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

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

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

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

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

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

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)

City-owned Lands

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

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

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

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)

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”

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

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

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

Arenas Dec 8 2015 – 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

12/28/2017 Community Halls Dec 8 2015 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

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

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 21 2016 from the Library Board Report including implementation recommendations will be brought forward July 12, 2016

Libraries – Dalton Community Centre & Library

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

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

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