1. real estate

Real Estate and Land Development
Business Plan 2012-2014
“We Build Dreams” 1 Real
Estate and Land Development
Business Plan 2012-2014
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 Real
Estate and Land Development
Business Plan 2012-2014
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. 1 Real Estate and Land Development
Business Plan 2012-2014
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. 2 Real
Estate and Land Development
Business Plan 2012-2014
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 3 Real Estate and Land Development
Business Plan 2012-2014
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. 4 Real Estate and Land Development
Business Plan 2012-2014
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. 5 Real Estate and Land Development
Business Plan 2012-2014
3.2 Organizational Chart 6 Real Estate and Land Development
Business Plan 2012-2014
3.3 History History: Municipal Eras of Land Development and Real Estate Activity 1. 1890‐1960 – Early Lethbridge ‐
Industrial Park began with the purchase of around 30 acres in the vicinity of the first municipal airport around 1925. ‐
When the airport moved to its present location in 1939, the 110 acres was added to the industrial area. ‐
In 1942 the military obtained about 700 acres of land north of the current 5 Avenue North and east of 28 Street North for use as an internment camp for P.O.W’s. ‐
In the late 1950s the City acquired approximately 600 acres of the internment camp for industrial purposes. ‐
The City had virtually no involvement in residential or commercial land development or real estate during this period. 2. 1961 – 1983 Post‐War Boom ‐
In January of 1970, approximately eight‐and‐a‐half square miles of land was annexed in west Lethbridge. The area was subdivided into three 640‐acre residential districts, which became Varsity Village, Indian Battle Heights and Mountain Heights. The City played a major role in the servicing and selling of these areas. ‐
The City participated in a partnership with the private sector to develop Ridgewood Heights section of west Lethbridge. ‐
1971 saw the beginning of a major commercial expansion to the downtown, with the land assembly of approximately 20 acres between 5th Street South and Scenic Drive from approximately 5th Ave. to 3rd Ave. This led to the development of several new buildings, including Lethbridge Centre, the Provincial Government buildings and the Lethbridge Lodge Hotel. ‐
In 1981, the Urban Parks for the Future program allowed the City to begin the process of acquiring 3,750 acres for a conservation park development in the river valley and coulee running through the city along the Oldman River. 7 Real Estate and Land Development
Business Plan 2012-2014
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. 8 Real Estate and Land Development
Business Plan 2012-2014
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 9 Real Estate and Land Development
Business Plan 2012-2014
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 10 Real Estate and Land Development
Business Plan 2012-2014
4.0 BUSINESS UNIT ANALYSIS 4.1 Financial Summary Revenues
Recovery from Capital Projects
Sales of Goods & Services
Expenses
Debt Payments
General Services
Interdepartmental Transfers
Materials & Supplies
Other Personnel
Reserve Transfers
Transfers to Capital
Utilities
Wages & Benefits
Total Real Estate and Land
Governance & Community Development
Real Estate and Land Development
Budget Summary
2009
2008
2007
Actual
Budget
Budget
321,540
442,200
347,377
2010
2011
2008-2011
Budget
Budget
Change
453,772
473,334
31,134
34,158
11,700
35,000
35,000
35,000
23,300
355,698
453,900
382,377
488,772
508,334
54,434
1,200,517
1,132,300
1,120,010
1,109,100
1,109,200
(23,100)
579,128
38,100
173,100
173,100
173,100
135,000
339,448
351,000
567,200
717,300
606,600
255,600
12,302
10,000
13,500
13,500
13,500
3,500
14,509
33,500
39,500
39,500
39,500
6,000
(539,376)
4,600
(17,100)
(17,100)
(17,100)
(21,700)
(1,929,755)
(1,838,800)
(2,305,137)
(2,288,593)
(2,191,244)
(352,444)
543
400
0
0
0
(400)
678,377
722,800
791,304
741,965
774,778
51,978
355,693
453,900
382,377
488,772
508,334
54,434
(5)
0
0
0
0
0
11 Real Estate and Land Development
Business Plan 2012-2014
4.2 Core Business and Service Levels Real Estate and Land Development – Core Business & Service Levels
Core Services ‐ Land Administration Description of Service:
‐ to provide property management Service Levels:
‐ effective management of property i.e. costs, revenue, services ‐ manage land bank and real estate inventory safety, appropriate aesthetics ‐ annual review of CIP needs ‐ timely processing of transactions ‐ administer land transactions Core Services – Land Development Description of Service: ‐ to achieve a reasonable return on Service Levels: ‐ maintain appropriate lot inventory to satisfy demand i.e. investment through earnings and/or value to the community ‐ develop land to provide industrial, residential and commercial land opportunities 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 12 Real Estate and Land Development
Business Plan 2012-2014
4.3 Performance Measures RiverStone Lot Activity Phase 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1 2 3 4 & 5 6 & 7 8 9 10 12 15 13 Total # of Lots Developed # of Lots Sold # of Lots Permitted 59 115 44 115 95 87 70 57 40 43 65 790 59 115 44 115 95 87 70 57 40 41 65 788 59 115 44 115 95 87 69 55 33 27 25 724 # of Lots Developed # of Lots Sold # of Lots Permitted 93 57 59 99 32 340 93 57 59 99 24 332 92 54 51 96 11 304 SunRidge Lot Activity Phase 2005 2006 2007 2008/09 2010 Total 2 1A 1B 3A 3C Houses in SunRidge Built‐Green Rating Results Platinum 14 Gold 188 Silver 8 Bronze 5 Total 215 13 Real Estate and Land Development
Business Plan 2012-2014
Residential Lot Market Share
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Other Developers
City Developments
Industrial Acres Sold 1997 to 2010
50.0
38.4
34.5
20.0
3.1
0.6
10.0
0.0
27.4
42.2
30.0
11.1
14.9
7.5
23.4
19.9
12.2
46.2
40.0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
0.0
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. 14 Real Estate and Land Development
Business Plan 2012-2014
4.4 Key Customers and Stakeholders Key Customers/Stakeholders City Council Senior Management Team Summary of Perceived Needs or Expectations ‐ to be accountable to the citizens ‐ to collaborate the directions and needs of the citizens Direct Customers  Residential and Non‐residential  Commercial/Industrial Buyers/Leasers  Farm Leaser City of Lethbridge  Infrastructure  Facilities  Parks  Planning & Development Services ‐ access to concise, timely information ‐ access to real estate opportunities ‐ ‐ ‐ ‐ good communication Suppliers  Internal Departments o IT, Solicitors Office, Finance ‐ ‐ ‐ ‐ ‐ ‐ ‐ clear expectations fair business practices timely payment opportunity to compete for our business timely payment clear and concise scoping of assignments access to timely, concise information 

Businesses o Consultants, Engineers, Architects Agencies o Real Estate Agencies, Home Builder Groups, Regulatory Agencies  Alliances o Habitat for Humanity, EDL, Lethbridge Housing, Daytona Land, Lethbridge College, UDI, University of Lethbridge, Lethbridge Home Builders Staff able to plan ahead understand their perspective establish roles, responsibilities, expectations ‐ understand their perspective ‐ establish roles, responsibilities and expectations ‐ awareness and willingness to assist community goals ‐ support ongoing personal development ‐ keep informed ‐ respect 15 Real Estate and Land Development
Business Plan 2012-2014
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 
City continues to have stable growth 
Interest rates, Canadian dollar 
Oil prices ECONOMIC CLIMATE: CUSTOMER NEEDS: 
Information 
Fair and equitable timely opportunities 
Changes to Federal/Provincial transfers, i.e. affordable housing alliances UNCERTAINTIES: 16 Real Estate and Land Development
Business Plan 2012-2014
OTHER FACTORS: (Technology, Facilities, Etc.) 
Website 
JD Edwards 
City of Lethbridge Policies 
Land Use Bylaw 
Legislation 
Building Code 
Infrastructure services standards and specifications 4.6 SPOT Analysis 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 
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 PROBLEMS: 17 Real Estate and Land Development
Business Plan 2012-2014
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 
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) THREATS: 18 Real Estate and Land Development
Business Plan 2012-2014
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 
Marketing and sales strategy 3. Improve information for customers 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
19 Real
Estate and Land Development
Business Plan 2012-2014
APPENDIX 1 RIVERSTONE Appendix 1
Developed Phases
Phase
# of
# of Completion
Lots Permits
Date
1
2
3
4
5
6
7
8
9
10
12
15
13
Total
59
115
44
61
54
67
28
87
70
57
40
43
65
790
59
115
44
61
54
67
28
87
69
55
33
27
25
724
2000
2001
2002
2003
2003
2004
2004
2005
2006
2007
2008
2009
2010
Future Phases
Completion
Date
# of Lots
Phase (estimated) (estimated)
14
16
20
11
17
21
18
19
22
Total
43
56
49
49
52
49
77
34
52
461
2011
2012
2013
2013
2014
2015
2016
2017
2018
Real
Estate and Land Development
Business Plan 2012-2014
APPENDIX 2 SUNRIDGE Appendix 2
Development and Timing
Phase
2
1A
1B
3A
3C
# of
# of Completion
Lots Permits
Date
93
57
59
99
32
92
54
51
96
11
2005
2006
2007
2008
2010
340
304
Phase # of
# of Completion
(future) Lots Permits
Date
3D
65
n/a
2011
Built-Green Rating
Platinum Gold
14
188
Silver
8
Bronze
5
Real
Estate and Land Development
Business Plan 2012-2014
APPENDIX 3 CROSSINGS Appendix 3
Real
Estate and Land Development
Business Plan 2012-2014
APPENDIX 4 SHERRING BUSINESS & INDUSTRIAL PARK Appendix 4
Real
Estate and Land Development
Business Plan 2012-2014
APPENDIX 5 HISTORY MAP CONTEXT MAP SPOT MATRIX STAKEHOLDER MAP BOLD STEPS COVER STORY HISTORY OF Real Estate And Land Development
• 1St Avenue South Land Assembly
KEY
Crossings
IN THE
BEGINNING…
GOALS/
RESULTS
Gary Station
Industrial Land
Development as
an Economic
Development tool
PROJECTS/
STRATEGIES
Copperwood
Legacy Ridge Commercial
• Varsity Village
• Indian Battle Heights
• Mountain Heights
Residential
Projects:
• Ridgewood
•Tudor
Extension
KEY EVENTS
Temple Blvd – Habitat for Humanity
• RiverStone
North Regional Park
•Stafford Manor
• Mountain Heights
Extension
Waterbridge 2015
• SunRidge
Downtown
PEOPLE
PRODUCTS/
SERVICES/
SITES
RiverStone
University of
Lethbridge
DATELINE
1890
SunRidge
1997 – Plus 1
1996 – 2 Staff
2000 – 4 Staff
1994 - 1995-0 Staff
1970
1984
2000
2002
2004
2006
© 1996-2009
2008
2010
CONTEXT MAP : Real Estate And Land Development
ECONOMIC
CLIMATE
POLITICAL
FACTORS
• New City Council / 3 years
• City Continues to have
stable growth
• Council Supports the Provision of
Industrial Land
• Municipal Development Plan
• Public Scrutiny of Land Transactions
• CIP
CUSTOMER NEEDS
• Information
• Fair and
equitable timely
opportunities
UNCERTAINTIES
• Website
• J D Edwards
• Change to Federal /
Provincial Transfers
© 1996-2009
SPOT MATRIX – Real Estate and Land Development
OPPORTUNITIES
STRENGTHS
+ Strong Relationships
Internal and External
+ Council Support
+ Strong Customer Service
+ Land Bank
+ Ability to Think Big
+ Revenue Generator
OPPORTUNITY
OPPORTUNITY
Ability to create a
positive change
in the community
landscaping
Streamline
porcesses
OPPORTUNITY
Partnerships
Not tax supported
+ Strong Document
Management
+ Strong Policies and
Procedures - attention to
detail
PROBLEMS
OPPORTUNITY
Set standards
for future
developments
OPPORTUNITY
Work more closely
with home builders
and city land
owners
THREATS
– Current Staff Vacancies
– Shallow Utility Installation
Staff Turnover
– Road Plan & Road
Closure Process
– Scheduling and cost
control
Downturn in Economy
– Many new players – who
has ownership of
processes
–
Rapid Upturn in
Economy
(Cost Escalation, Too
Busy, Supply / Demand)
Lack of Marketing
– Timely Processing of
Land Transactions
Geotechnical (Risk)
Changing Regulatory
Requirements
RE: High Intensity
Residential Fire
(HIRF) Code
Storm Water
Management
© 1996-2009
FUTURE/EXTERNAL
CURRENT/INTERNAL
+ Experienced &
Knowledgeable Staff
+ Ability to Influence
STAKEHOLDER MAP – Real Estate and Land Development
OTHER CONSTITUENTS
CURRENT
NETWORK
• Community At Large
DIRECT CUSTOMERS
• Commercial / Industrial Buyers /
Lessee
• City Departments
BOARDS
Infrastructure
• City Council
and Leaders
Facilities
Parks
Residential / non-residential
• Farm Lessee
• Home Builders
Michael,Jim,
• Consultants
Engineers / Architects
• Contractors
• General Public
Don, Kel
• Real Estate Agencies
Susan, Lorna
• Home Builders Group
STAFF
• Solicitor
• IT
• Finance Dept
• Appraisors
• Lethbridge Housing
SUPPLIERS
• Native Women's
Transition Home
• Economic Development
Lethbrudge
• Joint Venture –
Daytona Land
• Urban Development
Institute
• Habitat for Humanity
• University of Lethbridge
• Lethbridge College
• Lethbridge Home
Builders Association
ALLIANCES
© 1996-2009
SIX BOLD STEPS
Innovation
Effective
administration
of land
holdings
Timely and
accurate
information to
customers
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
Develop
attractive
and
sustainable
communities
Optimize
economic
and
public
benefit
Develop land
to provide
industrial,
residential and
commercial
opportunities
Proforma budget
Planning new developments
Preparation of sales strategy of commercial components
in the Crossings
Staff
City Council
Senior administration
Economic Development Lethbridge
Home builders
Contractors
Comprehensive
marketing program
Complexity of land transactions
Complex and cumbersome multidepartmental shallow utility
installation and road plan and closure
processes
Improve information for customers
Seamless inventory management system that meets the needs of
various stakeholders within the corporation
Complex land inventory system;
coordination of multiple databases:
Tempest, JDE, GIS, EXCEL
Land bank strategy to support municipal requirements as identified in the CIP
VALUES
• Help meet social, economic and financial
community objectives through efforts in land
management
BOLD STEPS
• Provide leadership and innovation in meeting land
needs of our institutions, recreational users, social
agencies and residents
• Support to business – industrial, commercial and
residential, to develop and thrive in our community • Assist to protect natural environmental features
through the land banking system and the land
• Provide timely, accurate information to customers
development process
Infrastructure services
standards and specifications
• Support internal business units to meet
their land requirements
• Respect the expertise & contributions of
team members and recognize the value of
collaborative effort
© 1996-2009
COVER STORY VISION- Real Estate and Land Development-RELD
QUOTES
BRAINSTORMS
• Future Growth of the Crossings
“Congrats to RELD on its architectural innovation & diversity
in Crossings residential community.” President,
Lethbridge Home Builders Association
• Future partnerships
“We Build Dreams”
• Waterbridge
• North Regional Park
(insert clip art or
other image)
SIDEBARS
BIG HEADLINES
• 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 2015
Canadian National Figure
Skating Championships
• Show Homes are now open for
public viewing in Crossings
• RELD completes Canada’s first
BuiltGreen Community. Wins
FCM Award
• First A380 lands at the Stubb
Ross International Airport to
celebrate transfer of ownership
to the City of Lethbridge
• Grand opening of new Grocery
store - anchors commercial
development in Crossings
• Hotel/casino opens in
Crossings
• RELD completes acquisition of
land requirements to support
2014-2024 CIP
• “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
• Land Department attracts major
industrial user providing 400 new
jobs in the city
Awards Night 2015
(insert clip art or
other image)
Winner of the Sustainable
Community Awards
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