Scheduling and cost

control

– Lack of Marketing

– Timely Processing of

Land Transactions

OPPORTUNITY

Ability to create a

positive change

in the community

landscaping

OPPORTUNITY OPPORTUNITY

Partnerships

OPPORTUNITY

Set standards

for future

developments

OPPORTUNITY

Work more closely

with home builders

and city land

owners

Staff Turnover

Downturn in Economy

Geotechnical (Risk)

Storm Water

Management

Rapid Upturn in

Economy

(Cost Escalation, Too

Busy, Supply / Deman

Changing Regulatory

Requirements

RE: High Intensity

Residential Fire

(HIRF) Code

Streamline

porcesses





© 1996-2009

CURRENT

NETWORK

OTHER CONSTITUENTS

• General Public

Residential / non-residential

• Farm Lessee

• Home Builders• City Council

and Leaders

Michael,Jim,

Don, Kel

Susan, Lorna

DIRECT CUSTOMERS

BOARDS

STAFF

SUPPLIERS

ALLIANCES

STAKEHOLDER MAP – Real Estate and Land Development

• Commercial / Industrial Buyers /Lessee

• City Departments

Infrastructure

Facilities

Parks

• Community At Large

• Consultants

Engineers / Architects

• Contractors• Finance Dept

• Appraisors

• Real Estate Agencies

• Home Builders Group

• Solicitor

• IT

• Lethbridge Housing

• Native Women'sTransition Home

• Joint Venture – Daytona Land

• Habitat for Humanity

• Economic DevelopmentLethbrudge

• Urban DevelopmentInstitute

• University of Lethbridge

• Lethbridge College

• Lethbridge HomeBuilders Association



© 1996-2009

SIX BOLD STEPS

BOLD STEPS

Land bank strategy to support municipal requirements as identified in the CIP

VALUES

Develop

attractive

and

sustainable

communities

Seamless inventory management system that meets the needs of various stakeholders within the corporation

Improve information for customers

Preparation of sales strategy of commercial components

in the Crossings

Planning new developments

Effective

administration

of land

holdings

Innovation Timely and

accurate

information to

customersOptimize

economic

and

public

benefit

Develop land

to provide

industrial,

residential and

commercial

opportunities

VISION

To develop and manage land owned

by the City of Lethbridge and to

provide real estate services and

opportunities to meet the needs of our

shareholders

City Council

Help meet social, economic and financial

community objectives through efforts in land

management

Support to business – industrial, commercial and

residential, to develop and thrive in our community

Provide timely, accurate information to customers

• Support internal business units to mee

their land requirements

• Respect the expertise & contributions

team members and recognize the valu

collaborative effort

• Provide leadership and innovation in meeting land

needs of our institutions, recreational users, social

agencies and residents

• Assist to protect natural environmental features

through the land banking system and the land

development process

Proforma budget

Senior administration

Staff

conomic Development Lethbridge

Home builders

Contractors

Comprehensive

marketing program

Complexity of land transactions

Complex and cumbersome mu

departmental shallow utilityinstallation and road plan and c

processes

Complex land inventory sys

coordination of multiple data

Tempest, JDE, GIS, EXCEL

Infrastructure services

standards and specificat





© 1996-2009

COVER STORY VISION- Real Estate and Land Developm ent-RELD

• Future Growth of the Crossings

• Future partnerships

• Waterbridge

• North Regional Park

“Congrats to RELD on its architectural innovation & d

in Crossings residential community.” President,

Lethbridge Home Builders Association

“We Build Dreams”

BRAINSTORMS QUOTES

BIG HEADL INES SIDEBARS

Awards Night 2015

• Buddist Monk in Lethbridge to

bless redevelopment in China

Town

• New Database mapping

system unveiled

• Last chance to buy prime

coulee view lots in RiverStone

• Twin Ice Centre to host 2015Canadian National Figure

Skating Championships

• Show Homes are now open for

public viewing in Crossings

• RELD completes Canada’s first

BuiltGreen Community. WinsFCM Award

• First A380 lands at the StubbRoss International Airport to

celebrate transfer of ownershipto the City of Lethbridge

• Hotel/casino opens in

Crossings

• “If you build it they will come”

North Regional Park opens

• RELD sells out of Sherring

Phase I. Phase II is now

available for sale

• Grand opening of new Grocery

store - anchors commercialdevelopment in Crossings

• RELD completes acquisition of

land requirements to support

2014-2024 CIP

• Land Department attracts major industrial user providing 400 new

jobs in the city

(insert clip art or

other image)

(insert clip art or

other image)

Winner of the SustainableCommunity Awards

http://cnwgroup.ca/images/companies/fcm.gif



Documents

2012-2014-Real Estate Land Bus Plan