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HomeMy WebLinkAboutKIN 90 043 Agree - Moore/George . . THE CORPORATION OF THE TOWN OF KINCARDINE BY-LAW BY-LAW NO. 1990 - 43 A BY-LAW TO AUTHORIZE AN AGREEMENT WITH MOORE/GEORGE ASSOCIATES INC. CONCERNING WATERFRONT CONSULTING WHEREAS the Town of Kincardine invited proposals for the design of Kincardine's waterfront. AND WHEREAS the Council for The Corporation of the Town of Kincardine deems it expedient to accept this proposal. NOW THEREFORE the Council of The Corporation of the Town of Kincardine (hereinafter called the Council) ENACTS as follows: 1. The Council hereby authorizes a contract between Moore/George Associates Inc. and The Corporation of the Town of Kincardine for the design of Kincardine's Waterfront. 2. That the mayor and clerk be and they are hereby authorized to execute and affix the corporate seal to an Agreement dated the 4th day of May, 1990, between Moore/George Associates Inc. and The Corporation of the Town of Kincardine attached hereto as Schedule "A". 3. This by-law may be cited as the Moore/George Associates Inc. Proposal Acceptance By-law. READ a FIRST and SECOND time this Clerk READ a THIRD time 19th day óf July, 1990. }!~~ tl :Jfk'iL_~~ Mayor /" / . / / erk Schedule "A" . TERMS OF REFERENCE COMMUNITY WATERFRONT PROGRAM The Corporation of the Town of Kincardine February, 1990 . . . The following comprises the Terms of Reference development and improvement of the lakefront in the Kincardine. for Town the of LOCATION The Town of Kincardine is located on the sunny shores of Lake Huron at the intersection of Highways 9 and 21. Kincardine is within easy commuting distance of Sarnia, Detroit, Windsor, London, Kitchener, Waterloo and Guelph. It is within reasonable commuting distance of Toronto and district. The lakefront is designated as a Community Improvement project area within the Town's Community Improvement Plan and policies contained within the Town's Official Plan preamble. The Town of Kincardine seeks to retain the services of a qualified consultant to undertake a study of the Town's entire waterfront area in order to provide a master plan for future development of one of the town's most important resources. The successful consultant will also be responsible for the preparation of a grant application under the Community Waterfront Program and for assisting the Town of Kincardine in making representation to the Province regarding funding under the program in order to ensure and promote a successful application. BACKGROUND Kincardine's harbour dates back to 1848 when Captain Alexander M. MacGregor guided his little schooner FLY into the mouth of the penetangore River. The settlement of Penetangore, later Kincardine, began. Later the mouth of the penetangore became the centre for a Sawmill, Saltworks, Shipbuilding. In 1856 the river was straightened out with a cut being made in the sand dune between the river and the lake and two piers were constructed out into the lake. In 1857 this channel was deepened. Greater demand for a harbour to ship out agricultural products and a need for a safe harbour in the area resulted in an extension of the piers further into the lake in 1866. From 1872 to 1877 major dredging took place which enlarged the basin to its present size of four acres and to twelve feet in depth. A wooden light house was constructed in 1874 at the end of the north pier. In 1881 the present "land mark" lighthouse was constructed. Noticeably, the number of shipwrecks off Kincardine's shores reduced dramatically. Remnants of many of these ships can still be found off of Kincardine shores. The south pier was also improved. 'Ihe channel was deepened to 16 feet and the basin to 15 feet. .. ./2 . . -2- In 1873, the railway came to Town which made it a centre for grain handling. The railway has recently been pulled out of Kincardine. The current breakwall was constructed in 1914 after the wrecks of the ANNA MARIA and the SINGAPORE in the great storm of 1913. In fact, medals were presented to some citizens of Kincardine for heroism in the rescue of people from the ANNA MARIA by the President of the United States and the Royal Canadian Humane Association. However, in the 1900's the activity in Kincardine's harbour declined dramatically. Now it is used by pleasure boats and fishing charters with the odd commercial fishing boat. The Town of Kincardine has studied the waterfront on a number of occasions. Significant studies include the "KINCARDINE DOWNTOWN AND HARBOURFRON'I' REVITALIZATION" study by MacNaughton Planning Consultants Ltd. in the late 1970·s. In July of 1982, MacLaren Plan Search prepared a Culture and Recreation Master Plan for the Town of Kincardine which, in part, addressed the harbour. In 1985, Johnson, Sustronk, weinstein and Associates prepared a study on the harbour which was 50% funded by the Small Crafts Harbour Branch. Copies of these studies will be provided to the successful Consultant together with a copy of Kincardine's history book. Most recently, the Town of Kincardine has appointed a Lake Front Development Advisory Committee who have prepared some preliminary conceptual plans for the water front. These have been distributed to the interested consultants. It should be noted that the Lakefront Development Committee have discussed these plans with various groups in Town including the Public Works Committee of Council, the Planning and Economic Development Committee of Council, the Tourist Advisory Committee, the Kincardine Yacht Club and the CKNX Fish Kincardine Salmon Derby Committee. In the future, the Town is looking towards Tourism to help diversify its economy as the Town is primarily dependent upon the Bruce Nuclear Power Development Plant to provide employment in the area. Recently, the Harbour area is getting used more and more: A boardwalk complete with lighting and some planting has been constructed as well as a gazebo, two fish derbys luring more people to the harbour area and the 1990 Old Boys and Girls Reunion will be at the harbour this year. Every couple of years we see a circus at the harbour. All this shows that it is a growing focus point for the community. .. ./3 . . -3- STATEMENT OF PURPOSE To work with the Lakefront Development Committee in order to prepare an innovative and creative master plan for the development of Kincardine's Lakefront using the preliminary plans of the Lakefront Development Committee as the basis of the plan. Yet the consultant will keep in mind both the opportunities for funding this plan from various sources including senior governments and the financial constraints of a municipality of 6,000 people. The components of the project should be mutually exclusive in order that part of the project can proceed in the event only partial or one source of funding is secured. OBJECTIVES 1. The plan will gear itself to providing facilities for the enjoyment and benefit of both residents and visitors to the Town of Kincardine. The plan will provide a wide variety of interests and activities for the public at large such as picnicing, swimming, leisure pursuits and playgrounds. It will not be for the exclusive benef it of a limited number of individuals such as condominium residents or boaters. 2. The project will identify future development opportunities, both private and public which would enhance the commercial development of Kincardine. It should be noted that extensive commercial development should not necessarily take place within the lakefront area but may take place adjacent to it. 3. The plan will take into account recreational acti v i ties of both a passive and active nature; both existing activities such as the Sunday night sing-a-longs, the boardwalk and future activities such as horseshoes, parks, playgrounds and shuffle boards. 4. The plan will put in physical amenities that will complement the history and her i tage of the Town of Kincardine. Of particular note is the extensive marine heritage of this area. Evidence of shipwrecks still exist and the possibility to incorporate plaques and museums should be explored. 5. The plan will be environmentally sensitive and will preserve the natural features of the Town of Kincardine Lakeshore. 6. The plan will be sensitive to the maritime history of the Town of Kincardine and as such will support and complement the exhibits and events depicted in the maritime museum in the lighthouse. .. ./4 . . -4- 7. The plan will create a link between the downtown core and the waterfront. It should be kept in mind that this link is very important as the downtown core is located very close to the waterfront. proposed commercial development should not compete with the downtown core but should complement it and encourage logical and progressive expansion. 8. The concept will be PRACTICAL. As such, the plan may need to be phased in over a number of years in order that the Town will be able to finance this project and build it in stages if necessary. 9. The consultant will pay particular attention to methods to preserve and enhance to integrity and use of the natural beach. 10. The consultant will look at expansion to the existing harbour basin with an additional 300-400 slips. 11. The plan will be subject to at least two public order that both the preliminary and final sufficient public participation and input. meetings in plans have 12. The consultants will use the Town' s Lakefront Development Advisory Committee as its primary resource in order to prepare a community based plan with Community input, advice, ideas and concerns. 13. The consultants will contact other Town agencies and interest groups in order that they may input into the plan and be able to express both their ideas and concerns. For example, these may include the Ministry of Tourism and Recreation, the Fishing Derby Committee, Kincardine Yacht Club, the South Bruce Lakeshore Economic Development Corporation, the Public Utili ties Commission, the Saugeen Valley Conservation Authority, the Small Craft Harbours Branch, the Ministry of Natural Resources and the Canadian National Railways. 14. Lastly, the consultants will consider the lakefront as one of Kincardine's "treasures", and therefore treat it as one of the town's biggest assets for the future. SCOPE OF STUDY The Study Area is attached on Schedule "A" and outlined in green. The focus of the study, however, will be in those areas outlined in red. .. ./5 . . -5- TIME FRAME The project should take less than 6 months to complete and should take place within the spring and summer of 1990 in order that the plan will be able to be unveiled to the public in its final stages in time for the Kincardine Old Boys and Girls Reunion in August of 1990. CONSIDERATIONS The consultants will take into account the following areas in developing the plan: 1. Any existing plans available in the Town of Kincardine to be supplied by the Clerk-Administrator's office for review by the consultant. 2. The town's Official Plan and Zoning By-law. 3. The town's Community Improvement Policies and Plan. 4. Input by the various agencies and the public as noted above. 5. Input from the Lakefront Development Advisory Committee. 6. Transportation factors such as transient boating and roadway patterns. 7. Engineering considerations such as the supply of water and the discharge of both sanitary and storm waste. 8. Soils and existing conditions including Reichtmeyers and Peoples Saltworks. former the 9. Environmental matters such as wind and water erosion and vegetation. 10. Architectural matters such as the marine history and heritage of the Town of Kincardine. 11. Heritage such as the history and remains of shipwrecks off of Kincardine's shore. 12. Economic and financial analysis as how this proposal will benefit the community from an economic or financial perspective. .../6 . . l , -6- THE FINAL REPORT In addition to the plan the consultants will provide the following information to the Town of Kincardine: 1. A description of the general approach and work scheduled for the project. 2. The consultant's approach to public participation in the study including public meetings, the involvement of any key groups, organizations and the Lakefront Development Advisory Committee. 3. A description of the people involved in the Consulting Firm including their specific experience and references in this regard. 4. Names and resumes of the consultants involved in the project. 5. A per diem rate for involvement in the project. 6. A timetable for completion of the study. 7. The consultants will provide the Town of Kincardine copies of the final report addressed to the Administrator of the Town of Kincardine. with 25 Clerk- COMMUNITY WATERFRONT PROGRAM Once complete, the consultant assisting the town in the preparation application to prov incial agencies Waterfront Program. will play a leading role in and presentation of the grant administer ing the Community PAYMENT The invoices will be Council. Town will pay the consultant are received. Final payment of paid after the plan has been on a monthly bas is as at least 10% of the price officially presented to MOORE GEORGE ASSOCIATES ,NC. October 30. 1989 Landscape Architecture dnd Urban D.,~ign 11'1 Spod,ro A"ehue . Mr. Ronald R. Shaw Clerk Administrator Town of Kincardine 707 Queen Street Kincardine, Ontario N 2Z 1 Z9 Su ij~ 70 d Toror,;Q, Crdörlo M5V 211 Te! :<1161 ],¡o ;¿466 F:J' IA 16) JA.O 246d ~ Kincardine Lakefront Proiect Dear Mr. Shaw: We are pleased to submit this proposal for preparing a development plan for the Kincardine Lakefront. We understand that the Town wishes to use the results ot this planning and design plan to support a tunding application under the Community Waterlront Program. We are familiar with this MTR program and have recently assisted the Town of Fort Frances in an application. This experience will be useful. While it is usually normal to write a proposal in response to specific Terms ot Reterence. in this case we are submitting our proposal in advance to reviewing the Terms and, accordingly, it is perhaps more general than normal. We hope that by evaluating our experience in the specific field of walerlront development that we will be selected to work with the Town on Ihis important projecl. Thank you lor inviting us to participate and we look forward to hearing from you. Yours sincerely, f\ \ } .~, }'.\y \'\ I '(I .. '; \ , , \' I \' Richard I. Moore,IO.ALA., C.S.LA Director . Moore/George Associates Inc. . TABLE OF CONTENTS 1.0 INTRODUCTION .. .1 . 2.0 APPROACH AND WORK PROGRAM ...4 3.0 FEES AND SCHEDULE ... 6 3.1 Outline of Fees and Expenses ...6 3.2 Proposed Schedule ...6 4.0 QUALIFICATIONS ...7 4.1 Key Personnel ...10 APPENDIX 1 - BACKGROUND INFORMATION ... 12 ._ ·'~'~;"'N"·-"·~-· --~-~.-- . . . 1.0 INTRODUCTION We have reviewed the sketch plan prepared by the Lakefront Development Advisory Committee and also the Small Craft Harbour Facility Study prepared in 1985. It is clear that waterfront development is an important initiative for the Town of Kincardine. Like many Ontario communities, the waterfront location may have been taken for granted and has not been fully appreciated. A variety of recreational and tourism benefits can result by proper design and management of these resources. Waterfronts are unique parts of the community and must be planned and designed with an understanding which corresponds to their special status. The principals of Moore/George Associates Inc. have been actively involved with waterfront and urban design projects since 1975. We specifically have chosen to work in this field and have learned with each new project. The experience that we bring to this assignment is extremely relevant. We are confident that a well conceived plan will gain the support necessary to be translated into action. We say this because it has happened in several municipalities in which we have worked. Kenora, for example, has been completed and has led to private sector improvements of commercial areas. In North Bay our concept has been implemented. The private sector and Marathon Realty have responded with major new investments. In Lindsay, improvements to boating facilities have resulted in increased transient boat visitation. At the present time in Orillia, as a result of our new plan, major redevelopment projects are being negotiated by private sector interests. Fort Frances is also under construction. In all of these cases, new public recreation facilities are important parts of the projects. Striking the right balance between public and private sector components has been extremely important, especially to get many different parties to agree to a common approach. We believe that some of the reasons why so much of our work has been implemented is because the plans have been bold, exciting and yet also realistic to implement. The creative part of preparing a plan is only part of the challenge. The concepts must be prepared with a comprehensive understanding of the specific planning context. This means understanding a full range of factors including economic and business interests, tourism and recreation objectives, and the public's interests. The opportunities and constraints of the site itself must also be assessed with experienced professionals who can determine what the real, as opposed to theoretical, potentials are. A multi-disciplinary team is required as no one discipline can provide all the required input. Our team members and their areas of responsibility are identified below: Moore/George Associates Inc.: Landscape Architects, Urban Designers - Prime Consultants. Economic Impacts, Tourism Keir and Muller Associates Inc.: - 1 - . . A number of different Issues must frequently be resolved when preparing a waterfront plan. We have outlined a few of these; others would be defined in the initial stages. Mutual Understanding to be Developed The study area extends beyond the jurisdiction of a single agency. Clearly, in order tor a long term plan to be agreed upon, cooperation of several different parties will be necessary. The planning process must recognize this at the outset and be conducted in a manner that will maximize mutual understanding and support. Rail Lands Future to be Considered As has been our experience in the past, railway lands can be considered as barriers to waterfront development. On the other hand sometimes the fact this land is in single ownership can be an asset. In North Bay, for example, we dealt with Marathon Realty who endorsed the proposed concept plan, agreed to sell key land to the City and have been working on a rail relocation scheme since the waterfront development program was completed. In Orillia, CN has transferred lands to the City for a linear waterfront walkway. The rail lands are important but we understand that the Town has been making progress with this and is optimistic. Environmental Oualitv to be Improved Environmental quality issues are presently the most popular public concern and it is expected that this trend and high awareness factor will continue for some time. The concept of sustainable development (allowing development without environmental damage) is one which can be applied to the study area. The long term goal must be to improve recreation, business and the environmental conditions. Rehabilitation of deteriorated landscapes must be accomplished in a phased program. We note that the sketch plans include a considerable area for day picnic activities along the beach. These zones must be capable of sustaining the use without deterioration. Activity Programming to be Related to Facility Develooment The waterfront is a community resource which can be developed and managed to support a wide range of land and water based activities. The resources available to facilitate direct programs such as the fishing derby and special festivals and events must be defined. There is a strong relationship between activities and the facilities which should be developed. The two must be coordinated. It should also be remembered that often recreation events can become a tourist attraction. - 2- Mixed Use Conceots to be Exolored . A diverse range of land uses can be accommodated and may even contribute to making an area more interesting if they are creatively brought together. The objective should be to increase continuous and connected public access in some way to create 2 "sense of place". A combination of business and recreation opportunities should be established where appropriate. The public and private sectors both may have important roles to play. We notice that some private business ideas have been included in the plan. The study must try to determine what is most appropriate and where. Marina and BoatinÇJ Reouirements are Imoortant Features The development of a good marina facility is more than a well engineered docking system. It requires that an overall concept be established which creates an attraction as well as provides a safe service facility. Marinas have a land and water based circulation system. Care must be taken to have both work together and to determine how the land and water areas can be used efficiently. As a rule of thumb, the land and water areas are in a direct 1:1 ratio This may change, however, if the marina is catering to more transient traffic than seasonal rentals. The launch ramp and car and trailer parking is often a congested area. It must be designed so that adequate room is provided for people to tend to their boats before launching and after haul-out without blocking the launch ramp access. This is especially important during periods of intensive use (fishing derbies, holidays, opening weekends, etc.). Walking distance from car parking and docking is an important consideration including providing adequate drop-off areas. Access control is strongly related to security planning and also must be considered from a marina operations point of view. The site planning must assist the facility to be operated with minimum staff in order to be financially viable. In this case, the relationship between the marina, other waterfront use areas and the downtown must be considered. Phased Imolementation Aooroach Necessarv Improvements must be phased over time with realistic objectives and targets established for each year. It is really important, however, to clearly identify a "starter" project in order to keep the momentum of this study going. This may be coupled with a "starter" event to help generate support. A festival, guided walk, sail past or water parade with floats may be worthy of consideration. Some visible results should occur in the summer of 1990 in order to keep people interested and the project on the municipal agenda. . In the following sections of this proposal we have outlined our recommended approach and work program, and presented the study costs and proposed schedule. Lastly, we have described the special qualifications of our team members and included additional background information in Appendix 1. - 3 - . 2.0 APPROACH AND WORK PROGRAM . We have organized the work into three phases. The initial phase is data collection and analysis, the second will set out preliminary plans for consideration and the third includes preparation of the Final Plan and documentation. We have outlined the work program for each phase. Phase One . Data Collection and Analvsis Meet with the Lakefront Development Advisory Committee to discuss their ideas. Prepare base plans of study area. On-site visual analysis, documentation of existing conditions. Review of background reports and studies. Definition of opportunities and constraints. Phase Two - Preliminarv ConceDts · Outline basic goals and design principles. Establish development program including activities, facilities, support services. Prepare preliminary concepts to illustrate schematically how different site areas could be used for different purposes. Prepare preliminary cost estimates for major components. Present to Lakefront Development Advisory Committee. Conduct public meeting. Evaluate results and select components of Final Plan. · Phase Three - Final DeveloDment Plan · Refine development program, design criteria and details of key areas. Prepare Final Development Plan. Prepare corresponding cost estimates. Prepare phasing plan. Complete financial assessments. Outline an implementation strategy including internal and external promotion activities, roles and responsibilities for the Lakefront Development Advisory Committee if appropriate, approaches to funding agencies. Prepare Final Report. Presentation to Lakefront Development Advisory Committee and Council. · - 4- . . . As the proposed work program is being prepared without specific Terms of Reference, we suggest that it should be discussed with the Committee at the outset and any revisions necessary should be agreed upon prior to actually undertaking any work. The work program should include a financial impact statement that will be necessary in order to complete an application to the Community Waterfront Program This work would be conducted by Keir and Muller Associates Inc. as part of the final phase. - 5 - . . 3.0 FEES AND SCHEDULE 3.1 Outline of Fees and Expenses The fees for our work program have been outlined as follows: FEES Phase One 6 m/days x $650 = 8 m/days x $325 = 4.5 m/days x $650 = 14 m/days x $325 = 6 m/days x $650 = 10 m/days x $325 = $3,900 2,600 $6,500 Phase Two $2,925 4.550 $7,475 $3,900 3.250 $7,150 $1,950 $1 .450 $24,525 Phase Three Final Impact Statement 3 m/days x $650 = Project Management, Administration Total Fees EXPENSES Travel, long distance, printing of drawings and reports $1 200 Total Expenses $1,200 TOTAL PROJECT COSTS $25,725 3.2 Proposed Schedule It is anticipated that the project can be completed over a period of 3 to 4 months. It is important that the initial site visits and analysis work be undertaken prior to snow cover. Our first task therefore, would be to videotape the entire study area so that we can have the visual information as we prepare the plans in the winter months. The final plans should be available in order that the Town can make an application for financial assistance as soon as possible. We will be able to assist with this because of our extensive experience in this field. - 6- . . U QUALIFICATIONS In the following pages, we have highlighted the relevant qualifications of the individual firms which form our consulting team. Additional background information has been included in Appendix 1. MOORE/GEORGE ASSOCIATES INC. Moore/George Associates Inc. was formed in 1981 with specific intent to create an innovative and responsive consulting firm which would allow the two principals to remain actively involved in doing projects rather than administering staff. We have successfully undertaken a considerable range of projects from initial planning to construction. We believe that one of our strengths is an ability to develop a consensus on project objectives, build support for projects during the planning process and develop realistic solutions which can be implemented. We are proud of our track record and quality of results. Waterfront Development Proiects Moore/George Associates Inc. has made a deliberate effort to research, plan and design waterfront projects. We have consequently developed a considerable range of experience in this field. We have outlined some of the relevant projects below. All of the projects have included marina and boating faci lity components. Outline of Related Experience 1 988-89 1 988-89 1 988-89 1988-89 1987-88 1986-87 1986-87 1986 1 985-86 1984-85 1984 1983-86 1983 1982 1982 1981 Fort Frances Implementation Cobourg Harbour Development Plan Marathon Marina Feasibility Study Sturgeon Falls Waterfront Plan Orillia Waterfront Development Plan Fort Frances Waterfront Development Plan Oshawa Waterfront Plan Innisfil Township, Manna Feasibility Investigation Kenora Waterfront Development Plan Nipigon Waterfront Development Plan Eagles Rest Marina Feasibility Study, Sault Ste. Marie North Bay Waterfront Project Gitchee Gumee Marina Feasibility Study, Batchawana Bay Rivera Marina Park, Lindsay Harbourview Park Development Plan, Collingwood Waterfront Development Seminars - 7 - . Kenora Waterfront Development This project was completed in the fall of 1986. The total construction value is $3.2 million. Our firm acted as prime consultant with sub-consultant architects and engineers. The project is located on new landfill adjacent to the downtown area. The development is the primary public focal point, extends the downtown to the waterfront and opens up public waterlront access for the first time in decades. An important component of the project included incorporating and revitalizing the commercial area of the main street which contained many historical structures. Special features include a pedestrian bridge connecting Main Street to a "Lake of the Woods" overlook contained on the roof of a special activities pavilion, waterfront boardwalk and promenade, pedestrian plaza and commercial zone improvements. All services were located underground, an irrigation system installed and a complete lighting scheme and sign system developed. Facilities for transient boaters were included in the project, with the docks being designed and supplied by the Federal Government. North Bav Waterfront Development This $4.5 million project was completed in the spring of 1987. Moore/George Associates Inc. was originally commissioned to prepare a Master Plan for the entire North Bay waterfront. The central urban area, a strip of about 2 km was identified as the first priority for redevelopment. Our firm was then hired as prime consultant to implement the project. This included acting on behalf of the City to acquire funding from the Province, coordinate all design work and to prepare construction drawings for the project. The scheme included marina development, landfill to create public recreation areas, the development of a scenic parkway, a linear waterfront walkway system which connects activity zones, overlooks, an urban plaza and marina boardwalk, launch ramps, and marina related facilities. We are very proud of this project which has gone from Master Plan to reality in only three years. Pickerel fishing in both winter and summer is an important activity in North Bay and the concept plan was specifically designed to cater to day-users and seasonal boaters. Breakwaters, dredging, launch ramps, service dock and floating docks were designed and developed by the Federal Government, Small Craft Harbours. This project has recently won Professional Design Awards from the Canadian Society of Landscape Architects. Fort Frances Waterfront Develocment Plan Fort Frances is a community of approximately 10,000 people in Northwestern Ontario on the Canada - U.S. border. The Rainy River is the dividing feature between the two countries at this location. Until recently, the river has been extensively used for logging operations. - 8 - . . . In order to diversify the economic and to encourage tourists to stay instead of just passing through town, a waterfront development plan was commissioned. Moore/George Associates, Inc. has prepared an innovative concept featuring a sound and light festival to be coordinated with the major Pulp and Paper Mill, a new marina, and river-walk system. Our firm was authorized to prepare working drawings for the initial stage of development. This includes landfill, shore protection, marina facilities, riverside walkways, and landscaping. The initial construction work ($300,000) is to be completed by the fall of 1989. Orillia Waterfront Development The City of Orillia retained Moore/George Associates as prime consultant to prepare a development plan for a key section of the downtown waterfront area. A marina had been successfully developed and operated for the past four years resulting in increasing interest in improving the waterfront lands. Several previous studies had been undertaken but for various reasons no one plan had ever been completed. Problems to be overcome included: fragmented land ownership, public vs private ownership issues, relationship with the downtown shopping district and accessibility and circulation requirements. The concept plan which has been proposed includes development of a public plaza, expansion of marina facilities, a scenic parkway and a waterfront trail and bicycle system. Areas have been designated for private sector development including commercial, retail, office and residential components. To date, the plan has been favourably reviewed by the public and various government agencies who have been kept informed as the project has progressed. Funding has been received from the PRIDE Program to assist with initial implementation and private industries have expressed interest in a number of projects. SkvDome - Tower Park West This new urban open space is being created as part of the railway lands redevelopment and SkyDome projects. Officially known as Tower Park West and John Street Corridor, the space is defined by the eastern facade of the SkyDome, the CN Tower and the new Esplanade Street on the south. The 3.0 acre public park has been designed to humanize the space between two of the largest structures in Canada. It is to be an exciting and accessible destination with a memorable sense of place. It has been designed to handle high volume pedestrian traffic and to be a place for a wide variety of entertaining cultural events. A plaza at the entrance to the CN Tower is joined by a tree and bench lined pedestrian street to a major fountain and sunken oasis adjacent to the southeast entrance to the SkyDome. The fountain is a 15 foot high waterfall curving over 90 feet. Enclosed by shade trees, it is a place to relax and to be entertained. An exciting art project is to be integrated with the waterfalls. Water, sculpture, lighting and people come - 9- . . together in a setting that will change in character. Electronic colour mixing and computer controlled water flows will combine to make different effects. Winter use of the fountain will feature special changing light shows. The design has been a collaborative effort of Moore/George Associates, architect Blake Millar and artist Susan Schelle. Sturaeon Falls Waterfront Development Moore/George Associates, Inc. was retained to prepare a waterfront development plan which included assessing boating facility requirements, walkway connections to downtown, a multi-purpose pavilion, roads and parking. We were then authorized to prepare working drawings and tender documents for a new launch ramp and dockwall. This work is presently under construction. 4.1 Kev Personnel The study team is comprised of a number of experienced people and all of the firms are owner-operated. Senior people do the work and would be involved with the study as outlined below. Richard I. Moore, B.Sc., O.A.L.A., a director of Moore/George Associates with over 20 years experience. He will be responsible for project direction, coordination and client contact. He has been responsible for a number of significant public sector landscape and recreation master planning projects. These have included municipal parks and recreation master plans, waterfront development plans and site development plans. Projects have included Fielding Memorial Park, North Bay Waterfront development, Lindsay Parks Plan, Kingston Township Recreation Plan and the Binbrook Conservation Area Master Plan. One of the special strengths that he has developed is an ability to coordinate many different factors and pull the data together to define specific goals and corresponding implications in terms of concept plan formulation. John George, B.L.A., O.A.L.A., C.S.L.A., landscape architect and principal of Moore/George Associates Inc. He has been involved in the planning and design of many innovative projects ranging from the redevelopment of Kenora's waterfront to the Master Plan of Confederation Park in Hamilton. He has been responsible for the detail design of Tower Park West presently being constructed as part of Toronto's SkyDome project. John will be involved with site analysis, concept alternatives and cost estimation. Jeff Kerr, a graduate of University of Manitoba with a masters degree in Landscape Architecture. Jeff has been involved with a number of waterfront projects. These include plans for Rainy River, the Town of Red Lake and Smiths Falls. He will assist with site analysis, concept plans and cost estimation. - 10- . . Andy Keir, is a principal of Keir & Muller Associates Inc. specializing in socio- economics. An accredited land use planner and an Ontario Land Economist. Andy has been involved with numerous studies involving land development, market and financial analyses. On the study at hand, Andy would assume responsibility for the portions of the project dealing with market and financial analysis and would contribute as required in those areas needing land use, environmental and public participation input. Andy has worked with Moore/George Associates Inc. on the Orillia Waterfront Plan, Marathon Marina Study, Binbrook Conservation Area Master Plan and Red Lake Waterfront Plan. - 11 -