City Owned Land And Building Review 6/5/2018 City Owned Land And Building Review

6/5/2018 What are we starting? Core Service Review - launched spring of 2015 & 38/49 initially identified requested service reviews have been presented City adopted 2016 – 2019 Strategic Plan includes “Finalize and Execute the Core Service Review as a top 10 priority”

What are we facing currently? 6/5/2018 What are we facing currently? CKL boundary is 3,067 km2 and includes 2,700 lane km of roads to maintain 8 single pad arenas, one twin, one natural ice 18 stand alone Community halls 6 service centers 21 fire stations and 5 paramedic stations 17 library branches 11 Roads depots incl fleet in FT year round operations, 8 used for storage/winter only or leased out 135 parks plus 55 sports fields B&P maintain 211,009 ft2 incl 128,718 of City program space and 3rd party externally leased space of 58,665 ft2 Leasing 16,923 ft2 office space for Human Services & 3,492 ft2 for POA

Display of location of various services 6/5/2018 Display of location of various services

What are we facing currently? (con’t) In total approx 757 of land & buildings are CKL owned properties (58 km2 of the City’s 3,067km2) MPAC Assessed Values 2012

Display of all City 757 parcels of owned vacant land & land with buildings

What are we facing? Maintain approx 200 buildings & structures per City’s Asset Management plan with a 2013 replacement value of $147,603,061

6/5/2018 Victoria Road Hall

Coboconk Train Station 6/5/2018 Coboconk Train Station

6/5/2018 What are we doing now? Utilizing available space post amalgamation and making it “FIT” the current business operating model Maintaining segregated and stand alone buildings that require R&M, cleaning, hydro, gas/heating fuel, capital outlays, etc etc Office staff at various locations around the City because space was available Additionally, leasing space to accommodate the office space needs for Engineering, Public Works Admin, Real Property and Human Services staff

6/5/2018 Opportunity To corporately review the building/land inventory and reduce the City’s overall built footprint Re-Establish spacial needs to maximize the existing footprint and deliver City services in most cost efficient and effective manner To consolidate services to improve overall program delivery ie fire hall/library/depot on city owned land To review the cost benefit on the need to lease office space by developing longer term plans Form partnership to leverage grants and infrastructure funding – need decision making tools on space in the shorter term

Short term Opportunities To partner with KLHHC and incorporate Affordable Housing development with office space for Human Services – provides economies of scale To review office space needs and develop a methodical approach to centralize space and reduce “one off” office space footprint – provides economies of scale vs current geographic disparate model

What steps is City taking? Undertaking a process to determine future growth requirement spatial needs Compiling all various master plans and studies and reviewing with a corporate perspective Developing a portfolio management approach that rationalizes all of the City’s plans and reviews overall footprint Rationalizing/Maximizing consolidation for program delivery to the taxpayer “One Stop Shop” Reviewing corporate resources and capacity to manage the large diverse portfolio of land and buildings to enhance this program area

Future State of Portfolio Management 6/5/2018 Future State of Portfolio Management Land Management Acquisition & Disposal of Real Property By-law and Policy Land Management Committee Asset Management Asset Management Plan Eligible for Funding Life Cycle Project Operating Costs Condition Assessments Building & Property Maintenance and mothballing Protection of Assets Expertise to identify issues Department Needs Master Plans Needs of the business unit to align with corporate objectives Defining Service Levels

What are the Guiding Principles to Portfolio Management 6/5/2018 What are the Guiding Principles to Portfolio Management Treat all space as “Corporate” No net footprint increase of City land or buildings or office space New builds include a green building standard Invest in the community with an awareness of heritage assets and complex ownership models in existence Enhance service delivery Financial sustainability – make sound financial decisions (ie alternatives to leasing) Achieve highest and best use of City properties Consider current footprint consolidation and future expansions in serviceable areas Community access/accessibility to City facilities

Emergency Procurements Approved 6/5/2018 Urgency for Change As included on today’s agenda is the Treasurer’s 2015 unaudited financial results Reserves are continuing to deplete to the point of non existence Continuing degradation of City buildings is necessitating the need for Emergency capital outlays and there are no reserves to fund these requirements Emergency Procurements Approved 2013 $ 389,152 2014 $ 631,565 2015 $ 651,119 2016 to Date $1,359,050

Urgency for Change Need for longer term dynamic plans that leverage opportunities to capitalize on funding Need to make decisions today and lay out the plan for longer term implementation Enhanced service delivery is dependent on portfolio management model and the retirement of aged & underutilized assets to avoid large future capital outlays Long term portfolio management framework that will establish City’s plans to service the projected growth to 2041 of 107,000

Conclusion By end of Q2 all asset review and core service presentations initially identified by Council will be complete Concurrently doing more immediate review of existing office space footprint to support program delivery and enhanced services Continue to review master plans & service delivery model

Conclusion (continued) Recommendations on portfolio management framework are being brought forward in order to execute decisions of core service and future enhanced service delivery Need for core service recommendations: 1. Reduce and sell surplus lands 2. Rationalize office space perspective 3. Overall integration of programs & services and layer on the space needs for the future

Sackville Municipal Building, NB 6/5/2018 Sackville Municipal Building, NB

Vancouver Mixed Use Municipal Facility 6/5/2018 Vancouver Mixed Use Municipal Facility