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From YouTube: Special Council Meeting - March 31, 2022
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A
Okay,
great
thanks
so
good
afternoon,
welcome
to
the
special
council
meeting
of
march
31st,
of
course,
big
knowledge
we're
in
the
unseated
traditional
homeland,
so
the
muskegon
squamish
and
stable
these
people
and
thank
them
for
having
care
for
this
land.
I
look
forward
to
working
with
them
in
their
in
partnership
as
we
grow
this
great
city
together
and
thanks
to
staff
who
have
been
doing
an
extraordinary
job
which
we've
come
to
expect.
So
thanks
very
much
for
all
the
work
that
you
do
with
the
roll
call.
Please.
D
A
Thanks
very
much
council
before
we
start
the
special
meeting.
I
just
want
to
acknowledge
that
today
is
the
transgender
day
of
visibility.
A
March
31st
is
the
transgender
day
of
disability,
and
today
we
acknowledge
the
many
contributions
of
transgender
non-binary
and
two-spirit
people
and
the
great
contributions
they
make
to
this
city,
and
I
think
I
can
speak
for
all
of
us
when
we
say
we
stand
with
you
and
support
you
today
and
every
day,
so
to
recognize
this
day,
we'll
be
illuminating
city
hall
tonight
in
blue,
pink
and
white,
in
recognition
of
transgender
day
of
visibility.
A
Moving
on
to
today's
meeting,
this
special
council
meeting
has
been
called
in
accordance
with
section
14.5.
The
procedure
bylaw
purpose
of
the
meeting
is
to
provide
counsel
with
an
overview
of
the
preliminary
draft
of
the
2023-2026
capital
plan
and
have
an
opportunity
for
council
to
input
into
this
council.
Our
input
will
be
incorporated
in
the
subsequent
draft
capital
plan
that
will
be
brought
back
to
council
on
april
26th.
A
A
memo
from
deputy
city
manager,
karen
levitt,
has
been
circulated
to
council
and
is
posted
on
the
city's
agenda
webpage.
This
is
a
public
meeting,
so
folks
will
be
watching
or
can
come
to
the
council
chambers.
This
memo
includes
an
overview
of
the
proceedings
for
today,
midway
through
the
staff
presentation
staff
suggests
we
pause
for
a
round
of
questions
before
continuing
with
the
remaining
staff
presentations
to
council.
A
That
time,
council
may
also
consider
a
second
round
of
questions
which
staff
suggest
occur
after
the
conclusion
of
the
staff
presentations
at
the
continuation
of
this
meeting
on
april
7th
so
hear
a
bunch
of
presentations
have
a
round
of
questions
here.
A
bunch
more
presentations
have
another
round
of
questions
seems
to
be
the
approach
here,
although
we
can
alter
on
the
way
if
you
like.
A
The
memo
further
suggests
that
council
recess
the
meeting
today
by
7
pm
and
continue
the
meeting
next
april.
Sorry
next
thursday
april
7th
at
3
p.m,
with
the
remaining
staff,
presentations,
questions
to
staff
and
council
discussion,
and
you
don't
have
to
keep
that
all
in
your
heads,
we'll
I'll
just
give
you
options
as
we
move
through
the
meeting.
A
Please
note
there'll
be
no
public
speakers
at
today's
special
council
meeting.
When
this
we
know
public
speakers
at
this
meeting
or
when
the
meeting
reconvenes
members,
the
public
may
send
comments
to
council
by
using
the
online
web
form
listed
on
the
meeting
agenda.
Web
page
council
may
view
these
proceedings
online
or
attend
in
person
at
city
hall.
Robust
public
engagement
will
begin
in
may
to
gather
the
public's
feedback
on
the
draft
capital
plan.
A
Speakers
will
have
an
opportunity
to
address
council
on
the
draft
at
the
council
meeting
on
april
26th,
so
these
next
two
meetings
are
really
for
our
input
and
for
the
public
to
kind
of
get
a
brief
preview
of
what's
to
come.
Then
they'll
be
around
the
public
consultation
and
they
will
have
a
public
meeting
on
april
26th
with
the
final
2023-2026
capital
plan
decided
at
the
council
meeting
on
july
6th.
So
quite
a
long
runway.
Here
to
our
final
decision
council.
A
I
suggest
we
might
want
to
extend
this
meeting
past
5
pm
to
allow
for
questions
to
staff
and
staff
presentations
and
reset
sorry
recess
at
or
before
6
pm.
So,
although
we're
scheduled
to
7,
if
we
decide
to
go
through
dinner,
we
could
conclude
at
6..
So
is
someone
like
to
move
that
motion
now
to
set
the
the
time
frame
for
this.
C
We
continue
until
6,
00
p.m
and
and
recess,
I
assume,
is
the
correct
word
at
6
00
pm
until
next
week,
great.
E
A
Okay,
I
heard
councillor
kirby
young
first,
all
in
favor,
yay
opposed,
nay,
great
okay.
So
this
meeting
will
conclude
at
six.
So
a
few
reminders
before
we
again
begin
the
public
can
follow
along
on
twitter
at
vance
city
clerk,
for
updates
on
the
progress
of
the
meeting.
A
We
of
course
have
a
long-standing
commitment
to
equity,
gender,
gender
diversity
and
inclusion,
including
utmost
respect
for
all
genders,
which
is,
I
think,
especially
important
today,
so
remind
counsel,
then,
when
addressing
staff,
please
avoid
using
honor
gendered
honorifics
and
we
can
refer
to
folks
by
their
first
and
last
name
role
or
title
okay.
So
we
have
paul
mccree,
the
city
manager,
who
will
provide
an
introduction
overview
of
today's
workshop
and
that
should
be
around
20
minutes
or
less
so
turn
it
over
to
city
manager.
F
Thank
you
very
much
good
afternoon
council,
as
the
mayor
just
shared
with
us.
The
purpose
of
these,
it's
really
a
single
workshop-
that's
spread
out
over
two
days,
is
to
provide
council
the
opportunity
for
you
to
have
an
in-depth
conversation
about
the
development
of
the
23
to
26
draft
capital
plan.
You
can
see
behind
me.
We've
got
a
number
of
members
of
your
city,
leadership,
team
and
some
of
their
staff
here
to
answer
questions.
F
When
we
get
to
that
part
of
the
discussion,
we
also
have
on
webex
the
critical
finance
team
and
team
from
our
planning
department.
That's
been
developing
this
plan,
I'm
just
going
to
read
out
their
names,
so
you
know
they're.
There
they'll
also
be
available
to
answer
questions
when
we
get
to
that.
So
we
have
grace
chang,
rob
evans,
michelle
de
roche,
david
usugi
and
and
jonathan
ainsworth,
all
on
the
line
and
they've
been
really
a
lot
of
the
engine
behind
developing
the
plan
that
you
have
before
you
today.
F
The
mayor
at
a
high
level,
just
shared
this
with
us
paul
mccree,
our
city
manager,
is
going
to
give
a
share,
an
introduction
with
us
and
then
we're
going
to
hear
from
teresa
o'donnell
our
general
manager
of
planning,
urban
design
and
sustainability
about
the
intersect
between
the
capital
plan
and
the
city
building
work
that
our
planning
department
does
then
patrice
mp,
our
general
manager
of
finance,
risk
and
supply
chain
management
is
going
to
give
us
an
overview
of
the
draft
capital
plan.
F
You
have
before
you
today
and
then,
as
the
mayor
said,
we're
going
to
pause
and
allow
council
to
ask
a
round
of
questions.
If
you
want
to
ask
a
second
round
of
questions
that
would
bump
our
item
number
five
there
to
april
7th.
Once
we
finish
with
the
council's
questions,
we
are
going
to
have
our
general
managers
each
present,
their
respective
service
category,
an
overview
of
what's
in
the
preliminary
plan.
Right
now.
What
isn't
in
the
plan
and
what's
been
achieved
in
the
last
four
years
in
that
service
category?
F
We
will
break
at
the
end
of
this
meeting
and
reconvene
this
meeting
on
april
7th
and
we
will
carry
on
with
those
presentations
from
the
general
managers.
We
won't
get
through
them
all
today
and
then
we'll
spend
some
time
responding
to
council's
questions
about
the
large
one-off
projects,
some
of
which
are
in
the
preliminary
draft
plan.
F
Some
of
them
aren't
in
there
right
now
and
give
cancer
council
a
chance
to
again
have
a
discussion
among
yourselves
and
ask
the
staff
questions
about
that,
and
then
the
rest
of
the
meeting,
however
long
it
takes,
will
be
devoted
to
counsel
again
having
it
your
own
discussion
about
this
and
asking
staff
questions.
So
that's
the
plan,
as
laid
out
with
that,
I'm
going
to
turn
the
floor
over
to
paul
who's
going
to
share
with
you
an
introduction
about
the
plan.
Thank
you.
G
Thanks
very
much
karen
good
afternoon,
mayor
and
council
nice
to
see
you
here
and
there.
So
this
is
a
this
workshop
with
you
over
these
next
two
days
is
a
process
that
we've
not
conducted
in
the
past.
So
it's
a
bit
of
an
experiment
in
that
regard,
but
we've
clearly
heard
from
you
counsel
of
your
interest
in
being
engaged
in
the
development
of
this
plan.
As
you'll
hear
it's
a
very
complex
exercise,
we're
actually
working
on
the
plan
in
parallel
with
this
so
and
you've
heard
that
from
us.
G
So
a
lot
of
the
information
that
you're
you've
received
is
kind
of
has
evolved
very
recently
and
will
continue
to
as
was
discussed.
This
is
a
preliminary
draft
plan.
So
it's
not
it's
not
baked
in
any
respect.
It's
indicative
certainly
of
the
direction
that
staff
are
recommending,
but
there's
more
work
that
we
have
to
do
and,
of
course,
opportunities
for
you
to
provide
input
that
I'll
speak
more
about
so
in
terms
of
the
capital
planning
process.
G
So
what
we
are
talking
about
here
is
a
resource
allocation
exercise
and
it's
critical,
of
course,
to
building
the
city
as
well
and
service
delivery.
So
this
is
core
to
what
the
city
does
and
the
services
that
we
provide
to
the
residents
it.
G
It
is,
as
indicated
there
a
matter
of
allocating
scarce
resources,
so
there
there
are
trade-offs
that
staff
have
been
working
through
and
that
you,
as
council,
ultimately
will
be
called
upon
to
determine
you'll
hear
a
lot
from
from
the
public
from
other
city
bodies
that
provide
input
to
you
on
kind
of
on
issues
of
round
service
delivery
and
capital
infrastructure,
and
we'll
do
our
best
to
help
you
navigate.
All
of
that
this
compared
to
the
operating
budget.
G
The
capital
planning
process
is
orders
of
magnitude
more
complex,
both
in
terms
of
the
time
dimensions,
so
we're
talking
about
a
four-year
multi-year
plan,
but
as
well
as
a
number
of
these
other
dimensions,
I'll
walk
through
here
quickly.
So,
first
of
all,
we
have
to
take
into
account
existing
capital
programs,
so
there
is
work
in
progress
that
will
continue
from
this
capital
plan
to
the
next,
so
that
obviously
informs
the
next
four-year
cycle.
G
We
have
a
range
of
directions
from
council,
some
long-standing
some
imposed
or
implemented
by
this
council
community
plans,
long-term
strategic
plans,
resolutions,
motions
passed
more
recently
by
this
council
regarding
the
capital
planning
process,
specifically
relating
to
climate
facility,
renewal
and
infrastructure,
renewal
and
housing.
G
G
Unlike
the
operating
budget,
there
are
much
greater
restrictions
on
our
ability
to
move
money
around
within
the
capital
plan
and
patrice
and
her
team
will
talk
about
as
we
go
forward,
but
all
of
that
adds
to,
as
I
said,
orders
of
magnitude
more
complexity
than
the
typical
operating
budget
process
that
we
go
through
every
year.
I
think
this
process,
too,
is
critical.
G
You
know
the
you,
as
council,
approve
every
year
a
capital
budget
as
part
of
your
annual
budget
approval
process
that
we
go
through,
but
this
four-year
plan
is
essential
for
us,
obviously
to
be
able
to
deliver
on
the
types
of
projects
that
we're
talking
about
here.
It's
not
feasible
that
we
would
be
doing
that
planning
year
to
year
and
again,
anticipating
and
managing
the
funding
envelopes
that
we
work
with
that
multi-dimensional
or
multi-year
program
planning
program
is,
is
critical
in
terms
of
the
process
itself
and
your
inputs
to
this.
G
There
are
three
touch
points
that
are
contemplated
right
now,
so
these
workshops
that
we're
now
embarking
on
today
and
on
april
7th.
We
we
will
be
coming
back
to
you
on
april
26
with
a
draft
plan
for
purposes
of
engaging
with
the
public.
So
you
will
see
a
refined
version
of
the
plan
at
that
point
in
time
and
then
the
final
plan
will
come
back
or
the
plan
will
come
back
for
final
approval
on
july,
the
6th.
G
G
It's
ongoing
suggest
that
specific
motions
or
direction
were
probably
more
applicable
or
appropriate
at
either
in
april
or
july,
but
we
did
want
to
conduct
this
discussion
with
you
in
a
formal
council
setting,
so
that
you
have
full
range
of
kind
of
discretion
and
being
able
to
provide
us
direction.
Should
you
choose
to
do
that,
so
the
purpose
of
these
workshops
is
to
give
you
a
kind
of
an
early,
relatively
early,
in-depth,
glam
kind
of
insight
into
what's
included
in
the
draft
23-26
plan.
G
Try
we'll
do
our
best
to
give
you
insight
into
what
the
trade-offs
are
and
where
there's
opportunity,
for
kind
of
where
there
are
opportunities
for
trade-offs
within
the
plan
and
also
it's
an
opportunity
for
you
to
direct
us
on
any
particular
trade-offs
that
you
think
we
should
be
engaging
the
public
specifically
on
when
this
plan
does
go
out
for
public
engagement
at
the
end
of
the
month.
G
The
way
the
plan
is
organized
and
the
this
presentation
over
the
next
this
session
and
on
april
7th
is
organized,
is
around
service
categories
or
asset
classes
and
there's
12
different
classes
that
you'll
see
there
listed
and
then
within
each
so,
for
example,
community
facilities,
there's
a
number
of
different
asset
types
or
service
facility
types
that
are
included
there.
G
So
this
is
the
the
essentially
the
structure
that
will
be
presenting.
The
plan
to
you
in
their
council
does,
of
course,
have
other
policy
cross-cutting
policy
objectives
like
climate
resilience,
for
example,
housing,
affordability,
is,
is
a
little
bit
more
specific
in
that
we
have
an
affordable
housing
category,
but
infrastructure
and
facility
renewal
is
another
kind
of
priority
or
policy
objective.
G
You've
articulated
to
us
that
cuts
across
these
categories,
and
so
again
those
are
issues
that
we'll
have
to
talk
about
as
we
go
through
how
each
of
those
the
broader
cross-cutting
objectives
are
identified
or
addressed
in
the
specific
service
categories
and
the
plans
for
those
in
terms
of
the
discretion.
So
there
are,
as
I
mentioned,
areas
of
the
plan
where
there
there
is
less
discretion,
certainly
for
staff
and
and
for
council
as
well.
To
be
frank,
we
have
a
number
of
programs
and
projects
that
have
commenced
under
this.
G
The
current
plan
that
we're
in
now
2019
to
2022
that
will
continue
and
will
require
funding
to
complete
in
the
next
plan.
We
also
have
a
range
of
standing
or
established
kind
of
app
annual
capital
programs
that
relate
to
asset
renewal,
for
example,
where
there
really
isn't
an
option
to
spend
the
money.
These
are
assets
that
we
need
to
maintain
deferral
of
that
maintenance
either
pushes
expense
into
future
years
in
a
way,
that's
unwise
or
potentially
creates
other
safety
risks.
G
So
in
some
of
those
cases
we
don't
really
have
a
lot
of
option,
but
there
are
also.
There
is
certainly
room,
though,
for
discretion
and
for
council
to
provide
direction
on
either
specific
projects
that
are
in
and
out
particularly
large
projects
or
expansion
of
particular
programs.
Maybe
beyond
what
has
been
the
case
in
the
past
or
what's
contemplated
in
the
staff
draft,
the
plan
is
constrained
ultimately
by
funding.
G
G
So,
as
you
may
recall,
since
2019
in
each
of
our
operating
budgets,
since
that
year,
there's
been
roughly
one
percent
of
the
property
tax
increase
has
been
specifically
allocated
to
infrastructure
renewal.
So
u.s
council
have
made
a
very
significant
commitment
over
your
term.
I
would
say
to
not
only
maintain
our
infrastructure
at
a
historical
rate,
but
actually
to
provide
more
capacity
for
that
and,
as
you
hear
from
patrice,
we
do
have
a
significant
infrastructure
deficit
that
will
continue
to
drive
the
need
for
increased
renewal
rates
beyond
where
we
are
today.
G
But
that's
a
really
significant
this.
Those
are
just
very
significant
decisions
that
this
council
has
made
and
and
we're
recommending
that
that
pattern
be
continued
into
the
future,
so
essentially
a
one
percent
property
tax
increase
per
year,
specifically
to
address
our
infrastructure
deficit
on
the
development
side,
which
is
another,
the
other
major
source
of
capital
funding
for
the
city.
There's
there's
a
constraint
on
that
and
both
in
terms
of
the
amount
of
development
activity
that's
going
on
within
the
city
and
the
amount
of
funding
that
development
can
provide
for
public
amenities.
G
There
is
a
point
at
which
those
charges
become
uneconomical
and
we
actually
start
to
limit
development
and
housing
production
in
particular,
and
then
senior
governments.
Of
course,
you
know
we
continue
our
advocacy
council.
You
continue
your
advocacy
with
senior
governments
for
infrastructure
funding,
but
there's
limits
to
those
funding
sources
as
well.
G
We
will
be
presenting
in
the
course
of
the
next
six
hours,
our
preliminary
draft,
which
includes
a
set
of
trade-off
decisions
that
we've
made
based
on
direction
that
we've
heard
from
you
over
the
course
of
your
term.
G
We
will
also
be
identifying
elements
that
may
be
of
interest
to
either
the
public
to
council
to
other
public
bodies
that
are
currently
outside
the
funding
envelope
of
the
plan,
as
we've
articulated
it,
development
costs
levy,
that's
a
key
funding
source
and
the
allocation
of
defendant
development.
Cost
levies
is
another
key
decision
that
council
will
make
that
provides
funding
source
for
the
assets
that
we're
talking
about
here
so
you'll,
be
there
will
be
an
update
coming
to
you.
G
So
this
is
a
graphic
council
that
you'll
seen
before
within
the
annual
budgeting
process
and
really
breaks
down
the
current
capital
plan
2019
to
2022,
based
on
both
the
distinction
between
renewal
of
existing
infrastructure
and
amenities
and
investment
in
new
infrastructure
amenities,
and
you
can
see
the
totals
there
at
1.5
and
1.3
billion
dollars
respectively,
and
then
the
ass
allocation
within
each
of
those
buckets
to
the
different
asset
classes,
certainly
within
the
renewal
bucket,
our
underground
infrastructure,
so
water,
sewer
and
then
green
infrastructure
as
well
represent
a
significant
amount
to
over
500
million
dollars.
G
G
G
There
are
projects
that
will
not
be
completed
by
the
end
of
2022,
that's
typically
the
case
with
every
capital
cycle.
There
are
a
number
of
reasons
for
that.
In
this
case.
Obviously,
the
last
two
years
have
been
extraordinary
in
terms
of
some
of
the
external
events
that
we've
been
dealing
with,
both
in
terms
of
our
ability
to
move
work
forward
during
those
events,
so
the
pandemic,
but
also
the
impact
that
they've
had
on
our
suppliers,
supply
chain
issues,
delivery
costs,
so
inflation
rates
and
so
on.
G
We
also
have
a
number
of
projects
where
we're
working
with
third
parties,
so
whether
that's
the
provincial
government
or
bc
housing,
first
nations
partners,
the
vancouver
school
board.
So
in
some
cases
a
number
of
those
projects
are
actually
dependent
on
the
timing
of
other
parties
and
we
don't
fully
control
those.
So
that
has
an
impact
on
our
delivery.
Timing
as
well.
Staff
capacity
is,
is
another
factor
so
as
we're
holding
vacancies.
That
does
have
our
an
impact
on
our
ability
to
deliver
the
capital
plan,
so
I'll
wrap
up
then
before
turning
it
over.
G
So
in
summary,
the
draft
that
we're
going
to
be
speaking
about
over
the
next
this
this
session
and
the
next
one
does,
as
I
say,
does
fit
within
the
projected
financial
envelope
that
we
have
it
does
invest,
makes
significant
investments
in
the
key
priority
areas
that
we've
heard
from
this
council
in
relation
to
climate
affordability,
housing,
equity,
we
are
focused
very
much
on
the
renewal
of
our
existing
assets
and
infrastructure
and
there's
some
very
significant
investments
in
particular
projects
that
you'll
hear
about.
G
Specifically,
it
does
include
growth,
so
so
investment
to
provide
the
assets
and
amenities
that
we
need
to
support
population
employment,
growth
in
the
city
that
we're
contemplating
both
over
the
next
four
years
and
beyond,
and
it
represents
the
kind
of
the
best
efforts
by
staff
to
balance
the
needs
across
the
very
broad
array
of
services
that
we
provide
as
a
local
government.
H
Thank
you
paul
and
good
afternoon
council.
It's
a
pleasure
to
be
here
with
you
on
this
beautiful
spring
day.
I've
been
asked
to
just
talk
briefly
about
the
connection
between
community
planning,
city
building
and
the
capital
plan.
Vancouver
has
a
very
long
and
well
established
process
of
developing
community
plans
with
residents,
business
owners,
other
stakeholders
and
many
of
the
projects
that
you'll
see
today
have
been
landed
in
those
plans
through
that
process
of
developing
those
plans,
we
do
try
to
anticipate.
H
We
try
to
reflect
the
anticipated
growth
and
renewal
for
all
types
of
necessary
infrastructure
and
community
amenities,
and
I
would
say,
over
the
last
decade
or
so
all
of
the
plans
that
have
been
developed
by
the
planning
department
have
also
had
a
public
benefit
strategy
associated
with
them,
and
so
you'll
be
familiar
with
these.
You
hear
about
them
from
your
constituents,
I'm
sure
on
a
weekly
basis,
but
those
public
benefit
strategies
are
done
at
a
very
high,
very
conceptual
level.
H
They
typically
just
outline
some
anticipated
funding
sources
in
three
broad
categories,
whether
it's
property
tax,
partner
contributions
or
developer
contributions,
and
those
plans
typically
have
a
much
longer
planning
horizon
than
the
four-year
capital
plan.
So.
E
H
There
will
be
there
will
be
trade-offs,
as
paul
is
talking
about.
The
other
connection
with
the
planning
process
is
the
the
connection
to
the
dlcs
dcls.
Those
do
play
a
significant
role.
You've
heard
a
little
bit
about
that
from
our
city
manager
and
patrice
we'll
talk
about
that.
More
quite
a
bit
later
and
dcl's
do
apply
to
all
development,
whether
they
go
through
zoning
and
you
see
it
on
a
tuesday
or
thursday
evening
or
they
just
go
to
straight
to
dp.
There
are
a
few
exceptions.
H
The
dcl
program
and
bylaw
does
allow
for
waivers
and
exemptions,
social
housing
and
secured
market
rental
housing.
Those
projects
are
eligible
for
waivers
if,
in
exchange
for
affordability,
other
uses,
like
churches
or
small
residential
additions,
have
exemptions,
we
do
have
reduced
dcl's
on
a
handful
of
uses
like
community
centers,
neighborhood
houses,
artist,
studios
and
child's
cares.
H
H
I
Thank
you
teresa,
and
I'm
going
to
give
council
a
little
bit
of
an
overview
of
the
preliminary
2023-2026
draft
capital
plan
and
again
preliminary,
and
that
will
be
coming
back
to
you
with
a
draft
plan
and
then
in
the
end
of
next
of
next
month,
about
a
month
from
now.
I
So
in
setting
the
capital
plan,
we
obviously
have
some
key
goals.
The
first
two
ones
you'll
hear
quite
a
bit
about
through
this
presentation,
is
our
goal.
Kind
of
twofold.
One
is
renewing
our
aging
infrastructure
and
amenities,
and
I've
got
a
number
of
slides
on
that
and
then,
of
course,
building
new
and
expanded
infrastructure
and
amenities
to
serve
our
population
and
employment
growth.
I
But
even
within
those
two
pillars,
we
also
look
to
evolve
our
infrastructure
and
amenities
so
that
we're
addressing
emerging,
needs
policies,
service,
delivery
models
and
and
new
partnerships
that
have
come
up.
You
know.
Certainly
some
of
the
work
we've
been
doing
with
the
government
on
housing
has
been
a
big
shift
in
the
last
number
of
years.
I
So
that's
an
example
of
that
in
just
some
context,
when
we
look
at
vancouver
as
a
city
we're
both
a
maturing
city,
but
we
are
still
a
growing
city
and
as
a
maturing
city,
we've
got
aging
infrastructure
and
facilities
and
then,
as
a
growing
city,
expanding
that
infrastructure
and
amenities
and
and
and
any
unmet
service
expectations
of
the
population.
I
And
then
often
we
are
asked
to
fill
the
void
where
there's
growing
pressure
for
us
to
deliver
non-traditional
municipal
services
like
housing
and
child
care
and
then,
of
course,
emerging
needs
which
we've
talked
about
quite
extensively,
whether
it's
seismic
or
climate
change,
which
has
a
significant
impact
on
on
our
infrastructure
and
and
also
factors
into
our
planning
as
well.
You
know
we
have
fiscal
limitations
and
that
is
one
of
the
key
elements
of
doing
our
capital
plan.
We
manage
as
a
municipalities
municipality.
I
I
When
we
look
at
the
capital
planning
process,
there
are
three
key
elements:
we
look
at
service
strategies,
so
what
are
our
strategies
and
goals
for
our
specific
areas,
such
as
housing,
such
as
transportation,
which,
of
course,
council
has
approved
many
of
those
strategies,
and
we
also
look
at
what
the
community
strategies
are,
and
we
do
that
through
our
planning
processes.
I
Our
public
benefit
strategies
that
outline
what
our
infrastructure
should
be
looking
like
in
different
communities,
so
we've
got
the
west
end
community
plan
the
canby
corridor
and
then
the
city-wide
strategies
which
layer
across
all
of
that
resilience
sustainability.
So
we
look
at
all
of
that
as
we
as
inputs
into
our
planning
process.
I
You've
also
seen
this
slide
before
this
is
our
financial
sustainability,
guiding
principles
and
and-
and
you
can
see
at
the
bottom,
one
of
the
key
ones
is
around
asset
management
and
that
factors
very
strongly
into
our
capital
planning
process,
maintaining
our
assets
in
an
appropriate
state
of
repair
and
optimizing
our
capital
investments
to
meet
public
and
economic
needs,
while
achieving
value
for
the
investment.
I
I
Another
element:
you
know
the
renewal
versus
growth.
Another
piece,
that's
very
helpful
to
understand
when
we
look
at
capital
planning
is
the
difference
between
funding
and
financing
and
funding
sources.
That's
really
who
pays
and
financing
is
when
to
pay.
So
we
have
three
primary
sources
of
funding,
which
is
our
contributions
from
the
city
development
contributions
through
the
development
that
teresa
talked
about
and
our
partner
contributions
would
which
could
be
other
levels
of
government
and
other
partners
in
in
various
areas,
and
then
financing
is
really
when
to
pay.
I
So
we
do
have
situations
where
we
collect
funds
and
we
set
them
aside
in
reserves,
for
instance,
community
amenity
contributions,
we'll
set
them
in
a
reserve
and
then
bring
them
into
the
capital
plan
over
time.
The
empty
homes
tax
would
be
another
example
we
put
in
a
reserve
and
then
bring
it
forward
for
acquisitions
of
land
or
other
areas.
Pay-As-You-Go
would
be
things
that
you
know
are
in
our
current
operating
budget.
That
fund
capital,
sewer
and
water
are
a
good
example
of
that.
I
You'll
see,
there's
quite
a
lot
of
funding
through
our
sewer
and
water
rates
that
support
the
significant
capital
that
we
have
in
the
utility
area
and
then,
of
course,
debt,
which
is
where
we
take.
We
go
out
into
the
markets,
we
borrow
money,
but
then
we
use
our
funding
tax
funding
out
of
our
operating
budget
to
service
that
debt
and
repay
that
debt.
I
So
that's
different
between
funding
and
financing
and
it's
helpful
to
understand
as
we
go
through
our
modeling
for
for
the
capital
plan
and
again
when
we
talk
about
the
range
of
capital
funding
sources,
this
kind
of
ties,
some
of
it
together
the
city
sources.
Those
are
directed
primarily
for
renewal.
So
that's
our
property
tax
utility
fees.
I
We
do
have
things
like
empty
homes,
tax
and
some
of
those
reserves
which
can
be
used
in
some
cases
for
growth,
for
instance,
empty
homes,
tax
buying
land
for
future
housing
developments,
development
contributions
are
directly
for
new
or
expansion
of
expansion,
of
existing
amenities
or
new
amenities,
and
that's
the
dcl's.
I
We
have
our
citywide
and
area
specific
dcls
and,
of
course,
our
utility
dcl
other
cash
contributions
which
can
come
through
community
amenity
contributions,
density,
bonusing
or
connection
fees
and,
of
course,
in
kind
which
could
be
land
or
infrastructure,
and
then
partner
can
be
for
renewal
or
new,
and
we've
got
our
regional
partners
at
transit
and
metro.
We've
got
senior
governments
and,
and
also
community
non-profit
sector
or
donations.
The
key
thing
for
council
to
understand
where,
as
we
go
into
the
capital
plan,
is
that
you
can
increase
funding
through
higher
taxes
and
fees.
I
The
developers
have
determined
when
they
are
going
to
be
developing
and
when
those
those
funds
are
available
and
also
the
amount
of
it
is
subject
to,
of
course,
economic
viability
and
then
most
unpredictable
is
the
partner
funding
where
we,
you
don't
always
know
that
up
front,
and
I
think
where
this
is
helpful
is
knowing
that,
as
we
create
our
capital
plan
and
again,
this
is
our
plan
for
the
next
four
years
through
the
budgeting
process,
as
paul
mentioned,
we
adjust
that.
I
So
when
we
get
partner
funding,
we
will
update
the
capital
plan
and
we
do
that
through
the
four
years
very
regularly,
and
similarly
development
contributions
are
higher
or
lower
than
what
we
had
had
built
into
the
plan.
We
would
make
adjustments
as
well,
so
that's
gives
you
sort
of
a
sense
of
where
your
ability
to
influence
at
this
point
in
time
sits,
but
some
of
them
we
will
adjust
over
time.
I
Now.
How
is
renewal
funded
for
the
capital
renewal
funding
for
the
capital
plan
determined?
It's
really
a
function
of
the
allocation
from
the
operating
budget
to
support
debt
and
also
the
maximum
debt
capacity
that
we
can
encourage
the
city
and
and
still
maintain
our
our
credit
rating
agency
metrics.
So
that's.
We
set
our
debt
capacity
and
we
look
at
how
much
from
the
operating
budget
we
can
have
to
support
to
support
the
capital
plan.
So
this
is
an
example
of
a
1.6
billion
dollar
operating
budget.
I
If
we
have
2.75
available
for
capital
when
we've
determined
that
our
debt
service
capacity,
which
is
our
existing
debt
and
our
new
debt,
is
145
million
and
some
of
that's
going
to
debt
servicing
but
there's
then
new
debt
that
can
come
in
for
120
million
that
we
can
service
pay
as
you
go,
is
100
million
and
reserves
30
million?
That
kind
of
is
a
direct
flow,
so
you
can
see
that
then
our
capital
plan
is
funded
by
about
250
million,
which
is
the
impact
of
the
debt
and
the
debt
servicing.
I
This
next
slide
is
just
a
this
list
of
our
capital
assets
and
in
the
city,
and
what
we
highlight
here
and
we,
when
we
do
our
capital
planning
by
each
of
these
categories,
you
can
see
the
list
on
the
left.
I
So
this
gives
you
a
good
sense
of
the
that
breakdown
between
city
assets
and
partner
assets,
about
the
same
as
far
as
far
as
total
replacement
value,
but
the
split
is
quite
different,
so
you
can
see
in
non-market
housing.
The
city
has
a
number
of
assets,
but
partner
assets
are
much
bigger.
When
we
look
at
housing,
if
you
look
at
areas
like
streets,
sidewalks,
bikeways,
major
roads,
you
know,
thousands
of
kilometers
is
much-
is
really
our
bigger
contribution
than
our
partner
assets
which
might
come
through.
I
You
know
rapid
transits
or
highways
bridges
that
are
within
the
city's
area
and
similarly
around
the
water,
rain,
water
and
sanitary
water.
You
can
see
that's
where
our
our
contribution
is
much
bigger.
Our
our
assets
are
much
bigger
out
of
the
portfolio,
so
we
do.
I
I
think
there
is
a
document
that
was
sent
to
you
around
the
the
city's
assets
and
we
look
at
the
condition
of
our
assets
for
renewal,
and
then
we
look
across
them
both
when
we
look
at
growth,
the
how
well
we're
servicing
the
public
on
that-
and
I
just
wanted
to
mention
that
on
our
city
assets,
there
is
an
asset
condition
report
that
you
received.
I
I
just
wanted
to
mention
that
still
sort
of
a
work
in
progress,
there's
some
methodology,
differences
in
and
the
real
estate
and
facilities
team
is
still
looking
through
that.
So
if
you
have
questions
on
that,
our
gm
or
acting
gm
of
real
estate
facilities
will
be
able
to
answer
your
questions.
I
All
right,
this
next
slide
just
really
talks
about
the
infrastructure
deficit,
so
I
just
wanted
to
spend
a
little
bit
of
time
on
that.
As
we've
looked
now
at
what
our
city
assets
are
we
determined
that
the
renewal
funding
that
would
be
needed
if
we
were
going
to
just
mathematically
be
able
to
renew
our
assets
sort
of
in.
J
I
Linear
fashion
would
be
about
800
million
a
year,
but
our
level
of
funding
in
the
last
capital
plan
was
about
300
million
a
year
so
really
on
an
annual
basis,
we're
probably
about
a
500
million
dollars
a
year
short
if
we
wanted
to
be
able
to
to
fully
renew
and
keep
all
of
our
assets
at
in
at
the
right
level
of
condition.
I
So
recognizing
that
a
couple
of
years
ago,
as
paul
said,
we
took
a
look
at
that
and
there's
two
things
that
drive
sort
of
that
infrastructure
deficit.
One
is
the
cost
per
unit
of
our
cost
escalation
and
then
improving
our
service
standards
so
doing
things
better
and
bigger
and
more
so
they
become
more
costly
and
also
just
the
general
cost
escalation
and
inflation.
I
So
that
drives
our
infrastructure
deficit
and,
on
the
other
side,
is
just
the
quantity
of
assets,
and
so
where
we
have
new
assets
for
new
services
for
growth,
and
you
ask
us
new
assets
for
growth
and
then
new
assets
for
new
services
that
we
want
to
provide
within
within
our
capital
plan.
So
there's
there's
those
multiple
drivers
that
are
pushing
that
infrastructure
deficit
over
the
over
the
years
and
maybe
just
talking
about.
I
How
we're
addressing
the
infrastructure
deficit
so
a
few
facts?
It
is.
The
deficit
is
significant.
It
is
growing.
We
know
that
our
infrastructure
amenities
need
to
be
renewed
unless
they
are
going
to
be
decommissioned,
and
that
does
happen
in
some
cases
and
most
of
the
renewal
funding
comes
from
taxes
and
fees
which
we
know
are
somewhat
constrained.
I
Looking
to
actually
limit
the
growth
of
our
asset
portfolio,
the
more
we
grow,
the
more
we
have
to
renew,
and
so
there
are
other
ways
that
we
can
achieve
the
same
goals
without
having
to
own
all
of
the
assets
ourselves
and
then
looking
at
how
we
can
deliver
infrastructure
and
amenities
more
efficiently.
I
So
that
was
that
part
of
the
chart
that
the
unit
costs
and
how
we
can
look
at
doing
that
with
with
less
cost
or
less
cost
per
unit,
and
this
chart
gives
you
an
example
of
some
of
the
work
that
the
team
has
done
to
look
at.
I
How
do
we
start
to
address
that
infrastructure
deficit
and,
as
paul
mentioned
since
2019
we've
council
had
approved
an
additional
one
percent
per
year
to
be
added
to
our
operating
budget
to
be
dedicated
toward
asset
renewal,
and
what
this
chart
shows
is
that
if
we,
by
maintaining
this
additional
funding,
it
grows
with
time
and
and
will
help
to
fill
that
gap.
I
So
you
can
see
the
target
investment
rate
well
with
our
basic
funding
has
been
in
by
adding
those
that
additional
taxes
started
to
fill
that
gap
and
that
compounding
effect
you
know
slowly
brings
us
closer
to
the
target
investment
rate.
I
So
it's
really
critical
for
our
renewal
that
we
continue
to
to
fill
that
gap
with
that
funding.
I
Now,
looking
at
development
and
partner
contributions
as
we
go
into
the
into
this
capital
plan,
so
we
know
that
our
our
tax
and
fee
are
our
constraints
and
what
development
contributions
we
are,
anticipating
them
to
be
equal
or
lower
in
the
last
five
to
ten
years,
and
I
think
you've
we've
talked
about
that
before
through
some
of
our
development
and
looking
at
rental
versus
market
condos
and
the
impact
of
that
on
our
development
contributions
on
partner
contributions
going
into
this
plan,
we
have
been
somewhat
conservatives
because
we're
assuming
that
post-pandemics,
some
of
our
partners
do
have
financial
constraints
like
translink
province
in
the
federal
government
and
again,
as
I
mentioned,
if
these
assumptions
are
as
we
get
better
information,
we
do
adjust
the
plan
as
we
go
through
the
four
years
again,
funding
is
always
limited,
and
so
the
most
challenging
part
of
the
capital
plan
is
not
always
determining
what
we
need
to
do.
I
It's
how
much
we
can
do
within
the
funding
that
we
have.
So
it
is
really
about
creating
this
balance
of
prioritization
in
the
balance
of
competing
needs.
So
we
often
have
to
balance
larger,
one-off
projects
with
ongoing
projects.
If
we
have
a
big
project
like
the
aquatic
center,
then
we
maybe
will
have
to
do
fewer
of
the
of
the
smaller
ongoing
projects
and
then
the
other
one
is
community
facilities
versus
our
civic
facilities.
I
We
need
to
be
able
to,
you
know,
do
the
work
of
the
city,
but
there's
a
lot
of
demand
for
us
to
provide
services
to
the
public
so
we're
having
that
balance
under
new
and
expanding
amenities
and
infrastructure.
We
want
to
support
the
growth
in
population
and
employment,
but
we
also
want
to
make
sure
we're
integrating
with
planned
renewal
projects.
I
So
if
we're
renewing,
for
instance,
a
community
center
and
we
can
grow
it
at
the
same
time,
we
will
do
that
so
that
might
prioritize
one
community
center
over
another
one,
because
there's
this
opportunity
to
grow
and
renew
at
the
same
time.
So
that's
part
of
the
prioritizing
process
as
well.
If
we
think
we
can
leverage
senior
government,
funding
or
partner
funding,
those
will
take
a
priority
within
the
plan
and,
of
course
advancing
climate
equity
and
reconciliation
goals
will
also
be
factored
into
the
prioritization.
I
So
with
that,
here
is
the
summary
of
the
draft
capital
plan
and
the
funding
sources.
You
can
see
city
contributions,
it's
grown
significantly
about
64
over
the
previous
plan
and
again
that
has
a
lot
to
do
with
the
infrastructure
funding
that
has
been
added
over
the
the
incremental
infrastructure
funding
development
contributions,
as
you
mentioned,
is,
is
currently
set
in
the
plan
or
in
the
preliminary
draft
about
five
percent
less
than
the
previous
plan
and
partner
contributions
about
the
same.
I
I
This
is
detail
on
the
on
the
city
portion,
so
our
debt
pay
as
you
go
and
reserves,
and
you
can
see
the
the
how
those
funding
sources
fit
into
this
plan
and
they
total
again
about
1.7
billion
dollars
of
city
funding
with
about
a
large
portion
of
it
through
debt,
the
largest
repay
as
you
go,
and
then
some
through
reserves
and
then
on
the
development
partners.
I
And
the
development
partners
you've
got
development
cost
levies
and
which
is
the
largest
community
amenity
contributions.
Then
we
have
connection
fees,
then,
on
the
in-kind
side,
we
have
the
in-kind
community
and
community-based
contributions
and
other
in-kind,
and
that
also
is
a
very
significant
piece
and
on
the
partner
side,
we've
talked
about
those
those
partners.
I
Now
I
also
want
to
just
highlight
some
of
the
large
one-off
projects
in
the
capital
plan,
and
we
talked
about
that.
That's
these
sort
of
our
big
projects.
They
take
up
a
big
chunk
of
the
of
the
funding
and
therefore
that
impacts
to
be
all
of
some
of
the
other
things
that
can
be
funded
within
the
capital
plan.
So
right
now
these
are
projects
where
the
construction
is
included
in
the
capital
plan.
I
We
also,
you
know,
have
funding
for
design
and
and
planning,
but
the
capital
plan
in
the
this
preliminary
draft
does
include
the
vancouver
aquatic
center
renewal,
and
I
think
olive
council
understands
how
that
priority
became
a
priority
for
this
plan.
I
Other
areas
like
the
raycam
center
renewal
that
again,
is
one
which
is
driven
the
priorities
driven
by
our
partners,
because
that
is
delivered
with
a
partner.
We've
got
rehabilitation
in
the
our
granville
and
camby
bridges,
and
also
the
gas
town
water
street
in
gas
town
broad
slopes
park
expansion,
as
you
know,
in
this
capital
plan,
council
approved
funding
for
that
park,
and
this
would
be
developing
construction
and
completing
that
a
new
southeast
falls
creek.
I
The
east
park
a
track
and
field
facility
at
killarney
park,
and
I
think
that
was
also
one
that
we
talked
about
in
this
plan
and
it's
now
which
didn't
get
needed
to
be
prioritized.
We
weren't
able
to
complete
that
one
with
the
school
board
and
so
now
we're
looking
at
clarity
park
and
that's
right
now
concluded
in
this
preliminary
draft,
the
p
a
outdoor
amphitheater,
which
your
council
has
also
aware
of,
and
then
the
animal
shelter
renewal
and
again
looking
to
do
that
with
a
partner.
I
What's
not
included
in
this
plan
under
construction,
though
there
is
development
and
planning
dollars
in
this
plan.
For
most
of
these
is
the
west
end
community
hub
again,
one
of
those
big
big
boulders.
We
had
the
aquatic
center
or
or
the
hub
and
because
of
the
number
of
the
timing
around
the
partnerships
with
that
it
will
continue
that
planning.
But
it's
not
likely
that
construction
will
happen
in
this
in
the
time
of
this
capital
plan,
and
so
it
will
need
to
be
in
the
next
one.
I
Britannia
center
building,
one,
the
marple
civic
center
and
library
will
do
planning,
there's
simply
not
enough
development
contributions
in
this
plan
for
that
area
to
complete
that
in
this
plan,
fire
hall
arts,
theater
renewal,
reconstruction
of
the
standing
park,
sea
wall
and
fire
hall
renewal.
So
there
was
some
a
fire
hall
originally
in
the
west
end,
which
won't
be
happening
in
this
plan,
because
the
west
end
will
probably
not
get
to
construction
until
the
next
plan.
I
But
we
are
just
so
counsel
knows
we
are
in
the
midst
of
construction
of
the
grand
view,
woodlands,
fire
hall,
which
is
quite
a
significant
about
twice
the
size
of
an
average
fire
hall.
So
that
is
going
to
be
delivered
shortly,
and
just
so
council
has
a
sense
of
the
flexibility
in
this
in
the
capital
plan,
which
we
sort
of
say,
a
lot
of
it
is
fixed
between
some
of
those
big
boulders
and
things
that
are
already
underway.
I
Things
like
in-kind
contributions
are
really
not
flexible.
That's
driven
by
the
development
community
and
and
those
we
don't
have
flexibility
again.
Those
one-time
projects
that
can't
be
phased
they're,
either
in
or
out
or
ones
that
have
commitments
from
partners
like
raycam,
where
we
need
to
leave
them
in
ones
that
are
more
flexible,
is
where
they
could
be
phased.
I
So
we
may
do
part
of
of
a
program
or
part
of
a
project
and
and
the
second
phase
in
another
capital
plan
or
where
there
are
programs
that
are
scalable
like
the
number
of
sidewalks
that
we
update
those
we
can.
You
know,
council
has
the
ability
to
say
I'll,
do
more
or
less
of
those
or
trade
those
off
with
something
else.
I
So,
just
to
give
you
a
sense
of
what
some
of
your
flexibility
is
in
in
what
you've
seen
so
far
in
the
in
the
preliminary
plan
and
here's
just
a
little
picture
of
sort
of
some
of
those
sample
traders.
So
if
you
look
at
what
50
million
dollars
could
buy
in
non-marking
market
housing,
there
would
be
one
project,
probably
a
hundred
units,
and
that
would
increase
the
supply
by
only
about
point.
Five
percent
housing
is
very
big
asset
classes.
I
I
That
would
increase
the
supply
by
about
five
percent,
and
the
city
would
be
the
larger
funder
there,
with
some
partner
funding
parkland
for
50
million
dollars,
20
parcels
about
one
hectare
very
little
increase
total
in
the
total
supply
parks
again
because
of
the
size
and
that's
primarily,
city,
funded
transportation
or
public
space.
Again.
This
is
some
of
this
is
one
of
the
scalable
projects
that
we
programs
that
we
talked
about
so
100
pedestrian
core,
which
would
be
a
10
increase.
I
So
I
think
that
is
ends
my
summary
of
the
preliminary
draft
capital
plan
and
I'm
going
to
just
pass
it
back
to
karen
for
questions
and
coordinate
questions.
Thank
you.
A
F
F
You
see
behind
me,
so
you
might
want
to
just
ask
a
single
round
of
questions
now
start
into
those
presentations
and
then
really
get
into
the
depth
of
the
of
the
questioning
and
conversation
at
our
april
7th
session.
So
thank
you.
A
A
However,
you
like,
I
do
just
have
four
counselors
on
the
list
right
now,
so
I'll
start
with
counselor
car,
the
regular
up
to
five
minutes
and
keeping
in
mind
that
there
are
much
more
detailed
presentations
about
each
of
these,
and
maybe
I
can
ask
the
deputy
city
manager
if
you're
aware,
because
you're
I'm
sure,
you've
memorized
all
these
presentations,
that
if
you're
aware
that
there's
more
details
about
a
particular
question,
maybe
you
can
let
us
know
and
flag
it
when
it
comes
up
thanks.
So
much
first.
H
Thank
you
very
much
appreciate
that,
and
for
furnace
I'm
really
happy
to
see
this
workshop
as
a
first
time
that
we're
doing
it.
It's
super
helpful.
So
I
see
the
very
the
very
start
talked
about
on
the
fact
that
we
do
have
two
counselor
motions
that
affect
this:
one
of
them
mine,
one
of
them
councillor
swanson's,
and
I
saw
hers
with
a
kind
of
an
amount
of
money,
etc.
How
are
you
embedding
climate
work?
There's
no
sort
of
specific
category
of
infrastructure
spending
around
climate.
F
Sure
I'll
turn
that
over
to
the
finance
team
to
respond,
I
will
start
by
saying
that
the
team
is
in
the
process
of
of
attributing
each
priority
to
each
investment,
and
so
we
will
be
able
to
come
to
council
in
the
future
with
x.
Percent
of
the
plan
relates
to
climate.
Why
percent
of
the
plan
relates
to
housing
and
so
on?
Some
are
more
easily
teased
out
than
others
as
you're
saying
grace
cheng.
Do
you
want
to
respond
to
that.
K
Yes,
I
can.
This
is
grace
chang,
director
of
long-term
financial
strategy.
So
karen
said
it
all:
we
because
sustainability
or
climate
emergency,
it
is
not
just
a
category
by
itself,
it
actually
kind
of
span.
You
know
transportation
and
parks,
and
you
know
a
number
of
other
categories,
so
we
will
report
back
in
terms
of
in
totality
once
the
the
plan
is
done.
We
can
actually
quantify
how
much
is
relating
to
climate.
F
If
I
could
just
add,
the
team
is
definitely
you
know,
as
you've
heard
from
the
three
speakers
this
morning,
there's
a
lot
of
complexity
in
deciding
what
goes
in.
The
team
has
been
very
much
thinking
about
council's
priorities,
as
we've
made
the
allocations
for
what
you
see
in
front
of
you
today.
So
it's
we're
doing
our
best
to
balance
a
lot
of
different
priorities,
including
definitely
the
council
motions
that
were
put
forward
recently.
Excellent.
H
Another
sort
of
big
picture
question:
how
are
you
assessing
risk
to
our
infrastructure
in
a
different
way
because
of
the
changing
climate,
I'm
particularly
thinking
about
the
risks,
for
example
the
sea
wall
and
the
increased
storms,
sea
level
rise?
You
know
higher
winds
and
I'm
thinking
also
that
I
mean
I'm
thinking
of
linton
and
you
know
the
the
incredible
increased
heat
dryness.
H
I
worry
about,
like
all
the
wood
frame
buildings
and
the
idea
that
we
could
have
a
fire
spread.
So
how
are
you
are
you
contemplating
that?
And
if
so,
how
are
you
thinking?
It
would
apply
to
the
allocation
of
resources
in
the
capital
plan.
F
Absolutely
that's
one
of
the
priorities
and
criteria
among
many
that
is
being
considered
with
the
city,
does
have
a
council
approved
climate
emergency,
no
wrong
plan
climate
adaptation
plan,
that's
taken
into
consideration,
as
the
allocations
are
made
grace
anybody
from
your
team
want
to
add
to
that.
K
No,
I
don't
think
we
have
anything
to.
Maybe
I
think
someone
from
sustainability
is
here.
Maybe
they
can
add
something
to
it.
F
I
don't
know
it's
hard
to
know
what
the
yeah
with
the
webex
is
somebody
here
from
sustainability
here
today.
C
Yeah
karen
doug
smith,
director
of
sustainability,
so
regarding
to
climate
change
adaptation,
we
have
been
going
back
as
far
as
2012
to
look
at
the
impacts
and
we've
been
changing
the
size
of
our
sewer
pipes
and
and
planning
for
more
recently,
we've
done
a
hazard,
vulnerability
and
risk
assessment
analysis
for
the
whole
city
and
we're
looking
at
how
climate
and
the
all
the
other
risks
sort
of
interact
and
we'll
be
bringing
that
back
to
council,
either
late
this
year
early
next
year,
with
more
information
about
how
we
respond
to
it,
both
through
the
the
funding
and
also
just
through
our
policies.
H
Okay,
okay,
patrice
at
one
point,
said
something
like
there
is
a
significant
share
of
development
contributions
to
the
capital
plan.
What's
that
share
my
countries,
is
that
the
partnership,
or
is
that,
where
we're
always
seeing
partner
or.
C
I
Yeah,
so
the
development
contributions
are
about
1.5
1.5
billion
out
of
the
total
3.4
billion.
So
at
about
half
it
goes
to
the
total
mm-hmm
yeah.
I
just
slide
them.
First.
H
I
So
there
were
a
couple
of
points
that
we
made.
One
is
that
in
this
preliminary
plan
we
have
the
development
contributions
are
about
five
percent
less
than
the
last
plan,
and
I
think
that's
reflecting
you
know
more
rental,
etc.
So
we're
not
getting
as
many
of
those
development
contributions
and
what
I
said
is
if
it
changes
through
the
plan.
We
can
add
that
to
the
plan
on
the
partners,
we
are
anticipating
we're
being
pretty
conservative.
I
So
it's
about
flat
because
we
we
know
that
they're
all
under
financial
pressures
as
well
again,
they
will
probably
be
more
programmatic,
where
you
know
the
federal
government
will
come
up
with
something
and
they'll
put,
you
know
their
money
into
one
particular
area
and
then
we
could
respond,
but
we
don't
expect
just
overall
that
will
we
aren't
building
a
lot
more
into
senior
government
funding
into
this
plan
because
of
that
sort
of
the
financial
situation
we
expect
they're
in
but
again
that's
an
area
where
we
can
adjust
as
we
go
through
the
plan.
E
Yeah,
thank
you.
I'm
also
going
to
stay
high
level
to
start
and
just
building
off
of
council
car
there's.
Actually
three
council
motions
with
respect
to
the
capital
plan,
and
there
was
also
an
addition
to
climate
housing,
the
one
that
talked
about
centering
civic
infrastructure
and
community
facilities
in
the
plan.
E
You
just
suppose
that,
against
the
other
slide,
that
says,
we
have
a
500
million
dollar
deficit
every
year
and
those
numbers
start
to
line
up
again.
I
preface
that
by
saying
source
of
funding,
so
my
question
is
this:
is
it
if
council
would
we
have
the
ability,
two-part
question
to
really
expedite
and
close
that
gap
on
our
civic
infrastructure
and
community
centers
renewal
and
the
gaps
that
we
have,
as
well
as
our
environmental
considerations
in
terms
of
sustainability
and
the
impact
on
our
infrastructure?
E
If
we
were
to
refocus
back
to
four
city
priorities?
From
that
perspective,
part
a
and
part
b
to
the
questions?
Could
council
get
information
back
within
those
two
categories
for
housing
and
child
care
as
to
what
is
unencumbered?
What
comes
from
dcl's
that
needs
to
be
spent,
for
example,
that's
mandated
by
the
bylaw
versus
what
is
unencumbered
that
could
potentially
be
reallocated
to
enable
that
conversation.
F
I
Maybe
I
will
start
and
then
I'll
pass
it
over
to
the
capital
team,
we'll
have
more
of
the
details:
counselor
kirby
young,
but
on
that
slide,
what
you'll
see
is
is
for
housing
and
child
care.
The
city
portion
there's
a
big
portion
that
is
development
contributions.
When
we
have
development
contributions,
they
cannot
be
reallocated
to
another
area,
so
the
growth
can't
be
used
for
renewal,
so
we
can't
make
that
trade-off
between
a
development
contribution
for
really
any
of
the
areas,
whether
it's
child
care
and
housing
or
not
to
renewal.
I
So
that's
why
we
really
look
at
the
renewal
bucket
separately.
What
we
can
do
is,
as
we
talked
about
is,
is
looking
at.
Are
there
other
ways
for
us
to
deliver
that
we
don't
take
on
assets
which
increases
our
renewal
burden?
The
other
piece
is
just
in
this
capital
plan.
A
lot
of
it
is
is
for
that's
recognized
here
as
development
contributions
are
contributions
that
are
already
achieved
through
the
through
through
development,
and
so
they
are
required
to
be
to
be
used
for
for
what
they've
been
identified
for.
I
So,
as
you
know,
when
there's
like
a
dcl
allocation,
we
have
an
allocation
between
housing,
child
care,
etc.
So
it
has
to
be
used
for
that.
So
most
of
this
is
already
funds
that
are
in
in
underway.
I
think
where
council
will
have
an
opportunity
to
shift
from
the
growth
side
is
when
we
do
the
dcl
review
later
this
this
summer
and
and
and
look
at
future
growth.
So
on
the
growth
side,
this
is
amazing.
E
It
does
so.
Can
I
jump
in
just
to
direct
the
question
for
time,
because
when
you're
talking
about
the
dcl
review
this
summer
and
council
is
being
asked
to
prove
this
capital
plan
early
july,
I'm
looking
for
how
those
pieces
can
meaningfully
come
together,
and
if
I
look
at
something
like
for
example,
because
I
realizing
that
some
of
the
funding
can
just
be
used
for
new.
E
We,
for
example,
have
a
gap.
Fire
halls
is
a
really
key
one:
it's
not
just
renewal,
but
it's
a
gap,
for
example
in
the
cambic
corridor,
where
we
don't
have
sufficient
fire
halls.
I'm
told
by
the
fire
department-
and
this
conversation
has
happened
since
the
late
90s,
and
we
have
40
50
000
new
residents
and
not
the
service
in
there.
So
we
could
conceivably
public
safety
is
pretty
significant.
E
We
allocate
some
of
that
funding
for
critical
things
like
public
safety
at
a
fire
hall
correct.
So
can
we
zero
that
down?
Because
it's
not
fully
broken
out
in
terms
of
what
is
committed
pursuant
to
the
dcl's
and
what's
new?
Is
that
information
that
council
could
get
back
distilled
down
a
bit
more
clearly
yeah.
I
And
well,
just
to
remind
council
dcl's
can't
be
used
for
fire
halls.
So
again,
there's
a
lot
of
complexity
between
around
what
funding.
K
Yes,
we
can
make
that
information
available
and-
and
to
add
to
that,
I
think
you're
also
wanting
to
look
at
right
now.
What
is
already
committed
in
that
is
presented
and
incorporated
in
this
plan,
and
what
is
something
that,
in
the
future
that
council
can
actually
adjust,
so
we
can
actually
kind
of
break
it
down
into
what
is
the
money
in
the
bank
that
we
cannot
reallocate
because
of
those
restrictions
and
then
the
future
things
that
also
can
actually
decide
as
part
of
the
dci
review
as
well?
K
But
one
thing
just
want
to
kind
of
maybe
further
reiterate
what
patrice
said
when
you
look
at
the
slide
say,
for
example,
in
particular,
housing
and
child
care,
you
see
a
lot
of
in-kind,
turnkey
amenities
delivered
through
development.
Those
are
part
of
those
conditions
of
rezoning
that
counts
already
approved.
So
I
think
right
now,
it's
not
a
matter
of.
We
can
change
a
change,
the
the
delivery
at
this
point,
so
these
are
just
timing
of
it
when
we're
going
to
receive
it
as
part
of
conditions
of
rezoning.
A
Thanks
council
we're
at
four
o'clock
now
with
two
hours
remaining,
I
know
lots
of
details
to
come
one
two,
three
four
five
folks
left
on
the
list.
Just
use
your
time.
However,
you
like
I
just
trying
to
just
let
you
know
where
we're
at
okay
council
response.
C
Yeah
first
question
is
about
the
housing
motion
that
got
passed
yesterday.
I
know
this
is
really
fast
since
it
was
passed
yesterday,
but
can
is
there
any
kind
of
timeline
as
to
when
we
can
get
a
report
back
about
how
much
we
would
need
to
meet
our
affordability
targets.
K
Yes,
actually,
we
have
been
working
with
accs
and
blah
blah
team,
so
we
will
need
to.
We
will
need
to
kind
of
determine
like
what
what
is
required
to
report
back.
So
I
think
this
is
something
that
we
need
to
kind
of.
Let
council
know
after
this
workshop
in
terms
of
timing.
C
Okay,
but
we
could
get
something
before
we
have
to
make
a
final
decision.
We
will
try
to
do
that.
Okay,
thanks!
Thank
you.
Second,
I
think
that
I
heard
a
while
back
that
we're
expecting
a
report
on
dcl's
that
might
consider
that
us
waving
dcl's
on
rentals
are
the
waving
of
dcl's
on
rentals,
and
I'm
wondering
if
this
would
have
much
of
an
impact
on
dcl
revenue
one
way
or
the
other.
F
I'm
going
to
ask
teresa
o'donnell
to
respond
to
that.
I
just
want
to
point
out
to
council
that
may
9th
you
are
going
to
receive
a
dcl
briefing
and
you'll
get.
You
have
much
more
detail
about
this
topic.
Then.
H
Yes,
thank
you
counselor.
This
is
teresa
o'donnell.
We
we
will
do
a
remember.
We
did
a
briefing
with
council
very
high
level
in
in
january
about
dcls
we're
continuing
to
analyze
that,
in
terms
of
what
our
revenue
projections
are
eligible
projects,
projects
that
aren't
eligible
all
that
information
will
be
brought
to
you
on
may
9th
you'll
have
plenty
of
time
to
ask
questions
and
provide
input,
and
then
the
final
report
and
recommendations
come
to
the
council.
H
I
believe
june
22nd
and
again
you'll
have
certainly
a
a
lot
of
advanced
time
to
question,
present
questions
to
us
and
shape
that
plan.
C
Okay,
thanks,
you
said
in
the
presentation
that
we've
set
aside
a
one
percent
tax
increase
for
infrastructure
renewal
and,
at
this
rate,
we're
about
500
million
short.
What,
if
we
set
aside
a
2
tax
increase
for
the
coming
years?
How
would
that
impact
our
infrastructure
renewal.
F
Grace
can
you
take
that
please.
K
Yes,
every
every
percent,
basically
each
percent
increase
each
year
will
generate
roughly
a
hundred
million
dollar
over
four
years.
So
if
you
double
that
there
will
be
another
100,
100-ish
million
dollars
for
the
next
four
years.
This
is
definitely
within
council
council
direction
as
well.
J
F
C
A
C
Yeah
first
questions
high
level,
seeing
that
we're
getting
document
showcasing
some
projects
that
are
in
the
draft
plan
and
some
that
aren't
in
the
draft
plan.
Can
you
talk
a
little
bit
about
that
staff
process
on
determining
which
ones
will
be
in
and
which
ones
won't
be.
F
Sure
so
the
question
is
about
determining
which
of
the
the
very
large
one-off
projects
get
into
the
plan
and
which
ones
don't
before.
I
turn
it
over
to
the
finance
team
to
respond
to
you
I'll
say
that,
as
I
said
earlier,
there's
an
enormous
number
of
criteria
which
involve
availability
of
funding,
because
different
funding
pools
are
only
allowable
for
certain
projects.
So
that's
a
big
one:
readiness
to
go
with
their
partners
involved.
Are
our
partners
ready
the
alignment
with
council's
priorities
and
I'm
probably
missing
a
couple
renewal
versus
growth
balances
and
trade-offs?
So
grace?
K
No,
I
think
you
have
covered
all.
Maybe
I
can
michelle.
Do
you
have
anything
to
add
shout
out
to
roche.
G
Michelle
roshi
long-term.
C
Financial
planning
karen
covered
a
lot
of
them.
The
only
other
thing
I
would
add,
maybe
is
a
projects
that
are
in
the
cube,
so
someone
has
started
the
planning
and
scoping
of
a
project
in
the
current
capital
plan.
There's
a
inherent
sort
of
step
forward
on
that
one,
so
we
would
likely
give
higher
prioritization,
especially
if
it's
a
project
that
relates
to
renewal
of
existing
assets,
so
get
the
project
done
so.
C
More
than
certain
parts
cities
more
than
others,
and
we've
seen
those
gaps
where
the
heat
dome
was
higher
because
they
don't
have
tree
structures,
but
they
don't
have
the
dcl
funding
to
get
some
of
these
capital
instructions
facilities.
So
I'm
wondering
how
we're
making
sure
that
we
have
this
strict
way
of
finding
and
funding
projects,
but
how
we
ensuring
that
they're,
going
into
the
initiative
zones
or
the
areas
of
the
city
that
need
it.
The
most.
F
Staff
uses
very
much
those
maps
to
figure
out
where
different
amenities
are
needed
within
different
neighborhoods,
but
we
are
also
constrained
as
we
shared
with
you
by
the
funding
sources.
The
ca
some
of
the
cac
pools
are,
are
limited
to
different
geographies,
so
I,
the
short
answer,
is
we're
doing
our
best
within
the
constraints.
Michelle
or
grace.
Do
you
want
to
add
to
that.
K
Yes,
I
can
add
a
little
bit
to
that
yeah.
This
has
been,
I
would
say,
a
known
challenge,
so
basically
going
forward
as
part
of
the
vancouver
plan,
we
will
look
at
almost
kind
of
like
a
more
city-wide
approach
in
terms
of
public
public
benefit
strategy
and
also
the
funding
mechanism,
so
that
will
be
part
of
the
report
back
as
well.
C
K
Yes,
I
can
one
of
the
key,
I
would
say
key
funding.
I
would
say:
funding
component
that
has
not
been
allocated
in
the
current
capital
plan
is
actually
relating
to
the
marco
community
center
renewal
and
expansion,
and
that
will
come
to
council
before
the
end
of
this
capital
plan.
So
the
majority
of
the
unfunded
or
unallocated
funding
will
be
allocated,
but
in
the
event
that
there's
some
residual
funding,
we
don't
necessarily
call
it
bring
it
carry
forward.
K
It
is
just
kind
of
embedded
as
the
starting
funding
envelope
for
the
new
capital
plan,
so
that
funding
is
not
going
to
be
lost.
C
Okay,
my
last
question:
recognizing
we
had
a
difficult
time
with
covid
and
we
had
to
cut
back
on
certain
service
categories.
I'm
wondering
if
we
have
a
diagram
that
shows
the
12
service
categories
and
which
ones
took
the
biggest
hit
or
cut
back
or
hasn't
been
able
to
be
delivered
in
this
current
capital
plan
and
which
ones
do
we
assume,
because
I
know
that
dcl
has
dropped
significantly
in
one
water
and
certain
service
departments
took
larger,
hits
like
park
port
as
well.
C
F
Yeah,
I
think
it's
fair
to
say,
there's
two
ways
that
that
so-called
hit
could
have
happened.
One
is
that
during
the
recalibration
midterm
for
the
capital
plan,
when
the
pandemic
hit,
some
projects
got
paused
and
the
other
way
is
that
perhaps
something
still
in
the
capital
plan,
but
that
hasn't
been
fully
able
to
be
delivered
for
the
reasons
paul
shared
with
you
earlier
so
grace,
can
we
prepare
that
information
for
council
and
bring
it
back
to
them?.
K
Yes,
yeah:
we
we
can
try
to
do
that
yeah,
so
I
just
want
to
also
clarify
one
thing
or
maybe
reiterate.
One
thing
is
that
none
of
those
projects
are
really
kind
of
lost
in
a
way,
because
I
mean
for
capital
projects
in
particular,
for
renewal.
If
we
cannot
complete
any
current
capital
plan,
it
will
just
gonna
be
it
needs
to
be
done
in
the
future
capital
plan.
That's
all
because
the
obligation
is
not
going
anywhere,
so
I
wouldn't
say
that
it's
kind
of
like
disappeared
from
from
the
work
plan.
A
Thank
you,
councillor
harvick.
C
Thank
you,
my
questions
for
patrice.
On
december
3rd,
we
received
a
memorandum
from
you
with
the
subject
heading
report
back
on
city
funds
allocated
to
downloaded
services
that
have
traditionally
been
delivered
by
senior
governments,
there's
description
in
it
but
and
the
end
of
the
report.
If
you'll
recall,
there's
a
table
that
breaks
down
the
dollar
spent
between
the
operating
and
capital
budget,
looking
at
the
senior
levels
of
government,
will
you
be
going
through
a
similar
process?
Looking
at
this
capital
plan
going
forward.
I
We
have
not
done
that
specifically
with
the
capital
plan
like
in
capital.
The
main
categories
would
be
housing
and
child
care,
so
we
are
going
to
talk
about
that
when
it
comes
to
our
dcl
review
and
and
how
we
allocate
the
dcls
that
come
to
the
city,
so
that
would
be
the
biggest
piece
some
of
those
dcl.
Some
of
it
is,
of
course
in
kind
which
council
approves
as
as
the
developments
come
forward,
so
those
are
the
two
largest
categories
that
are
sort
of
outside
of
city
con
city's
primary
mandate.
C
Yeah,
I
I
understand
that,
but
that
that's
not
what
I
asked-
and
this
is
a
request,
therefore,
that
the
same
process
that
you
went
through
in
producing
this
memo,
sorry
about
any
noise
in
the
background
be
applied
in
this
case.
I
think
we
need
to
be
informed
by
this
as
we
look
forward
at
what
the
potential
downloading
is.
And
yes,
I
acknowledge
the
areas
that
you've
outlined
as
being
the
the
big
ticket
items,
but
I
think
for
consistencies
purposes.
C
It
would
be
very
useful
for
council
to
be
able
to
do
a
direct
comparison
on
this.
D
Thanks
very
much
yeah,
just
one
quick
follow-up
question
remaining
pretty
high
level
at
this
stage,
given
the
presentation
and
appreciate
this
workshop
very
much
from
a
holistic
view
and
without
presupposing
larger
development
plan
decisions
that
are
coming
to
this
council
before
the
end
of
our
term,
I'm
wondering
what
the
best
advice,
and
perhaps
this
question
is
for
planning
department
and
also
patrice.
You
know
what
is
the
best
advice
that
you
have
for
council
when
considering
how
to
contemplate.
D
Plans
like
the
broadway
plan
is
one
example
that
could
support
dcl
revenue.
That
would
support
a
lot
of
this
renewal
infrastructure
that
we're
we're
hearing
is
it
is
at
risk
and
and
and
that
we're
facing
a
deficit
when
it
comes
to
funding
in
terms
of
renewal
and
I'm
thinking
in
this
capital
plan,
but
also
long
term.
Just
where
do
they?
Where
do
the
two
intersect,
because
they're
going
to
be
very
separate
conversations,
and
I'm
wondering
your
advice
to
counsel
on
how
to
bring
those
two
conversations
together.
H
H
What
we're
doing
what
we're
working
on
right
now
is
we're
working
on
the
dcl
rates
and
the
allocations.
The
revenue
and
cash
flow
projections
we're
doing
some
economic
testing,
we're
also
looking
at
those
waivers
and
exemptions,
and
so
we'll
be
bringing
all
of
that
to
the
council
for
consideration
and
and
your
input
and
direction.
H
The
other
big
thing
to
consider,
as
as
we
move
to
the
right
supply
as
we
moved
away
from
strata
as
we
move
to
rental
and
affordable
rental,
particularly,
we
do
decrease
our
ability
to
to
to
capture
those
dcl's
and
ncacs
that'll
all
be
part
of
the
conversation
where
also
I
was
just
taking
a
look
at
the
final
draft
of
the
housing
needs
assessment
and
that
report
will
come
to
you
at
the
end
of
april.
I
believe-
and
we
have
some
some
interesting
insights
to
share
from
that
too.
G
If
I
could
just
add
one
clarification
question
because
you
referenced
in
in
your
question:
the
infrastructure,
deficit
and
dcl's
and
just
to
be
clear,
we
can't
attribute
dcls
or
allocate
dcls
against
renewal
of
existing
infrastructure.
Dcls
can
only
be
allocated
to
support
growth,
so
development
revenues,
whether
they
be
cacs
or
dcl's,
don't
actually
help
with
our
existing
infrastructure
deficit.
That's
that's
a
fundamental
challenge
that
we
face.
D
I've
heard
conflicting
perspectives
in
various
conversations,
so
I'm
not
challenging
that
directly
paul
and
you
can
imagine
the
complexity
of
this
capital
plan
and
what
those
infrastructure
deficits
look
like
that.
I
guess
my
only
advice
is
that
we
very
much
have
to
be
extremely
transparent
and
on
the
same
page,
in
terms
of
what
first,
what
defines
what
because
we
don't
want
to
be
justifying,
for
example,
density
in
the
broadway
plan
to
to
fund
infrastructure
renewal.
If
that's
not
actually
possible,
and
I
it's
not.
It's
not
been
sort
of
a
straightforward
conversation.
D
F
C
Thanks,
I
had
a
similar
question
to
councillor
weeb
around
interest
in
seeing
a
a
map
of
kind
of
the
distribution
of
investments
around
the
city.
I
think
that
would
be
a
useful
tool.
The
rest
of
my
questions
I
actually
am
just
happy
to
send
in
and
just
wanted
to
clarify
if,
if
counselors
type
up
and
send
in
questions,
send
them
into
the
city
manager's
office
and
those
could
can
then
be
answered
at
or
or
in
written
form
before.
The
next
meeting
is
that
a
good
process.
F
Yes,
thanks
for
mentioning
that
I
meant
to
which
is
any
questions
counsel
sends
to
us.
We
will
respond
to
at
the
at
the
april
7
session
in
session,
so
that
it
will
be
on
the
public
record.
C
A
D
Yeah,
thanks
and
and
and
and
appreciate
this
workshop
great
questions
asked
a
lot
of
questions
answers
I'm
curious,
so
we
did
get
a
letter
from
the
park
board
today,
reflecting
some
disappointment
that
their
priorities-
weren't
articulated
in
this
in
this
draft
capital
plan,
and
I'm
wondering
if,
if
we
get
some
clarification
on
that,
please.
J
Thank
you
counselor
in
in
preparing
for
this
presentation
and
knowing
that
some
of
this
material
would
be
going
at
would
be
publicly
shared
the
park
board.
The
process
with
the
park
board
so
far
has
been
to
workshop
with
them.
However,
they
have
not
endorsed
the
our
plan
or
the
plan
from
the
park
board
perspective,
but
there
will
come
a
time
in
this
process
for
them
to
do
that,
so
they
wanted
you
to
know
that
this
was
not
a.
This
draft
plan
was
not
necessarily
endorsed
at
this
time,
so
the
time
will
come
for
that.
D
I
think
the
rest
of
my
questions.
I
didn't
hear
a
lot
of
talk
about
east
fraser
lands,
although
I
did
see
it
in
one
of
the
supporting
documents,
and
I
appreciate
that
that
is
coming
into
in
kind.
I
know
that
that's
been
a
big
priority.
That's
been
talked
about
quite
some
time.
D
I'm
going
to
leave
it
at
that.
Thanks.
A
Councilor
swanson
yeah
minute.
C
Yeah,
I'm
just
wondering
if,
in
another
presentation
on
the
capital
plan,
could
staff
highlight
for
us
which
of
the
items
contribute
that
are
proposed
to
be
in
the
capital
plan,
which
of
them
contribute
to
ghg
reductions.
F
Yes,
thanks
for
the
question
and
we
we
do
intend
to
bring
you
I
I
don't
know
if
it'll
be
that
specific,
but
we
were
gonna.
We
have
a
we're
working
on
kind
of
attributing
the
different
priorities,
different
priorities
and
councils,
different
priorities
to
each
major
plan
element.
We
have
a.
We
have
a
a
theme
called
climate
change.
I
don't
know
if
we'd
get
a
specific
sghg
reductions,
can
we
take
that
away
and
get
back
to
council
with
how
easy
or
hard
that
would
be
to
do.
C
Sure
I
think
the
difference
be
is
between
climate,
preventing
climate
change
and
adapting
to
it.
So
there's
two
kinds
of
expenses
there
that
we
have
to
deal
with.
I
guess.
A
Thank
you
thanks.
Thank
you,
counselor
reply.
D
Thanks
very
much
mayor,
just
a
quick
follow-up
to
counselor
fry's
comments.
I
just
want
to
ensure
I'm
not
sure
the
communication.
If
it
came
from
the
park
board
park
board
staff,
I
certainly
don't
have
any
correspondence
from
park
board.
So
if
that's
perhaps
a
miss
and
an
important
part
of
this
process,
I
just
would
like
to
see
about
having
that
circulated
to
all
of
council.
J
A
Great
thanks
so
much
that's
it
for
questions
turn
it
back
over
to
you,
deputy
city
manager.
Thank
you.
F
We're
doing
great
with
time.
Okay,
if
oh
there's
my
screen
again,
wonderful,
okay,
so
what
we're
gonna
do
now
is
about
it's
gonna,
take
about
two
hours,
and
we
won't
finish
it
today,
but
we'll
get
through
a
lot
of
it
and
we're
gonna
ask
each
general
manager
that
represents
a
service
category
and
paul
shared
with
you,
those
12
overarching
service
categories,
to
present
an
overview
of
their
service
category.
You
can
see
up
on
the
screen
here.
F
The
highlights
in
the
current
preliminary
draft
plan
you
have
before
you
in
terms
of
what's
addressed
in
this
service
category
in
the
draft
right
now,
where
there's
a
board
involved,
being
parks
and
recreation,
library
and
police
board,
you
will
hear
the
relevant
board
direction
and
the
service
category
owner
will
also
talk
to
you
about
the
unfunded
elements
in
the
capital
plan
as
it
sits
now.
I
just
want
to
reiterate
what
you
see
before
you
in
terms
of
the
capital
plan.
F
We've
double
qualified
it,
it's
a
preliminary
draft,
so
we're
still
still
working
progress,
but
we're
going
to
talk
about
what
it
looks
like
today
and
we're
going
to
do
I'm
going
to
time.
People
we've
done
this
internally.
It
worked
really
well
actually,
and
we
have
some
nice
slides
to
share
with
you.
This
is
the
this
is
the
schedule
we
might
depending
on
availability
and
who's.
F
J
Thank
you
kindly
good
afternoon,
mayor
and
council,
I'm
donnie
rosa
they
and
share
my
pronouns
and
the
gm
of
parks
and
recreation
and
as
a
person
who
identifies
as
gender
non-binary
it's
nice
to
be
seen
today,
and
I
will
say
that
I'm
feel
seen
as
a
leader
in
this
organization
every
day.
So
thank
you
for
that.
Now
you
can
start
my
clock
now.
Please.
J
The
parks
and
open
space
service
category
captures
the
capital
projects
developed
to
serve
the
many
needs
of
residence
workers
and
visitors
to
vancouver
within
the
capital
planning
process.
We
break
down
these
service
areas
into
five
categories:
parkland
capturing
land
acquisition
to
grow
the
park
system,
seawall
and
waterfront,
which
I
will
come
back
to
urban
forest
and
natural
areas
park
amenities.
This
includes
all
park,
renewals
and
the
individual
amenities,
such
as
playgrounds
and
sport
fields,
park,
buildings,
infrastructure
and
vehicles.
J
Looking
back
over
the
past
four
years,
they
have
been,
of
course,
unlike
anything
we
ever
imagined.
We
have
seen
enormous
growing
complexity,
complexities
affecting
our
projects
and
timelines,
specifically
over
the
last
two
years
from
covid
to
major
climate
events,
encampments
and
managing
animal
populations.
Our
teams
have
had
to
pivot
repeatedly
in
ways
that
have
been
difficult
to
predict.
A
recent
survey
of
canadians
found
that
almost
three-quarters
said
their
appreciation
for
parks
and
green
spaces
has
increased
during
the
pandemic.
J
They
also
reported
parks
have
been
critical
to
their
mental
health,
physical
health
and,
in
addition
to
connection
to
nature
and
social
connections,
they
want
to
see
greater
investment
while
dealing
with
external
impacts.
Internally,
we
have
been
altering
our
work
practices
towards
decolonization
and
fostering
our
important
and
ongoing
collaborations
with
the
local
first
nations.
Despite
these
challenges
and
changes,
we
achieved
a
great
deal
towards
our
goals
in
parks
and
open
space
capital
delivery.
We
delivered
van
play
our
parks
and
recreation
master
plan.
We
acquired
new
park
land
in
burrard,
slopes
and
grandview
woodland.
J
We
reached
our
tree
planting
goal
and
planted
our
150
000th
tree
and
we
delivered
more
capital
projects
than
in
in
any
previous
plan.
Specifically
since
the
onset
of
cobit
in
march
2020,
we
delivered
habitat
restoration
projects
at
tatlow,
creek
and
beaver
lake
and
naturalized
70
acres
of
meadows,
eight
new
renewed
parks,
including
the
downtown
park
at
smythe
and
richards
that
will
open
in
april
13,
new
and
renewed
playgrounds
and
fitness
parks
a
pop-up
park
at
maine
and
7th
a
plaza
at
sunset
beach
and
a
new
temporary
bike
lane
in
stanley
park.
J
Sorry,
it's
tough
to
see
the
small
print
up
there
looking
forward
to
the
next
four
years
of
capital
delivery,
the
capital.
The
current
draft
plan
identifies
identifies
some
exciting
projects.
These
include,
delivering
new
parks
in
southeast
falls,
creek
and
barrage
slopes,
expand
parks
like
wc
shelly,
near
commercial
and
broadway.
Renewing
high
need
parks
such
as
strathcona
and
john
henry
improving
and
expanding
our
tree,
canopy
and
parks,
converting
existing
parkland
to
healthy
habitat
in
support
of
biodiversity,
delivering
a
new
track
and
field
at
killarney.
J
Finally,
providing
the
city
a
full
eight
lane
regulation
facility
for
training
and
events,
upgrading,
renewing
and
and
building
new
sport
amenities,
amenities,
including
fields,
diamonds
and
courts.
As
you
know,
there's
a
great
need
in
this
area
renewing
and
electrifying
park
vehicles
and
equipment,
maintaining
and
repairing
our
resist,
existing
sea
wall
and
shoreline,
including
protecting
upland
recreational
facilities,
planning
and
implementing
projects,
with
a
focus
on
adapting
our
coastline
over
the
long
term.
We
are.
We
have
climate
adaptation
on
the
top
of
our
minds.
J
Park
board
adopted
policy
sets
the
direction
for
parks
and
recreation
services
and
priorities,
including
capital
investments.
Over
the
past
four
years,
the
board
has
guided
work
in
this
area
to
better
understand
the
needs,
opportunities
constraints
and
priorities
for
many
parks
and
recreation
services.
J
These
strategies
and
plans,
then
direct
capital,
investments
for
parks
and
recreation
services,
including
broad
and
overarching
topics
such
as
urban
forest
strategy.
Biodiversity
strategy,
as
well
as
band
play,
which
includes
specific
guidance
on
capital
investments
and
asset
targets
van
play,
is
also
the
overarching
document
for
other
more
specific
strategies,
including
people,
parks
and
dogs,
washroom
strategy,
local
food
action
plan
and
the
upcoming
skate
and
sport
field
strategies.
J
The
current
capital
plan
under
review
at
this
workshop
is
limited
by
the
funding
envelopes
for
each
service
area
in
parks
and
open
space.
There
are
many
priority
projects
that
are
not
currently
listed
as
as
provisionally
funded,
including
converting
park.
Water
features
to
use
recirculating
water
instead
of
potable
water.
This
is
concerning
as
bylaws
require
this
change.
If
the
water
features
are
to
continue
running.
This
includes
such
park
icons
as
the
qe
park,
quarry
water
garden,
waterfall,
renewing
and
maintaining
critical
park
buildings.
This.
J
This
is
work
that
must
happen
to
meet
building
code
standards,
to
allow
existing
park
buildings
to
be
used
by
community
groups
and
the
public
without
funding
the
buildings
will
sit
empty
and
we
may
ultimately
have
to
spend
money
to
demolish
them.
While
we
lose
potential
revenues
associated
with
operating
them
and
the
community
loses
to
access
to
important
space
number
three
developing
rainwater
integration
or
green
infrastructure
projects
in
collaboration
with
our
partners
in
engineering
working
with
our
colleagues,
we
would
help
ease
pressure
on
the
city's
stormwater
system
and
augment
wildlife,
habitat
and
parks.
J
J
We
risk
player,
injuries,
think
about
dogs
digging
in
parks
and
slick,
mud
surfaces
and
size
limits
on
our
teams
and
clubs,
as
we
have
one
of
the
lowest
service
capacities
in
the
entire
region
for
sport
fields,
with
increasing
demand,
decreasing
field
quality
and
cost
escalation.
This
funding
is
a
critical
need
to
keep
fields
open,
safe
and
meeting
the
needs
of
children,
youth
and
adults
for
active
recreation
and
social
connection
connections
and
number
five.
Finally,
critical
it
park.
Infrastructure
such
as
electrical
sanitary
and
water
supply
lines
to
buildings
is
being
that
is
an
unseen
risk.
J
The
public
regularly
experiences
service
disruption
and
closures
as
we
respond
to
infrastructure
failures
as
an
emergency
response.
Proactive
improvements
avoid
the
closures
and
increase
costs
associated
with
these
emergency
responses.
There
are
just
these
are
just
five
of
the
items
that
are
unfortunately,
unfunded
in
the
current
draft
plan
for
parks
and
open
spaces,
and
the
letter
referenced.
F
J
I
can
do
it
in
seven
and
a
half
moving
to
the
next
service
category,
critical
to
parks
and
recreation
is
recreation
facilities
and,
as
I'm
sure
all
of
you
have
been
visiting
these
facilities
regularly.
You
are
familiar
with
our
local
community
centers
senior
centers
swimming
pools,
ice
rinks
and
specialty
recreation
facilities.
These
cornerstones
of
our
neighborhoods
offer
essential
spaces
for
residents
to
gather
socialize
exercise
and
share
arts
culture
and
community
building
activities
similar
to
parks
and
open
spaces.
J
The
pandemic
truly
highlighted
the
critical
role
these
spaces
play
in
fostering
a
sense
of
well-being
and
connection
and
a
place
for
safety
among
our
most
vulnerable
residents.
Within
the
recreation
facilities
categories,
capital
investments
are
broken
down
by
projects
such
as
renew
new
and
renewed
community
centers
and
programs,
which
includes
renovations
and
capital
maintenance.
J
Over
the
past
four
years,
recreation
facilities
have
flexed
and
adapted
more
than
ever
before,
like
parks
and
open
spaces.
Community
centers
were
essential
second
responders
during
emergencies,
responding
to
critical
needs
for
social
connection,
health
resilience
and
safety
during
covid
and
our
major
climate
events,
including
extreme
cold
heat,
dome
and
smoke
events.
The
teams
have
risen
to
the
challenge
and
supported
residents
at
every
turn,
while
growing
and
adapting
to
the
new
normal.
J
J
Looking
forward
to
the
next
four
years
of
capital
delivery,
the
current
draft
plan
identifies
some
exciting
projects,
including
renewing
and
expanding
ray
camp
community
center,
renewing
and
expanding
the
vancouver
aquatic
center,
aiming
to
complete
that
planning,
detailed
design
and
tendering
a
delivery
of
the
new
east
fraser
lands
community
center,
which
is
delivered
in
kind
by
the
developer,
as
well
as
the
delivery
of
new
facilities
in
the
north
northeast
falls.
Creek,
including
the
community
center
at
west
rink,
both
delivered
in
kind
by
the
developer.
J
As
mentioned
earlier
park,
board
adopted
policy
sets
the
direction
for
parks
and
recreation
services
and
priorities,
including
capital
investments.
Over
the
past
four
years,
the
board
has
guided
work.
The
board
has
guided
work
in
this
area
to
better
understand
the
needs,
opportunities
constraints
and
priorities
for
many
recreation
services.
These
strategies,
direct
capital,
investment
priorities
for
recreation
facilities
and
services,
key
policy
direction
comes
from
banned,
play
advanced
splash,
as
well
as
our
upcoming
community
center
strategy.
As
I
mentioned
previously,
additional
direction
comes
directly
through
board
motions.
J
J
There
are
many
priorities,
priority
projects
that
are
not
currently
listed
as
provisionally
funded,
including
the
design
and
construction
of
an
outdoor
pool
in
mount
pleasant,
which
is
a
high
priority
project
missing
from
the
current
draft
plan.
This
needs
this
need
is
identified
in
van
splash
as
and
as
and
is
reinforced
through
a
board
motion
emitting.
This
project
undermines
the
board's
ability
to
meet
service
goals,
community
centers,
as
well
as
recreation
facilities,
ice
rinks
and
pools.
J
J
These
risks
include
no
com,
no
conversion
to
low
charge,
ammonia
systems,
rink
closures
and
pool
closures,
accessibility
and
inclusion.
Improvements
are
also
currently
underfunded.
Without
these
projects
we
risk
we
risk
exacerbating
existing
social
isolation
and
mental
health
impacts
for
people
with
diverse
needs.
J
Number
four
developing
plans
and
policies
for
recreation
facilities
without
doing
our
homework
and
working
with
our
partners,
stakeholders
and
residents.
We
cannot
properly
improve
our
service
delivery
or
allocate
our
resources
in
a
way
that
responds
to
user
needs.
An
example
of
this
is
developing
an
allocation
policy
for
our
fields
and
ice
sheets
to
ensure
fair
and
equitable
equitable
access
to
these
public
amenities
number
five.
Finally,
we
do
not
currently
have
funding
to
initiate
the
planning
for
the
next
two
community,
centers
prioritized
for
renewal.
J
Our
community
center
associations
have
been
working
tirelessly
with
our
staff
to
help
deliver
a
community
center
strategy
coming
forward
in
just
a
few
weeks.
The
recommendations
included
in
that
strategy
will
provide
a
prioritized
list
to
guide
community
center
renewals
without
funding.
We
risk
delaying
implementation
of
this
important
strategy,
undermining
our
relationship
with
our
community
center
association
partners
and
not
addressing
community
center
renewal
needs.
J
F
Thank
you,
donnie,
actually
giving
us
back
some
time.
Actually,
council
there's
a
pretty
good
chance,
we're
going
to
get
through
almost
all
the
presentations
today,
which
is
wonderful,
there's
a
few
people
that
aren't
here
so
we
won't
get
through
all
of
them,
but
we're
we're
making
good
time.
A
F
Where
we
get
to
it
by
the
time,
we're
done
we'll
see
what
time
it
is.
Next
up,
we
have
christina
de
castell,
our
chief
librarian.
Thank
you.
M
Bpl's
physical
facilities
are
made
up
of
central
library
at
390,
000
square
feet
and
20
neighborhood
branches
that
range
in
size
from
1900
to
16
000
square
feet.
Pre-Coded,
one
branch
of
vpl
would
receive
about
77
visits
per
hour
on
average,
while
central
library
would
receive
more
than
500
visits
per
hour.
We're
well
on
our
way
back
to
those
levels.
M
M
Our
biggest
learning
from
2021
was
the
importance
of
the
library
german.
During
climate
events,
the
heat
dome
had
people
streaming
into
central
library
and
all
of
our
branches,
we're
thankful
that
we
had
the
air
conditioning
and
filtration
systems
to
support
them
during
this
and
that
when
air
quality
was
low
due
to
wildfire
particulates,
this
was,
which
was
the
case.
This
was
the
case
because,
during
this
capital
plan,
we
put
a
focus
on
hvac
upgrades
and
capital
maintenance.
M
In
addition,
we
focused
on
accessibility,
upgrades
after
assessments
by
the
rickanson
foundation
and
spark
we
upgraded
many
smaller
features
like
door
handles
taps
and
towel
dispensers,
and
we
added
ramps
where
they
were
missing,
including
at
central
library,
on
the
patios
and
at
fraser
view
branch.
We
undertook
renovations
at
a
number
of
branches
and
we
moved
oak
ridge
branch
into
a
temporary
location
at
the
barrett
center.
Our
major
projects,
including
at
oak
ridge
and
in
the
west
end
for
joe
fortes
continued
in
the
planning
and
design
phases.
M
In
the
next
capital
plan,
we're
looking
forward
to
the
opening
of
the
new
oakridge
library
in
2024.,
the
previous
branch
was
13
000
square
feet
and
saw
more
than
260
thousand
visits
per
year,
and
the
new
branch
will
be
more
than
22
000
square
feet
within
a
civic
center.
We're
deep
in
detailed
planning
now
and
next
year.
We'll
see
this
continue
with
purchasing
starting
for
the
collections
and
equipment
needed
to
open.
M
M
The
library
board
determines
priorities
for
vpl
renewal
and
approved
a
facility's
master
plan
in
2018..
They
have
renewed
those
priorities
for
this
capital
plan,
including
the
oakridge
marpol,
joe
forte's
and
joyce
collingwood
branches.
The
board
recognizes
the
importance
of
facilities
maintenance
and
is
requesting
200
000
per
year
for
branch
refurbishments
across
our
20
locations.
M
In
addition,
it's
a
priority
for
the
board
to
move
forward
on
revitalizing
the
children's
library
and
levels
two
and
three
at
central
library,
with
the
limited
resources
of
the
city's
capital
plan.
The
foundation
is
working
to
support
us
on
this,
with
the
understanding
that
city
investment
will
focus
primarily
on
branch,
renewal
and
growth.
M
M
In
addition,
if
these
are
unfunded,
the
planned
work
funded
by
the
vpl
foundation
is
unlikely
to
proceed
and
further
fundraising
will
be
compromised
for
branches.
The
capital
plan
is
working
with
a
branch
size
of
eleven
thousand
four
hundred
square
feet
per
marple
compared
to
an
identified
need
in
the
board
facilities
master
plan
of
seventeen
thousand
based
on
projected
growth,
and
this
is
a
gap
of
5
600
square
feet
with
a
cost
of
8.5
million
for
joe
fortes.
M
The
capital
plan
is
using
a
branch
size
of
14
500,
with
an
identified
need
of
20
000,
a
gap
of
5
500
square
feet
at
a
cost
of
9.3
million,
and
it's
notable
that
joe
forte's
visits
in
2019
exceed
the
annual
visits
at
oakridge,
which
will
be
a
larger
branch.
So
we
can
anticipate
that
joe
forte's
will
be
over
capacity
when
it
opens
at
the
current
plan
size.
We
look
forward
to
the
work
to
come
in
the
capital
plan
process
that
will
seek
to
close
some
of
these
gaps.
F
Thank
you
christina.
We
now
have
arman
amrulia
our
deputy
city
manager
and
acting
gm
of
real
estate
and
facilities
management
to
speak
about
our
service
yards.
Thank
you.
Thank
you.
I
got
the
wrong
now.
Oh
I've
got
the
I'm
I've
lost
track,
I'm
sorry
social
facilities.
We
have
sandra
singh,
our
gm
of
arts,
culture
and
community
services
to
talk
about
social
facilities.
Sorry
santa.
B
No
worries
good
afternoon,
mayor
and
council.
Thank
you
so
much
for
this
opportunity.
So
I'm
going
to
speak
this
afternoon,
as
karen
mentioned
on
social
facilities
and
equity
related
investments.
As
council
may
recall,
you
recently
passed
the
city's
first
long-range
social
infrastructure
strategy,
spaces
to
thrive
and
the
what
use
what
you'll
see
in
the
in
your
package
today
is
a
reflection
of
the
priorities
and
principles
put
forward
through
that
strategy.
B
As
a
reminder,
oh
okay,
as
a
reminder,
social
facilities
include
a
variety
and
social
infrastructure
includes
a
variety
of
different
types
of
facilities
and
spaces.
There
are
city-owned
facilities,
are
three
social
operations:
carnegie,
evelyn,
saller
and
gathering
place.
There
are
co-located
facilities
such
as
youth,
centers,
senior
centers
that
are
non-profit
run,
but
in
community
centers
there's
also
mountain
view,
cemetery,
which
is
our
city-run
cemetery.
B
There
are
also
neighborhood
houses,
which
are
a
critical
part
of
our
city-owned
ecos,
our
city,
social
infrastructure,
ecosystems.
Six
of
them
are
on
city-owned,
land,
five
are
on
non-city-owned
land
and
they
pro
they
are
really
critical.
Multi-Service
hubs
in
communities
that
serve
a
diverse
range
of
services
and
community
members,
many
equity
denied
or
lower
income,
and
also
food
infrastructure
and
assets.
B
In
the
last
capital
plan,
we
delivered
a
number
of
important
projects
and
spaces
through
through
cacs
and
development
contributions
in
yellow.
You
will
see
sorry
in
green.
You
will
see
the
cac
developed
or
delivered
contributions
so,
for
example,
the
clarney
senior
center,
also
the
city
directly
invested
in
a
number
of
spaces
as
well.
These
are
in
yellow,
for
example,
we
partnered
with
the
aboriginal
land
trust
to
find
a
permanent
home
for
the
sauce
center.
B
We
undertook
feasibility
studies
to
advance
critical
work
on
projects
such
as
anya
and
the
downtown
eastside
women,
indigenous
women's
healing
center
for
the
draft
2023
2026
capital
plan.
We
have
a
number
of
projects
that
we're
trying
to
advance
in
this
plan.
In
the
current
draft.
There
are
three
projects
that
are
delivered
in
kind
or
anticipated
to
be
delivered
through
in
kind
cacs,
two
in
the
camby
corridor
and
one
in
the
west
end
as
well.
B
We
have
potentially
allocated
five
million
of
city
funding
to
support
two
neighborhood
houses,
just
over
four
million
dollars
to
support
the
cedar
cottage
neighborhood
house.
This
is
a
really
important
program
for
expansion
and
renewal
program
for
the
cedar.
Cottage
neighborhood
house
they've
been
working
on
this
since
2012
and
and
they
have
13.5
million,
already
invested
from
senior
government.
They
need
a
matching
contribution
from
the
city
and
they're
ready
to
go
they're
just
they
have
a
gap
and
they
they
they
need
some
support
from
the
city
as
well.
B
There's
1.1
million
for
social
capital
grants
to
provide
grants
to
nonprofits
relatively
small
grants
to
support
renewals,
and
then
there
is
allocated
4.3
million
to
support
renovations
and
capital
maintenance
at
the
city's
social
operations.
So
that's
carnegie,
evelyn,
salar
and
gathering
place.
Some
of
these
are
accessibility
upgrades
as
well
as
basic
building
maintenance
such
as
hvac
replacement,
re-roofing,
and
then
we
have
about
four
million
currently
allocated
for
planning
and
research
to
advance
our
various
projects
and
to
to
be
ready
for
the
next
capital
plan
and
for
the
downtown
eastside
local
area
plan
implementation.
B
There
is
a
proposed
allocation
of
4.5
million
for
pds
to
continue
to
support
the
implementation
of
that
plan,
and
you
see
in
your
slides
the
proposed
breakdown
and
how
that
would
be
allocated.
As
with
the
library
and
park
board.
There
are
a
number
of
unfunded
elements
that
staff
were
hoping
to
advance
over
the
next
four
years.
B
B
This
also
is
a
baja
redevelopment
site
and
so
not
moving
forward
with
that
does
impact
our
ability
to
activate
that
site
for
housing,
longer-term
housing,
and
we
were
also
hoping
to
implement
some
solutions,
solutions
to
street
vending
in
the
downtown
east
side
in
response
to
the
vending
study
and
so
not
being
able
to
move
forward
with
that
does
impact
the
ongoing
challenges
in
the
downtown
eastside
with
street
vending
in
the
downtown
eastside
street
market.
B
There
are
a
number
of
equity
and
indigenous
projects
that
we
would
like
to
be
in
a
position
to
contribute
to
over
the
next
four
years
as
they
emerge,
for
example,
renovations
or
expansion
of
the
vancouver
aboriginal
friendship
center.
Mvac.
Metro,
vancouver
aboriginal
executive
committee
is
about
to
complete
their
member
facility
assessment,
and
we
understand
that
there
will
be
some
priorities
emerging
from
that,
as
well
as
an
indigenous
food
hub,
which
is
has
been
flagged
by
the
community
as
a
priority.
B
We
would
like
to
be
able
to
bring
some
funding
to
advance
some
community
cultural,
at
least
one
community
cultural
project
in
the
next
year,
as
well
as
support
a
gender
equity
project,
either,
for
example,
the
downtown
eastside
women's
center
expansion,
as
council
knows,
they
serve
over
700
at-risk
women
and
their
demand
has
doubled
over
recent
years
or,
for
example,
the
ged
women's
sobering
center,
which
is
an
idea
that
has
emerged
from
the
work
on
mmiwg
and
unsafe
spaces,
which
is
coming
to
council
later
this
spring.
B
There's
nothing
in
the
four-year
capital
plan
right
now
related
to
urban
agriculture
and
food
security,
and
his
council
knows.
Food
security
is
increasingly
a
challenge
for
many
in
our
community.
There
were
three
projects
or
three
priority
areas
in
this.
In
this
in
this
category,
we
would
like
to
support
the
development
of
a
south
vancouver
neighborhood,
how
a
neighborhood
house
food
center
for
distribution
of
food
to
low-income
families.
B
This
was
a
gap
that
emerged
during
kovid
that,
as
the
food
bank
changed
its
its
its
approach,
yeah
you're
right,
you
got
it
greenhouse
infrastructure,
which
would
be
shared
greenhouse
infrastructure
for
various
urban
farmers,
as
well
as
being
able
to
activate
a
number
of
sites
that
we
anticipate
coming
through
development,
there's
other
maintenance
associated
with
our
social
operations,
and,
just
to
note,
it's
not
clearly
articulated
here,
but
the
mountain
view.
Cemetery.
B
F
Thank
you
sandra.
I
hope
the
pace
is
okay
for
council
to
trade
trade-off
between
filling
a
lot
of
information,
the
space
of
a
lot
of
information,
but
not
so
quickly
that
you
can't
absorb
it.
So
let
us
know
if
it's
too
fast
but
we're
trying
to
fit
a
lot
in
I'm
going
to
now
speak
about
the
archives.
F
F
The
archives
store
both
our
own
city
documents
that
we
need
to
keep
records
of
as
well
as
community
archival
collections.
The
satellite
site
serves
as
a
temporary
solution
for
the
storage
needs
of
the
archives
until
a
more
permanent
solution
can
be
realized,
and
we
are
looking
in
the
current
in
the
coming
up
capital
plan
to
address
capacity
and
maintenance
needs,
and
we've
come
up
with
before
I
actually
talk
about
looking
forward
I'll
talk
about
what
we
achieved
over
the
past
four
years,
quite
a
big
project.
F
We
called
it
the
pre-move
project,
but
what
it
was
really
all
about
was
fully
inventorying
all
the
things
I
mean
the
city
of
vancouver
is
well
over
100
years
old,
there's
been
a
lot
of
collections
added
to
those
archives.
We
did
a
full
inventory
of
the
holdings
and
we
implemented
a
modern
barcode
tracking
system.
That
was
a
lot
of
hands-on
work.
F
We
also
undertook
some
urgent
upgrades
at
the
satellite
site,
just
archive
stuff
climate
control,
quarantine,
freezers,
things
like
that
in
terms
of
the
coming
capital
plan,
we're
looking
to
put
about
five
million
dollars
into
under
five
million,
looks
like
three
million
four
million
into
the
archives,
and
really
what
you
see
on
this
slide
is
all
about
just
creating
capacity
kind
of
creative.
F
By
adding
deeper
shelves,
we
can
increase
capacity
by
one-third,
which
allows
us
to
accommodate
use
that
site
until
2030,
while
we're
figuring
out
what
to
do
for
a
more
permanent
home
and
start
some
long-term
planning
on
the
renewal
replacement
of
the
vanier
park
and
satellite
site
to
think
about
a
longer
term
permanent
solution
for
the
next
capital
plan
cycle.
After
this
one
and
then
just
some
modest
investments
in
the
maintenance
and
operations
of
the
satellite
site
to
make
sure
that
all
the
valuable
things
we
have
in
there
stay
safe.
F
N
Thank
you
mayor
and
council.
The
service
yards
I
serve
as
a
base
operations,
city
staff
and
fleet
providing
essential
services
to
the
community.
I
kind
of
look
at
it
like
the
heartbeat
of
vancouver
and
the
service
yards
are
key
for
civic
resiliency
and
have
an
important
role
in
disaster
response.
N
N
Key
achievements:
over
the
past
past
four
years
for
these,
it's
a
service
yard,
equitable
service
facilities,
review,
it's
a
lens,
an
equity
lens
to
look
at
commitment
to
the
employment
of
equity,
address,
workplace
diversity
and
inclusion,
reviewed,
existing
washrooms
change
rooms
and
locker
room
facilities,
renovation
projects
prioritized
and
ready
for
implementation
service
engineering
service
yards.
The
manitoba
pastor
plan
will
be
completed
in
q2
of
2022
and
plan
to
meet
the
current
and
future
needs
and
will
demonstrate
leadership
and
sustainability
and
resiliency.
N
The
upgrades
at
manitoba
yard
were
the
relay
of
building
of
the
cng
retrofits
completed
last
fall
in
2020.
The
fuel
station
upgrade
and
tank
replacement
in
construction
and
scheduled
for
completion
in
q4
of
2022
and
the
hydrovac
garage
design
completed
tender
on
hold.
Pending
the
funding
park
service
yards,
we
finalized
the
sunset
yard
master
plan
planned
to
reorganize
the
yard,
replaced
obsolete
facilities
from
the
1940s
and
the
increase.
The
efficiency
and
modernize
initiated
work
at
the
at
sunset
yard.
N
So
in
the
draft
preliminary
at
20,
23
2026
capital
plan
highlights
we're
going
to
renovate
eight
to
ten
staff,
washrooms
and
change
room
facilities,
as
prioritized
across
all
yards
to
address
issues
with
equity
and
accessibility
for
the
service
yard,
equitable
facilities
review
and
for
sunset
yard.
We're
going
to
complete
the
detailed
design
phase
and
review
options
for
further
phase
delivery
at
the
midterm
update
in
2024.
F
Thank
you,
armin.
Okay,
now
we've
come
to
a
very
big
part
of
the
plan,
which
is
our
city
engineer.
Lon,
leclaire
and
lond
is
going
to
present.
I
think
it's
five
separate
categories.
It's
going
to
be
vehicles
and
equipment,
transportation
and
street
use
one
water,
solid
waste
and
renewable
energy.
That's
going
to
take
about
a
half
hour
and
all
so
long.
If
you'll,
just
you
know
delineate
each
one,
I'm
not
going
to
jump
up
in
between
you
can
do
it
thanks.
L
Yes,
hello,
american
council,
so
yeah
the
service
categories
that
fall
under
the
engineering
department
represent.
I
think
it's
about
half
of
the
the
capital
plan,
starting
with
oops,
starting
with
the
vehicles
and
equipment.
So
this
group
provides
well
engineering,
is
a
huge
consumer
of
vehicles
and
equipment
with
740
pieces
or
items.
But
what
we
do
is
we
manage
this?
The
fleet
on
behalf
of
all
of
the
other
departments,
including
parks
and
recreation,
the
police
and
fire
departments?
L
It's
this
group
is
responsible
for
procurement,
maintenance,
repairs
and
fueling
in
terms
of
the
the
last
four
years,
some
significant
accomplishments.
In
this
service
category
we
added
115
zero
emission
vehicles.
We
piloted
the
first
medium
duty,
electric
refuse
vehicle.
You
can
see
that
pictured
in
the
on
the
slide
there
and
secured
contributions
from
senior
governments
for
those
projects.
L
We
reduced
greenhouse
gas
emissions
by
52.
A
lot
of
that
was
achieved
not
through
just
the
transition
to
electric
vehicles,
but
also
the
change
in
the
fuel
type
that
we
use.
So
a
transition
to
renewable
fuels
we
have
about
50
of
all
fuel
is
now
renewable
and
80
of
the
diesel
that
we
use
in
vehicles
is
as
renewable
500
vehicle.
L
Almost
500
vehicles
were
replaced
and
that
allowed
us
to
improve
the
overall
asset
condition
from
55
to
61,
in
the
fair
to
good
category
and
what's
important
about
that
is,
of
course,
anytime.
That
equipment
is
not
functioning
or
working
it.
It
hampers
our
ability
to
deliver
services
across
the
organization.
L
So
included
in
this
capital
plan
is
continued,
strengthening
of
that
replacement,
so
650
to
700
new
assets
to
increase
further
increase
the
the
fleet
to
an
even
higher
level
of
good
to
fair
conditions
separately
from
that
we
look
to
right,
size
and
optimize
fleets,
sometimes
we're
using
bigger
vehicles
than
needed
or
bigger
equipment
than
needed,
and
that's
something
we
would
be
reviewing
on
a
regular
basis.
L
We
will
be
replacing
200
to
250
of
our
gas
diesel
assets
with
electric
and
we
will
be
focusing
on
to
do
that,
we'll
be
focusing
on
the
market,
ready
technologies,
and
what
I
mean
by
that
there
is
a
lot
of
equipment
out
there
that
doesn't
have
a
zero
emissions
option
or
the
option
that
is
available
doesn't
really
work
for
our
operations
to
improve
efficiency,
we'll
also
be
buying
out
some
existing
leases,
and
I
just
wanted
to
mention
too
in
this
category
the
fleets
and
programs
that
we
have
actually
support
the
other
groups,
and
so,
ultimately,
when
those
needs
are
determined,
we
we
adjust
our
vehicles
and
equipment
accordingly.
L
In
this
service
group,
there
is
still
a
lot
that
potentially
could
happen
on
the
switch
to
low
emissions
or
reduced
emissions,
but
that
would
come
at
a
significant
cost
premium
or
in
some
cases
we
don't
see
a
solution
there
and,
as
I
mentioned,
this
category
has
to
be
adjusted
based
on
what
park
board
plans
to
do
what
engineering
plans
to
do
what
happens
in
police,
because
we
service
the
equipment
for
all
those
vehicles,
all
those
service
areas
on
to
the
streets
service
category.
L
Also
in
this
sort
of
service
category
we're
looking
to
improve
mobility,
and
this
is
largely
responding
to
growth,
but
also
in
climate
change,
which
is
to
shift
more
of
our
trips
to
walk
bike
and
transit,
but
also
to
create
a
more
safe
and
accessible
network.
A
new
area
of
focus
for
this
category.
This
service
category
is
really
supporting
public
life,
and
you
know
the
using
the
streets
as
a
place
for
gathering
and
amenities
to
support
public
needs.
Business
needs
climate,
emergency
and
equity
goals.
This.
This
is
a.
L
This
is
an
area
that's
strongly
emerging,
and
if
you
look
at
the
achievements
over
the
last
four
years,
you
know
the
covet
pandemic
kind
of
really
pointed
that
out
for
us
again,
similar
to
the
park
use
16
temporary
plazas
are
still
ongoing.
L
We
have
13
temporary
parklets,
we
piloted
sidewalk
and
transit
improvements
on
robson
street
implemented
a
bike
facility
on
on
beach,
avenue,
implemented,
40
kilometers
of
slow
streets
and
piloted
19
kilometers
of
of
bus
lanes.
L
So
it
was
a
lot
that
was
very
reactive
and
a
lot
that
was
actually
directed
by
this
council
in
this
capital
plan.
In
response
to
the
pandemic,
in
addition,
we've
also
completed
phase
one
of
the
granville
bridge,
recording
rehabilitation
and,
by
the
end
of
this
year
again,
a
keen
direction
of
this
council
has
been
to
get
caught
up
on
the
backlog
of
requests
for
curb
ramps.
L
L
We
also
improved
22
kilometers
of
bus
network
in
on
supporting
public
front
life.
Three
new
plazas,
800
robson
is
already
built
and
functioning
as
a
plaza
blood
alley
square
and
butte
robson
will
be
completed
in
2022.
L
So
in
the
in
the
draft
capital
plan
highlights
a
big
part
of
our
work.
Here
is
again
on
the
renewal
piece.
Granville
and
county
bridge
have
significant
renewal
needs,
and
this
the
proposed
plan
or
the
draft
plan
that
we
have
right
now
does
a
good
measure
towards
addressing
that.
But
it
is
such
a
big
need
that
it's
something
that
really
needs
to
be
dr
addressed
over
multiple
capital
plans.
Moving
forward
also
guest
down
streets,
rehabilitation
and
improvements,
we've
been
in
this
plan.
L
We
we
have
money
set
aside
for
that.
It
represents
about
one
third
to
a
quarter
of
the
actual
need
in
that
area,
but
it
does
make
progress
in
that
area
and,
as
we
continue
with
transportation,
safety,
accessibility
targets,
supporting
broadway,
subway
transit
priority
projects
here,
we're
really
leveraging
the
trans-link
funding
for
this
transit
priority
projects.
L
Often
translink
is
the
majority
funder
or
sometimes
funding
the
entire
cost,
depending
on
the
priority
that
it
delivers
to
the
transit
service
walking
in
cycling
and
transit
improvements
we'll
be
implementing
a
number
of
these
with
these
again
would
be
using
generally
those
temporary
type
of
materials,
not
a
full
reconstruction
of
the
street,
but
the
similar
to
what
you
see
on
beech,
avenue
or
semi
street
and
we'll
be
doing
minor
minor
upgrade
in
the
plan,
includes
minor
upgrades
to
gathering
plasmas
and
temporary,
using
temporary
materials.
L
So
what's
unfunded
in
the
plan,
we
do
see
that
if
we,
if,
if
money
was
available,
there
would
be
more
that
we
could
do
certainly
on
gas
town
in
gas
town
on
water
street
rehabilitation.
L
L
That's
a
scalable
one,
as
mentioned
that
falls
into
that
type
of
category
and
in
terms
of
the
public
gathering
spaces
and
plazas.
These
are
really
in
the
bia
areas.
We
have
about
eight
million
dollars
in
the
in
the
draft
that's
over
four
years
and
of
course,
that's
responding
to
22
bias.
L
This
service
area
is
responsible
for
delivering
clean,
safe
drinking
water
to
businesses,
residents
across
the
city,
providing
the
the
fire
suppression
system,
but
also
they
are
responsible
for
improving
the
resilience
of
that
system
and
responding
to
those
climate
change.
Emergencies.
L
They
also
this
group
also
looks
at
provides
the
sanitary
drainage,
rain
water
management.
Flood
protection
manages
integrated
watersheds
for
the
19
watersheds
across
the
city
and
again
in
these
areas,
we
look
to
kind
of
restore
those
ecosystem
functions
and
improve
those
resilience
and,
most
importantly,
too,
has
been
asked
a
couple
of
them
a
couple
of
times:
climate
change,
risks
and
impacts
and
and
kind
of-
that's
that's
a
big
part
of
this
group,
but
also
addressing
chronic
pollution
that
exists
today
in
the
receiving
waters.
L
Significant
accomplishments
have
actually
been
made
again
in
this
term.
In
your
term
on
council
we've,
we
ramped
up
renewal
rates
significantly
water
and
sewer
pipes
and
system
pipes
are
usually
an
asset
that
lasts
about
a
hundred
years.
During
this
this
capital
plan,
we
increased
the
renewal
rate
for
water
pipes
from
point
six
percent
a
year,
two
point:
nine
percent
a
year.
L
That's
that's
terrific
progress
towards
the
target
and
the
sewer
renewal
rate
increased
from
point
point
three
percent
to
point:
five
percent
a
year:
it's
a
ways
off
from
the
target,
but
still
good
progress.
We're
able
to
replace
renew
one
of
the
the
pump
stations
there's
an
image
of
that
down
in
the
bottom
right,
which
is
the
glennon
seventh
pump
station,
which
actually
also
accommodated
a
public
washroom
as
part
of
that
in
in
this
four-year
capital
plan
ii.
L
This
group
also
supported
growth
by
upgrading
water
and
sewer
connection
upgrading
water
mains
as
needed
to
support
growth,
but
also
providing
those
connections.
L
A
number
of
green
rainwater
management
infrastructure
assets
are
actually
done
through
growth
as
well,
and
the
team
completed
the
integrated
water
management
plans
for
both
camby
corridor
and
the
broadway
plan
area.
L
Also,
during
the
last
four
years,
we've
added
six
kilometers
of
additional
hardened
grid
to
our
seismically
resistant
water
mains.
That's
a
significant
improvement
added
nine
drinking
fountains
to
improve
access
to
water.
L
L
We
finalized
two
1.2
kilometers
of
coastal
flood
protection
in
east
fraser
lands
of
construct,
constructed
significant
blue
green
system,
pilots
on
richard
street
and
prince
edward
street
in
sunset
park,
and
increase
the
the
the
amount
of
right-of-way
that
is
managed
into
green
water
infrastructure
by
54.
So
that's
a
going
from
12
hectares
up
to
19
hectares,
we've
also
established
drainage,
and
so
we're
modeling
and
monitoring
program
to
inform
our
investments
moving
forward,
which
is
really
going
to
help
in
the
capital
plan.
L
The
draft
capital
plan
that
we
have
right
that
we're
working
on
right
now,
we're
looking
to
in
further
increase
the
renewal
rates
so
for
water.
That
would
take
us
from
point
nine
percent
per
year
to
one
point:
one
percent
a
year
which
is
very
close
to
the
the
target
increase,
the
sewer
renewal
rate
from
point
six
percent
a
year.
L
Two
point:
eight
percent
a
year,
a
lot
more
work
to
be
done
on
on
on
sewer,
and
but
it's
the
the
funding
for
these
service
categories
are
within
the
the
sewer
and
water
rates.
We're
also
looking
to
renew
and
refurbish
four
pump
stations
and
initiate
the
renewal
of
refurbishment
of
three.
L
And
also
in
the
in
the
capital
plan
highlights
we're
looking
to
add
another
five
kilometers
to
the
seismically
hardened
water,
a
water
grid
system,
add
20
new
drinking
fatters
of
drinking
fountains,
to
increase
access
to
to
drinking
water,
further
double
the
coverage
of
the
residential
water
meters
and
further
and
and
by
by
implementing
those,
we
hope
to
further
reduce
per
capita
water
consumption,
continue
to
invest
in
green
rainwater
infrastructure
that
will
continue
address
climate
combined
sewer
over
flows
through
targeted
investments.
L
So
a
lot
of
our
work
right
now
on
the
clean
waters
plan
is
identifying
where
we
can
target
investments
most
strategically
to
reduce
combined
sewer
overflows
and
also
implement
blue-green
systems
in
on
st
george
rainway,
the
alberta
street
and
the
columbia
park
project.
L
So
if
we
were
to
stick
to
the
plan,
it
would
be
an
additional
16
hectares,
complete
at
the
field
reviews
and
improve
the
the
the
kind
of
the
data
that
we
have
on
the
on
our
system
and
just
as
a
note,
though,
again
here
for
these
unfunded
elements
to
be
addressed.
These
are
funded
through
water
and
sewer
rates,
and
so
as
we
continue
to
scale
those
up
and
we're
practically
scaling
those
up
as
quickly
as
we
can
and
as
you
know,
for,
for
example,
with
the
water,
the
sewer
sewer
rates.
L
L
So
the
next
service
category
that
I'm
going
to
cover
is
solid
waste.
So
this
service
category
is
responsible
for
street
cleaning,
abandoned
waste
collection
and
collection
of
organics
and
garbage
again.
This
is
an
area
that
council
directed
increases
in
this
area
also
manages
the
city
of
vancouver
landfill
and
the
zero
waste
facility,
which
is
located
in
delta,
and
also
the
vancouver
south
transfer
station
and
the
zero
waste
center.
That's
located
in
south
vancouver
and
manages
the
the
gas
recovery
system.
L
We
have
a
diversion
group
in
in
this
service
category
too.
That
looks
to
reduce
waste,
including
single-use
item
strategy
and
other
waste
reduction
efforts,
significant
accomplishments
in
the
last
four
years
again,
the
pandemic,
I
think,
highlighted
a
lot
of
the
the
need
for
additional
street
cleaning
and
and
litter
pickup
in
our
city
and
this
council
directed
increases
in
those
areas.
L
We
will
be
continuing
to
to
close
portions
of
the
landfill
that
that
and
and
convert
the
sorry,
I'm
on
achievements.
I've
got
confused
here,
the
accomplishments
in
in
this
cat
plan.
We
we
closed
15
hectares
of
landfill
and
converted
and
implemented
a
system
to
convert
the
landfill
gas
to
natural
gas.
This
is
a
project,
that's
in
partnership
with
fortis
bc,
so
we're
inserting
renewable
natural
gas
into
fortissis
network
which
allows
us
to
actually
purchase
it
and
also
others
to
purchase
renewable
natural
gas.
L
We've
also
implemented
a
single
use
item
strategy
and
this
year
we'll
be
launching
the
the
love
food
hate
waste
campaign
highlights
of
the
the
capital
plan
that
we
have
right
now
in
the
draft
include
350
new
high-volume
recycling
in
litter
containers,
so
these
would
be
deployed
across
the
city
in
the
areas
where
we
see
the
demand.
The
greatest.
L
The
the
we
would
be
looking
to
electrify
more
of
the
the
vehicles,
the
update
of
we're
using
a
lot
more
technology
right
now
to
be
more
strategic
about
how
we
run
our
routes,
so
using
data
and
analysis
would
be
updating
routes,
dispatching
cart
management
systems
which
actually
have
some
potential
big
efficiencies
and
in
terms
of
the
landfill,
we're
going
to
design
20
27
hectares
for
closure
and
actually
close
14
hectares,
we'll
be
expanding
the
glass,
the
landfill
gas
collection
and
in
completing
improvements
to
the
transfer
station.
L
So,
unfortunately,
our
two
zero
waste
facilities
were
actually
far
from
where
our
big
concentration
of
our
residents
and
businesses
are,
which
are
generally
in
the
north
part
of
the
city,
the
diversion
of
challenging
materials,
the
recovery
of
niche
materials,
the
zero
waste
demonstration
center,
which
is
something
that
we
had
been
pursuing
with
a
number
of
entrepreneurs
that
are
looking
to
trial
and
test
new
technologies
to
to
reduce
to
to
basically
better
recover
materials
from
waste
and
build
resiliency
and
another
opportunity
for
us
is
actually
we
we
do
have
about
200,
000
tons
of
soil
and
aggregate
which
right
now
makes
its
way
to
landfill.
L
But
if
we
were
to
invest
in
equipment
we
could
recover
a
lot
of
that
into
reusable
construction
material
and
thereby
reducing
disposal
costs.
And
then
the
final
service
category
in
the
engineering
services
area
is
renewable
energy.
L
So
this
is
our
neighborhood
energy
utility,
which
provides
low-carbon
heat
and
water
to
community
buildings
in
falls
creek
and
mount
pleasant
it.
It
helps
us
achieve
the
the
targets
that
we
set
out
in
the
climate,
emergency
action
plan
or
well
general
generally,
our
climate
goals
during
the
past
four
years.
Again,
significant
progress
in
this
area,
we
installed
an
additional
1.9
kilometers
of
distribution,
pipe
which
connected
11
new
buildings
and
over
a
million
square
feet
of
buildings
to
the
system
we
completed.
L
L
Expanding
to
northeast
falls,
creek
commissioning
another
low
carbon
energy
at
our
falls,
creek
energy
center,
which
is
actually
just
a
heat
pump
out
of
our
sewers
out
of
our
sewer
system
and
install
another
peak,
a
peaking
capacity
at
a
temporary
boiler
plant,
and
we
would
be
looking
to
progress
our
design
to
to
the
next
low
carbon
energy
generation
project,
which
would
put
us
on
target
to
decarbonize.
L
This
area,
as
you
might
know,
as
well,
is
funded
through
the
customers.
So
this
is
the
the
money
that
pays
for
this
system
is
paid
for
the
people
who
use
the
energy
and
so
again
in
terms
of
ability
to
move
things
in
and
out
of
categories.
This
is
one
of
those
ones
that
the
money
stays
within
it
and
it
funds
all
of
those
expansions
in
this
area.
We
do
not
have
unfunded
components
and
that's
it
for
me.
Thanks.
F
So,
like
I
said
we're
ahead
of
schedule,
I
originally
thought
we
would
be
kind
of
at
six
o'clock
at
this
point.
We
have,
I
think,
about
a
half
hour
left.
We
do.
We've
been
throwing
a
lot
of
information
at
council,
so
mayor
kennedy,
emir
stewart
I
looked
to
you
to
decide.
We
could
go
on
for
another
half
an
hour.
You
could
hear
from
a
number
of
more
categories
or
we
can
stop
for
questions
or
we
can
end
early.
I
leave
it
to
council
to
decide.
A
Thanks,
I
actually
don't
see
anybody
on
the
question
list,
so
I'm
just
wondering
if
everybody's
okay
with
it,
we
can
just
recess
now
and
then
continue
on
the
next
day,
but
I'll
just
wait
for
a
second
and
see
if
anybody
puts
themselves
on
the
question
queue.
E
Here
I
have
a
point
of
information.
I
guess.
A
E
F
Yes,
we
have
whoops,
sorry.
F
We
have
eight
left
three
of
the
presenters
aren't
here
today,
so
we
could
go
through
five
more,
which
would
I'm
not
even
sure
we
could
get
through
yeah.
We
could
probably
get
through
four
or
five
more
in
in
the
next
half
hour.
E
F
E
A
Okay,
I'll
just
ask
if
anybody
objects
to
that.
A
I
don't
hear
any
objections,
so,
let's
just
proceed
till
six
is
scheduled.
I
have
a
counselor
car,
oh.
H
No,
I
I'm
sorry.
I
support
that,
but
I
the
only
question
I
was
going
to
ask
was:
who
do
we
send
questions
to
I've?
Been
writing
a
list
of
questions.
F
Let's
keep
going
then
okay,
so
next
we
have.
Is
it
sandra
or
ryan?
F
No,
no!
It's
sandra
singh
going
to
be
presenting
on
affordable
housing.
I.T
is
going
to
be
next
week.
B
Maybe
I'll
just
get
past
the
technology
there
we
go
okay,
so
just
as
a
reminder
in
terms
of
the
non-market
housing
program,
there
are
a
number
of
different
activities
that
attract
capital
spending
or
require
capital
investment.
B
There
is
the
chip
program,
the
community
housing
investment
program
in
which
we
allocate
city
grants
into
non-profit
projects,
on
non-profit
land,
to
deepen
affordability
and
there's
the
deployment
of
turnkey
housing
delivered
from
private
developers
as
well.
We
we
deliver
projects
on
city
owned
lands
such
as
the
rhi
funded
projects,
the
permanent
modular,
supportive
housing.
That's
over
350
units,
the
temporary
modular
housing
deployment
of
other
sites
such
as
the
community
land,
trust
portfolio.
B
We
work
on
supportive
housing
strategy
implementation,
as
well
as
the
emerging,
as
well
as
sro
strategy
development
implementation,
including
our
work
with
senior
government
that
is
emerging
right
now,
as
well
as
we
deploy
emergency
shelters
and
permanent
shelters
in
terms
of
our
key
achievements.
Over
the
last
four
years,
there
were
many.
This
was
a
very
busy
portfolio
and-
and
so
just
a
few
of
the
highlights
here
on
this
slide
for
you
from
an
acquisition
perspective
and
land
deployment
perspective,
we
deployed
numerous
city
sites
for
housing
with
non-profit
partners.
B
With
hundreds
completed
during
this
plan
and
many
more
in
the
active
pipeline
we
deployed.
We
we
deployed
over
200
homes
from
turnkey
housing.
We
rolled
out
seven
temporary
modular
housing
buildings.
We
allocated
two
rounds
of
federal
government
rhi
funding,
including
the
purchase
of
three
assets.
Through
this
funding
we
dedicated
land
for
the
permanent
modular
housing
program.
We
took
action
on
the
region
in
balmoral
and
there
were
a
number
of
other
strategic
initiatives.
B
We
also
moved
forward
three
co-location
projects
with
rafm,
including
rod
and
coal
harbor
and
fire
hall
number
five
and
administered
a
number
of
capital
grants,
including
29
million
in
ship
funding,
6.5
to
enhance
affordability
on
city
land
projects
as
part
of
that
and
8
million
in
rhi
funding
to
un
to
to
unlock
a
non-profit
project.
And,
lastly,
we
also
invested
in
the
preservation
and
replacement
of
housing
stock,
1.3
million
sro
grants.
B
We
initiated
an
sro
strategy
with
senior
government
and
we
have
studies
underway
around
the
replacement
of
a
number
of
our
own
operated
assets
in
terms
of
the
draft
or
the
preliminary
draft
2023
to
2026
capital
plan.
There
are
a
number
of
investments
identified
here.
The
projections
that
informed
this
preliminary
draft
are
based
on
the
current
housing
vancouver
targets
and
the
current
work
underway
on
the
housing
needs
assessment,
which
will
be
further
refined
in
the
near
future.
B
Building
off
the
activity
in
the
current
plan,
we're
proposing
to
increase
capital
for
non-market
housing
in
the
next
plan,
based
on
those
projections
from
an
acquisition
perspective,
we're
proposing
to
allocate
funding
for
land
acquisitions
as
we
work
through
our
existing
land
holdings
and
acquire
sites
to
relocate
temporary
modular
for
the
long
term.
We
also
anticipate
the
need
to
for
capital
to
hold
properties
until
they're
ready
for
construction,
for
example,
demolishing
existing
buildings
and
addressing
any
land
remediation
issues.
For
some
of
the
sites
for
low-income
housing.
B
We
propose
capital
for
replacing
temporary
shelters
with
permanent
permanent
shelters
acquiring
sites
to
further
our
emerging
tri-level
sro
strategy,
which
we
will
be
it'll,
be
anticipated
by
senior
government
that
we
do
bring
some
some
investment
to
the
table,
even
as
the
junior
level
of
government
and
that
we
relocate
our
220
temporary.
Our
220
220
terminal
building
to
another
temporary
site
as
the
lease
on
that
comes
to
an
end
for
non-market
capital.
B
Housing
is
needed
to
fund
soft
costs,
to
get
more
sites,
shovel
ready
for
partner
projects,
to
replace
the
city-owned
building,
that's
beyond
its
useful
life
and
is
in
disrepair
and
to
expand
that
ship
program
to
support
housing
delivery
through
the
nonprofit
sector
and,
of
course,
we
require
funding
to
maintain
our
existing
housing
in
good
repair
for
our
own
tenants.
B
There
are
some
unfunded
elements
like
with
all
of
the
other
categories.
There
are
a
number
of
elements
that
are
not
addressed
in
the
proposed
plan.
At
the
moment,
the
budgeted
capital
maintenance
falls
short
of,
what's
needed,
to
address,
deferred
maintenance
and
maintain
our
buildings
adequately.
This
unfunded
element
poses
an
increased
risk
of
fire
flood
or
other
life
safety
events
in
our
own
buildings
and
may
result
in
unplanned
displacements,
as
we
have
we
have
seen
over
the
last
four
years
in
our
own
portfolio.
B
While
the
proposed
acquisition
budget
is
an
increase
from
the
current
plan,
it
does
not
align
with
it
with
a
10-year
forecast
based
on
our
current
projections,
and
the
proposed
budget
does
not
fund
the
housing
component
of
the
marple
civic
center
redevelopment
or
dedicate
funds
for
progressing
the
sro
investment
strategy.
Beyond
the
acquisition
of
two
sites.
We
will
be
anticipated
to
to
contribute
some
staff
effort
over
the
four
years
to
further
developing
and
then
administering
that
that
strategy.
B
So,
as
council
is
aware,
child
care
is
is
a
significant
area
of
delivery
in
terms
of
in
terms
of
community
infrastructure
that
supports
economic
participation
and
social
participation
of
families
and
keeps
vancouver
affordable
for
families.
So
in
terms
of
civic
projects,
in
terms
of
the
work
that
we
do,
that
requires
capital
and
child
care.
We
deliver
child
care
on
city
land
and
in
city
buildings
such
as
community
centers,
and
on
partner
lands
such
as
elementary
and
school
and
school
sites.
B
B
As
with
many
of
our
strategies
across
the
city,
recognizing
the
systemic
inequities
experienced
by
people
of
indigenous
ancestry,
we
support
indigenous-led
projects,
including
culturally
safe
school-aged
care,
off-school
grounds.
We
provide
small
capital,
assist
grants
to
support
partner-led
renovations
and
also
capital
funds.
The
vast
majority
of
the
child
care
team
in
terms
of
key
achievements
during
the
last
four
years
as
council
knows
we,
we
signed
a
mou
the
first
ever
with
a
senior
government
to
deliver
and
create
new
spaces
in
terms
of
co-location
with
public
and
non-partners.
That
was
a
key
strategy.
B
In
the
last
capital
plan,
we
anticipated
significant
site
deployment
from
vsb
to
deliver
child
care.
That
program
was
stalled,
and
so
we
were
unable
to
advance
as
many
of
the
vsb
projects
that
we
had
hoped,
but
we
were
able
to
explore
new
models
of
child
care,
such
as
outdoor
based
child
care
pilot
and
the
seamless
day
pilot
in
which
in
which
children
have
have
child
care
on
site
in
the
same
classroom,
preschool
and
then
after
school.
B
There
are
a
number
of
we
looked
at
worked
with
community
center
associations
to
convert
underutilized
spaces
in
existing
preschool
rooms
to
address
community
need
for
full,
full
day
child
care,
and
we
co-located
with
housing
projects
and
a
health
care
work
site,
the
vancouver
native
housing
site,
as
well
as
bc,
housing
and
phsa.
B
In
terms
of
the
last
capital
plan,
we
had
a
total
of
approved
1000
child
care,
spaces
and
spaces
that
became
operational
were
531
and,
as
council
is
aware,
a
child
care
space
may
be
approved,
but
it
might
take
a
few
years
for
the
project,
especially
a
large,
complex
capital
project,
to
be
come
into
operations.
B
In
terms
of
the
preliminary
draft
capital
plan,
we
have
a
number
of
projects
being
proposed
and
categories
here.
There
are
three
civic
projects
it'll
on
this
slide.
It
says
west
end
civic
center,
but
it's
maybe
western
civic
center
or
west
end
aquatic
center,
something
out
of
the
west
end
in
terms
of
a
child
care
ray
cam
community
center
renewal,
as
well
as
the
olympic
village
school.
B
We
also
have
a
really
important
opportunity
to
support
a
baja
partnership
project
with
the
urban
native
youth
association
to
provide
child
care
in
the
in
the
new
project
at
the
anya
site.
We
have
some
funding
to
support
the
conversion
of
preschool
to
full-day
programs.
A
number
of
developer
in-kind
projects
delivering
about
314
spaces
along
the
central
canby
corridor,
a
modest
capital
grant
program
to
support
non-city-owned
sites.
B
Some
the
plan
is
predicated
with
the
with
the
with
the
move
of
child
care
in
the
province
from
mcfd
into
ministry
of
education.
One
of
the
major
assumptions
in
this
plan
in
this
draft
preliminary
plan
is
that
the
vsb
is
well
positioned
to
take
on
the
the
the
lion's
share
of
delivering
school-age
care
on
their
sites.
B
However,
there
is
still
a
need
for
some
indigenous-led,
culturally
safe
school-aged
care
office
school
sites,
and
so
we
do
propose
a
small
amount
of
grant
funding
to
support
indigenous
partners
to
provide
that
care
on
their
sites,
as
well
as
some
capital
maintenance
and,
as
I
mentioned,
are
planning
our
feasibility
studies
and
our
planning
team
terms
of
unfunded
elements
again,
like
other
capital
asset
categories.
Are
our
unfunded
elements
projects
that
we
would
like
to
advance
or
emerging
the
cedar?
Cottage
neighborhood
house?
B
You
heard
that
earlier
around
the
in
the
social
infrastructure
program,
they
have
some
significant
senior
government
funding.
They
need
some
matching
funds,
there's
a
an
important
opportunity
to
deliver
some
child
care
in
this
high
need
community,
baja,
co-location
and
a
number
of
other
programs
as
well
like
a
number
of
our
asset
categories.
B
We
have
unfunded,
underfunded,
capital
maintenance
programs
of
our
existing
assets
and
so
some
additional
funding
to
bring
that
bring
those
spaces
to
address,
to
address
their
needs
and
make
sure
that
they
remain
functional
and
just
a
few
considerations
that
I
think
we
spoke
to
earlier,
but
just
to
note
that
due
to
development,
committed
projects
are
generally
in
areas
with
high
development
potential,
but
those
aren't
necessarily
the
areas
where
there's
equity
needs
or
or
there's
so
there's
a
disconnect
between
where
the
funding
comes
in
from
and
where
the
actual
need
or
the
equity
gaps
are.
B
We
also
need
swing
sites
during
redevelopment
and
and
and
so
there's
just
a
number
of
considerations
through
child
care.
Should
I
just
keep,
should
I
keep
going?
Okay,
all
right?
Okay,
I'm
on
a
roll
on
to
arts
and
culture.
So
this
is
in
this
category.
We
have
public
art
and
cultural
facilities.
B
As
council
recall,
your
first
long-range
suite
of
strategies
that
you
adopted
in
your
term
was
culture
shift
which
included
the
overarching
culture
shift
strategy,
as
well
as
making
space
for
arts
and
culture,
our
infrastructure
strategy
and
the
vancouver
music
strategy,
each
of
which
had
space
implications
and
worked
in
tandem
to
provide
an
overarching
policy
framework
that
prioritizes
self-determined,
musqueam,
squamish
and
slavic
tooth
urban
indigenous
spaces
in
public
art,
cultural
heritage,
equity,
redress
and
accessibility,
renewal
and
enhancement
of
city-owned
spaces
and
increased
partnerships
with
community
and
trying
to
move
toward
community
ownership
through
through
the
development
of
a
community-led.
B
B
During
the
last
four
years,
we
allocated
some
significant
funding
into
grant
funding
to
support
chinatown
cultural
partnerships,
the
investment
of
the
city
and
the
cities
noting
and
and
prioritization
of
chinatown,
as
a
key
as
a
key
cultural
district,
and
our
mou
with
the
province
also
resulted
in
28.5
million
dollars
of
new
provincial
museum
funding
landing
in
chinatown,
with
the
purchase
of
the
wing
sang
building
for
the
deployment
of
the
provincial
museum
hub,
which
was
very
exciting
and
announced
not
too
long
ago,
85
commissions
in
public
art.
B
It's
a
huge
amount
of
public
art,
deploy
just
really
really
exciting
projects.
There
were
in
the
civic
program.
There
was
4.2
million
allocated
in
the
private
sector
program
8.9
in
kind
and
four
new
cultural
spaces
have
their
shovels
in
the
ground
about
37
million
in
kind
there's
the
200
seat,
performance
space
at
oak
ridge
and
artist
studios
that
are
underway.
B
We
completed
the
30
units
of
artist,
housing
and
production
space
at
maine
and
third,
the
20
000
square
foot,
cultural
hub
downtown
is
finished
and
underway,
and
there
is
the
6
000
square,
foot,
music
production
and
rehearsal
space
underway
council.
On
this
slide,
the
stars
indicate
that
the
project
is
underway
as
well.
We
allocated
160
cultural
spaces,
infrastructure
grants
about
six
million
dollars
to
plan,
fix,
expand
or
buy
cultural
space,
and
this
was
leveraged
by
the
community
for
a
further
30
million
dollars.
B
So
a
really
really
important
investment
in
community
as
well.
We,
our
own
civic
theaters,
undertook
about
6.3
million
dollars
in
civic
theater
upgrades
that
was
about
800
000
in
city
investment,
4
million
from
the
vct
facilities
reserve
and
then
a
1.5
million
dollar
federal
grant
and
all
that
work
is
either
completed
or
substantially
completed.
B
In
terms
of
the
preliminary
draft
for
2023
to
2026,
there
are
a
number
of
projects
in
in
the
proposed
draft.
There
are
two
new
in-kind
cultural
spaces
being
delivered
proposed
to
be
delivered
through
development.
Nine
artists
live
work,
studios
on
in
kambi
and
fourteen
thousand
square
foot
cultural
hub
at
burrard
and
davey
there's
one
million
allocated
for
work
over
the
next
four
years
to
support
chinatown
cultural
partnerships
and
our
ongoing
work
in
chinatown
there's
five
million
in
the
cultural
infrastructure
grants
program.
B
This
will
provide
approximately
130
grants,
small
to
medium
grants
to
plan
research
fix,
upgrade
both
city
owned
and
non-city
owned
spaces.
And
again
this
funding
does
leverage,
then
senior
government
funding
or
it
attracts
it,
attracts
that
funding
about
16
million
in
cultural
space
capital
maintenance
to
about
48
buildings
that
are
generally
50
of
which
are
in
poor,
very
poor
condition.
There
is
a
small
0.5:
well,
not
small,
significant,
but
modest,
0.4
million
city
contribution
to
the
joy
kagawa
house
renewal.
B
This
is
a
really,
as
you
know,
critical
cultural
space
and
it
has
a
partner
contribution
already
of
one
million
and
so
that
point
four
is
needed
to
make
that
project
feasible.
There's
about
a
million
dollars
in
city
funding
for
civic
theater
maintenance,
renovations
and
upgrades.
B
We
do
believe
that
the
1
million
dollars
currently
allocated
for
chinatown
is
insufficient,
given
the
work
that
is
needed
in
that
community
and
the
the
especially
as
we
head
into
the
the
the
asset
management
and
trying
to
preserve
the
important
cultural,
intangible
and
tangible
heritage
of
that
neighborhood.
B
The
fire
hall
theater
had
the
feasibility
study
undertaken
in
the
last
capital
plan.
We
would
like
to
move
forward
with
that.
It's
a
very
poor
condition:
theater
over
40
years
old,
not
accessible
and
and
significant
issues.
There.
The
cultural
spaces
fund
council
approved
10
million
dollars
in
2019
to
seed
that
fund.
That
would
help
us
start
to
work
toward
both
the
land,
trust
and
support
investments
in
major
projects
and
and
so
that
10
million
we
anticipate,
is
leveraging
about
50
million
in
in
or
attracting
a
further
50
million
in
other
government
and
partnership
funding.
B
So
it's
a
really
good
investment
and
it's
a
way
to
to
support
the
community
and
community
ownership.
The
cultural
infrastructure
grants
is
a
million
dollars
less
than
in
the
previous
plan.
Again,
these
are
smaller
grants
to
organizations
and
they
also
help
organizations
attract
senior
government
funding.
B
Some
of
the
spaces
are
our
own
that
that
end
up
renewed
out
of
this
program,
the
playhouse
renovation
and
upgrades
there
is
demand
for
more
accessible
spaces.
We
can't
get
artists
with
disabilities
onto
the
stage
in
a
dignified
way.
In
the
playhouse
we
have
some
other
functional
issues,
and-
and
so
there
are
some
renovations
we
would
like
to
do.
There
we'd
like
to
continue
on
the
vanity
park
planning
and
like
with
our
other
asset
categories.
There
remains
a
capital
maintenance
gap.
F
Thank
you
sandra,
so
we
are
down
to
our
last
presentation
of
today
and
that's
going
to
be
again:
armin
ameria
our
deputy
city
manager
and
acting
gm
of
real
estate
and
facilities,
management
and
she's
going
to
talk
about
our
animal
services
facility.
Thanks
armin.
F
N
Thank
you
again,
mayor
and
council.
We
are
presenting
the
vancouver
animal
services
project,
it
carries
out
the
provisions
of
vancouver
charter
and
animal
control
bylaw
and
operates
the
vancouver
animal
shelter
facility
focused
on
providing
public
safety
from
dangerous
dogs
and
other
animals,
licensing
and
other
related
regulations.
N
N
Rebuild
functional
program
study
for
the
shelter
was
carried
out,
including
a
test
fit
option
for
a
stand-alone
facility
on
the
existing
city
site
and
to
explore
a
potential
co-location
with
bc
for
the
bc
spca,
and
we
have
an
mou
with
the
city
and
the
bc
spca,
which
is
com
which
is
contemplated
to
explore.
Some
options
maintained
existing
end-of-life
animal
shelter
with
minimal
investment.
N
A
streamlined
and
improved
customer
service
by
providing
a
one
shop,
stop
type
service
to
the
public,
supported
by
good
public
transit
access
and
adequate
parking
and
the
improved
public
safety
through
public
education
and
community
outreach
opportunities
and,
of
course,
improved
city
staff
and
volunteer
commuting
options.
Thank
you.
F
Okay,
wonderful!
So
when
we
reconvene
this
workshop
on
april,
7th
council
is
going
to
hear
from
police
fire
as
well
as
our
technology
services,
and
that
will
be
the
end
of
these
presentations.
F
I
it's
been
a
lot
to
listen
to
all
this,
but
it
gives
counsel
and
the
public
listening
a
really
good
sense
of
just
how
much
is
in
there
and
how
complex
it
all
is
and
again,
as
paul
said
earlier,
difficult
trade-offs
that
need
to
eventually
be
made
to
land
this
plan.
So
with
that
mayor,
stewart
we're
done
on
our
end,
is
there
anything
else
you
need
from
staff
today.
A
No,
I
think,
we're
good,
thank
you
so
much
for
staff
team
for
putting
all
this
together
in
such
a
digestible
way
for
an
enormous
amount
of
information
thanks
to
council
for
extending
and
but
leaving
us
a
little
bit
of
time
to
enjoy
this
the
sun.
So
with
that,
I
think
we
can
just
ask
for
a
motion
to
recess
concert.
J
A
Thank
you
on
april,
7th
at
3
p.m.
Thanks
councilor,
harvick,
seconder,.