1. Core Service Review Land & Buildings Ron Taylor Sara Beukeboom
12/28/2017
Core Service Review Land & Buildings Ron Taylor Sara Beukeboom

2. 12/28/2017
What are we doing?
Core Service Review - launched spring of 2015 & 38/49 initially identified requested service reviews have been presented
Early in 2016, the City adopted our 2016 – 2019 Strategic Plan
Strategic Plan emphasizes “Finalize and Execute the Core Service Review” as a top 10 priority

3. City of Kawartha Lakes Corporate Strategic Plan Framework
Vision Naturally beautiful, offering an exceptional lifestyle
Mission Providing responsible, efficient and effective services
Strategic Goals
A Healthy Environment
An Exceptional Quality of Life
A Vibrant & Growing Economy
Strategic Enablers
Responsible Fiscal Resource Management Effective Human Resources Municipal Service Excellence Efficient Infrastructure & Asset Management
Values Collaboration – Continuous Improvement – Excellence – Innovation – Results

4. Objectives
Review core services the City should deliver, define service levels and maximize resources to efficiently deliver
Right-size our City budgets
Maintain an affordable, equitable and sustainable “City-wide” service delivery model
View long term growth (107,000 population by 2041) and budget pressures to execute and sustain service delivery excellence
Reduce the City’s net footprint

5. What are we facing currently?
12/28/2017
What are we facing currently?
CKL boundary is 3,067 km2 and includes 2,700 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
16 library branches
11 Roads depots
135 parks plus 55 sports fields
2 pools
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, in addition to Peel St building

6. Locations of various services
12/28/2017
Locations of various services

7. What are we facing currently? (con’t)
The City owns approximately 757 parcels of land totaling over 58 km2
Maintain approximately 200 buildings & structures per the City’s Asset Management Plan (with a 2013 replacement value of $147,603,061)

8. City-owned Lands

9. Urgency for Change Need to rationalize & down-size
our inherited land & building
portfolio – current model is not sustainable
Need to make difficult decisions today to best deliver core programs and services over the longer term
Continuing degradation of buildings is necessitating the need for Emergency capital outlays & there are no reserves to fund these requirements

10. 12/28/2017
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 the most cost efficient and effective manner
To consolidate services to improve overall program delivery, where feasible ie fire hall/library/depot on city owned land
To review the cost benefit on the need to lease 3rd party space by developing longer term plans
Form partnerships to leverage grants and infrastructure funding – need decision making tools on space in the shorter term

11. What have we done?
39 out of 49 initially identified core service reviews have been presented/reported
(Refer to Core Service master schedule document)

12. What are the net positives of this exercise?
Automated previously manual intensive processes (new ERP will enhance as well)
Gained efficiencies across all divisions reviewing processes with a lean approach
Launched Communications & Marketing, Ec Dev and HR Strategies
Reduced fire halls from 21 to 19 in initial review
Integrated spatial requirements with Library Board
Documented consistent standards and processes across the organization (ie winter control, fleet, sweeping protocols)

13. What is Remaining to do?
Present background and information on the remaining 10 core service reviews being
Communications & Marketing Review
Facility Maint & Repair work (incl contract admin)
Ec Dev Review
Fire Fleet service review
Fire Medical Response review
Solicitor legal review
City hall operations
POA
Police Services
Make Recommendations on Assets to reduce City footprint
Develop and implement a “Portfolio Management Model”

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

15. What are the City’s Guiding Principles to Portfolio Management
12/28/2017
What are the City’s 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
Long term capital plan this is affordable, sustainable & efficient

16. City’s Portfolio Recommendations
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
3. Overall integration of programs & services and layer on the space needs for the future

17. Arenas
Dec – Council resolution to reduce ice pads from ten (10) to eight (8) by consolidating six (6) single pads into two (2) twin pads
Stakeholder & Public meetings held April 25th & 26th
Report including implementation recommendations will be brought forward June 28, 2016

18. 12/28/2017
Community Halls
Dec Council resolution to initially reduce stand alone community halls from eighteen (18) to twelve (12), by closing two (2) per annum in 2016/2017/2018
Report including implementation recommendations will be brought forward third quarter 2016

19. Service Centres
Presentation outlining background information to Council July 8, 2015
Report including implementation recommendations will be brought forward June 7, 2016
Staff reviewing customer service standard development and customer service delivery model

20. Libraries
December 2015 Library Board presented Strategic Plan, including steps to reduce from current eighteen (18) model to fourteen (14)
City staff attended Library Board meeting May 5, 2016 to overview Council’s core service objectives and program
Council to receive update to the Dec 2015 presentation on June from the Library Board
Report including implementation recommendations will be brought forward July 12, 2016

21. Libraries – Dalton Community Centre & Library

22. Fire Halls
November 2015 Council resolved to reduce current stations from twenty one (21) to nineteen (19) in the initial phase
Report including Peer Review implementation recommendations will be brought forward June 28, 2016

23. Parks & Sports Fields Currently reviewing 2016 Operations
Report including implementation recommendations will be brought forward quarter four 2016

24. Future State of Portfolio Management
12/28/2017
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