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215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE Doug Gilchrist - Divisional Director Percent of General Fund Operating Division Summary = $3.3 Million 3% Urban Planning 24% Development Services 13% Real Estate 11% 97% Subdivision, Agriculture & Environment 18% Policy & Planning 34% Community Planning & Real Estate ($136,71) General Fund Operating = $112.9 Million Division Overview Revised Adopted Financial Plan Expenditures 214 215 Change from Prior Year Percent Change Net Operating 3,648,264 3,318,15 (33,159) (9.%) Capital 341,5 2, (141,5) (41.4%) Total Expenditure 3,989,764 3,518,15 (471,659) (11.8%) Authorized Positions 77.1 78.3 1.2 1.5% Page G1
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE The CP & RE Division plans for and facilitates the orderly, sustainable growth of our City and manages all land assets. All public and private sector development in the City is approved through this Division; including strategic City initiatives that strive to deliver on the multiple bottom line objectives of the community environmental, social and economic. Development Services Development Services develops and implements operational policies, processes and practices to ensure compliance with bylaws, codes, regulations and Council policies with respect to development approvals in the City. These rules govern the development process for subdivision development, road construction, utilities installation and the erection of buildings right through completion and occupancy. Real Estate The Real Estate Department serves to maximize the value and utility of Kelowna s Real Estate Assets to a standard that sets the benchmark for the best mid-sized city in North America. In order to accomplish this goal they are committed to being fair, equitable, and efficient when acquiring, developing, managing, maintaining, and disposing of the City s real estate and building assets. Strategic Planning The Strategic Planning Department is a flexible and innovative group mandated to address divisional performance management, emergent planning related issues and special initiatives as required. Subdivision, Agriculture & Environment The Subdivision, Agriculture & Environment Department is focused on guiding sustainable land use which will support the community vision in OCP, protect and enhance our natural environment, and foster healthy and productive agriculture recognizing the vital role each play in the success of our economic future. Urban Planning The Urban Planning Department is a forward-looking branch that plans, promotes and advocates change that moves this city towards the Kelowna envisioned by the citizens we serve. The work of this Department concentrates on planning and executing for the development needs of today, processing land use, development permit applications, and providing advice and information on planning processes. Policy & Planning The Policy & Planning Department is primarily responsible for land use policy development, monitoring and reporting. In addition this department develops a long range vision for the City and in part, delivers this vision through partnerships, policy and program administration. Page G2
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE Drivers & Activities Division Drivers Adding Value for Citizens and Customers o strong planning principles o support investment ( being open for business ) o eliminate low value activities o customer focused at all times o seek opportunities for solving client challenges Innovation Through Measured Risk Taking o creative, out of the box solutions o practical approach o welcoming of change and an obligation to challenge the status quo o being leaders in our industry (not just our City) Collaborating and Communicating Effectively o encouraging diverse perspectives o seeing the whole City as the team o matching our external customer service with our internal o relationship building and a customer first mentality o industry outreach Following Through A Focus on Results o Meaningful results o getting the ball over the line o a team approach to project delivery o measuring and monitoring results Balancing Facilitation and Regulation o finding the Multiple Bottom Line (MBL) o solutions oriented o being a true public servant o practical interpretation of the rules o we do not hide behind policy Activities by Council Priority Grow our economy Initiate a Civic Precinct plan for downtown Establish a North End Area Redevelopment Plan (Phase I) Conduct a review of the Westside Gravel Pit future land use Support the Airport redevelopment land analysis Establish a service delivery agreement with Ministry of Transportation Development application tracking and mapping improvements Page G3
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE Enhance citizens quality of life Develop supporting pedestrian and cycling infrastructure policy based on a completed master plan Establish multi-modal transportation targets to achieve Official Community Plan (OCP) objectives Foster a Healthy City partnership with IHA and UBCO Complete the Downtown Parking Plan review and update Complete the Hospital Area Parking Plan Osprey parking lot expansion Pandosy Village Continue community outreach program Focus on results Conduct quality assurance audits for Building & Permitting Enhance accountability frameworks and reporting Heritage procedures bylaw, sign bylaw and zoning bylaw updates New operational plans for the Library Parkade expansion and Ellis Street parkade Launch the on-line ticket dispute system Create an asset management plan for Parking Branch Deliver on our plan Implement Development Process Review recommendations o Technological improvements o Improved feedback mechanisms o Streamlined circulation o Enhance community outreach Deliver on the physical investment of the Our Rutland community engagement project Support Central Green phased development Acquire the CN Corridor Establish an innovative Urban Infill Challenge initiative Conduct a public place making project Redevelopment partnership for Lakeshore Mobile Home Park Page G4
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 144 (92,92) (136,71) (136,71) Net Operating Expenditures (92,92) (136,71) (136,71) PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Development Services 148 Development Services (2,526,685) (2,477,467) (2,776,667) 149 Building, Plumbing & Gas Inspections 1,194,83 1,197,196 1,318,196 151 Building & Permitting 1,518,942 1,551,31 1,586,671 178 Development Engineering 426,668 372,295 322,445 Net Operating Expenditures 613,728 643,55 45,645 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Policy & Planning 117 Community Planning 521,128 442, 153 Policy & Planning 41,587 614,66 883,346 235 Long Range Planning 215,731 277,76 277,76 Net Operating Expenditures 1,138,446 1,333,826 1,161,16 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Subdivision, Agriculture & Environment 147 Subdivision, Agriculture & Environment 32,78 313,596 316,94 181 Subdivision, Agriculture & Environment Service 379,35 33,63 37,669 Net Operating Expenditures 681,815 617,199 623,763 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Real Estate 116 Real Estate Services 265,52 349,274 359,924 118 Strategic Land Development 93,92 7,477 7,477 155 Real Estate 232,329 217,991 217,991 157 Property Management (253,659) (61,382) (51,626) 252 Parking Services (149,99) (15,) (15,) Net Operating Expenditures 187,274 363,36 383,766 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Urban Planning 145 Land Use Management 133,855 146 Urban Planning 439,822 561,426 569,427 253 Strategic Planning 92,56 266,99 266,99 Net Operating Expenditures 666,237 827,525 835,526 Total Division Net Operating Expenditures 3,195,48 3,648,264 3,318,15 Page G5
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE PERFORMANCE MEASURES Actual 213 Estimated 214 Proposed 215 PROGRAM OUTPUTS Development Applications Received 447 595 622 Development Files Authorized By Council 28 37 42 Subdivision Applications 97 118 12 Soil Deposit Applications 11 12 13 ALR Applications 16 17 18 Reports to Council per FTE 6 21 25 Oversight of Council Committees 2 2 2 Construction value of Building Permits 339 M 291 M 295 M Building Permits 1,98 1,889 2,15 Gas Permits 2,788 2,54 3,16 Plumbing Permits 1,47 1,31 1,62 Total # of Building Inspections 9,17 9,85 9,45 Total # of Plumbing & Gas Inspections 11,4 11,156 11,7 Development Applications reviewed 374 4 375 Engineering Construction Drawings 72 85 9 Utility Drawings reviewed 448 6 5 Building Permit Applications reviewed by Dev. Engineering 35 4 4 Strata Applications reviewed by Dev. Engineering 5 1 5 Road Releases reviewed by Dev. Engineering 25 3 2 Letter of Credit Updates reviewed by Dev. Engineering 5 3 5 Deferred Revenue Releases 12 2 25 3rd Party Releases of Right of Ways 17 3 3 As-Builts Drawings reviewed 48 45 5 Total # of Site Inspections conducted by Dev. Engineering 92 1 85 Property Acquisition Total Value $5,, $5,, $5,, Area (acres) 5 75 75 Parcels acquired 15 11 15 Park Property Acquisition Value $3,, $1,, $3,, Area (acre) 15 4 15 Parcels acquired 1 2 5 Surplus Property Disposition (full title and/or partial) Total Value $3,, $8,5, $3,, Area (acres) 7 15 5 Number of dispositions 1 1 6 Arrears ratio building (Amount Collected / Amount Due) 9% 95% 95% Rental Vacancy Rate 5% 5% 5% PROGRAM OUTCOMES Staff initiated Zoning Bylaw amendments (improvements) 7 14 15 New or revised policies 1 New or revised info packages (web updates, brochures etc.) 15 % of 1-2 family building permit applications approved for 93% 96% 96% issuance within 1 working days % of building permit applications for commercial, multi-family, 8% 85% 85% industrial and institutional approved for issuance within 2 working days % of inspections made within 48 hours of request 91% 96% 97% % of Service Requests concluded within 5 working days of report 9% 92% 93% % of average number of open files that were processed to completion 85% 9% 93% Page G6
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE PERFORMANCE MEASURES Actual 213 Estimated 214 Proposed 215 Okanagan Lake Foreshore Restoration & Rehabilitation (ha).28.13.13 Stream Restoration & Rehabilitation (ha) 8.4 2.1 2.2 Natural Slope Restoration & Rehabilitation (ha) 16.2 49.6 49.8 Infrastructure Tenure (Drainage, Sewer, Water, Hydro) Requested (Civic / Development) 5 55 55 Completed 5 55 55 Transportation Tenure (Road reserves, widenings) Requested (Civic / Development) 2 25 25 Completed 2 25 25 Assessed value of City Real Estate Assets Land $1.1B $1.3 B $1.5 B Improvements $31M $315 M $32 M Area of City owned Land 4,33 ac 4,9 ac 5,3 Percentage of municipality owned by the City (excluding roads) 9.93% 1.% 11.% EFFICIENCY MEASURES Average number of development applications per Planner 64 85 89 Average number of total applications per Planner 81 83 85 Average number of inspections per inspector 1,996 2,59 2,22 % of inspection costs recovered by permit revenues 1% 1% 1% % of building permits issued within 2 days or less 8% 12% 17% Interdepartmental initiatives participated in 21 46 5 Director Approved Development/Heritage Permits 68 75 77 Monthly Average of Development Customer Inquiries 875 15 11 Maintenance program ratio 2% 5% 7% Current agreement ratio 85% 95% 97% CUSTOMER SATISFACTION Closed service requests: Policy & Planning 194 11 125 Real Estate 4 4 4 Urban Planning 75 12 115 Subdivision, Agriculture, Environment 1 125 Development Services 325 325 325 Presentations to external interests 25 25 Business improvement initiatives 8 1 1 Online satisfaction survey (internal clients) - Real Estate 8% 8% 8% Online satisfaction survey rating (Commercial tenants) 8% 8% 8% Online satisfaction survey rating (Residential tenants) 8% 8% 8% Online satisfaction survey rating (Civic tenants) 85% 9% 95% INNOVATION AND LEARNING 22 Building & Permitting staff achieved certification 22 22 22 Building & Permitting created an information booklet Development Application Process Review Improvements 1 4 6 Planning Professional Memberships 6 6 8 Page G7
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE General Fund REVENUES / EXPENDITURES BY CATEGORY Actual 213 Revised 214 Provisional 215 REVENUE PROPERTY TAX PARCEL TAX FEES AND CHARGES ( 7,724,151) ( 6,9,485) ( 8,663,425) OTHER REVENUE ( 127,647) ( 42,58) TRANSFERS FROM FUNDS Special (Stat Reserve) Funds ( 19,) ( 88,) Development Cost Charges Accumulated Surplus ( 388,356) ( 798,27) ( 225,) TOTAL REVENUE ( 8,24,154) ( 7,76,335) ( 8,976,425) EXPENDITURES SALARIES AND WAGES 6,54,244 6,693,475 6,81,532 INTERNAL EQUIPMENT 184,455 2,116 144,4 MATERIAL AND OTHER 2,18,976 2,71,274 2,225,977 CONTRACT SERVICES 891,949 833,918 1,115,338 DEBT INTEREST DEBT PRINCIPAL INTERNAL ALLOCATIONS 97,8 96, 26,63 TRANSFERS TO FUNDS Special (Stat Reserve) Funds 868,843 858,854 1,772,691 Development Cost Charges Accumulated Surplus 743,295 24,962 27,962 TOTAL EXPENDITURES 11,435,562 11,48,599 12,294,53 NET OPERATING EXPENDITURES 3,195,48 3,648,264 3,318,15 CAPITAL EXPENDITURES GROSS EXPENDITURES 1,582,482 5,936,87 1,846,4 OTHER FUNDING SOURCES ( 1,382,482) ( 5,595,37) ( 1,646,4) TAXATION CAPITAL 2, 341,5 2, NET OPERATING & TAX CAPITAL EXP. 3,395,48 3,989,764 3,518,15 AUTHORIZED FTE Budgeted Actual Revised Provisional POSITIONS 213 213 214 215 Salaried 7. 67.9 72.2 73.2 Hourly 4.7 8.2 4.9 5.1 Page 1
215 FINANCIAL PLAN COMMUNITY PLANNING & REAL ESTATE Description of Operating Program Changes TOTAL FTE 214 Revised Budget 3,648,264 77.1 215 Net Impacts One-time Operating Requests (1,) (1.) One-time Expenditure Reductions Incremental Costs - Prior year(s) 1,565 Salary Adjustments 17,51 Other Adjustments (14,773) Departmental Adjustments 8,349 (114,349) 3,533,915 76.1 215 Program Additions 215 Operating Requests (164,81) 2.2 215 Expenditure Reductions (51,) (215,81) 215 Provisional 3,318,15 78.3 Unfunded 215 Requests 215 Operating Requests 215 Expenditure Reductions Total Unfunded Requests for 215. Page G9
215 Operating Requests PROVISIONAL Budget Summary General Fund Page Description Cost Reserve Borrow Gov/Contr Revenue Utility Cat G1 CN Rail Corridor 2, (2,) 2 Parking Operations Coordinator 5,324 (41,411) (8,913) OG G3 G4 Civic Precinct Land Use Plan 5, Plumbing & Gas Inspector 75,1 (5,) (75,1) G5 Development Services 3,13 (3,13) OG Coordinator 6 South Pandosy Parking Plan 135,6 298,99 (434,59) OG Implementation (Operating Changes) 7 Parking Strategy - Downtown 4, (4,) OT Area Plan Development 8 Parking Services General 229,544 7,116 (929,66) OG Operating Adjustments G9.6 Permanent Building Inspector 45,9 (45,9) OG / Plan Checker G1 Permit & Inspection Revenue (4,) 4, OG Increase G11 Inspection Vehicles, 15, (15,) OT Replacement G12 UBCO Partnership 3, (3,) OG G13 Rental Properties, Concessions, (12,959) (2,848) 11,867 3,94 OG & Kiosks Adjustments 14 Parking Strategy - Hospital 33, (33,) OT District Area Plan Development 15 Chapman Parkade - Drainage 15, (15,) OT System Repairs J12 * Land Title and Survey Authority Cost Increases 2, (2,) OG Division Priority 1 Total 929,639 666,847 (1,761,296) 164,81 OT OT OG Total Priority 1 Operating 929,639 666,847 (1,761,296) 164,81 Page G11
215 Operating Request Details Division: Department: Real Estate ONE-TIME CN Rail Corridor NEW Funding will be used to complete the acquisition of the CN rail corridor and explore strategic land acquisition and disposition objectives related to the corridor. Professional & consulting services, legal, conveyance, subdivision and survey costs are anticipated. 215 2, (2,) Division: Department: Real Estate Parking Operations Coordinator ON-GOING The Parking Operations Coordinator position was left unfilled in 214 to allow for a review of responsibilities and workload. That vacancy highlighted the need for this key position within the branch. A significant upward trend in all areas (service requests, revenues, enforcement, maintenance, permits) continues and this position is critical to ensure adequate customer service levels are maintained. The introduction of pay parking in South Pandosy, combined with expanded time restrictions in residential areas have placed additional demands on the branch. Future initiatives include the development of area parking plans, each of which will require ongoing updating to maintain their relevancy. The coordinator would respond to public service requests/petitions, assist with maintenance and enforcement, provide vacation relief for field staff and assume an acting supervisory role in the absence of the Manager. NEW 215 5,324 (41,411) (8,913) 216 67,97 (55,213) (11,884) 217 67,97 (55,213) (11,884) Page G13
215 Operating Request Details Division: Department: Policy & Planning ONE-TIME Civic Precinct Land Use Plan NEW The objective of the Civic Precinct Plan is to define the vision and purpose for the Civic Precinct area, that includes creating a community-focused area in the Downtown with a unique identity and sense of place. The Civic Precinct Plan provides an ideal opportunity for the City to leverage the value of its land and building assets to deliver key goals and principles recommended by other corporate plans such as the Official Community Plan (OCP) and Downtown Plan. As the Doyle RCMP detachment becomes vacant in the upcoming years & a pre-design is done for an extension of the artwalk through this location in 215, establishing a vision and the corresponding land uses will allow strategic infrastructure & capital investment to realize the long-term plan for this landmark location in our Downtown Urban Centre. This initiative is to be proactive rather than reactive to additional development approvals in this area. 215 5, (5,) Division: Department: Development Services Plumbing & Gas Inspector ON-GOING EXISTING In 211, due to the decline of construction activity, 2.5 full-time plumbing and gas inspector positions and 1 exempt supervisor position totaling 3.5 fulltime positions were eliminated. The City has experienced an increase in construction activity in the last few years. The forecast for 215 and beyond anticipates continuation of this modest growth. Subsequently this trend has been reflecting a steady increase in the work load to the verge of not having sufficient resources to meet the mandated service delivery. Bringing one plumbing and gas inspector position back will allow proactive service delivery moving forward. According to Council Policy # 224, this position will be fully funded by permit revenue without having an impact on taxation revenue. 215 Base Budget $555,84 Focus on Results 215 75,1 (75,1) 216 1,14 (1,14) 217 1,14 (1,14) Page G14
215 Operating Request Details Division: Department: Development Services ON-GOING Development Services Coordinator EXISTING With the latest reorganization, a shared administration group was created from the existing staff within City Hall to fill the corporate need for efficient clerical support. This became a team of twelve, which warrants the elevation of one Planning Technician 1 (One Window) retiring staff members position to a Development Services Coordinator. According to Council Policy #224, the operational cost increase will be fully funded by permit revenue without any taxation impact. 215 Base budget $534,72 215 3,13 (3,13) 216 6,25 (6,25) 217 Division: Department: 6,25 Real Estate South Pandosy Parking Plan Implementation (Operating Changes) ON-GOING EXISTING This request represents estimated ongoing operating revenues and expenses related to the implementation of pay parking within the South Pandosy Town Center. An increase to enforcement staffing hours provided by the parking management contractor is included in this request. (6,25) Net of revenue and expenses = $ 298,99 will be contributed to the South Pandosy Parking Reserve Fund. With current commitments and approved expenditures, this reserve is estimated to be in a deficit position until at least 219 before any substantial new investment in parking infrastructure will be possible. 215 135,6 298,99 (434,59) 216 135,6 298,99 (434,59) 217 135,6 298,99 (434,59) Page G15
215 Operating Request Details Division: Department: Real Estate ONE-TIME Parking Strategy - Downtown Area Plan Development NEW The Citywide Parking Strategy identified the Downtown area as a neighborhood that requires a detailed Parking Management Area Plan to help deal with current and emerging/future issues. This request will allow for a detailed area parking plan to be created. Focus on Results 215 4, (4,) Division: Department: Real Estate Parking Services General Operating Adjustments ON-GOING EXISTING This request includes estimated revenue and expense adjustments related to parking rate changes implemented in 214 and revenue reductions resulting from the closure of lots where redevelopment is planned to occur in 215. Also included are operating costs and supplies for additional pay stations installed in 214, and changes to enhance reporting of revenues. Net income of $7,116 will be contributed to the Downtown Parking Reserve Fund. With current commitments and approved expenditures, this reserve is estimated to be in a deficit position until at least 217 before any substantial new investment in parking infrastructure will be possible. 215 229,544 7,116 (929,66) 216 229,544 7,116 (929,66) 217 229,544 7,116 (929,66) Page G16
215 Operating Request Details Division: Department: Development Services ON-GOING.6 Permanent Building Inspector / Plan Checker EXISTING In 211, due to the decline of construction activity, three full-time building inspector positions were eliminated. The City has experienced an increase in construction activity in the last few years. The forecast for 215 and beyond is anticipating the continuation of this modest growth. Subsequently, this trend has been reflecting a steady increase in the work load to the point of not having the sufficient resources to meet the mandated service delivery. The objective is to utilize the existing.4 budgeted position and add the.6 to make it a full-time position. Creating a full-time building inspector position will allow a proactive service delivery position moving forward. According to Council Policy #224, this position will be fully funded by permit revenue without having any impact on taxation revenue. 215 Base Budget $555,84 215 45,9 (45,9) 216 61,2 (61,2) 217 Division: Department: 61,2 Development Services Permit & Inspection Revenue Increase ON-GOING EXISTING This request is to increase permit and inspection revenue to reflect the actual and additional requested expenditures for the new Plumbing & Gas inspector and Administration Supervisor positions. 215 Base Budgets: Commercial- New Value (S351) $157, Plumbing Permits (S358) $256,921 Residential Apartment-Alteration Value (S3512) $4 Residential Semi-Detached-New Value (S3517) $12,2 Swimming Pools (S3525) $7,7 Heating Permits (S3527) $119,331 (61,2) 215 (4,) 4, 216 (3,) 3, 217 (3,) 3, Page G17
215 Operating Request Details Division: Department: Development Services ONE-TIME Inspection Vehicles, Replacement EXISTING This request is to lease hybrid vehicles for Field Inspectors, as these cars are more reliable and expand on greenhouse gas reduction targets. As a result, a payout of the seven current leases is required. This required operational expenditure is fully funded by permit revenues according to Council Policy 224. 215 base budget $39,88 215 15, (15,) Division: Department: Policy & Planning UBCO Partnership ON-GOING The Healthy City Partnership is a collaboration and research partnership with the University of BC Okanagan Campus (UBCO) and Interior Health Authority (IHA). This partnership will help all three organizations understand the relationship between healthy citizens and the performance of the built environments. Over the coming years, this partnership will include collaboration, research, action and learning regarding healthy cities. Phase 2 will feed into a Healthy City Strategy Plan (217-218) that will develop and report on measurable indicators. The partnership is intended to reinforce the collaboration by committing the partners to a set of principles and processes to facilitate activities that focus on community health, healthy built environment and quality of life for all Kelowna residents. The outcomes will promote integrated decision-making that includes social, economic, and ecological needs of our residents and our neighborhoods. The partnership will position each organization to achieve greater results than any one organization could accomplish individually. NEW 215 3, (3,) 216 3, (3,) 217 3, (3,) Page G18
215 Operating Request Details Division: Department: Real Estate ON-GOING Rental Properties, Concessions, & Kiosks Adjustments EXISTING Property Management administers the City of Kelowna's real estate assets, including vacant land, water lots, residential, commercial and industrial rental properties, and a portfolio of food and activity concessions throughout the City. This request reflects projected changes in the number and types of properties and concessions managed by the City in the 215 calendar year. A summary of revenues by category is as follows: Concession revenue adjustment: increase of $15,42 Residential rental revenue adjustment: decrease of $23,621 Commercial rental revenue adjustment: increase of $2,347 Projected changes to the portfolio include loss in revenue due to the demolition of three residential rental properties and an increase in concession revenue due to several new food and activity concessions. 215 (12,959) (2,848) 11,867 3,94 216 (12,959) (2,848) 11,867 3,94 217 Division: Department: (12,959) (2,848) Real Estate Parking Strategy - Hospital District Area Plan Development 11,867 ONE-TIME The Citywide Parking Strategy identified the area around the Kelowna General Hospital as a neighborhood that requires a detailed Parking Management Area Plan to help deal with current and emerging/future issues. This request will allow an area parking plan to be created for the area around Kelowna General Hospital. NEW 3,94 215 33, (33,) Page G19
215 Operating Request Details Division: Department: Real Estate ONE-TIME Chapman Parkade - Drainage System Repairs NEW There are ongoing issues with water pooling on Lawrence Avenue near Pandosy Street in front of the Chapman Parkade facility. When heavy rain events occur, water enters the commercial tenant spaces within the Parkade, causing minor flooding. This request is to allow for repairs to prevent reoccurrences. 215 15, (15,) Division: Department: Corporate & Protective Services Corporate & Protective Services Land Title and Survey Authority Cost Increases ON-GOING EXISTING In 214, the Land Title component of BC Online was placed under the control of The Land Title and Survey Authority (LTSA), a new crown corporation. As a result of the change, it was discovered that the City had previously been billed the exempt fee for searches, when in fact, most of the searches were not exempt. This has resulted in much higher charges going forward. In addition, there will be a 5% increase in LTSA fees as of October 1, 214. The requested budget increase reflects both of these increased costs to the corporation. 215 26,3 (26,3) 216 26,3 (26,3) 217 26,3 (26,3) Page G2
215 Reduction Requests PROVISIONAL Budget Summary General Fund Page Description Cost Reserve Borrow Gov/Contr Revenue Utility Cat G1 Offsite/Oversize (51,) 51, OT Division Priority 1 Total (51,) 51, Total Priority 1 Reduction Requests (51,) 51, Page G21
Division: Department: 215 Reduction Request Details Development Services Offsite/Oversize ONE-TIME This funding is used to complete improvements to civic road and drainage infrastructure in conjunction with private development efforts as opportunity for efficiencies arise. An associated reserve has an approximate balance of $212, available for 215, therefore taxation funding for 215 is not required. Focus on Results 215 (51,) 51, Page G22