TRANSIT-ORIENTED

DEVELOPMENT
CASE STUDY
THE BRIDGES, Calgary

THE BRIDGES
Figure 1View of one of the residential buildings in The Bridges, the Pontefino
Building, a six-storey building facing Murdoch Park. Multiple entryways Source: City of Calgary
from the sidewalk and stepping the building back add to the human
scale and attractiveness of The Bridges.

Project data
Land Development DataThe Bridges
Land developer
City of CalgaryCorporate Properties and Buildings
Phasing dates
(CPB) 20002011
Gross Site Area
14.9 ha (36.8 acres) with net saleable area of 5.5 ha (13.7 acres)
Number, type of residential
units and 16 sites 1,575 multi-family units

Other land uses Almost one-third, 4.7 ha (11.7 acres), of the gross site is open space, including a large
central park, 2 public squares, 2 public plazas, and pathways. Approximately 15,600 m2
(60,000 sq. ft.) of street level commercial/retail is located along the main street and
adjacent to the Bridgeland LRT station. Livework units are permitted throughout The
Bridges
Gross residential
Sites closer to the LRT station average 320 UPH (130 UPA) net, while those closer to
density Maximum existing residential average 210 UPH (85 UPA), net.
From 312 storeys depending on site location. Closer to the LRT station buildings are a
height maximum of
12 storeys (34 m [111 ft.]), while sites adjacent to existing residential are 36 storeys
(1120 m [3766 ft.]). Minimum heights are established in a land-use bylaw to achieve
Type of transit
maximum density.
Parking
Light Rail Transit (LRT) and buses
Residential parking is underground with 1.25 parking stalls per unit. One parking stall
per 7m2 (75 sq. ft.) of net floor area (excluding kitchen area) was required for ground
floor restaurant/drinking establishments and restaurants-food services only.
Distance to LRT Commercial parking requirements were allowed to include on street parking. Bus Rapid
station Pedestrian Transit; implemented after Portland Hills was planned

connectivity All residents will be within 600 m (1,900

ft.) Excellent
Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
y

Project data
Builder Project DataAcqua and Vento (two mixed-use buildings)
Builder Windmill Development Group Ltd.
Date completed 2007 (Acqua) and 2005 (Vento)
Site area 0.2 ha (0.5 acres) each

Number, type, size of 20 market townhouse units in each building, ranging in size from 77 to 117m 2 (830 to 1,260
residential units sq. ft.) street
above located
level commercial units; and two affordable housing units in each building, on
main
42 m2level,
(450 approximately
sq. ft.).Total of 44 townhouse units.

Other land uses Six commercial units at grade, totalling 1,300 m2 (14,000 sq. ft.) in each building
Maximum height 11 m (3 storeys)
Parking 1.25 stalls per residential unit (underground), plus nine commercial stalls in Vento and 19
commercial stalls in Acqua.
Unit selling price For Vento, prices ranged from $206,400 to $302,400 (2004 prices). Prices for Acqua ranged
from $390,100
$590,000 (2006toprices). Market demand increased significantly in that two-year period.
Distance to LRT station Approximately 575 m (1,800 ft.) or a 57 minute walk.

PROJECT The BACKGROUND

SUMMARY Bridges
The Bridges, a City of Calgary-led project through its
This case study examines
Corporate Properties and the roles of the City of
Buildings (CPB) department, is north of downtown, across Calgary as both the land
the Bow River in the inner city neighbourhood of
Bridgeland. developer and approving
Approximately 4.9 ha (12 acres) of the total 14.9 ha (36.8 authority and one of the
acres) were made available to the City when the Province builders, Windmill
of Alberta closed and demolished the Calgary General
Hospital in 1997.The Bridges also includes public open Developments Ltd., which
space that was located south of the hospital and adjacent constructed two mixed-use
to the Bridgeland LRT station. The approved Bow Valley commercialresidential
Centre (BVC) Concept Plan relocated the open space to
allow these lands to be used for transit-supportive buildings (the Acqua and
development and provide an opportunity to redesign the Vento) in the first phase of
open space and community facilities to better meet the the redevelopment.
needs of local residents.
The Bridges was planned as a compact urban village
that respects, enhances and takes cues from the TRANSIT SYSTEM
surrounding neighbourhood, while creating a distinct
OVERVIEW AND
environment on its own. It is pedestrian-friendly with
landscape elements such as wide, tree-lined boulevards, PROJECT
distinctive lighting and pathways that make walking to CONTEXT
public transit, work, shopping and recreational amenities
more convenient, safe and pleasurable. In 1976 the City of Calgary
When complete, approximately 1,575 multi-family units will
decided to invest in light
be built to accommodate up to 2,500 new residents. Land-
use and design criteria ensure that height, massing and rail transit.1 Prior to
scale of new buildings relate well to the surrounding lower construction of Calgarys three
density environment. The predominant residential built
LRT lines, an express bus
form is a townhouse base with setbacks after the third
floor, front doors on the street and reduced yard setbacks. system was introduced along
CPB obtained the planning approvals, built the four main transportation
infrastructure and is selling fully serviced sites to private corridors to promote the
sector builders in three phases.Windmill Development Ltd.
development of transit
was one of the builders in Phase 1.Windmill purchased two
sites where it built the Acqua and Vento mixed-use
ridership to downtown. The
buildings.
2 Canada Mortgage and Housing
Corporation
Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
y service included park and ride
facilities and supporting
feeder buses.2

Since 1981, the City of Calgary

has invested approximately $1
billion in developing its three-
leg radial LRT system. With 42
km (26 mi.) of double

Canada Mortgage and Housing

Corporation 3
Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
y

During the same period, ridership on a major

bus route running along the site through to
downtown saw a decrease in ridership to 175
in 2006 from 279 in 2003. These figures imply
that new boarding trips on the LRT can be
Source:Adapted
Map data from
Regional context 2008
2008 Google
Tele attributed to new residents now living in The
of The Bridges Atlas
Bridges, riders who have shifted from bus to
FIGURE 2

LRT and existing residents in the Bridgeland

neighbourhood taking advantage of the
improved pedestrian connections to the
station. With more direct pedestrian
connections, the walk to downtown is now
only 10 minutes, and is safer and more
pedestrian-friendly.

of the hospital, 900 boarding trips per day were

recorded. The most recent statistics are very
encouraging; 2006 ridership statistics show 1,900
boarding trips per day.

track, the LRT system today carries over

220,000 passengers each weekday.3 The
system is closely integrated with an extensive
local bus network. Calgary Transit, a division
of the Transportation Department within the
City of Calgary, operates and maintains the
integrated system.

The Northeast (NE) LRT line was launched in

1985 with the Bridgeland Station being the
first stop outside downtown Calgary along the
line. Trains travel within a separate right of
way in the median of major arterials
protected by concrete barriers.
FIGURE 3

Originally developed to support the Calgary

General Hospital, the station today will
become a highly utilized transit node with the
development of The Bridges. There is already
a significant increase in ridership at this node.
In 1991, when the hospital was in full
operation, ridership at this station was 1,350
boarding trips per day. In 2003, before
development in The Bridges and after closure

4 Canada Mortgage and Housing

Corporation
 Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
Since 1995, numerous policies and y typically within 600 m (1,900 ft.) of a transit
guidelines have been adopted to help station.
achieve a vision of integrated land uses
and transportation systems, including Strategies in the guidelines focus on creating
the Sustainable Suburbs Study (1995); Location of
higher density, walkable, mixed-use
Photo
Source:
the Transit Friendly Design Guide The Bridges in 2008
environments within station areas totooptimize
proximity Microsof
(1995); and the Employment Centre use of existing transit infrastructure,
the create
t
Corpor
Strategy (1998). The Citys Transit C-Train line
ation.
greater mobility options, and benefit local All
Oriented Development Policy Guidelines Bridgeland- rights
communities and city-wide transit riders reserv
(2004) were developed to provide Memorial ed.
alike.4 Station
direction for the development of areas

1
McKendrick, N. (Coordinator, Strategic Transit Planning, Calgary Transit), D. Colquhoun (Manager, Transit Planning,
Calgary Transit), B. Charles (Manager of LRT, Calgary Transit), J. Hubbell (Director, Calgary Transit), Calgarys C Train
Effective Capital Utilization, Presented at the 2006 Joint International Light Rail Conference, St. Louis, Mo., 2006 April 8
12
2
Blue Arrow service still operates in the southwest sector of the city.
3
Hubbell, J. (Director, Calgary Transit), D. Colquhoun (Manager, Transit Planning, Calgary Transit), Light Rail Transit in
Calgary: The First 25 Years; Presented at the 2006 Joint International Light Rail Conference, St. Louis, Mo., 2006 April
812

Canada Mortgage and Housing

Corporation 5
Recently, there has been a modest amount of LRT station from The Bridges and adjacent
higher density residential development near a uses, including: a new pedestrian bridge;
few LRT stations.5 The Bridges is an exemplary universal accessibility; underground rather
project supporting this vision. Recognizing than surface parking; narrowed street
that the City has experienced dramatic crossings; and other traffic calming measures.
changes in recent years, such as significant
population and economic growth, the City has
come to acknowledge the opportunities and
constraints for achieving a more sustainable
and livable city.

To address these opportunities and

constraints, the City recently produced a long-
range urban sustainability plan. Through this
process, to ensure that land use,
transportation and sustainability come
together successfully, the City formed the
Sustainable City Team. One of the primary
goals of the team is to create an integrated
Land Use and Mobility Plan for the next 30
years.6

Transit-Oriented
Design
Considerations
Transit-Oriented Development Policy Guidelines
were approved by Calgary City Council in
December 2004 to provide land use,
development polices and design guidelines for
the development or redevelopment of
properties within a transit station area.
Though not specifically stated as such, the
TOD principles were major objectives of The
Bridges, including:
Appropriate land uses that take
advantage of the LRT through a variety
of multi-family, mixed-use and livework
units.
Increased density around transit
stations transitioning to lower building
heights along its interface edges with
existing residential and institutional uses for
better integration.
Pedestrian-friendly design that provides
direct, convenient and safe access to the
Features that make the station a place, that enhanced their community and
including a new public plaza that connects with businesses. By establishing appropriate
the adjacent building scale, the interface and transition
development and pedestrian linkages and between the old and new was achieved.
main level retail in adjacent buildings to
provide services for pedestrians accessing
DEVELOPERS PERSPECTIVE
transit.
In 1997, Calgary City Council directed two
Managing parking, bus and vehicular
departments, Land Use and Policy Planning
traffic through reduced parking
(LUPP) and CPB, to develop a public planning
standards that permit on-street parking
process and land-use policy plan to guide
for shoppers, visitors and the community
redevelopment. This resulted in approval of
facility. Parking is pay and display and
the Bow Valley Centre (BVC) Concept Plan in
time-restricted. Goods movement and
2000.
loading functions are accommodated in
rear lanes. There is no park and ride or
Upon completion of the planning phase, the
public parking at the Bridgeland LRT.
Transit buses are fully integrated City had the option of either selling the
with the Bridgeland LRT station and the lands to the private sector or assuming land
bus stop along 1 Ave. NE is integrated development responsibilities. Upon review of
with the public plaza. the implications of both options, Council
directed CPB to proceed as land developer.
Planning in context with local A major consideration in this decision was
communities through an extensive mitigating public costs. Had the City sold
public consultation process that helped the
residents understand how density and un-serviced, un-zoned lands to the private
traffic could be accommodated in a way sector to implement
4
Calgary Transit, Transit Oriented Development Policy Guidelines,
http://www.calgarytransit.com/pdf/Approved%20TODPG%20041206.pdf, English,
retrieved January, 2009
5
For another case study, refer to The Renaissance at North HillThe Renaissance North Hill in CMHCs Residential
Intensification Case Studies:
Built ProjectsLa densification rsidentielle tude de cas : Projets raliss at
http://www.cmhc.ca/en/inpr/su/sucopl/upload/ The-Renaissance-at-North-Hill-Calgary-
Alberta.pdf English and French, retrieved January 2009.
6
Calgary Plan Review Home Page,
www.calgary.ca/portal/server.pt/gateway/PTARGS_0_0_780_237_0_43/http
%3B/content.calgary.ca/CCA/City+Hall/Business+Units/
Development+and+Building+Approvals+and+Land+Use+Planning+and+Policy/Land+Use+Planning/Current+Studies+and+Ong
oing+Activities/ Calgary+Plan+Review.htm, English, retreived January 2009. Jan 24, 2007.
the BVC Concept Plan, the proceeds would not
have covered the Citys outstanding debt on
the property and the cost of providing a
suburban hospital site. In addition, as land
developer, the City would be better positioned

FIGURE 5
Subject lands. S
o
to achieve city-wide and local objectives, As land u
r
including inner city intensification, transit- developer, the c
e
oriented development, community integration, City would :
be better City
optimal open space distribution and main positioned to
of
Calg
street revitalization. achieve city- ary

wide and local

As land developer, CPB obtained land use objectives
including inner
and subdivision approvals and developed city
architectural design guidelines intensification,
that reflected the unique nature of The transit-
Bridges. They decided to build the oriented
infrastructure prior to selling the lands, development,
community
which included: integration,
a new large central park (Murdoch Park); optimal open
space
a pedestrian-friendly network (wide tree- distribution
lined boulevards, pathways and so on); and main
street
new roads that connected into the revitalization.

To ensure that the vision was achieved, CPB

surrounding grid-iron street network; implemented a land disposition process that
a new pedestrian bridge and plaza at the took a broader perspective than just selling
LRT station; the lands based on the highest offered price.
Instead the sale to the private sector of fully
closing access from an expressway and
serviced, zoned parcels that are subject to
building a new access from a more
architectural design guidelines is done
pedestrian-friendly street;
through an Invitation to Offer.
installation of utilities.
Interested builders submit their information
and sign an Agreement of Purchase and Sale,
which details builder and City commitments.
Selection criteria included: price
(45 per cent), financial capacity (20 per
FIGURE 4

cent), purchaser experience and expertise

(20 per cent), and proposed project
An extensive public Sour description (15 per cent).
ce:
consultation process City of
helped Calgary
Parking and Bicycle Storage
residents understand
how density and traffic Buildings in The Bridges are required to
could be
accommodated in a provide a minimum of 1.25 underground
way that enhanced parking stalls (includes visitor parking) per
their community and unit and a minimum of 1 parking stall per 7
businesses.
m2 of net floor area of food services, excluding
kitchens. On-street parking adjacent to
the site was accepted as part of the
parking requirement for ground-floor,
non-residential uses. On-street parking
reduced the need to include on site
parking for these uses by 25 per cent.
 At the onset of the project, the City
established the Calgary General Hospital
Legacy Fund. The capital for this permanent
endowment legacy fund is to be provided by
the net proceeds accrued from sales or leases,
FIGURE 6

or both, of the hospital lands and will be used

for future initiatives that promote or contribute,
or both, to the physical, mental and social
health and
well-being of all Calgarians.

Municipal Support
As a result of the collaboration with LUPP
There are high quality during the conceptual planning process, CPB
open space and obtained the support
pedestrian connections of Council to proceed with development. CPB
throughout The Bridges.
achieved this support by implementing the
policies contained in the BVC Concept Plan.
CPB understood and was committed to
Project Success and CostsLand achieving the goals and objectives contained
Developer within the plan.
The City of Calgary considers The Bridges
The City of Calgary does not offer financial
very successful and profit expectations were
incentives to builders in The Bridges.
exceeded. The responses to both Phase 1 and
Windmill Development Group Ltd. received
2 from the private sector were very strong.
municipal support because it built in
Phase 1 was marketed in 2003 and Phase 2
compliance with BVC Concept Plan, Direct
in 2005. Marketing for Phase 3 started in
Control Land Use Bylaw and other
2008.
requirements contained in the Agreement of
Purchase and Sale between them and the
In 2002, The City approved a borrowing bylaw
City.
to cover project costs that included providing a
suburban hospital site and assuming the
This, along with the Citys extensive
outstanding debt, along with soft and hard
community consultation process, created a
development costs. To date projected
high degree of certainty for local residents
revenues have been exceeded significantly
regarding what would be built. As a result,
while the project costs remain within the
none of the Phase 1 or 2 development
approved budget. Summary of permits was appealed by the local community
TABLE 1 costs for
association.
The Bridges
(Council-
Suburban Hospital Site $approved
3.2 millionbudget, Barriers and ObstaclesLand
Developer
Outstanding debt $2002)
2.4 million
Introducing new development with
Hard costs* $ 9.8 million
significant densities into the established
Soft costs $11.8 million

TOTAL $27.2 million

* The Province of Alberta demolished the hospital and cleared

the site
neighbourhood had its challenges,
which included:
approval of non-standard roads,
streetscapes, open space,
landscaping and parking;
finding room for the shallow
utilities with the wider
boulevards and narrower streets;
and
provision of smaller open spaces in
the form of public plazas and
squares, which the parks
department initially did not
support.
To overcome these obstacles, a Customized If the municipality is to act as the land
Infrastructure Committee (CIC) was set up by developer to achieve strategic goals and
the City to make decisions regarding the non- objectives, it should incorporate private sector
standard components. It was composed of expertise and practices into the development
senior level staff from the approving authority and implementation of the plan. By doing so it
who had the ability to make decisions to is better able
deviate from the standards. The key to this to balance environmental, social and economic
committees success was ensuring that goals.
decision makers are technical experts who
understand the implications of implementing
the deviations. Involving front-line staff in
creating and accepting the new standards is
critical.

The BVC Concept Plan and land use

plan required a mid-rise (612 storey)
building form that was initially
criticized by the private sector builders. It was
felt that this form of construction was costly
given material requirements (concrete vs.
wood frame, etc.). They voiced their
reluctance to take the financial risk of
expensive construction techniques in an
uncertain market. However, despite the initial
concerns, interest by the private sector has
been strong and the built form is being
achieved.

Key Factors of Success and Lessons

Learned
Land Developer
The City, in its role as the land developer,
feels its success is the result of:
setting clear strategic City objectives
at the outset of the project;
implementing an extensive public
consultation process with a broad mix of
stakeholders;
approving authority being flexible and
implementing the CIC; and
combining public-sector skills with
private-sector expertise and
practices.
MUNICIPAL PROCESS AND ideas through on-hand expert artist/architects
PUBLIC CONSULTATION who sketched at their dictation.
PROCESS
A national design competition was also held
Planning Objectives and a concept plan that best met the
established objectives was selected. Other
When the site became available for
public consultation and information
redevelopment, it was quickly viewed by
dissemination tools included newsletters,
staff as a unique opportunity to achieve
surveys, websites, flyers, a 24-hour
objectives that would benefit both the local
information phone line and a media strategy.
neighbourhood and the City of Calgary as a
The extensive consultation process enabled
whole. In 1997, Council directed staff to
the residents to appreciate the
develop terms of reference for a public
planning process leading to preparation of a
land-use concept plan to guide the
redevelopment of the lands. The Terms of
Reference outlined a five-phase public
planning process to be co-managed by LUPP
and CPB, reflecting the Citys dual roles in
the project as both approving authority and
the landowner.

Launched in 1998, the first phase of the

public consultation process included the
formation of a Planning Advisory Committee
(PAC) to oversee the process and provide
strategic direction and feedback. The PAC
included local residents and business
owners, city-wide representatives, volunteer
professionals and the local alderman.
Totalling
15 members, the PAC worked with City
staff closely on the design of the public
consultation process, selection of a
preferred concept plan, the review of the
final concept plan, and ensuring an
appropriate balance between city-wide and
local community objectives.

A vision for the site was developed by the

City and PAC through a public Co-Design
workshop. This inclusive two day workshop
was felt to turn the tide regarding
community concerns for the redevelopment
of the lands. It permitted residents to work
together to share the qualities of the site
they wished to preserve or improve.
Residents were better able to visualize their
elements of community planning and design Optimizing the distribution of open space
that contribute to sustainability, viability and and community facilities in relation to the
vibrancy. They were then willing to accept the needs of Bridgeland residents and ensuring
higher density to support the revitalization of that the quality of facilities and amount of
the retail uses along 1st Ave. open space is equal to or better than that
in place prior to redevelopment.
Following the extensive planning process Providing a commemorative area that
and completion of design, preliminary recognizes the contributions of the
engineering, traffic, and open space studies, Calgary General Hospital and its role
The BVC Concept Plan was approved in within the city.
2000.
It established the policies that would guide the To meet these objectives, CPB established an
redevelopment of the lands. Specifically, implementation team in the land development
planning objectives for the phase that included a development adviser from
site included:7 the private sector, architect, landscape
Sensitive housing intensification. architect, engineer, planner, transportation
engineer, marketing professional and surveyor.
Wider range of housing choices for The teams responsibilities included obtaining
different age and income levels. approval for subdivision, land use, building the
Transit-supportive development, infrastructure and marketing serviced parcels
including mixed-use to the private sector.
development.
To enable CPB to achieve the vision, the
Pedestrian and cycling supportive
Approving Authority formed a Customized
public systems that connect well with
adjacent lands. Infrastructure Committee (CIC) to address the
non-standard design requirements for streets,
An improved physical environment. open space, landscaping, parking and so on.
Had the CIC not been formed and the existing
Enhanced viability of 1st Avenue NE
businesses. standards (based on suburban development)
been applied, the vision would not have been
Exploration of opportunities for innovation realized.
in residential and mixed-use development,
FIGURE 7

including special needs and affordable

housing.
 The project was marketed to promote green building and Source: City of
Calgary
lifestyle benefits that include close
proximity to surrounding amenities, including transit.
7
Land Use Planning Division, March 2003. Bow Valley Centre Concept PlanBridgelandRiverside Area Redevelopment Plan.
Challenges
Initial public outcry over the loss of the
hospital was a significant challenge to

FIGURE 8
overcome. Essentially, the public did not
distinguish between the provincial
governments decision to demolish the
hospital and the City of Calgarys new role as
a landowner. To address this critical issue, an
extensive public consultation process with a
broad mix of stakeholders was implemented.
As a result, community support was obtained.
T
Including the existing open space south of the buildings in 2004 after being selected
h and
former hospital within the plan was very acquiring two sites during the e
Phase 1 land
contentious at first since there was a disposition process. Both the Acqua and Vento are
perceived risk that the parks and community V
three-storey, mixed-use buildings that are each
e
facilities would be lost forever. As a result, the approximately 3,600 m (18,750 sq. ft.). Each building
2
n
City created a new 3.5 ha. (8.7 acre) park in features six main-floor retail t spaces totalling
a more central location in Bridgeland, which approximately 1,300 m2 (14,000 o sq ft.), underground
the community accepted as a trade-off. It parking, two affordable townhouse
, units
houses the new community facility, soccer
s
fields, promenade and memorial wall built from
h
bricks from the former hospital. The o
significance of the parks location is that no w
development will ever occur on the lands i
where the hospital buildings once stood. n
g
Success Factors r
e
The plan was well received and widely
s
supported when adopted due to the level of i
community involvement in its development d
and the quality of the final product. As much e
as the plan created a great community for n
t
new buyers, it also responded very
i
respectfully to the surrounding context and a
created better connections for surrounding l
residents to the transit station, recreational
amenities, and downtown. Also, even well u
before build-out, transit ridership at the n
i
station has increased considerably. t
s
BUILDERS PERSPECTIVE
a
Windmill Development Group Ltd. began b
planning and designing the Acqua and Vento o
v
e

s
t
 e
e
t
-
were also situated in o
r
a new, master-planned community with
i
significant density and an abundance
e of open
space. n
t
e
As part of the response to the Citys
on the ground level, and 20 two- d
Invitation to Offer, Windmills submission
storey (plus roof terrace) townhouse
included a commitment not only r to satisfy
units with courtyard access. The
the Citys requirements to include
e energy
courtyard is elevated above the retail
efficiencies in the building, butt also to
floor. The Vento was completed and
achieve LEED8 certification. Ata the time,
occupied in 2005 and the Acqua in i
this component did not gain Windmill
2007. l
additional points during the Phase 1 offering
by the City. However, the land disposition
They chose these sites to bid on
process for Phase 2
because their location was
awarded points to proposed projects that are
compatible with the projects green
built to a LEED standard. For Vento, Windmill
building concept
achieved a LEED Canada-NC
including redevelopment of a former
1.0 Platinum rating. Windmills projects
parking lot; easy access to public
also include two affordable units in each
transit (max. 575 m from a transit
building, which were sold to the City at
station ); good pedestrian connection
cost. The affordable units are owned and
to the LRT and bus routes; and
managed by Calgary Housing Company.
proximity to many amenities. They

8
The LEED system (Leadership in Energy and Environmental Design), grades buildings in areas such as energy and water
consumption, indoor-air quality and use of renewable materials. Ratings for this sustainable design range from certified
(26 to 32 points) to platinum (52 to 69 points).
 sales to the fact that there was more demand
for new homes and the green features in their
projects compared to their competitors
projects.
Parking in an interior
courtyard at the
Vento In most projects of this scale, where it is
FIGURE 9

more typical to have only one developer

involved, the developer is often competing
with itself. The land disposition process and
the limit on purchasing two lots per phase
imposed by the
City resulted in a positive environment for
marketing in the neighbourhood. With two
projects that came to market in two different
calendar years, Windmill noticed an
appreciable increase in sales and sale prices
(as well as construction costs which ultimately
determined price). The second project sold for
much higher prices and much faster. This was
attributed to the overall real estate market
and market recognition that The Bridges is a
great place to live.

The townhouses in Vento sold from $206,400 provided bike storage facilities as well as end of trip
to $302,400 in 2004 prices, which compares facilities for homeowners and retail tenants and
to the Calgary average new townhouse price employees. The secure end of trip facilities include a
of $181,474 the same year.9 The townhouses shower, lockers and changing room.
in Acqua ranged from $390,100 to $590,000
in 2006 prices, compared to the average new Key Factors of Success and Lessons
townhouse selling price in Calgary of Learned
$273,082 in 2006.10 Builders
Windmill indicated that the projects met the
Windmill is increasingly being recognized for
companys profit expectations. It attributed the
designing, developing and building green
success of the quick
urban developments. The project was
marketed to promote green building and
lifestyle benefits that include close proximity to
surrounding amenities including transit.

Parking and Bicycle Storage

There are 1.25 parking stalls per residential
unit (underground), plus nine commercial
stalls in Vento and 19 commercial stalls in
Acqua. Windmill Development Group Ltd.
RESIDENTS PERSPECTIVE purchasing in this location. Seven said that
proximity to transit had at least some
Ten residents from Phase I buildings in
influence on their purchasing decision. The
The Bridges were interviewed in 2007;
most frequently cited main reason was the
four of whom live of the Vento building.
locations proximity to amenities.
While the sample size is considered too
small to be statistically significant, the
Overall, respondents were very satisfied with
results provide some indication of the quality
residents transportation preferences of the project. Most reported being satisfied
and reasons for choosing to live in The with the amount of parking provided for their
Bridges. personal use and eight were satisfied with
the parking provided for visitor use. All
Reason for Choosing that respondents reported being very satisfied or
Location somewhat satisfied with the character of the
Proximity to amenities and work neighbourhood, that is, the style and type of
figured high in the list of four housing, landscaping, shops and so on that
respondents main reasons for contribute to the atmosphere of the area.

9
CMHC, Prairie and Territories Market Analysis Centre, Calgary
10
CMHC, Prairie and Territories Market Analysis Centre, Calgary
 very convenient. Two reported changes to how
All were satisfied with the amenities in the they got around; one respondent walked more
neighbourhood, such as shopping, services, and one drove less.
schools, and recreation. Eight were very or
somewhat satisfied with the overall cost of
living in this location even though the unit
price was higher than that of their previous
dwelling. This higher price was generally
accepted mostly because of design features of
the units. Transit proximity and
neighbourhood amenities received equal
responses but this was less of a factor for
accepting a higher cost. The design and
appearance of the buildings and size of the
units were very well-liked by most residents,
eight of whom said they were very or
somewhat satisfied with these aspects of the
project.
FIGURE 10

Vento development Source: City

of Calgary
common and
private
residential spaces

Travel to Work, Shopping and School

Of the eight respondents still working every
day, four said they cycled to work, two took
transit, one walked and one drove alone.
Seven drove to shopping whereas the
remaining walked or cycled. For most
respondents, travel choices had not changed
significantly since moving to this location.
Those using transit frequently rated the trip
to the bus stop as somewhat pleasant and
SUMMARY AND LESSONS LEARNED not only possible, but very marketable.

The Developer The Vento is the first realization of Windmills

vision to create a landmark portfolio of green
The Bridges is an excellent example of a real estate developments. It is the first
large scale,
residential mixed use project in North
transit-oriented infill development. The
America to be awarded a LEED Canada-NC
project has provided a model for the City of
1.0 Platinum rating.
Calgary and other municipalities to create
Seizing the opportunity of The Bridges offered
successful transit-oriented developments.
the opportunity for Windmill to live up to the
The key lessons learned include: having
goals of the City. The success of the Acqua
clear objectives and processes at the outset;
and Vento has the potential to inspire builders
undertaking an effective public consultation
in future phases to do the same.
process with a broad mix of stakeholders;
and intensifying densities with a built form
that is pedestrian-oriented and integrates
into the surrounding community. In order to
realize the vision created through the
planning process, the Approving Authority
must be flexible and be prepared to adopt
standards that achieve transit-oriented
development.

The Bridges has also demonstrated that

when a municipality has a strategic parcel of
land that has the potential to meet city-wide
or local objectives, or both, it is beneficial to
assume both roles as approving authority
and land developer. In order to be successful
however, it must augment public sector skills
and processes with private sector expertise
and practices. By acting as land developer
for The Bridges, not only were City
objectives realized but the Calgary General
Hospital Fund will provide funds for future
projects that will benefit all Calgarians.

The Builder
The Acqua and Vento are leading-edge green
buildings that are highly suited for a transit-
oriented community. Through the success of
these projects, Windmill Development Group
Ltd. showcased innovative green building
design that realized the Citys sustainability
objectives. Through a strong relationship,
Windmill and the City were able to
demonstrate that such green innovation is
 Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
y

CONTACT INFORMATION
Land Development Acqua and Vento Builder Transit authority
Planner

Colleen Roberts, Jonathan Westeinde Paul Donker, Dave Colquhoun

B.E.S., M.A. Project Managing Partner Coordinator, Lead,
ManagerThe Bridges Windmill Established Transportation,
Land Servicing and Development Community Sustainable City
Housing, Group, Ltd. Planning Team, City of
Corporate www.windmilldevelopme Land Use Planning Calgary,
Properties and nts.com Phone: 613- and Policy #8117, Transportation
Buildings 820-5600; City of Calgary Department
City of Calgary Fax: 613-820-2460 Phone: 403-268- P.O.Box 2100,
Phone: 403-268- 4804; Stn.M
2214; Fax: 403-268-3542 Calgary, AB T2P 2M5
Fax: 403-268- E-mail: Phone: 403-268-
1948 1501;
paul.donker@calgary.
E-mail: Fax: 403-268-
ca
colleen.roberts@calgar 1874
y.ca
www.thebridges.ca
FIGURE 11

The Source: City

of Calgary
Bridges
site plan.

2009, Canada Mortgage and Housing

Corporation Printed in Canada
66652

Produced by CMHC 30-10-09

Tr ansit-Or iented Development Case Study THE BRIDGES, Calgar
y

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