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

2. 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”

3. 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

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

5. 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

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

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

8. 6/5/2018
Victoria Road Hall

9. Coboconk Train Station
6/5/2018
Coboconk Train Station

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

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

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